The purpose of this assignment is to examine the planning function o.docx

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The purpose of this assignment is to examine the planning function of management and analyze how various factors such as culture, ethics, and social responsibility affect the planning process. Assignment Steps Prepare a 1,050-word evaluation on management planning. Include the following: Define strategic and operational planning. Examine manager's roles in Strategic and Operational Planning and determine if organizations can benefit from involving employees in management planning. Analyze the different strategies within strategic and operational planning. Explain how managers can use strategic and operational planning to influence culture, ethics and social responsibility for operational gains. Provide an example for each. Cite a minimum of two peer-reviewed references in your paper. Format your paper consistent with APA guidelines. ...

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1.What factors must be considered when measuring ideation in a company? Are these factors subjective or objective measures? What are some possible concerns with measuring these factors? 2.Describe a time when you used heuristic thinking to solve a problem at work. What steps did you take to solve the problem? What was the outcome? Is there anything you might have changed about your problem-solving process? 3.Leadership, engagement, extension, and alignment are four key issues related to implementation. Which of the key implementation issues do you feel is most important? Which is least important? Explain your answers. ASSIGNMENT Write a 1,250- to 1,500-word paper on the innovation planning and design process addressed in Week Two. Include the following in your paper: • Analyze the internal and external factors related to designing innovation strategies. Describe how they relate to one another and to the overall innovation process. • Describe the factors involved in innovation systems design. Explain the importance of innovation systems. • Describe the steps involved in the innovation planning process. Format your paper consistent with APA guidelines and incorporate at least four scholarly references in addition to your texts. .

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The analysis of an organizational change plan involves a comprehensive examination of the various elements and strategies implemented to bring about change within an organization. It focuses on assessing the effectiveness and impact of the planned changes on the organization’s structure, processes, culture, and overall performance. During the analysis, several key aspects are typically considered. These include: Objectives and rationale: The analysis begins by evaluating the objectives of the change plan and understanding the underlying reasons for initiating the change. This involves examining the anticipated benefits, such as improved efficiency, increased productivity, enhanced customer satisfaction, or organizational growth. Stakeholder engagement: The analysis assesses the extent to which stakeholders, including employees, managers, and external partners, were involved in the change process. It evaluates the level of communication, collaboration, and buy-in from various stakeholders, as their support is crucial for successful change implementation. Organizational culture: The analysis examines the compatibility between the proposed changes and the existing organizational culture. It considers how well the change aligns with the organization’s values, beliefs, and norms. Any potential cultural barriers or resistance to change are identified and addressed. Change management strategies: The analysis evaluates the effectiveness of the change management strategies employed, such as communication plans, training programs, and employee empowerment initiatives. It assesses whether these strategies facilitated smooth transitions and minimized disruptions during the change process. Implementation process: The analysis reviews the execution of the change plan, including the sequencing of activities, resource allocation, and coordination of efforts. It examines whether the plan was executed as intended and within the defined timelines. Measurable outcomes: The analysis measures the actual outcomes and results of the change plan against the desired objectives. It looks at quantitative data, such as financial performance indicators, as well as qualitative factors, such as employee morale and customer satisfaction.

