Monthly Archives: March 2023

Looking for someone with great quality work, who will take their time to present A++ work, no plagiarism, and correct grammar/spelling. Instructions are attached in the document. Please read instructions carefully and make sure to follow them please. Need by Sunday, October 25. 

Self-assessments enable you to learn more about yourself. These instruments feature behavioral questionnaires that address a variety of personal attributes, such as personality, emotional intelligence, communication abilities, motivation, and decision making. The overall expectation is that these instruments will provide you with value-added results, which will help you to hone your skills as a solid decision maker and leader.

Using the links to the self assessments in the lecture, or self assessments you find online, take at least one emotional intelligence assessment, one decision-making assessment, and one leadership assessment.

• Discuss the outcomes of the assessments in a paper by specifically addressing:
  • Your individual personality
  • How your personality fits into the organization to which you currently belong
  • Your decision-making style
  • How your personality, EQ, and decision-making style impact your organizational contributions and leadership
• Answer the following questions:
  • Are you effective in your role within your organization or elsewhere (identify the role)?
  • What common biases might impact your decision making?
  • What could you do to be a more effective decision maker?
  • How does all of the information that you have gathered from these assessments and your analysis reflect on you as a leader?

Assignment Requirements:

• Your paper should be 4 pages in length, not counting the required title and references pages.
• Cite a minimum of six scholarly sources to support your positions, claims, and observations, in addition to the textbook, four of which should be academic, peer-reviewed sources.  (You may not use the required and recommended readings for this course.)

Be sure to review the Critical Thinking Assignment rubric for details regarding grading standards.

Question 1

“Fiscal responsibility, accountability, strategy, and execution.” These leadership expectations are:

Implicit

​Required

Useful

​Explicit

Question 2

Which of the following items is NOT on the path from Patriarchy to Partnership?

​CEO creating whole systems.

​Self-managed teams.

​Engagement.

​Total quality management.

Participative management.

Question 3

All leaders can accelerate their progress toward effectiveness by:

​Asking

​Learning

​Managing expectations

​All of the above

Question 4

Which of the following statements best describes the relevance of the inner game and outer game to leadership behavior?

The inner game runs the outer game.

In high-pressure leadership roles, the outer game is the only game.

​The outer game (competence) is all that is essential to leadership.

Most efforts at developing leaders only target the inner game, or consciousness.

Question 5

Which of the following statements about “Playing on Purpose or Playing Not to Lose” is true?

There is no safe way to be great, and there is no great way to be safe.

The safe paths have all been taken.

The paths left to us require risk.

Leadership is inherently risky.

​​All of the above.

Question 6

To fulfill the Leadership Imperative, which of the following ideas will make us LESS likely to succeed?

​We need to work on specific skills and do so whenever we have the time.

​Our efforts need to be long-term and systemic.

​We need to work individually and collectively.

​We need to integrate the inner and outer game of leadership.

​We need to rethink how we develop leaders.

Question 7

Which of the following statements describes the Internal Operating System of the Creative Mind?

​Our beliefs depend on outside validation.

We believe that “my future is in your hands.”

We develop new assumptions that are structured from the inside-out, not dependent on outside validation.

Question 8

Which of the following statements describes “Collaborator?”

Take interest in and form warm, caring relationships.

​Engage others in a manner that allows the parties involved to discover common ground.

​Foster high-performance teamwork among team members who report to him/her.

Question 9

Which of the following is the best method for a leader to manage unproductive conflict?

Ignore the conflict and give direction to the team.

Hold a team building off-site to help the team work better together.

Ask each team member the question, “What would you do to resolve this conflict if you had freedom to act?” Then facilitate a discussion to resolve the conflict.

Send team members to conflict resolution training.

Question 10

The best metaphor the authors created for describing our relationship to Unity is that we are like waves on the ocean, not separate from the ocean. Which of the following statements best supports this metaphor?

​We realize that we were always one with the Ocean, that we were never separate, and that all waves are one; we are all each other.

