Business Management Homework help


Questions

# Description Question
19652

Resources: Pull the financial statements of 3 companies in the industry that you are interested in entering. Try to find companies that are pursuing different strategies.

  • Examine their business models and see if you can identify the drivers that they are influencing to achieve their strategy. 
  • Explain what you learned about their revenue model, cost model, product mix, distribution channels, partners, target customers, and value proposition.

Evaluate business success strategies in a minimum of 1,400 words in which you discuss the following questions:

  • Discuss what lessons you can learn for your own venture.
  • Explain what useful new elements you can incorporate into your business model.
  • Discuss how these elements tie to your strategy.

 

Cite a minimum of 1 peer reviewed reference from the University of Phoenix Library and 1 website reference.

 

Format assignment consistent with APA guidelines.

 

Click the Assignment Files tab to submit your assignment.

 

 

 

  • Entrepreneurship, Ch. 4
  • Exploring Business Success Strategies Web 

 

  • Entrepreneurship, Ch. 4
  • Exploring Business Success Strategies Web Exercise Grading Guide
Resources: Pull the financial statements of 3 companies
19647

3 pages

Identify 4 major driving forces that are changing the colocation industry in the US, and assess their impact.

 

Discuss these 4 forces that are changing the colocation industry:

- Mergers and Acquisitions

- Edge Computing

- The rise of the clound

- DCIM and Flexible services

 

 

Using the following articles : 

https://www.datacenterknowledge.com/archives/2015/12/09/whats-driving-change-in-the-colocation-data-center-industry

https://www.skylinkdc.com/why-the-colocation-industry-is-changing-shape/

Colocation Industry in the US
19635

Please read fully and respond refer  to page 6 for instructions. Only 2 paragraphs needed.

Lauren Becall is the top salesperson for Mudge Paper Company.  She also leads the sales team that supports Mudge’s largest client, Bart’s Office Supplies. Bart’s is an international office supply chain that is growing rapidly.  During the month of May, Lauren and her team members, Andy Griffith and Ronnie Howard, underwent intense negotiations with Bart’s purchasing agent, Jack Black and Bart’s CEO, Cary Grant, to restructure the current sales contracts.

The new contract spelled out Bart’s yearly paper requirements (contracted sales amounts) as well as payment and credit terms. The negotiations had been particularly hard for several reasons:

     Bart’s sales had increased internationally causing shipping and custom duties to increase the cost to Mudge that resulted in an increase in sales price to Bart’s;

     The volume of sales directed to Bart’s required Mudge to offer a volume sales discount to remain competitive with other paper companies;

     Bart’s wanted a longer time to pay on the purchases.  Bart’s wanted 60 days to pay on orders invoiced rather than the current 30 days;

     Bart’s also wanted Mudge to extend its current credit line from $850,000 to $1,250,000;

     Mudge’s CEO was reluctant to tie so much of its cash flow to the success of Bart’s.  The concern was raised because in the last six months, Bart’s was paying down the credit line every 60 days rather than 30 days that was agreed upon in the current contract.  Bart’s did not appear to have credit issues but Mudge was not in a position to give interest free loans for 60 days.

This week, in time for the Memorial Day holiday vacation the final agreement was reached between Mudge and Bart’s.  Bart’s would contract to purchase $1,750,000 of paper products from Mudge.  Invoice payment terms was 45 days, with a 3% interest on invoices paid later than 45 days.  The credit limit was extended to $1,000,000.   was not completely happy with the contract, as she felt Mudge was not protected from cash flow damage should Bart’s not pay timely, not to mention the large line of credit.  Still, the parties agreed, including her boss who was skeptical for the same reason as Lauren. The parties were due to sign the contract on Tuesday after the Memorial Day holiday.

On Friday evening, Lauren was packing her belongings readying to leave the office for the Memorial Day holiday, when her cell phone pings.  The caller is Jack Black, the Purchasing Agent for Bart’s. It appeared that a recent deal on Bart’s end with UMUC tripled its need for copy paper from Mudge.  This deal would raise the total contract sales to $2.5 million.  Jack Black makes it clear that he wants to change the credit limit from $1 million to $1.5 million and to extend the payment terms from 45 days to 50 days.  Bart’s would not pay interest on late invoices until after 60 days.  Black also makes it clear to Lauren that if the new terms were not agreed on by the end of Friday evening, he is prepared to look at an offer supplied to him by Bart’s biggest competitor, King Paper.  Black further states that while Bart’s is pleased with Mudge’s work, money is always the most important factor in purchasing.  Bart’s President wants an immediate answer so he can go on vacation with a clear mind.  Lauren is aware that most of Jack’s talk is a negotiating technique but does not doubt that there is competition waiting in the background.  Images of last month’s teamwork run through Lauren’s mind as she listens to Black talk.

Lauren winced at the memory of her teammate Griffith’s constant posturing in front of Black and the Bart’s CEO.  She had hoped to be able to pick her own team when she was promoted to leader but that was not to be.  Andy Griffith is a problem on this team.  All month long, he challenged her ideas in front of Bart’s CEO.  Lauren knows that she was promoted over Griffith because her sales record was 20% higher than his was and she could close a deal better than he could.  Griffith resents her promotion and reminds Lauren, as often as possible, that he brought in the Bart’s account and that he and Bart’s CEO have a great relationship.  They play golf together and often go to dinner together with their wives.  Lauren thinks Griffith is a good salesperson but believes he should not be on this team. The tension is at times very thick especially during the negotiations this month. Griffith seemed to want to give away the store.

Unfortunately, Ronnie Howard seemed to be sitting on the fence when it came to the negotiations.  Lauren had expected that Ronnie would support her negotiation position with the client rather than Griffith’s because it protected Mudge.  Since Ronnie was the niece of Mudge’s owner and CEO, Lauren believed she should be supportive of protecting the company’s money.  Still, Ronnie was the one who came up with the idea of paying interest on the late invoices.  It just seemed to Lauren that one day Ronnie was agreeing with Griffith and on another day with her.  Lauren supposed that it was Ronnie’s new position at the company that made her want to please everyone including Griffith.  Lauren believed that pleasing people is a nice gesture but does not add to the efficiency of the team’s decision-making.  Lauren believed that Ronnie would be looking for the general thoughts of the group, so she could appear to agree with the group.

Overall, the month’s negotiation process had been long and difficult.  The thought of going over it all again to make the changes seemed mind-numbing to Lauren.  Yet, making the decision on her own would mean obligating the company to an even greater cash flow commitment.  Her boss would not be happy with this obligation because he specifically warned her when they started that there was nothing to prevent Bart’s from continuing to pay its bills every 60 days despite the new contract agreement.  Lauren rationalized and thought to herself, “Bart’s knows we are not likely to cut them off easily.  They are too big a customer to us.  However, the extra sales volume should offset the lost interest due for ten days on late invoices.

Lauren told Black that he could tell the CEO that she would agree to the terms.  When Lauren hung up the phone, she said aloud to nobody in particular, “I supposed I should have consulted the group, but it was worth the risk of not having to make another team decision.”

Assignment: You are the CEO of Mudge Paper Company and Lauren’s boss. You have come into the office early on the day after the Memorial Day Holiday to find Lauren’s report on your desk explaining the events of the Friday before and her subsequent

Decision. You are not happy because this is the exact reason why you wanted group decisions and would like to bring Lauren up on the carpet ASAP. However, you decide to take a moment and collect your thoughts.

You decide to ask Lauren to explain her reasoning behind making the decision solo as opposed to having the group decide. You also decide to explain why you wanted the group to make decisions of this kind.

Create the conversation that you will have with Lauren. You can write a dialogue or you can write two paragraphs explaining each of the parties’ point of view. The assignment must contain the following:

     The advantages and disadvantages of the making an individual vs. group decision.

     A business-related argument contained within the facts as to why each way was good.

     Point out to Lauren the bias in her decision process and how it may have affected her choice to make the decision alone.

     Your final decision as to whether you will go through with the sale or not and why. Be sure to consider bias that may enter to your decision process and how you used the process in making the decision.

     Be sure to use only class material for the support of your conclusions.

 Additional Requirements:

     You are expected to paraphrase and NOT use direct quotes.  You are expected to paraphrase, which can be learned by reviewing this link:   https://writing.wisc.edu/Handbook/QPA_paraphrase2.html.

     You are responsible for APA only for in-text citations and a reference list.

     Contractions are not used in business writing, so you are expected NOT to use contractions in writing this assignment.

     The expectation is that you provide a robust use of the course readings to support ideas, reasoning and conclusions. 

     You may not use books as source material.

     When using a source document, the expectation is that the information is cited and referenced with a page or paragraph number.   Note that a reference within a reference list cannot exist without an associated in-text citation and vice versa.  

Lauren Becall is the top salesperson for Mudge Paper Company.  She also leads the sales team that supports Mudge’s largest client, Bart’s Office Supplies. Bart’s is an international office supply chain that is growing rapidly.  During the month of May, Lauren and her team members, Andy Griffith and Ronnie Howard, underwent intense negotiations with Bart’s purchasing agent, Jack Black and Bart’s CEO, Cary Grant, to restructure the current sales contracts.

The new contract spelled out Bart’s yearly paper requirements (contracted sales amounts) as well as payment and credit terms. The negotiations had been particularly hard for several reasons:

     Bart’s sales had increased internationally causing shipping and custom duties to increase the cost to Mudge that resulted in an increase in sales price to Bart’s;

     The volume of sales directed to Bart’s required Mudge to offer a volume sales discount to remain competitive with other paper companies;

     Bart’s wanted a longer time to pay on the purchases.  Bart’s wanted 60 days to pay on orders invoiced rather than the current 30 days;

     Bart’s also wanted Mudge to extend its current credit line from $850,000 to $1,250,000;

     Mudge’s CEO was reluctant to tie so much of its cash flow to the success of Bart’s.  The concern was raised because in the last six months, Bart’s was paying down the credit line every 60 days rather than 30 days that was agreed upon in the current contract.  Bart’s did not appear to have credit issues but Mudge was not in a position to give interest free loans for 60 days.

