6-4 Project Part One: Planning Document Submission

/in /by

1

SCI 200 Project Part One Guidelines and Rubric

Overview

Basic scientific literacy is essential for understanding real-world applications of the natural sciences. As a consumer and voter, you will be faced with issues that require a basic understanding of science. For example, you might ask yourself the following questions: How can genetically modified foods affect my health? Should scientists be held liable for not predicting earthquakes that led to human casualties, as they were in Italy in 2012? Is anthropogenic climate change real? Is fracking a concern where I live? Because of the prevalence of natural science issues such as these, it is important to understand basic natural science concepts and how they impact our daily lives. The project for this course has two parts. In Part One, you will conduct a research investigation that examines an issue in the natural sciences. You will identify appropriate resources for investigating the issue you select, use these resources to develop a question related to the issue, and apply natural science principles to the issue and question. In addition, you will identify an audience who would be interested in the selected issue. In Part Two, you will develop a presentation for the audience you identified in Part One. In your presentation, you will explain how scientific thinking has impacted you and your audience, supporting your claims with evidence. Part One of this project addresses the following course outcomes:

 Illustrate the impact of scientific thinking on personal and professional experiences

 Select appropriate and relevant science resources in investigating contemporary issues in the natural sciences

 Communicate effectively to specific audiences in examining fundamental aspects of the natural world

 Apply essential principles of the natural sciences in addressing critical questions related to the natural world

Prompt

Select a contemporary issue in the natural sciences to investigate. You may select an issue that was discussed in the course, or you may select your own, with instructor approval. You could consider using your topic and question from Perspectives in the Natural Sciences if they are something you would like to investigate further for this project. After selecting an issue, you will conduct a research investigation, identifying appropriate resources for researching the issue, developing a question related to the issue, and applying principles of natural science to your issue and question. You will submit your planning document as a written report.

 

 

 

2

Specifically, the following critical elements must be addressed:

I. Introduction: In this section, you will discuss your natural science issue and select resources that you can use to research the issue. This will lead you to the development of a research question related to your issue. Specifically, you should:

a. Describe the issue in the natural sciences that you have selected to investigate. Why is this issue significant? b. Describe at least three science resources that you could use to investigate the issue you selected. Your sources must be relevant to your issue

and must be of an academic nature appropriate for the issue. In your description, consider questions such as: What are the similarities and differences in the content of your sources? What makes them appropriate and relevant for investigating your issue? What was your thought process when you were searching for sources? How did you make choices?

c. Based on your review of science resources, develop a specific question related to the issue you selected. In other words, what would you like to know more about?

II. Body: In this section, you will use the natural science resources that you selected to investigate your question, focusing on an appropriate audience and

the scientific principles related to the issue. Make sure to cite your sources. Based on your research: a. Identify an audience that would be interested in your issue and the question you developed. For example, who would benefit most from hearing

your message, or who could best help in addressing the issue? b. Describe how and why you can tailor your message to your audience, providing specific examples. For example, will your audience understand

scientific terminology and principles, or will you need to explain them? How will you communicate effectively with your audience? c. Identify the natural science principle(s) that apply to your question and issue. For example, if your issue is global climate change, the principle

you might identify is that the sun is the primary source of energy for Earth’s climate system. d. Explain how the principle(s) you identified apply to your issue and question. In other words, how are the natural science principle(s) you

identified relevant to your question and issue?

III. Conclusion: In this section, you will conclude your research investigation by discussing future directions for the debate on your issue. Specifically, you should:

a. Formulate a hypothesis that addresses the question you developed. Make sure your hypothesis is based on your investigation of your question. b. Explain how a natural scientist would go about collecting evidence to support or refute the hypothesis you formulated. In other words, what

would the next steps be if a natural scientist were to continue researching your hypothesis? Make sure to support your response with the natural science resources that you selected.

IV. Provide a reference list that includes all of the science resources you used to investigate your issue and question. Ensure that your list is formatted

according to current APA guidelines (or another format, with instructor permission).

