Benchmark - Effective Approaches in Leadership and Management   1 Unsatisfactory 0.00% 2 Less than Satisfactory 71.00% 3 Satisfactory 79.00% 4 Good 89.00% 5 Excellent 100.00% 80.0 %Content 35.0 %Compare and contrast how you would expect nursing leaders and managers to approach your selected issue. Support your rationale by using the theories, principles, skills, and roles of the leader versus manager described in your readings. The comparison and contrast of how you would expect nursing leaders and managers to approach your selected issue is not provided. The comparison and contrast of how you would expect nursing leaders and managers to approach your selected issue is provided; however, relevant information is missing, such as not providing support for your rationale by using the theories, principles, skills and roles of the leader versus manager described in your readings, or not providing at least two references beyond your text. The comparison and contrast of how you would expect nursing leaders and managers to approach your selected issue is provided and meets the basic criteria for the assignment as indicated by the assignment instructions. The comparison and contrast of how you would expect nursing leaders and managers to approach your selected issue meets all criteria for the assignment, and is provided in detail. The comparison and contrast of how you would expect nursing leaders and managers to approach your selected issue meets all criteria for the assignment, is provided in detail. Higher level thinking is demonstrated by incorporating prior learning or reflective thought. 35.0 %Identify the approach that best fits your personal and professional philosophy of nursing and explain why the approach is suited to your personal leadership style.  The identification of the approach that best fits your personal and professional philosophy of nursing is not provided. The identification of the approach that best fits your personal and professional philosophy of nursing is provided; however, relevant information is missing, such as an explanation to why the approach is suited to your personal leadership style. The identification of the approach that best fits your personal and professional philosophy of nursing is provided and meets the basic criteria for the assignment. The identification of the approach that best fits your personal and professional philosophy of nursing, along with an explanation to why the approach is suited to your personal leadership style, is provided in detail. The identification of the approach that best fits your personal and professional philosophy of nursing meets all criteria for the assignment, and is provided in detail. Higher level thinking is demonstrated by incorporating prior learning or reflective thought. 10.0 %Identify a possible funding source that addresses your issue.  A source of funding is not identified.  A source of funding is referenced, but does not meet the assignment criteria. A source of .

1. Benchmark - Effective Approaches in Leadership and
Management
1
Unsatisfactory
0.00%
2
Less than Satisfactory
71.00%
3
Satisfactory
79.00%
4
Good
89.00%
5
Excellent
100.00%
80.0 %Content
35.0 %Compare and contrast how you would expect nursing
leaders and managers to approach your selected issue. Support
your rationale by using the theories, principles, skills, and roles
of the leader versus manager described in your readings.
The comparison and contrast of how you would expect nursing
leaders and managers to approach your selected issue is not
provided.
The comparison and contrast of how you would expect nursing
leaders and managers to approach your selected issue is
provided; however, relevant information is missing, such as not
providing support for your rationale by using the theories,
principles, skills and roles of the leader versus manager
described in your readings, or not providing at least two
references beyond your text.

2. The comparison and contrast of how you would expect nursing
leaders and managers to approach your selected issue is
provided and meets the basic criteria for the assignment as
indicated by the assignment instructions.
The comparison and contrast of how you would expect nursing
leaders and managers to approach your selected issue meets all
criteria for the assignment, and is provided in detail.
The comparison and contrast of how you would expect nursing
leaders and managers to approach your selected issue meets all
criteria for the assignment, is provided in detail. Higher level
thinking is demonstrated by incorporating prior learning or
reflective thought.
35.0 %Identify the approach that best fits your personal and
professional philosophy of nursing and explain why the
approach is suited to your personal leadership style.
The identification of the approach that best fits your personal
and professional philosophy of nursing is not provided.
The identification of the approach that best fits your personal
and professional philosophy of nursing is provided; however,
relevant information is missing, such as an explanation to why
the approach is suited to your personal leadership style.
The identification of the approach that best fits your personal
and professional philosophy of nursing is provided and meets
the basic criteria for the assignment.
The identification of the approach that best fits your personal
and professional philosophy of nursing, along with an
explanation to why the approach is suited to your personal
leadership style, is provided in detail.
The identification of the approach that best fits your personal
and professional philosophy of nursing meets all criteria for the
assignment, and is provided in detail. Higher level thinking is
demonstrated by incorporating prior learning or reflective
thought.
10.0 %Identify a possible funding source that addresses your

