SWOT Analysis Guiding Questions
Strengths
Strengths are internal, positive attributes of your company. These are things that are within your control.
· What business processes are successful?
· What assets do you have in your team, i.e. knowledge, education, network, skills, and reputation?
· What physical assets do you have, i.e. customers, equipment, technology, cash, etc?
· What competitive advantages do you have over your competition?
Weaknesses
Weaknesses are negative factors that detract from your strengths. These are things that you might need to improve on to be competitive.
· Are there things that your business needs to be competitive?
· What business processes need improvement?
· Are there tangible assets that your company needs, such as money or equipment?
· Are there gaps on your team?
· Is your location ideal for your success?
Opportunities
Opportunities are external factors in your business environment that are likely to contribute to your success.
· Is your market growing and are there trends that will encourage people to buy more of what you are selling?
· Are there upcoming events that your company may be able to take advantage of to grow the business?
· Are there upcoming changes to regulations that might impact your company positively?
· If your business is up and running, do customers think highly of you?
Threats
Threats are external factors that you have no control over. You may want to consider putting in place contingency plans for dealing them if they occur.
· Do you have potential competitors who may enter your market?
· Will suppliers be able to supply the raw materials you need at the prices you need?
· Could future developments and disruptors in technology change how you do business?
· Is consumer behavior changing in a way that could negatively impact your business?
· Are there market trends that could become a threat?
Running head: FIELD PSYCHOLOGY SCIENTIFIC METHOD1
FIELD PSYCHOLOGY SCIENTIFIC METHOD1
Field Psychology Scientific Method
Name
PSY/635
Teacher name
date
Field Psychology Scientific Method
In social psychology, there is a subtopic known as social cognition. Social cognition’s main focus is on how individuals store, process and apply information concerning social situations and other people. It shows us the role of cognitive processing in our social interaction. In order for people to have the advantage of being part of certain social groups, various psychological processes have to take part and they are controlled by social cognition.
Various social signals are of importance to social cognition. These signals enable individuals to learn about the world that surrounds them. These signals include facial expressions such as disgust and fear which warn us of danger, as well as eye gaze direction which shows the direction of interesting things.
In the article, “The Role of Social Cognition Skills (SCS) and Social Determination of Health (SDH) in Predicting Symptoms of Mental ...
Running Head Employee Selection and Training2Employee S.docxjeanettehully
Running Head: Employee Selection and Training 2
Employee Selection and Training 2
Employee Selection and Training
Shauna Davis
I/O Psychology/ Personnel psychology
Walden University
10/20/19
ABSTRACT
Introduction
Employers are facing several risks when it comes to employment selection as well as training and development programs. An organization must, therefore, ensure that statements, overtures as well as advertisements are not suspect as well as ensuring that there is no form of discrimination in its selection process. There should be no references to age as well as gender but instead, be based on the description of the job. Selection is entailing all the activities aimed at choosing a suitable candidate from the applicants to fill a given post while training is consisting of the processes aimed at ensuring that the job holders have the right skills, attitudes as well as knowledge towards achieving the objectives of the organization. New employees should be given an induction program where they are capable of meeting other employees as well as showing the skills they must learn. Organizations thus must have a detailed training scheme which can either be on the job where skills are acquired through experience at work or off the job where learning is via attending courses (Larsen, 2017, p. 114).
Organizational, as well as industrial psychologists, usually use a different process in selecting new employees regarding what the organization needs. The selection is enabling the organization to screen out individuals who are not suited for the role. The goal of industrial or organizational psychology is to give answers to a specified role such as how to select the best employees, choosing the best training, mechanisms for the employees as well as the way of determining the turnover cases alongside ways of reducing it. The industrial psychology is dealing with training, selection as well as placement while organizational psychology is dealing with issues such as increasing job satisfaction as well as determining how employees can be motivated (Larsen, 2017, p. 110).
Literature Review
In Employee Selection and training, there seems to be a gap in the selection part and the fact that, organizations need psychologists to recruit the correct persons for the vacant position. This is not a topic that is not discussed frequently as it is not considered that Important; the only requirement is that the employee needs to be qualified. There are specific factors that contribute to organizations not focusing on employee well-being in terms of industrial psychology. But it is crucial to remember that the purpose of Employee Selection and Training is recruiting the most suitable candidate who meets the requirements of the organization, for better organizational performance. Basically, determining the job applicants that will be successful if they are hired. Which is true according to Gelfand et al. 2017 looking at Cros ...
Read the pillars” carefully. Reflect on these 5 pillars and y.docxalisondakintxt
Read the “pillars” carefully. Reflect on these 5 pillars and your experience and goals.
Which of the 5 will be the toughest challenge for you on your engineering journey?
Why? Which of the 5 seems logical and easiest for you? Why?
Write a thoughtful reflection that includes all 5 questions. Length should be no more
than 2 pages. Double space.
Pillars
The Pillars comprise the core of an engineering leader. Students in the Leadership
Academy will hone abilities by engaging in a minimum of 3 learning opportunities for
each of the 5 Pillars (15 overall) to develop as EP2IC leaders.
ETHICAL
Leaders espouse humility, honesty, and ethical practices. They are committed to civic
engagement and dedicated service to others. Leaders have strong morals and put their
integrity ahead of personal or professional gains.
PURPOSEFUL
Leaders are flexible life-long learners who attack each day with purpose. They are
introspective and aware of personal strengths, weaknesses, beliefs, and
biases. Leaders’ honest self-understanding allows them to make meaningful life and
career decisions.
PROFESSIONAL
Leaders are polished individuals. They present strong personal brands, maximize
networking opportunities, and positively influence others. Leaders exhibit tact and
business savvy to skillfully navigate personal and organizational dynamics.
INCLUSIVE
Leaders are globally prepared individuals who value difference. They seek out diverse
team members and ensure inclusive environments where the convergence of cultures
and ideas drive innovation. Leaders work for positive change by recognizing and
addressing privilege, oppression, and systems of inequality in the world.
COLLABORATIVE
Leaders articulate compelling vision and inspire others. They draw from many
perspectives on leadership to guide their practice, using exceptional communication
skills, humor, and emotional intelligence to resolve conflicts and build relationships.
Leaders understand group dynamics, team-building, how to empower others, and solve
complex problems.
Final Paper (30 points) is due by 11:59 PM on Week #10.
In this assignment you will write a brief case study related to your specialization. Your task is to formulate an intervention plan / process based on your assessment of the problem/s. The case study should be one page or less single spaced, including both current presentation and related history.
Include the following in your intervention planning and implementation:
· Choose any evidence-informed intervention that we have studied to apply.
· Discuss assessment issues from the case study that have informed your decision around which evidence-informed intervention to choose. Why did you choose this type of intervention? What are other ways that you could intervene, and why did you not choose those options?
· Who would you include in the intervention process?
· Consider micro, mezzo and m.
Assessment of Neural Network and Goal Programming on Cross Cultural ManagementYogeshIJTSRD
For achieving success in a global arena cross cultural training should be provided to employees to settle down between the global business environment and culture as one of the factors contributing to economic success, revenue generation, surplus booking, goodwill enhancement, market fame and many more. More the revenue, more the profit booking leads to rise company’s goodwill and builds customers faith as well as provides employee satisfaction which motivates employees to be more productive, more efficient, more energetic, more enthusiastic, and never let employees to get stressed from their work.AI ANN and goal programming is being used a method to find something fruitful to mitigate cross cultural issues in an organization. Shefali G | Dr. Rajesh Singh "Assessment of Neural Network and Goal Programming on Cross Cultural Management" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd41217.pdf Paper URL: https://www.ijtsrd.comcomputer-science/computer-network/41217/assessment-of-neural-network-and-goal-programming-on-cross-cultural-management/shefali-g
Running Head Employee Selection and Training2Employee S.docxjeanettehully
Running Head: Employee Selection and Training 2
Employee Selection and Training 2
Employee Selection and Training
Shauna Davis
I/O Psychology/ Personnel psychology
Walden University
10/20/19
ABSTRACT
Introduction
Employers are facing several risks when it comes to employment selection as well as training and development programs. An organization must, therefore, ensure that statements, overtures as well as advertisements are not suspect as well as ensuring that there is no form of discrimination in its selection process. There should be no references to age as well as gender but instead, be based on the description of the job. Selection is entailing all the activities aimed at choosing a suitable candidate from the applicants to fill a given post while training is consisting of the processes aimed at ensuring that the job holders have the right skills, attitudes as well as knowledge towards achieving the objectives of the organization. New employees should be given an induction program where they are capable of meeting other employees as well as showing the skills they must learn. Organizations thus must have a detailed training scheme which can either be on the job where skills are acquired through experience at work or off the job where learning is via attending courses (Larsen, 2017, p. 114).
Organizational, as well as industrial psychologists, usually use a different process in selecting new employees regarding what the organization needs. The selection is enabling the organization to screen out individuals who are not suited for the role. The goal of industrial or organizational psychology is to give answers to a specified role such as how to select the best employees, choosing the best training, mechanisms for the employees as well as the way of determining the turnover cases alongside ways of reducing it. The industrial psychology is dealing with training, selection as well as placement while organizational psychology is dealing with issues such as increasing job satisfaction as well as determining how employees can be motivated (Larsen, 2017, p. 110).
Literature Review
In Employee Selection and training, there seems to be a gap in the selection part and the fact that, organizations need psychologists to recruit the correct persons for the vacant position. This is not a topic that is not discussed frequently as it is not considered that Important; the only requirement is that the employee needs to be qualified. There are specific factors that contribute to organizations not focusing on employee well-being in terms of industrial psychology. But it is crucial to remember that the purpose of Employee Selection and Training is recruiting the most suitable candidate who meets the requirements of the organization, for better organizational performance. Basically, determining the job applicants that will be successful if they are hired. Which is true according to Gelfand et al. 2017 looking at Cros ...
Read the pillars” carefully. Reflect on these 5 pillars and y.docxalisondakintxt
Read the “pillars” carefully. Reflect on these 5 pillars and your experience and goals.
Which of the 5 will be the toughest challenge for you on your engineering journey?
Why? Which of the 5 seems logical and easiest for you? Why?
Write a thoughtful reflection that includes all 5 questions. Length should be no more
than 2 pages. Double space.
Pillars
The Pillars comprise the core of an engineering leader. Students in the Leadership
Academy will hone abilities by engaging in a minimum of 3 learning opportunities for
each of the 5 Pillars (15 overall) to develop as EP2IC leaders.
ETHICAL
Leaders espouse humility, honesty, and ethical practices. They are committed to civic
engagement and dedicated service to others. Leaders have strong morals and put their
integrity ahead of personal or professional gains.
PURPOSEFUL
Leaders are flexible life-long learners who attack each day with purpose. They are
introspective and aware of personal strengths, weaknesses, beliefs, and
biases. Leaders’ honest self-understanding allows them to make meaningful life and
career decisions.
PROFESSIONAL
Leaders are polished individuals. They present strong personal brands, maximize
networking opportunities, and positively influence others. Leaders exhibit tact and
business savvy to skillfully navigate personal and organizational dynamics.
INCLUSIVE
Leaders are globally prepared individuals who value difference. They seek out diverse
team members and ensure inclusive environments where the convergence of cultures
and ideas drive innovation. Leaders work for positive change by recognizing and
addressing privilege, oppression, and systems of inequality in the world.
COLLABORATIVE
Leaders articulate compelling vision and inspire others. They draw from many
perspectives on leadership to guide their practice, using exceptional communication
skills, humor, and emotional intelligence to resolve conflicts and build relationships.
Leaders understand group dynamics, team-building, how to empower others, and solve
complex problems.
Final Paper (30 points) is due by 11:59 PM on Week #10.
In this assignment you will write a brief case study related to your specialization. Your task is to formulate an intervention plan / process based on your assessment of the problem/s. The case study should be one page or less single spaced, including both current presentation and related history.
Include the following in your intervention planning and implementation:
· Choose any evidence-informed intervention that we have studied to apply.
· Discuss assessment issues from the case study that have informed your decision around which evidence-informed intervention to choose. Why did you choose this type of intervention? What are other ways that you could intervene, and why did you not choose those options?
· Who would you include in the intervention process?
· Consider micro, mezzo and m.
Assessment of Neural Network and Goal Programming on Cross Cultural ManagementYogeshIJTSRD
For achieving success in a global arena cross cultural training should be provided to employees to settle down between the global business environment and culture as one of the factors contributing to economic success, revenue generation, surplus booking, goodwill enhancement, market fame and many more. More the revenue, more the profit booking leads to rise company’s goodwill and builds customers faith as well as provides employee satisfaction which motivates employees to be more productive, more efficient, more energetic, more enthusiastic, and never let employees to get stressed from their work.AI ANN and goal programming is being used a method to find something fruitful to mitigate cross cultural issues in an organization. Shefali G | Dr. Rajesh Singh "Assessment of Neural Network and Goal Programming on Cross Cultural Management" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd41217.pdf Paper URL: https://www.ijtsrd.comcomputer-science/computer-network/41217/assessment-of-neural-network-and-goal-programming-on-cross-cultural-management/shefali-g
For this assignment, you will choose an organization to analyze. Thirenatas0nie
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of? Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local events
Threats
What obstacles do you face?
What are your competitors doing?
Are quality standards or specifications for your j ...
6-2 Final Project Milestone Two Marketing and FinancesAssignmen.docxblondellchancy
6-2 Final Project Milestone Two: Marketing and Finances
Assignment
In this assignment, you will explain the impact of marketing strategies within the sports industry and the impact this career has on success. You will also address the financial principles utilized in the sports industry and how they influence an identified career.
SPT 111 Milestone Two Guidelines and Rubric
Overview: In this assignment, you will explain the impact of marketing strategies within the sports industry and the impact the career has on success. You will
also address the financial principles utilized in the sports industry and how they influence your identified career. This Milestone is due in Module Six.
Specifically the following critical elements must be addressed:
III. Marketing: In this section, you will examine marketing strategies used within the sports industry and how your chosen career supports them.
A. Describe marketing strategies and activities within the sports industry that an individual in this career would be involved in. For example, is this
career involved in social media? Live drafts? Community outreach?
B. Explain how this career supports these marketing strategies in navigating industry trends. For instance, how would the career you chose support
strategies surrounding the trend toward mobile technologies?
C. Explain the impact this career has on attracting new spectators, investors, and talent.
IV. Finances: In this section, you will discuss the financial principles and business practices used specifically in the sports industry.
A. Describe finance-related business practices and principles that are used within the sports industry. Consider questions like the following: How
are ticket prices and salaries set? How are sponsors and naming rights acquired?
B. Explain how these finance-related business practices and principles have impacted profitability within the sports industry.
C. Explain which particular business practices and principles you would be involved in with your chosen career.
Rubric
Guidelines for Submission: Your paper must be submitted as a 2- to 3-page Microsoft Word document with double spacing, 12-point Times New Roman font,
one-inch margins, and at least three sources cited in APA format.
Critical Elements Proficient (100%) Needs Improvement (55%) Not Evident (0%) Value
Marketing: Strategies
and Activities
Describes marketing strategies and
activities that are relevant to the
career
Describes marketing strategies and
activities, but strategies are not
relevant to the career or discussion
is lacking in detail
Does not describe marketing
strategies and activities
15
Marketing: Industry
Trends
Explains how the career supports the
marketing strategies in navigating
industry trends
Explains how the career supports the
marketing strategies in navigating
industry trends, but explanation is
cursory or contains inaccuracies
Does not explain how the career
s ...
Organizational Change Consulting In unit one the discussio.docxalfred4lewis58146
Organizational Change Consulting
In unit one the discussion centered around the reinvention and culture of the
organization, the way business is conducted. This unit shifts the focus to what people
do by examining the role of an organizational development consultant, the diagnostic
process, and peoples’ resistance to change.