 

 

 

 

3

Project Part One Rubric

Guidelines for Submission: Your planning document should be 3–5 pages, double spaced, with 12-point Times New Roman font and one-inch margins. You should use current APA guidelines (or another format approved by your instructor) for your citations and reference list.

Critical Elements Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value

Introduction: Issue

Meets “Proficient” criteria, and description is exceptionally clear and contextualized

Describes selected issue in natural sciences and its significance

Describes selected issue in natural sciences and its significance but with gaps in detail or clarity

Does not describe selected issue in natural sciences and its significance

9.5

Introduction: Science Resources

 

Meets “Proficient” criteria, and description of resources demonstrates strong understanding of information needed to investigate issues in the natural sciences

Describes at least three relevant and appropriate science resources that could be used to investigate selected issue

Describes at least three science resources that could be used to investigate selected issue but with gaps in appropriateness, relevance, or detail

Does not describe at least three science resources that could be used to investigate selected issue

9.5

Introduction: Specific Question

 

Meets “Proficient” criteria, and response demonstrates insight into connection between research and question

Develops specific question related to selected issue and based on review of science resources

Develops specific question related to selected issue, but question is not based on review of science resources

Does not develop specific question related to selected issue

9.5

Body: Audience

Meets “Proficient” criteria, and identification of audience demonstrates insight into issue and question

Identifies an audience that would be interested in issue and question, citing source(s)

Identifies an audience, but audience is not appropriate for issue and question, or there are gaps in citation

Does not identify an audience 9.5

Body: Message

Meets “Proficient” criteria, and response demonstrates sophisticated understanding of how to effectively communicate with specific audience

Describes how and why message can be tailored to audience, providing specific examples and citing source(s)

Describes how and why message can be tailored to audience but with gaps in examples or citation

Does not describe how and why message can be tailored to audience

9.5

Body: Identify Principle(s)

 

Meets “Proficient” criteria, and response demonstrates insight into essential natural science principles

Identifies natural science principle(s) that apply to issue and question, citing source(s)

Identifies natural science principle(s) that apply to issue and question but with gaps in accuracy or citation

Does not identify natural science principle(s) that apply to issue and question

9.5

Body: Explain Principle(s)

 

Meets “Proficient” criteria, and response demonstrates insight into essential natural science principles

Explains how identified principle(s) apply to issue and question, citing source(s)

Explains how identified principle(s) apply to issue and question but with gaps in detail, clarity, or citations

Does not explain how identified principle(s) apply to issue and question

9.5

 

 

 

4

Critical Elements Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value

Conclusion: Hypothesis

 

Meets “Proficient” criteria, and response demonstrates understanding of scientific thinking

Formulates hypothesis that addresses question and is based on investigation of question

Formulates hypothesis that addresses question, but hypothesis is not based on investigation of question

Does not formulate hypothesis that addresses question

9.5

Conclusion: Natural Scientist

 

Meets “Proficient” criteria, and response demonstrates understanding of scientific thinking

Explains how a natural scientist would go about collecting evidence to support or refute hypothesis

Explains how a natural scientist would go about collecting evidence to support or refute hypothesis, but explanation has gaps in clarity, detail, or logic

Does not explain how a natural scientist would go about collecting evidence to support or refute hypothesis

9.5

Reference List

Provides reference list that includes all science resources used to investigate issue and question, and list is formatted according to current APA guidelines (100%)

Provides reference list that includes all science resources used to investigate issue and question, but list has gaps in adherence to current APA formatting guidelines

Does not provide reference list that includes all science resources used to investigate issue and question

9.5

Articulation of Response

Submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy-to- read format

Submission has no major errors related to citations, grammar, spelling, syntax, or organization

Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas

Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas

5

Literature Review Research Matrix

/in /by

Literature Review Research Matrix

Please note that the first row of data is meant as an example. Please read the example article (Garriott, Hudyma, Keene, & Santiago, 2015) as a guide for how to dissect each article assigned.

