Posts in category: Uncategorized

Stereotype Threat Definition

Steele (2010) reports that stereotype threat affects many types of identity groups across multiple performance areas:

The effect has been observed in women, African Americans, white males, Latino Americans, third-grade American school girls, Asian-American students, European males aspiring to be clinical psychologists (under the threat of negative stereotypes about men’s ability to understand feelings), French college students, German grade school girls, U.S. soldiers on army bases in Italy, women business school students, white and black athletes, older Americans, and so on. It has been shown to affect many performances: math, verbal, analytic, and IQ test performance, golf putting, reaction time performance, language usage aggressiveness in negotiations, memory performance, the height of athletic jumping, and so on (pp. 97–98).

Define stereotype threat. Use the Steele (2010) text and summarize one group’s experience with stereotype threat. (For example, African-Americans, whites, Asians, women, older persons, or lower socioeconomic class.)

Supporting Lectures:

Review the following lectures:

• The Employee’s Safety Nets
• Fair Labor Standards

Discussion Questions

Before beginning work on this discussion forum, please review the link Doing Discussion Questions Right, the expanded grading rubric for the forum below, and any specific instructions for this topic.

Before the end of the week, begin commenting on at least two of your classmates’ responses. You can ask technical questions or respond generally to the overall experience. Be objective, clear, and concise. Always use constructive language, even in criticism, to work toward the goal of positive progress. Submit your responses in the Discussion Area.

Tasks

Choose one of the following questions.

Discussion Question 1

When is it legal and fair to classify a worker as an independent contractor rather than an employee?

Discussion Question 2

Is it ethical for employers to argue for a denial when terminated employees file for unemployment compensation?

To support your work, use your course and textbook readings and also use the South University Online Library. As in all assignments, cite your sources in your work and provide references for the citations in APA format.

Your initial posting should be addressed at 500–1000 words as noted in the attached PDF. Submit your document to this Discussion Area by the due date assigned. Be sure to cite your sources using APA format.

Why is human resources in the health care industry just as important as it is in other industries? Provide an example. 175 words

This paper will allow you to examine your leadership skills and develop a plan for moving forward.

• Analyze your current leadership skills based on what you have learned in this course
• Identify 1 leadership theory that would be beneficial to your leadership role
  • Summarize your understanding of the 1 leadership theory
  • Explain how you would apply this theory to make you a more effective leader
  • Illustrate 2 positive outcomes that you would expect to occur
• Identify 1 change leadership theory that would be beneficial to your leadership role
  • Summarize your understanding of the 1 change leadership theoryExplain how you would apply this theory to make you a more effective leader
  • Illustrate 2 positive outcomes that you would expect to occur
• Develop a personal leadership philosophy and support your ideas with material from this course and outside research.
  • Provide an example where your leadership philosophy can be applied to lead an organizational change
  • Your leadership philosophy does not have to be any specific leadership model we reviewed. Rather, it should represent your trajectory of leadership as it applies to your career aspirations. Consider your career path and the industry you work (or wish to work in) and determine what leadership skills will be most effective. 

Submission Details:

• Submit a 6 to 8-page paper double spaced.
• Please provide at least six (6) scholarly references to support your paper. 
• All references should be used as in-text citations.All work must be completed in APA format.
• A title page and reference page must be included.
• Due by 11:59 PM (EST) Day Six (Saturday)

Read pages 1-8 of the case study A.P. Moller-Maersk Group: Evaluating Strategic Talent Management Initiatives (up to Talent Management Challenges). Using the readings in this module and the case material, discuss the following:

• Why the human resource function should be aligned with an organization’s strategic plan, and
• How current global conditions in Maersk’s industry impact human resource management practices within this organization.

 Write a 800-1000 word paper (body content length) based on researched artifacts from three companies in the same sector of private or non-profit industry (e.g., restaurants, services, products, hospitals, etc.) and their individual presentation of mission, vision, and values. After presenting each company’s brief history, mission, vision, and values, compare and contrast the various features and differences between the selected same-sector companies. Using relevant research via peer-reviewed journals and research conclude your paper with a scholarly assessment about the strengths and weaknesses of the mission, vision, and values of the companies researched. 

Among the many challenges managers face is providing accurate, timely, and effective feedback to employees. As a manager, how will you ensure you are giving employees the feedback they need to be successful on the job, while still carrying out the strategic plans of the organization? You are a district manager who manages 25 employees in South Carolina, Georgia, and Florida. You try to see your managers once a month, but when there are issues you constantly have to change your plans. Please respond to the following questions:

• How will you connect with your managers when you don’t see them on a daily basis?
• How do you monitor performance and give feedback both positive and negative?

reply to the students’ response and not the question  in 150 words minimum and provide 1 reference. Respond to the students response as though you are talking to them, use name 

question-

Discuss the adverse impact of stereotyping in the workplace. Give detailed examples of various HR functions where stereotyping may occur. Examine the consequences of stereotyping as they relate to an employer’s exposure to liability. 

students response

Stereotyping  in the workplace is making assumption about people based on a person’s gender or culture, or is based on religious or physical attributes. Stereotyping can be either positive or negative, but they are all unfair and misleading.