This week, in time for the Memorial Day holiday vacation the final agreement was reached between Mudge and Bart’s.  Bart’s would contract to purchase $1,750,000 of paper products from Mudge.  Invoice payment terms was 45 days, with a 3% interest on invoices paid later than 45 days.  The credit limit was extended to $1,000,000.   was not completely happy with the contract, as she felt Mudge was not protected from cash flow damage should Bart’s not pay timely, not to mention the large line of credit.  Still, the parties agreed, including her boss who was skeptical for the same reason as Lauren. The parties were due to sign the contract on Tuesday after the Memorial Day holiday.

On Friday evening, Lauren was packing her belongings readying to leave the office for the Memorial Day holiday, when her cell phone pings.  The caller is Jack Black, the Purchasing Agent for Bart’s. It appeared that a recent deal on Bart’s end with UMUC tripled its need for copy paper from Mudge.  This deal would raise the total contract sales to $2.5 million.  Jack Black makes it clear that he wants to change the credit limit from $1 million to $1.5 million and to extend the payment terms from 45 days to 50 days.  Bart’s would not pay interest on late invoices until after 60 days.  Black also makes it clear to Lauren that if the new terms were not agreed on by the end of Friday evening, he is prepared to look at an offer supplied to him by Bart’s biggest competitor, King Paper.  Black further states that while Bart’s is pleased with Mudge’s work, money is always the most important factor in purchasing.  Bart’s President wants an immediate answer so he can go on vacation with a clear mind.  Lauren is aware that most of Jack’s talk is a negotiating technique but does not doubt that there is competition waiting in the background.  Images of last month’s teamwork run through Lauren’s mind as she listens to Black talk.

Lauren winced at the memory of her teammate Griffith’s constant posturing in front of Black and the Bart’s CEO.  She had hoped to be able to pick her own team when she was promoted to leader but that was not to be.  Andy Griffith is a problem on this team.  All month long, he challenged her ideas in front of Bart’s CEO.  Lauren knows that she was promoted over Griffith because her sales record was 20% higher than his was and she could close a deal better than he could.  Griffith resents her promotion and reminds Lauren, as often as possible, that he brought in the Bart’s account and that he and Bart’s CEO have a great relationship.  They play golf together and often go to dinner together with their wives.  Lauren thinks Griffith is a good salesperson but believes he should not be on this team. The tension is at times very thick especially during the negotiations this month. Griffith seemed to want to give away the store.

Unfortunately, Ronnie Howard seemed to be sitting on the fence when it came to the negotiations.  Lauren had expected that Ronnie would support her negotiation position with the client rather than Griffith’s because it protected Mudge.  Since Ronnie was the niece of Mudge’s owner and CEO, Lauren believed she should be supportive of protecting the company’s money.  Still, Ronnie was the one who came up with the idea of paying interest on the late invoices.  It just seemed to Lauren that one day Ronnie was agreeing with Griffith and on another day with her.  Lauren supposed that it was Ronnie’s new position at the company that made her want to please everyone including Griffith.  Lauren believed that pleasing people is a nice gesture but does not add to the efficiency of the team’s decision-making.  Lauren believed that Ronnie would be looking for the general thoughts of the group, so she could appear to agree with the group.

Overall, the month’s negotiation process had been long and difficult.  The thought of going over it all again to make the changes seemed mind-numbing to Lauren.  Yet, making the decision on her own would mean obligating the company to an even greater cash flow commitment.  Her boss would not be happy with this obligation because he specifically warned her when they started that there was nothing to prevent Bart’s from continuing to pay its bills every 60 days despite the new contract agreement.  Lauren rationalized and thought to herself, “Bart’s knows we are not likely to cut them off easily.  They are too big a customer to us.  However, the extra sales volume should offset the lost interest due for ten days on late invoices.

Lauren told Black that he could tell the CEO that she would agree to the terms.  When Lauren hung up the phone, she said aloud to nobody in particular, “I supposed I should have consulted the group, but it was worth the risk of not having to make another team decision.”

Assignment: You are the CEO of Mudge Paper Company and Lauren’s boss. You have come into the office early on the day after the Memorial Day Holiday to find Lauren’s report on your desk explaining the events of the Friday before and her subsequent

Decision. You are not happy because this is the exact reason why you wanted group decisions and would like to bring Lauren up on the carpet ASAP. However, you decide to take a moment and collect your thoughts.

You decide to ask Lauren to explain her reasoning behind making the decision solo as opposed to having the group decide. You also decide to explain why you wanted the group to make decisions of this kind.

Create the conversation that you will have with Lauren. You can write a dialogue or you can write two paragraphs explaining each of the parties’ point of view. The assignment must contain the following:

     The advantages and disadvantages of the making an individual vs. group decision.

     A business-related argument contained within the facts as to why each way was good.

     Point out to Lauren the bias in her decision process and how it may have affected her choice to make the decision alone.

     Your final decision as to whether you will go through with the sale or not and why. Be sure to consider bias that may enter to your decision process and how you used the process in making the decision.

     Be sure to use only class material for the support of your conclusions.

 Additional Requirements:

     You are expected to paraphrase and NOT use direct quotes.  You are expected to paraphrase, which can be learned by reviewing this link:   https://writing.wisc.edu/Handbook/QPA_paraphrase2.html.

     You are responsible for APA only for in-text citations and a reference list.

     Contractions are not used in business writing, so you are expected NOT to use contractions in writing this assignment.

     The expectation is that you provide a robust use of the course readings to support ideas, reasoning and conclusions. 

     You may not use books as source material.

     When using a source document, the expectation is that the information is cited and referenced with a page or paragraph number.   Note that a reference within a reference list cannot exist without an associated in-text citation and vice versa.  

 

assignment #13
19632

ASSIGNMENT PROMPT #5:  

DUE DATE: Oct. 3rd, 2018 (11:30pm EST)!!

In this section, more is absolutely better!  We look at tools and processes that go beyond “brainstorming” to generate a vast array of ideas to meet the project needs.

Finally, we will apply critical thinking skills to evaluate all ideas and narrow the options for prototyping to only those that meet our design criteria that spring from our Framing Insights. 

 

For this week's Discussion, we're going to be utilizing the book : Ten Types of Innovation

This is a very graphically produced book, so you should be able to easily skim the entire book, but for this week's work please approach it in this manner:

· Read all of Part 2 - begin with The Ten Types Overview and then read each of the deeper descriptions of each "Type"

· Identify one of the ten types you find interesting and/or applicable to your business and write an analysis of how this might be applied in an actual organization you are familiar with. 

Initial post should be approximately 400

 

Resources:

· Field Guide to Human Centered Design lick for more options  - "Method in Action" section pp 84-111

· Stanford Design School Boot Camp lick for more options  - "Ideate" section 

· 101 Design Methods  - Mode 5 - Explore Concepts 

· Creativity & Innovation Techniques - Slideshare

Additional Resources 

18 Ideation Techniques

Brainswarming vs Brainstorming 

Innovation where you least expect it

“The Deep Dive” – 3 videos on the IDEO Shopping Cart project.

· Part 1

· Part 2

· Part 3

MANAGEMENT ASSIGNMENT #5: Discussion Post
19631

Process of Outsourcing

Answer the following questions in a paper using APA format:

1.    Discuss the process of outsourcing -- primary reasons for outsourcing, issues to be addressed when considering whether to outsource, risks involved and issues in dealing with outsourcing staff (in both outsourcing and offshore outsourcing). Use examples to help illustrate and include your personal experiences, if possible.

2.    Using the Vignette to Home Depot/Target in chapter 5 on pg. 129 (screenshots attached), how is the PCI DSS going to need to evolve to adjust to the changes in technology?

3.    Do an Internet search using the keywords "best practices" and you will find many sites devoted to this subject. Select one and summarize your findings. Explain how you think sites such as these might be used within your own organization.

WHAT IS CORPORATE GOVERNANCE

, A company's corporate gm-ernano sets the tage tor how it i. run. w w U a. what the roles and dutie of those who work in the corporation may be."

-April KJa.zema. found r and owner of K1azema Communication.

CREDIT AND DEBIT CARD THEn

Why Managers Must Get Involftfed in IT Governance

On September a, 2m 4, Home Depot revealed that its payment date system had been breached

by hacker~. In the weeb tf,at followed the unnouneemenl, the compallY dir.closed that hoc~ers

had stolen information connected to 56 mil110n cr~it and debit cords and dlOt these the~ hod

gone unde ected 'far over fi;ve months_ Home Depot's antivirLJs software had been infected with a

mallware (mclicioLJs software instdlled without a computer aser's knowledgel known os Mozart,

which WClS used to stedl the card data by .!iIpying on the payment data system as d,e trcnsoctlons

were talking ploce, To date, investigators have been llII.able to determine exactly who planted the

virm, and how. What is known is, that Mozart is a veui:on of BlackPOS, a malwcre progr,am ere-

ared by a RLJssia n t€'enager in 201 2., and it has been used in attacks on other major retailers,

indLJding Target, Neiman Marcrn., ,and Mtohaels_

Choptsr 5

Initiailly, tf,e biggest question was, "'How were hackers able to break into these componies"

data systems?~ These retailers had all oomplied with the Payment Card IndlJ!;;try Data SeClJrity

Stondord (PCI DSSI-the IT securilly measures ma..dated by credit componles to ensure !hat retai-

lers adequatay protect credit card data_ In fact, since PCI standards were ,establicshed in 2004,

retollers have spent billtons of dollars bLJildlng systems tf,at oomply with Ihem_ However, some ono-

Iysts, hove begLJn to quesfion wllether PCI complianoe means anything in a world of fopidly evillv-

ing IT security thrects. It turns OLJt that to be PCI compliant, retcilers only n€'ed to encrypt stOI'~

data-not data in rnofion, lhat is., PCI standards do not require retailers to encrypt active trnnsao-

tion data, indLJding dota passed to tf,e merchant 'at point-Okale IPOSI terminals, such as cash reg-

isters. BlackPOS exploits tf,is wea~ne.ss and since its release has rorqeted retailer after retailer,

evolving with lime, so tf,at a~hou9h Home Depot knew of the Vlilneralbility, it could not detect the

new variant, Mozart_

In fact, at tile lime of the attadk, Home Depot WClS ta~ing steps to safeguard data in its in-store

payment system_ llle I'etailer had hil'ed Voltage Securilly in January 2014, not long after the mas-

sive date thefts from Target's point-of-sale systems wer,e made public, 10 encrypt its data at point

of sole. UnfortLJnately, at the time of the ,attack the proiect was incomplete-the encryption 50ft-

ware was installed and tested in some bLJt not all of Home Depot's. SIDreS_ By September 13,

however, ~ve days after the breach was rev,ealed, Home Depot had installed the encryption

software at allloc:otr,ons in tf,e United States.