3. issue.
A source of funding is not identified.
A source of funding is referenced, but does not meet the
assignment criteria.
A source of funding is discussed. Some assignment criteria are
met. More information is needed.
A source of funding is discussed. The overall assignment
criteria are met. Some detail is needed for clarity.
A strong source of funding is established. The assignment
criteria are clearly met. How the source of funding will address
the proposed issue is thoroughly discussed.
15.0 %Organization and Effectiveness
5.0 %Thesis Development and Purpose
Paper lacks any discernible overall purpose or organizing claim.
Thesis and/or main claim are insufficiently developed and/or
vague; purpose is not clear.
Thesis and/or main claim are apparent and appropriate to
purpose.
Thesis and/or main claim are clear and forecast the development
of the pap. It is descriptive and reflective of the arguments and
appropriate to the purpose.
Thesis and/or main claim are comprehensive; contained within
the thesis is the essence of the paper. Thesis statement makes
the purpose of the paper clear.
15.0 %Organization and Effectiveness
5.0 %Paragraph Development and Transitions
Paragraphs and transitions consistently lack unity and
coherence. No apparent connections between paragraphs are
established. Transitions are inappropriate to purpose and scope.
Organization is disjointed.
Some paragraphs and transitions may lack logical progression of
ideas, unity, coherence, and/or cohesiveness. Some degree of

4. organization is evident.
Paragraphs are generally competent, but ideas may show some
inconsistency in organization and/or in their relationships to
each other.
A logical progression of ideas between paragraphs is apparent.
Paragraphs exhibit a unity, coherence, and cohesiveness. Topic
sentences and concluding remarks are appropriate to purpose.
There is a sophisticated construction of paragraphs and
transitions. Ideas progress and relate to each other. Paragraph
and transition construction guide the reader. Paragraph structure
is seamless.
15.0 %Organization and Effectiveness
5.0 %Mechanics of Writing (includes spelling, punctuation,
grammar, language use)
Surface errors are pervasive enough that they impede
communication of meaning. Inappropriate word choice and/or
sentence construction are used.
Frequent and repetitive mechanical errors distract the reader.
Inconsistencies in language choice (register); sentence
structure, and/or word choice are present.
Some mechanical errors or typos are present, but are not overly
distracting to the reader. Correct sentence structure and
audience-appropriate language are used.
Prose is largely free of mechanical errors, although a few may
be present. A variety of sentence structures and effective
figures of speech are used.
Writer is clearly in command of standard, written, academic
English.
5.0 %Format
2.0 %Paper Format (use of appropriate style for the major and
assignment)
Template is not used appropriately or documentation format is

5. rarely followed correctly.
Template is used, but some elements are missing or mistaken;
lack of control with formatting is apparent.
Template is used, and formatting is correct, although some
minor errors may be present.
Template is fully used; There are virtually no errors in
formatting style.
All format elements are correct.
3.0 %Research Citations (In-text citations for paraphrasing and
direct quotes, and reference page listing and formatting, as
appropriate to assignment)
No reference page is included. No citations are used.
Reference page is present. Citations are inconsistently used.
Reference page is included and lists sources used in the paper.
Sources are appropriately documented, although some errors
may be present.
Reference page is present and fully inclusive of all cited
sources. Documentation is appropriate and GCU style is usually
correct.
In-text citations and a reference page are complete. The
documentation of cited sources is free of error.
100 %Total Weightage
a
PRO-TEC Coating Company is the industry leader in arivanced
high-strength steel coating and ultra-high-strength steel
coating. PRO-TEC uses a balanced-scorecard (BSC) approach
to help align the company's six key success factors (KS Fs)-