​As separate waves, we experience the ups and downs of wave life.

We are separate waves and we experience ourselves on a journey across the ocean.

Some waves appear friendly; other waves may appear to threaten our ability to get what we want, and so we fear them.

Question 11

Which of the following statements describes the Leadership Practice 1: Discerning Purpose?

It requires that we distill and refine a collective sense of purpose and through honest dialogue.

​It is the willingness to be authentic, to speak and act in ways that express and embody our vision of greatness.

​It is the practice of opening to a deeper knowing, a higher perception, a calling, an inner voice that says, “Stay with this,” or, “Do this now,” or, “This is who you are, what you stand for, what you need to move toward in your leadership.”

It is to continue to give ourselves over to the pull of purpose, distill it into vision, and then deal with the anxieties that inevitably arise.

It requires attention to the trail, to the minute, subtle, and detailed clues our life is leaving as we live it (or as it lives us).

​It takes courage to engage in the authentic dialogue needed to forward the vision, find leverage, and implement fundamental structural change.

Question 12

Which of the following statements best describes the relationship of structure to higher leadership performance?

​To attain higher effectiveness, you must reach higher performance.

​To perform more masterfully, your Inner Operating System (IOS) must evolve to a higher order mental-emotional structure.

Since performance determines structure, if you want to evolve to a higher order structure, you must reach higher performance.

When we see extraordinary leadership, we see well-honed capability arising on a higher-order platform of competence.

Question 13

Which of the following is NOT a Promise of Leadership?

​Engage all stakeholders and hold them accountable.

​Set the right direction and create meaningful work.

​Ensure that processes and systems facilitate focus and execution.

Ensure that business performance is improved.

Set the right direction and create meaningful work.

Question 14

Which of the following statements describes the Leadership Practice 2: Distilling Vision?

It is to continue to give ourselves over to the pull of purpose, distill it into vision, and then deal with the anxieties that inevitably arise.

It is the practice of opening to a deeper knowing, a higher perception, a calling, an inner voice that says, “Stay with this,” or, “Do this now,” or, “This is who you are, what you stand for, what you need to move toward in your leadership.”

It requires attention to the trail, to the minute, subtle, and detailed clues our life is leaving as we live it (or as it lives us).

​It is the willingness to be authentic, to speak and act in ways that express and embody our vision of greatness.

​It takes courage to engage in the authentic dialogue needed to forward the vision, find leverage, and implement fundamental structural change.

It requires that we distill and refine a collective sense of purpose and through honest dialogue.

Question 15

Which of these statements defines the strength of Reactive Leadership?

​At this stage of leadership, we can defer impulse gratification long enough to plan and organize to meet our needs.

​This interior evolution is what enables leaders to see the whole system in a way that honors huge diversity, with many opposites in tension, and to engage it in a way that moves toward creative resolution.

​This is the minimum level required to create lean, engaged, innovative, visionary, agile, high-involvement, high-fulfillment organizations and to evolve adaptive organizational designs that can thrive.

​Leaders at this level function as global visionaries and enact world service for the universal good.

​This is the ability to take up membership, to work and live co-relationally with others and within organizations.

Question 16

Which of the following statements describes the Creative Mind”?

It is about forming an organization that we believe in, accomplishing outcomes that matter most, and enhancing our collective capacity to achieve a desired future.

It is about establishing hierarchical, patriarchal structures, dynamics, and cultures.

It creates an oscillating pattern of performance over time, the natural tendency of which is to seek equilibrium and return to normal.

Question 17

Which of the following is one of the three core reactive types?

Body.

​Soul.

Heart.

Question 18

Which of these statements defines the strength of Creative Leadership?

​Leaders at this level function as global visionaries and enact world service for the universal good.

​This is the minimum level required to create lean, engaged, innovative, visionary, agile, high-involvement, high-fulfillment organizations and to evolve adaptive organizational designs that can thrive.

This is the ability to take up membership, to work and live co-relationally with others and within organizations.