Clearly, PCI standards need to keep IlJp with tf,e times-os do reteilers. However, IeC'hnology

is not tf,e only solLJtioll_ Some analysts hOiVe <Jharg,ed that h umon error contrjbuted to the damage

ce used by the theft ,of data involving .:!IO milli,on credit and debit oa rds. from Target's systems_ Six

rnonlhs befol'e the incident, Target had installed a $1_6 million molwore detection tool de;veloped

Cesporote end IT GOV8rlnallCla

by the security ~ rm Fi reEye _ T arg:et had a team in Banga lore who monitored the system a nd alerted

the seClJrity team in Minneapolis of breaches_ Breaches were plllrportedly detected and reported on

November 30 and Deoember 2, but TarBet did not immediately act 011 those internal clorms. l1he

(Jompany wairted until December 19 to publicly con~rm tf,e breach_

Consumers ond ban 6 have since filed over 90 lawsuits against lorg:et_ However, retailers,

credit card componles, ond banh typirnlly work together once a date bl'each oeeurs. Far exam-

pie, ,ored ilt rn rd companies and ban 6 alerted Home Depot to the fraudulent use of eredit oords

lhat had been used at its stores. Vet, s.ome i..dlllstry experts are now caliling for credit cord oompa-

nies, banb, and retailers to cooperate more closely 50 that they can prevent emerging thF€'atS,

rather tf,an jut stop them as-or after-they OOOUL

 

IT Management Assignment
19624

Answer the following from the Problems Appendix in the back of your textbook on pp. 330-332, and upload your answers through Blackboard:

·         ·  Chapter 9: Questions 1, 4, and 9

·         ·  Chapter 10: Questions 3, 5, and 6

Your completed Homework assignment should be at least three to four pages in length. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations. All references and citations used must be in APA style.

Information about accessing the Blackboard Grading Rubric for this assignment is provided below.

Unit VI Homework

Answer the following from the Problems Appendix in the back of your textbook on pp. 332-333, and upload your answers through Blackboard:

·         ·  Chapter 11: Questions 1, 4, 7, and 9

·         ·  Chapter 12: Questions 2, 5, and 8

Your completed Homework assignment should be at least three to four pages in length. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations. All references and citations used must be in APA style.

Information about accessing the Blackboard Grading Rubric for this assignment is provided below.

Unit VII Homework

Answer the following from the Problems Appendix in the back of your textbook on pp. 334-335, and upload your answers through Blackboard:

·         ·  Chapter 13: Questions 9 and 10

·         ·  Chapter 14: Questions 6, 8, and 9

·         ·  Chapter 15: Questions 1, 2, and 9

Your completed Homework assignment should be at least three to four pages in length. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations. All references and citations used must be in APA style.

 

Unit V Homework
19623

You are the research manager within your organization, and you are grappling with a problem that needs further research. Your immediate supervisor is interested in using experimentation and observation research techniques in researching this problem and requests that you prepare a presentation to educate him on these methods. You are unsure whether using these techniques would be adequate, but you set yourself on a mission to analyze the two research methods to provide him with the best information.

Compile a PowerPoint with your analysis of experimentation and observation as they apply to your company and/or discipline. In your PowerPoint, be sure to address the following questions/topics:

  1. Describe specific experimentation and observational methods that could be used within your discipline to gather data. Include your rationale.
  2. Evaluate their effectiveness with respect to certain areas within your discipline.
  3. Include company or organizational examples, as relevant.
  4. In your opinion, are there any ethical implications with the use of experimentation and observational methods within your discipline?

Your presentation must be at least 12 slides in length (including a title slide and a reference slide). In this presentation, you are required to use speaker notes. In the speaker notes, you will provide what you would say if you were actually giving the presentation to your supervisor. Please write your notes in complete sentences and adhere to typical grammar and punctuation rules.

All sources used must be referenced; paraphrased and quoted material must have accompanying citations. Be sure to use APA style for citations and references.

You are the research manager within your organization
19621

Assignment instructions and rubric attached. After short essay is written, use the paper and convert into a power point presentation and then I will do the screen cast part once received.

 

WEEK 4 SIGNATURE ASSIGNMENT - INDIVIDUAL IN SOCIETY (with PowerPoint Screencast)

Instructions:

We live in a world full of challenges. In many places, people are experiencing rising unemployment, political violence, poverty, and looming ecological disasters, most of these problems created by or related to human activity. As individuals living in a free society, we are also free to pursue our private satisfactions independently of others. Yet we are embedded in a broader societal context that includes our family, our communities, and our nation - not to mention that it is common today to speak of an even wider global community. In addition to these challenges, consider how social media, new media technology and even automation are changing and shaping the world.

**Please read carefully**

This assignment includes two parts:

Part 1) A 750 word written response [short essay] to the questions below and

Part 2) A screencast presentation of this written assignment based on your written response.

Your presentation will discuss _ using fluent, academic arguments (meaning ideas argued from academic sources with a creative, compelling, logical and an imaginative use of language) _ the following questions:

·         In your opinion, what is the role of the individual in helping to solve some of the problems mentioned in the paragraph above?

·         Are we more likely to solve the problems if we embrace a sense of common purpose and public spirit focused on the collective good? Or,

·          Should we focus on our private pursuits and a market mentality that says our consumption is what makes the world go round? Does your argument account for a differing points of view? Explain.

·         Is there a balance between what the individual is responsible for and what our role should be in the public sphere?

·         To place the topic of this week's assignment into broader historical, political, and/or social context, search for three academic sources (e.g. books, peer-reviewed journal articles) and reference those sources in your analysis of the individual's role in society.

·         Your presentation should be organized in a manner that allows the reader to follow the logical progression of your arguments, your ideas are well developed, and they follow a coherent pattern from introduction (thesis), through the body of the presentation, to the conclusion.

Part I _ Essay portion of the Week 4 Signature Assignment:

1. Submit the written or essay portion of this presentation in the assignment folder labeled

*SA_WK_ 4_INDIVIDUAL_IN_SOCIETY. Your essay must be in proper APA or MLA format and will include


 

references. You should include a minimum of 3 sources, and your sources will be credible academic sources (no Wikipedia, Ezine articles, Cliff Notes, or random stuff from the Web). In other words, you will have to either visit a brick and mortar public/university library or use Brandman's Leatherby Libraries' website to find relevant articles that address the role of the individual in society and provide details regarding whether or not the assignment question presents a valid picture of our world by asserting or disputing that, in many places people are experiencing rising unemployment, political violence, poverty, and looming ecological disasters related to all the other issues mentioned on this short list of problems.

Save your essay as a doc or rtf with your name and the assignment name in the file, using Last Name_Assignment. So, if your name were Alicia Jackson, and this is the Individual in Society Essay, you would title it Jackson_Individual in Society. Upload your essay by clicking on the signature assignment folder *SA_WK_ 4_INDIVIDUAL_IN_SOCIETV

Part 2 - Presentation

Create a well-prepared 5 to 7 minute PowerPoint screencast presentation highlighting the key points of your written assignment. There are tools built into PowerPoint 2010 and 2013 that allow you to record your presentation. You may also use Screencast-o-matic, Jing, Camtasia, PowToon among other tools, to help create your presentation. This is a presentation based on the information in your written assignment. Please try to stay within the allotted 5 to 7 minutes. Bear in mind that writing and speaking are two different things, and you will have to adjust your written reflection to better fit the screencast presentation. In other words, writing for a reading audience differs from writing that will be presented to a listening/viewing audience. Your presentation will consist mostly of images that reinforce and clarify the written text. The images should be compelling; they can include interesting graphs or charts, and they must somehow complement the written text (not replace it). Your narration should be clear and intelligible, as if you were presenting in person to an actual audience. Do not weigh down your slides with text. Make this a visually interesting presentation about an interesting subject.

The screencast of your presentation will be uploaded to Blackboard in the folder labeled Week 4 Discussion - Upload Presentation Here. This will allow you to see the wonderful presentations created by your fellow students.

Save your screen cast presentation with your name and the assignment name in the file, using Last Name_Assignment. So, if your name were Alicia Jackson, and this is the Individual in Society Essay, you would title it Jackson_Individual in Society_Presentation. Upload your presentation to the Week 4 Discussion 3 - Upload Presentation Here.


 

Course LBSU 304: Liberal Arts Core Foundations Individual in Society

Signature Assignment Rubric

Core Competency #1: Written Communication: Compose fluent, academic arguments that are appropriately organized, grammatically correct, and rhetorically aware.

Core Competency #2: Oral Communication: Deliver a well-prepared, purposeful oral presentation

(e.g., speech, dialogue, or other form of interpersonal communication), either face to face or via mediated technology.

Core Competency

EXEMPLARY

PROFICIENT

DEVELOPING

EMERGING

NOT COMPLETE

(CC) or Course

 

 

 

 

 

Learning Outcome

 

 

 

 

 

(CLO)

 

 

 

 

 

CLO

(8) Engaging

(7) Opening

(6) Opening is

(5) Opening is

a There is no

*Introduction and

opening introduces

introduces the

logically organized,

poorly organized

attempt to

Thesis

the paper's general

paper's (or

but may lack

and/or lacks

introduce the topic

 

topic that inspires

presentation's)

development;

development.

or provide readers

 

with an identifiable

 

thinking about the

general topic but

paper's (or

Thesis statement is

thesis.

