select two of the following components of working capital management.docx
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select two of the following components of working capital management: the cash conversion cycle, the cash budget, inventory management, and credit policies. Think about scenarios in which your selected topics were important for informing decision making. Explain how the first selected topic impacted an organizational decision. Explain how the second selected topic impacted an organizational decision. 1. Student provides a thorough and evidenced-based analysis explaining how one component of working capital management (either cash conversion cycle, the cash budget, inventory management, or credit policies) has impacted an organizational decision, and provides a rationale as to why the organizational decision was impacted. 2. Student provides a thorough and evidenced-based analysis explaining how a second component of working capital management (either cash conversion cycle, the cash budget, inventory management, or credit policies) has impacted an organizational decision, and provides a rationale as to why the organizational decision was impacted. 3. Student effectively and directly integrates discussion/assignment content with relevant and compelling personal experiences, additional research, or current events from credible news sources. Specifically adds a new and/or different insight or perspective on the subject area(s) being discussed or treated in the assignment. .
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This assignment relates to Student Learning Outcomes 3 and 4 regardi.docx
This assignment relates to Student Learning Outcomes 3 and 4 regarding the integration of key informants’ and community stakeholders’ perspectives with micro, mezzo, and macro knowledge when advocating for changes to service delivery systems, and synthesizing evidence based intervention literature to inform strategies for creating organizational, community, or legislative change efforts.
The ability to function within the structures of organizations and service delivery systems as well as pursue necessary organizational change are essential skills for social work practice. This assignment provides students with the opportunity to begin applying the skills necessary for organizational change.
Assignment Criteria:
1. Students will be provided with a case study that focuses on an organization. Additionally, students will be provided with one completed Sanctuary Environmental Assessment and one completed Staff Practice Survey (Institute for Health and Recovery, 2011) instrument that will inform the students’ assessment of organizational climate, strengths and challenges associated within the organization from multiple staff and administration perspectives.
2. Based on the results of the organizational assessment tools, select one organizational change to implement within the organization. This change should involve agency practice and/or policy that you have identified as critical to support a trauma-responsive organizational culture. In addition, this change should facilitate more effective and efficient services to the people served by the agency in your case study. Students must connect their selected organizational change with one of the Seven Sanctuary Commitments (see handout and/or Bloom & Farragher book).
3. Based on your organizational assessment, create a proposal to assist the organization in planning and supporting trauma-informed organizational change.
4. The proposed change/intervention should fill a need currently existing at the agency; it should be consistent with the mission of the agency and the needs of its clients. The following components should be included in your proposal/intervention:
1. Philosophy (4 points): describe the agency’s practice philosophy and purpose. This portion should also reflect how the agency’s philosophy relates (or does not relate) to the principles of trauma-informed care. Include a brief summary of your organizational assessment findings.
2. Two Long-term Goals of Intervention and 2 Objectives Each: These goals should be grounded in literature and should align with the mission statement.
3. Two Short-Term Goals of Intervention and 2 Objectives Each: Short range goals must relate logically to the long range goals.
4. Budgeting Plan: Financially, how much will the intervention/program cost? Break down the overall amount into percentages to spend in categories. Categories may include books, periodicals, hardware, software, equipment, personnel, special projects,.
Independent Evaluation for Learning: Toward Systemic Change
The document discusses issues with the current model of independent evaluation units conducting evaluations primarily for accountability rather than learning. It proposes that evaluation units should reform to focus more on serving organizational learning by conducting user-centric evaluations and building stronger relationships with operational departments within their organizations. The document outlines change management strategies and models that could be used to help guide such a reform process for evaluation units.
Write a critical evaluation of your learning outcome. In your re.docx
Write a critical evaluation of your learning outcome. In your response, consider:
1. Consider the content of this class as they relate to financial acuity and managerial decision making.
2. Base on the course content, discuss the new skills you acquired from this class?
3. How would you apply your new knowledge of your current and/or future profession?
Post your original discussion no later than Friday, 28. Read and respond to at least 3 of your classmates’ posts.
Student Responses :
Student Response 1(Debotta Ganesh) :
Managerial decision-making and financial acumen are quintessential for a business to be profitable. The course content exposes the students to the criticality of these factors in the financial decisions taken by the management of a company (Wasniewski N., n.d.)
This course has helped me enormously in the development of my financial acumen and has enabled me to understand basic financial metrics and contribute to the important managerial decisions. Some of the important concepts that I have imbibed are IRR, NPV, TVM, etc. that make it easier to arrive at solutions for practical business problems. One of the important aspects of the course is that it helps the learner to acquire a basic understanding of the roles and the basic objectives of financial management. The course has given me the exposure to how complex decisions can be when selecting projects for different investment opportunities. It is imperative that one has a good grasp of the capital budgeting techniques in such situations. Another crucial aspect of financial analysis is to gain a strong understanding of the various techniques of effective working capital like inventory management, payable, accounts receivable and the problems given in the course are sufficient to acquire these skills.
The students are given ample opportunities to groom their managerial decision-making skills through the problems given to them to solve. These problems have enabled me to dive into the challenges of the financial management world and have helped shape up my ability to make effective managerial decisions. I will apply the skills that I have acquired during the managerial finance course at work and contribute better to the crucial investment decisions made by the management. I will also caution the management in not being hasty in making these decisions as any wrong decision can greatly impact the ability of the company to achieve the goals set by it.
Reference:
Wasniewski, N. (n.d.). What Is Business Acumen and Why It's Important For Leaders. Retrieved from
https://blog.insight-experience.com/blog/business-acumen-important-aspiring-leaders/
Student response 2 (Hyndavai Mandava) :
Relation to Financial Acuity and Managerial Decision Making
In order to differentiate the financial and managerial decision making in the organization considered to be primary things. As per financial accounting, it has been consists of the branch of accounting the purpose of wh.
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3) A minimum of 3 sources should be cited and formatted according to APA style.
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The analysis of an organizational change plan involves a comprehensive examination of the various elements and strategies implemented to bring about change within an organization. It focuses on assessing the effectiveness and impact of the planned changes on the organization’s structure, processes, culture, and overall performance.
During the analysis, several key aspects are typically considered. These include:
Objectives and rationale: The analysis begins by evaluating the objectives of the change plan and understanding the underlying reasons for initiating the change. This involves examining the anticipated benefits, such as improved efficiency, increased productivity, enhanced customer satisfaction, or organizational growth.
Stakeholder engagement: The analysis assesses the extent to which stakeholders, including employees, managers, and external partners, were involved in the change process. It evaluates the level of communication, collaboration, and buy-in from various stakeholders, as their support is crucial for successful change implementation.
Organizational culture: The analysis examines the compatibility between the proposed changes and the existing organizational culture. It considers how well the change aligns with the organization’s values, beliefs, and norms. Any potential cultural barriers or resistance to change are identified and addressed.
Change management strategies: The analysis evaluates the effectiveness of the change management strategies employed, such as communication plans, training programs, and employee empowerment initiatives. It assesses whether these strategies facilitated smooth transitions and minimized disruptions during the change process.
Implementation process: The analysis reviews the execution of the change plan, including the sequencing of activities, resource allocation, and coordination of efforts. It examines whether the plan was executed as intended and within the defined timelines.
Measurable outcomes: The analysis measures the actual outcomes and results of the change plan against the desired objectives. It looks at quantitative data, such as financial performance indicators, as well as qualitative factors, such as employee morale and customer satisfaction.
Capstone Project Part V Action Plans Natasha House, Inc.docx
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A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages): The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
1. Identify and describe the core values of the agency.
1. Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
2. Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
2. Identify and describe the mission of the agency, organization, or community.
1. Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
2. Describe whether the mission statement promotes advocacy, leadership, or social change.
3. Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
3. Identify and describe the vision of the agency.
1. Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
2. Describe whether the vision promotes advocacy, leadership, or social change.
3. Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
4. Identify and describe key stakeholders involved with the agency.
1. Discuss whether each stakeholder is internal or external to the agency/organization.
2. Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
3. Discuss how each stakeholder can be an essential element for gathering information to dev.
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NHS-FP6008 Assessment 1 ContextAssessment 1 ContextHealth Care.docx
NHS-FP6008 Assessment 1 Context
Assessment 1 ContextHealth Care Economics: An Industry Overview
Providers and consumers of health care services have experienced significant changes following the enactment of the Patient Protection and Affordable Care Act of 2010 (Affordable Care Act). New terminology, concepts, methods of valuation, reimbursement, and decisions accompanied this landmark legislative change. Health care leaders are responsible for maintaining the financial viability of their organizations, aligning with both the organizational mission statement and directional strategy, and allocating finite resources. This task has become increasingly complex due in part to changes associated with the Affordable Care Act.
Conditions of participation in state- and federally-funded health care programs have generated new requirements, and some represent major challenges with respect to implementation and compliance. An example of this can be seen with the electronic medical records initiative, which has been an ongoing challenge. Leaders must grapple with questions such as:
· What is the actual cost to the organization?
· Are there funding shortfalls for full implementation?
· Are there unexpected additional costs that result from existing software incompatibilities?
· Are there additional security measures to ensure HIPAA compliance, such as staff training?
· What about patient satisfaction scores and how these can affect reimbursement?
The role of the health care executive in exercising sound economic decision making has become increasingly challenging, especially when one considers the potential adverse financial and operational consequences, or civil and criminal penalties, that can result from oversights or errors. Health care executives serve in a fiduciary role within their organizations and communities. To this end, it is helpful for leaders to understand applicable laws that drive economic decision making and its accepted tools from authoritative sources, industry standards, and risk management.
The Provider Organization
How have recent changes in health care affected your current or future desired role within the industry? Do you recognize new concepts and terminology emerging with our changing health care system? To illustrate this point, consider your familiarity with the following economic concepts and their associated implications for providers: accountable care organizations, Readmissions Reduction Program, HCAHPS scores, HAC Reduction Program, never events, value based purchasing, open payments public data, cost shifting, risk sharing, and medical capital equipment (lease versus purchase). These are just a few examples of facets that involve financial, and thus economic, decision making.
It is important to maintain the environmental, larger perspective and to understand what resources are available from the government for economic problem solving and decision making. It is also important to maintain "bifocal vision" as ...
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This assignment relates to Student Learning Outcomes 3 and 4 regardi.docx
This assignment relates to Student Learning Outcomes 3 and 4 regarding the integration of key informants’ and community stakeholders’ perspectives with micro, mezzo, and macro knowledge when advocating for changes to service delivery systems, and synthesizing evidence based intervention literature to inform strategies for creating organizational, community, or legislative change efforts.
The ability to function within the structures of organizations and service delivery systems as well as pursue necessary organizational change are essential skills for social work practice. This assignment provides students with the opportunity to begin applying the skills necessary for organizational change.
Assignment Criteria:
1. Students will be provided with a case study that focuses on an organization. Additionally, students will be provided with one completed Sanctuary Environmental Assessment and one completed Staff Practice Survey (Institute for Health and Recovery, 2011) instrument that will inform the students’ assessment of organizational climate, strengths and challenges associated within the organization from multiple staff and administration perspectives.
2. Based on the results of the organizational assessment tools, select one organizational change to implement within the organization. This change should involve agency practice and/or policy that you have identified as critical to support a trauma-responsive organizational culture. In addition, this change should facilitate more effective and efficient services to the people served by the agency in your case study. Students must connect their selected organizational change with one of the Seven Sanctuary Commitments (see handout and/or Bloom & Farragher book).
3. Based on your organizational assessment, create a proposal to assist the organization in planning and supporting trauma-informed organizational change.
4. The proposed change/intervention should fill a need currently existing at the agency; it should be consistent with the mission of the agency and the needs of its clients. The following components should be included in your proposal/intervention:
1. Philosophy (4 points): describe the agency’s practice philosophy and purpose. This portion should also reflect how the agency’s philosophy relates (or does not relate) to the principles of trauma-informed care. Include a brief summary of your organizational assessment findings.