​At this stage of leadership, we can defer impulse gratification long enough to plan and organize to meet our needs.

This interior evolution is what enables leaders to see the whole system in a way that honors huge diversity, with many opposites in tension, and to engage it in a way that moves toward creative resolution.

Question 19

When you see extraordinary leadership, what’s the best question to ask to understand what makes the leader extraordinary?

​Is this leader practicing competency, or consciousness?

Is this leader best at the inner game or the outer game?

​What are they doing that makes them extraordinary?

What operating system is that leader running to achieve such mastery?

Question 20

Developing leadership effectiveness is…

Less important than recruiting leaders.

​Rarely a leadership priority.

An important task for the training staff.

The most important priority of executive leadership.

Question 21

Which of the following is the formula for the Leadership Quotient?

LQ = LE/LI

LQ = L2/L1

LQ = L1/L2

LQ = LI/LE

Question 22

Which of these statements defines the strength of Egocentric Leadership?

This interior evolution is what enables leaders to see the whole system in a way that honors huge diversity, with many opposites in tension, and to engage it in a way that moves toward creative resolution.

​This is the ability to take up membership, to work and live co-relationally with others and within organizations.

​This is the minimum level required to create lean, engaged, innovative, visionary, agile, high-involvement, high-fulfillment organizations and to evolve adaptive organizational designs that can thrive.

Leaders at this level function as global visionaries and enact world service for the universal good.

At this stage of leadership, we can defer impulse gratification long enough to plan and organize to meet our needs.

Question 23

“Competence, fair treatment, commitment, engagement, listening, acting on suggestions, and providing inspiration, meaning, and direction.” These leadership expectations are

Implicit

Useful

​Explicit

​Required

Question 24

Which of the following is NOT included in the stages of the Universal Model of Leadership?

Reactive.

​Integral.

​Unitive.

Creative.

​Pathogenic.

Question 25

How do we describe the Leadership System?

​It is one of the eight core systems within organizations.

It is the central organizing system.

​To achieve high performance, leaders must achieve high scores on their competency evaluations.

​It only consists of the CEO and the Board of Directors.

Question 26

Which of the following statements accurately describes Reactive Mind?

Reactive Leadership is well-equipped to lead transformation into high-performing cultures and structures.

To evolve beyond Reactive Leadership, we must first see it and know it deeply.

Reactive mind was formed to separate from the prevailing culture.

Question 27

Which of the following statements describes “Caring Connection?”

Take interest in and form warm, caring relationships.

Foster high-performance teamwork among team members who report to him/her.

​Engage others in a manner that allows the parties involved to discover common ground.

Question 28

Which of the following is NOT one of the six systems of organizational effectiveness?

​Metrics.

Leadership.

Communication.

​Training and Education.

​Delivery.

Question 29

Which of the following statements is true about a company’s Leadership System?

The training staff must work very hard to help the leadership system to be effective. They must work hard to get leaders into leadership training programs to improve their leadership competencies.

​The leadership system is the central organizing system and the collective effectiveness of the leaders in the system is critical to the organization’s health and success.

​The CEO must be able to control and direct individual leaders and the leadership system for them to succeed.

Question 30

Which of the following statements accurately describes Integral Leaders?

It is built for complexity, designed for leading change within complex systems amid volatile, ambiguous, and rapidly changing environments.

The leader is capable of working effectively with people of all types and with people at every stage of Leadership Development.

​The Leader has the ability to hold large conflicts, opposite visions, and redundant polarities in tension without reacting to them, trying to problem-solve them, or turning them into win-lose battles.

The Leader is in full possession of the entire array of gifts, strengths, and competencies that are required to lead effectively.

​​All of the above.

In chapter 1, Sample describes effective leadership as thinking “gray” not being confined to one way of thinking (Sample, 2003).  Think about the leadership traits that may justify and / or challenge the statement.The agreement to this statement may vary.Is being visionary a science or an art?Properly cite required reading material.