Some of the possible adverse effects of stereotyping is to make a judgement about someone, which can be completely misguided and incorrect, causing someone to act differently towards the persons, which can be offensive. The saying “Do not judge the book by its cover”, demonstrates that appearance is not enough to understand who a person really is. Stereotyping can create problems in many social situations like the workplace, at school or in the local community. An example; is a female boss in the workplace, where there are group of men to be managed, the female might feel that she has to prove that she is capable to do the job, because of the negative stereotyping that suggest that women are less capable and the men might in turn assume that she is bossy and incompetent, this will create negativity for her in the company.

Human Resources Management as a arm of the organization that see to the recruiting, managing and final exit of employee at workplace is susceptible to the use of stereotyping, if regulations are not enforced. Functions of HR that Stereotyping can occur are as follows: Recruitment, Compensation, Benefit Administration, Training And Development, Performance Appraisal And Management

Recruitment: Stereotyping occur when Human Resources would rather hire  a white man who had served time in prison than a black man who had not. See Ln. 2 Pg.277 Employment Law For Business (9th ed.) NY by Bennet-Alexander D. and Hartman L. (2019)

Compensation: According to U.S. Census Bureau data, white women are paid 77 cents to every dollar paid to men, on average, for African-American women, it is 70 cents to every dollar paid to men and only 64 cents for every dollar paid to White. See Ln. 6. Pg. 277

Benefit Administration: African-American being less likely than White to receive appropriate heart medication, coronary artery, bypass surgery and kidney transplants as well as more likely to receive a lower quality of basics clinical services, such as intensive care. Study at the Institute Of Medicine found out that bias, prejudice and stereotyping. See Ln. 6, Pg. 278

Training And Development: More White in workplace are sponsored for training, while African-American are left out. Russel Sage  Foundations found that racial stereotypes and attitude heavily influenced the labor market, with blacks landing at the very bottom. See Ln. 18, Pg. 278

Appraisal And Management: The appraisal given to African-American, Hispanic in workplace are low. Example; White Bostonians surveyed, said that African-American and Hispanic are less intelligent than Whites and that African-American are harder to get along with than other ethnic group. See Ln. 17, Pg. 278

Consequences of Stereotyping at workplace is detrimental to the productivity of the organization. When people are happy to come to work, feel respected and safe, they are likely to perform better, Job Satisfaction. Stereotyping leads to harassment and discriminatory situations, the work environment becomes tainted with negativity. It separates team and stalls creative efforts, these bring about lower productivity, lack of new innovations and growth for the employer.

References:  Bennet – Alexander D. and Hartman ..L. (2019) Employment Law For Business, (9th ed.) NY: McGraw-Hill., WWW.Chron.com, WWW. bethanyslinger.blogspot.com

Tracey, age 56, was laid off from her bank job 6 months ago; she has been applying for various positions with very little response and only one interview, and her state unemployment insurance has just ended. As a single mother, she was unable to save much for her retirement. She now fears she will run through her small retirement savings to pay the mortgage on her condo and other bills. She has also been without health insurance since losing her job because she couldn’t afford COBRA payments or the insurance available through the ACA. Tracey is considering selling her condo and moving in with one of her siblings while she continues to look for work. She’s hoping she can eventually find a job with health insurance benefits that will last until she qualifies for Medicare.

1.​What do you think are some reasons that Tracey’s economic situation is so unstable?

2.​The ADEA, or Age Discrimination in Employment Act, made it illegal to discriminate against older workers because of their age, but the Equal Employment Opportunity Commission report on the state of age discrimination stated that “age discrimination remains a significant and costly problem for workers, their families, and our economy.” How do employers get away with discrimination against older workers in spite of the ADEA?

3.​What policy changes would you propose that could help someone in Tracey’s situation obtain healthcare coverage?

4.​What prejudices do you think you hold against older people in the workforce? Why?

• Write 10–15 pages in which you consolidate your experiences in facilitating team-learning sessions into a final analysis. Incorporate your learning on change management; facilitating change; the dynamics of change; the importance of stakeholder participation; and the use of language, trust building, and fear containment in team development.

Note: You will need to complete Assessments 1 and 3 before completing this assessment.

Show Less

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

• Competency 1: Apply change management interventions. o Analyze learning as a team development facilitator.o Recommend team development enhancements that use learning disciplines to support future team learning.• Competency 2: Analyze applications of change management principles. o Explain change management and supporting theories.o Explain chosen disciplines and supporting theories.o Analyze how team experiences and session outcomes support chosen disciplines and change management theories.o Synthesize learning regarding team dynamics and the value of team development disciplines.o Identify resources containing the most important information related to change recommendations.• Questions to Consider 

To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.