2. Two Long-term Goals of Intervention and 2 Objectives Each: These goals should be grounded in literature and should align with the mission statement.
3. Two Short-Term Goals of Intervention and 2 Objectives Each: Short range goals must relate logically to the long range goals.
4. Budgeting Plan: Financially, how much will the intervention/program cost? Break down the overall amount into percentages to spend in categories. Categories may include books, periodicals, hardware, software, equipment, personnel, special projects,.
Independent Evaluation for Learning: Toward Systemic Change
The document discusses issues with the current model of independent evaluation units conducting evaluations primarily for accountability rather than learning. It proposes that evaluation units should reform to focus more on serving organizational learning by conducting user-centric evaluations and building stronger relationships with operational departments within their organizations. The document outlines change management strategies and models that could be used to help guide such a reform process for evaluation units.
Write a critical evaluation of your learning outcome. In your re.docx
Write a critical evaluation of your learning outcome. In your response, consider:
1. Consider the content of this class as they relate to financial acuity and managerial decision making.
2. Base on the course content, discuss the new skills you acquired from this class?
3. How would you apply your new knowledge of your current and/or future profession?
Post your original discussion no later than Friday, 28. Read and respond to at least 3 of your classmates’ posts.
Student Responses :
Student Response 1(Debotta Ganesh) :
Managerial decision-making and financial acumen are quintessential for a business to be profitable. The course content exposes the students to the criticality of these factors in the financial decisions taken by the management of a company (Wasniewski N., n.d.)
This course has helped me enormously in the development of my financial acumen and has enabled me to understand basic financial metrics and contribute to the important managerial decisions. Some of the important concepts that I have imbibed are IRR, NPV, TVM, etc. that make it easier to arrive at solutions for practical business problems. One of the important aspects of the course is that it helps the learner to acquire a basic understanding of the roles and the basic objectives of financial management. The course has given me the exposure to how complex decisions can be when selecting projects for different investment opportunities. It is imperative that one has a good grasp of the capital budgeting techniques in such situations. Another crucial aspect of financial analysis is to gain a strong understanding of the various techniques of effective working capital like inventory management, payable, accounts receivable and the problems given in the course are sufficient to acquire these skills.
The students are given ample opportunities to groom their managerial decision-making skills through the problems given to them to solve. These problems have enabled me to dive into the challenges of the financial management world and have helped shape up my ability to make effective managerial decisions. I will apply the skills that I have acquired during the managerial finance course at work and contribute better to the crucial investment decisions made by the management. I will also caution the management in not being hasty in making these decisions as any wrong decision can greatly impact the ability of the company to achieve the goals set by it.
Reference:
Wasniewski, N. (n.d.). What Is Business Acumen and Why It's Important For Leaders. Retrieved from
https://blog.insight-experience.com/blog/business-acumen-important-aspiring-leaders/
Student response 2 (Hyndavai Mandava) :
Relation to Financial Acuity and Managerial Decision Making
In order to differentiate the financial and managerial decision making in the organization considered to be primary things. As per financial accounting, it has been consists of the branch of accounting the purpose of wh.
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The document provides a rubric for assessing a presentation on assessment instruments used in correctional systems. It outlines the following key points for the presentation:
1) The presentation should describe 3 different assessment instruments, including the purpose, population assessed, how it is utilized, and type of information yielded.
2) The presentation should be 10-12 slides in PowerPoint format and include detailed speaker notes for each slide.
3) A minimum of 3 sources should be cited and formatted according to APA style.
4) The presentation will be evaluated based on content, readability and style, and mechanics.
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The analysis of an organizational change plan involves a comprehensive examination of the various elements and strategies implemented to bring about change within an organization. It focuses on assessing the effectiveness and impact of the planned changes on the organization’s structure, processes, culture, and overall performance.
During the analysis, several key aspects are typically considered. These include:
Objectives and rationale: The analysis begins by evaluating the objectives of the change plan and understanding the underlying reasons for initiating the change. This involves examining the anticipated benefits, such as improved efficiency, increased productivity, enhanced customer satisfaction, or organizational growth.
Stakeholder engagement: The analysis assesses the extent to which stakeholders, including employees, managers, and external partners, were involved in the change process. It evaluates the level of communication, collaboration, and buy-in from various stakeholders, as their support is crucial for successful change implementation.
Organizational culture: The analysis examines the compatibility between the proposed changes and the existing organizational culture. It considers how well the change aligns with the organization’s values, beliefs, and norms. Any potential cultural barriers or resistance to change are identified and addressed.
Change management strategies: The analysis evaluates the effectiveness of the change management strategies employed, such as communication plans, training programs, and employee empowerment initiatives. It assesses whether these strategies facilitated smooth transitions and minimized disruptions during the change process.
Implementation process: The analysis reviews the execution of the change plan, including the sequencing of activities, resource allocation, and coordination of efforts. It examines whether the plan was executed as intended and within the defined timelines.
Measurable outcomes: The analysis measures the actual outcomes and results of the change plan against the desired objectives. It looks at quantitative data, such as financial performance indicators, as well as qualitative factors, such as employee morale and customer satisfaction.
Capstone Project Part V Action Plans Natasha House, Inc.docx
Capstone Project Part V: Action Plans/ Natasha House, Inc
********The Paper covers all of the information that was previously submitted for Natasha House, Inc. Please put all of the information together to make one who paper. Please Include the abstract and conclusion as well as the references.********
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages): The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
1. Identify and describe the core values of the agency.
1. Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
2. Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
2. Identify and describe the mission of the agency, organization, or community.
1. Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
2. Describe whether the mission statement promotes advocacy, leadership, or social change.
3. Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
3. Identify and describe the vision of the agency.
1. Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
2. Describe whether the vision promotes advocacy, leadership, or social change.
3. Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
4. Identify and describe key stakeholders involved with the agency.
1. Discuss whether each stakeholder is internal or external to the agency/organization.
2. Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
3. Discuss how each stakeholder can be an essential element for gathering information to dev.
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2. Resource allocation is the process of assigning limited resources, like people and funding, to achieve strategic goals. It involves deciding which initiatives or business units receive resources and at what level, as well as contingency plans for adjusting resources up or down.
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Providers and consumers of health care services have experienced significant changes following the enactment of the Patient Protection and Affordable Care Act of 2010 (Affordable Care Act). New terminology, concepts, methods of valuation, reimbursement, and decisions accompanied this landmark legislative change. Health care leaders are responsible for maintaining the financial viability of their organizations, aligning with both the organizational mission statement and directional strategy, and allocating finite resources. This task has become increasingly complex due in part to changes associated with the Affordable Care Act.
Conditions of participation in state- and federally-funded health care programs have generated new requirements, and some represent major challenges with respect to implementation and compliance. An example of this can be seen with the electronic medical records initiative, which has been an ongoing challenge. Leaders must grapple with questions such as:
· What is the actual cost to the organization?
· Are there funding shortfalls for full implementation?
· Are there unexpected additional costs that result from existing software incompatibilities?
· Are there additional security measures to ensure HIPAA compliance, such as staff training?
· What about patient satisfaction scores and how these can affect reimbursement?
The role of the health care executive in exercising sound economic decision making has become increasingly challenging, especially when one considers the potential adverse financial and operational consequences, or civil and criminal penalties, that can result from oversights or errors. Health care executives serve in a fiduciary role within their organizations and communities. To this end, it is helpful for leaders to understand applicable laws that drive economic decision making and its accepted tools from authoritative sources, industry standards, and risk management.
The Provider Organization
How have recent changes in health care affected your current or future desired role within the industry? Do you recognize new concepts and terminology emerging with our changing health care system? To illustrate this point, consider your familiarity with the following economic concepts and their associated implications for providers: accountable care organizations, Readmissions Reduction Program, HCAHPS scores, HAC Reduction Program, never events, value based purchasing, open payments public data, cost shifting, risk sharing, and medical capital equipment (lease versus purchase). These are just a few examples of facets that involve financial, and thus economic, decision making.
It is important to maintain the environmental, larger perspective and to understand what resources are available from the government for economic problem solving and decision making. It is also important to maintain "bifocal vision" as ...
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Client Name:
Date:
Clinical Placement Student:
Type of service (check one): FORMCHECKBOX
Individual FORMCHECKBOX
Family FORMCHECKBOX
Child FORMCHECKBOX
Couple
1. Target Problem
Specific/Short Term Goals:
Objectives:
Strategies/Interventions to Achieve Goals:
2. Target Problem
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JWI 510: Leadership in the 21st Century
Lecture Notes
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.
JWI 510 – Lecture Notes (1194) Page 1 of 3
Week 9: Becoming the Leader
The challenges of the first three months in a new leadership position can be significant, whether you are
becoming the leader of a team, a department, or an entire organization. A lot is at stake regarding
organizational effectiveness and career success – both yours and those of the people being led by you.
Leveraging a proven model will help ensure that you make a successful transition into the new leadership
role. This week, we will explore practical steps you can take to make your move into a new role successful
and to embrace the challenges the new opportunity presents.
Leading in the First 90 Days
Four common types of business situations must be understood for you to select the most effective
leadership strategy: startup, turnaround, realignment, and sustaining. These business situations can be
particular to a team or department, or they could apply to the entire organization.
Startups and turnarounds give new leaders the opportunity to start fresh. For these situations, courage is
essential because difficult decisions are often required early on. Realignments and sustaining conditions
present a different challenge. A new leader must quickly assess what to preserve because it is successful,
and what to change to move the organization forward. Once the type of business situation is identified, two
fundamental choices must be made:
1. A decision whether to focus on learning about the organization or taking action
In turnarounds and startups, the emphasis is typically on immediate action. Often, early
decisions will be required even without complete information. The new leader does not have
the luxury of a pro.
Assessment in social work
This document provides an overview of assessment in social work. It defines assessment as the process of gathering and analyzing information about individuals to understand their situation and determine recommendations. The document discusses the significance and critical role of assessment, noting that accurate assessment is fundamental to determining goals and interventions. It also summarizes different definitions of assessment and factors that should be addressed, such as problems, strengths, resources, and causes. The document frames assessment as an ongoing process as new information emerges throughout a case.
Strategic Objectives of a firm
The document discusses strategic objectives of firms, business strategy, contextual factors, contingency factors, and factors relating to performance management systems (PMS). Strategic objectives are long-term targets set for 3-5 years that are divided among business units and individuals. Business strategy determines the direction of a firm to achieve long-term success by adapting to changes. Contextual factors influencing goals and decisions include historical, personal, and socio-cultural aspects. Contingency factors considered in planning include social, economic, cultural, and political risks. An effective PMS aligns individual goals with corporate strategy, provides coaching, appraises performance, and rewards meeting standards.
Mod 5 Assignment 2 Internal Environmental ScanOrganizational As.docx
Mod 5: Assignment 2: Internal Environmental Scan/Organizational Assessment
This section provides the opportunity to develop your course project. Conducting an internal environmental scan or organizational assessment, provides the ability to put the strategic audit together.
In this course so far you have conducted the following steps toward completing the capstone strategic audit:
· Identified the organization for your report
· Interviewed key mid-level and senior level managers
· Created a market position analysis
· Conducted an external environmental scan in preparation of your final report and presentation
· Prepared a preliminary strategic audit
In this module you will conduct a comprehensive assessment of the internal environment at your business unit or organization you are working with for this project, also known as an organizational assessment, and present your findings in a report. Your report should analyze the operating characteristics and assets of your business unit and categorize them as strengths or weaknesses in terms of enabling the business strategy (these will be inputs into a final SWOT analysis).
The internal environmental scan or organizational assessment should include the following:
· Mission, Vision, and Values: Assess the organization’s understanding of the mission, vision, and values, and how they relate the business strategy. Is there consensus on the mission and vision of the organization? What are the shared values of the organization? What are the behaviors espoused by these values?
· Strategy Clarification: Assess the organization’s understanding of the business strategy through interviews with mid-level and senior managers. Assess their understanding and agreement of the business unit’s value proposition, market position, and competitive advantage.
