QUESTION 1Materials Quantity Variance = F, Materials Price Variance = F, Labor Efficiency Variance = F, Labor Rate Variance = F. Which of the following is the most likely scenario for these variances? The purchasing manager is doing a good job of finding quality materials at discounted prices. The materials hold up very well in production. The employees are well trained, properly supervised, and their skills properly match the jobs to which they are assigned, which allows for expectations to be consitently exceeded. The purchasing manager is finding low cost materials but their low quality may be contributing to excess waste during production. The employees are well trained, properly supervised, and their skills properly match the jobs to which they are assigned, which allows for expectations to be consistently exceeded. Unforeseen events caused a spike in the cost of raw materials, but fortunately the quality of the materials was not compromised. The employees are well trained, properly supervised, and their skills properly match the jobs to which they are assigned, which allows for expectations to be consistently exceeded. The purchasing manager is doing a good job of finding quality materials at discounted prices. The materials hold up well in production. No problems in the purchasing department. But just days ago, the owner’s nephew took over as production manager. He has no experience and fired some good workers to hire his friends at ridiculously high wages. The factory floor has turned into a zoo. Thank goodness the equipment and procedures in place are sound.2 pointsQUESTION 2Materials Quantity Variance = F or no variance, Materials Price Variance = U, Labor Efficiency Variance = F, Labor Rate Variance = F. Which of the following is the most likely scenario for these variances? The purchasing manager is doing a good job of finding quality materials at discounted prices. The materials hold up adequately in production. The employees are well trained, properly supervised, and their skills properly match the jobs to which they are assigned, which allows for expectations to be consistently exceeded. The purchasing manager is finding low cost materials but their low quality may be contributing to excess waste during production. The employees are well trained, properly supervised, and their skills properly match the jobs to which they are assigned, which allows for expectations to be consistently exceeded. Unforeseen events caused a spike in the cost of raw materials, but fortunately the quality of the materials was not compromised. The employees are well trained, properly supervised, and their skills properly match the jobs to which they are assigned, which allows for expectations to be consistently exceeded. The production manager and the employees in the factory have won numerous company awards for innovation, efficiency, and many cost saving ideas. The purchasing manager was recently fired for awarding contracts to friends at exorbitant costs in exchange inferior raw materials.2 pointsQUESTION 3Materials Quantity Variance = U, Materials Price Variance = F, Labor Efficiency Variance = F, Labor Rate Variance = F. Which of the following is the most likely scenario for these variances? The purchasing manager is doing a good job of finding quality materials at discounted prices. The materials hold up adequately in production. The employees are well trained, properly supervised, and their skills properly match the jobs to which they are assigned, which allows for expectations to be consistently exceeded. This company seems to be losing control of the manufacturing process. Materials purchased are overpriced and do not hold up well in production. Employee wages are above the standard, indicating either unplanned overtime was needed or higher skilled workers are doing jobs below their pay grade. Poor materials, poor supervision, and equipment breakdowns have required more direct labor hours than the standard budgeted. Unforeseen events caused a spike in the cost of raw materials, but fortunately the quality of the materials was not compromised. The employees are well trained, properly supervised, and their skills properly match the jobs to which they are assigned, which allows for expectations to be consistently exceeded. One of the machines in the factory was not working properly and destroyed thousands of dollars of raw materials before it could be repaired. Other than that one glitch, the purchasing department exceeds expectations and its competent; the manufacturing employees similarly are top notch and well managed, continually surpassing expectations.2 pointsQUESTION 4Materials Quantity Variance = U, Materials Price Variance = U, Labor Efficiency Variance = F, Labor Rate Variance = F. Which of the following is the most likely scenario for these variances? One of the machines in the factory was not working properly and destroyed thousands of dollars of raw materials before it could be repaired. Other than that one glitch, the purchasing department exceeds expectations and its competent; the manufacturing employees similarly are top notch and well managed, continually surpassing expectations. The production manager and the employees