The OD Consultant
A change agent is a person or team responsible for beginning and maintaining a change
effort. Change agents may come from inside an organization, in which case they are
called internal consultants, or they may come from outside an organization, in which
case they are called external consultants. The role of the organizational development
(OD) consultant is to initiate, stimulate, and facilitate change. William Bridges
explains that things change but people transition (as cited in Montgomery, 2009). The
OD consultant is therefore concerned primarily with the people aspect of the change
events.
One of the basic roles of the consultant is to facilitate and teach the client how to
identify the problem, diagnose and solve the problem. This reduces the dependency of
the client on the consultant but also empowers the client and is associated with higher
corporate buy-in rates.
Clearly, OD consultants must have a number of skills in order to be successful. In
particular, consultants need to possess both leadership and management expertise. In a
leadership role, consultants should be able to facilitate rather than direct, keep
information flowing, and use multiple methods on a consistent basis.
Problem solving is another skill an effective consultant hones. He or she has to be able
to identify and focus on the next set of problems. Organizations and processes
experience flux, which often results in new and unanticipated problems, which cannot
be ignored. Inherent to the skill of problem solving, however, is valid diagnosis. So
how does an organizational consultant accurately decipher root problems?
The Diagnostic Process
The diagnosis is a two-fold process: an assessment of the variables, and a report on
possible corrective interventions. Diagnosis involves gathering data, interpreting the
data, identification of problem areas and options for solutions. Diagnostic tools consist
of interviews, surveys, instruments, observation and review of public records. To
many, diagnosis is the most important stage. Success or failure of change strategies is
dependent on several things but accurate diagnosis is critical. Failure to address the
root cause or intervening in processes that were previously fully functional is
inappropriate and costly change, but if the problem is properly diagnosed and the
intervention strategy appropriate, why can change still be so difficult for organizations
to enact smoothly?
Resistance to Change
Change is often problematic unless the cause and solution are readily transparent.
Generally speaking, change is.
1
4
Reflection and Discussion Week 2
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Aug 31, 2021
Reflections
Emotions and moods in an organization can cause problems for decision-making, the relationship between business ethics and social responsibility, and organizational ethics (Peltokorpi, 2020). The moral philosophy or orientation of an organization is its way of relating to individuals and the world. In the business world, business is measured by its ability to meet customer needs and profit objectives. An organization's moral philosophy tells how it views its responsibilities and views the moral principles that guide it. For example, an organization might have a moral philosophy of honesty and fairness. Personality and values in an organization may be very different from what they are within the company. If there is resentment against the hierarchical structure, this resentment may extend well beyond the people within the organization. Perhaps the person is trying to achieve a different kind of success within the organization, and the organization has become too hierarchical. Perhaps this person would like to find a different organization if possible. The final type of organizational conflict that is likely to occur is when the two organizational forces compete for resources in a marketplace (Radic et al., 2020).
Discussion
a.
Emotional regulation is also associated with poor health. Advertisers have a duty to their clients to promote ethical behavior. Ethical decisions are made as individuals, with ethical philosophies formed by specific values and as a collective. Advertisements can provide feedback to values, worldviews, and even the nature of reality itself. Therefore, the ad maker must provide various examples that will challenge the worldview and assumptions of advertising to create awareness (Radic et al., 2020). Mood changes throughout the day can be observed using a bright light source or microphone or using a timer operated by remote control. There are many ways to monitor physiological changes within a lab environment, such as thermometers, carbon dioxide monitoring devices, and water changes(Peltokorpi, 2020).
Experimental Design a well-designed design enables experimentation to proceed in an orderly and controlled manner. While design details are undoubtedly important, they are not necessary for every situation. Additionally, this type of self-regulation is challenging for businesses because they face both legal and regulatory requirements. The perceived need to manage their brand's image and image can negatively impact a business's bottom line. Moody's Investors Service states in a recent study on the development of risk management for institutional investors and the role of corporate social responsibility that a significant number of respondents experienced significant difficulties in their corporate objectives in terms of meeting investor expectations (Radic et al. ...
14Reflection and Discussion Week 2Sri ChaitanyEttaBenton28
1
4
Reflection and Discussion Week 2
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Aug 31, 2021
Reflections
Emotions and moods in an organization can cause problems for decision-making, the relationship between business ethics and social responsibility, and organizational ethics (Peltokorpi, 2020). The moral philosophy or orientation of an organization is its way of relating to individuals and the world. In the business world, business is measured by its ability to meet customer needs and profit objectives. An organization's moral philosophy tells how it views its responsibilities and views the moral principles that guide it. For example, an organization might have a moral philosophy of honesty and fairness. Personality and values in an organization may be very different from what they are within the company. If there is resentment against the hierarchical structure, this resentment may extend well beyond the people within the organization. Perhaps the person is trying to achieve a different kind of success within the organization, and the organization has become too hierarchical. Perhaps this person would like to find a different organization if possible. The final type of organizational conflict that is likely to occur is when the two organizational forces compete for resources in a marketplace (Radic et al., 2020).
Discussion
a.
Emotional regulation is also associated with poor health. Advertisers have a duty to their clients to promote ethical behavior. Ethical decisions are made as individuals, with ethical philosophies formed by specific values and as a collective. Advertisements can provide feedback to values, worldviews, and even the nature of reality itself. Therefore, the ad maker must provide various examples that will challenge the worldview and assumptions of advertising to create awareness (Radic et al., 2020). Mood changes throughout the day can be observed using a bright light source or microphone or using a timer operated by remote control. There are many ways to monitor physiological changes within a lab environment, such as thermometers, carbon dioxide monitoring devices, and water changes(Peltokorpi, 2020).
Experimental Design a well-designed design enables experimentation to proceed in an orderly and controlled manner. While design details are undoubtedly important, they are not necessary for every situation. Additionally, this type of self-regulation is challenging for businesses because they face both legal and regulatory requirements. The perceived need to manage their brand's image and image can negatively impact a business's bottom line. Moody's Investors Service states in a recent study on the development of risk management for institutional investors and the role of corporate social responsibility that a significant number of respondents experienced significant difficulties in their corporate objectives in terms of meeting investor expectations (Radic et al. ...
Deliverable 2 - Understanding Digital Identity FormationTop of F.docxrichardnorman90310
Deliverable 2 - Understanding Digital Identity Formation
Top of Form
Bottom of Form
Assignment Content
1.
Top of Form
Competency
This competency will allow you to demonstrate your ability to conduct research into how a digital footprint is created by looking at your own personal and professional life to determine your digital identity. In addition, you will be able to examine how an organization's digital footprint impacts their overall success.
Student Success Criteria
View the grading rubric for this deliverable by selecting the “This item is graded with a rubric” link, which is located in the
Details & Information pane.
Instructions
You are working for a local department store in the Operations Department. You notice that their business practices and use of technology are not up to date. One day while working, you are having a discussion about technology and identity formation with your supervisor. Your supervisor continues to explain that individuals and organizations have digital identities that are formed and impacted through various methods. Your supervisor continues, saying, "They can develop or change through social media, positive or negative press, word of mouth, and so on."
You begin to understand that the digital footprint of a business or organization can greatly impact their success or failure due to many factors, including the rapid dissemination of information that can occur digitally.
Your supervisor, through the course of the discussion, acknowledges that you are very fluent in the area of digital identity and asks you to conduct research and create a visual presentation explaining how digital identity is formed for both individuals and organizations. Your supervisor says, "This visual presentation will be presented to not only me, but company stakeholders and your coworkers in order to help them understand how identity is formed, and how to best maximize digital identity to contribute to the overall success of our store."
Your supervisor continues, saying, "From this presentation, decision makers will be able to work on identity management and can then implement digital strategies in order to maintain or improve the store's identity. In the end, this is intended to help increase exposure to the store, enhance the customer base, and the overall success of the store. The visual representation should be interactive and informative and can be presented in any visual format that you choose."
For this research and presentation, you are to reflect upon and address the following topics:
· What are the key methods of identity development? Consider available technology, socioeconomic status, generational issues, access to technological resources, etc.
· Explain how technology and digital forums can aid in identity formation.
· Consider available technology, socioeconomic status, generational issues, access to technological resources, etc.
· Are there differences between identity development in the digita.
GenderDiversity and Inclusion Efforts ThatReally WoMatthewTennant613
/
Gender
Diversity and Inclusion Efforts That
Really Work
by David Pedulla
May 12, 2020
Summary.
Rusty Hill/Getty Images
A Stanford and Harvard professor convened a symposium on what’s
actually working to improve diversity and inclusion in organizational life. In this
article, David Pedulla summarizes the main findings. First, organizations should set
goals, collect data, and hold people accountable for improving diversity within the
organization. Second, organizations should abandon traditional discrimination and
harassment reporting systems — these often lead to retaliation. Employee
Assistance Plans (EAPs), ombuds offices, and transformative dispute resolution
https://hbr.org/topic/gender
https://hbr.org/search?term=david%20pedulla
/
systems can play a critical role in not only reducing retaliation but also provide fuel
for organizational change. Third, organizations should check to ensure that
technologies used to assist in hiring and promotion aren’t inherently biased.
Fourth, companies must avoid tokenism. Finally, organizations should get
managers and other leaders involved in diversity programs from the start. This will
increase buy-in and lead to smooth implementation.
In the wake of major social and political changes over the past
decades, leading companies are taking steps to increase diversity,
equity, and inclusion. Yet progress in most sectors remains tepid.
Programs designed to increase diversity and inclusion in the
workplace often fail. So that leads to a natural question: What’s
actually working?
Focusing on solutions to the diversity challenge — rather than on the
failures — was top of mind when Devah Pager and I designed a
convening in 2018. We brought together leading experts on bias,
technology, discrimination, and organizational design, and – rather
than documenting the problems that abound – we asked everyone to
focus on answering one simple question: What works? (Pager, who
was the Peter and Isabel Malkin professor of public policy and
professor of sociology at Harvard University, passed away in 2018.
The ongoing aspects of our project, I hope, are a testament to her
pathbreaking work on racial discrimination and social inequality.)
It was challenging to keep our emphasis on solutions. As became
clear, there is no silver bullet. No single solution. Yet, in pushing
ourselves to think outside the box and draw on the best empirical
evidence that exists, the convening participants identified promising
areas where investment, focus, and experimentation have the ability
to serve as remarkable engines of change
We dove into these promising areas and produced a report, titled
“What Works? Evidence-Based Ideas to Increase Diversity, Equity,
and Inclusion in the Workplace.” Here, I highlight five key insights
close
https://www.mckinsey.com/featured-insights/gender-equality/women-in-the-workplace-2019
https://hbr.org/2016/07/why-diversity-programs-fail
https://www.umass.edu/emp ...
Read The Death Disk and retell the story in 8 to 12 unreal conditi.docxrudybinks
Read "The Death Disk" and retell the story in 8 to 12 unreal conditional sentences. Becuase the story is in the past, conditions and results will be in unreal conditional past form. 1) Tell the whole story, focusing on the most important info. Additonal Info: 1) USE past unreal conditional form (condition: had(n't) + V3/ Result: would(n't) +have+V3) 2) USE at least 5 AFFIRMATIVE VERBS and 5 NEGATIVE VERBS.
.
Read the articles Double Duty Schools as Community Centers an.docxrudybinks
Read the articles
Double Duty: Schools as Community Centers
and
Community Collaboration to Improve Schools: Introducing a New Model from Ohio
. Select one of the following position statements:
Statement 1:
Schools are local institutions, central to the life of the community.
Statement 2:
Schools are government agencies, controlled and directed by political interests and power.
Evaluate and discuss the selected position statement in relation to
The issues and trends driving policy and reform
The significance of activism
Public confidence in education
Accountability within the school and community
Support your writing with information from a minimum of two credible resources. One resource should provide information from a related current event or recent legislation. (250 words)
Read the article
School Boards
. Identify and describe the role of governing or advisory board in effective implementation and operation of a federally mandated education policy (or program), including:
Resource management (including personnel)
Allocation of federally appropriated funds
Communication with the community
Support your description with information from a minimum of one credible resource. Respond to at least two of your classmates’ postings. (250 words)
.
More Related Content
Similar to SWOT Analysis Guiding QuestionsStrengthsStrengths are internal.docx
For this assignment, you will choose an organization to analyze. Thirenatas0nie
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of? Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local events
Threats
What obstacles do you face?
What are your competitors doing?
Are quality standards or specifications for your j ...
6-2 Final Project Milestone Two Marketing and FinancesAssignmen.docxblondellchancy
6-2 Final Project Milestone Two: Marketing and Finances
Assignment
In this assignment, you will explain the impact of marketing strategies within the sports industry and the impact this career has on success. You will also address the financial principles utilized in the sports industry and how they influence an identified career.
SPT 111 Milestone Two Guidelines and Rubric
Overview: In this assignment, you will explain the impact of marketing strategies within the sports industry and the impact the career has on success. You will
also address the financial principles utilized in the sports industry and how they influence your identified career. This Milestone is due in Module Six.
Specifically the following critical elements must be addressed:
III. Marketing: In this section, you will examine marketing strategies used within the sports industry and how your chosen career supports them.
A. Describe marketing strategies and activities within the sports industry that an individual in this career would be involved in. For example, is this
career involved in social media? Live drafts? Community outreach?
B. Explain how this career supports these marketing strategies in navigating industry trends. For instance, how would the career you chose support
strategies surrounding the trend toward mobile technologies?
C. Explain the impact this career has on attracting new spectators, investors, and talent.
IV. Finances: In this section, you will discuss the financial principles and business practices used specifically in the sports industry.
A. Describe finance-related business practices and principles that are used within the sports industry. Consider questions like the following: How
are ticket prices and salaries set? How are sponsors and naming rights acquired?
B. Explain how these finance-related business practices and principles have impacted profitability within the sports industry.
C. Explain which particular business practices and principles you would be involved in with your chosen career.
Rubric
Guidelines for Submission: Your paper must be submitted as a 2- to 3-page Microsoft Word document with double spacing, 12-point Times New Roman font,
one-inch margins, and at least three sources cited in APA format.
Critical Elements Proficient (100%) Needs Improvement (55%) Not Evident (0%) Value
Marketing: Strategies
and Activities
Describes marketing strategies and
activities that are relevant to the
career
Describes marketing strategies and
activities, but strategies are not
relevant to the career or discussion
is lacking in detail
Does not describe marketing
strategies and activities
15
Marketing: Industry
Trends
Explains how the career supports the
marketing strategies in navigating
industry trends
Explains how the career supports the
marketing strategies in navigating
industry trends, but explanation is
cursory or contains inaccuracies
Does not explain how the career
s ...
Organizational Change Consulting In unit one the discussio.docxalfred4lewis58146
Organizational Change Consulting
In unit one the discussion centered around the reinvention and culture of the
organization, the way business is conducted. This unit shifts the focus to what people
do by examining the role of an organizational development consultant, the diagnostic
process, and peoples’ resistance to change.
The OD Consultant
A change agent is a person or team responsible for beginning and maintaining a change
effort. Change agents may come from inside an organization, in which case they are
called internal consultants, or they may come from outside an organization, in which
case they are called external consultants. The role of the organizational development
(OD) consultant is to initiate, stimulate, and facilitate change. William Bridges
explains that things change but people transition (as cited in Montgomery, 2009). The
OD consultant is therefore concerned primarily with the people aspect of the change
events.
One of the basic roles of the consultant is to facilitate and teach the client how to
identify the problem, diagnose and solve the problem. This reduces the dependency of
the client on the consultant but also empowers the client and is associated with higher
corporate buy-in rates.