 

Reference Main Themes/

Constructs

 Research Question(s) Theoretical Framework or Model Population & Sample description & “N=” Methodology& Design Summary of Findings
Garriott, P. O., Hudyma, A., Keene, C., & Santiago, D. (2015). Social cognitive predictors of first and non-first-generation college students’ academic and life satisfaction. Journal of Counseling Psychology, 62(2), 253-263. https://doi.org/10.1037/cou0000066 Academic Progress, academic satisfaction, college outcome expectations, college life efficacy, environmental supports, life satisfaction, positive affect What are the predictors of

students’ academic and life satisfaction?

 Lent’s model of normative well-being N=414

Students from 2

4-year universities

 Quantitative Quasi-Experimental

Multiple

Measures

 

 

 

 Results suggested the hypothesized model provided an adequate fit to the data while hypothesized relationships in the model were partially supported. Environmental supports predicted college self-efficacy, college outcome expectations, and academic satisfaction. Furthermore, college self-efficacy predicted academic progress while college outcome expectations predicted academic satisfaction. Academic satisfaction, but not academic progress predicted life satisfaction.
Johnson, S. R., & Stage, F. K. (2018). Academic engagement and student success: Do high-impact practices mean higher graduation rates? Journal of Higher Education, 89(5), 753-781.            
Olive, T. (2014). Desire for higher education in first-generation Hispanic college students enrolled in a graduate counseling program. Journal of Phenomenological Psychology, 45(1), 72–91.            
Schelbe, L., Swanbrow Becker, M., Spinelli, C., & McCray, D. (2019). First generation college students perceptions of an academic retention program. Journal of the Scholarship of Teaching and Learning, 19(5), 61–76.            
Smith, K. J., Emerson, D. J., Haight, T. D., Mauldin, S., & Wood, B. G. (2019). An examination of the psychometric properties of the Connor-Davidson resilience scale – 10 (CD-RISC10) among accounting and business students. Journal of Accounting Education, 47, 48–62.            

 

 

1

Identify A Change Initiative To Mitigate The Performance Gap

/in /by

Consider what you learned in the IOP/480 Assessment Tools for Organizations course. Based on the workplace needs assessment you completed in Week 1, identify a change initiative to mitigate the performance gap.

Create an organizational readiness survey with 10 questions to measure employee perceptions and support for the change.

Create a pulse survey with 3 to 5 questions to measure employee satisfaction midway through a change effort.

Write a 700- to 1,050-word change strategy paper addressing the following:

  • Strengths and challenges for the change adoption
  • Issues relevant to leadership managing change
  • Change leadership development
  • Your understanding of the DISC assessment and how this tool can be integrated into change leadership

You must support opinions and any facts by citing credible sources in the body of the assignment and listing the references including at least two scholarly references in APA style. See Tips for Success article for Class Announcements for guidance on selecting scholarly references.

Submit the paper, the organizational readiness survey questions, and the pulse survey questions in a single file. The organizational readiness survey and pulse survey should be Appendix 1 and Appendix 2 to the paper.

Part 1:Project Portfolio Workplace Assessment The Whole System

IOP/490

 

1

Introduction

Conduct a needs assessment

Identify

Analyze

Decide

 

 

Strategies for performance improvement

 

Image 1-needs assessment (https://aifs.gov.au/cfca/publications/cfca-paper/needs-assessment/part-two-how-do-needs-assessment)

Good Afternoon, my name is J’neen Barker-Rice and we are going to talk about some strategies for improvement focusing on whole system approach. First, we conducted a needs assessment. A needs assessment identifies needs, or gaps within the organization. A needs assessment is conducted in order to determine priorities, make improvements, or allocate resources based on results of the assessment. This assessment will help determine the way forward. Determine where the organization is vs. where you want to be (Kaufman et al., 1993). The phases that a needs assessment encompasses are identify the problem, gather/analyze data, and then decide on the resolution. Once the decision for the resolution is final, implementation of performance, strategies are implemented. We will discuss strategies and how they relate to the following areas:

Leadership style

Organizational culture

Mission, vision, and values alignment

System of management

Decision making

Motivational techniques

Employee morale

Ethics

Communication and feedback

2

Needs Assessment

Identify-

Leadership changes leaving the organization in a state of confusion

Analyze

Compile data, and determine the area of most concern

Decide

How do we solve the problem of communication at all levels

 

Identify what is the issue within the organization. This has to be done first in order to develop the way forward. This is a government run task force that is funded to help with counter narcotic activity. The issue that has been identified is with the current leadership of the organization wanting to eliminate several positions, and repurpose other positions. In order to properly identify the issues, and gather data a survey was conducted at the headquarters level of the organization. The survey was completed anonymously in order to allow everyone to speak without fear of reprisal.