in the factory have won numerous company awards for innovation, efficiency, and many cost saving ideas. The purchasing manager was recently fired for awarding contracts to friends at exorbitant costs in exchange inferior raw materials. This company seems to be losing control of the manufacturing process. Materials purchased are overpriced and do not hold up well in production. Employee wages are above the standard, indicating either unplanned overtime was needed or higher skilled workers are doing jobs below their pay grade. Poor materials, poor supervision, and equipment breakdowns have required more direct labor hours than the standard budgeted. Unforeseen events caused a spike in the cost of raw materials, but fortunately the quality of the materials was not compromised. The employees are well trained, properly supervised, and their skills properly match the jobs to which they are assigned, which allows for expectations to be consistently exceeded.2 pointsQUESTION 5Materials Quantity Variance = F, Materials Price Variance = F, Labor Efficiency Variance = F, Labor Rate Variance = U. The philosophy of the company is that cheap labor makes the world go ’round. If an employee’s wages can be cut, they will be. The purchasing and production manager salaries are kept at 20% below comparable positions in the area, with frequent unexpected reductions for punitive measures. The idea is that savings on salaries and wages will translate to higher profits. In reality, it has resulted in low morale and a poor work ethic that has permeated the company. Employees cut corners whenever possible and are not committed to advancing company interests. This company is doing well and expanding into more advanced technological fields. They recently upgraded the production process by hiring highly qualified candidates and by offering advanced training for existing employees, which upgraded their pay. These moves were more costly than planned. The purchasing manager is doing a good job of finding quality materials at discounted prices. The materials hold up very well in production. The employees are well trained, properly supervised and will be ready to take on more difficult and sophisticated work when the expansion is complete. One of the machines in the factory was not working properly and destroyed thousands of dollars of raw materials before it could be repaired. Other than that one glitch, the purchasing department exceeds expectations and is competent; the manufacturing employees similarly are top notch and well managed, continually surpassing expectations. Unforeseen events caused a spike in the cost of raw materials, but fortunately the quality of the materials was not compromised. The employees are well trained, properly supervised, and their skills properly match the jobs to which they are assigned, which allows for expectations to be consistently exceeded.2 pointsQUESTION 6Materials Quantity Variance = F, Materials Price Variance = F, Labor Efficiency Variance = U, Labor Rate Variance = U. Which of the following is the most likely scenario for these variances? This company is doing well and expanding into more advanced technological fields. They recently upgraded the production process by hiring highly qualified candidates and by advanced training for existing employees, which upgraded their pay. These moves were more costly than planned. The purchasing manager is doing a good job of finding quality materials at discounted prices. The materials hold up exceedingly well in production. The employees are well trained, properly supervised and will be ready to take on more difficult and sophisticated work when the expansion is complete. The production manager and the employees in the factory have won numerous company awards for innovation, efficiency, and many cost saving ideas. The purchasing manager was recently fired for awarding contracts to friends at exorbitant costs in exchange for inferior raw materials. This company is putting all its resources into high tech production equipment that streamlines the manufacturing process to both produce a superior product and use raw materials that other firms routinely discard. Some amazing deals on materials picked up at the dump and recycling locations have been found in the last weeks. The new machines almost never create waste or break down, providing even better than expected results. As a result of the high capital expenditures on equipment, the company has not invested in its employees and morale is low. Employees call in sick at the last minute, upsetting production schedules. Retaining highly skilled workers is tough and bonuses were hastily distributed to keep some of the top performers from jumping ship. Unforeseen events caused a spike in the cost of raw materials, but fortunately the quality of the materials was not compromised. The employees are well trained, properly supervised, and their skills properly match the jobs to which they are assigned, which allows for expectations to be consistently exceeded.2 pointsQUESTION 7Materials Quantity Variance = U, Materials Price Variance = U, Labor Efficiency Variance = U, Labor Rate Variance = F. Which of the following is the most likely scenario