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BBA 3651, Leadership 1 Course Description Leadership presents the importance of leadership in conjunction with various leadership traits, styles, and qualities. Enhances the importance of having a vision, the motivation to lead, social motives in the workplace, levels of morality and values, and the significance of empowerment for effective leadership. Topics include situational leadership, organizational climate, moral dilemmas, personal integrity, servant leadership, participative management, human relations, high- performance teams, diversity, cultural and interpersonal differences, workplace stress, performance management, and organizational change. Course Material(s) No physical textbook is required; resources are integrated within the course. Course Learning Outcomes Upon completion of this course, students should be able to: 1. Analyze the significance of the concept of leadership and the different leadership styles. 2. Distinguish between the importance of vision, the motive to lead, and organizational climate. 3. Explore various aspects of effective leadership, to include influence, follower motivation, and effective followership. 4. Illustrate the role of ethics and values in guiding organizational behavior. 5. Articulate globalization and the resulting cultural implications of leadership, including unique considerations for leading multicultural teams. 6. Analyze the role of leadership in decision-making processes that serve to establish an organizational climate oriented to meet business goals. 7. Analyze methods used to appropriately manage groups and teams. 8. Evaluate different aspects of organizational change. Credits Upon completion of this course, the students will earn three (3) hours of college credit. Course Structure 1. Study Guide: Each unit contains a Study Guide that provides students with the learning outcomes, unit lesson, required reading assignments, and supplemental resources. 2. Learning Outcomes: Each unit contains Learning Outcomes that specify the measurable skills and knowledge students should gain upon completion of the unit. 3. Unit Lesson: Each unit contains a Unit Lesson, which discusses lesson material. 4. Reading Assignments: Each unit contains Reading Assignments from outside resources. 5. Suggested Reading: Suggested Readings are listed in the Unit III, IV, and VI-VIII study guides. Students are encouraged to read the resources listed if the opportunity arises, but they will not be tested on their knowledge of the Suggested Readings. 6. Learning Activities (Non-Graded): These non-graded Learning Activities are provided to aid students in their course of study. 7. Discussion Boards: Discussion Boards are part of all CSU term courses. More information and specifications can be found in the Student Resources link listed in the Course Menu bar. BBA 3651, Leadership Course Syllabus BBA 3651, Leadership 2 8. Unit Assignm ...

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BHR 3352, Human Resource Management 1 Course Description Human Resource Management provides a management-oriented exploration of human resource management, structure, functional applications, and labor management relations. Focus is placed on managers and leaders within organizations and their responsibility to optimize performance and make decisions based on ethical criteria. Course Textbook Stewart, G. L., & Brown, K. G. (2015). Human resource management: Linking strategy to practice (3rd ed.). Hoboken, NJ: Wiley. Course Learning Outcomes Upon completion of this course, students should be able to: 1. Compare and contrast effective human resource management strategies. 2. Estimate the impact of legal provisions on human resource management. 3. Evaluate the components of workforce planning. 4. Recommend basic human resource management (HRM) principles to develop a recruiting program for an organization. 5. Relate different selection criteria and selection methods to organizational considerations. 6. Appraise the importance of project management processes for launching training programs in organizations, to include planning, design, implementation, and evaluation. 7. Analyze the roles and responsibilities of organizational leaders in the safety and health of employees. 8. Critically evaluate the challenges to human resource management in a global corporation. 9. Formulate a compensation strategy that aligns with an organization's business strategy. Credits Upon completion of this course, the students will earn three (3) hours of college credit. Course Structure 1. Study Guide: Each unit contains a Study Guide that provides students with the learning outcomes, unit lesson, required reading assignments, and supplemental resources. 2. Learning Outcomes: Each unit contains Learning Outcomes that specify the measurable skills and knowledge students should gain upon completion of the unit. 3. Unit Lesson: Each unit contains a Unit Lesson, which discusses lesson material. 4. Reading Assignments: Each unit contains Reading Assignments from one or more chapters from the textbook. 5. Suggested Reading: A Suggested Reading is listed in the Unit II study guide. Students are encouraged to read the resource listed if the opportunity arises, but they will not be tested on their knowledge of the Suggested Reading. 6. Learning Activities (Non-Graded): These non-graded Learning Activities are provided to aid students in their course of study. 7. Discussion Boards: Discussion Boards are part of all CSU term courses. More information and specifications can be found in the Student Resources link listed in the Course Menu bar. BHR 3352, Human Resource Management Course Syllabus BHR 3352, Human Resource Management 2 8. Unit Assignments: Students are required to submit for grading Unit Assignments in Units I-VIII. Specific information and instructions regarding these assignments a ...

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Average managers play checkers, while great managers play chess. The difference? In checkers, all the pieces are uniform and move in the same way; they are interchangeable. You need to plan and coordinate their movements, certainly, but they all move at the same pace, on parallel paths. In chess, each type of piece moves in a different way, and you can’t play if you don’t know how each piece moves. More important, you won’t win if you don’t think carefully about how you move the pieces.