 

topic. Writer clearly

may not stimulate

presentation's)

weak or missing.

 

 

states his or her

thinking about the

topic is clear, but

 

 

 

position on the

topic. Writer states

needs to be

 

 

 

current topic in a

his or her position

developed to

 

 

 

thesis statement.

on the current topic

engage the reader.

 

 

 

The thesis is easily

in a thesis

Thesis statement

 

 

 

identifiable, well

statement.

lacks development.

 

 

 

phrased, and

 

 

 

 

 

reflects the writer's

 

 

 

 

 

topic and opinion

 

 

 

 

 

or argument, as

 

 

 

 

 

well as major

 

 

 

 

 

supporting points;

 

 

 

 

 

the idea offered in

 

 

 

 

 

the thesis reflects

 

 

 

 


 

 

sound critical,

 

 

 

 

 

analytical thinking.

 

 

 

 

CC 1

(10) Writing reflects

(8)Writing generally

(7) Writing

(6) Writing

o Writing does not

Fluent Academic

a critical, analytical

reflects a critical,

occasionally reflects

attempts to reflect

reflect a critical,

Argument

understanding of

analytical

a critical, analytical

critical, analytical

analytical

 

the topic as it

understanding of

understanding of

understanding of

understanding of

 

currently is

the topic as it

 

presented in the

the topic as it

the topic as it

the topic and

currently is

 

literature; the

currently is

currently is

attempts to

presented in the

 

writer compares

presented in the

presented in the

compare and make

literature; the

 

and makes

literature; the

literature; the

connections

writer does not

 

connections

writer compares

writer compares

between differing

clearly compare or

 

between differing

but may not

and makes

viewpoints but

make connections

 

viewpoints and

analyze or make

connections

needs to improve

between differing

 

uses unbiased

viewpoints.

 

language to discuss

connections

between some

on ability to make

 

 

differing

between differing

differing

fluent academic

 

 

viewpoints.

viewpoints.

viewpoints.

argument.

 

CC 1

(8) Body of the

(7) Body of the

(6) Body of the

(5) Body of the

o Body of the

Organization

paper (or

paper (or

paper (or

paper (or

paper (or

 

presentation) is

presentation) is

presentation) is

presentation) is

presentation) is not

 

logically organized,

organized, in

logically organized,

barely organized,

logically organized,

 

and organization is

and organization is

 

in alignment with

alignment with the

in partial alignment

not aligned with the

not aligned with the

 

the thesis

thesis statement;

with the thesis

thesis statement.

thesis statement.

 

statement.

generally reflects

statement. Topic

Topic sentences

Topic sentences

 

Organization of the

block, alternating,

sentences and/or

and/or transitions

and/or transitions

 

paper reflects

compare/contrast,

transitions may be

are missing.

are missing.

 

block, alternating,

cause/effect, or

present but lack

Scholarly sources

Scholarly sources to

 

compare/contrast,

other outline; most

polish. Sources

are not used or

the extent there are

 

provide very little

any are not used to

 

cause/effect, or

topic sentences and

provide some

to support the

support the writer's

 

other clear outline;

transitions facilitate

support for the

writer's argument.

argument.

 

topic sentences and

communication

writer's argument.

 

 


 

 

transitions facilitate

with the audience;

 

 

 

 

 

clear

scholarly sources

 

 

 

 

 

communication

 

 

 

 

 

 

with the audience;

 

 

 

 

 

 

scholarly sources

 

 

 

 

 

CCI

(10) Effective

(8) Syntax and

(7) Awkward syntax

(6) Frequent syntax,

o Syntax, grammar,

Spelling,

syntax and

grammar

and grammar may

grammar, and/or

and/or spelling

Grammar, and

grammar

demonstrate

impair clarity;

spelling errors

 

errors show little or

Sources

demonstrate a

mastery of writing

misspellings, run-on

impair clarity;

 

no knowledge of

 

mastery of writing

conventions but

sentences,

numerous run-on

writing

 

conventions and

may be awkward; a

sentence

sentences,

 

conventions. Paper

 

serves the author's

few misspellings or

fragments, or other

sentence

 

is marred by

 

purpose; writing is

punctuation errors

errors are present

fragments, or other

grammatical and

 

free of misspellings

are present.

throughout the

errors impair

 

spelling mistakes.

 

and punctuation

Includes mostly

paper. Generally

meaning

 

No sources are

 

errors. Includes

strong sources and

includes some

throughout the

cited in the

 

only strong sources

most sources

strong sources and

paper. For the most

presentation.

 

and all sources

(information,

some sources

part sources are not

Information,

 

(information,

graphics and

(information,

very strong and are

graphics and

 

graphics and

images) are

graphics, and

not accurately

 

images also lack

 

images) are

accurately

images) are

documented.

Does

sources.

 

accurately

documented, but

accurately

not integrate

 

 

 

documented in APA

one or two are not

documented, but

sources into the

 

 

or MLA style

in the desired

two or more are

presentation;

 

 

 

format.

format.

not in the desired

inconsistent

 

 

 

 

 

format or are not

adherence to APA

 

 

 

 

very strong

or MLA guidelines.

 

 

 

 

(academic).

 

 

 


 

CCI

(10) Language is

(8) Language is

(7) Language is

(6) Writing is

o Writing is

Rhetorically

academic in tone,

predominantly

somewhat informal

informal in tone,

informal in tone;

Aware (Language,

demonstrating a

academic in tone;

in tone; vocabulary

vocabulary is

vocabulary is

Style and Voice)

clear sense of

vocabulary may be

is simplistic,

simplistic and/or

simplistic and/or

 

purpose and

basic or ineffective;

marked by

inappropriate;

inappropriate;

 

audience;

writer's voice is

instances of casual

writer's voice is not

writer's voice is not

 

vocabulary and

consistently

or imprecise

discernible in the

discernible in the

 

phrasing are

academic but may

diction; writer's

paper (or

paper (or

 

academically

not be persuasive

voice is not

presentation);

presentation);

 

appropriate,

or confident;

discernible in the

writing

writing

 

persuasive, and

writing

paper (or

demonstrates

demonstrates little

 

sophisticated; the

demonstrates some

presentation);

inconsistent

or no awareness of

 

writer's voice is

awareness of

writing

awareness of

audience and

 

evident,

audience and

demonstrates

audience and

persuasive purpose,

 

professional, and

persuasive purpose.

inconsistent

persuasive purpose,

use of first or

 

confident;

 

awareness of

but minimal effort

second person

 

sentences are

 

audience and

to do so is

 

 

marked by clarity,

 

persuasive purpose

discernable.

 

 

varying writer's

 

 

 

 

 

point of view.

 

 

 

 

CLO

(5) Title of the

(4) Title of the

(3) Title of the

(2) Title of the

o Citations are not

Formatting

paper (or

paper (or

paper (or

paper (or

present and the

 

presentation)

presentation)

presentation)

presentation) does

paper does not

 

clearly reflects its

reflects its content.

vaguely reflects its

not reflect its

adhere to MLA or

 

content. The title

The title and other

content. The title

content. The title

APA style

 

and other

document

and other

and other

guidelines.

 

document

formatting

document

document

 

 

formatting

demonstrate

formatting only

formatting does not

 

 

demonstrate

general adherence

occasionally

demonstrate

 

 

careful adherence

to MLA or APA style

demonstrate

adherence to MLA

 

 

to MLA or APA style

guidelines.

adherence to MLA

or APA style

 


 

 

guidelines.

 

or APA style

guidelines.

 

 

 

 

 

guidelines.

 

 

 

CC2

(8) Screencast

(7) Screencast

(6) Screencast

(5) Screencast

a Screencast

 

Well prepared

presentation

presentation

presentation

presentation

presentation is not

 

Oral Presentation

includes all material

includes most

includes some

provides a minimal

informative and

 

 

needed to gain a

material needed to

material needed to

amount of

contains inaccurate

 

 

comfortable

gain a comfortable

gain an

information to gain

and/or irrelevant

 

 

understanding of

understanding of

understanding of

an understanding of

information.

 

 

the topic.

the topic but is

the topic but is

the topic. Lacks key

 

 

 

 

lacking one or two

lacking one two or

elements of a well-

 

 

 

 

key elements.

more key elements.

prepared

 

 

 

 

 

 

presentation.

 

 

CC2

(8) Uses multiple,

(7) Uses

(6) Uses

(5) Attempts to use

a Fails to use

 

Effective use of

appropriate

appropriate

technological

technological

appropriate

 

mediated

technological

technological

resources to design

resources to design,

technological

 

technology

resources to

resources to design,

and present

plan and present

resources to design

 

(Screencast) in

efficiently design,

plan and present

assignment topic.

assignment topic.

and plan

 

presentation.

 

oral presentation

plan and clearly

assignment topic.

 

 

 

 

present assignment

 

 

 

 

 

 

topic.

 

 

 

 

 

CC2

(8) Screencast

(7)Screencast is

(6 )Screencast

(5) There is an

a Screencast

 

Screencast

presentation is 5 to

about 5 minutes.

presentation

attempt to create a

presentation does

 

Organization in

7 minutes.

Most screencast

contains some

screencast.

not support the

 

Oral Presentation

Information is

presentation

slides that do not

However,

theme/content of

 

 

organized in a clear,

information is

support the

presentation is not

the presentation.

 

 

logical way. All

organized in a clear,

theme/content of

well organized, and

There is no clear

 

 

parts of the task are

logical way. All

the presentation.

slides require more

plan for the

 

 

completed fully and

parts of the task are

Some information is

thought with

organization of

 

 

support the

completed and

logically sequenced.

regards to theme,

information.