for these variances? The philosophy of the company is that cheap labor makes the world go ’round. If an employee’s wages can be cut, they will be. The purchasing and production manager salaries are kept at 20% below comparable positions in the area, with frequent unexpected reductions for punitive measures. The idea is that savings on salaries and wages will translate to higher profits. In reality, it has resulted in low morale and a poor work ethic that has permeated the company. Employees cut corners whenever possible and are not committed to advancing company interests. Unforeseen events caused a spike in the cost of raw materials, but fortunately the quality of the materials was not compromised. The employees are well trained, properly supervised, and their skills properly match the jobs to which they are assigned, which allows for expectations to be consistently exceeded. The purchasing manager is finding low cost materials but their low quality may be contributing to excess waste during production. The employees are well trained, properly supervised, and their skills properly match the jobs to which they are assigned, which allows for expectations to be consistently exceeded. This company is doing well and expanding into more advanced technological fields.They recently upgraded the production process by hiring highly qualified candidates and by advanced training for existing employees. These moves were more costly than planned. The purchasing manager is doing a good job of finding quality materials at discounted prices. The materials hold up exceedingly well in production. The employees are well trained, properly supervised and will be ready to take on more difficult and sophisticated work when the expansion is complete.2 pointsQUESTION 8Materials Quantity Variance = U, Materials Price Variance = F, Labor Efficiency Variance = U, Labor Rate Variance = U. Which of the following is the most likely scenario for these variances? The purchasing manager is doing a good job of finding quality materials at discounted prices. The materials hold up very well in production. No problems in the purchasing department. But just days ago, the owner’s nephew took over as production manager. He has no experience and fired some good workers to hire his friends at ridiculously high wages. The factory floor has turned into a zoo. Thank goodness the equipment and procedures in place are sound. Buying cheap material that looked like a ‘steal’ seemed like a good idea at the time. But it has been nothing but headaches. There is a much higher degree of waste and product must be re-worked, requiring both extra hours from employees and even expensive overtime. The philosophy of the company is that cheap labor makes the world go ’round. If an employee’s wages can be cut, they will be. The purchasing and production manager salaries are kept at 20% below comparable positions in the area, with frequent unexpected reductions for punitive measures. The idea is that savings on salaries and wages will translate to higher profits. In reality, it has resulted in low morale and a poor work ethic that has permeated the company. Employees cut corners whenever possible and are not committed to advancing company interests. This company is doing well and expanding into more advanced technological fields. They recently upgraded the production process by hiring highly qualified candidates and by advanced training for existing employees. These moves were more costly than planned. The purchasing manager is doing a good job of finding quality materials at discounted prices. The materials hold up exceedingly well in production. The employees are well trained, properly supervised and will be ready to take on more difficult and sophisticated work when the expansion is complete.2 pointsQUESTION 9Materials Quantity Variance = F, Materials Price Variance = F, Labor Efficiency Variance = U, Labor Rate Variance = U. Which of the following is the most likely scenario for these variances? The purchasing manager is doing a good job of finding quality materials at a discounted price. The materials hold up very well in production. No problems in the purchasing department. But just days ago, the owner’s nephew took over as production manager. He has no experience and fired some good workers to hire his friends at ridiculously high wages. The factory floor has turned into a zoo. Thank goodness the equipment and procedures in place are sound. Unforeseen events caused a spike in the cost of raw materials, but fortunately the quality of the materials was not compromised. The employees are well trained, properly supervised, and their skills properly match the jobs to which they are assigned, which allows for expectations to be consistently exceeded. The philosophy of the company is that cheap labor makes the world go ’round. If an employee’s wages can be cut, they will be. The purchasing and production manager salaries are kept at 20% below comparable positions in the area, with frequent unexpected reductions for punitive measures. The idea is that savings on salaries and wages will translate to higher profits. In reality, it has resulted in low morale and a poor work ethic that has permeated the