· Cultural Assessment: Explain the unwritten rules and shared values that govern behaviors in the organization. Do they act as enablers or blockers to the strategy? For example, is there a culture of information sharing and collaboration that enables the organization to respond quickly across structural boundaries to solve problems for customers? On the other hand, do groups not share important information through informal mechanisms, thus slowing response times?
· Value Chain Analysis: Identify the primary (direct) and support (indirect) activities that create and deliver your product or service to your customers. Assess each activity’s contribution to competitive advantage through cost or differentiation. Identify any areas where the business may be at a competitive disadvantage.
· Summary of Findings: Using these different analyses, identify the organizational strengths and weaknesses as they relate to the business strategy. Organizational strengths are assets, capabilities, and resources that contribute directly to the organization’s strategic fit, differentiation, and competitive advantage relative to competing organizations. Organizational weakness ...
Assessment 2 Instructions Needs Analysis for ChangeTop of Form.docx
Assessment 2 Instructions: Needs Analysis for Change
Top of Form
Bottom of Form
·
PRINT
·
Complete a systematic evaluation of a unit, facility, or organization with which you are familiar, in an attempt to identify the need to address the economic health care issue.
Introduction
Note: Each assessment in this course builds upon the work you have completed in previous assessments. Therefore, you must complete the assessments in the order in which they are presented.
As a master's-level health care practitioner, you may sometimes be tasked with the need to complete a systematic evaluation as a way of improving your organization’s outcomes. In this assessment, you will have a chance to practice these skills by completing a systematic evaluation of a unit, facility, or organization that you are familiar with in an attempt to identify the need to address the economic health care issue that you presented in the previous assessment. This systematic evaluation is often referred to as a needs analysis. Understanding how to do a needs analysis will be key as you advance through your career in the health care environment.
Background and Context
As a master's-level health care practitioner, you may sometimes be tasked with the need to complete a systematic evaluation as a way of improving your organization’s outcomes. In this assessment, you will have a chance to practice these skills by completing a systematic evaluation of a unit, facility, or organization that you are familiar with in an attempt to identify the need to address the economic health care issue that you presented in the previous assessment. This systematic evaluation is often referred to as a needs analysis. Understanding how to do a needs analysis will be key as you advance through your career in the health care environment.
Instructions
Be sure to address each main point. Review the assessment instructions and scoring guide, including performance-level descriptions for each criterion, to ensure you understand the work you will be asked to complete and how it will be assessed. In addition, note the requirements for document format and length and for supporting evidence.
Overall, you will be assessed on the following criteria:
· Summarize your chosen economic issue and its impact on your work, organization, colleagues, and community.
1. Reiterate your rationale for pursuing this issue, as well as the gap contributing to it that you identified in your previous assessment.
· Identify any socioeconomic or diversity disparities that exist with how your chosen economic issue impacts any particular groups or populations.
2. Use at least one piece of evidence to support this disparity (public health data, aggregated data from an organization, or other scholarly resources).
· Explain the findings of evidence-based or scholarly sources regarding the need to address your chosen issue and pursue potential change or implementation plans.
3. For example, if your implementati.
Integrative project II- Chapter 2
This document provides an overview of sector analysis for education planning. It discusses analyzing the education sector to understand internal dynamics, needs, demands and driving forces. Key aspects to analyze include macroeconomic/demographic factors, access/participation rates, quality, costs/finances, and management. The Logical Framework Approach is presented as a tool to structure the analysis, including establishing objectives and indicators. Problem analysis and stakeholder analysis are also important components to understand challenges and engage stakeholders. Conducting a thorough sector analysis is the first stage of education sector development planning.
NameDateCourse PSA Title _______________________.docx
Name:
Date:
Course:
PSA Title: _________________________
Opening Statement:
Role of Physical Educators:
Role of Sport Leaders:
Role of Exercise Scientists:
Strategies and Steps Individuals can do:
Word count:
MGT 420 Case study #4 Presentation worksheet:
Class
Names
Overview of the Organization:
1. Provide an overview of the chosen organization.
2. Justify the choice of the organization.
·
Why this organization?
3. Identify the change needed and how the issue has impacted the organization (
why is this a significant problem).
Good place to have a citation on both the slides + note pages
Organizational Subsystems in Need of Change Within the Organization:
1. Identify three of the subsystems in the organization that relate to the needed change that was identified.
2. Of the three subsystems chosen, identify the main subsystem that failed and led to the problem.
3. Provide a justification or explanation for choosing the main subsystem for change.
Remember an individual is not a subsystem, a department would be an example of a subsystem.
What is this the main subsystem (subsystem 1) and why?
Good place to have a citation on both the slides + note pages
Sub system 2
Sub systems 3
Impact of the Proposed Change on Two Other Organizational Subsystems:
1. Discuss how the proposed change will affect the other two subsystems identified.
2. Discuss any system realignment that may result from the changes proposed.
Explain how the change in the main sub system (subsystem 1) affect the other 2 sub-systems?
How will subsystem 2 change
How will subsystem 3 change
Subsystem Comparison to Another Organization:
1. Compare the chosen subsystem for change to the same subsystem in a different organization. The subsystem chosen should be from an organization that is successful in the area of change being proposed. Provide justification.
Compare the main sub system (subsystem 1) in your chose organization to the same sub system in a comparison organization
Good place to have a citation on both the slides + note pages
Satisfaction of Three Stakeholders:
1. Identify any three stakeholders in the organization affected by the proposed change.
2. Explain how the proposed change will satisfy each of the three stakeholders identified.
Identify 3 Stakeholders and how the change will affect them
Stakeholder 1 (and how they will be affected)
Stakeholder 2 (and how they will be affected)
Stakeholder 3 (and how they will be affected)
Good place to have a citation both the slides + note pages
Ethical and Social Responsibility
What does the organization’s website state about their view on ethics? Does the organization's published view on ethical standards conform to or differ from their practice(s)? Use the “
Four views of Ethics” to compare the published versus practiced ethical behavio.
PrinciplesofFinMgmtFinal
The document provides information about a final exam for a nonprofit financial management course. It consists of 3 parts worth a total of 100 points: Part I is an essay question worth 30 points, Part II consists of short answer questions worth 40 total points by answering 4 out of 6 questions, and Part III contains 2 problem/application questions worth 15 points each for a total of 30 points. The exam tests concepts covered in the course and requires students to integrate readings, cases, and analyses in their responses.
his week we focus on how management can develop and use effectiv
his week we focus on how management can develop and use effective strategic control. The first two discussions below address:
Informational control (the ability to respond effectively to change), and, Behavioral control (the appropriate balance and alignment among an organization's culture, reward, and boundaries). The third section, focuses on strategic control from a broader perspective - Corporate governance. Here, we focus on a firm's need to assure that the elected representatives (board of directors) of the owners of the firm (shareholders) ensure that the firm's executives (the management team - headed by the Chief Executive Officer) strive to fulfill their fiduciary duty of maximizing long-term shareholder value.
Our readings address "traditional" and "contemporary" approaches to informational control. Although both have the same purpose - using information to select, monitor, and implement effective strategies - they have a different impact on employees and organizational outcomes. Also, as environmental conditions become more complex or unpredictable, the need for contemporary approaches to informational control increases.
Traditional Approach to Strategic Control - With a traditional approach to strategic control, goals and objectives are set, strategies are implemented, and performance is compared to the desired standards. Then there is a feedback loop in which information about how performance compares to goals is used to revise strategies. Thus, it is a highly sequential process. Examples of control systems that rely on feedback controls include sales quotas, operating budgets, and production schedules. Traditional process can often be time consuming and many firms only update budgets or other control devices once a year during annual planning meetings. Thus, it may be best suited for environments that are relatively simple and stable.
Contemporary Approach to Strategic Control - Because business conditions typically change rapidly, information controls are needed that can quickly adjust. With contemporary controls, an organization's assumptions, goals, and strategies are continuously monitored, tested, and reviewed. Thus, anticipating and adapting to change is built into the control process. Both informational and behavioral controls are needed for the contemporary approach. Informational controls ask whether the organization is "doing the right things." Behavioral controls, by contrast, ask whether the organization is "doing things right." With this framework, therefore, you can illustrate how the combination of effectiveness ("doing the right things") and efficiency ("doing things right") applies in the context of strategic controls.
Behavioral control is an approach to implementing strategy that relies on three behavioral forces or "levers" - culture; rewards and incentives; and, boundaries. The aim is to use these levers to evoke appropriate actions in the workforce and also to maintain a proper balance between these t ...
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Planning and cybernetic controls are important elements of management control systems. Planning controls include long-range planning with a strategic focus of 3-5 years and action planning with a tactical focus of 1 year or less. Budgeting is a key component of planning controls as it quantifies goals and allows for performance evaluation. Cybernetic controls use feedback loops of measuring performance against standards to modify systems and drive performance. Common cybernetic controls include budgets, financial and non-financial metrics, and hybrid systems that use both. Effective planning and control systems help organizations achieve goals in a proactive manner.
Bryson. chapter 6. identifying strategic issues facing the organization
This document summarizes Bryson's chapter on identifying strategic issues facing an organization. It discusses that identifying strategic issues is the heart of strategic planning and involves fundamental questions or challenges affecting the organization. The purpose is to create a strategic issue agenda. There are various approaches to identifying issues, such as directly from mandates and strengths/weaknesses, through goals, or by envisioning future success. Once identified, issues are categorized and prioritized to guide strategy development.
Mamatee model planning
The document discusses several models and approaches to strategic planning, as there is no single perfect model for every organization. It describes six different models: 1) Vision-based/goals-based model which focuses on mission, vision, goals and action plans; 2) Issues-based model which addresses current major issues; 3) Alignment model which ensures alignment of mission and resources; 4) Scenario planning model which considers different future scenarios; 5) Organic/self-organizing model which is more flexible and values-driven; and 6) Real-time planning which is ongoing and adapts to rapid changes. The key message is that organizations should select and modify approaches depending on their unique purposes, cultures and environments.
· In this assessment, you will propose an economic initiative that.docx
· In this assessment, you will propose an economic initiative that presents an opportunity for improved care quality.
Scenario
As an emerging health care leader, the senior management has requested that you independently research and explore one of the economic opportunities that may be available in your care setting. This may be offering a new service line, working to improve a service line already offered, retiring an outdated or unprofitable service line, or any other economic initiative that you believe will be of benefit to your care setting in the short and long term. One example of this is a recently launched partnership with a local bicycle sharing company. Your care setting partners with them to host healthy community events that offer free screenings for early detection of various health issues. This helps fulfill some of your care setting's preventive and healthy lifestyle initiatives, while also potentially driving referrals to other services provided by your care setting. You have been asked to submit your proposal in the form of a 2–4-page executive summary that includes your proposed economic initiative, supporting economic data, and an analysis of the proposal's benefits for your department and for the care setting overall.
Directions
You have been asked to ensure that your report addresses the following. Note: The bullet points below correspond to grading criteria in the scoring guide. Be sure your work is, at minimum, addressing each of the bullets below. You may also want to read the scoring guide and the Guiding Questions: Executive Brief: Proposal of New Economic Opportunity document, linked in the Resources, to better understand the performance levels that relate to each grading criterion:
· Propose an economic initiative that presents an opportunity for your care setting at both the micro (departmental, neighborhood) and macro (organizational, community) levels that you believe will provide ethical and culturally equitable improvements to the quality of care.
· Analyze the supply and demand for your proposed economic initiative within contexts relevant to your care setting.
· Explain relevant economic and environmental data that support your proposal and analysis.
· Communicate your economic proposal in a logically structured and concise manner, writing content clearly with correct use of grammar, punctuation, and spelling.
· Effectively support your proposal with relevant economic data and scholarly sources, correctly formatting citations and references using current APA style.
Example Assessment: You may use the assessment example, linked in the Assessment Example section of the Resources, to give you an idea of what a Proficient or higher rating on the scoring guide would look like.
