Monthly Archives: February 2023

Topics to choose from:

1. Organizational culture,

2. Organizational development

3. Change Leadership

Select an article within one of the three categories above – all of which are covered within this module. Your selected article must be sourced from a news or professional resource (not a personal blog). The following are three sample sources but you are not limited to using only these resources:

1. OD Practitioner

2. Harvard Business Review

3. Journal of Organizational Behavior

Conduct an article analysis, integrating the concepts from the articles, textbook readings, other research, and/or module presentation.

Describe the article and the reason it is pertinent to the course. What are the main points the author(s) make in the article? What are the key inferences and conclusions the author(s) make? What evidence or information is given to support the points, inferences, or arguments? What data, if any, was presented? Is the evidence consistent with the argument?  Is the argument convincing?  If yes, explain why.  If not, explain why not.

* Your assignment should be approximately 500 words in length (typically, two double-spaced pages), not counting cover page, reference list page, appendices, figures, or tables.

* Your assignment should include a title page and a reference list page (if using references), and be completed in Times New Roman 12-point font, double-spaced, with appropriate header, page numbers, one-inch margins, and meet all other requirements of APA Stylebook.

* A minimum of two references must be used. Please format them in the most current APA format.

HA3120D – Essentials of Managed Care SU20 B – Section D01

LP02 Assignment: Staff Model HMO vs. Group Model HMO Paper

Directions

From your readings and research write a 2 to 4 

page paper regarding staff model HMOs and group model HMOs. In your paper, you should:

• Compare and contrast the features of a Staff Model HMO to a Group Model HMO.

• Define which features of these HMOs would appeal to a physician employed by the HMO and why?

• Define which features of these HMOs would appeal to a patient and why?

• Cite references to back your position.

The paper is due at the end of this two week learning plan. The paper should be 2 to 4 pages in length. The paper is due by Sunday midnight at the end of the second week of Learning Plan Two.

Promoting Internally

At one time, the idea of an organization promoting from within was seen as all good with no downside. But is it true that this is really the best way for an organization to go? Consider a time when you saw someone promoted and it was a positive situation, and think of one instance in which the outcome was not so positive. Using at least two sources, describe why these outcomes were either positive or negative

Option #1: Global Outsourcing

There are some who believe that outsourcing has been a boom to the American consumer as product and service prices have been lowered considerably based on the use of cheaper foreign labor. Others believe that it has devastated the American worker as jobs have been outsourced to foreign countries whose wages, again, and much cheaper. At the center of this circumstance is the human resource professional, who is charged with assembling and managing a motivated workforce in the most effective and efficient manner. Write a paper that addresses the following:

• Discuss the scope and impact of the outsourcing of US jobs to countries who can produce similar goods/services as the US worker but with much lower wages and, therefore, costs.
• Assess the role human resources plays within an organization in determining whether products/services should be produced/manufactured in either the US (domestic country) or a foreign country.
• Finally, assess the role and responsibility that human resources should undertake to provide US workers with a greater sense of security in their employment. In other words, what specific strategies or tactics should a human resource department take to better ensure US employees remain employed within their organization rather than losing their job to lower-paid foreign workers.

Your paper should be:

• 5 pages in length not including title and reference pages 

Suppose a coworker just brought you a union leaflet urging employees to sign an authorization card. What questions would you ask of the union supporter? What may happen from this point on?

Your discussion is to be submitted in 12-point Times New Roman font using APA format.  You must have a minimum of two sources to support your answer. You must also have a minimum of two intext citation of your sources. This is very important.

Students are required to post their primary response (200 word minimum) by Wednesday midnight. Students will respond to 1 other posting (150 words minimum each) by Wednesday midnight..

Instructions

As the newly promoted vice president of human resources (HR), you are an influential member of the decision-making team that will select a country for global expansion. 

For this assignment, follow the instructions below.

• Develop a chart to compare and contrast the cultures of two specific countries to which your organization is looking to expand. The two countries must be on different continents, and you must use a minimum of 10 criteria from established cultural frameworks.
• Write a 500-word synopsis of how culture impacts HR management in a global organization.
• Identify two employment laws for each of the two countries you are considering for expansion.
• Explain the significance of the laws and how they differ from U.S. laws or laws in your state.
• Evaluate how each law could affect your hiring process and/or organization in general.
• Identify which of the two countries you will recommend for the global expansion of your organization. Write a 500-word synopsis in which you summarize why you selected that country.
• Explain how this choice will benefit your organization.
• Finally, develop a hiring strategy for the new location, taking into consideration what you have learned about the country’s laws and culture.