 


 

 

theme/content of

partially support

Graphics and

content, and logical

Graphics and

 

the topic. All

the theme/content

images are mostly

sequence. There is

images are not

 

graphics and

of the topic. A few

attractive but a few

an attempt to use

present or are

 

images are

graphics and

do not seem to

relevant graphics

unattractive AND

 

attractive (size and

images are not

support the

and images, but

detract from the

 

colors) and support

attractive but all

theme/content of

most do not seem

content of the

 

the theme/content

support the

the presentation.

to support the

presentation.

 

of the presentation.

theme/content of

 

theme/content of

 

 

 

the presentation.

 

the presentation.

 

Portions of this rubric are adapted from Brandman University's Online Writing Community guidelines created by Michelle Rosensitto, Ed.D.

Liberal Arts short essay 750 words and PPT
19619

For fifteen years I spent almost half of every business day holding conferences, discussing problems. Should we do this or that—or nothing at all? We would get tense; twist in our chairs; walk the floor; argue and go around in circles. When night came, I would be utterly exhausted. I fully expected to go on doing this sort of thing for the rest of my life. I had been doing it for fifteen years, and it never occurred to me that there was a better way of doing it. If anyone had told me that I could eliminate three-fourths of the all the time I spent in those worried conferences, and three-fourths of my nervous strain – I would have thought he was a wild-eyed, slap-happy, armchair optimist. Yet I devised a plan that did just that. I have been using this plan for eight years. It has performed wonders for my efficiency, my health, and my happiness. It sounds like magic – but like all magic tricks, it is extremely simple when you see how it is done.

Here is the secret: First, I immediately stopped the procedure I had been using in my conferences for fifteen years – a procedure that began with my troubled associates reciting all of the details of what had gone wrong, and ending up by asking: ‘What shall we do?’ Second, I made a new rule – a rule that everyone who wishes to present a problem to me must first prepare and

MGT 312: Decision Making Problem Solving

 

FIRST SEMESTER 2018-19

ASSIGNMENTS

Course:

MGT312

Student name:

 

 

Academic Year

1439-1440 H

Students number:

 

Semester:

 1st

Text Box: To be filled by Facultystudent grade:

 

Section:

 CRN:  11173

Text Box: To be filled by FacultyLevel of the Mark:

 

       

 

 

 

Instructions for Assignment

Due date for Submission

End of Week 7

Maximum Marks:

05

Submission Mode

through blackboard

Submission method

Only WORD DOCUMENT

PDF not accepted

Assignment Regulations:

·         This assignment is an individual assignment.

·         All students are encouraged to use their own word.

·         Student must apply Harvard Referencing Style within their reports.

·         Student is allowed to cite 10% from the word limit (3000 word limit means 300 words can be cited).

·         A mark of zero will be given for any submission that includes copying from other resource without referencing it


 

ASSIGNMENT -1

 

 

Read the passage carefully and answer the questions:

For fifteen years I spent almost half of every business day holding conferences, discussing problems. Should we do this or that—or nothing at all? We would get tense; twist in our chairs; walk the floor; argue and go around in circles. When night came, I would be utterly exhausted. I fully expected to go on doing this sort of thing for the rest of my life. I had been doing it for fifteen years, and it never occurred to me that there was a better way of doing it. If anyone had told me that I could eliminate three-fourths of the all the time I spent in those worried conferences, and three-fourths of my nervous strain – I would have thought he was a wild-eyed, slap-happy, armchair optimist. Yet I devised a plan that did just that. I have been using this plan for eight years. It has performed wonders for my efficiency, my health, and my happiness. It sounds like magic – but like all magic tricks, it is extremely simple when you see how it is done.

Here is the secret: First, I immediately stopped the procedure I had been using in my conferences for fifteen years – a procedure that began with my troubled associates reciting all of the details of what had gone wrong, and ending up by asking: ‘What shall we do?’ Second, I made a new rule – a rule that everyone who wishes to present a problem to me must first prepare and submit a memorandum answering these four questions:

1.      What is the problem?  [2 Marks]   

2.      What is the cause of the problem? [1 Marks]    

3.      What are all possible solutions of the problem? [2 Marks]                

 

submit a memorandum answering these four questions:

Read the passage carefully and answer the questions:
19616

For this Portfolio Project option, you will act as a higher-level leader in a small engineering firm. Your organization has been struggling to meet its goals for the past six months, and for the last two months it has operated at a financial loss. Turnover has increased, with employees stating they are concerned that the firm will have to close soon.

Your organization has been offered a large contract to perform services, but your Board of Directors is reluctant to accept it given the issues your organization is facing.

For this option, you will create a power point  presentation (as you may have chosen throughout previous assignments) designed to demonstrate to the Board of Directors the organizational changes you plan and how those changes will lead to more effective operations within the organization and gain revenue. You should minimally address the following:

  • Recommendation for how the organization should be structured to achieve effectiveness
  • Communication plan to address both external and internal communications
  • Process for both decision making and problem solving
  • Recommendation and justification of a managerial approach
  • Recommendation and justification of a leadership approach

Your presentation must adhere to the following parameters:

  • 12-14 slides in length, not including the title and reference pages. Relevant images and multimedia can be included in the presentation. You may use the charts within the article, but make sure you properly cite them.
  • If you choose a PowerPoint presentation, include audio narrative and provide knowledge, critical thinking, and depth to the topics presented on the slides.
  • Be supported by five scholarly references. Remember, you must support your thinking and prior knowledge with references; all facts must be supported; in-text references used throughout the PowerPoint or mentioned in your video assignment, along with an APA-formatted reference list.
For this Portfolio Project option
19594

Number of Pages: 5 (Double Spaced)

Number of sources: 3

Writing Style: APA

Type of document: Term Paper

Academic Level:Master

Category: Management

Language Style: English (U.S.)

Order Instructions: ATTACHEDNumber of Pages: 5 (Double Spaced)
Number of sources: 3    
Writing Style: APA    
Type of document: Term Paper    
Academic Level:Master
Category: Management    
Language Style: English (U.S.)    
Order Instructions: ATTACHED

Task 2

APPLICATION OF ETHICAL LEADERSHIP

Competency 3008.1.3: Policy and Program Development - The graduate develops policies, practices, procedures, and programs that foster organizational ethics and socially responsible behavior.

Task 2: Program Development

Introduction:

As an organizational leader, one of your primary roles is establishing programs and policies that ensure the organization operates under ethical considerations and legal mandates. This responsibility includes informing employees of the organization's code of ethics, communicating the code of ethics, providing training, and ensuring that operational aspects are administered in a legal and ethical manner.

In this task, you will assume the role of a leader who must decide what leadership power you will use to develop a strong organizational ethical climate. In your position as a leader, you will need to satisfy the concerns of stakeholders, understand the organization’s ethical standing, examine a code of ethics, and develop a training program.

Scenario:

You are a business manager or administrator of Paradigm Toys, a publicly held company. The board of directors has asked you to conduct an ethics audit of Paradigm Toys, a fictitious company that is a retailer and manufacturer of children’s toys, and report to the board the need for ethics training.

Requirements:

Your submission must be your original work. No more than a combined total of 30% of the submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from sources, even if cited correctly. Use the Turnitin Originality Report available in Taskstream as a guide for this measure of originality.

You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.

Prepare a report (suggested length of 4–6 pages) for the board of directors at Paradigm Toys in which you do the following:

A. Explain the purpose of corporate social responsibility (CSR).
1. Identify two primary and two secondary stakeholders that influence Paradigm Toys.
2. Analyze two ways that the board of directors at Paradigm Toys should meet their corporate social responsibility to the primary and secondary stakeholders identified in part A1.

B. Reflect on the importance of ethical leadership by doing the following:
1. Explain why it is important for an organization to develop an ethical culture.
a. Discuss the role that Paradigm’s leadership can play in fostering an ethical culture.
2. Explain what an ethics audit is.
a. Discuss the value that an ethics audit could bring to Paradigm Toys.

C. Develop the ethical framework that you would use if you were faced with an ethical dilemma by doing the following:
1. Identify and analyze an ethical dilemma in a business setting

Note: You may also choose an ethical dilemma you have witnessed at your current place of employment.

2. Evaluate two potential solutions to the dilemma.
3. Explain which solution from part C2 you would recommend and why that solution would be the more ethical choice.

D. Create a proposal for implementing an ethics training program at Paradigm Toys by doing the following:
1. Identify three key components that you would include in the content of your training program.
a. Explain why you would include the three components from part D1 in your training program.
2. Recommend a delivery method that you believe would be most effective for the training program.
a. Justify your recommendation.

E. Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or summarized.

F. Demonstrate professional communication in the content and presentation of your submission.
Web Links:
https://lat.taskstream.com/rubricExternal/abfkz2c2clh4cbzk

In case this link doesnt work:

A. PURPOSE OF CSR(Corporate Sovial Responsibility) - The explanation addresses the purpose of corporate social responsibility. The ideas presented are accurate and complete.
A1. PRIMARY AND SECONDARY STAKEHOLDERS-The identified 2 primary and 2 secondary stakeholders that influence Paradigm Toys are logical and accurate.
A2. RESPONSIBILITY TO STAKEHOLDERS - The analysis addresses 2 ways that the board of directors at Paradigm Toys will meet their corporate social responsibility to the primary and secondary stakeholders identified in part A1, and the ideas presented are logical and well supported.
B1. IMPORTANCE OF ETHICAL CULTURE- The explanation addresses why it is important for an organization to develop an ethical culture. The ideas presented are complete and well supported.
B1A. FOSTERING ETHICAL CULTURE- The discussion of the role that Paradigm’s leadership can play in fostering an ethical culture is logical and the ideas presented are well supported.
B2. ETHICS AUDIT- The explanation accurately addresses what an ethics audit is and the ideas presented are logical.
B2A. VALUE OF AN ETHICS AUDIT- The discussion accurately details the value that an ethics audit could bring to Paradigm Toys.
C1. ETHICAL DILEMMA- The analysis addresses an ethical dilemma in a business setting and the ideas presented are complete and logical.
C2. POTENTIAL SOLUTIONS - The evaluation identifies 2 potential solutions to the dilemma and is logical and well supported.
C3. EXPLANATION OF CHOICE - The explanation addresses why the recommended solution is the more ethical choice. The ideas presented are logical, relevant and well supported.
D1. KEY COMPONENTS - The identified 3 key components that the candidate would include in content of the training program are logical and feasible.
D1A. EXPLANATION OF KEY COMPONENTS - The explanation addresses why the 3 key components would be included in the training program. The ideas presented are well supported and logical.
D2. DELIVERY METHOD - The recommended delivery method is appropriate for an effective training program.
D2A.JUSTIFICATION - The justification addresses why the recommended delivery method is the most effective, and the ideas presented are logical and well supported.
E. Sources
F. Professional Communication- Content reflects attention to detail, is organized, and focuses on the main ideas as prescribed in the task or chosen by the candidate. Terminology is pertinent, is used correctly, and effectively conveys the intended meaning. Mechanics, usage, and grammar promote accurate interpretation and understanding.