Additional Requirements
Your assessment should meet the following requirements:
· Length: 2–4 double-spaced, typed pages. Your proposal should be succinct yet substantive.
· APA format: Resources and citations are formatted according to c.
Financial Controls: A Safeguard Against Misuse of Public Funds - www.nationa...
This document discusses financial controls used by school districts to safeguard public funds. It describes two main methods of financial control: internal control and financial audits. Internal control involves policies and procedures established by the CFO to verify accuracy and protect assets. Financial audits include both external audits by outside accountants and internal audits by trained district employees to examine financial reports for accuracy. Both types of audits evaluate procedures for cash, accounts, inventory, assets, loans, revenues, and expenditures. Financial controls help administrators effectively and efficiently use financial resources.
Liberty UniversitySMGT 699 INTERNSHIPPORTFOLIO GUIDELINES.docx
Liberty University
SMGT 699 INTERNSHIP
PORTFOLIO GUIDELINES
The following outline is intended to provide you with the guidelines for your internship. Although the focus of each student is primarily oriented to accomplishing the tasks and responsibilities assigned by each host organization, the following guidelines represent the writing and reporting requirements, which need to be submitted in the final week of the semester in order to receive a final grade for the experience.
The specific due date will be provided in Blackboard. Students are required to create a portfolio (word documents and/or excel spreadsheet). This submission will satisfy the “culminating experience” requirement by Liberty University in order to successfully complete graduate school.
INTERNSHIP FINAL REPORT:
This Report/Portfolio will be due during the final week of your internship and includes the following requirements for acceptance.
A. Length and Format: This report shall be as long or short as necessary to communicate the required information, Times or Times New Roman font size 12 pt. should be used. Feel free to include charts and supporting material that may be provided in an attached appendix.
B. Place and Date of Submission: ONLY an electronic copy of the final report should be submitted via Blackboard. Faxed reports will not be accepted. Do not mail a paper report.
C. Optional Revisions of Final Report: A student has the option of submitting the Final Report to the professor no later than Week 12. If an internship report is deemed unsatisfactory for any reason, it will be returned to the respective intern for revisions and modifications. Presentation and factualness of data, spelling, and grammar will be reviewed carefully and may result in required revisions. This report should be treated as a business report which will be evaluated and will be available for community review by faculty, staff, and students. If no revisions are necessary, the report will be accepted as final.
STRUCTURE OF FINAL INTERNSHIP REPORT
An internship final report should be structured to include the following sections and subsections.
I. THE ORGANIZATION:
A. Overview of Host Organization: Briefly describe the type of organization in which you worked and where/how it fits into the sport industry (e.g., local, regional, national, or international). Please include its primary constituencies and the primary nature of its operations (i.e., goods or services). Briefly describe the major purposes of the organization including its mission, goals, and strategic objectives. Please include any relevant promotional brochures and any other pertinent information that describes the work of the host organization. The data might include any strategic documents such as an annual report and/or strategic management plans.
B. Structure and Personnel of Host Organization: Briefly describe the organizational structure and its effectiveness with regard to management philosophies, leadersh.
Financial advisory services in India
The document discusses financial association and planning. Financial association involves determining how to raise and allocate capital to achieve relationship goals and business objectives in a way that balances productivity and liquidity with minimal costs. Key aspects of financial association include organizing, risk management, analysis, and assessment. Financial planning governs decisions around capital planning, working capital management, and capital structure to efficiently fund investment opportunities and activities over the long term.
Sector analysis
This document discusses sector analysis and using the logical framework approach to analyze an education system. It describes sector analysis as collecting and critically examining internal and external factors relating to the education system. These include how the system functions internally and external conditions influencing the system. The logical framework approach is presented as an analytical technique to structure the situation analysis, establish objectives, and identify risks. Key aspects of the logical framework like the matrix, problem analysis, SWOT analysis, and stakeholder analysis are outlined.
Case Analysis Guide1.) Describe what is going on by notinga
Case Analysis Guide
1.) Describe what is going on by noting:
a. Who are the key actors? What do we know about each of them?
b. What are the key systems involved? What do we know about each?
c. What does the problem seem to be? What are the underlying problems/issues?
d. What are the key sources of tension? What has lead up to this decision moment? What has changed to make this particular moment such a difficult one to negotiate?
2.) Explore the key sources of tension by considering:
a. What roles do different actors play in creating/sustaining a tension?
i. How can you make sense of these roles? How does an actor’s background, attributes, culture, beliefs, etc., shape his/her perceptions? His/her behaviors? It may help spur your thinking to consider: How might things be different if a male actor were female? If a Black actor were white?
b. What roles do systems play in creating/sustaining a tension (issue/problem)?
i. How can you make sense of these roles? How does a system’s structure, organization, functionality, resources, location, rules, norms, expectations, etc., shape the kinds of experiences the key actors are having?
c. How do interactions among actors and systems relate to a tension?
3.) Assess how additional knowledge and/or theory could deepen your understanding of the key sources of tension, and integrate that additional knowledge:
a. What is known about people with the attributes of the key actors? (e.g. developmental stages, cultural differences, gender differences, life transitions, people experiencing particular types of stressors, etc.) – look for both theories and empirical evidence!
b. What is known about systems like those at the center of this case? (e.g. bureaucratic systems, hierarchical versus flat organizational structures, segregated neighborhoods, the impact of high job stress and low resources on worker productivity, strengths-based versus deficit-based service environments, etc.) – look for both theories and empirical evidence!
c. How does this additional knowledge shape your thinking about the key sources of tension?
4.) Develop a problem formulation that focuses attention on the central tension/issue that must be addressed if the decision-maker is to move things forward in a productive way, while clarifying the key individual and systems factors that are most salient to why/how this issue has come to be.
5.) Develop alternative strategies that the decision-maker could realistically use to address the central issue. Be sure that each strategy begins in the specific moment/situation in which the decision-maker finds him/herself – that is, if the decision-maker is in the midst of a heated argument, do not suggest a strategy that will start tomorrow, assuming that somehow he/she has gotten through the argument. Your strategy will often extend from the current moment into the near future, but you must articulate your strategy for getting from where things are right now, to a point where the key iss ...
HSA 599 help Successful Learning/Snaptutorial
This document outlines an assignment for a health services administration course to develop a strategic plan for a fictional healthcare organization. Students are asked to:
1) Conduct an environmental analysis to identify external forces impacting the organization and internal factors for leaders to consider.
2) Develop a strategic approach including a mission/vision, goals, adaptive strategies to achieve goals, and components of the organization's value chain.
3) Implement the strategic plan by selecting analytical tools, addressing barriers, targeting customer segments, recommending marketing approaches, aligning strategy with organizational culture/structure, and leveraging strategic resources.
HSA 599 help A Guide to career/Snaptutorial
This document outlines an assignment for a health services administration course. Students are asked to write a paper conducting an environmental analysis of a fictional healthcare organization they choose. They must determine two external forces and two internal factors impacting the organization, and discuss how these forces will affect the organization's ability to develop a competitive strategy. Students are also asked to recommend one strategy involving organizational managers to implement and maintain strategic momentum. The paper should be 6-8 pages and use at least three academic sources.
Self-awareness is key to improving your communication skills. Reflec.docx
Self-awareness is key to improving your communication skills. Reflect on your strengths and weaknesses as a communicator (in general - not just with regard to students). What do you do well? What do you need to improve upon? Be specific. Provide examples of each and what you plan to do to improve your communication skills.
.
Self-Assessment Surveys and Development of Leadership Talent P.docx
Self-Assessment Surveys and Development of Leadership Talent" Please respond to the following:
Debate the usefulness of self-assessment surveys to determine employees with high potential within the organization. Create a list of five (5) critical areas in which high-potential candidates would assess themselves to be included in the talent pool for promotion and discuss how you would use the assessment.
Leadership talent is an organization-wide goal. Discuss how the responsibilities of the development of leadership talent should be partitioned among Human Resources staff and line managers. Be sure to address both the identification and development of future leadership.
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JWI 510: Leadership in the 21st Century
Lecture Notes
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.
JWI 510 – Lecture Notes (1194) Page 1 of 3
Week 9: Becoming the Leader
The challenges of the first three months in a new leadership position can be significant, whether you are
becoming the leader of a team, a department, or an entire organization. A lot is at stake regarding
organizational effectiveness and career success – both yours and those of the people being led by you.
Leveraging a proven model will help ensure that you make a successful transition into the new leadership
role. This week, we will explore practical steps you can take to make your move into a new role successful
and to embrace the challenges the new opportunity presents.
Leading in the First 90 Days
Four common types of business situations must be understood for you to select the most effective
leadership strategy: startup, turnaround, realignment, and sustaining. These business situations can be
particular to a team or department, or they could apply to the entire organization.
Startups and turnarounds give new leaders the opportunity to start fresh. For these situations, courage is
essential because difficult decisions are often required early on. Realignments and sustaining conditions
present a different challenge. A new leader must quickly assess what to preserve because it is successful,
and what to change to move the organization forward. Once the type of business situation is identified, two
fundamental choices must be made:
1. A decision whether to focus on learning about the organization or taking action
In turnarounds and startups, the emphasis is typically on immediate action. Often, early
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the luxury of a pro.
Assessment in social work
This document provides an overview of assessment in social work. It defines assessment as the process of gathering and analyzing information about individuals to understand their situation and determine recommendations. The document discusses the significance and critical role of assessment, noting that accurate assessment is fundamental to determining goals and interventions. It also summarizes different definitions of assessment and factors that should be addressed, such as problems, strengths, resources, and causes. The document frames assessment as an ongoing process as new information emerges throughout a case.
Strategic Objectives of a firm
The document discusses strategic objectives of firms, business strategy, contextual factors, contingency factors, and factors relating to performance management systems (PMS). Strategic objectives are long-term targets set for 3-5 years that are divided among business units and individuals. Business strategy determines the direction of a firm to achieve long-term success by adapting to changes. Contextual factors influencing goals and decisions include historical, personal, and socio-cultural aspects. Contingency factors considered in planning include social, economic, cultural, and political risks. An effective PMS aligns individual goals with corporate strategy, provides coaching, appraises performance, and rewards meeting standards.
Mod 5 Assignment 2 Internal Environmental ScanOrganizational As.docx
Mod 5: Assignment 2: Internal Environmental Scan/Organizational Assessment
This section provides the opportunity to develop your course project. Conducting an internal environmental scan or organizational assessment, provides the ability to put the strategic audit together.
In this course so far you have conducted the following steps toward completing the capstone strategic audit:
· Identified the organization for your report
· Interviewed key mid-level and senior level managers
· Created a market position analysis
· Conducted an external environmental scan in preparation of your final report and presentation
· Prepared a preliminary strategic audit
In this module you will conduct a comprehensive assessment of the internal environment at your business unit or organization you are working with for this project, also known as an organizational assessment, and present your findings in a report. Your report should analyze the operating characteristics and assets of your business unit and categorize them as strengths or weaknesses in terms of enabling the business strategy (these will be inputs into a final SWOT analysis).
The internal environmental scan or organizational assessment should include the following:
· Mission, Vision, and Values: Assess the organization’s understanding of the mission, vision, and values, and how they relate the business strategy. Is there consensus on the mission and vision of the organization? What are the shared values of the organization? What are the behaviors espoused by these values?
· Strategy Clarification: Assess the organization’s understanding of the business strategy through interviews with mid-level and senior managers. Assess their understanding and agreement of the business unit’s value proposition, market position, and competitive advantage.
· Cultural Assessment: Explain the unwritten rules and shared values that govern behaviors in the organization. Do they act as enablers or blockers to the strategy? For example, is there a culture of information sharing and collaboration that enables the organization to respond quickly across structural boundaries to solve problems for customers? On the other hand, do groups not share important information through informal mechanisms, thus slowing response times?
· Value Chain Analysis: Identify the primary (direct) and support (indirect) activities that create and deliver your product or service to your customers. Assess each activity’s contribution to competitive advantage through cost or differentiation. Identify any areas where the business may be at a competitive disadvantage.