The survey covered areas such as: leadership, morale, motivation, training, and policy/procedures. Upon completion of the survey the data was analyzed in order to develop courses of action to address the found issues.

The next phase is to decide what to do next. We have identified the biggest issue as being communication, and specifically communication between leadership and subordinates. The next slides will outline strategies for improvement surrounding the issue of communication.

 

 

3

Leadership Style

Communication from leadership is vital in motivating employees towards change (Men et al., 2020).

 

The cornerstone of patriarchal management is strong leadership (Block, 2011)

 

Authoritarian leadership style

When looking at the whole system approach we have to look at what leadership styles we have throughout the organization. Each style is unique, and for us to move forward with change we need to know where we are currently. In looking at the data that was gathered, it is evident that the organization as a whole has lost trust in the leadership. As we move forward it is important to remember that we are all on an equal playing field right now, and we all want to solve the communication issue. The top leadership has a authoritarian leadership style, and that impacts how much you all as a whole has input.

4

Organizational Culture

Seek a collaborative relationship

Motivation is being hindered by the lack of communication

Individuals feel disconnected

The current organizational culture is one that focuses on taking care of “you” instead of improving the organization as a whole. This hinders production and motivation of everyone. When employees do not believe and have buy-in regarding the organization, you will also have a high turnover rate. This creates a hostile every person for themselves environment. In seeking a collaborative relationship, you allow everyone to have an opinion, and you gain buy-in from the employees. This in turn starts to increase motivation, and production. As the leadership starts to show they are willing to embrace a whole system approach, employees will be more open to change and their behaviors will change (Men et al., 2020).

 

5

Mission, Values, Ethics and Values Alignment

Breakdowns in communication show a lack of alignment with current mission and values

 

Ethics

 

Lack of clarity causes disengagement

 

Missing or not communicated mission or values creates chaos

 

Communication coming from the leadership must align with the given mission, and values. This organization has a set standard for conduct, discipline, mission and values. It is evident that some feel these policies and procedures are not being followed. The lack of importance put on the founding principles of the organization, are a leadership issue. This also aids in the communication breakdown at all levels. As people see that the values of an organization as being compromised the moral starts to diminish. Many times when people feel that the mission and values are not being followed they will disengage. This makes communication break down further because people stop talking. Most people want to have input, and support the organization, but when guidance is missing/not enforced, they may see chaos.

6

System of Management and Decision Making

Systems are used in all parts of out lives

Hiring systems

Performance management systems

 

Decision Making

How are decisions made?

Is there collaboration? (use of whole system)

 

Systems of management must be involved in all aspects of an organization. This allows the decision makers to have a way to weight options based on the given set standards set forth in the systems of management. System management also includes the need to added communication in order to ensure everyone is on the same page. If everyone is operating under different influences, the organization becomes disjointed. This adds to low moral and a high turn over rate. To apply this with decision making practices, we have to look at who is asked for input with regards to decisions. Are the key stakeholders given an opportunity to provide input? Right now in this organization this piece is missing.

7

Employee Morale and Motivational Techniques

Morale is low as a whole across the organization

 

Low morale decreases productivity and wellness

 

This can be fixed!

Improve enforcement of policies and procedures

Include stakeholders in decision making

Validate good work

Morale being low in the organization is a direct reflection of the lack of communication and the feeling of not being valued. This is something that can be fixed overtime when you address some of the other issues. Morale will start to repair itself as communication increases, and people feel more valued. This will in turn increase productivity, and overall wellness of the organization. By showing that people are cared for you provide motivation and improve morale.