#5291 Topic: Ethical leadership
19593

Subject: Business Intelligence- Managment Information Systems

 

Discussion Question 3 - CLA2 Preparation & Course Learning Outcomes

Preparation & Course Learning Outcomes Welcome to week 5 of your course. This discussion question will help you prepare for your CLA2 paper and final CLA2 PPP.  or as "CLA2 Assignment Preparation Question”.

Then, please provide an outline that itemizes the concepts that you will include in your CLA2 paper and final PPP. Please be sure to include concepts learned in the course and any information from your CLA1 paper if applicable. Provide some brief details for each item that is outlined. Please keep in mind that you should have placeholders for material not yet covered in lecture from week's 6 and 7.

————————————————————————————

CLA 2 Assignment: Comprehensive learning Assessment I - (CLOs covered : CLO 1, CLO 2, CLO 3, CLO 4, CLO 5, CLO 6, CLO 7, CLO 8) 

Develop and present a paper that demonstrates you have learned, and know how to apply the learning objectives in this course; if you use your discussion question responses, PA, and CLA1 assignments, you should be able to encompass all of the learning objectives. Please center your CLA2 around the fictitious company from CLA1. The product doesn't matter, but how you sell it to consumers does. Your paper should be from the perspective of a manager or an executive that uses Information Systems to increase the bottom-line and grows the company. Be sure to provide examples of all the elements that you have learned. 

*Please refer to the Grading Criteria for Comprehensive Learning Assessments (CLAs) on page 20- 21 of the syllabus for specific guidelines and expectations. 

CLA paper Requirements: 8 pages, 5 reference, APA ciatation, No palgarism, No similarity and turnitin report.

CLA2 Comprehensive Learning Assessment (CLA 2) Presentation

In addition to your CLA2 report, please prepare a professional PowerPoint presentation summarizing your findings for CLA2. The presentation will consist of your major findings, analysis, and recommendations in a concise presentation of 18 slides (minimum). You should use content from your CLA2 report as material for your PowerPoint presentation. In addition, you should include learning outcomes from all your major assignments. This would include PA1, CLA1, PA2, and of course, CLA2 (unless otherwise specified by your Professor). An agenda, executive summary, and references slides should also be included. Please keep in mind that the university is moving towards a more digital footprint for our students. This means that your final CLA2 presentation may be recorded, so that you may include it in your "e-portfolio” (graduating students should have all of their CLA2 presentations on a flash-drive, in addition to student biography, resume, interests, etc.) Students will present their PowerPoint during the last week of class in either the On-Campus Class Session or the online Virtual Class Session, as determined by the professor. Presentations should not exceed 18 minutes.

Based on the below topics PA1 and CLA1:

PA1 paper: Topic How business driven MIS, value driven business, E-business, and information security relate to each other

2. Please provide examples of companies when possible and ensure that you justify your response. 

CLA1 Paper1:  CLA 1 Comprehensive learning Assessment I - (CLOs covered :_1,2,3,4____Topic

You have owned and operated a successful brick-and-mortar business for several years. Due to increased competition from other retailers, you have decided to expand your operations to sell your products via the Internet. Using your responses from previous discussion questions and assignments (be sure you include them in your analysis), develop a plan to implement and execute your strategy to go E-business.

DQ answer and CLA Paper and ppt.
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*****ASSIGNMENT MUST BE COMPLETED IN 12 HOURS*****

Research, identify and discuss the 4 basic functions of management. Also, explain which function you feel is most important and why.

The requirements below must be met for your paper to be accepted and graded:  

  • Write between 500 – 750 words (approximately 2 – 3 pages) using Microsoft Word.
  • Attempt APA style, see example below.
  • Use font size 12 and 1” margins.
  • Include cover page and reference page.
  • At least 60% of your paper must be original content/writing.
  • No more than 40% of your content/information may come from references.
  • Use at least two references from outside the course material, preferably from EBSCOhost.  Text book, lectures, and other materials in the course may be used, but are not counted toward the two reference requirement.

Reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) must be identified in the paper and listed on a reference page.Reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) must come from sources such as, scholarly journals found in EBSCOhost, online newspapers such as The Wall Street Journal, government websites, etc.  Sources such as Wikis, Yahoo Answers, eHow, etc. are not acceptable. 

Download an example here

4 Basic functions of managment
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ECO 2401 CLASS

 

RESPOND EACH STUDENT IN 100 WORDS

Tanya Laity 

Tanya's response to Unit III Discussion Board Question

Top of Form

      The point of the circular flow model is to outline the circular flow of income and spending in the economy for households, firms, governments and the rest of the world (McEachern, 2015). Leakages from the mainstream or any diversion of income from the domestic spending stream like savings, net taxes, and imports. Injections into the mainstream can occur at various points around the circular flow. These are investments, government purchases, and exports.  Leakage and injections relate to the circular flow because it shows where the money goes and what it is exchanged for.

 

Nicole Rebou 

RE: Unit III Discussion Board Question

Top of Form

The circular model shows the circular flow of income and spending and the different between sectors of the economy for firms, government and housing. Leakages (also like withdrawal's) in the circular flow are taxes, savings (Not all income flow from households to businesses) and imports. The circular model shows where the money is going to and how it is exchanged. Injections can occur in the main stream that occurs at various points around the circular flow (McEachern, 2015). They are related by how injections demonstrate a second accounting identity based on double- entry bookkeeping  (MacEachern, 2015) You cannot have one without the other because they both do different things to give a certain result that is needed.

 

PHY 1010 CLASS

John Soltysiak 

John's response to Sam's Unit III Discussion Board Question

Top of Form

Sam, I too experienced an earthquake. We were not expecting it really, except we live near a fault line, so it is a possibility, it just doesn't happen too often. I remember I was sitting in bed watching TV and I felt the bed start to shake, and I couldn't figure what was going on. It only lasted a few seconds. After it was over I called to my wife to see if she was ok. She came running into our bedroom and asked if I felt the earthquake too. She used to live in San Diego so she had experienced earthquakes before. It was not until then that I realized what had happened. We were pretty lucky becasue it was a mild earthquake and the epicenter was far from St. Louis.

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Jeff Bell 

Jeff's response to Sam's post

COLLAPSE

Top of Form

This post explains how hard it is to determine how an area will be effected by an earthquake. A person just does not have enough time to prepare or find safety in certain situations. This is why it so important to explore the science of predicting earthquakes. The ability to predict earthquake activity will save an undetermined amount of lives as earthquake activity continues to increase.

 

 

 

 

 

MKG530 CLASS

 

Tyler Newport 

RE: Week 2-Nicole Evans

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Hello Nicole!  Thanks for the post this week. All I can say is, wow, I think you're opening a can of worms with this post! The length of the discussions on this post could go on and on (assuming there are other techies here like myself). Apple offering an android product? It just sounds so wrong to even say that. Apple has become such a successful company partly because of their opposition towards the Android operating system. Apple's immediate rival is Android. How could Apple ever do such a hideous thing and reposition one of their phones to run Android? Sorry, now that those comments are out of my system I must say that you may be on to something. What if Apple really did this? Would the millions of Android users flock to their new product? What consequences would happen? Would longtime Apple users be up in arms and feel betrayed? Possibly...What if Apple released an official statement that they were toying with the idea of offering an Android phone? They could do it simply as a PR stunt to get the industry spotlight back. That could be a genius idea. Thanks for stemming the conversation, lets see what other replies are posted!



Evelyn Ocasio 

RE: Week 2-Nicole Evans

 

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Nicole,

Wow, creative thinking.  I have all apple products now slowly left the android world behind years ago and don't think I will ever go back.  My reason being I have to much invested now in the apple world, all my family has the iphones, apple watch, Apple TV and I love that we are all link together with itunes and I cloud.  It would take a lot for apple to incorporate with andriod but would be nice to see the lower prices because all of the Apple products cost a lot and they are very competitive in the market. The thing will Apple they position their self on the market that targets young and old so it would be very hard for customers to even think about an android through apple. 

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RESPOND TO STUDENTS 100 WORDS EACH
19541

 Clearly define and discuss one of the leadership types addressed in this units’ readings.

2.  Describe a leader who personifies this leadership type. 

3.  What does the leader do that makes them a good fit for this leadership type?

4.  Please use class material to support your answer. 

 

Citation for Work

 

Delegation: The essential leadership skill. (2015, May 1). Accounting Today, 29(5), 12. Retrieved from http://link.galegroup.com.libraryresources.columbiasouthern.edu/apps/doc/A412099055/AONE?u=oran95108&sid=AONE&xid=fcaf6860

 

Benson, D. (2015, September-October). The five fundamental tasks of a transformational leader. Physician Leadership Journal, 2(5), 58+. Retrieved from http://link.galegroup.com.libraryresources.columbiasouthern.edu/apps/doc/A431445071/AONE?u=oran95108&sid=AONE&xid=5201719c

 

Ghasabeh, M. S., Reaiche, C., & Soosay, C. (2015). The Emerging Role of Transformational Leadership. Journal of Developing Areas, 49(6), 459–467. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=108548264&site=ehost-live&scope=site

 

Zareen, M., Razzaq, K., & Mujtaba, B. (2015). Impact of Transactional, Transformational and Laissez-Faire Leadership Styles on Motivation: A Quantitative Study of Banking Employees in Pakistan. Public Organization Review, 15(4), 531–549. https://doi-org.libraryresources.columbiasouthern.edu/10.1007/s11115-014-0287-6

Consider five tasks that must become an everyday part of a transformational leader's personal paradigm--the way he or she does things.

