July 2021 – Page 1360 – Homework Handlers

Adaptive Leadership

July 10, 2021/in Uncategorized /by admin

In Milestone One, you assessed feedback from the employee engagement survey results, comparing and contrasting the results with the Leadership Circle profile. In the Module Two assignment, you completed your individual Leadership Circle profile and developed the personal development plan in your role as the director in the organization, which you reviewed with your manager, the vice president of leadership and learning. The vice president was impressed with the thoroughness of your assessment and sees value in developing your approach into an adaptive leadership toolkit for use by all people leaders in the organization.

The vice president has asked you to develop an adaptive leadership toolkit that will be used as a reference document for leadership improvement by the entire organization. The VP will then share the toolkit youve developed with the chief human resources officer (CHRO).

Prompt
Adaptive Leadership Toolkit Template
Access the Adaptive Leadership Toolkit Template. You will note the similarity of the toolkit template to the GROW model template.

Leadership Competencies
Refer to your Milestone One submission and populate the leadership toolkit template with your recommendations. Then populate the template with the leadership competencies you deem most critical for success.

Desired Future State, Current State, Identified Gap, Action Plan
Populate the remaining columns in the template: desired future state, current state, identified gap, and action plan. As you do so, consider behaviors that need to be addressed for improvement in underperforming areas as identified in the employee engagement survey results.

Desired Future State: Define the future positive rating needed for each survey question identified in your previous assessment. Also provide a two- to three-sentence summary paragraph defining what success in this competency area would look like.

Current State: Define the current positive rating achieved for each survey question identified in your previous assessment. Also provide a two- to three-sentence summary paragraph defining how you would define organizational leaders current behavior that resulted in a lower-than-acceptable rating.

Identified Gap: Identify one to two probable reasons that leadership behaviors need to be addressed to improve overall organizational performance.

Action Plan: Identify one to two actions that will be initiated to close the gap between the current state and the desired future state. Use the SMART process when describing each action.

Guidelines for Submission

To complete this milestone, you must submit the following:

– A complete and formatted adaptive leadership toolkit, using the template provided, that is ready to be rolled out to the entire organization
– An executive summary report, constructed as a Word document of 2 pages, for submission to the vice president; the summary report shall contain the following:
1. A thesis statement summarizing the focus of the paper
2. An introduction to the adaptive leadership toolkit that provides an overview of its structure and a brief description of each section
3. An explanation of the rationale used to select the leadership behaviors identified in the toolkit and how they directly relate to the employee engagement survey results
4. Recommendations on next steps required to roll out the adaptive leadership toolkit to all people leaders in the organization

RUBRIC:
1. Leadership Competencies: Populates template with leadership competencies from Milestone One submission
2. Desired Future State
3. Current State
4. Identified Gap
5. Action Plan
6. Executive Summary Thesis Statement
7. Adaptive Leadership Toolkit Introduction
8. Rationale for Selected Leadership Behaviors
9. Recommendations for Rollout of the Adaptive Leadership Toolkit

3 pages case study – incentives gone wrong at wells fargo

July 10, 2021/in Uncategorized /by admin

Apply the 3-Step Problem-Solving Approach to OB

Use the Organizing Framework and the 3-Step Problem-Solving Approach to help identify inputs, processes, and outcomes relative to this case. Every chapter of your textbook has an Organizing Framework near the end which has been modified to include the concepts from that chapter. Since this case study is most closely related to the concepts in Chapters 5 and 6, you could use the Organizing Framework at the end of either of those chapters as a guide.

Step 1: Define the problem.

Look first to the Outcome box of the Organizing Framework and to help identify the important problem(s) in this case. Remember that a problem is a gap between a desired and current state. State your problem as a gap and be sure to consider problems at all three levels. If more than one desired outcome is not being accomplished, decide which one is most important and focus on it for steps 2 and 3.
Cases have key players, and problems are generally viewed from a particular player’s perspective. You need to determine from whose perspective—employee, manager, team, or the organization—you’re defining the problem. As in other cases, whether you choose the individual or organizational level in this case can make a difference. In this case, you’re asked to assume the role of the new CEO. Write up your analysis as if you are the CEO. How do things look from the CEO’s perspective? How would you address the company?
Use details in the case to determine the key problem. Don’t assume, infer, or create problems that are not explicitly included in the case itself.
To refine your choice, ask yourself, why is this a problem? Explaining why helps refine and focus your thinking. Focus on topics in the current chapter, because we generally select cases that illustrate concepts in the current chapter.

Step 2: Identify causes. Using material from this chapter and summarized in the Organizing Framework, identify what are the causes of the problem you identified in Step 1. Remember, causes tend to appear in either the Inputs or Processes boxes.