8

Communication and Feedback

Communication is why we are at the table now

Good communication must be achieved

Everyone has to be given a chance to be heard

 

Constructive feedback is essential to overall success

Given consistently

Feedback must be in a positive light

Communication is key to success. Once you have solid positive communication many other things fall into place. In this organization feedback is given quarterly in some cases, but it is not consistent throughout the organization. This falls into not following all policies and procedures which hurts the organization overall. Feedback is needed to validate what someone is supposed to be doing, what needs improvement, and ended with what the person is doing that is positive.

9

Conclusion

Increase communication by adding people to decision making processes

Improve motivation and morale with the increased communication

Provide feedback to employees on a regular bases

Reevaluate policies and procedures with input from stakeholder

 

In conclusion, we discussed the findings and the data produced from the needs assessment. It has been identified that communication is a major hindering factor as of today. This influences many areas of the organization, but there are multiple ways to improve this aspect. I have been in many organizations that struggle with communication, and the good thing is it is fixable. We just have to start breaking down all the factors that hinder the positive communication.

10

References

Block, P. (2011). Flawless consulting (3rd ed.). Wiley.

Image 1 Part two: How to do a needs assessment. (2020). https://aifs.gov.au/cfca/publications/cfca-paper/needs-assessment/part-two-how-do- needs-assessment.

Kaufman, R. A., Rojas, A. M., & Mayer, H. (1993). Needs assessment: a user’s guide. Educational Technology Publications.

Luo, Y., & Jiang, H. (2014). Effective Public Relations Leadership in Organizational Change: A Study of Multinationals in Mainland China. Journal of Public Relations Research, 26(2), 134–160. https://doi.org/10.1080/1062726x.2013.864241

Lusthaus, C., Adrien, M.-H., Anderson, G., Carden, F., & Montalvan, G. (2002). Organizational assessment: a framework for improving performance. Inter-American Development Bank.

Men, L. R., Yue, C. A., & Liu, Y. (2020). “Vision, passion, and care:” The impact of charismatic executive leadership communication on employee trust and support for organizational change. Public Relations Review, 46(3), 101927. https://doi.org/10.1016/j.pubrev.2020.101927

 

 

 

 

 

 

11

Create A Change Plan For One Organizational Performance Issue Aligned With The Needs Assessmen

/in /by

Create a change plan for one organizational performance issue aligned with the needs assessment in Week 1 and the change strategy in Week 2. Include elements of a change theory to support your change plan.

provide a background paragraph to summarize prior two assignments

Consider the following:

  • Reflect upon the concepts learned in PSY/355, Motivational Processes in Human Psychology; PSY/420, Theories of Behavior; PSY/435, Industrial Organizational Psychology; and IOP/460, Organizational Cultures.
  • Examine a minimum of two Industrial organizational psy  concepts that demonstrate feedback should be ongoing and its usefulness. How do you plan to use feedback as a tool to assist with change adaption?
  • Apply motivational theories and discuss how these theories can keep employees engaged during complex changes or other organizational initiatives.
  • Identify a method for evaluating employee performance post-change. Discuss how you would identify, collect, and analyze that data. dedicate a minimum of 1 paragraph to how you would present your performance findings.

Select one of the following deliverable options, using your research as a guide:

  • A 700- to 1,050-word paper

You must support opinions and any facts by citing credible sources in the body of the assignment and listing the references including at least two scholarly references in APA style. See Tips for Success article for Class Announcements for guidance on selecting scholarly references.

1

 

2

 

 

 

 

 

 

 

Part II: Project Portfolio

 

University of Phoenix

IOP/490

2 November 2020

Dean Athanassiades

 

 

 

 

 

 

 

 

 

 

 

 

Change Strategy

By evaluating the workplace needs assessment, completed previously, it is essential to establish change that reduces the performance gap in any organization. Like this, to achieve the target or the projections of an organization, change in leadership style to a more decentralized component indicates an effective way of achieving change and reducing the performance gap.