company. Employees cut corners whenever possible and are not committed to advancing company interests. Buying cheap material that looked like a ‘steal’ seemed like a good idea at the time. But it has been nothing but headaches. There is a much higher degree of waste and product must be re-worked, requiring both extra hours from employees and even expensive overtime.2 pointsQUESTION 10Materials Quantity Variance = U, Materials Price Variance = U, Labor Efficiency Variance = U, Labor Rate Variance = U. Which of the following is the most likely scenario for these variances? Buying cheap material that looked like a ‘steal’ seemed like a good idea at the time. But it has been nothing but headaches. There is a much higher degree of waste and product must be re-worked, requiring both extra hours from employees and even expensive overtime. The production manager and the employees in the factory have won numerous company awards for innovation, efficiency, and many cost saving ideas. The purchasing manager was recently fired for awarding contracts to friends at exorbitant costs in exchange inferior raw materials. One of the machines in the factory was not working properly and destroyed thousands of dollars of raw materials before it could be repaired. Other than that one glitch, the purchasing department exceeds expectations and its competent; the manufacturing employees similarly are top notch and well managed, continually surpassing expectations. This company seems to be losing control of the manufacturing process. Materials purchased are overpriced and do not hold up well in production. Employee wages are above the standard, indicating either unplanned overtime was needed or higher skilled workers are doing jobs below their pay grade. Poor materials, poor supervision, and equipment breakdowns have required more direct labor hours than the standard budgeted.

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Organizational Foundations Please answer these1.     A description of your selected organization’s mission, vision, and values. 2.     Describe relevant data, or artifacts, words, and actions of leaders and others in the organization that support, or perhaps appear to contradict the organization’s mission, vision, and values statement.3.      In addition, discuss the organization’s culture and its climate, differentiating between the two.4.      Explain why examining these matters is significant to your role as a nurse leader.5.     Summary/Conclusion about Organizational Foundations. *Kindly follow APA format for the citation and references! References should be between the period of 2011 and 2016.*Make heading each question, so I need 5 headings that address the 5 questions above.  Organizational FoundationsAs you strive to grow in your leadership skills and abilities, you will find that the context in which you work influences your motivation and areas of focus. In a similar vein, your commitment to developing professionally can contribute toward organizational effectiveness.To that end, it is critical to recognize the importance of organizational culture and climate. In particular, through this week’s Learning Resources, you may consider several questions: How do an organization’s mission, vision, and values relate to its culture? What is the difference between culture and climate? Moreover, how are culture and climate manifested within the organization?For this Discussion, you explore the culture and climate of your current organization or one with which you are familiar. You also consider decisions and day-to-day practices and the way they relate to the organization’s mission, vision, and values.To prepare:·         Review the information related to planning and decision making in health care organizations presented in the textbook, Leadership Roles and Management Functions in Nursing: Theory and Application.Consider how planning and decision making relate to an organization’s mission, vision, and values, as well as its culture and its climate.·         Familiarize yourself with the mission, vision, and values of your organization or one with which you are familiar. Consider how the statements and actions of leaders and others within the organization support or demonstrate the organizational mission, vision, and values. In addition, note any apparent discrepancies between word and deed. Think about how this translates into expectations for direct service providers. Note any data or artifacts that seem to indicate whether behaviors within the organization are congruent with its mission, vision, and values.·         Begin to examine and reflect on the culture and climate of the organization. How do culture and climate differ?