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Running Head: THE RESEARCH PROPOSAL BUS8115 – BUS8120 THE RESEARCH PROPOSAL BUS8115 – BUS8120 lxxviii The Research Proposal: The Role of Strategic Management and Leadership Traits on Employee Performance, Motivation, and Job Satisfaction: Chapters 1 – 5 of the Dissertation Submitted to South University College of Business In Partial Fulfillment of the Requirements For the Degree of Doctor of Business Administration Ameki Williams September 2022 Abstract The research study will focus on the role of strategic management traits on employee performance, motivation, and job satisfaction. A literature review shows that strategic management style affects employees' performance, determination, and job satisfaction. Pioneer scholars have extensively researched strategic management styles though there is limited literature on the impacts of management traits. The purpose of the study is to illustrate the need for new management approaches in organizational management by comparing the varying effects of management and leadership traits on performance, motivation, and job satisfaction. The existing management styles have weaknesses necessitating the need for more advanced approaches that can address these limitations. The study looks at different management traits to blend them to meet employees' needs and organizations' objectives. The researchers will use a situational strategic management theoretical framework to venture into the study. The framework recognizes the need for leadership adaptability based on situations. Stakeholders will use the findings to strengthen organizational management. In this study, researchers are using management, as well as leadership in other areas. Dedication Acknowledgements List of Tables List of Figures Table of Contents Abstract iii Dedication iv Acknowledgements v List of Tables vi List of Figures vii Chapter 1 - Introduction xi Purpose of the Study xii Statement of the Problem xii Theoretical Framework xiii Definitions xiii Research Questions and Hypotheses xiv Scope of the Study xvii Delimitations: xvii Limitations: xvii Assumptions, Risks and Biases xviii Significance of the Study xix Summary xix Chapter 2 - Literature Review xxi Definition of Strategic Management xxii The strategy statements xxiii Importance of vision and mission statements xxiii Conceptual Framework xxiv Strategic Decisions in Strategic Management xxxii Characteristics and Features of Strategic Decisions in Strategic Management xxxiii Business Policy xxxv Features of a Good Business Policy xxxv Importance of Business Policies xxxvi SWOT Analysis xxxvii Factors of the SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats) xxxvii Advantages of SWOT Analysis xxxix Limitations of SWOT Analysis xli Competitor Analysis xlii Reasons for Doing a Competitor Analysis xlii Strategic Lea.

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UNIT 7: THE DEVELOPING MANAGER

Premium Assignment Help

Required Resources Text London, M., & Mone, E. (2012).Leadership for today and the future [Electronic version]. Retrieved from https://content.ashford.edu/ · Chapter 5: Leader Organization - attached Recommended Resources Articles Gavetti, G. (2011). The new psychology of strategic leadership. Harvard Business Review, 89(7/8)118-125. Retrieved from https://hbr.org/ Prokesch, S. (2009). How GE teaches teams to lead change. Harvard Business Review, 87(1) 99-106. Retrieved from https://hbr.org/ Welter, C. (2014). Leadership lesson: Keeping strategic focus in a changing environment. (Links to an external site.)Links to an external site.Forbes. Retrieved from http://www.forbes.com/sites/johnkotter/2014/04/14/leadership-lesson-keeping-strategic-focus-in-a-changing-environment/ Each part must be a minimum of 250 words Part 1: Leading Organizational Change As this week’s material points out, we are living in times of immense change. One of the essential tasks of an organization’s leadership is to lead organizations in a way that ensures that the entire organization is committed to the change and that support mechanisms are in place to sustain change. Research several online industries that are currently stressed by changing marketplaces and demographics: the newspaper and publishing Industries, entertainment media outlets, brick and mortar retail, and even campus bookstores. · Choose an organization within one of the industries listed above, or one of your own choosing that is currently impacted by a changing marketplace. · How would you apply Kotter’s eights steps toward leading change within that organization? · Provide examples of the desired outcomes and support mechanisms you would utilize. Cite your sources appropriately to include the recommended readings and the textbook. Part 2: Adaptive Leadership Adaptive work is accomplished by finding a solution to seemingly intractable problems facing leaders; the solution is neither technical, nor obvious. As the material illustrates, leaders must motivate organization members to face demanding situations that arise from the organization’s own culture and values. Using the organization you chose within this week’s first discussion, analyze an adaptive challenge facing this organization. · Describe the adaptive work that needs to be accomplished. · Analyze your approach to resolving the problem. Be certain to include questions that would arise, and what trade-offs may be required in your analysis. · Describe the desired outcome. Cite your sources appropriately to include the recommended readings and the textbook. 4/10/2018 Print https://content.ashford.edu/print/London.2728.16.1?sections=ch05,ch05introduction,sec5.1,sec5.2,sec5.3,sec5.4,sec5.5,sec5.6,sec5.7,ch05summary&content=conten 5 Leading Organizations Learning Objectives After reading this chapter, you should be able to Explain three areas of focus for organization leaders: ef�iciency and process reliability, adaptation and innov ...