Clearly, OD consultants must have a number of skills in order to be successful. In
particular, consultants need to possess both leadership and management expertise. In a
leadership role, consultants should be able to facilitate rather than direct, keep
information flowing, and use multiple methods on a consistent basis.
Problem solving is another skill an effective consultant hones. He or she has to be able
to identify and focus on the next set of problems. Organizations and processes
experience flux, which often results in new and unanticipated problems, which cannot
be ignored. Inherent to the skill of problem solving, however, is valid diagnosis. So
how does an organizational consultant accurately decipher root problems?
The Diagnostic Process
The diagnosis is a two-fold process: an assessment of the variables, and a report on
possible corrective interventions. Diagnosis involves gathering data, interpreting the
data, identification of problem areas and options for solutions. Diagnostic tools consist
of interviews, surveys, instruments, observation and review of public records. To
many, diagnosis is the most important stage. Success or failure of change strategies is
dependent on several things but accurate diagnosis is critical. Failure to address the
root cause or intervening in processes that were previously fully functional is
inappropriate and costly change, but if the problem is properly diagnosed and the
intervention strategy appropriate, why can change still be so difficult for organizations
to enact smoothly?
Resistance to Change
Change is often problematic unless the cause and solution are readily transparent.
Generally speaking, change is.
1
4
Reflection and Discussion Week 2
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Aug 31, 2021
Reflections
Emotions and moods in an organization can cause problems for decision-making, the relationship between business ethics and social responsibility, and organizational ethics (Peltokorpi, 2020). The moral philosophy or orientation of an organization is its way of relating to individuals and the world. In the business world, business is measured by its ability to meet customer needs and profit objectives. An organization's moral philosophy tells how it views its responsibilities and views the moral principles that guide it. For example, an organization might have a moral philosophy of honesty and fairness. Personality and values in an organization may be very different from what they are within the company. If there is resentment against the hierarchical structure, this resentment may extend well beyond the people within the organization. Perhaps the person is trying to achieve a different kind of success within the organization, and the organization has become too hierarchical. Perhaps this person would like to find a different organization if possible. The final type of organizational conflict that is likely to occur is when the two organizational forces compete for resources in a marketplace (Radic et al., 2020).
Discussion
a.
Emotional regulation is also associated with poor health. Advertisers have a duty to their clients to promote ethical behavior. Ethical decisions are made as individuals, with ethical philosophies formed by specific values and as a collective. Advertisements can provide feedback to values, worldviews, and even the nature of reality itself. Therefore, the ad maker must provide various examples that will challenge the worldview and assumptions of advertising to create awareness (Radic et al., 2020). Mood changes throughout the day can be observed using a bright light source or microphone or using a timer operated by remote control. There are many ways to monitor physiological changes within a lab environment, such as thermometers, carbon dioxide monitoring devices, and water changes(Peltokorpi, 2020).
Experimental Design a well-designed design enables experimentation to proceed in an orderly and controlled manner. While design details are undoubtedly important, they are not necessary for every situation. Additionally, this type of self-regulation is challenging for businesses because they face both legal and regulatory requirements. The perceived need to manage their brand's image and image can negatively impact a business's bottom line. Moody's Investors Service states in a recent study on the development of risk management for institutional investors and the role of corporate social responsibility that a significant number of respondents experienced significant difficulties in their corporate objectives in terms of meeting investor expectations (Radic et al. ...
14Reflection and Discussion Week 2Sri ChaitanyEttaBenton28
1
4
Reflection and Discussion Week 2
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Aug 31, 2021
Reflections
Emotions and moods in an organization can cause problems for decision-making, the relationship between business ethics and social responsibility, and organizational ethics (Peltokorpi, 2020). The moral philosophy or orientation of an organization is its way of relating to individuals and the world. In the business world, business is measured by its ability to meet customer needs and profit objectives. An organization's moral philosophy tells how it views its responsibilities and views the moral principles that guide it. For example, an organization might have a moral philosophy of honesty and fairness. Personality and values in an organization may be very different from what they are within the company. If there is resentment against the hierarchical structure, this resentment may extend well beyond the people within the organization. Perhaps the person is trying to achieve a different kind of success within the organization, and the organization has become too hierarchical. Perhaps this person would like to find a different organization if possible. The final type of organizational conflict that is likely to occur is when the two organizational forces compete for resources in a marketplace (Radic et al., 2020).
Discussion
a.
Emotional regulation is also associated with poor health. Advertisers have a duty to their clients to promote ethical behavior. Ethical decisions are made as individuals, with ethical philosophies formed by specific values and as a collective. Advertisements can provide feedback to values, worldviews, and even the nature of reality itself. Therefore, the ad maker must provide various examples that will challenge the worldview and assumptions of advertising to create awareness (Radic et al., 2020). Mood changes throughout the day can be observed using a bright light source or microphone or using a timer operated by remote control. There are many ways to monitor physiological changes within a lab environment, such as thermometers, carbon dioxide monitoring devices, and water changes(Peltokorpi, 2020).
Experimental Design a well-designed design enables experimentation to proceed in an orderly and controlled manner. While design details are undoubtedly important, they are not necessary for every situation. Additionally, this type of self-regulation is challenging for businesses because they face both legal and regulatory requirements. The perceived need to manage their brand's image and image can negatively impact a business's bottom line. Moody's Investors Service states in a recent study on the development of risk management for institutional investors and the role of corporate social responsibility that a significant number of respondents experienced significant difficulties in their corporate objectives in terms of meeting investor expectations (Radic et al. ...
Deliverable 2 - Understanding Digital Identity FormationTop of F.docxrichardnorman90310
Deliverable 2 - Understanding Digital Identity Formation
Top of Form
Bottom of Form
Assignment Content
1.
Top of Form
Competency
This competency will allow you to demonstrate your ability to conduct research into how a digital footprint is created by looking at your own personal and professional life to determine your digital identity. In addition, you will be able to examine how an organization's digital footprint impacts their overall success.
Student Success Criteria
View the grading rubric for this deliverable by selecting the “This item is graded with a rubric” link, which is located in the
Details & Information pane.
Instructions
You are working for a local department store in the Operations Department. You notice that their business practices and use of technology are not up to date. One day while working, you are having a discussion about technology and identity formation with your supervisor. Your supervisor continues to explain that individuals and organizations have digital identities that are formed and impacted through various methods. Your supervisor continues, saying, "They can develop or change through social media, positive or negative press, word of mouth, and so on."
You begin to understand that the digital footprint of a business or organization can greatly impact their success or failure due to many factors, including the rapid dissemination of information that can occur digitally.
Your supervisor, through the course of the discussion, acknowledges that you are very fluent in the area of digital identity and asks you to conduct research and create a visual presentation explaining how digital identity is formed for both individuals and organizations. Your supervisor says, "This visual presentation will be presented to not only me, but company stakeholders and your coworkers in order to help them understand how identity is formed, and how to best maximize digital identity to contribute to the overall success of our store."
Your supervisor continues, saying, "From this presentation, decision makers will be able to work on identity management and can then implement digital strategies in order to maintain or improve the store's identity. In the end, this is intended to help increase exposure to the store, enhance the customer base, and the overall success of the store. The visual representation should be interactive and informative and can be presented in any visual format that you choose."
For this research and presentation, you are to reflect upon and address the following topics:
· What are the key methods of identity development? Consider available technology, socioeconomic status, generational issues, access to technological resources, etc.
· Explain how technology and digital forums can aid in identity formation.
· Consider available technology, socioeconomic status, generational issues, access to technological resources, etc.
· Are there differences between identity development in the digita.
GenderDiversity and Inclusion Efforts ThatReally WoMatthewTennant613
/
Gender
Diversity and Inclusion Efforts That
Really Work
by David Pedulla
May 12, 2020
Summary.
Rusty Hill/Getty Images
A Stanford and Harvard professor convened a symposium on what’s
actually working to improve diversity and inclusion in organizational life. In this
article, David Pedulla summarizes the main findings. First, organizations should set
goals, collect data, and hold people accountable for improving diversity within the
organization. Second, organizations should abandon traditional discrimination and
harassment reporting systems — these often lead to retaliation. Employee
Assistance Plans (EAPs), ombuds offices, and transformative dispute resolution
https://hbr.org/topic/gender
https://hbr.org/search?term=david%20pedulla
/
systems can play a critical role in not only reducing retaliation but also provide fuel
for organizational change. Third, organizations should check to ensure that
technologies used to assist in hiring and promotion aren’t inherently biased.
Fourth, companies must avoid tokenism. Finally, organizations should get
managers and other leaders involved in diversity programs from the start. This will
increase buy-in and lead to smooth implementation.
In the wake of major social and political changes over the past
decades, leading companies are taking steps to increase diversity,
equity, and inclusion. Yet progress in most sectors remains tepid.
Programs designed to increase diversity and inclusion in the
workplace often fail. So that leads to a natural question: What’s
actually working?
Focusing on solutions to the diversity challenge — rather than on the
failures — was top of mind when Devah Pager and I designed a
convening in 2018. We brought together leading experts on bias,
technology, discrimination, and organizational design, and – rather
than documenting the problems that abound – we asked everyone to
focus on answering one simple question: What works? (Pager, who
was the Peter and Isabel Malkin professor of public policy and
professor of sociology at Harvard University, passed away in 2018.
The ongoing aspects of our project, I hope, are a testament to her
pathbreaking work on racial discrimination and social inequality.)
It was challenging to keep our emphasis on solutions. As became
clear, there is no silver bullet. No single solution. Yet, in pushing
ourselves to think outside the box and draw on the best empirical
evidence that exists, the convening participants identified promising
areas where investment, focus, and experimentation have the ability
to serve as remarkable engines of change
We dove into these promising areas and produced a report, titled
“What Works? Evidence-Based Ideas to Increase Diversity, Equity,
and Inclusion in the Workplace.” Here, I highlight five key insights
close
https://www.mckinsey.com/featured-insights/gender-equality/women-in-the-workplace-2019
https://hbr.org/2016/07/why-diversity-programs-fail
https://www.umass.edu/emp ...
Read The Death Disk and retell the story in 8 to 12 unreal conditi.docxrudybinks
Read "The Death Disk" and retell the story in 8 to 12 unreal conditional sentences. Becuase the story is in the past, conditions and results will be in unreal conditional past form. 1) Tell the whole story, focusing on the most important info. Additonal Info: 1) USE past unreal conditional form (condition: had(n't) + V3/ Result: would(n't) +have+V3) 2) USE at least 5 AFFIRMATIVE VERBS and 5 NEGATIVE VERBS.
.
Read the articles Double Duty Schools as Community Centers an.docxrudybinks
Read the articles
Double Duty: Schools as Community Centers
and
Community Collaboration to Improve Schools: Introducing a New Model from Ohio
. Select one of the following position statements:
Statement 1:
Schools are local institutions, central to the life of the community.
Statement 2:
Schools are government agencies, controlled and directed by political interests and power.
Evaluate and discuss the selected position statement in relation to
The issues and trends driving policy and reform
The significance of activism
Public confidence in education
Accountability within the school and community
Support your writing with information from a minimum of two credible resources. One resource should provide information from a related current event or recent legislation. (250 words)
Read the article
School Boards
. Identify and describe the role of governing or advisory board in effective implementation and operation of a federally mandated education policy (or program), including:
Resource management (including personnel)
Allocation of federally appropriated funds
Communication with the community
Support your description with information from a minimum of one credible resource. Respond to at least two of your classmates’ postings. (250 words)
.
Read the article,complete three two-page response papers. And f.docxrudybinks
Read the article,complete three two-page
response papers.
And follow the question write the paper.
Peter Singer,
One World: The Ethics of Globalization
(New Haven: Yale University Press, 2002), Chapter 2:
“One Atmosphere,” pp. 14-50.
Response question: According to Singer, whose responsibility is it to address the problem of climate change? Does he make a convincing argument?
.
Read the article, Organizational life cycles and shifting criteria .docxrudybinks
Read the article, “Organizational life cycles and shifting criteria of effectiveness: Some preliminary evidence”. Describe the chronicle of life cycle change and the early stages of development, performance and resource acquisition, events leading to later stages of development, and the development of the formalization and control stage. Why do you think the author wrote about this topic? Why is it important?
.
Read the 4 readings Medea by Euripides, Oedipusthe King.docxrudybinks
Read the 4 readings:
Medea
by Euripides,
Oedipus
the King
by Sophocles,
Macbeth
by William Shakespeare, and
Tracks
by Louise Erdrich.
Annotate the plays
Create 16 Journal Entries for each play with TEXT I LIKE=QUOTATION and WHY I LIKE IT=UNPACKING
The journal can be configured any way you choose. To get all the points, the journal has 16 more quotations per reading with page or line numbers. All Readings are clearly identified with the play's title and the author's name.
Medea
by Euripides -- 16 quotations
Oedipus
the King
by Sophocles -- 16 quotations
Macbeth
by William Shakespeare -- 16 quotations
Tracks
by Louise Erdrich -- 16 quotations
.
read talking trash by andy rooneyDiscussion Topic 1. Talking .docxrudybinks
read "talking trash" by andy rooney
Discussion Topic 1. “Talking Trash” and/or “The Singer
Solution
to World Poverty.”
Pick one of the two essays we’re reading this week to focus on. Tell us the following:
(1) What is the writer’s thesis?
(2) How does he support it (logic, evidence, etc.)?
(3) In a
TSIS
sort of way, juxtapose/compare your opinion about the topic (trash or world poverty) with the Rooney’s or Singer’s claim(s).
(4) Tell us a bit more about why you believe the way you do about the topic, maybe bringing in some evidence and/or concrete description and examples to help us really “see” what you’re talking about.
.
Read the 10-page report titled Information Sharing, Dot Connecting.docxrudybinks
Read the 10-page report titled
Information Sharing, Dot Connecting and Intelligence Failures: Revisiting Conventional Wisdom,
by Russell Travers (2009). To access the report, click on the following link, and then scroll down to the bottom of the page. At the bottom, click on the link with the same title as the report:
National Counterterrorism Center Web site
Travers argues that information sharing in general has improved significantly since the attacks of 9/11. He proceeds to deconstruct many popular arguments made by others claiming that intelligence gathering and information sharing, as practiced by entities in the United States today, are flawed. He also discusses legal, policy-based, and regulatory obstacles that impair reasonable intelligence and information collection and processing.
After reading this piece, complete the following:
Define (that is, "operationalize") the concepts of
intelligence
versus
information
.
Do differences in these terms matter?
How might either be easier—or more difficult—to share with other agencies?
Also consider if some levels of government or sectors of society might be more or less amenable to sharing information. (For example, private sector entities that own and operate critical infrastructure upon which the nation or communities rely might hesitate to share proprietary information that makes them less competitive, economically. Is their reluctance reasonable?)
Research, summarize, critically evaluate, and report at least 3 of the significant information-sharing problems and challenges (and key agencies) reported in the 9/11 Commission Report.
For each of these challenges, use or dispute at least 2 of Travers’ main arguments that he makes in his paper to explain or justify these challenges.
Make certain to connect Travers’ arguments to the report’s challenges that you select.
.
Read the article listed and write a paper (minimum 750 words) using .docxrudybinks
Read the article listed and write a paper (minimum 750 words) using APA standards, that answers the questions below.
McKinlay, John B., Lin, Ting, Freund, Karen, & Moskowitz, Mark. (2002).
The Unexpected influence of physician attributes on clinical decisions: Results of an experiment
.
Journal of Health and Social Behavior, 43
(1), p. 92-106.
What is the social problem the researchers are investigating?
What is the research method (i.e.: survey, participant observation, experiment, secondary sources) used by the researchers?
What were the results or findings of the research?
What do you think would be a good solution to the social problem?
.
Read the article and do all the following please.Include the fol.docxrudybinks
Read the article and do all the following please.