· Summary of Findings: Using these different analyses, identify the organizational strengths and weaknesses as they relate to the business strategy. Organizational strengths are assets, capabilities, and resources that contribute directly to the organization’s strategic fit, differentiation, and competitive advantage relative to competing organizations. Organizational weakness ...
Assessment 2 Instructions Needs Analysis for ChangeTop of Form.docx
Assessment 2 Instructions: Needs Analysis for Change
Top of Form
Bottom of Form
·
PRINT
·
Complete a systematic evaluation of a unit, facility, or organization with which you are familiar, in an attempt to identify the need to address the economic health care issue.
Introduction
Note: Each assessment in this course builds upon the work you have completed in previous assessments. Therefore, you must complete the assessments in the order in which they are presented.
As a master's-level health care practitioner, you may sometimes be tasked with the need to complete a systematic evaluation as a way of improving your organization’s outcomes. In this assessment, you will have a chance to practice these skills by completing a systematic evaluation of a unit, facility, or organization that you are familiar with in an attempt to identify the need to address the economic health care issue that you presented in the previous assessment. This systematic evaluation is often referred to as a needs analysis. Understanding how to do a needs analysis will be key as you advance through your career in the health care environment.
Background and Context
As a master's-level health care practitioner, you may sometimes be tasked with the need to complete a systematic evaluation as a way of improving your organization’s outcomes. In this assessment, you will have a chance to practice these skills by completing a systematic evaluation of a unit, facility, or organization that you are familiar with in an attempt to identify the need to address the economic health care issue that you presented in the previous assessment. This systematic evaluation is often referred to as a needs analysis. Understanding how to do a needs analysis will be key as you advance through your career in the health care environment.
Instructions
Be sure to address each main point. Review the assessment instructions and scoring guide, including performance-level descriptions for each criterion, to ensure you understand the work you will be asked to complete and how it will be assessed. In addition, note the requirements for document format and length and for supporting evidence.
Overall, you will be assessed on the following criteria:
· Summarize your chosen economic issue and its impact on your work, organization, colleagues, and community.
1. Reiterate your rationale for pursuing this issue, as well as the gap contributing to it that you identified in your previous assessment.
· Identify any socioeconomic or diversity disparities that exist with how your chosen economic issue impacts any particular groups or populations.
2. Use at least one piece of evidence to support this disparity (public health data, aggregated data from an organization, or other scholarly resources).
· Explain the findings of evidence-based or scholarly sources regarding the need to address your chosen issue and pursue potential change or implementation plans.
3. For example, if your implementati.
Integrative project II- Chapter 2
This document provides an overview of sector analysis for education planning. It discusses analyzing the education sector to understand internal dynamics, needs, demands and driving forces. Key aspects to analyze include macroeconomic/demographic factors, access/participation rates, quality, costs/finances, and management. The Logical Framework Approach is presented as a tool to structure the analysis, including establishing objectives and indicators. Problem analysis and stakeholder analysis are also important components to understand challenges and engage stakeholders. Conducting a thorough sector analysis is the first stage of education sector development planning.
NameDateCourse PSA Title _______________________.docx
Name:
Date:
Course:
PSA Title: _________________________
Opening Statement:
Role of Physical Educators:
Role of Sport Leaders:
Role of Exercise Scientists:
Strategies and Steps Individuals can do:
Word count:
MGT 420 Case study #4 Presentation worksheet:
Class
Names
Overview of the Organization:
1. Provide an overview of the chosen organization.
2. Justify the choice of the organization.
·
Why this organization?
3. Identify the change needed and how the issue has impacted the organization (
why is this a significant problem).
Good place to have a citation on both the slides + note pages
Organizational Subsystems in Need of Change Within the Organization:
1. Identify three of the subsystems in the organization that relate to the needed change that was identified.
2. Of the three subsystems chosen, identify the main subsystem that failed and led to the problem.
3. Provide a justification or explanation for choosing the main subsystem for change.
Remember an individual is not a subsystem, a department would be an example of a subsystem.
What is this the main subsystem (subsystem 1) and why?
Good place to have a citation on both the slides + note pages
Sub system 2
Sub systems 3
Impact of the Proposed Change on Two Other Organizational Subsystems:
1. Discuss how the proposed change will affect the other two subsystems identified.
2. Discuss any system realignment that may result from the changes proposed.
Explain how the change in the main sub system (subsystem 1) affect the other 2 sub-systems?
How will subsystem 2 change
How will subsystem 3 change
Subsystem Comparison to Another Organization:
1. Compare the chosen subsystem for change to the same subsystem in a different organization. The subsystem chosen should be from an organization that is successful in the area of change being proposed. Provide justification.
Compare the main sub system (subsystem 1) in your chose organization to the same sub system in a comparison organization
Good place to have a citation on both the slides + note pages
Satisfaction of Three Stakeholders:
1. Identify any three stakeholders in the organization affected by the proposed change.
2. Explain how the proposed change will satisfy each of the three stakeholders identified.
Identify 3 Stakeholders and how the change will affect them
Stakeholder 1 (and how they will be affected)
Stakeholder 2 (and how they will be affected)
Stakeholder 3 (and how they will be affected)
Good place to have a citation both the slides + note pages
Ethical and Social Responsibility
What does the organization’s website state about their view on ethics? Does the organization's published view on ethical standards conform to or differ from their practice(s)? Use the “
Four views of Ethics” to compare the published versus practiced ethical behavio.
PrinciplesofFinMgmtFinal
The document provides information about a final exam for a nonprofit financial management course. It consists of 3 parts worth a total of 100 points: Part I is an essay question worth 30 points, Part II consists of short answer questions worth 40 total points by answering 4 out of 6 questions, and Part III contains 2 problem/application questions worth 15 points each for a total of 30 points. The exam tests concepts covered in the course and requires students to integrate readings, cases, and analyses in their responses.
his week we focus on how management can develop and use effectiv
his week we focus on how management can develop and use effective strategic control. The first two discussions below address:
Informational control (the ability to respond effectively to change), and, Behavioral control (the appropriate balance and alignment among an organization's culture, reward, and boundaries). The third section, focuses on strategic control from a broader perspective - Corporate governance. Here, we focus on a firm's need to assure that the elected representatives (board of directors) of the owners of the firm (shareholders) ensure that the firm's executives (the management team - headed by the Chief Executive Officer) strive to fulfill their fiduciary duty of maximizing long-term shareholder value.
Our readings address "traditional" and "contemporary" approaches to informational control. Although both have the same purpose - using information to select, monitor, and implement effective strategies - they have a different impact on employees and organizational outcomes. Also, as environmental conditions become more complex or unpredictable, the need for contemporary approaches to informational control increases.
Traditional Approach to Strategic Control - With a traditional approach to strategic control, goals and objectives are set, strategies are implemented, and performance is compared to the desired standards. Then there is a feedback loop in which information about how performance compares to goals is used to revise strategies. Thus, it is a highly sequential process. Examples of control systems that rely on feedback controls include sales quotas, operating budgets, and production schedules. Traditional process can often be time consuming and many firms only update budgets or other control devices once a year during annual planning meetings. Thus, it may be best suited for environments that are relatively simple and stable.
Contemporary Approach to Strategic Control - Because business conditions typically change rapidly, information controls are needed that can quickly adjust. With contemporary controls, an organization's assumptions, goals, and strategies are continuously monitored, tested, and reviewed. Thus, anticipating and adapting to change is built into the control process. Both informational and behavioral controls are needed for the contemporary approach. Informational controls ask whether the organization is "doing the right things." Behavioral controls, by contrast, ask whether the organization is "doing things right." With this framework, therefore, you can illustrate how the combination of effectiveness ("doing the right things") and efficiency ("doing things right") applies in the context of strategic controls.
Behavioral control is an approach to implementing strategy that relies on three behavioral forces or "levers" - culture; rewards and incentives; and, boundaries. The aim is to use these levers to evoke appropriate actions in the workforce and also to maintain a proper balance between these t ...
Planning and cybernetic control paper
Planning and cybernetic controls are important elements of management control systems. Planning controls include long-range planning with a strategic focus of 3-5 years and action planning with a tactical focus of 1 year or less. Budgeting is a key component of planning controls as it quantifies goals and allows for performance evaluation. Cybernetic controls use feedback loops of measuring performance against standards to modify systems and drive performance. Common cybernetic controls include budgets, financial and non-financial metrics, and hybrid systems that use both. Effective planning and control systems help organizations achieve goals in a proactive manner.
Bryson. chapter 6. identifying strategic issues facing the organization
This document summarizes Bryson's chapter on identifying strategic issues facing an organization. It discusses that identifying strategic issues is the heart of strategic planning and involves fundamental questions or challenges affecting the organization. The purpose is to create a strategic issue agenda. There are various approaches to identifying issues, such as directly from mandates and strengths/weaknesses, through goals, or by envisioning future success. Once identified, issues are categorized and prioritized to guide strategy development.
Mamatee model planning
The document discusses several models and approaches to strategic planning, as there is no single perfect model for every organization. It describes six different models: 1) Vision-based/goals-based model which focuses on mission, vision, goals and action plans; 2) Issues-based model which addresses current major issues; 3) Alignment model which ensures alignment of mission and resources; 4) Scenario planning model which considers different future scenarios; 5) Organic/self-organizing model which is more flexible and values-driven; and 6) Real-time planning which is ongoing and adapts to rapid changes. The key message is that organizations should select and modify approaches depending on their unique purposes, cultures and environments.
· In this assessment, you will propose an economic initiative that.docx
· In this assessment, you will propose an economic initiative that presents an opportunity for improved care quality.
Scenario
As an emerging health care leader, the senior management has requested that you independently research and explore one of the economic opportunities that may be available in your care setting. This may be offering a new service line, working to improve a service line already offered, retiring an outdated or unprofitable service line, or any other economic initiative that you believe will be of benefit to your care setting in the short and long term. One example of this is a recently launched partnership with a local bicycle sharing company. Your care setting partners with them to host healthy community events that offer free screenings for early detection of various health issues. This helps fulfill some of your care setting's preventive and healthy lifestyle initiatives, while also potentially driving referrals to other services provided by your care setting. You have been asked to submit your proposal in the form of a 2–4-page executive summary that includes your proposed economic initiative, supporting economic data, and an analysis of the proposal's benefits for your department and for the care setting overall.
Directions
You have been asked to ensure that your report addresses the following. Note: The bullet points below correspond to grading criteria in the scoring guide. Be sure your work is, at minimum, addressing each of the bullets below. You may also want to read the scoring guide and the Guiding Questions: Executive Brief: Proposal of New Economic Opportunity document, linked in the Resources, to better understand the performance levels that relate to each grading criterion:
· Propose an economic initiative that presents an opportunity for your care setting at both the micro (departmental, neighborhood) and macro (organizational, community) levels that you believe will provide ethical and culturally equitable improvements to the quality of care.
· Analyze the supply and demand for your proposed economic initiative within contexts relevant to your care setting.
· Explain relevant economic and environmental data that support your proposal and analysis.
· Communicate your economic proposal in a logically structured and concise manner, writing content clearly with correct use of grammar, punctuation, and spelling.
· Effectively support your proposal with relevant economic data and scholarly sources, correctly formatting citations and references using current APA style.
Example Assessment: You may use the assessment example, linked in the Assessment Example section of the Resources, to give you an idea of what a Proficient or higher rating on the scoring guide would look like.
Additional Requirements
Your assessment should meet the following requirements:
· Length: 2–4 double-spaced, typed pages. Your proposal should be succinct yet substantive.
· APA format: Resources and citations are formatted according to c.
Financial Controls: A Safeguard Against Misuse of Public Funds - www.nationa...
This document discusses financial controls used by school districts to safeguard public funds. It describes two main methods of financial control: internal control and financial audits. Internal control involves policies and procedures established by the CFO to verify accuracy and protect assets. Financial audits include both external audits by outside accountants and internal audits by trained district employees to examine financial reports for accuracy. Both types of audits evaluate procedures for cash, accounts, inventory, assets, loans, revenues, and expenditures. Financial controls help administrators effectively and efficiently use financial resources.