Strengths and challenges for the change adoption

Strengths

Managing change in any organization enables them to remain competitive and remain flexible in downtime. Thus, the adoption of a decentralized leadership style represents a productive change initiative for a successful organization. Decentralization in an organization brings people together and promotes cross-functional interaction (Ntale et al., 2020). It ensures inclusive decision-making where the staff at all points/levels in an organization have equal chances to influence change. Through collaborative decision-making, an organization can incorporate diverse ideas instead of sticking to a single group’s opinion. Collaborative decision-making, which decentralization advocates, would promote more complete and strong solutions through discussion, inquiries, and mutual participation for effective decision-making.

Adopting a decentralized form of leadership ensures a constant flow of information through uncontrolled communication across all levels. It reduces the power distance by providing more opportunities for relationship building and exchanging ideas. Therefore, through a decentralized system, employees and organizational leaders can collaboratively share ideas or opinions on the best alternative or strategy to minimize the performance gap through a consensus dialogue.

Decentralization distributes authority, resources, and responsibility and creates local autonomy and responsiveness within the organization. Essentially, decentralization increases the staff morale and motivation that empowers the workforce to work harder and become more innovative in the daily processes due to a sense of belonging. Decentralization allows for significant flexibility, which makes an organization more responsive to the changes in needs (Tam, 2017). Importantly, organizational operations are dynamic, and it is due to these changing elements that make the firm vulnerable to failure in achieving the performance goals.

Weaknesses

Decentralizing leadership can be challenging to the organizational change to close the performance gaps. Decentralization might result in organizational conflict related to the inter-divisional rivalry (Pick, 2015). This problem is impactful to the firm where a section of the workforce might build empires against others, expanding the gap further. Additionally, decentralization is costly due to the duplication of the staff effort. Lack of an organizational standardization is an essential weakness encompassing decentralization that can lead to unquantified or non-uniform decisions, which can compromise the organizational benefits and quality of a decision.

Issues relevant to leadership managing change

To implement a change, a leader must understand where the primary causes of change originate, sequence, and predict the impact of change. For a decentralized system, these change drivers can impose small problems related to decision-making. Therefore, the primary issue in managing leadership change is the difference between leaders’ influence that can distract the implementation of a successful change initiative. Diverse leaders tend to provide different directions regarding change if the organizational structure is decentralized.

Managing change requires optimal care, communication, and commitment from the organizational leaders. The organizational leaders bridge the company, and the envisioned change to transition it from the current state to the future level. One of the prevalent problems relating to leadership during change management is managing multiple teams and simultaneous changes. For instance, adopting a decentralized leadership style would distort the organizations standardized communication source that would hinder the fluent flow of information relevant to improve performance.

Change Leadership Development

Successful change leaders focus on process and people: attaining a successful change in the modern organization is critical. Effective change leadership is essential to alter the organizational operations for improved performance successfully. Developing change leadership entails communication, collaboration, and commitment (Center for Creative Leadership, 2020). Change leadership development would entail a successful leader communicates what the change is and why. Developing a successful change leadership, the corporate leader must explain the aim of change, connect it to the organizational values, and establish the benefits created by the urgency for change.

Collaboration in change leadership development entails bringing people on board to plan and execute change by working across boundaries and motivating employees (Center for Creative Leadership, 2020). Like this, the leadership shows its commitment to change, including the employees in decision-making. Successful leadership for change promotes commitment, where the leaders’ behaviors and beliefs aim to align with the change. Successful change leadership development entails devoting more time to negotiating resilience and persistence to eradicate negativity and adapt to challenges.

The DISC Assessment and How this Tool can be Integrated into Change Leadership

The DISC assessment is used by organizations to improve communication, teamwork, and productivity at the workplace. It provides an evaluation for people to understand themselves and those they interact with. The DISC acronym represents four personality profiles: “(D) Dominance, (I) Influence, (S) Steadiness, and (C) Conscientiousness” (“What is disc®,” n.d.). The persons with the (D) personalities are considered confident and emphasize the accomplishment of bottom-line results. Those of (I) personalities are more open; they value relationship and influence to persuade others. Those of (S) personalities are dependable, they are concerned with sincerity and corporation, and those of (C) personalities emphasize expertise, competency, accuracy, and quality.