You must use at least three sources to support your project. All sources must be properly cited. Adhere to APA Style when creating citations and references for this assignment. 

1000 words minimum a question maximum 1500 words ( do not exceed the word count)

Only in-text citation required (no reference list)

3 questions have to be answered from the case study

I need it in 12 hrs of time

see details

In this Work Product Assessment, you will use information from the documents provided to demonstrate your ability to engage in personal and professional leadership planning.

Part I: Reflexive Self-Assessments

Read “On Becoming a Critically Reflexive Practitioner.” Pay particular attention to pages 407–412 and pages 418–424. The author argues that critically reflexive practitioners have the ability to “engage their own learning” and surface tacit knowing—thus enabling them to build self-awareness, enhance critical thinking skills, and rethink their conceptualizations of the world.

Consider the differences between critically reflexive means of learning, and traditional objectivist means of learning. Consider the implications of critical reflexive practice and praxis on the education and development of leaders.

With this information in mind, respond to the following prompts and questions:

1. Authentic Leadership Self-Assessment
   • Identify, through critical self-reflection, two strengths and two weaknesses that you have as a leader (or follower), with respect to a focus on the topics of authentic leadership and personal mastery. Be sure to provide some organizational context for each strength and weakness and disguise all names and organizations. (Approximately 300 words)
   • Explain how and why these leader or follower behaviors are indeed relative strengths and weaknesses, relative to documented leadership best practices and theoretical frameworks about the topics of authentic leadership and personal mastery. (Approximately 400 words)

     Note: For Part A, you must draw upon your experiences as a leader and/or a follower and analyze them as they relate to the topics of authentic leadership and personal mastery to achieve a praxis-oriented response (integrating theory with practice).

2. General Leadership Self-Assessment
   • Identify, through critical self-reflection, at least two strengths and two weaknesses that you have as a leader (or follower), with respect to any documented best practices or theoretical frameworks about leadership and/or followership that you choose. Be sure to provide some organizational context for each strength and weakness. (Disguise all names and organizations.) (Approximately 300 words)
   • Explain how and why these leader or follower behaviors are indeed relative strengths and weaknesses, relative to documented best leadership practices and theoretical frameworks about leadership and/or followership that you choose. (Approximately 400 words)

     Note: For Part B, you must draw upon your experiences as a leader and/or a follower and analyze them through the lenses of the chosen leadership best practices and theoretical frameworks to achieve a praxis-oriented response (integrating theory with practice).

Part II: Individual Leadership Goal Setting

Self-awareness is an important part of any process of self-improvement. In Part I of this Assessment, you used critical self-reflection to identify specific leadership and/or followership-oriented strengths and weaknesses.

In Part II of this Assessment, you will continue a process of self-reflection and you will identify three leadership-oriented goals that relate to your personal core values and principles, and that also relate to the strengths and weaknesses you articulated in Part I.

Understanding the relationship of core values and principles to goals is important because, unless important leadership goals derive from your values and principles, you are unlikely to buy into them, and others will perceive your goals as inauthentic and not worth committing to help you achieve.

1. Setting Leadership Goals
   • Read “On Setting Leadership Goals.” Consider the relationships between values, principles and both S.M.A.R.T. and B.H.A.G. types of goals. Then, consider your leadership strengths and weaknesses and respond to the following prompts.
   • Complete the “Dynamic Leadership Personal Values Survey.”

     This questionnaire will help you to identify and rank your key values. Be sure to answer all questions honestly, so that you can obtain the most accurate results. After taking the survey and reflecting on your results, determine the three character traits for which you scored highest. Then, rephrase them as values that are relevant to you in your professional life. For instance, if one of your strongest character traits is “critical thinking,” your value statement might be: “I value thinking critically about situations in my life.” (Note: The survey is not to be submitted.)

   • Using the information completed in step one above, complete the “Leadership Goals Template” as follows:
     • For each of your top three values that you identified in your “Dynamic Leadership Personal Values Survey,” identify three principles that emanate from each value (you will have a total of nine principles). For instance, if your value statement is “I value thinking critically about situations in my life,” your principle might be “It is important to fully understand a situation before making a decision.”
     • Finally, determine three goals that align with the three most important values, and the single most important principle associated with a particular value, that you have identified. For example, if your principle is, “It is important to fully understand a situation before making a decision,” then your goal might be: “Evaluate career opportunities in my city.”