·         Why is it important for you, as a master’s-prepared nurse leader, to be cognizant of these matters? Required ResourcesReadings·         Marquis, B. L., & Huston, C. J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.o    Chapter 1, “Decision Making, Problem Solving, Critical Thinking: Requisites for Successful Leadership and Management, and Clinical Reasoning”  Chapter 1 provides information relevant to this week’s Discussion and serves as a foundation for topics explored in future weeks of the course. The authors note that decision making, problem solving, critical thinking, and critical reasoning are integral to both leadership and management and beneficial as one examines leadership and management issues. As you read this chapter, focus primarily on the “Decision Making in Organizations” section.o    Chapter 7, “Strategic and Operational Planning”  This chapter introduces planning and highlights some of the trends that are likely to impact health care organizations now and in the future. It also addresses vision and mission statements, which are essential for guiding planning and decision making in health care settings.o    Chapter 12, “Organizational Structure”§  “Organizational Culture” (pp. 260–286) This section of the chapter addresses organizational culture.·         Bellot, J. (2011). Defining and assessing organizational culture. Nursing Forum, 46(1), 29–37. This article examines organizational culture as a construct. It explores how organizational culture is unique to every workplace.·         Business Dictionary.com.(2013) Organizational culture: Definition. Retrieved fromhttp://www.businessdictionary.com/definition/organizational-culture.html·         Collins, J. C., & Porras, J. I. (1996). Building your company’s vision. Harvard Business Review, 74(5), 65–77. This seminal article helped to pave the way for understanding why a company’s vision is so important. By focusing on its vision, a company can guarantee that its core values and purpose remain fixed while its strategies and methods are adapted to accommodate the changing environment.·         Nelson, W. A., & Gardent, P. B. (2011). Organizational values statements. Healthcare Executive, 26(2), 56–59.  This article focuses on the impact that organizational values statements have on an organization’s mission. For employees to follow value statements, leaders must effectively model those values day in and day out.·         Plath, D. (2013). Organizational processes supporting evidence-based practice. Administration in Social Work, 37(2), 171-188. doi:10.1080/03643107.2012.672946  Abstract: A case study illustrates the implementation of evidence-based practice (EBP) as an organizational change process. A systemic process, reliant on executive leadership and organizational culture, facilitates implementation of EBP. Qualitative findings suggest that effective EBP implementation requires engagement of staff across the organization. The development of communities of practice and other strategies to engage staff, including a model for organizational analysis, assists preparation for EBP implementation.·         Rai, G. S. (2013). Job satisfaction among long-term care staff: Bureaucracy isn’t always bad.Administration in Social Work, 37(1), 90-99. doi:10.1080/03643107.2012.657750Abstract: The study investigated the influence of role conflict, workload, centralization, and formalization on job satisfaction of long-term care staff. Regression analysis revealed that role conflict, workload, centralization, and formalization together contributed 40.0% variance in job satisfaction. Role conflict and workload decrease job satisfaction while centralization and formalization increase it.·         Watkins, M. (2013, May). What is organizational culture? Retrieved from https://hbr.org/2013/05/what-is-organizational-culture This site offers several descriptions of organizational culture. These perspectives provide the kind of holistic, nuanced view of organizational culture that is needed by leaders in order to truly understand their organizations — and to have any hope of changing them for the better. Online AssessmentsNote: Results from the following assessment are required for the course.·         Keirsey Temperament Sorter (KTS-II). (n.d.). Retrieved from http://www.keirsey.com/ Please complete the online assessment and receive a free mini report. Additional, more extensive reports are available for purchase and are optional. You should complete the Keirsey Temperament Sorter assessment early in the course so you will be prepared to discuss the results in Week 9.Media·         Laureate Education, Inc. (Executive Producer). (2012e). Foundations of an organization and organizational assessment. Baltimore, MD: Author. In this week’s media presentation, experts from a diverse group of health care organizations share insights on how an organization’s mission, vision, and values influence its daily practices. Please click on the following links for the media transcripts:o    Program A Transcript (PDF)o    Program B Transcript (PDF)o    Program C Transcript (PDF)o    Program D Transcript (PDF)o    Program E Transcript (PDF)o    Program F Transcript (PDF) ·         Laureate Education, Inc. (Executive Producer). (2012c). Factors that influence organizational cultures: Coastal Medical Associates, Salisbury, MA. Baltimore, MD: Author. Note: The approximate length of this media piece is 6 minutes. This week’s media pieces provide a glimpse into three very different health care organizations. The experts share the mission, vision, and values of their organization and the focus of the organization (teaching, research, patient care) and discuss how this influences the organizational structure.  