Include the following 3 components in your Journal Article Review:
Reference
Reference article in proper APA format
Summary
Define the general subject/problem/research areas, the scope (what the author intends to discuss and why), and the central idea.
Summarize the author’s major findings and conclusions.
Strengths & Weaknesses
Analyze the various parts of the article thoughtfully and carefully so that you can establish its strengths and weaknesses. Considering both strengths and weaknesses allows you to explore the article more thoroughly and evaluate it more persuasively by presenting a balanced view.
Conclusion
Provide your thoughts regarding the journal article and the study findings.
Passing Criteria:
must successfully complete
ALL
of the following criteria to “Pass”:
Journal Article Review contains
each
of the following headings:
Reference
Reference citation must be in proper APA format
Summary
Strengths & Weaknesses
Conclusion
Article reviewed comes from a peer reviewed journal
Journal Article Review submitted on time
.
Read Developmental Assets.(below) Count the number of Assets.docxrudybinks
Read
Developmental Assets
.(below) Count the number of "Assets" you have experienced as a child (note that some assets are related to the child's internal attitudes and behaviors and others assets are related to external elements of the child's world). After you count your experienced assets, post your number of assets and your reaction to your selected assets
Attachment********************
40 Developmental Assets
How Many Have You Experienced?
Asset Name & Definition
Support
Family support
Family life provides high levels of love and support.
Positive family communication
Young person and her or his parent(s) communicate positively, and young person is willing to seek advice and counsel from parent(s).
Other adult relationships
Young person receives support from three or more nonparent adults.
Caring neighborhood
Young person experiences caring neighbors.
Caring school climate
School provides a caring, encouraging environment.
Parent involvement in schooling
Parent(s) are actively involved in helping young person succeed in school.
Empowerment
Community values youth
Young person perceives that adults in the community value youth.
Youth as resources
Young people are given useful roles in the community.
Service to others
Young person serves in the community one hour or more per week.
Safety
Young person feels safe at home, at school, and in the neighborhood.
Boundaries and Expectations
Family boundaries
Family has clear rules and consequences, and monitors the young person's whereabouts.
School boundaries
School provides clear rules and consequences.
Neighborhood boundaries
Neighbors take responsibility for monitoring young people's behavior.
Adult role models
Parent(s) and other adults model positive, responsible behavior.
Positive peer influence
Young person's best friends model responsible behavior.
High expectations
Both parent(s) and teachers encourage the young person to do well.
Constructive Use of Time
Creative activities
Young person spends three or more hours per week in lessons or practice in music, theater, or other arts.
Youth programs
Young person spends three or more hours per week in sports, clubs, or organizations at school and/or in community organizations.
Religious community
Young person spends one hour or more per week in activities in a religious institution.
Time at home
Young person is out with friends "with nothing special to do" two or fewer nights per week.
Commitment to Learning
Achievement motivation
Young person is motivated to do well in school.
School engagement
Young person is actively engaged in learning.
Homework
Young person reports doing at least one hour of homework every school day.
Bonding to school
Young person cares about her or his school.
Reading for pleasure
Young person reads for pleasure three or more hours per week.
Positive Values
Caring
Young person places hig.
READ DIRECTIONS CAREFULLY AND THOROUGHLY. NO OUTSIDE SOURCES WHAT SO.docxrudybinks
READ DIRECTIONS CAREFULLY AND THOROUGHLY. NO OUTSIDE SOURCES WHAT SO EVER PLEASE! I PROVIDED THE SOURCES THAT YOU ONLY NEED TO USE. NO OUTSIDE SOURCES.
the assignment is basically you Telling the students the main importance of each time period. Read the directions in the attached document
.
Read it carefully!!!1. 3-5 typed pages double-spaced. 2. ci.docxrudybinks
Read it carefully!!!
1. 3-5 typed pages double-spaced.
2. citing this textbook (no online research)
3. Make sure to have a thesis statement and use examples from images that i attached.
4. Make sure you include examples from the majority of chapters covered.
5. no plagiarism.
6. Here are the topics
Describe the development of depicting the human form from Paleolithic art through the arts of Ancient near-East, Ancient Egypt, the Aegean and Greek cultures.
Think about how humans are represented and what functions representation of humans have served. Is there in fact a clear “development”?
7.
Here is examples for citation. (use only this contents what i wrote on this question and should see and use the picture what i uploaded)
1. PALEOLITHIC and NEOLITHIC
-PALEOLISTHIC (OLD STONE AGE) ART, ca. 30,000–9000 BCE
VENUS OF WILLENDORF The composite feline-human from Germany is exceptional for the Stone Age. The vast majority of prehistoric sculptures depict either animals or humans. In the earliest art, humankind consists almost exclusively of women as opposed to men, and the painters and sculptors almost invariably showed them nude, although scholars generally assume that during the Ice Age both women and men wore garments covering parts of their bodies. When archaeologists first discovered Paleolithic statuettes of women, they dubbed them “Venuses,” after the Greco-Roman goddess of beauty and love, whom artists usually depicted nude (FIG. 5-62). The nickname is inappropriate and misleading. It is doubtful that the Old Stone Age figurines represented deities of any kind. One of the oldest and the most famous of the prehistoric female figures is the tiny limestone figurine of a woman that long has been known as the Venus of Willendorf (FIG. 1-5) after its findspot in Austria. Its cluster of almost ball-like shapes is unusual, the result in part of the sculptor’s response to the natural shape of the stone selected for carving. The anatomical exaggeration has suggested to many that this and similar statuettes served as fertility images. But other Paleolithic stone women of far more slender proportions exist, and the meaning of these images is as elusive as everything else about Paleolithic Paleolithic Art 3 1-4 Human with feline head, from Hohlenstein-Stadel, Germany, ca. 30,000–28,000 BCE. Mammoth ivory, 11 5 – 8 high. Ulmer Museum, Ulm. One of the oldest known sculptures is this large ivory figure of a human with a feline head. It is uncertain whether the work depicts a composite creature or a human wearing an animal mask. 1-5 Nude woman (Venus of Willendorf ), from Willendorf, Austria, ca. 28,000–25,000 BCE. Limestone, 4 1 – 4 high. Naturhistorisches Museum,Vienna. The anatomical exaggerations in this tiny figurine from Willendorf are typical of Paleolithic representations of women, whose child-bearing capabilities ensured the survival of the species. 1 in. 1 in. 73558_02_Ch01_p001-015.qxd 10/20/08 8:10 AM Page 3 art. Yet the prepondera.
Read Lilienfeld, S. O., Waldman, I. D., Landfield, K., Watts, A. L..docxrudybinks
Read: Lilienfeld, S. O., Waldman, I. D., Landfield, K., Watts, A. L., Rubenzer, S., & Faschingbauer, T. R. (2012). Fearless dominance and the U.S. presidency: Implications of psychopathic personality traits for successful and unsuccessful political leadership.
Journal of Personality and Social Psychology
,
103
(3), 489-505.
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Read: van Eeden, R., Cilliers, F., & van Deventer, V. (2008). Leadership styles and associated personality traits: Support for the conceptualisation of transactional and transformational leadership. S
outh African Journal of Psychology
,
38
(2), 253-267.
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Read: Odom, S. F., Boyd, B. L., & Williams, J. (2012). Impact of Personal Growth Projects on Leadership Identity Development.
Journal of Leadership Education
,
11
(1), 49-63.
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This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
Doctoral learners are required to use APA style for their writing assignments. The APA Style Guide is located in the Student Success Center.
Refer to the resource, "Preparing Annotated Bibliographies," located in the Student Success Center, for additional guidance on completing this assignment in the appropriate style.
You are required to submit this assignment to Turnitin. Refer to the directions in the Student Success Center.
Directions:
Provide an annotated bibliography (750-1,000 words total) of the articles listed above. Including the following for each article:
1.
The article citation and persistent link. These are provided above for you to paste into the assignment and are not included in the total word count.
2.
A written summary of the key concept(s) of the article. Why was the study done? What was the population studied? What did the researcher(s) conclude? What other information about this study do you believe is unique or important to recall? Are there specific statements made by the author that you wish to retain?
Construct an outline for a paper that will explain and synthesize the articles you read for this assignment. The paper will require identification of themes common to the articles as well as a statement of the conclusions that can be drawn when the articles are taken together as a single entity You will be writing the paper in the next assignment.
.
Read doubt the entire play be sure to read the preface first.Pr.docxrudybinks
Read doubt: the entire play be sure to read the preface first.
Prompt for response: the play is called doubt A Parable. Explain why you think shanley titled the play doubt. use textual evidence to discuss how numerous characters deal with the concept of doubt throughout the play.
at the end of the play it is not clear wheather father flynn is guilty or not. take a side, either father flynns or sister Aloysius and use textual evidence to support wheather or not father flynn is guilty.
.
Read Chapter 2 and review the below NBC Learn video, then answer the.docxrudybinks
Read Chapter 2 and review the below NBC Learn video, then answer the following questions:
Title: The Death Penalty Is Dying Out
Date: Dec 17, 2011
Duration: 00:02:29
Do you agree with Beccaria's assessment of the death penalty? Explain.
What portions of his reasoning do you most agree or disagree with?
Make sure to:
Write a short essay or paragraph of at least
300 words.
Use concrete examples/details and avoid generalities.
Address all questions.
Use proper grammar and punctuation.
If you researched your topic and are using information from what you learned, remember to cite your sources.
Do not plagiarize.
.
Race, Ethnicity, and Gender in the 19th CenturyBackground Many Am.docxrudybinks
Race, Ethnicity, and Gender in the 19th Century
Background: Many Americans like to imagine the history of their nation as one of continual progress. While acknowledging that not all persons and groups enjoyed equal rights at all times, Americans often take it for granted that American history moves in only one direction: toward greater rights, greater freedom, and greater equality. However, from roughly 1867 to 1875, African Americans enjoyed far more political influence and equal rights than they ever had before, or ever would again, until the end of the modern Civil Rights Movement almost a century later. In addition to the disturbance in the social hierarchy created by the end of slavery, the nation experienced the influx of huge numbers of immigrants during the last half of the 1800s, many of whom were viewed by the American population as different and inferior to earlier waves of immigrants. Adding to concerns about social order was the push for women’s suffrage that arose after Civil War. These factors came together to create a threat to White male supremacy and combined to create a period characterized by conflict over race, ethnicity, and gender.
Review the following sources about the differences between primary and secondary sources:
Primary, Secondary, Tertiary Sources
Transcript
How to Research Primary Sources
How to Research Secondary Sources
Required sources:
What is Freedom?—Freedom: A History of US
in the Films on Demand database in the Ashford University Library
Alien Menace
Recommended sources:
Entertaining Citizenship: Masculinity and Minstrelsy in Post-Emancipation San Francisco
Identity, Marriage, and Schools: Life along the Color Line/s in the Era of Plessy v. Ferguson
Whiteness, Freedom, and Technology: The Racial Struggle Over Philadelphia’s Streetcars, 1859-1867
Instructions: Explore the
Alien Menace
exhibit thoroughly, viewing all of the links. You are not required to answer the questions on the website, but consider them. Watch
What is Freedom?—Freedom: A History of US
from the Films on Demand database. Based on Chapter 1 in your textbook, the required exhibit, and the film, explain
Why the last half of the 1800s was a time of conflict over the meanings of citizenship, race, and gender.
How African Americans, White Americans, and immigrants worked to secure their places in the social and political hierarchy.
Your initial post should be at least 250 words in length. Provide specific examples to support your points. Your references and citations must be formatted according to APA style as outlined by the Ashford Writing Center. Respond to at least two of your classmates’ posts by Day 7.
.
QuizQuestion 1(1 point)The actual change in th.docxrudybinks
Quiz
Question 1
(1 point)
The actual change in the money supply equals
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Question 2
(1 point)
The required reserve ratio equals 10 percent and all banks initially have zero excess reserves. The Fed buys $1 million in U.S. government securities. The most the money supply can increase is
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Question 3
(1 point)
The more people decide to hold currency, the
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Question 4
(1 point)
The discount rate is the
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Question 5
(1 point)
The most precise way the Fed has to control the money is
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Question 6
(1 point)
According to the above figure, a shortage is shown between which two points?
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Question 7
(1 point)
A decrease in demand and a decrease in supply will lead to a
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Question 8
(1 point)
If the current price of a market basket of goods is $850 and the base year price for the same market basket is $500, what is the value of the price index?
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Question 9
(1 point)
The only way that a society can produce outside the production possibilities curve is
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Question 10
(1 point)
Suppose the tax rate on the first $10,000 income is 0; 10 percent on the next $20,000; 20 percent on the next $20,000; 30 percent on the next $30,000; and 40 percent on any income over $80,000. Family A has income of $40,000 and Family B has income of $100,000. What is the marginal and average tax rate for each family?
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Question 11
(1 point)
The marginal tax rate is equal to
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Question 12
(1 point)
One solution to the Social Security problem cited in the text is to
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Question 13
(1 point)
Social Security taxes are regressive because
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Question 14
(4 points)
Assume an open, mixed economy (C + I + G + X = real GDP) and an MPS of .2 What is the multiplier?
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Question 15
(1 point)
The U.S. fiduciary monetary system
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Question 16
(1 point)
Refer to the above table. The value of M1 is
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Question 17
(1 point)
Possession of information by one party in a financial transaction but not by the other party is
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Question 18
(1 point)
The Federal Reserve bank is managed by
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Question 19
(1 point)
As a "lender of last resort" the Fed
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Question 20
(1 point)
Required reserves are
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Question 21
(1 point)
A bank with deposits of $500 million has $75 million in cash on hand, $50 million in deposits with the Fed, and $80 million in government securities. If the reserve requirement is 15 percent, the bank has excess reserves of
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Question 22
(1 point)
A bank with $100 million in deposits has $6 million in vault cash, $6 million on deposit with the Fed, and $6 million in government securities. The reserve requirement is 20 percent. A person deposits a check for $10 million drawn on another bank. The maximum loan this bank can make once the check clears is
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Question 23
(1 point)
Assuming a reserve ratio of 10 percent, if a bank sells $100,000 in securities how much can the bank loan.
Rachel Quick and Maria DeCasa , two friends in Caras 4-yr-old clas.docxrudybinks
"Rachel Quick and Maria DeCasa , two friends in Cara's 4-yr-old class, bring lunch to school every day. Maria brings meals prepared at home: rice and beans, a piece of fruit, and a thermos with a cold tropical juice drink. Rachel usually brings a store-bought brightly colored, pre-packaged children's meal with processed meat and crackers, a sugary dessert and a soda.
Maria wants to eat lunches like her friend at school and has become disinterested in her own food. Mrs. DeCasa expresses to Cara her concern with her daughter's interest in pre-packaged foods and does not want her daughter to eat those kinds of "American" meals. As an aside, Rachel's mother and father are busy executives and do not have time to prepare lunches for their child to bring to school."
As an ECP, how can you reach out to the families about this situation?
How can you help Maria's mother understand Rachel's family situation?
What can Maria's mom do to make Maria's meal more appealing?
What can be done to encourage Rachel's family to send her to school with healthier foods?
Share two activities will help children and their families understand different cultures.
submit a 200–300 word essay answering the Seminar questions listed. Your assignment should be composed in complete sentences and paragraphs. Be sure to answer all questions
.
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(1 point)
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Unit 7 in the Online Review discusses one of the most important developments over the past two decades in the field of alcohol and drug studies: the “brain disease” model of addiction. Researchers and top administrators at the National Institute on Drug Abuse (NIDA) have taken the lead in defining virtually all forms of addictive behavior—including alcohol dependence—as
chronic, relapsing diseases of the brain
. These advocates have used dramatic, high-tech images of the “addicted brain” and massive media campaigns, such as the HBO documentary,
Addiction
, to promote this individualistic viewpoint and to stress the need for research on pharmacological and biomedical interventions. At the same time, a number of critics have argued that the brain disease model ignores social and psychological factors involved in the etiology and treatment of addiction. They contend that drinking and drug use are unlike most diseases and involve choices and voluntary behavior. Finally, critics claim that the most effective treatments of addiction rely upon group relationships and personal decisions to change behavior.