It is easy to get caught up in the day-to-day management stuff. It is easy to spend your time fighting fires. However, no matter how full your inbox, no matter how many people are standing at your door, no matter how many projects or reports or patients or problems or issues fill your day, you need to be continually thinking about five fundamental tasks.

If you are to become a transformational leader, these five tasks need to become the way you do things, the way you think, the way you approach things. Your personal leadership model.

1. Define reality.

2. Articulate the vision.

3. Create alignment.

4. Become a servant.

5. Say "thank you."

DEFINE REALITY--In order to be transformational in your leadership, in order to motivate your people to make the transition and inspire them to hang together while doing so, you must continuously define, discuss and talk about reality--what is happening out there.

Your staff must know and understand the context of your decisions. They must know what is happening. Staff members react negatively to the decisions of their leaders when they do not know and do not understand their context.

How do we define reality? Three thoughts:

1. There is nothing more important for a transformational leader to do than periodic environmental scans--external and internal. An environmental scan is really nothing more than describing what is out there right now and how it might be changing.

What is happening on the health care scene at the global level? What is happening at the national level? At the state level? At the local level? All of this is the external environment. What is happening in the external environment that may be changing the paradigms we are used to?

What is happening at the level of your own board? What is happening in the executive committee? What is happening in the internal environment that may be changing the old familiar paradigms?

Define current reality so that everyone knows the context of your decision making. Then, as a leader, share with your staff how you see this playing out over the next 12 months. What will be the impact on your own little box? Your own paradigm?

2. Help your staff know and understand your board's strategic response to the reality that you are defining. What is the board doing to respond? What decisions are being made by the board? What are its strategies? How does the board's strategic plan respond to current reality? The actions of the board are another reality that you must continually define for your people. The same holds true for the executive committee. If you do not know the answers to these questions about the board and the executive committee, you need to get better connected.

3. Your staff must know and understand why you are doing what you are doing. Your people need to know the what. They also need to know the why. Effective leaders manage meaning more than information. Your staff must know the why.

In order to be a transformational leader at any level, in order to move from one paradigm to the next, you must define reality continually. Not once, but day after day. Week after week. Month after month.

Think about how and when you can do this. Among the forums that can be used are staff meetings, "reality roundtables" or published updates for all staff. Perhaps the CEO, other senior leaders or outside experts can be invited to address your staff. Just pay attention to what is happening all around you.

In many organizations the leaders do not spend enough time on fundamental task No. 1, and then they wonder why the staff is pushing back and is not interested in moving to the next paradigm. Staff members must know and understand the context of your decision-making.

ARTICULATE THE VISION--The transformational leader has to describe where the organization wants to go clearly and continuously. Once again this task, as with all of the fundamental tasks, can relate to the entire organization, your division, your department or your own particular area of responsibility. You must have a vision and be continuously talking about it. You must believe the vision.

Here I am not referring exclusively to your organization's official vision. Rather, also think about your vision for what you, your staff, your division or your organization can accomplish. Your staff must continuously hear you articulating your vision for your area of responsibility.

How do you do this?

1. You must create your vision.

2. You must sell your vision.

3. You must operationalize your vision.

Create Your Vision--What is your vision for your own area of responsibility? It must be compatible with your current and future paradigms. It must be in the context of current reality. It must be consistent with your organization's official vision.

Can you describe where you want your part of the organization to be in two years? Five years? Ten years? Your vision is not a description of where you are now (that is current reality). Rather, a vision is a description of where you want to be. A description of what you believe is possible, what you believe can be done.

Management expert Warren Bennis once stated, "A vision articulates a view of a realistic, credible, attractive future for the organization; a condition that is better in some important ways than what now exists." (1)

Sell Your Vision--After you have created your vision, you must sell your vision. A vision does not mean anything to employees until they are hooked. Health care consultant and lecturer Les Wallace would say you need to connect the dots. Connect the everyday to your vision.

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1. Include your staff in the creation of your vision.

2. Relate current reality to the vision.

3. Be highly visible with your vision.

4. Make the vision a part of everyday conversation.

Your vision statement should be on your walls. Could I walk through your areas and talk with your people and know what your vision is? Your vision statement will tell me where you are going. It will tell me that you are a transformational leader.

Operationalize Your Vision--This means clearly communicating the vision as it relates to each and every organizational effort, problem, opportunity or decision. Everything you do, every decision you make, every problem you address and every opportunity you respond to should be approached with your vision in mind. Will this move us closer to our vision? Your vision should be on the walls of your organization. It should also be in the hearts and minds of your leaders and managers.

One of my larger clinics in Indianapolis was really bogged down. As is often the case, processes were not working well. Staff members were demoralized and tired. They were in a rut and were content to stay there. Nothing much was changing. In spite of my never-ending talk about our vision, the staff at this center did not seem to connect.

Then suddenly one day, the staff seemed to collectively say, "Oh, we get it. Our leaders want us to change. They are describing what they want us to be. We are a long way away. We had better start chasing that vision."

The staff made badges to wear, "Southeast Health Center: Out of the Stone Age." And they went to work. They caught the vision in their minds and hearts. The results were so astounding that the National Association of Community Health Centers published a monograph describing what they accomplished in their clinic.

Why is articulating the vision so important? Because there is power in a vision. The power is there because a vision describes possibility. Health care futurist Lee Kaiser said, "The highest level of leadership is the creation of possibility." (2) Possibility provides power.

Your vision can inspire others to stretch, to look long-range. Your staff performs at one level because they have never thought about the possibility of performing at a higher level.

You have to create your vision. You have to sell your vision. You have to operationalize your vision. And then you must lead using the power of your vision.

CREATE ALIGNMENT--We will never get to where we need to go if we all are going in different directions. We will never successfully make the transition to our next paradigm if we all are going in different directions. Creating alignment is a fundamental task of the transformational leader. It is a critical task in making the transition from the paradigm of the past to the paradigm of the future.

Bennis said, "We must align human resources--creating a sense of shared objectives worthy of people's support--and even dedication. Great organizations inevitably develop around a shared vision." (3)

YOUR AIM IS EXPRESSED IN YOUR MISSION, VISION AND VALUES.

There are three steps to alignment.

1. Set the direction.

2. Chart the course.

3. Talk the walk.

Set the Direction--What is the aim or direction of your organization? Your aim is expressed in your mission, vision and values. Your direction is set by your board. It is described in your mission, your vision, and your values. Your rock-solid foundation. As leaders and managers, you must understand, buy into, and constantly remind your people of your direction.

Chart the Course--We know our aim. We know our vision. Now as transformational leaders committed to alignment, we have to show our people how to get to that vision. We must chart the course. In order to chart the course, we must organize around specific strategies, specific priorities and specific objectives.

At every level, our people must be constantly reminded of our aim, and they must know the course--our objectives. Our objectives must be aligned if we expect our people to be aligned.

Talk the Walk--Alignment is a communications problem, not a design problem. You must be constantly talking with your people. You must help each of your people to understand reality, to share the vision, to internalize your aim and to buy into the course that you have charted. Your goal is for each of your people to be pointed in the same direction. Be alert to which of your people are out of alignment. Be alert to people straying off course. And then, talk the walk. Leadership is about alignment. Alignment is everything.

As John Kotter wrote in the Harvard Business Review, "We don't want to organize people. Rather we want to align people." (4)

BECOME A SERVANT--There are books written about servant leadership. How can you be a servant and a leader at the same time? How does this make you transformational?

By becoming a servant leader, you are recognizing the tremendous and mostly untapped potential of your people. If you can just help them to achieve their potential, think how your organization will be transformed. If you can just get out of their way and give them the support they need, think of what they might accomplish.

You need to be a supportive leader. You need to be a servant leader.

There are four steps to becoming a servant leader:

1. Provide a supportive environment.

2. Walk the talk (not talk the walk, as above).

3. Empower your people.

4. Nurture bottom-up change.

Provide a Supportive Environment--The servant leader is a supportive leader. The question constantly on the servant leader's tongue is, "How can I make things better for you?"

The environment that you create for your people needs to be a supportive environment. Your people need to be confident of your support. Your people need to be confident that they can try new things, take risks, even make mistakes, and you will be supportive.

Effective leaders know that wisdom is the art of knowing what to overlook.

James Kouzes and Barry Posner in their book, The Leadership Challenge, wrote, "Leadership is service. Leaders become servant leaders--not self-serving, but other-serving. The relationship of leaders and constituents has been turned upside down. Or rather, it has been righted." (5)

Walk the Talk--To create alignment, we talk the walk. To be a servant leader, we walk the talk. What does this mean? We talk about living our values. If you are a servant leader, you actually do live the values.

We talk about embracing change. You very visibly embrace change. We talk about demonstrating respect and compassion. You do that every day and in every way.

We talk about being proactive. You choose positive responses consistently. We talk about needing to change yourself on occasion; you actually do when it is necessary. You walk the talk as a servant leader.

When you walk the talk, you are present on the battlefield. You spend your time outside of your office. Possibly one of the single most dramatic things you could do at your organization to increase the effectiveness of your managers would be to eliminate their offices. You can't sit in your office if you do not have one. To be a servant leader you need to be out there on the battlefield every day.