Liberty UniversitySMGT 699 INTERNSHIPPORTFOLIO GUIDELINES.docx
Liberty University
SMGT 699 INTERNSHIP
PORTFOLIO GUIDELINES
The following outline is intended to provide you with the guidelines for your internship. Although the focus of each student is primarily oriented to accomplishing the tasks and responsibilities assigned by each host organization, the following guidelines represent the writing and reporting requirements, which need to be submitted in the final week of the semester in order to receive a final grade for the experience.
The specific due date will be provided in Blackboard. Students are required to create a portfolio (word documents and/or excel spreadsheet). This submission will satisfy the “culminating experience” requirement by Liberty University in order to successfully complete graduate school.
INTERNSHIP FINAL REPORT:
This Report/Portfolio will be due during the final week of your internship and includes the following requirements for acceptance.
A. Length and Format: This report shall be as long or short as necessary to communicate the required information, Times or Times New Roman font size 12 pt. should be used. Feel free to include charts and supporting material that may be provided in an attached appendix.
B. Place and Date of Submission: ONLY an electronic copy of the final report should be submitted via Blackboard. Faxed reports will not be accepted. Do not mail a paper report.
C. Optional Revisions of Final Report: A student has the option of submitting the Final Report to the professor no later than Week 12. If an internship report is deemed unsatisfactory for any reason, it will be returned to the respective intern for revisions and modifications. Presentation and factualness of data, spelling, and grammar will be reviewed carefully and may result in required revisions. This report should be treated as a business report which will be evaluated and will be available for community review by faculty, staff, and students. If no revisions are necessary, the report will be accepted as final.
STRUCTURE OF FINAL INTERNSHIP REPORT
An internship final report should be structured to include the following sections and subsections.
I. THE ORGANIZATION:
A. Overview of Host Organization: Briefly describe the type of organization in which you worked and where/how it fits into the sport industry (e.g., local, regional, national, or international). Please include its primary constituencies and the primary nature of its operations (i.e., goods or services). Briefly describe the major purposes of the organization including its mission, goals, and strategic objectives. Please include any relevant promotional brochures and any other pertinent information that describes the work of the host organization. The data might include any strategic documents such as an annual report and/or strategic management plans.
B. Structure and Personnel of Host Organization: Briefly describe the organizational structure and its effectiveness with regard to management philosophies, leadersh.
Financial advisory services in India
The document discusses financial association and planning. Financial association involves determining how to raise and allocate capital to achieve relationship goals and business objectives in a way that balances productivity and liquidity with minimal costs. Key aspects of financial association include organizing, risk management, analysis, and assessment. Financial planning governs decisions around capital planning, working capital management, and capital structure to efficiently fund investment opportunities and activities over the long term.
Sector analysis
This document discusses sector analysis and using the logical framework approach to analyze an education system. It describes sector analysis as collecting and critically examining internal and external factors relating to the education system. These include how the system functions internally and external conditions influencing the system. The logical framework approach is presented as an analytical technique to structure the situation analysis, establish objectives, and identify risks. Key aspects of the logical framework like the matrix, problem analysis, SWOT analysis, and stakeholder analysis are outlined.
Case Analysis Guide1.) Describe what is going on by notinga
Case Analysis Guide
1.) Describe what is going on by noting:
a. Who are the key actors? What do we know about each of them?
b. What are the key systems involved? What do we know about each?
c. What does the problem seem to be? What are the underlying problems/issues?
d. What are the key sources of tension? What has lead up to this decision moment? What has changed to make this particular moment such a difficult one to negotiate?
2.) Explore the key sources of tension by considering:
a. What roles do different actors play in creating/sustaining a tension?
i. How can you make sense of these roles? How does an actor’s background, attributes, culture, beliefs, etc., shape his/her perceptions? His/her behaviors? It may help spur your thinking to consider: How might things be different if a male actor were female? If a Black actor were white?
b. What roles do systems play in creating/sustaining a tension (issue/problem)?
i. How can you make sense of these roles? How does a system’s structure, organization, functionality, resources, location, rules, norms, expectations, etc., shape the kinds of experiences the key actors are having?
c. How do interactions among actors and systems relate to a tension?
3.) Assess how additional knowledge and/or theory could deepen your understanding of the key sources of tension, and integrate that additional knowledge:
a. What is known about people with the attributes of the key actors? (e.g. developmental stages, cultural differences, gender differences, life transitions, people experiencing particular types of stressors, etc.) – look for both theories and empirical evidence!
b. What is known about systems like those at the center of this case? (e.g. bureaucratic systems, hierarchical versus flat organizational structures, segregated neighborhoods, the impact of high job stress and low resources on worker productivity, strengths-based versus deficit-based service environments, etc.) – look for both theories and empirical evidence!
c. How does this additional knowledge shape your thinking about the key sources of tension?
4.) Develop a problem formulation that focuses attention on the central tension/issue that must be addressed if the decision-maker is to move things forward in a productive way, while clarifying the key individual and systems factors that are most salient to why/how this issue has come to be.
5.) Develop alternative strategies that the decision-maker could realistically use to address the central issue. Be sure that each strategy begins in the specific moment/situation in which the decision-maker finds him/herself – that is, if the decision-maker is in the midst of a heated argument, do not suggest a strategy that will start tomorrow, assuming that somehow he/she has gotten through the argument. Your strategy will often extend from the current moment into the near future, but you must articulate your strategy for getting from where things are right now, to a point where the key iss ...
HSA 599 help Successful Learning/Snaptutorial
This document outlines an assignment for a health services administration course to develop a strategic plan for a fictional healthcare organization. Students are asked to:
1) Conduct an environmental analysis to identify external forces impacting the organization and internal factors for leaders to consider.
2) Develop a strategic approach including a mission/vision, goals, adaptive strategies to achieve goals, and components of the organization's value chain.
3) Implement the strategic plan by selecting analytical tools, addressing barriers, targeting customer segments, recommending marketing approaches, aligning strategy with organizational culture/structure, and leveraging strategic resources.
HSA 599 help A Guide to career/Snaptutorial
This document outlines an assignment for a health services administration course. Students are asked to write a paper conducting an environmental analysis of a fictional healthcare organization they choose. They must determine two external forces and two internal factors impacting the organization, and discuss how these forces will affect the organization's ability to develop a competitive strategy. Students are also asked to recommend one strategy involving organizational managers to implement and maintain strategic momentum. The paper should be 6-8 pages and use at least three academic sources.
Similar to select two of the following components of working capital management.docx (20)
Mod 5 Assignment 2 Internal Environmental ScanOrganizational As.docx
Mod 5 Assignment 2 Internal Environmental ScanOrganizational As.docx
Assessment 2 Instructions Needs Analysis for ChangeTop of Form.docx
Assessment 2 Instructions Needs Analysis for ChangeTop of Form.docx
NameDateCourse PSA Title _______________________.docx
NameDateCourse PSA Title _______________________.docx
his week we focus on how management can develop and use effectiv
his week we focus on how management can develop and use effectiv
Bryson. chapter 6. identifying strategic issues facing the organization
Bryson. chapter 6. identifying strategic issues facing the organization
· In this assessment, you will propose an economic initiative that.docx
· In this assessment, you will propose an economic initiative that.docx
Financial Controls: A Safeguard Against Misuse of Public Funds - www.nationa...
Financial Controls: A Safeguard Against Misuse of Public Funds - www.nationa...
Liberty UniversitySMGT 699 INTERNSHIPPORTFOLIO GUIDELINES.docx
Liberty UniversitySMGT 699 INTERNSHIPPORTFOLIO GUIDELINES.docx
Case Analysis Guide1.) Describe what is going on by notinga
Case Analysis Guide1.) Describe what is going on by notinga
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Self-awareness is key to improving your communication skills. Reflec.docx
Self-awareness is key to improving your communication skills. Reflect on your strengths and weaknesses as a communicator (in general - not just with regard to students). What do you do well? What do you need to improve upon? Be specific. Provide examples of each and what you plan to do to improve your communication skills.
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Self-Assessment Surveys and Development of Leadership Talent P.docx
Self-Assessment Surveys and Development of Leadership Talent" Please respond to the following:
Debate the usefulness of self-assessment surveys to determine employees with high potential within the organization. Create a list of five (5) critical areas in which high-potential candidates would assess themselves to be included in the talent pool for promotion and discuss how you would use the assessment.
Leadership talent is an organization-wide goal. Discuss how the responsibilities of the development of leadership talent should be partitioned among Human Resources staff and line managers. Be sure to address both the identification and development of future leadership.
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Self-Assessment PortfolioThis assignment asks you to reflect u.docx
Self-Assessment Portfolio
This assignment asks you to reflect upon your own interpersonal communication skills and evaluate your effectiveness as a communicator in interpersonal situations. There are a variety of self-assessments to choose from and the documents containing these assessments are in a folder on the course CelticOnline page. Choose 10 assessments to complete and make sure to complete the assessment first before reading more about what the assessment attempts to measure. Try to choose a variety of assessments to obtain a well-rounded understanding of your interpersonal communication skills.
After completing the assessments, for each assessment you will need to complete a 2-page assignment in which you need to address the following concerns:
· Description —describe the exercise/assignment using the concepts discussed in class and in the textbook.
· Purpose —identify the purpose of the exercise by relating the exercise to the principles or theories discussed in class, in the textbook, in additional readings, and/or additional information provided about the assessment.
· Analysis —analyze the process of the exercise, i.e., what you learned and how you came to realize key concepts related to the purpose; analyze your strengths and limitations related to this competency.
· Self-Assessment —conclude your report by stating how principles learned can be applied to your personal communication skills and/or your success in interpersonal relationships; what have you learned to help you develop this competency?
I suggest you complete assessments as we cover the corresponding material in class. Additional documents contain original research that cover the purposes and definitions of each assessment.
BE SURE TO GIVE PROPER CITATIONS FOR WORK/IDEAS/CONCEPTS THAT ARE NOT YOUR OWN. Each assignment should have a reference sheet where you site your sources that contributed to your understanding of that assessment.
Your Self-Assessment Portfolio is due at the end of week 8. Please compile all the materials into one document. Each assessment should be included with your responses noted, followed by its reflection assignment and then the reference sheet. This order will occur 10 times for all 10 self-assessments. You will be penalized for lack of organization in this manner. This portfolio is worth 100 points.
Self-Assessment Portfolio
This assignment asks you to reflect upon your own interpersonal communication skills and evaluate your effectiveness as a communicator in interpersonal situations. There are a variety of self-assessments to choose from and the documents containing these assessments are in a folder on the course CelticOnline page. Choose 10 assessments to complete and make sure to complete the assessment first before reading more about what the assessment attempts to measure. Try to choose a variety of assessments to obtain a well-rounded understanding of your interpersonal communication skills.
After completing the assess.
Self-Assessment for Administrators ofChild Care Programs.docx
Self-Assessment
for Administrators of
Child Care Programs
NCSU Directors man. 12/7/01 10:35 AM Page 1
Self-assessment for
Administrators of
Child Care Programs
Achild care program director must manage manythings at once and still be able to prioritize all tasks
in a day’s time. While remaining calm and collected, the
child care director must also be aware that changes may
affect the staff and the enrolled families. Whether the
director directs a small family child care home business or
a large center, the skills are basically the same. The size
and number affected just may differ.
Day-to-day management is important. But you also need a
strong personal philosophy about children and families, a
long range plan, and set of defined goals developed along
with staff and families.
If you are interested in learning more about yourself and
the skills needed to be an excellent program administrator,
then please work through this self-assessment.