Take a look at the material in Unit 7 of the Online Review. Use the “Resources” link to view two or three episodes of the HBO documentary,
Addiction
, and become familiar with the work and ideas of Dr. Nora Volkow, one of the foremost advocates of the brain disease model. Next, follow the links near the bottom of the “Lectures” page and read two brief essays by Sally Satel, a psychiatrist and critic of this biomedical approach to addiction. Then, post your 200-word (minimum) response to this controversial issue. What do you think of the “brain disease” model of alcohol and drug dependence? Is it a valid way of describing addiction? Is it helpful or harmful to the treatment process?
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FIN 571 Entire Week 1
Final Eaxm for Project Management
ACC 440 Wk 2 Team Textbook Assignments
HRM-587 Managing Organizational Change - Week 8 Final Devry - HRM587
Middlehurst House
NTC 362 Week 5 Learning Team Assignment- ImplementationTimeline
AC505 MANAGERIAL ACCOUNTING – PRACTICE FINAL
Applied Sciences
Architecture and Design
Biology
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Computer Science
Geography
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Education
Engineering
English
Environmental science
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Government
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
SWOT Analysis Guiding QuestionsStrengthsStrengths are internal.docx
1. SWOT Analysis Guiding Questions
Strengths
Strengths are internal, positive attributes of your company.
These are things that are within your control.
· What business processes are successful?
· What assets do you have in your team, i.e. knowledge,
education, network, skills, and reputation?
· What physical assets do you have, i.e. customers, equipment,
technology, cash, etc?
· What competitive advantages do you have over your
competition?
Weaknesses
Weaknesses are negative factors that detract from your
strengths. These are things that you might need to improve on to
be competitive.
· Are there things that your business needs to be competitive?
· What business processes need improvement?
· Are there tangible assets that your company needs, such as
money or equipment?
· Are there gaps on your team?
· Is your location ideal for your success?
Opportunities
Opportunities are external factors in your business environment
that are likely to contribute to your success.
· Is your market growing and are there trends that will
encourage people to buy more of what you are selling?
· Are there upcoming events that your company may be able to
take advantage of to grow the business?
· Are there upcoming changes to regulations that might impact
your company positively?
· If your business is up and running, do customers think highly
of you?
2. Threats
Threats are external factors that you have no control over. You
may want to consider putting in place contingency plans for
dealing them if they occur.
· Do you have potential competitors who may enter your
market?
· Will suppliers be able to supply the raw materials you need at
the prices you need?
· Could future developments and disruptors in technology
change how you do business?
· Is consumer behavior changing in a way that could negatively
impact your business?
· Are there market trends that could become a threat?
Running head: FIELD PSYCHOLOGY SCIENTIFIC METHOD1
FIELD PSYCHOLOGY SCIENTIFIC METHOD1
Field Psychology Scientific Method
Name
PSY/635
Teacher name
date
Field Psychology Scientific Method
In social psychology, there is a subtopic known as
social cognition. Social cognition’s main focus is on how
3. individuals store, process and apply information concerning
social situations and other people. It shows us the role of
cognitive processing in our social interaction. In order for
people to have the advantage of being part of certain social
groups, various psychological processes have to take part and
they are controlled by social cognition.
Various social signals are of importance to social cognition.
These signals enable individuals to learn about the world that
surrounds them. These signals include facial expressions such
as disgust and fear which warn us of danger, as well as eye gaze
direction which shows the direction of interesting things.
In the article, “The Role of Social Cognition Skills (SCS) and
Social Determination of Health (SDH) in Predicting Symptoms
of Mental Illness,” the author uses a quantitative method of
research. The article focuses on mental health and psychiatric
disorders. In the study, the method used was implemented from
a randomized sample assessed in the Colombian National
Mental Health Survey to evaluate the role of SCS, SDH and
psycho-physical factors as predictors of mental illness
symptoms (Santamaría-García, 2020).
The results from the assessment that the best predictors of
symptoms of mental illness were cognitive functioning, the
presence of chronic diseases, a medical history of psychiatric
disorders, social adverse factors as well as emotion recognition
skills. According to the author of the article, the study provided
unprecedented evidence on social factors and the impact it has
on predicting symptoms of mental illness as well as highlighting
the importance of these factors in order to track the onset and
early stages of the disease.
To explore social cognition and social psychology as a whole
and for better understanding, there are different special research
methods that can be used. The methods used in the research to
answer questions are both qualitative and quantitative. The
qualitative research method is used to make an analysis of data
that is not reducible to numbers.
The methods of collecting information and data and generating
4. it include interviews; an interview involves a conversation
between a researcher and the respondent. The researcher sets
questions with the agenda in place and the interviewee will give
answers. There is also focus groups which have a moderator
who leads in the group discussions. Thirdly there is the use of
naturally occurring data, this is the information that is produced
in the occurrence of everyday life. Lastly, there is the use of
structured methods of collecting data such as open-ended
questioners or vignettes.
Under qualitative data analysis, the methods of collecting data
include, qualitative data analysis. This method involves
developing categories and counting the number of times in
which these categories appear in a corpus of data. And
experimental and none experimental methods (Figgou, 2015).
From the article, the study was not based on different research
methods to draw a conclusion. The only method of research
used was SEM which is a quantitative model of research. The
author should have also used a qualitative method by having
interviews with patients with mental illness and having open-
ended questioners to have a better-drawn conclusion. The
validity and reliability of one method of research is
questionable. Utilizing both qualitative and quantitative method
can help a research come up with better results.
References
Figgou, L. (2015). Social Psychology: Research Methods.
Research Gate.
Santamaría-García, H. (2020). The Role of Social Cognition
Skills (SCS) and Social Determinants of Health (SDH) in
Predicting Symptoms of Mental Illness. SSRN.
6. client/sponsor who may be unwilling to hear what you (the
consultant) have to say! The student is placed
in the role of Martina Jones, a management consultant who has
been hired to fix the “morale” issues at an
SFT location in Harrisburg, Pennsylvania. SFT is a government-
sponsored organization tasked with
helping at-risk young adults gain vocational training toward
preparing them for a successful career in one
of several areas, including automotive and machine repair,
construction, health care and information
technology. The program provides support to students beyond
technical training, including the
development of interpersonal skills, problem-solving skills and
skills in effectively conducting a job
search and interview — all towards the goal of graduating
individuals that are prepared to live
independently and become productive citizens (and taxpayers).
The case provides detailed information on the performance of
the location relative to benchmarks and
peers. Notes from a series of interviews with SFT management,
along with some brief survey results, are
also provided at the end of the case. From this information, it
should become evident that there are several
factors influencing the morale of the SFT management team,
some of which point directly at the sponsor
of the consulting project: Ted Alvarez, the executive director at
SFT Harrisburg. The primary tasks for
students are to discern what the root causes are for the
management discord, and to derive a solution that
can help solve these various issues. The context for the scenario
— a management consulting engagement
— is also an important and unique aspect of the case, as the
student will need to consider the political and
interpersonal aspects of the consulting relationship between
Jones and Alvarez in their analysis and
7. solution development.
LEARNING OBJECTIVES
There are two central learning objectives for the case study:
Page 2 8B13C022
1. To analyze and diagnose task and interpersonal conflict that
is detrimental to team/organizational
performance, and then develop solutions.
2. To understand the unique aspects of the client-consultant
relationship, and how these can impact the
formulation and delivery of consulting recommendations.
Beyond these main objectives, there are several auxiliary
learning objectives for the case. While any
discussion of the case will focus on the two central learning
objectives, the level of emphasis on any of
the following sub-objectives can vary based on the course,
instructor and student population:
1. To analyze the management structure of an organization and
develop recommendations for change
that allow for better coordination and communication among
management teams.
2. To explore the issues related to in-groups and out-groups
within a team, along with perceived
8. favoritism on the part of influential individuals.
3. To understand the complexities of data analysis and
interpretation within organizations.
4. To explore the potential problems that can be caused by
“inter-office romances” and to discuss how
HR policies can best be implemented to handle these situations.
USE OF THE CASE
The case was initially designed for a graduate-level course in
management consulting, within an overall
program focused on organizational leadership. However, the
case can also potentially be used in both
upper-end undergraduate-level and graduate-level courses in
management, organizational behavior or
teams. The issues and context for the case align well with the
general topic areas of teams, leadership,
conflict, collaboration and communication.
In terms of timing within a given course, this will vary based on
the level of the students. At a minimum,
students will need to have a basic understanding of consulting
processes and methodologies prior to
engaging in the case study — an overview of a general
consulting process is provided in Exhibit TN-1.
For undergraduate students, the case study may best be used as
a capstone-type case study within a course
on teams or organizational behavior, as the issues covered in the
case span a variety of topic areas. For
graduate students, use of the case earlier in the course schedule
may be appropriate, if students generally
have sufficient work experience that relates to the issues at
hand. Again, the case may also serve as a
capstone for courses in general organizational behavior or with
9. a focus on teams or leadership.
RECOMMENDED READINGS
Below are a number of outside readings that are pertinent to the
context and issues featured in the case
study, some of which are referenced within this teaching note:
K.M. Eisenhardt, J.L. Kahwajy and L.J. Bourgeois, “How
management teams can have a good fight,”
Harvard Business Review, 75, 1997, pp. 77-86.
J.R. Katzenbach, “The myth of the top management team,”
Harvard Business Review, 75, 1997, pp. 82-
92.
P. Lencioni, The Five Dysfunctions of a Team, Jossey-Bass, San
Francisco, California, 2002.
Page 3 8B13C022
S.J. Mantel, Jr., J.R. Meredith, S.M. Shafer and M.M. Sutton,
Project Management in Practice, 4th ed.,
John Wiley & Sons, Hoboken, New Jersey, 2011.
J.G. Michel and D.C. Hambrick, “Diversification posture and
top management team characteristics,”
Academy of Management Journal, 35, 1992, pp. 9-37.
E.H. Schein, Process Consultation, Vol. II, Addison-Wesley,
Reading, Massachusetts, 1987.
10. P. Wickham and L. Wickham, Management Consulting:
Delivering an Effective Project, 3rd ed.,
Financial Times/Prentice Hall, Essex, England, 2008.
PREPARATION FOR CLASS DISCUSSION
Prior to class discussion, there are several questions related to
the central learning objectives of the case
that may be posed to students. These align with the proposed
organization of the classroom discussion in
the following section:
1. How does management consulting work? What is the role of
the management consultant in this
particular situation?
2. What are the main issues facing the SFT Harrisburg team of
directors? What are the root causes of
these issues?
3. How would you characterize Alvarez as a leader?
4. What recommendations would you make to help improve the
situation?
5. If you were Martina Jones, specifically how would you
approach the Monday-afternoon meeting with
the directors? What would you do before, during and after the
briefing with the directors?
6. Is an off-site retreat advisable at this time? If so, what would
be the focus of the retreat? Specifically,
how would you organize the retreat?
Additional questions that can be asked of students (either prior
11. to the discussion or within the classroom
discussion) are as follows:
1. What is your interpretation of the performance data for SFT
Harrisburg in case Exhibits 1 and 2? Is
SFT Harrisburg doing a “good job” or not?
2. Is the current management structure at SFT Harrisburg
effective? Why or why not?
3. Are there in-groups and out-groups within the team of
directors at SFT Harrisburg? If so, what are
they? Is the relationship between Alvarez and Nelson an issue?
Again, the level of emphasis on the second group of questions
will vary from class to class. While these
aspects of the case should not be completely ignored, the
instructor may choose to emphasize some areas
over others based on the goals of the discussion and/or the
placement of the case within the overall
course. Potential answers to these questions are also discussed
within the following section on the
organization of the classroom discussion.
Page 4 8B13C022
ORGANIZATION OF CLASS DISCUSSION
The following is one potential means of organizing the in-class
discussion of the case within a 90-minute
class period. A recommended structure for the overall set of
12. boards for the classroom discussion is
provided in Exhibit TN-2.
Overview of the case and the major players (5 minutes)
It may be useful to have a list of the directors/roles (including
Jones, the consultant) on a board prior to
the start of class. This will be helpful later in the discussion, as
the various in- and out-groups are
discussed, along with the interpersonal conflicts that are evident
among the directors. This time is perhaps
best used to ensure that students are familiar with the central
figures in the case, and the context in which
Jones/Hancher Consulting was asked to provide consulting
services.
ANALYSIS
1. How does management consulting work? What is the role of
the management consultant in
this particular situation? (10 minutes)
Beyond the overview of the context for the case, it is important
for students to understand the unique
environment within which consultants apply their craft. If the
consulting process has not been covered
prior to class, this is an opportunity to review the process as
described in Exhibit TN-1. It should be noted
that at the time of the case, Jones/Hancher Consulting is
approaching the eighth step in the process
(delivery). But it is also worth mentioning that the addition of
the off-site retreat to the statement of work
would require a shift back to step three (preliminary analysis).
13. Additionally, it is probably worthwhile to discuss the various
roles that a consultant can assume on a
given consulting project. Schein (1987) proposed three basic
modes for consulting:
Expert The consultant uses their expertise in a given area to
propose solutions to a problem as
identified by the client.
Doctor-Patient Akin to healthcare, this mode is similar to
“expert” mode, except that the
consultant is also tasked with identifying and diagnosing the
problem(s) for the client.
Process Consulting This mode works under the assumption that
the best people to solve an
organization’s problems are the individuals within the
organization. Thus, the consultant’s role is as a
facilitator of change, rather than as the owner of problem
identification and solution development.
While it should be clear that Jones’s role at SFT does not easily
fall into the third mode, students may
debate whether the “expert” role or the “doctor-patient” role
best characterizes the current situation. From
the case, it appears that Alvarez views the role of
Jones/Hancher Consulting as an “expert”; however,
Jones may be perceived as viewing the engagement as more of a
“doctor-patient” role, based on the
information collected from the interviews. This notion will be
revisited later in the discussion.
14. 2. What are the main issues facing the SFT Harrisburg team of
directors? What are the root
causes of these issues? (20 minutes)
Page 5 8B13C022
Again, two boards should be used to capture the issues and root
causes from the ensuing discussion. In
short, students should identify several areas of concern on the
part of Alvarez and others at SFT
Harrisburg. In turn, these identified issues can be tied to various
root causes at multiple levels of the
organization. One recommendation for discussing the potential
issues to be identified and analyzed is to
start at the organizational level, and work through the issues in
a “big-to-small” fashion.
If the class starts at the organizational level (related to
“optional” question #1 from the prior section), a
student will undoubtedly suggest that the organization’s
performance is lacking — clearly, Alvarez would
agree! But this perspective is not shared among the directors, as
the interview notes suggest that several of
the directors do not believe that the Harrisburg office is in
danger of losing its charter. The data are
purposefully vague in this regard, as well — while the location
is clearly not a high performer relative to
its peers, SFT Harrisburg is meeting most of its performance
benchmarks (as shown in Exhibit 2 of the
case). A review of the rankings data in Exhibit 1 of the case
also seems to support the opinions of the
15. directors — many of the locations that lost their charter in the
prior six years were “repeat offenders” as
very low-performing units, finishing in the bottom three for
more than one year.
Given this, while the mediocre past performance of SFT
Harrisburg is still a valid point of debate for the
classroom, this scenario allows for discussion along two points.