Every action needs to visibly demonstrate a true commitment. You must set the example. When was the last time you were out on the front sidewalk picking up the cigarette butts in front of your facility to create a more pleasing entryway for your patients? When was the last time you were in cleaning up the bathroom for your patients? You must believe in your core values so strongly that you would not even think twice about doing this. You set the example. You go first. You walk the talk. You become a servant.

Another way to walk the talk is to "walk in the moccasins." Spend some time doing the job of one of your people. You cannot fully appreciate what they do until you have walked in their moccasins.

I did that in Indianapolis over a period of several years. I performed every single job in my organization at least a half a day. I learned a ton. Your people will love it. Seeing you sitting there scratching your head. They will respect you more. You will respect them more.

Empower Your Staff--Empowerment is a difficult, confusing, yet important and powerful concept. As a servant leader committed to providing a supportive environment, you are constantly asking your people, "How can I make things better for you?"

As a servant leader committed to empowering your staff, you are constantly asking your people, "How can I help you make things better?" Not how can I make things better for you, but rather how can I help you make things better?

Being a servant leader means recognizing the potential of your people and creating opportunities for them to participate in transforming your organization--choosing and then moving toward the paradigm of the future. The servant leader creates a culture of empowerment. What happens then?

First, a culture of empowerment provides people with the sense that they are at the center of things. They are involved. They are invested.

Second, a culture of empowerment unleashes the talent of other people. Leadership is not about being talented yourself; it is about freeing the talents of others.

Third, a culture of empowerment liberates the leader in everyone. Kouzes and Posner write: "If everyone is a leader (through empowerment), then everyone is responsible for guiding the organization toward its future." Put everyone in charge of something.

What do you, the servant leader, do? You get out of the way. Your empowered people will move your part of the organization forward. And you are not afraid to let them do this because you have already created alignment. Your empowered staff will move you in the direction you need to go.

Nurture Bottom-up Change--Changing from the top down works when things are stable. It is more difficult when you are between paradigms--the unstable transition phase. Here people are resisting change, pushing back.

As a servant leader, encourage your people to make things better. To change whatever needs to be changed. Watch for change occurring at the bottom, nurture it when you see it beginning to happen and go with it whenever it occurs. Don't fret about whether it is a good idea. It probably is. It is likely to be better than what you might have come up with. If it isn't a good idea, that will become clear soon enough.

It has to do with creating alignment, empowering your staff and then getting out of the way. Support the change. Be a servant. Celebrate the triumphs and failures. Your people can "try again in the morning."

Remember this: People don't mind changing. They just mind being changed. If you see people ready to change something, nurture that. Let them do the changing.

SAY "THANK YOU"--This fundamental task initially sounds simple and easy to do. On the contrary, it is not simple at all. In fact, it may be the most profound and important of all five tasks. You need to be profuse but genuine in your thank yous. Your thank yous should be continuous and highly visible.

Being thanked on a regular basis is listed as one of the major satisfiers for employees. There are very few things at work that are more gratifying than a genuine "thank you."

Encourage your providers at the end of the day to go find someone who helped them--front desk, medical records, medical assistant or nurse or even the clinic manager--and thank them for helping on that particular day. Make it a daily habit.

Write down on a piece of paper the number of your direct reports. Add to that the approximate number of people with whom you work closely every day, and those you depend on to get your job done. Now you don't have to write this down, but count how many of these people you have thanked in the past week for helping you. For the most part, we are not very good at this.

Make a list of names of your direct reports and those who help you every day. Put a different name on your calendar for every day this month. And on that day, go thank them. It doesn't have to be for any particular task. It could just be, "I want you to know how much I appreciate all of your help."

By the way, have you ever received an unanticipated note of appreciation from a colleague? I have received a few over the years. What did I do with the note when it arrived? I read it. I read it again. I put it aside for five minutes and read it again. I put it in my tickler file and read it once a month for the next year. I sent a copy to my mother. It really feels good to receive a note of appreciation when you are not expecting it.

Most organizations have formal mechanisms for expressing appreciation. Use them. My most recent position was vice president at AltaMed Health Services in Los Angeles. At AltaMed, we had formal recognition cards. Supervisors or others could formally recognize good performance. A copy went to the employee's personnel file.

We filled out about 250 cards per year. That sounds like a lot, but averaged out to about 1/3 of a card per employee per year. AltaMed employees could anticipate getting formal recognition only once every three years!

Staff appreciation events and other celebrations are good. We should continue. But the personal is best. Don't go home until you have said "thank you" to at least one person.

Think of the five fundamental tasks every day. You need each one to be effective. Build them into your personal leadership philosophy. Make them a part of the way you think and the way you lead.

Dale Benson, MD, CPE, FACPE

Dale Benson, MD, CPE, FACPE, is the former vice president of innovation, quality and practice management, and director of the leadership development institute at AltaMed Health Services in Los Angeles, California.

REFERENCES

(1.) Bennis W and Nanus B. Leaders: Strategies for Taking Charge. New York: Harper and Row, 1986.

(2.) Leland Kaiser, the Kaiser Institute, Brighton, Colorado.

(3.) Bennis W. An Invented Life: Reflections On Leadership And Change. New York: Basic Books, 1994.

(4.) Kotter JP. What Leaders Really Do, Harvard Business Review, December 2001.

(5.) Kouzes J and Posner B. The Leadership Challenge. Hoboken, New Jersey: John Wiley and Sons, 2002.

Source Citation   (MLA 8th Edition)

Benson, Dale. "The five fundamental tasks of a transformational leader." Physician Leadership Journal, Sept.-Oct. 2015, p. 58+. Academic OneFile, http://link.galegroup.com/apps/doc/A431445071/AONE?u=oran95108&sid=AONE&xid=5201719c. Accessed 25 Sept. 2018.

Delegation: The essential leadership skill
 
Accounting Today. 29.5 (May 1, 2015): p12.
Full Text: 

Byline: Roger C. Allred

The ability to delegate is the single most essential leadership skill for organizational growth and for maximizing the productivity of any professional. Even the most brilliant CPAs can only grow their business if there is someone else who can take some of the workload.

A good example would be a CPA who decides to hang out their own shingle. In the beginning, the only billable hours are those the CPA works. If the CPA is sick or takes a vacation, there are no billable hours - no revenue - no cash coming into the business.

In order to grow, the CPA hires employees. The CPA delegates necessary activities to the employees who do not require a license or a special skill. When CPAs have more clients than they can serve, the CPA hires an associate CPA or creates a partnership. Then, the CPA practice expands to an additional office in the next town, and so forth.

This same principle applies to all businesses and organizations. Since the ability to grow is limited by the ability to delegate work, mastering the principles of delegation is critical for every exceptional leader.

Additionally, only those who can effectively delegate can grow within their own organization. Leaders must capitalize on the skills and time of those they lead in order to have the requisite time to strategize, prioritize and innovate. The leader who delegates to competent employees is the leader who gets promoted.

This is an acrostic that I wrote in a book I co-authored with my brother, Russ Allred, titled The Family Business - Power Tools for Survival, Success & Succession.

Determine who should do the job. You have to really know your team and have the ability to hire and retain those who are qualified to do a job that is worthy of your business.

Express confidence in their ability. Since you chose the person to do the job, tell them why you are confident that they will do a good job. A person who feels appreciated will always do more than what is expected.

Let them know what you expect. Exceptional leaders do not throw their employees into deep water and expect them to learn how to swim. Exceptional leaders explain the purpose of the project, offer all the information they will need and answer their questions.

Establish a negotiated deadline. It is unreasonable to assign a deadline without getting input from the person doing the job. Dictating an unrealistic deadline is a sure way to achieve failure.

Get a commitment to the job and the deadline. This step allows everyone involved to confirm what needs to be done and when it needs to be finished. Commitment produces miracles.

Allow them to use their imagination and initiative. When you chose who was going to do the job, you decided that they were qualified. So, get out of their way and let them impress you with what they can do. It might not be the same as you would do it - it might be better.

Train them by following up, not taking over. Follow-up and communication are essential to every delegated duty. Mid-course corrections often need to be made. Collaboration will help you and your employees find a better solution. If your part is to nit-pick, complain and take over, it is you that is the limiting factor in your business.

Express appreciation for actual results. Hollow compliments, because they sound good and make you seem like a nice person, are detrimental to an organization and to your credibility. On the other hand, a genuine compliment that includes details as to why you are complimenting, is one of the most motivating things you can do for your organization and each individual employee.

If you use these principles of delegation, you will be a more effective leader and those you lead will be more satisfied and produce results beyond your expectations. The result will be a growing and more profitable business.

Roger C. Allred, CPA (www.allred10.com), is a management consultant, professional trainer, and a former CFO, COO and CEO. He is also the author of The Family Business: Power Tools for Survival, Success and Succession (Berkley Books, 1997).

Source Citation   (MLA 8th Edition)
"Delegation: The essential leadership skill." Accounting Today, 1 May 2015, p. 12. Academic OneFile, http://link.galegroup.com.libraryresources.columbiasouthern.edu/apps/doc/A412099055/AONE?u=oran95108&sid=AONE&xid=fcaf6860. Accessed 25 Sept. 2018.

Gale Document Number: GALE|A412099055

 

Principles of Management - Week 4 DB - 300 words
19534

Managing Conflict and Stress

*                   Read the following scenario:

o        As the manager of a department, you have noticed a lot of tension and arguments between your employees. The disagreements have been about work and personal issues.

o        Julie has been a model employee for more than a year. In the past month, she has been late to work six times. You have noticed her checking her cell phone for messages very frequently, and she has been visiting non-work-related websites on her computer.

o        Coping with work conflicts such as these has created an increased amount of stress in your life.

*                   Write a paper of approximately 750 words that answers the following questions:

o        How do you identify and approach the different conflicts occurring within your department?

o        On which issues are you going to counsel, manage, and correct the behaviors of your employees? Outline your action plan for Julie. If you feel no action on your part is needed, explain why.

o        How are you going to manage your increased stress?

What policies and procedures can you put into place to help you and your team succeed?

Include a minimum of three sources

Managing Conflict and Stress
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