In addition to watching this media, you are strongly encouraged to view the “Stories from Skid Row” video from Union Rescue Mission, located in this week’s Optional Resources. Laureate Education, Inc. (Executive Producer). (2012d). Factors that influence organizational cultures: Huntington Hospital, Pasadena, CA. Baltimore, MD: Author. Optional ResourcesYou may find the following online assessments useful as you proceed through the course:Appraisal 360. (n.d.). Retrieved from http://www.appraisal360.co.uk/HumanMetrics. (n.d.). Jung Typology Test. Retrieved from http://www.humanmetrics.com/cgi-win/jtypes2.aspLeadership-Tools.com. (2012). 360 degree feedback leadership tool. Retrieved fromhttp://www.leadership-tools.com/360-degree-feedback-leadership.htmlUnion Rescue Mission. (Executive Producer). (2012). Stories from Skid Row [Video file]. Retrieved from http://urm.org/solution/stories-from-skid-row/   Please answer these questions for my assignment! 1.     A description of your selected organization’s mission, vision, and values. 2.     Describe relevant data, or artifacts, words, and actions of leaders and others in the organization that support, or perhaps appear to contradict the organization’s mission, vision, and values statement.3.      In addition, discuss the organization’s culture and its climate, differentiating between the two.4.      Explain why examining these matters is significant to your role as a nurse leader.5.     Summary/Conclusion about Organizational Foundations. *Kindly follow APA format for the citation and references! References should be between the period of 2011 and 2016.*Make heading on each paragraph correspond to each question , so I need 5 headings that address the 5 questions above.  Organizational FoundationsAs you strive to grow in your leadership skills and abilities, you will find that the context in which you work influences your motivation and areas of focus. In a similar vein, your commitment to developing professionally can contribute toward organizational effectiveness.To that end, it is critical to recognize the importance of organizational culture and climate. In particular, through this week’s Learning Resources, you may consider several questions: How do an organization’s mission, vision, and values relate to its culture? What is the difference between culture and climate? Moreover, how are culture and climate manifested within the organization?For this Discussion, you explore the culture and climate of your current organization or one with which you are familiar. You also consider decisions and day-to-day practices and the way they relate to the organization’s mission, vision, and values.To prepare:·         Review the information related to planning and decision making in health care organizations presented in the textbook, Leadership Roles and Management Functions in Nursing: Theory and Application.Consider how planning and decision making relate to an organization’s mission, vision, and values, as well as its culture and its climate.·         Familiarize yourself with the mission, vision, and values of your organization or one with which you are familiar. Consider how the statements and actions of leaders and others within the organization support or demonstrate the organizational mission, vision, and values. In addition, note any apparent discrepancies between word and deed. Think about how this translates into expectations for direct service providers. Note any data or artifacts that seem to indicate whether behaviors within the organization are congruent with its mission, vision, and values.·         Begin to examine and reflect on the culture and climate of the organization. How do culture and climate differ?·         Why is it important for you, as a master’s-prepared nurse leader, to be cognizant of these matters? Required ResourcesReadings·         Marquis, B. L., & Huston, C. J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.o    Chapter 1, “Decision Making, Problem Solving, Critical Thinking: Requisites for Successful Leadership and Management, and Clinical Reasoning”  Chapter 1 provides information relevant to this week’s Discussion and serves as a foundation for topics explored in future weeks of the course. The authors note that decision making, problem solving, critical thinking, and critical reasoning are integral to both leadership and management and beneficial as one examines leadership and management issues. As you read this chapter, focus primarily on the “Decision Making in Organizations” section.o    Chapter 7, “Strategic and Operational Planning”  This chapter introduces planning and highlights some of the trends that are likely to impact health care organizations now and in the future. It also addresses vision and mission statements, which are essential for guiding planning and decision making in health care settings.o    Chapter 12, “Organizational Structure”§  “Organizational Culture” (pp. 260–286) This section of the chapter addresses organizational culture.·         Bellot, J. (2011). Defining and assessing organizational culture. Nursing Forum, 46(1), 29–37. This article examines organizational culture as a construct. It explores how organizational culture is unique to every workplace.