The first is simple — managers do not
always have all of the optimal information to make informed
decisions. The second point is a bit more
complex — if the location truly is not in danger of losing its
charter, what then is Alvarez’s motivation in
driving higher metrics? A brief discussion on goals and
motivation could be had at this point — one
potential explanation is that Alvarez (as a newly appointed
executive director) is keen to “make a name”
for himself within the overall SFT organization. Nevertheless, it
may be suggested that more information
should be gathered on this topic for further analysis — a
“parking lot” board should be used for this and
other aspects of the case that require more fact-finding.
In regards to the second “optional” question listed in the prior
section, some potential issues in regards to
the organizational structure may also arise during this portion
of the class discussion. First, most of the
directors report directly to Alvarez, while others report to other
directors within the top management team
(TMT). Second, the size of the staff beneath each of the
directors varies greatly (ranging from two to over
40). Both of these points may have implications for perceptions
of power and influence within the TMT.
Third, given the issues with teamwork and collaboration, a
student may suggest that sub-groups be
formed among directors with related job functions (e.g.,
16. business functions, educational/student service
functions, etc.). There is no clear “right” answer in this regard,
but a conversation around the potential
benefits and costs of smaller working groups within this overall
structure may be worthwhile.
Related to the previous issue and per “optional” question #3, it
seems clear that there are several
troublesome relationships between individual directors (e.g.,
Fen and Rasmussen/Cummings, Coldwell
and Steele, Wong and Johnson). Likewise, several directors
suggested that Alvarez has created an in-
group with the female directors on the TMT. It may be helpful
to use the board in Exhibit TN-2 to outline
the various relationships that seem to be problematic. It should
also be noted during this discussion that
two of the three female directors joined the Harrisburg office at
the same time as Alvarez and had worked
extensively with him during his previous tenure at the
Tidewater office. While diving into the “problem
dyads” within the TMT may not be the best use of time, it is
indicative of a larger issue of a lack of
collaboration and trust across the entire team. The notion of in-
groups and out-groups should be fully
explored during the class discussion.
Finally, there is the potential issue of the relationship between
Alvarez and Nelson (optional question #3).
While this can be covered within the context of the overall
discussion of problematic relationships at SFT
Page 6 8B13C022
17. Harrisburg, instructors may wish to delve deeper into both the
HR and OB ramifications of a romantic
relationship between a supervisor and employee. It is not stated
whether SFT has any regulations in place
regarding these types of relationships (given that it is a
government entity, the answer is assuredly “yes”).
From an OB perspective, the relationship between Alvarez and
Nelson is clearly having an impact on the
directors’ perceptions of fairness and inclusivity. Thus, for both
of these reasons, it is an issue that needs
to be dealt with.
3. How would you characterize Alvarez as a leader? (10
minutes)
Having gone through the previous discussion of issues at SFT,
students will likely be quite negative
towards Alvarez’s performance as executive director thus far.
While Alvarez is certainly not the perfect
manager, the instructor should facilitate the conversation to
include positive attributes that Alvarez has
displayed within the case (e.g., energy, determination, ability to
make tough decisions). Among other
things, it should be noted that Alvarez has replaced a beloved
and long-standing executive director in
Herbert Brooks — a hard act to follow! Some of the
recommendations for change from students will
likely point directly at Alvarez, but having the students reflect
on how they would react to being in
Alvarez’s situation should prove fruitful.
4. What recommendations would you make to help improve the
situation? (15 minutes)
18. Once all of the issues and root causes are documented on the
boards, students should be asked to
recommend solutions to these problem areas. Up to this point,
the conversation has stayed at a somewhat
clinical/diagnostic level, but this is where the aspects of the
client-consultant relationship should start to
enter the discussion. The reality of the situation is that Jones, as
a consultant, must be mindful of
preserving the relationship with Alvarez in providing her
recommendations.
There are two potential strategies for how to handle this part of
the class discussion — both can be
effective, and both should lead to the same result. One strategy
is to remind the students at the start of this
portion of the discussion that they should be mindful of Jones’s
role within the case, and should consider
how Alvarez will view the recommendations (or, for that matter,
the issues uncovered in Hancher
Consulting’s research). A second strategy is to remain silent on
this issue, until either a student raises a
concern or until all recommendations have been vetted by the
class. In the latter case, student
recommendations may take on a new light once students are
reminded of the circumstances facing Jones.
It may be that several recommendations will require some re-
thinking, once this revelation is made.
Because of the nature of the issues and the complexity of the
situation, there is no single “right” answer to
solving these issues at SFT (with the possible exception of the
relationship between Alvarez and Nelson,
although even this may be debated among students). It is
suggested that the class develop a set of
recommendations via dialogue and consensus, whereby the
instructor remains somewhat in the
19. background of the conversation. However, care should be taken
to ensure that all identified issues/root
causes are covered by the set of recommendations developed by
the classroom participants.
5. If you were Martina Jones, specifically how would you
approach the Monday-afternoon
meeting with the directors? What would you do before, during
and after the briefing with the
directors? (15 minutes)
Page 7 8B13C022
Armed with a set of issues and recommendations, students may
immediately jump to planning for the
afternoon briefing with the directors (including Alvarez). Two
things should result from this portion of
the discussion. First, a strategy for the presentation to the
directors is clearly needed — how the results of
the consulting work are portrayed to the directors is an
important consideration. Jones should be careful
not to alienate any of the directors during this presentation, and
the discussion should remain at a
reasonably high level (without pointing the finger directly at
any individual director, including Alvarez).
A discussion can be had at this point around the ethical
requirements for a consultant — how forthright
should Jones be in her divulging of the interview and survey
data? Is it unethical for Jones to withhold
20. some of her findings at this point? While it should be made
clear that outright lying is not the proper
course of action, it may be prudent for Jones to reserve some of
her findings for a less public venue. The
particular facets of the issues/recommendations outlined by the
class that are worth scrutiny in this regard
may vary from one class to another, and it will be up to the
instructor to facilitate this aspect of the
discussion as they deem appropriate.
Nevertheless, a second important consideration for Jones at this
point is meeting with Alvarez prior to the
presentation to the directors. While Jones attempted to have a
conversation with Alvarez on the prior
Friday, she was not able to provide an overview of the findings
to Alvarez at that time. Springing this
information onto Alvarez in a meeting with all of the other
directors present will be a recipe for disaster.
According to Mantel, Jr., Meredith, Shaffer and Sutton,1 one
should “never let the boss be surprised.”
This is clearly a case where the manager (Alvarez) should be
duly informed of the results of the
consultants’ research prior to the afternoon briefing. This will
not only help to preserve the relationship
between Alvarez and Jones going forward, but Alvarez can also
assist Jones in framing the presentation
appropriately for the audience in the afternoon briefing. While
Jones does run the risk of fracturing the
relationship with Alvarez before the briefing is even held, that
risk is much greater if Alvarez is caught
unaware in the meeting with the directors.
6. Is an off-site retreat advisable at this time? If so, what would
be the focus of the retreat?
21. Specifically, how would you organize the retreat? (10 minutes)
Alvarez is clearly keen on holding an off-site retreat. While the
retreat will likely not solve all of the
issues exhibited at SFT, some benefits can be gained from a
properly structured program of activities
aimed at increasing the level of trust and communications
within the TMT. The experience of the authors
has been that most students will suggest that an off-site retreat
be held. Thus, the focus of this aspect of
the discussion will be on the last two questions listed above.
Students can brainstorm the types of
activities and the general structure/goals of the retreat — for
graduate students, participants may be able
to draw on prior experiences with team-building activities. In
the end, students should derive some very
clear goals/objectives for the retreat that tie directly to the
issues outlined earlier in the discussion.
Wrap-up (5 minutes)
To conclude the discussion, the instructor can begin by
recapping the issues and recommendations that
were developed by the students over the course of the class
period. Key points that should be addressed in
the wrap-up include the following:
1 S.J. Mantel, Jr., J.R. Meredith, S.M. Shafer and M.M. Sutton,
Project Management in Practice, 4th ed., John Wiley & Sons,
Hoboken, New Jersey, 2011, p. 49.
22. Page 8 8B13C022
Dysfunction in teams can stem from a variety of sources —
personality, organizational structure,
task-related conflict, misaligned goals and more.
Leaders can have a particularly important role in team function,
both positively and negatively.
There are no quick fixes for poor team dynamics — issues with
trust, communication and
collaboration take time to resolve.
In regards to consulting, the client-consultant relationship is
crucial to any engagement, and can
heavily influence how and what a consultant communicates to a
client. The delivery of “bad news” to
a client (or boss) requires careful consideration.
EPILOGUE
Prior to the briefing with the directors, Jones was able to meet
with Alvarez and provide an overview of
Hancher Consulting’s findings. Alvarez was visibly shocked by
some of the information, particularly
around his perceived relationship with Nelson and the
impressions of an “inner circle” with Alvarez.
Alvarez did ask Jones to keep the comments on his relationship
with Nelson out of the afternoon
presentation, but otherwise gave the green light to report the
other findings.
In the afternoon briefing, Jones elected to focus her
23. presentation on high-level issues with the team (lack
of trust, communication and coordination, along with a lack of
understanding on how all of the various
components of the organization work together). Any individual
issues or specific relationship issues
between two directors were not openly discussed. During the
meeting, it was agreed that an off-site
weekend meeting would be held, with the focus being on the
high-level issues listed previously. It was
also agreed that Jones would facilitate the off-site meeting, and
the contract with Hancher was amended
accordingly.
At the off-site meeting (held several weeks after the initial
briefing), the directors went through a series of
exercises focused on open communication, honest feedback and
the Five Dysfunctions of a Team text
(Lencioni, 2002). At the culmination of the two-day meeting,
the directors were asked to sit in a circle
and write answers to the following questions for each of their
colleagues on the management team:
What is the person’s single most important behavioral quality
that contributes to the strength of the
team?
What is the person’s single most important behavioral quality
that detracts from the strength of the
team?
Responses were collected anonymously and distributed to each
of the directors. After reading their
feedback, directors were asked to share their feedback with the
group and discuss what they had learned
from this process. The result was a surprisingly candid and
24. honest appraisal of where each of the directors
excelled, and where they could improve.
At the time of writing the case, the long-term effects of this
intervention were not fully known; however,
the lingering effects of a perceived “in-group” with Alvarez
remained, even after the off-site meeting.
How Alvarez and the rest of the management team at SFT
Harrisburg would fare in removing these
impediments to team performance remained a work in progress.
Nevertheless, the consulting engagement
with SFT was completed to the satisfaction of Alvarez, and
follow-on work between Hancher Consulting
and SFT Harrisburg was commencing.
Page 9 8B13C022
EXHIBIT TN-1: CONSULTING PROCESS
Source: Adapted from P. Wickham and L. Wickham,
Management Consulting: Delivering an Effective Project, 3rd
edition,
Pearson Education Limited, Essex, England, 2008.
Initial contact
25. Decision to work together
Preliminary analysis
Formal proposal
Project charter
In-depth analysis
Implementation
Delivery
Follow-up
Page 10 8B13C022
EXHIBIT TN-2: BOARD STRUCTURE FOR START OF
CLASS DISCUSSION
Key Personnel Issues Root Causes
Solution
s
Ted Alvarez – Executive Director
26. Lucinda Smith – HR
Jake Rasmussen – Outreach
Yu Fen – Bus Ops
Nancy Cummings – Career Services
Walter Blackmon – Dean
27. Sidney Johnson – Res Life
Ralph Coldwell – Security/Transportation
Andy Wong – Student Education
Melinda Nelson – General Education
Nora Steele – Health/Wellness
Martina Jones – Hancher Consulting
Monday Morning Strategy
28.
29. Off-site Retreat
Source: Created by author.
Nov 2007 Materials and concepts used in this proposal have
been reproduced with permission of the Author and Client.
BUSA 695 – Organizational Consulting Project
SAMPLE PROJECT PROPOSAL
<<Client name, Client title>>
Catalyst Paper Crofton Division, Crofton BC
<<Date>>
Dear <<Client name>>:
30. Re: Human Resource People Strategies - Performance
Management Consulting Project for
Catalyst Paper Crofton Division
Thank you for the opportunity to explore potential consulting
project ideas with you for Catalyst
Paper Crofton Division. I appreciate the time you spent with
me sharing information about your
organization, current situation and plans for the future. I
understand the many challenges your
organization currently faces. The recent downsizing and
reorganization of your management
workforce directly affects your employees and increases the risk
of morale, retention and
performance issues.
Following careful consideration of our discussions and your
current situation I am pleased to
31. submit the attached proposal to help you address challenges
with your current employee
performance management program. The proposal further
explains the purpose, scope, objectives
and anticipated benefits of the services I have to offer. As a
human resources professional and
MBA student, I have professional experiences and interests that
align with your need to improve
the performance of your staff workforce as you work through
significant organizational change.
I appreciate your review and consideration of this proposal. I
would welcome another opportunity
to meet with you to further discuss the details of the services I
have to offer and answer any
questions you may have.
32. If you accept the terms and conditions presented please indicate
your acceptance by signing the
OCP proposal agreement form located on the last page of the
attached proposal.
Sincerely,
<<Learner Name>>
MBA Candidate
Nov 2007 Materials and concepts used in this proposal have
been reproduced with permission of the Author and Client.
A Consulting Proposal for
33. Catalyst Paper Crofton Division
Human Resource People Strategies:
Evaluating the use of the Performance Management Program
Submitted to:
<<Client name>>
<<Client title>>
and
Mr. Michele Vincenti
Organizational Consulting Project Coordinator
Royal Roads University
Prepared by:
<<Learner name>>
34. <<Date>>
Nov 2007 Materials and concepts used in this proposal have
been reproduced with permission of the Author and Client.
INTRODUCTION
The pulp and paper manufacturing facility located in Crofton,
BC began operations fifty years ago
as part of British Columbia Forest Products Limited (BCFP).
Now owned by Catalyst Paper
Corporation, Crofton Pulp and Paper operates as one of four
independent manufacturing divisions
within the company’s current structure. With five manufacturing
lines, Crofton produces pulp and
paper products for global customers.
35. Many changes have impacted the Crofton employees over the
past decade including multiple
changes in company ownership and identity. Major
organizational transformations involving
restructuring took place in 1996, 1998 and again in 2001. By the
end of fiscal 2006, the company
employed 768 union employees and 209 non-union management
staff.
The senior management team (SMT) relies heavily on the skill
and talent of its workforce to
manoeuvre through constant change and industry challenges. A
performance management (PM)
program exists for non-union staff employees. According to past
practice the SMT communicates
expectations to managers and employees by providing a yearly
timeline for PM related tasks and
36. deliverables such as completion of yearly performance
evaluations for employees. Unsure of the
state of the actual PM practices at Crofton, Vern Phillips, the
newly appointed Director of HR
requires consulting assistance to enable a well informed and
strategic decision making process for
addressing Crofton’s PM in support of the future direction of
the company.
PRESENT COMPANY SITUATION
Many changes have occurred within the organization over the
past year:
� In early 2007 a financial investment group, Third Avenue
Management, purchased a large
quantity of Catalyst shares making them the company’s single
largest shareholder. Declining
market prices, fiber supply challenges and a higher Canadian
dollar have placed the
37. profitability of the business in jeopardy and company strategy
has turned to cost
improvements.
� In August 2007, Crofton’s SMT announced and implemented
a new organizational structure
involving an approximate fifteen percent downsizing of the non-
union management
workforce. Some employees were terminated immediately;
others were notified of their
termination with an effective date at year end. For many
remaining employees, reporting
structures, home departments, job positions and responsibilities
as well as future
opportunities within the company have or will change.
38. Nov 2007 Materials and concepts used in this proposal have
been reproduced with permission of the Author and Client.
� In September 2007, senior management announced changes to
employee performance
contracts, a component of the performance management
program, directly altering the
employee variable pay structure.