Additional Resources:Ayad, A. (2008). Optimizing inventory and store results in big box retail environment. International Journal of Retail & Distribution Management, 36 (3), 180-191
 

Write a research paper concerning this scenario: You have been charged with the development of a Crisis Management Plan for the real or hypothetical health care organization that you chose earlier in this course. 

Your research should be based on the following criteria:

• Select a real or hypothetical crisis, such as a natural disaster (hurricane, tornado, flooding, or earthquake), a catastrophic building failure, or an act of terrorism. 
• Discuss resource management based on ethical approaches used during crisis management. 
  • Consider issues such as patient triage or current as well as incoming patients, supply, and personnel availability. 
• Discuss and develop an authoritative chain of command for crisis management. 
  • Include such responsibilities as Incident Commander, Communications Officer, and other members of the chain of command for the incident. 
• Discuss the importance and implementation of community communication, involvement, and coordination. 
• Discuss the necessary policies for personnel management and safety. 
  • Include provisions for lock-down status and family communication abilities. 
• Outline the steps for supply chain management, both for personnel and the supplies needed to provide care.
• 7-10 pages 

READ INSTRUCTIONS THROUGHLY – NO EXTENSION AVAILABLE – NO TIME FOR REVISIONS

The 1st Milestone is attached – Must use the same company!

Do not stray far from initial outline!

                                            Section 2 – PMO Mission, Charter, and Competency

The purpose of the Portfolio Project is to synthesize current research about the project management office (PMO) for the purpose of developing a PMO recommendation. The Portfolio Project is structured to help you demonstrate understanding of the course material, as well as the implications of new knowledge gained from research beyond the course readings and lectures.

Your Portfolio Project will be developed in three independent but cohesive sections, which considered in whole constitutes your PMO recommendation. The three sections are:

• Section 1: Subject Organization and Rationale
• Section 2: PMO Mission, Charter, and Competency
• Section 3: PMO Recommendations

Section 1 and Section 2 will be submitted as Portfolio Project milestones in Module 3 and Module 6, respectively. Section 3 will constitute your final Portfolio Project due at the end of the course in Module 8.

Based on your Section 1 choice, one of the two PMO recommendation options will be performed for your Portfolio Project assignment, which are described as:

*******************Option #1: Recommendation for the implementation of a new PMO********************

For Section 2: PMO Mission, Charter, and Competency of the Portfolio Project, you will build on the information detailed in your Portfolio Project Section 1. Based on analysis of your subject organization and further research, purpose the PMO’s mission and vision, PMO charter, and PMO competency continuum stage resultant from your Option 1 or Option 2 recommendation. To this end, substantively address the following key elements for your subject organization’s PMO recommendation:

• Develop the PMO’s Mission and Vision including:
  • State the PMO’s mission and vision.
  • Validate alignment with subject organization’s mission and vision.
  • Designate key PMO stakeholders.
• Develop the PMO’s Charter:
  • State the PMO’s business purpose.
  • Describe the PMO’s business alignment and affiliation.
  • Designate the PMO’s empowerment authority.
  • Describe the PMO’s fiscal management.
  • Identify the Charter approval.
• Relate to the PMO competency continuum:
  • Designate the PMO competency continuum stage.
  • Justify the subject organization’s designated PMO competency continuum stage determination.
  • Correlate the designated PMO competency continuum stage to the Organizational Project Management Maturity Model (OPM3).

Submit your Section 2 Portfolio Project Milestone as a single Microsoft Word document to the Module 6 submission area established for this purpose.

Your essay should address the following requirements:

• Your well-written PMO recommendation essay thesis should be 6 to 8 pages in length, which does not include the title, reference, or appendix pages. You need to add headings and subheadings associated with each of the bullet points listed in the Section 2 requirements.
• Format your paper per the C (Links to an external site.)SU Global Writing Center (Links to an external site.), which includes an introduction and conclusion.
• Include title and reference pages.
• In addition to your course textbook, cite at least four current (published within the past 5 years) scholarly resources (peer-reviewed, official governmental reports, and other scholarly sources) to support your suppositions, assertions, and conclusions. To enhance your learning experience, scholarly resources are available from the CSU Global library.
• Include an appendix for tables and figures as appropriate.