6. associate quality of life, customer service, technical in rovation
and product development, system reliability, good citizenship,
and long-term viability-with its mission, vision, and ralues;
its quality, safety. and environmental policies; comparry policy
manuals; and procedure and work instruction manua s for its
integrated Quality and Environmental System.
The BSC uses a stoplight color-r.oded
designation (green, yellow, red) tlrat reflects
the actual performance (good, m;rrginal,
or at-risk) against short-term targ:ts. The
at-risk BSC measures require actir,n, and are
reviewed at monthly plant managtement
meetings. The BSC is also used for managing
daily operations. For example, m(,asures
for safety and health, such as conrpletion
of housekeeping and quarterly sa,fety audit
items, mobile equipment inspections,
and the weekly safety binder sigrr-off, are
reviewed each Monday.e
of value chain outputs. Measuring supplier
perfornrance is critical to rranaging a value
chain, Tlpical supplier perforrnance nrea-
sures include quality of the inputs provided,
price, delivery reliabiliry and service rnea-
sures such as rates of problem resolution.
Good, supplier-based performance data are
also the basis for cooperative partnerships
between suppliers and their customers.
Operations managers have the pri-
mary responsibility to design and manage
the processes and associated resources
that create value for customers. Process
dirta can reflect defect and error rates of

7. intermediate operations, and also effi-
ciency measures such as cost, florv time,
delivery variability, productivity, schedule
performance, equipment downtime, pre-
ventive maintenance activity, rates of
problern resolution, energy and equip-
ment efficiency, and raw material usage.
For example, Motorola measures nearly
every process jn the company, including
engineeringdesign, order entry rnanu-
{acturing, hullan resources, purchasing,
accounting, and marketing, for improve-
ments in error rates and flow times. One
of its key business objectives is to reduce
total organizational flow time-the time
frorn the point a customer expresses a
need until the customer pays the company
for the good or service.
Measuring goods and seryices outputs and out-
comes tell a company whether its processes are
strategy and associated perforrnance measures (cllled
conrpetitioe priorities) are discussed in Chapter 3. Top
rranagernent's job is to guide the organiz:rtion, nrake
trade-of{'s arnong these four perforrntrnce categories, and
set future directions.
z-+c The Value Chain Model
A third way of viewing performance measureme rt is
through the value chain concept itself. Of the four
models of organizational performance presented in
this chapter, the value chain rnodel is probably the
dominant model, especially for operations manag-
ers. Exhibit 2.7 shows the value chain structure and

8. suggests some typical rreasures that managers would
use to evaluate performance at each point in the
value chain.
Suppliers provide goods and services inputs to the
value chain that are used in the creation and delivery
CHAPTER 2: Measuring Performance in Operations and Value
Chains 43
, Aggr:egr
numan re
opel
riii
llil
|li
llii
til
liii
IH
II Meegulement end Feedb8ck ,
I
providing the levels of quality and service that custorn-
ers expect. Organizations measure outputs and out-
comes using measures such as unit cost, def'ects per
miilion opportunities, and lead time. Through customer

9. and market in{brmation, an organization learns how sat-
isfied its custorners and stakeholders are with its goods
and services and per:formance and how best to config-
ure the goods and serwices (i.e., customer benefit pzrck-
ages). Measures of customer satisfaction and retention
reveal areas that need improvement and show whether
changes actually result in improvement.
Measurement and feedback provide the means of
coordinating the value chaint physical and informa-
tion flows and for assessing whether the organization
is achieving its strategic objectives. This is similar to
the r:ole of Category 4 (Measurement, Analysis, and
Knowledge Management) in the Malcolm Baldrige
framework. One objective of tirnely in{brmation
sharing is to reduce or replace assets (employees, in-
ventory trucks, buildings, etc.) with smart and timely
per{brmance inforrnation. For example, General Elec-
tric sells lightbulbs in Walmart stores; these sales ale
recorded immediately at General Electric factories and
production is scheduled to real-time sales datir. Fewer
resources are needed to achieve performance goals
when "information replaces assets"'That is, inventories
are reduced, flow tirnes are shorter, quality is better,

10. and costs are lower.
2-4d The Service-Profit Ghain
The Service-Profit Chain (SPC) was first proposed in
a 1994 HurDard. Business Reoiew article and is rnost
applicable to service environtnents.to Exhibit 2.8 is
one representation of the SPC, and many variations
of this rnodel have been proposed in academic and
te financiat, rnarkpt,
;ource, tecnnlcal, ano
:tional measures
Basic Concepts of OM and Value Chains
Instructions
Please Open Attachment
PRODUCTION MANAGENT
ASSIGNMENT # 1
Chapter 2
Please refer in your text to pages 43 and 44 , The Value Chain
Model
There are numerous value chain components noted.
A. LIST ( only ) the value chain items ( names ).
B. From Part A, now discuss each. Make sure that Parts A & B
are clearly separate in your submission or not combined.