Continuous change, looming uncertainty and increasing
workloads are affecting employee morale,
motivation, and retention. With a leaner management workforce
any employee performance and
retention issues pose a significant threat to the business. As the
SMT moves forward with plans to
reestablish Crofton Pulp and Paper as a profitable, cost
effective global competitor, the HR director
is faced with the challenge of developing strategies to ensure
39. the organization has the people
resources it needs. The current situation highlights the
importance of assessing the existing PM
program to understand how it is being used and to ensure this
component of the HR strategy
meets the current and future needs of the business and its
employees.
Problem Definition
A preliminary SWOT analysis reveals multiple challenges
facing the company:
External Factors
� Strengthening Canadian dollar adversely impacting profits
� Lower cost producers entering the market, specifically in
China
� Increasing raw material costs, specifically oil and gas
Internal Factors
40. Financial:
� Declining EBITDA
� Weakening and extremely low share price; share price below
book value
� Declining availability of capital for reinvestment
Marketing:
� Shrinking market in North American
� Customers losing confidence in products due to disruptions in
fiber supply
� Customers demanding guaranteed production and sourcing
alternate suppliers
Operations:
� Aging assets without sufficient reinvestment
� Union labour contracts expire in April 2008
Human Resources:
� Reduced workforce resulting in a loss of talent and manpower
41. � Morale, motivation and retention issues
� Lack of focus on human resources processes, specifically
performance management and
training and development.
Nov 2007 Materials and concepts used in this proposal have
been reproduced with permission of the Author and Client.
Technology:
� Increasing complexity of technology
� Loss of advanced technical support due to restructure
PROJECT PURPOSE AND SCOPE
Purpose
The purpose of the proposed consulting project is to conduct a
Performance Management
Program Evaluation that provides a narrative description of how
42. the PM program is actually used
by employees and managers within the organization and to
develop recommendations for
improvement. The project will be conducted through a research
based methodology. Major project
components include: discovery based research to investigate
current practices, best practices
research, gap analysis and recommendations for improvement.
Scope
As currently proposed, the project involves:
� Completion of one formal document, a Performance
Management Program Evaluation that
will provide the information and analysis required for the HR
director and SMT to understand
the current state of the PM program in order to strategically
plan for the future of PM at
43. Crofton.
� Recommendations for improvement based on short and long
term needs of the business,
employees and managers and a proposed implementation plan
for recommendations where
applicable. (Short term refers to the immediate year following
the project; long term refers to
beyond the first year).
� As the project progresses, depending on findings and timing,
recommendations and / or
revisions to the current PM training and communication
materials may be included.
The project does not involve:
� Analysis of any PM type activity related to bargaining unit
employees who are currently
excluded from the PM program.
44. � Implementing recommendations or any implementation plan.
� Gap analysis in comparison to best-of-class research.
� Evaluation, analysis or research related to technological PM
solutions.
Nov 2007 Materials and concepts used in this proposal have
been reproduced with permission of the Author and Client.
APPROACH and METHODOLOGY
Approach
The project will be conducted according the following steps:
1. Project set up:
� Develop research plan
2. Detailed SWOT analysis:
� A preliminary SWOT analysis was conducted in preparation
of this proposal.
45. � Conduct a thorough SWOT analysis to identify strengths,
weaknesses, opportunities and
threats impacting the business.
3. Best Practices Research
� Conduct secondary research to investigate PM best practices
from literature.
� Research will focus on PM concepts and approach, rather
than technological solutions.
4. Internal Organizational Research
� Develop an interview instrument and submit an ethical review
for research approval to the
Royal Roads University (RRU) Ethical Review Board.
� Conduct primary research to investigate the current PM
practices and needs at Crofton
through staff and management interviews.
5. Internal Data Gathering and Review
46. � Collect and review relevant available data on PM program
related activity within the
organization.
6. Analysis
� Incorporating information collected in each of the previous
stages, analyze gaps between
current practices and: a) senior management expectations, b)
employee and manager
expectations, c) strategic goals of the business, d) performance
management best practices.
7. Recommendations and Implementation Plan
� Develop recommendations for improvement based on short
and long term needs of the
business, employees and managers.
� Develop a recommended implementation plan moving
forward based.
47. 8. Presentation of results
� Review draft with client followed by presentation of final
document.
Methodology Details
Develop research plan:
� Determine needs and methods for gathering information
relevant to existing / past
performance management program activity.
Nov 2007 Materials and concepts used in this proposal have
been reproduced with permission of the Author and Client.
Primary research:
� Conduct interviews with an appropriate sample of
management and employee stakeholders.
48. Secondary research:
� Literature review of performance management best practices
focused on concepts and
approach not technological solutions.
PROJECT SCHEDULE and MILESTONE DATES
Project work will begin following your acceptance of this
proposal with completion of the final
deliverables on or before March 14, 2008. Your acceptance is
required within 5 days of receiving
this proposal for the project work to be completed within this
time frame.
MONTH (Nov to March) PROJECT PHASE
N D J F M
COMPLETED BY
1. Project Set Up November 30, 2007
49. 2. SWOT Analysis November 30, 2007
3. Best Practice Research November 30, 2007
4. Internal Organizational Research December 21, 2007
5. Internal Data Gathering and Review December 31, 2007
6. Analysis January 11, 2008
8. Draft Report and Presentation February 15, 2008
9. Final Revisions February 29, 2008
8. Submit Final Report
(sign off by client, advisor and RRU)
March 14, 2008
TIMING AND COST ESTIMATES
The final project will be completed over a 4 month period
requiring a minimum of 360 hours of
work. Final deliverables will be provided to you the client and
submitted as a requirement of the
Royal Roads University MBA program and therefore offered
free of consulting fees. Limited
expenses include office supplies, printing and copying costs.
Royal Roads University estimates a
50. project value of $30,000 to the client based on scope and
required hours of work.
ANTICIPATED OUTCOMES and BENEFITS
The project will provide an analysis of Crofton’s performance
management program that will assist
senior management in:
� Understanding how the current PM program is used at
Crofton.
� Revising the current program to meet organizational needs
and business objectives.
� Setting a benchmark and measuring the success of
improvement strategies implemented in
the future.
51. Nov 2007 Materials and concepts used in this proposal have
been reproduced with permission of the Author and Client.
� Enabling the organization to efficiently and effectively
conduct PM activities.
� Improving the PM skills and knowledge of managers.
� Improving the value of PM to individual employees and their
managers.
� Improving motivation, morale, retention and performance of
the staff workforce.
� Identifying and planning for required employee development
and succession planning to
meet the future needs of the organization.
SUMMARY of PROJECT DELIVERABLES
Following completion of the project you will receive 2 printed
copies and 1 electronic file of the
following documents:
52. 1. Performance management program analysis document
(approximately 75-100 pages plus
appendices) including short and long term opportunities for
improvement and applicable
recommended implementation plan.
2. Power Point Presentation summarizing findings and
recommendations
CONSULTANT’S CREDENTIALS and CONTACT
INFORMATION
I completed a Bachelor of Science (B.Sc.) degree from the
University of Waterloo in 2001 and 6
years working experience in the human resources field. I began
my MBA in Executive
Management in April 2006 at Royal Roads University. To date
I have successfully completed the
required course work for the program preparing me with skills
and knowledge essential to working
53. with clients to investigate potential business concerns, diagnose
issues that need to be addressed
and deliver effective solutions.
MBA course work specifically relevant to this project include:
Project Management, Business
Research Methods, Consulting Skills, Change Management and
Organizational Relations.
My consulting philosophy centres on client partnerships;
working directly with clients to provide
tools, information and mutually developed solutions to ensure
the client’s specific business needs
are addressed.
Contact information:
Office: 250-246-6079
54. Email: [email protected]
9B13C022
SKILLSFORTOMORROW: A MANAGEMENT TEAM IN
CRISIS
Steven D. Charlier and Martin M. Brennan wrote this case
solely to provide material for class discussion. The authors do
not intend
to illustrate either effective or ineffective handling of a
managerial situation. The authors may have disguised certain
names and
other identifying information to protect confidentiality.
This publication may not be transmitted, photocopied, digitized
or otherwise reproduced in any form or by any means without
56. the public sector. Her client, a satellite location within SFT,
signed a contract with Hancher in early
August 2012 to help with “morale issues” among its
management team. Jones and her team of consultants
had been busy ever since, learning about SFT and the problems
facing the Harrisburg campus. Through a
series of interviews with the Harrisburg management team,
several issues had come to life — many of
which went well beyond poor morale. She opened her laptop,
began to review the data that she and her
team had collected, and wondered how she was going to present
their findings while preserving any hope
of a continuing relationship with SFT and the Harrisburg
executive director, Ted Alvarez.
SKILLSFORTOMORROW (SFT)
SFT was a government-sponsored organization tasked with
helping at-risk young adults gain vocational
training toward preparing them for a successful career in one of
several areas, including automotive and
machine repair, construction, health care and information
technology. The program provided support to
students beyond technical training, including the development
57. of interpersonal skills, problem-solving
skills, and skills in effectively conducting a job search and
interview — all towards the goal of graduating
individuals that were prepared to live independently and become
productive citizens (and taxpayers). SFT
was founded in the 1960s, and had been widely hailed as a
success story.
The SFT organization was highly decentralized, operating out of
a total of 180 locations across the entire
United States as of the end of 2011. While the headquarters was
located in Washington, D.C., each
location had its own management staff that oversaw the
operations within its jurisdiction. The Harrisburg
location handled SFT activities for the entire south-central
Pennsylvania region. Like in much of the
country, unemployment was an issue in this region (around 7
per cent in the summer of 2012), and the
demand for entrants into the SFT was high and stable.
Harrisburg was one of six SFT locations in the
state of Pennsylvania.
Page 2 9B13C022
58. All of the SFT locations went through an annual appraisal
process conducted by a team from the
corporate headquarters. During the appraisal process, locations
were rated based on a variety of criteria,
including admission rates, graduation rates, hiring rates,
disciplinary issues and student satisfaction.
Based on the data from these yearly appraisals, locations were
ranked from top to bottom across the entire
organization. These rankings could have a significant impact on
the individual locations, in that
consistently low-performing locations had had their charter
revoked in recent years (see Exhibits 1 and 2).
SFT HARRISBURG AND THE YEARLY RANKINGS
In terms of the yearly rankings, Harrisburg consistently placed
in the lower half of the SFT locations.
While the location met the baseline standards in a number of
key performance areas, Harrisburg had not
been able to break into the upper half of the rankings for several
years. Jones knew that this was a
59. potential source of concern for everyone at the Harrisburg
location, but this was especially true for the
executive director, Alvarez, who said:
We’ve got to figure out a way to get our ranking up in the next
year or two, at the latest. Four
locations were axed last year, and I don’t want to be the next! I
know that D.C. is keeping an eye
on things here, and if we don’t right the ship, we’ll all be
looking for a job. Everyone needs to
understand how vitally important the rankings are to our future.
How to “right the ship” seemed to be a topic of conversation in
many of the interviews that Jones and her
team conducted with SFT management. The comments of staff
members covered a wide variety of topics
and issues facing the organization. The quotes below typify this
diversity of opinions:
I don’t think our students are as well prepared for life after the
program as they should be. I mean,
we focus our efforts on giving them technical training to do
60. their jobs. But what about everything
else that you need to know to live on your own? The curriculum
that’s in place now only covers
the bare essentials, and I think many of our graduates still
struggle with basic life skills after they
leave SFT. (Nancy Cummings, director of career services)
Our executive director is a nice guy, and I know his heart is in
the right place, but I think he’s in
over his head. He’s never been an executive director before, and
from what I’ve seen, he’s still
got a lot to learn about leading an organization. (Walter
Blackmon, dean of students)
How do I define the culture here in Harrisburg? Every man for
himself. We have to fight for
funding, fight for staff, fight for programs . . . everything is a
battle. If we just had more money, I
think you’d see a lot more camaraderie around here — instead,
we’re just constantly bickering
amongst ourselves for whatever we can get. (Jake Rasmussen,
director of outreach)
The instructors are pretty cool, I guess . . . . I mean, I’ve
learned a lot in the six months that I’ve
61. been here. But I don’t think anyone understands how hard it is
for us when we get here, you
know? I’ve got three kids, no money . . . . I’m trying to make
my life better for my family, but
sometimes I just need a break. But the system is set up so that
we never get time off! I think if
these folks walked a day in our shoes, they’d have more respect
for what we’re going through.
(Tabitha White, current SFT student)
Jones closed her eyes and pondered these quotes in particular.
She knew that Hancher Consulting had
been brought in to help with “morale issues” in the management
team — trying to fix everything at the
Page 3 9B13C022
location was beyond the scope of the assignment. Also, Alvarez
had made it clear to Jones that he felt that
the potential for the location to lose its charter was having a
62. severe impact on morale. But what about the
other issues that came up in the interviews? Was all of this
connected in some way? She pushed this
thought aside and pulled up the organizational chart for the
Harrisburg location on her screen.
THE HARRISBURG SFT ORGANIZATION
The management team at Harrisburg was relatively flat, with
most of the senior managers (all with the
title of “director”) reporting directly to the executive director,
Alvarez. Eleven directors (including
Alvarez) comprised the central management structure at
Harrisburg. Many of the directors had worked for
SFT — and in the Harrisburg location — for more than a
decade. As a whole, they were dedicated to their
jobs and believed in the mission of the organization. Time and
again, graduates of the program were able
to make a new start in life, and success stories were
commonplace. Thus, it came as no surprise to Jones
that turnover among this group was very low — openings in the
management team at Harrisburg
generally came either through retirement or a
promotion/relocation to another SFT location. (See Exhibit
63. 3 for the organizational chart for the Harrisburg location.)
Alvarez was a relative newcomer to the Harrisburg location. He
had been with SFT for 14 years in a
variety of roles and locations, but had only been in the
executive director position at Harrisburg for four
months. When he arrived at Harrisburg in May 2012, Alvarez
also brought two other directors (Nancy
Cummings and Lucinda Smith) from his previous stint in the
Tidewater region of Virginia. It just so
happened that two other vacancies in the Harrisburg
management team were available at the time of his
acceptance of the executive director position (one former
Harrisburg director had retired, while the other
had taken a position at the SFT headquarters in Washington,
D.C.). Alvarez had worked with Cummings
and Smith for several years prior to their relocation, and found
them both to be highly reliable and
competent individuals.
Alvarez had known about the consistently lower-than-average
ranking of the Harrisburg location before
he took the job, but felt that the location had a lot going for it
— after all, the raw scores for Harrisburg on
many of the criteria had been consistently above the baselines
64. set by the SFT headquarters for many
years. He was confident that with the right leadership, the
Harrisburg location could quickly improve in
its rankings and avoid the potential of losing its charter. But his
first few months on the job showed him
that this task would not be so easy.
First, Alvarez had to deal with the fact that he was replacing a
beloved executive director, Herbert
Brooks. Brooks had led the Harrisburg location for nine years
— when he announced his retirement in
January 2012, the Harrisburg staff pooled together a fund to
throw Brooks an elaborate going-away party.
Pictures from the party could still be found in many of the
cubicles at the SFT office. Alvarez told Jones:
Herbert was a hard act to follow. I met with him several times
to discuss the transition, and I was
really struck by his passion for this place and his incredibly
positive outlook on life and SFT.
Everyone around here loved him! I knew that the transition
would be tough, simply because of
the personal relationships that he had developed with the staff
here over the years. That was
65. something that I knew I wouldn’t be able to change overnight.
But I think I’ve done a good job at
fostering those relationships since I got here.