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the process of strategic management. Republic Services( Waste Management Company) Write a 700- to 1,050-word paper in which you address the following: Identify the major components of the strategic management process. (Not the phases of strategic management) Discuss how these components work together to create value for the organization. Evaluate the company's mission statement, vision statement, motivation strategy, innovation strategy, and people strategy. If the organization does not have one or more of these, how does that affect the organization and its people? Explain the role of ethics and corporate social responsibility in strategic planning. How does this direct their strategy? How does the organization's vison and mission align with your own values and vision? If you are currently working for the organization, how does your role influence this and vice versa? .

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Link : http://www.coursesmart.com/SR/6482487/9781285492858/413?__hdv=6.8 They offer free trials which may be more helpful than just having this excerpt. ISBN# is 9781285492858 Chapter 13 excerpt : Management Development For at least the past seventy years, managers have been viewed as a dynamic and important element of business organizations. Given the turbulence in today’s environment, an organization must have a high-quality, flexible, and adaptive management team if it is to survive and succeed. 1 This is true even for organizations that have chosen to restructure (e.g., with flatter hierarchies, and fewer per- manent employees) and empower employees to be more a part of organizational decision making. It is managers who are ultimately responsible for making the decision to change their organizations’ strategies and structures, and it is managers who must ensure that these new approaches are implemented, modified, and executed in a way that achieves the organizations’ goals. While they may do this in a different way than they have in the past (e.g., less command and control, more leading and coaching), managers still play a critical role in organizations’ adaptation and success. 2 In essence, using fewer managers in an organization makes it more important that each manager is effective. It should be noted that, even though popular press reports suggest that the number of managers is shrinking, the U.S. Bureau of Labor Statistics estimated that the category of “management, business, and financial occupations” contained approximately 15.7 million people in 2008. Furthermore, this category is expected to show a net gain of 1.7 million jobs between 2008 and 2018, for a projected 10.6 percent increase.3 Management development is one major way for organizations to increase the chances that managers will be effective. While many believed that the ability to manage (like the ability to lead) is primarily an inborn capability, the current prevailing view is that most of the KSAOs (knowledge, skills, abilities, and other characteristics) required to be an effective manager can be learned or enhanced.4 Efforts to recruit, retain, and assess managerial talent are discussed elsewhere.5 Management development is a very popular HRD activity. Management development has been defined in many ways. 6 For the purposes of this chapter, the following definition captures the essence of management development as it can and should be practiced in organizations: An organization’s conscious effort to provide its managers (and potential managers) with opportunities to learn, grow, and change, in hopes of producing over the long term a cadre of managers with the skills necessary to function effectively in that organization.7 First, this definition suggests that management development should be seen as specific to a particular organization. Although there appear to be roles and compe- tencies that apply to managing in a variety of settings, each organization is un ...

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Research information on a recent (last three years) issue that deals with business ethics from a newspaper, magazine, journal, TV, or the Internet. Write a 1,050- to 1,400-word collaborative paper in which you analyze the issue and address the following: Clearly define the issue. What seems to be the basis of the issue? Identify any violations of ground rules that manifested the situation. What ethical change, deficiency, or conflict brought it about? Which ethical systems were at work for key individuals in the organization—managers, executives, and employees? How did the organizational leadership come into play? How did ethical behavior and responsibility differ between employees and management? Pay particular attention to the role of middle management and executive management in causing or resolving the issue. Propose a plan for revising the ethical standards to resolve the issue for the company. Address how the plan affects employees and management. Include prescriptive and psychological approaches. The plan must include implementation, communication of the standards, and measurements of short- and long-term compliance. Format your paper consistent with APA guidelines. Include the citation of the article for reference including any internet link. Include at least two textbook references and three references from other sources with your paper. .

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