Child Care Director’s and
Administrator’s Self-assessment
North Carolina Institute for Early Childhood
Professional Development
Name ________________________________________
Current Position _______________________________
I feel my personal strengths are:
To be a more effective child care administrator,
I think I need to improve:
My career goals are:
1
NCSU Directors man. 12/7/01 10:35 AM Page 2
Self-Assessment
There are 76 items covering 11 different competency
areas in this self-assessment. For each item, think about
your abilities and skills. Then give yourself an honest
rating between one and five.
5 = I have mastered this area and could teach others.
4 = I am strong in this area but could improve.
3 = I am average in this area.
2 = I am below average in this area and could learn more
êêêabout this.
1 = I really need help with this to be more effective.
Educational Knowledge and Skills
__ 1. I understand developmentally appropriate practices
and assure that they are used in every aspect of the
program.
__ 2. I understand the particular needs and characteristics
of children at each stage of development (i.e., infan-
cy, toddlers, etc.).
__ 3. I understand how important theories (such as those
by Piaget, Erickson, & Vygotsky) can be in guiding
practice in the classroom.
__ 4. I make special adaptations to include children with
special needs in the educational program.
__ 5. I assure that staff serve on IEP teams and incorporate
appropriate activities from the IEP in the classroom.
__ 6. I know the warning signs of abuse and neglect and
know how to make appropriate referrals to
supportive services.
___ Total Educational Knowledge and Skills
Organizational Skills
__ 1.I understand the legal standing and status of the
program, its history, philosophy, & goals.
__ 2. The mission of the program is based on parental
advice and needs.
__ 3. My work with the Program Advisory Board and
other advisory groups is productive.
__ 4. I use effective short-term p.
Self Reflection PaperAt the end of the semester, students are re.docx
Self Reflection Paper
At the end of the semester, students are required to write a 5 to 6-page Self Reflection Paper (Times New Roman font size: 12, double-spaced) in the APA style, of what they have taken away from this class. The Self Reflection Paper is somewhat like a process of analyzing, reviewing, summarizing and also questioning the experiences gained; it is not a summary of the seven (7) Modules of the assigned reading from the text, Seven Trends in Corporate Training and Development.
Rationale for Assignment: One way we learn is from experiences—they let us absorb (through reading, hearing and feeling), they let us do the activity, and they let us interact and apply the knowledge we learn when we socialize. Dewey (1933) wrote that another way we learn is by reflecting on these experiences. When we reflect, we are linking what we had just experienced and promoting a mental framework which is more complex and interrelated. This reflection and thinking allow us to look for things that are different, having commonalities, and also those that are interrelated, hence achieving the goal of developing higher order thinking skills.
MUST USED THESE TO FOR CITATIONS
Seven Trends in Corporate Training and Development.
Dewey, J. (1933). How we think: A restatement of the relation of reflective thinking to the educative process. Boston: D.C. Health.
Rubric
Grading Rubric for Reflection/Response Paper
Grading Rubric for Reflection/Response Paper
Criteria
Ratings
Pts
This criterion is linked to a Learning OutcomeQuality of Information
1.5 pts
Good understanding in the depth and breadth of the subject matter fully and all related concepts. Quality of work suggests personal reflection. Work is of exceptional quality.
1.0 pts
Some understanding of the key concepts and draws valid inferences. Articulately reflects some ideas, opinion, and alternate approaches.
0.5 pts
Understands basic key concepts but is unable to draw inferences. Information presented has some errors.
0.0 pts
Misunderstands key concepts. Significant errors in content, interpretation of the material. Reflection not relevant to material.
1.5 pts
This criterion is linked to a Learning OutcomeCritical Thinking
1.5 pts
Enhances the critical thinking process consistently through reflection in responses.
1.0 pts
Critical thinking & reflection are sometimes demonstrated in responses.
0.5 pts
Responds to some questions but does not engage in reflection.
0.0 pts
Does not respond to posted questions.
1.5 pts
This criterion is linked to a Learning OutcomeConnection to Outside Experiences
1.0 pts
In-depth synthesis of thoughtfully selected aspects of experiences related to the topic. Makes clear connections between what is learned from outside experiences and the topic.
0.7 pts
Goes into some detail explaining some specific ideas or issues from outside experiences related to the topic. Makes general connections between what is learned from outside experiences and the topic.
0.3 pts
I.
Select one of the following modern management authors Warren Be.docx
Select one of the following modern management authors:
Warren Bennis
Douglas McGregor
Tom Peters
Jim Collins
Harold Geneen
Ken Blanchard
Michael Porter
Michael Hammer
John Kotter
Peter Senge
Write a three-page paper on the author you selected and answer the following questions.
Use the MLA method to cite your sources for your paper.
1. What were the most significant contributions to management theory made by the author you selected?
2. Which aspects of their theories do you think are still relevant in today’s business environmen?
3. Which aspect of their theories do you doubt are still relevant in today’s business environment?
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Select one of the following individualsTed BundyAil.docx
Select
one of the following individuals:
Ted Bundy
Aileen Wuornos
Charles Manson
See instructor for permission for any individual not listed
Write
a 700- to 1,050-word case study about the individual you selected.
Include
or
address
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A brief summary of the selected individual's childhood history, as well as a brief summary of the crimes they committed
Score the ACES based on what you can learn about the individual's history. Based on the ACES results, identify the risk factors that may have contributed to delinquent behaviors exhibited by your chosen individual.
Identify any other extrafamilial and family factors you think may have contributed to the risk that were not reflected in the ACES score.
List any protective factors that may have helped to reduce the risk.
Include at least 2 peer-reviewed resources to support your findings.
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Select
and
complete
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Write
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What were the major developments in the evolution of mass media during the last century?
How did each development influence American culture?
What is meant by the term
media convergence
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APA guidlines
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Select one of the cases on civil liberties that interests you..docx
Select
one of the cases on civil liberties that interests you. Provide an analysis that addresses the following:
The civil liberty that is addressed in the case, including the text of the amendment from the
Bill of Rights
An explanation of the Supreme Court's involvement, including the following:
The importance of the ruling (why it is significant)
How the case moved through the lower courts to eventually be heard by the Supreme Court
The powers granted to the Supreme Court by the constitution that allowed them to rule on the case
Format
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18- to 20-slide presentation with detailed speaker notes
875-word paper
Include
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Select a psychological disorder and a local organization that prov.docx
Select
a psychological disorder and a local organization that provides mental health services. Obtain faculty approval of your selected disorder before beginning this assignment.
Research
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Write
a 700- to 1,050-word paper in which you examine your selected psychological disorder in the context of the chosen organization's goals. Include the following in your paper:
Identify multiple cultures the organization serves.
Identify symptoms of your selected disorder and describe how the interpretation of the symptoms varies across cultures.
Discuss how the impact of culture affects interpretations of symptoms and recommendations of services for that organization.
Include
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Format
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Senior Lecturer Homa Bahrami prepared this case study with C.docx
Senior Lecturer Homa Bahrami prepared this case study with Case Writer Victoria Chang as the basis for class discussion rather than to
illustrate either effective or ineffective handling of an administrative situation.
Copyright © 2013 by The Regents of the University of California. All rights reserved. No part of this publication may be reproduced, stored,
or transmitted in any form or by any means without the express written permission of the Berkeley-Haas Case Series.
Date: June 1, 2013
HO M A B AH R AM I
People Operations at Mozilla Corporation: Scaling a Peer-
to-Peer Global Community
I champion others to be their best selves.
—DEBBIE COHEN, CHIEF OF PEOPLE, MOZILLA CORPORATION
Our biggest challenge is to have an organization that relies on the
behaviors and interactions of millions of volunteers for its identity.
—GAR Y KOVACS, CEO, MOZILLA CORPORATION
In April 2013, Debbie Cohen, Vice President and Chief of People at Mozilla Corporation, sat at her
cubicle space at the Mozilla headquarters in Mountain View, California, reflecting on her brief but
busy two-year tenure at Mozilla (often called “The Mozilla Project” or simply “The Project”). She
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She marveled at what the mission-based open source
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organization had achieved in just 15 years.
Mozilla had shown that valuable and competitive products could be produced as open source software
by a small number of employees who were globally distributed in more than 20 countries, along with
millions of global volunteers (called “contributors”) who built, tested, promoted, and supported
Mozilla’s products on their own time—all together referred to as “Mozillians”.
By the end of 2011, Mozilla had revenues of $163 million, up 33 percent from $123 million in 2010.
And by 2013, Mozilla had nine physical offices in Mountain View, San Francisco, London, Paris,
Auckland, Beijing, Tokyo, Vancouver, and Toronto, along with several internet-related products such
as Firefox (free internet browser), Firefox OS (an open operating system for mobile devices),
Marketplace (a creation and distribution platform for apps), Persona (a decentralized and secure
authentication system for the web), Thunderbird (a free, open source, cross-platform e-mail and news
client), and Webmaker (tools and education to help people move from using the web to making the
web).
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Open source meant that anyone could use the software, access the code, and modify, improve, and redistribute the modified software.
B5774
This document is authorized for use only by Deborah Melvin in MGMT-6990-1/WMBA-6990-1/WMBA-6990B-1-Capstone2020 Spring Sem 01/06-04/26-PT2 at Laureate Education - Walden
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In fact, Firefox, Mozilla’s flagship product had over 20 percent of worldwide usage share of web
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Senior Design Report Sample
Description:
This senior design project is called SafeStride. It is designed and made for people who do not have the ability to walk or need help walking. Many people around the world, and especially in the United States, who do not have the ability to walk without using cranes and crutches. However , there are many who use these tools incorrectly, therefore causing more harm on themselves rather than heeling themselves. So SDSU Electrical Engineering seniors came up with an idea of SafeStride in an effort to improve walking aids. The seniors came up with an idea of a cane that assists better in walking than the crutches and canes we see today. With the development of software technology and programming, students were able to make this cane send and receives data from a program, which then used by therapists and medical professionals to check if the cane is used appropriately by the person or not.
Devices:
There are many devices used in this project. For instance, one device is the Bluetooth RN42 chip. This device is coordinated to send information to a gadget where experts play out their investigation. More so, a lithium-ion battery that has energy which controls the gadgets found in the stick. At the base of the stick, there is a cell that checks the weight applied on the stick by the client. Also, there is a 18560 battery which is utilized to control up the stick's hardware through the charging of the battery. To get this stick working, sensors were used to measure metrics and use signals to send it to microcontrollers, and after they are sent by wireless to the computer.
Cost:
The project costed the students $643.43, $79.94 for the power components, $59.85 for the IMU, $120.54 for the Bluetooth Module, $125.70 for other components, and $151.85 for the materials of the cane.
Purpose of Assignment
This activity helps students recognize the significant role accounting plays in providing financial information to management for decision making through the evaluation of financial statements. This experiential assignment requires students to use ratios to evaluate and analyze a company’s liquidity, solvency, and profitability.
Two-Rivers Inc. (TRI) manufactures a variety of consumer products. The company's founders have run the company for thirty years and are now interested in retiring. Consequently, they are seeking a purchaser, and a group of investors is looking into the acquisition of TRI. To evaluate its financial stability, TRI was requested to provide its latest financial statements and selected financial ratios. Summary information provided by TRI is presented below.
Required:
a. Calculate the select financial ratios for the fiscal year Year 2. (use MS word or excel but excel is more recommended)
b. Interpret what each of these financial ratios means in terms of TRI's financial stability and operating efficiency.
500 words
Click the Assignment Files tab to submit your assignment.
Abstract :
K.
Seminar1240 www.thelancet.com Vol 387 March 19, 2016.docx
This document summarizes a seminar on attention deficit hyperactivity disorder (ADHD). It discusses the definition and diagnostic criteria for ADHD, epidemiology including prevalence and gender differences, comorbidities, risk factors including strong genetic heritability, and environmental influences. Treatment options and long term outcomes are also reviewed. The seminar aims to inform clinicians on current understanding and controversies regarding ADHD.
Seminar in Public Human Resources Administration Questions & Key Te.docx
Seminar in Public Human Resources Administration: Questions & Key Terms [Day One]
Critical Thinking Questions
1. Identify and describe the four public personnel management functions (PADS).
2. What are the four competing values that have traditionally affected the allocation of public jobs? Which three nongovernment values that have emerged recently conflict with them?