Integrating the DISC tool into change leadership is essential to observe, learn, and lead organizational teams. DISC can be integrated into the change leadership by introducing Standard Individual Assessment to analyze what people are familiar with, evaluate their strengths and weaknesses, and place them correctly within the organization (Michigan State University, 2019). Additionally, incorporating manager’s assessment evaluates leadership’s daily aspects to ascertain what is needed for a successful change (Michigan State University, 2019). Incorporating the leadership assessment entails evaluating manager’s assessment and addressing the future objectives of the leadership. Therefore, the DISC elements can be integrated into the organization through commitment, collaboration, and communication.

 

 

 

 

 

 

 

References

How to Be a Successful Change Leader. Center for Creative Leadership. (2020, April). https://www.ccl.org/articles/leading-effectively-articles/successful-change-leader/.

Observe, learn and lead your team by following. michiganstateuniversityonline.com. (2019, September). https://www.michiganstateuniversityonline.com/resources/leadership/observe-learn-and-lead-your-team-by-following-disc/.

Ntale, P. D., Ssempebwa, J., Musisi, B., Musoke, G. G., Joseph, K., Mugimu, C. B., … Ntayi, J. (2020). Gaps in the structuring of organizations in the graduate employment context in Uganda. Journal of Organization Design, 9(1). https://doi.org/10.1186/s41469-020-0066-5

Pick, R. A. (2015). Shepherd or servant: Centralization and decentralization in information technology governance. International Journal of Management & Information Systems (IJMIS), 19(2), 61-68.

 

Tam, M. (2017). Managing Change in a Decentralized Organizational Structure. Athabascau University – DTPR Home. https://dtpr.lib.athabascau.ca/action/download.php?filename=mba-17/open/tammargaretProject.pdf

 

What is disc®. (n.d.). Discprofile.com. https://www.discprofile.com/what-is-disc

 

 

 

 

 

 

 

 

 

 

 

 

Appendices

Organizational readiness survey: Appendix A

1. How does your company approach change in general?

a. The top executives and board members determine and direct change

b. Most staff are involved in designing and embracing change.

c. Some of the personnel resist and others adapt to change quickly

d. Change is unacceptable by the personnel

2. How well are you prepared to learn, think, and operate differently?

a. I take operations to improve the firm’s performance

b. I am ready to operate differently for the company’s benefit

c. I might be ready to do specific things

d. I am okay with the current situation

3. How well are your workforce and board members prepared to learn, think, and operate differently?

a. Staff and board members mostly take operations to improve the firm’s performance

b. Most are ready to operate differently for the company’s benefit

c. Some might be ready to do specific things

d. Most decline doing things differently

4. How do you feel about working with in a decentralized leadership environment?

a. I am already in a decentralized leadership environment

b. I am ready to work in a decentralized leadership environment

c. I would consider working in a decentralized leadership environment

d. I am not willing to work in a decentralized leadership environment

5. How do your staff and board members feel about working with in a decentralized leadership environment?

a. Most of the staff and board members have worked in a decentralized environment before

b. Most are willing to work in a decentralized leadership environment

c. Some might be willing to work in a decentralized leadership environment

d. Most of the board member and staff are against working in a decentralized leadership environment

6. Are you willing to re-design some of your priorities and create time for implementing new approaches for the organizational goals?

Yes  No

7. Are you willing to interact freely with the top executive and subordinates in decision-making?

Yes No

8. Are the most of top executives and board members wiling to interact with the junior staff?

Yes No

9. Are there two or more features of your organization that facilitate or show signs of decentralization? If so, please state below.

 

 

10. What is your role in the organization?

Staff (job title)

Manager (job title)

Board member

Other (Please Specify)

 

 

Pulse Survey: Appendix B

1. Does your organization provide adequate opportunities for collaborative decision-making and employee improvement after implementing a decentralized structure?

Yes No

2. How would describe your current responsibilities and contribution to the organization compared to the previous structure?

3. Do you feel your feedback is valued in the organizational decision-making? If Yes, How? If No, why?