·         Business Dictionary.com.(2013) Organizational culture: Definition. Retrieved fromhttp://www.businessdictionary.com/definition/organizational-culture.html·         Collins, J. C., & Porras, J. I. (1996). Building your company’s vision. Harvard Business Review, 74(5), 65–77. This seminal article helped to pave the way for understanding why a company’s vision is so important. By focusing on its vision, a company can guarantee that its core values and purpose remain fixed while its strategies and methods are adapted to accommodate the changing environment.·         Nelson, W. A., & Gardent, P. B. (2011). Organizational values statements. Healthcare Executive, 26(2), 56–59.  This article focuses on the impact that organizational values statements have on an organization’s mission. For employees to follow value statements, leaders must effectively model those values day in and day out.·         Plath, D. (2013). Organizational processes supporting evidence-based practice. Administration in Social Work, 37(2), 171-188. doi:10.1080/03643107.2012.672946  Abstract: A case study illustrates the implementation of evidence-based practice (EBP) as an organizational change process. A systemic process, reliant on executive leadership and organizational culture, facilitates implementation of EBP. Qualitative findings suggest that effective EBP implementation requires engagement of staff across the organization. The development of communities of practice and other strategies to engage staff, including a model for organizational analysis, assists preparation for EBP implementation.·         Rai, G. S. (2013). Job satisfaction among long-term care staff: Bureaucracy isn’t always bad.Administration in Social Work, 37(1), 90-99. doi:10.1080/03643107.2012.657750Abstract: The study investigated the influence of role conflict, workload, centralization, and formalization on job satisfaction of long-term care staff. Regression analysis revealed that role conflict, workload, centralization, and formalization together contributed 40.0% variance in job satisfaction. Role conflict and workload decrease job satisfaction while centralization and formalization increase it.·         Watkins, M. (2013, May). What is organizational culture? Retrieved from https://hbr.org/2013/05/what-is-organizational-culture This site offers several descriptions of organizational culture. These perspectives provide the kind of holistic, nuanced view of organizational culture that is needed by leaders in order to truly understand their organizations — and to have any hope of changing them for the better. Online AssessmentsNote: Results from the following assessment are required for the course.·         Keirsey Temperament Sorter (KTS-II). (n.d.). Retrieved from http://www.keirsey.com/ Please complete the online assessment and receive a free mini report. Additional, more extensive reports are available for purchase and are optional. You should complete the Keirsey Temperament Sorter assessment early in the course so you will be prepared to discuss the results in Week 9.Media·         Laureate Education, Inc. (Executive Producer). (2012e). Foundations of an organization and organizational assessment. Baltimore, MD: Author. In this week’s media presentation, experts from a diverse group of health care organizations share insights on how an organization’s mission, vision, and values influence its daily practices. Please click on the following links for the media transcripts:o    Program A Transcript (PDF)o    Program B Transcript (PDF)o    Program C Transcript (PDF)o    Program D Transcript (PDF)o    Program E Transcript (PDF)o    Program F Transcript (PDF) ·         Laureate Education, Inc. (Executive Producer). (2012c). Factors that influence organizational cultures: Coastal Medical Associates, Salisbury, MA. Baltimore, MD: Author. Note: The approximate length of this media piece is 6 minutes. This week’s media pieces provide a glimpse into three very different health care organizations. The experts share the mission, vision, and values of their organization and the focus of the organization (teaching, research, patient care) and discuss how this influences the organizational structure.  In addition to watching this media, you are strongly encouraged to view the “Stories from Skid Row” video from Union Rescue Mission, located in this week’s Optional Resources. Laureate Education, Inc. (Executive Producer). (2012d). Factors that influence organizational cultures: Huntington Hospital, Pasadena, CA. Baltimore, MD: Author. Optional ResourcesYou may find the following online assessments useful as you proceed through the course:Appraisal 360. (n.d.). Retrieved from http://www.appraisal360.co.uk/HumanMetrics. (n.d.). Jung Typology Test. Retrieved from http://www.humanmetrics.com/cgi-win/jtypes2.aspLeadership-Tools.com. (2012). 360 degree feedback leadership tool. Retrieved fromhttp://www.leadership-tools.com/360-degree-feedback-leadership.htmlUnion Rescue Mission. (Executive Producer). (2012). Stories from Skid Row [Video file]. Retrieved from http://urm.org/solution/stories-from-skid-row/

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