Please write clearly, concisely, and cohesively; use section level headers to organize the key elements of your thesis.

Need asap

1-2 paragraphs

Find an income statement or balance sheet for a business. Review the accounting concepts and the income statement or balance sheet to answer the following questions:

1. How is the business performing based upon your review? Is the business growing or declining, why?
2. Where is the business focusing the majority of its resources?
3. What advice would you offer to the owner or leadership of the business?

Describe how competencies are used to measure behaviors. Thinking of your own job (or one you desire to have), discuss a competency for that position, and describe some of the indicators used to determine if the competency is present.

Find a recent article or video describing a new product in development. Post a link to the article or video in the discussion thread and describe the following:

1. What need is the new product trying to fill? Do you think it will meet that need?
2. What type of innovation does the new product represent?
3. What kind of process do you think will be used to make the product? Would it be possible to produce a lot of the product in a short amount of time?

 Create a new job description for a store manager position and develop a succession plan strategy (6 pages) for those who seek a promotion into supervisory and management positions, either for FFH or within your own workplace (or an organization you are familiar with).

Demonstration of Proficiency

By successfully completing this assessment, you will demonstrate your proficiency in the course competencies through the following assessment scoring guide criteria:

• Competency 1: Apply legal standards in human resource management decision making and practice.
  • Analyze steps for designing a career development plan for FFH stores (or a selected organization).        
• Competency 3: Develop human resource management strategy recommendations to support organizational goals in a dynamic environment.
  • Recommend a succession plan strategy for each FFH position (or a selected organization’s roles/titles).
• Competency 4: Develop strategies to address HR needs and opportunities for a multicultural and inclusive workforce.
  • Explain what internal policies need to be reviewed or implemented to support FFH’s (or a selected organization’s) succession planning initiative.
• Competency 5: Communicate human resource management needs, opportunities, and strategies with multiple stakeholders.
  • Communicate in a manner that is professional and consistent with expectations for human resource professionals and master’s-level programs.

Preparation

If you choose to base this assessment on FFH, view the FFH Organization Structure and Job Description for Succession Planning | Transcript multimedia. This interactive has information on FFH’s assistant store manager position, two assistant store managers, four shift supervisors, twelve department supervisors, and assistant department supervisors. These roles and job requirements support this assessment.

If you choose to use your own workplace (or an organization you are familiar with), conduct research to locate the necessary information.

Instructions

FFH currently has 18 store managers who are over the age of 65, and most are considering retirement from the retail store chain. This presents quite the challenge in a changing economy with a global view, so there is an urgent need to create a new job description for the FHH store manager position and a succession plan strategy that addresses steps to take, policies to consider, and appropriate recommendations. If you choose to use a different organization, imagine a similar situation.

Include the following in your succession plan strategy for HR management and organizational leaders:

• Analyze steps for designing a career development plan for FFH stores or a selected organization. What specific training programs should be included for these supervisory and management positions? What external development sources would you use? What legal standards need to be considered?
• Explain what internal policies would need to be reviewed or implemented to support FFH’s or a selected organization’s succession planning initiative. How would diversity planning be impacted? 
• Recommend a succession plan strategy for each FFH position or a selected organization’s roles/titles. FFH’s positions include:
  • Assistant Department Supervisor.
  • Department Supervisor.
  • Shift Supervisor.
  • Assistant Store Manager.

Your succession plan strategy should demonstrate graduate-level writing skills through the accurate communication of thoughts that support a central idea and use of correct grammar and mechanics as expected of a human resources professional.

Additional Requirements

• References: Support your analysis with at least two academic, scholarly, or professional resources
• Format: Resources and citations are formatted according to current APA style and format.
• Length: Six pages, in addition to the references list.
• Font and font size: Times New Roman, 12 point.