After the first week on the job, Alvarez noticed that
communication between the directors was not always
good. He was accustomed to management meetings at the
Tidewater office that were often loud,
Page 4 9B13C022
passionate and energetic. At the Harrisburg location, his first
status meeting with the directors could not
have been more different.
Boy, that first status meeting was a nightmare! I laid out the
agenda for the meeting and dove into
the first order of business — it had to do with some mandated
curriculum changes that were
66. coming from D.C. Andy [Dr. Wong, director of student
education] presented an overview of the
changes, and there was nothing. Stone-cold silence. I tried to
get feedback from the other
directors, but no one really had anything to say! It was like no
one cared . . . or that everyone was
afraid to speak. Status meetings have gotten a bit better since
then, but I still feel like people are
holding back.
After Alvarez was on the job for about a month, the annual
budgeting process began for all of the SFT
locations. Budget proposals were due to SFT headquarters by
the end of June for the upcoming fiscal year
(which began on September 1). Alvarez was proud of the work
that he and the staff did on the budget
proposal — they had been hit with a 10 per cent cut across the
board, and tough decisions had had to be
made. Alvarez commented on this period to Jones:
The conversations that we had around the budget for this year
were some of the hardest
conversations I’ve ever had as a manager. Many of the directors
67. already felt like they were
understaffed, and the budget cuts weren’t going to help. I
solicited proposals from all of the
directors, and had to make some tough choices in terms of who
would get their request, and
whose areas were going to fall short. It wasn’t fun — especially
for someone new to the position.
Alvarez also stated that while the Harrisburg location was able
to get a budget approved, he felt like some
of the staff took the decisions personally.
My overarching goal during the budgeting process was to
protect the students from feeling the
brunt of the budget cuts. So naturally, education and res life
stayed relatively safe, while other
areas felt more pain. I know this created some bad blood
between some of the directors, but I felt
that it was the right thing to do. We’ll never be successful as an
organization if our students aren’t
successful. They have to remain our priority.
68. INTERVIEWS WITH HARRISBURG SFT EMPLOYEES
Because Jones’s main initial contact in Harrisburg was with
Alvarez, she was keenly aware of the issues
that Alvarez believed should be the focus of her consulting
efforts. But Jones knew that to get to the heart
of the matter, it was necessary to talk to as many members of
the Harrisburg SFT management team as
possible. Between Jones and the rest of her colleagues, the
Hancher Consulting team conducted one-on-
one interviews with all of the senior management team, along
with a number of students, instructors and
support staff at the location. Exhibit 4 provides selected notes
and quotes from the director interviews. A
brief survey was also given to the directors, and the results can
be found in Exhibit 5.
While many of the same themes were evident across the overall
set of interviews, the blame was placed
on many different facets of the organization. And some new
issues arose from these interviews, as well.
As Jones reviewed the interview data again (for what seemed
like the hundredth time), it was clear that
there were several problems that needed to be addressed. With
69. just a weekend to prepare for the Monday
meeting, Jones barely knew where to begin.
Page 5 9B13C022
FINAL PREPARATION MEETING WITH ALVAREZ
As if the situation were not dire enough, Jones thought back to
the meeting that she had with Alvarez
earlier that day. As Alvarez entered the conference room for the
meeting, it was clear that he was under a
lot of stress. And while the meeting was brief, Alvarez made it
clear to Jones about the direction that he
wanted to take things.
(Alvarez rushes into the conference room)
Alvarez: Hi Martina — sorry I’m late. We just finished a status
meeting on recruitment, and the
70. numbers for the upcoming winter session are lower than I
expected. Had to give the troops a pep
talk on getting the word out about the program, and trying to
drive those numbers up in the next
few weeks!
Jones: No problem, Ted! I know you’re very busy, but I just
wanted to take a few minutes to
review some of the things that came out from our interviews. I
don’t want our presentation on
Monday to come as a surprise to you!
Alvarez: Oh great! I hope that all of my staff have been
accommodating to you and your team.
Jones: Yes, they’ve been very forthright in their feelings about
SFT and the team! We’ve been
very pleased with their candor.
Alvarez: Good . . . good. Listen, I’ve been thinking about this a
lot, and I really believe that we all
just need to take a day or two outside of the office and really
have an honest conversation about
how we do things here. You know, a management retreat of
some sort! I think I could get
71. something scheduled for next weekend, and would love your
help in organizing the meeting. I’m
sure the team will grouse about having to go away for the
weekend, but I know it will pay huge
dividends!
Jones: Well, Ted, I think we ought to talk about some of the
things that emerged from our
research before we dive into planning a retreat. For example —
Alvarez: Listen, Martina — I know that we brought you and
your team in to provide an outside
assessment of what’s going on, but things are going from bad to
worse around here, and I need to
get everyone on the same sheet of music. Personally, I’ve found
that getting folks out of the
office, in a neutral environment and away from the daily grind,
and focusing everyone to really
open up about their concerns — you know, lay everything on
the table, no holds barred — is the
best way to resolve these kinds of touchy-feely issues. We can’t
beat around the bush, especially
with our next round of audits and rankings around the corner.
I’ve got to get results now, or we’re
all cooked. I think if we just incorporate your thinking with my
72. thinking — at the retreat — we’ll
get these problems solved!
Jones: Frankly, Ted, I’m not sure it’s that easy! I’d really like
to go over some of the data that
we’ve collected over the past month, and —
Alvarez: But isn’t that what the Monday meeting is for? I think
your presentation will be a great
way to introduce the need for the retreat. You know, here’s
what you all said, these are the issues
. . . . let’s go off-site for a day or two and hash it all out
together! It’s got to work!
Page 6 9B13C022
Jones: Well, I think you might be surprised about —
Alvarez: Oh, I doubt that there are any surprises there! I’ve
been around the block a few times,
and I know this organization and these folks well enough to
73. know what’s going on. We’ll get
everyone in the room for your presentation on Monday, and I’ll
get Lucinda to figure out the
logistics for the off-site by the time we meet. Remind me again,
the presentation is scheduled for
3 p.m. on Monday, right?
Jones: Yes, but —
Alvarez: Super — that’s more than enough time to find a place
for the retreat! I’ll get Lucinda on
it right away. I look forward to hearing your presentation and
working with you on the retreat! I
know you guys will be a big help in clearing the air with the
team. Having an outside facilitator
for these things is so important! I’m sure that you all will do a
great job, and we’ll leave the
retreat as a much more cohesive team.
Jones: Ted, I’m sure that we can add a retreat to our statement
of work without too much
difficulty —
Alvarez: Oh right, the contract! Yes, let’s plan on meeting right
after the presentation to draw that
74. up. I know you consultants need to have the i’s dotted and the
t’s crossed before you do anything!
(Laughs) We’ll get that worked out on Monday. I’ll see you
then! Got to run to another meeting,
but thanks for all of your hard work! I’m so glad that you all are
here!
(Alvarez leaves the conference room)
A LONG WEEKEND AHEAD
As she sat in her office, tapping her fingernails on her desk,
Jones figured that she had two significant
dilemmas facing her. First, what were the major issues facing
the Harrisburg location — and what was the
root cause (or causes) behind those issues? And second, how
should she handle the Monday presentation
with Alvarez and the rest of the Harrisburg directors? She knew
that Alvarez expected her to “rubber
stamp” his solution of an off-site management retreat — but was
this really the answer? She knew that
whatever course of action she took, the Monday presentation
was going to have a significant impact on
75. both the Harrisburg location and her prospects of seeing this
project to a successful completion. Jones
picked up the phone, ordered some beef lo mein and
contemplated her strategy.
Page 7 9B13C022
EXHIBIT 1: RANKING OF THE HARRISBURG SFT
LOCATION
(2006-2011)
2006 2007 2008
Rank Location Overall Score Rank Location
Overall
Score Rank Location
Overall
Score
76. 1 Baton Rouge, LA 122.5 1 Boise, ID 124.9 1 El Paso, TX
119.8
2 Cedar Rapids, IA 119.4 2 Helena, MT 121.2 2 Boise, ID 119.7
3 El Paso, TX 119.1 3 Baton Rouge, LA 120.0 3 Cedar Rapids,
IA 118.7
… … …
76 Pittsburgh, PA 95.4 82 Detroit, MI 93.9 81 San Diego, CA
93.3
… … …
82 Harrisburg, PA 93.2 90 Harrisburg, PA 91.8 91 Harrisburg,
PA 91.6
… … …
150 Richmond, VA 79.0 163 Acton, MA 80.1 161 Omaha, NE
78.2
151 Sacramento, CA 78.8 164 Richmond, VA** 78.2 162
Dallas, TX 78.1
152 East Los Angeles, CA 78.5 165 Tacoma, WA 78.1 163
Sacramento, CA** 77.9
77. 2009 2010 2011
Rank Location Overall Score Rank Location
Overall
Score Rank Location
Overall
Score
1 Kalamazoo, MI 123.3 1 Kalamazoo, MI 124.1 1 Phoenix, AZ
122.0
2 Portland, ME 122.5 2 Helena, MT 123.9 2 El Paso, TX 121.9
3 El Paso, TX 120.3 3 Phoenix, AZ 123.3 3 Kalamazoo, MI
120.4
… … …
85 Cincinnati, OH 94.1 88 Atlanta, GA 93.4 90 St. Louis, MO
93.1
… … …
95 Harrisburg, PA 92.7 97 Harrisburg, PA 92.2 103 Harrisburg,
PA 91.7
… … …
168 Toledo, OH 80.5 174 Bethesda, MD** 79.1 178 Fort
78. Collins, CO** 80.5
169 Bethesda, MD 80.1 175 Durham, NC 78.8 179 Newport,
RI** 80.4
170 Omaha, NE** 77.2 176 Tallahassee, FL** 78.7 180
Albuquerque, NM 79.9
** Charter revoked during the following year.
Source: Adapted from company files.
Page 8 9B13C022
EXHIBIT 2: HARRISBURG RAW SCORES AND BASELINE
TARGETS
FOR SFT LOCATIONS ON KEY PERFORMANCE CRITERIA
Criterion Benchmark Harrisburg Score for 2011
79. Recruiting and Admissions
30-day commitment rate 80% 77%
60-day commitment rate 75% 73%
Student Retention & Satisfaction
Average length of stay 9 months 8.6 months
Graduate length of stay 12 months 12.4 months
Location capacity utilization rating 100% of target 98%
Compliance rating 100% of target 97%
Student satisfaction rating 100% of target 104%
Program Results
Graduation rate 59% 61%
GED/high school diploma rate 56% 60%
Vocational training completion rate 56% 58%
Placement Results
Placement rate 65% 62%
Average initial wage rate $8.50 $8.78
80. Percentage wage above $8/hour 62% 66%
Other Factors
Student safety rating 85% 92%
Early student terminations for cause 10% 8%
Other student terminations for cause 10% 7%
Incident reports per student 0.10 0.06
Source: Adapted from company files.
Page 9 9B13C022
EXHIBIT 3: HARRISBURG SFT ORGANIZATIONAL CHART
Source: Adapted from company files.
81. Page 10 9B13C022
EXHIBIT 4: NOTES FROM HARRISBURG INTERVIEW
SESSIONS
Name: Ted Alvarez, Executive Director; Age: 43
Education: BA — Old Dominion; MBA — U. of Richmond
Tenure with SFT: 14 years; Tenure at Harrisburg location: 4
months
What do you love about your job?
What do you hate about your job?
What would you change at Harrisburg?
Other comments:
82. Name: Lucinda Smith, Director of HR; Age: 52
Education: BA — Amherst College
Tenure with SFT: 18 years; Tenure at Harrisburg location: 4
months
What do you love about your job?
What do you hate about your job?
The impact that we have on students’ lives — our mission and
purpose.
The challenge of achieving success, even with the current
economic/fiscal difficulties.
Being surrounded by a talented and hardworking staff.
While I do believe that the staff is talented and hardworking…
Lack of morale and teamwork among the directors.
In-fighting and bickering; departmental focus rather than focus
on the “big picture.”
Struggles over budget decisions.
83. We need to get back to the basics — why are we here? For the
students!
Need to focus on getting our ranking up — if we don’t have a
charter, we can’t help our students.
Morale and teamwork need to improve now — we need to come
together and work out these issues and
become a cohesive team.
None
I love working in HR — I have a real passion for helping our
staff continue to grow and be more
successful.
Ted is a great guy to work with — he knows how to get a job
done, and he’s very supportive as a boss.
Some of the SFT policies are tough to deal with — lack of
flexibility related to performance management,
and feedback mechanisms just don’t work.
It’s been difficult to gain the trust of some of the other
directors — they blame me for HR policies that are
beyond my control!
84. People are stuck in how things used to be (before I got here) —
not open to change.
Page 11 9B13C022
EXHIBIT 4 (CONTINUED)
What would you change at Harrisburg?
Other comments:
Name: Jake Rasmussen, Director of Outreach; Age: 31
Education: BBA (Finance) — George Washington U.
Tenure with SFT: 5 years; Tenure at Harrisburg location: 5
years
85. What do you love about your job?
What do you hate about your job?
What would you change at Harrisburg?
Other comments:
Implement 360 feedback for directors — I think this will be
beneficial to both the individual and the
management team, but HQ won’t let me implement this!
Get people to understand how HR policy is developed. If
everyone understood how things work in HR, I
think they’ll have more respect for my position.
Work on trust and putting aside personal grudges.
It’s been tough being new to the staff — I know these things
take time, but it’s been hard for me to deal
86. with the cold shoulder that I’ve gotten from several of the other
directors. I don’t know if I can keep
fighting these battles…
I feel that I have a significant role in helping this organization
achieve its mission of helping these
students.
I enjoy the level of responsibility that I’ve been given — as the
youngest member of the management
team, and relatively new to the position (18 months), I’m
excited to be a part of the decisions made on
behalf of the entire location.
While I’m excited to be a director, some people don’t respect
me or the work that I do — especially Yu.
We just don’t see eye to eye.
I’ve had my budgets cut twice since I came into this position —
I can’t do a good job without the right
level of resources and support! Meanwhile, Sidney gets
whatever he wants. It’s frustrating.
Budgeting — we need to know how these decisions are made. I
submit a budget, and it gets cut every
87. time. Why? Need more visibility and voice in this process.
People need to understand what it is that I do, and why it’s so
important to the success of this
organization. Without my staff and me, who’s going to recruit
students and solicit donations from the
community?
Yu has had it in for me from day one — we’ve got to figure out
a way to work better together.
Walter is a great guy, but what does he do here? I’ve never
understood his role in the organization.
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EXHIBIT 4 (CONTINUED)
Name: Yu Fen, Director of Business Operations; Age: 38
Education: BA — Xiamen University; MBA — U. of Illinois
Tenure with SFT: 8 years; Tenure at Harrisburg location: 8
years
88. What do you love about your job?
What do you hate about your job?
What would you change at Harrisburg?
Other comments:
Name: Nancy Cummings, Director of Career Services; Age: 45
Education: BS — U. of Delaware; MBA — Temple U.
Tenure with SFT: 12 years; Tenure at Harrisburg location: 4
months
What do you love about your job?
What do you hate about your job?
89. I have a great team! The managers and staff in my department
are great to work with and highly reliable.
I love working for an organization that has such a significant
and positive impact on our customers
(students).
I wish we got more praise for the jobs we are doing — all Ted
ever talks about is the rankings. We’re
fine! We’re not going to get our charter revoked. I don’t know
what the big deal is.
I’m tired of listening to Jake complain about his budget —
we’re all stretched thin (well, except for Res
Life and Education). We’ve just got to do the best with what we
have.
We need to celebrate our successes more! And Ted needs to
calm down about the rankings.
More autonomy in decision-making. Most of us have been in
our jobs for a while now, and we know what
to do. Just let us do our jobs.
90. I try and stay out of these things, but it’s obvious that there are
clashes …