       For one of the three goals, set a very hard-to-reach, stretch, or B.H.A.G. goal.

       Note: The leadership strengths and weaknesses you identified in Part I of this Assessment can help you determine, for now, how “feasible” a goal is.

Part III: Individual Leadership Action Plan and Final Reflections

Well-thought-out plans are critical for success, both for yourself and your organization. As psychologist and author Dr. Fitzhugh Dodson said, “Without goals, and plans to reach them, you are like a ship that has set sail with no destination.” (Dodson, n.d.).

In Parts I and II of this Assessment, you identified your leadership strengths and weaknesses and reflected on the important values and principles that have helped you develop leadership-oriented goals.

In this final part of this Assessment, you will take the three leader and/or follower goals that you have set for yourself and outline a general action plan that will help you achieve them.

1. Complete all three parts of the “Leadership Goals and Action Plan Worksheet”:
   • Part A: Values, Principles, and Goals
   • Part B: Leadership Action Plan
   • Part C: Reflection on Leadership Action Plan

SEE ATTACHMENT FOR INSTRUCTIONS PLEASE

 CASE 

Helen Bowers was stumped. Sitting in her office at the plant, she pondered the same questions she had been facing for months: how to get her company’s employees to work harder and produce more. No matter what she did, it didn’t seem to help much. 

Helen had inherited the business three years ago when her father, Jake Bowers, passed away unexpectedly. Bowers Machine Parts was founded four decades ago by Jake and had grown into a moderate-size corporation. Bowers makes replacement parts for large-scale manufacturing machines such as lathes and mills. The firm is headquartered in Kansas City and has three plants scattered throughout Missouri. 

Although Helen grew up in the family business, she never understood her father’s approach. Jake had treated his employees like part of his family. In Helen’s view, however, he paid them more than he had to, asked their advice far more often than he should have, and spent too much time listening to their ideas and complaints. When Helen took over, she vowed to change how things were done. In particular, she resolved to stop handling employees with kid gloves and to treat them like what they were: the hired help. 

In addition to changing the way employees were treated, Helen had another goal for Bowers. She wanted to meet the challenge of international competition. Japanese firms had moved aggressively into the market for heavy industrial equipment. She saw this as both a threat and an opportunity. On the one hand, if she could get a toehold as a parts supplier to these firms, Bowers could grow rapidly. On the other, the lucrative parts market was also sure to attract more Japanese competitors. Helen had to make sure that Bowers could compete effectively with highly productive and profitable Japanese firms. 

From the day Helen took over, she practiced an altogether different philosophy to achieve her goals. For one thing, she increased production quotas by 20 percent. She instructed her first-line supervisors to crack down on employees and eliminate all idle time. She also decided to shut down the company softball field her father had built. She thought the employees really didn’t use it much, and she wanted the space for future expansion. 

Helen also announced that future contributions to the firm’s profit-sharing plan would be phased out. Employees were paid enough, she believed, and all profits were the rightful property of the owner—her. She also had private plans to cut future pay increases to bring average wages down to where she thought they belonged. Finally, Helen changed a number of operational procedures. In particular, she stopped asking other people for their advice. She reasoned that she was the boss and knew what was best. If she asked for advice and then didn’t take it, it would only stir up resentment. 

All in all, Helen thought, things should be going much better. Output should be up and costs should be way down. Her strategy should be resulting in much higher levels of productivity and profits. 

But that was not happening. Whenever Helen walked through one of the plants, she sensed that people weren’t doing their best. Performance reports indicated that output was only marginally higher than before but scrap rates had soared. Payroll costs were indeed lower, but other personnel costs were up. It seemed that turnover had increased substantially and training costs had gone up as a result. 

In desperation, Helen finally had hired a consultant. After carefully researching the history of the organization and Helen’s recent changes, the consultant made some remarkable suggestions. The bottom line, Helen felt, was that the consultant thought she should go back to that “humanistic nonsense” her father had used. No matter how she turned it, though, she just couldn’t see the wisdom in this. People worked to make a buck and didn’t want all that participation stuff. 

Suddenly, Helen knew just what to do: She would announce that all employees who failed to increase their productivity by 10 percent would suffer an equal pay cut. She sighed in relief, feeling confident that she had finally figured out the answer.