3. What is a personnel system?
4. What are the key programs that are impacting public personnel systems? Give an example of each.
5. Identify and describe the four traditional competing public personnel systems. What are the two emergent antigovernment personnel systems that have recently been added to them?
6. What does each of these three groups (elected and appointed officials, managers and supervisors, and HR directors and specialists) contribute to public personnel management?
7. What are the six stages in the development of the role of the public HR manager? What different expectations have people had for them in each stage?
8. What competencies do HR managers need, and where can they get them?
Key Terms: Please define and give one example
1. Civil Service Reform Act of (1978)
2. civil service (merit) system
3. collective bargaining
4. decentralized government
5. equal employment opportunity systems
6. faith-based organizations (FBOs)
7. franchise agreements
8. human resource management (HRM)
9. nongovernmental organizations (NGOs)
10. nonstandard work arrangements (NSWA)
11. Office of Personnel Management (OPM)
12. partnerships
13. Pendleton Act (1883)
14. political patronage system
15. privatization
16. contingent workers
17. exempt appointments
18. professional associations
Doing Public HRM in the USA
1
1
Leadership vs Management of Public HMR
What is leadership?
What is management?
How does leadership and management of HMR compliment each other
and how do they conflict with each other?
2
All
Solution
s are tomorrow’s problem,
Redefine the problem as a challenge,
then look for opportunities.
3
Problems that impact Public HRM in the USA
How many public employees are there?
Is it really cheaper to use third-party government and contingent workers than a public worker?
How many others share in the responsibilities with personnel managers and their technical specialist in the supervision of HRM?
How do they work in practice?
How do these shared HRM roles and functions translate into structures and administrative in a given organization?
How do the evolving values and systems affect the roles and competencies of public HRM?
4
Myths and Realities of Public Employment
All federal employees symbolize government bureaucracy!
In reality they only constitute about 13 percent of all public workers.
The primary federal functions are national defense, postal service, and financial management.
The primary state and local functions are education, police protection, highways, corrections, welfare, and utilities.
Education comprising mo.
Seminar in Strategic-3 Management-V3BAjay K. Garg604-648-4.docx
Seminar in Strategic-3 Management-V3B
Ajay K. Garg
604-648-4495
[email protected]
Executive Summary
An executive summary is a brief section at the beginning of a long report, article, recommendation, or proposal that summarizes the document.
It is not background and not an introduction.
People who read only the executive summary should get the essence of the document without fine details.
The executive summary is concise, typically one to two pages long, and presents the main points in a formal tone.
For example, a business plan for an external audience includes financial information and details on the size and scale of a company.
Startups seeking funding and investors treat the executive summary as a way to get the reader’s attention by highlighting specific financial requirements and how it impacts the business strategy.
Summarize the information you’re presenting in a manner that keeps the reader engaged and motivated to continue reading.
Introduction
Introduction:
The opening statement, paragraph, or section should clearly state the document’s purpose and the content to follow.
Deciding on how to use this section comes down to the desired outcome for the reader or audience.
They want to immediately find value in the information you present, so the details included in the introduction should grab and hold the reader’s attention.
Company Information
Company Information:
When writing an executive summary for an external audience, include your company name, a description of your mission or purpose, contact information, location, and the size and scale of your operations.
In some cases, the summary introduces the founders, investors, and corporate leadership.
It might include background information of each that outlines previous industry or startup experience, or historical context on the current state of the company.
When used in a presentation or research report, introduce the team presenting or responsible for the report’s findings.
Products and Services
Products and Services:
The executive summary is the place to highlight the problem you solve or the need you fulfill.
For a report, this is where you might highlight what you researched and what the reader should know about your findings.
For marketing plans or product launch presentations, tell the reader why your service or product is relevant at this particular moment in time.
Market Analysis
Market Analysis:
The executive summary of a business plan might profile the target customer and explain the market opportunity for a product or service.
Consider answering questions like: Is there a five year plan for this market?
How do you anticipate growing the customer base and improving market share?
What stands out from your research about your customers that the reader should know before you summarize the rest of the business?
Competition Analysis
Competition Analysis:
This section should include answers to the following questions:
Wh.
Semi-literate children in a remote village were given access to a co.docx
Semi-literate children in a remote village were given access to a computer and taught themselves molecular biology.
Discuss in 500 words what this says about governments responsibility to break the
digital divide
. Include at least one quote enclosed in quotation marks and cited in-line.
.
Semester Spring 2020Course Code PHYS218Course Title.docx
Semester: Spring 2020
Course Code: PHYS218
Course Title: Modern Mechanics
Experiment #: TAP 3
Experiment Title: VARIABLE g PENDULUM
Date: ……………………….. Lab#................................
Section: ……………………….
Student Name
Student ID
Feedback/Comments:
Grade: …….. /100
1. Introduction
This experiment explores the dependence of the period of a simple pendulum on the acceleration due to gravity. A simple rigid pendulum consists of a 35-cm long lightweight (28 g) aluminum tube with a 150-g mass at the end, mounted on a Rotary Motion Sensor. The pendulum is constrained to oscillate in a plane tilted at an angle from the vertical. This effectively reduces the acceleration due to gravity because the restoring force is decreased.
2. Objectives
· Measure the effective length of variable-g pendulum.
· Measure the period of a variable-g pendulum for different values of the tilt angle and verify the dependence of the function T versus .
· Measure moment of inertia
3. Experimental setup:
· Large rod base
· 45 cm stainless steel rod
· Angle indicator
· Rotary motion sensor
· Pendulum accessories
· Air link PASPORT interface
4. Theory
The period of a simple pendulum is given by:
(1)
Where is the acceleration due to gravity and the approximation becomes exact as the amplitude of the oscillation goes to zero. We will limit to angles less than 10° (0.17 rad) where assuming the equality in equation 1 holds produces an error of a fraction of a percent. Here it is understood that is a constant acceleration that acts in the plane of oscillation.
The pendulum we use is actually a physical pendulum (not a point mass) so equation 1 is replaced by the rotational analog:
(2)
where I is the moment of inertia of the system about the fixed axis, m is the mass of the brass masses (150 g) plus the rod (26 g), and r is the distance from the axis to the center of mass of the rod plus masses (~31 cm). Note that I, m, & r are all constant and that I/mr must have the units of length so we may write:
(3)
where is the effective length of a simple pendulum that would behave the same as our physical pendulum. We may then re-write equation 2 in the form of equation 1:
(4)
We will determine by measuring the period when . Then we have:
(5)
In this experiment, the acceleration will be varied by tipping the plane of oscillation of the pendulum by an angle of θ from the vertical (figure 1). The component of g that is in the plane of oscillation is where:
(6)
Figure 1: Components of g
Note that the component of g perpendicular to the plane of oscillation, , is cancelled by forces in the rod since no motion is allowed in this direction. Putting it all together gives:
(7)
Finally, combining equation (4) and (6) we have:
(8)
5. Pre-lab Preparation
Read section 11.2 (page 422). Also read the slides posted on Moodle corresponding to chapter 11.
6. Experimental Procedure
a) Adjust the an initial angle of 0° (figure.
Semester Paper • The paper must be a minimum eight page (e.docx
Semester Paper
• The paper must be a minimum eight page (excluding the cover and reference pages)
double spaced paper in APA format (consult a model which is on Blackboard above
where the videos for this class are located).
• This paper should be over a peace and justice topic the student has a genuine interest in
(and be related in one or more ways with the organization one has selected).
• The student’s identification and initial contact with a peace group or organization must be
an important part of this paper around which selected peace study theory, concepts and
ideas must revolve (consult Louisville Peace Web on Blackboard above where the videos
for this class are located). If a student in this class does not live in or close to the
Louisville area, and a peace and justice organization of interest is in their area, it is best
that that organization be the student’s focus.
• The peace study group or organization with which one will work must be documented in
an appendix to the paper, as well as in the references page(s).
• Students must be given written email approval for the paper topic by the instructor at
least one calendar month prior to the due date.
• The student will provide a purpose for the topic, a tentative title, and, two sources with
one being a peer review journal source in order for approval to be granted.
NOTE: Since the capstone course (PEAC 550) requires a longer paper and hours of work
with a peace and justice organization, this assignment in PEAC 325 is designed to make
the transition to the capstone class considerably easier. As such this paper should not
only focus on an instructor approved topic of genuine interest to the student, but also
requires the documentation of the initial stage of identification, (in-person) contact and
acceptance for later work with a peace and justice organization in the Louisville area (or
the area nearest where the student is located if the student does not reside in the
Louisville area). Additionally, the peace and justice organization name, mission and
goal(s) must be integrated into the paper in an appropriate place.
NUR204: Week 9 Assignment Page 1
`
Assignment: Change Paper
Assignment Overview
In this assignment, you will assess a current semi-direct or indirect nursing situation that is in need
of change. Observe a healthcare environment, focusing on areas of the nursing process that are
inefficient, unsafe, or problematic in nature. Diagnose the problem and choose a nursing change
theory that suits the change(s) you want to make. Propose a detailed plan based on your chosen
change theory, explaining how to implement change. Develop criteria to evaluate the effectiveness
of the plan and include a timeline for your change proposal. Finally, reflect on how your change
affects the nursing profession.
Assignment Details:
Perform the following tasks:
Complete the reading assignment and.
Selling to the Government Best Prospects for Small Entreprene.docx
Selling to the Government : Best Prospects for Small Entrepreneurial Firms Page 2
International Management
Summer B
Professor J. Haar
Selling to the Government:
Best Prospects for Small Entrepreneurial Firms
Prepared By:
Andrew Hussey
Cecilia Jimenez
Juan Diego Membreño
Table of Contents
3Introduction - Why Sell to the Government?
4Department of Defense (DoD) - Brief Information
5Laws, Rules, Restrictions/ Limitations
7Confidentiality and Security
8Small Businesses Programs
12Contracting Methods & Bidding Procedures
15Contracts
16General Services Administration - GSA
17Advantages and Disadvantages of Selling to the Government
18Effects of Political Change
19Best Prospects for Small Businesses Entrepreneurs – By Industry
21Other Government Trends
23CASES AND SUCCESS STORIES:
24Rose Wang &Binary Consulting Inc.
24Lurita Doan & New Technologies Management Inc.
25Turkish Firms Using DoD Procurement Programs
25Bavarian Nordic – Denmark, Biopharmaceutical Company
26Steps to Consider
28Difficulties
30Foreign Firms and US Government Contracts
31Strategies and Final Recommendations
32Conclusion
34REFERENCES
38APPENDIX
Selling to the Government: Best Prospects for Small Entrepreneurial Firms
Introduction - Why Sell to the Government?
Selling to the United States government is a multi-billion dollar market – per year. The size of this market cannot be given a specific monetary value, due to the fact that every year, the U.S. government spends more money than it did in the previous year. Trends are showing that government spending increases every year sometimes by as much as ten to twenty percent. Back in the mid-1980s, selling to the government was roughly a $30 billion per year market (Black 1989). Since then, government spending has increased more than ten fold. This is especially apparent in the defense segment of the government. The United States government will not hesitate to spend whatever it needs to satisfy the wants of its defense, regardless of how much it stands to lose or gain.
With a market this big, there is no end to the opportunities that exist for the small business man or woman. This paper will focus on the opportunities that exist for disadvantaged small entrepreneurial firms who would like to sell to the government and touch on what would be required for such a firm to do so. The thought of having the government as a consumer of these small disadvantaged businesses seems like an awkward situation, but it provides for much of the growth of these small firms, both domestic and foreign.
[See Definition in Appendix for Small/Disadvantaged/Minority Firm]
Department of Defense (DoD) - Brief Information
The United States Department of Defense, created in 1949, is the executive department of the government that watches over everything involving or relating to national security and the military (DoD “About DoD” 2007). Its headquarters is the Pentagon, located in Arlington County, Virginia. The DoD has more.
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