Start by looking at the Organizing Framework and determine which person factors, if any, are most likely causes of the defined problem. For each cause, explain why this is a cause of the problem. Asking why multiple times is more likely to lead you to the root causes of the problem. There may be few or no person factors but be sure to consider them. For example, did the attributes of the leaders or other employees contribute to the problems defined in Step 1?
Follow the same process for the situation factors. For each ask yourself, Why is this a cause? For example, leadership at the executive and other levels might have some effect on the problem you defined. Aside from performance management, did other HR practices contribute to the problem? If you agree, which specific practices and why? By following the process of asking why multiple times you are likely to arrive at a more complete and accurate set of causes. Again, look to the Organizing Framework for this chapter for guidance.
Now consider the Processes box in the Organizing Framework. Performance management processes are clearly part of the story, but are any other processes at the individual, group/team, or organizational level that caused your defined problem? For any process you consider, ask yourself, why is this a cause? Again, do this for several iterations to arrive at the root causes.
To check the accuracy or appropriateness of the causes, be sure to map them onto the defined problem and confirm the link, or cause-and-effect connection.

Step 3: Make recommendations for solving the problem, considering whether you want to resolve it, solve it, or dissolve it. Which recommendation is desirable and feasible?

Given the causes identified in Step 2, what are your best recommendations? Use material from the chapter that best suits the cause. Remember to consider the OB in Action and Applying OB boxes, because these contain insights into what others have done.
Be sure to consider the Organizing Framework—both person and situation factors, as well as processes at different levels.
Create an action plan for implementing your recommendations, and be sure your recommendations map onto the causes and resolve the problem.

Medical Terminology Module 2 – Nursing Experts Help

July 10, 2021/in Uncategorized /by admin

Nursing Experts Help is a professional writing service that provides original papers. Our products include academic papers of varying complexity and other personalized services, along with research materials for assistance purposes only. All the materials from our website should be used with proper references.

Unit VIII Course Project1.

July 10, 2021/in Uncategorized /by admin

Conduct an audit of the following safety management system elements at your organization, or an organization with which you are familiar and have access to the required information: SAFETY MANAGEMENT SYSTEM ELEMENTS ANSI/AIHA Z10 SECTIONS COURSE TEXTBOOK CHAPTERS 1. Occupational Health and Safety Management System 3.1.1 82. Occupational Health and Safety Policy 3.1.2 83. Responsibility and Authority 3.1.3 84. Employee Participation 3.2 85. Review Process, Assessment, and Prioritization 4.1, 4.2 96. Risk Assessment 5.1.1 117. Hierarchy of Controls 5.1.2 148. Design Review 5.1.3 159.Management of Change 5.1.3 1910. Procurement 5.1.4 2011. Monitoring and Measurement 6.1 2112. Incident Investigation 6.2 2213. Audits 6.3 2314. Corrective and Preventive Actions 6.4 2315. Feedback to the Planning Process 6.5 2316. Management Review 7.1, 7.2 24 Below you will find some suggested sources for the objective evidence to support your evaluation:  Documents: Organizational safety manuals and instructions, safe operating procedures, and job hazard analyses Records: E-mails or letters from management to employees, safety meeting minutes, mishap logs, audit reports, OSHA citations, inspection reports, risk assessments, and training records. Interviews: Management personnel, supervisors, and employees Observation: Walk through some workplaces to observe conditions for yourself. 2. For each management system element, discuss the objective evidence you found (or were unable to find). Evaluate the effectiveness of the organization’s implementation of each element against available reference sources and best practice information. Use the following five-tier evaluation scheme to rate each element: World Class: OHS performance Strong: Conforming/complete, may have minor gaps with action plans Moderate: Scattered non-conformances need to be addressed, positive trends/major elements in place Significant Non-Conformances Exist: Still needs focus Major Effort Required: Major or systemic non-conformances exist Appropriate references include the course textbook, textbooks from other college-level courses, ANSI/AIHA Z10-2012, other published consensus standards (ANSI, ASSE, AIHA, ISO, NFPA, etc.), OSHA standards and voluntary guidelines, and articles published in professional journals. Blogs, Wikipedia, About.com, Ask.com and other unmonitored Internet resources are not considered scholarly references and should not be used. Please contact your professor if you have any questions about the appropriateness of a reference source. 3. If an element is found to be less than World Class, provide recommendations for improvement. Be sure to use appropriate scholarly reference sources to support your recommendations. 4. Conclude the audit report with a summary of the overall status of the organization’s safety management system. The Course Project must be a minimum of seven pages and a maximum of 10 pages in length, not including the title, abstract, and reference pages. A minimum of five professional references sources must be used.