• Think about a difficult change process that you have experienced: a downsizing, an acquisition, an introduction of new technology, the replacement and introduction of a new leader, being put in a new group, the creation of a new enterprise, and so on. Or think of a personal change, such as a change in a relationship or a new job. Consider how the DVFR factors (dissatisfaction, vision, first steps, and resistance) helped create change. What factors that made the change more difficult may have been involved? What would have been needed to overcome the missing elements?• At the completion of this assessment, consider what you have learned about change management and about yourself as a team facilitator.• Note: You will need to complete Assessments 1 and 3 before completing this assessment.

Integrate your understanding of change management and the use of the five disciplines for team development, based on your findings from your two team development sessions, to write an analysis of what you learned about change as a facilitator, and about yourself as a facilitator.

Include the following sections:

1. Theory of the five disciplines as a method of change:Describe a relevant theory of change management and two of the five disciplines. (You are not required to choose the same two theories that you used in your team sessions, but you may use them if you wish.) o Consider your audience as you choose your theory, and decide how to discuss it and what to present. Ideally, this audience would be the larger organization in which the team functions, but it could also be to the session team itself, members of an educational forum, or another group. Make judgment calls about the audience’s needs and setting. Note: After successfully completing this assessment, you may wish to actually present your paper to a professional audience at your organization, in order to demonstrate your own development.o Invent your own unique metaphor and use it to explain your chosen theory. That is, develop a graphic or verbal image of something familiar to explain an unfamiliar thing or process. An important part of considering an audience is to provide a powerful metaphor to help audience members understand and remember the relevant information. Causal loops and the ladder of inference are examples of graphic metaphors.2. Team development summary findings: Present your summary findings from the two team development sessions, in which you completed the team exercises. o Use the best stories and quotes from your session experiences to illustrate the disciplines and how they support change.o Synthesize your learning from the sessions about team dynamics and the value of the five disciplines for team development.o Illustrate some action statements made by your team and the subsequent changes you observed.3. What you have learned from facilitating both team-development sessions: o Write a section on your learning as a facilitator for the team development sessions. What worked? What did not work? What would you do differently next time?o How would you change your contract, your explanation of change management, the disciplines, the exercises, your exercise choices, or your behavior during the team sessions, in order to enhance the quality of the team learning?4. Recommendations: Provide your recommendations for enhancing team development in the future in a way that is practical, justified, memorable, and actionable for your team and your audience (ideally, the larger organization to which the team belongs). o Include some of your best quotes and stories from your session experiences as examples.o Show how your recommendations for building more effective teams will help the audience move closer to its preferred future.o Include some models from your learning about disciplines that support team learning.o Describe the potential power of using the five disciplines to support team learning.5. Learning resources: To assist your team in learning more about the change management process, list a selection of books, articles, Web resources, and organizations containing the most important resources you would recommend.

Additional Requirements

• Written communication: Written communication is free of errors that detract from the overall message.• APA formatting: References and citations are formatted according to current APA style and formatting guidelines.• Length of paper: 10 to 15 typed, double-spaced pages.• Font and font size: Arial, 12 point.

Organizational Team Development Analysis Scoring Guide

Organizational Team Development Analysis Scoring Guide Grading Rubric

Criteria 

Non-performance 

Basic 

Proficient 

Distinguished 

Explain change management and supporting theories.

Does not explain change management or supporting theories. 

Explains change management or supporting theories, but not both. 

Explains change management and supporting theories. 

Analyzes change management and supporting theories; and supports statements with relevant real-world examples. 

Explain chosen disciplines and supporting theories.

Does not explain chosen disciplines or supporting theories. 

Explains chosen disciplines or supporting theories, but not both. 

Explains chosen disciplines and supporting theories. 

Analyzes chosen disciplines and supporting theories, using a unique graphic metaphor; and supports statements with relevant real-world examples. 

Synthesize learning regarding team dynamics and the value of team development disciplines.

Does not explain learning regarding team dynamics or the value of team development disciplines. 

Explains learning regarding team dynamics and the value of team development disciplines. 

Synthesizes learning regarding team dynamics and the value of team development disciplines. 

Synthesizes learning regarding team dynamics and the value of team development disciplines; and recommends strategies to improve team dynamics through the use of the disciplines. 

Recommend team development enhancements that use learning disciplines to support future team learning.

Does not recommend team development enhancements that use learning disciplines to support future team learning. 

Recommends team development enhancements but the connection to using learning disciplines to support future team learning is unclear. 

Recommends team development enhancements that use learning disciplines to support future team learning. 

Recommends team development enhancements that use learning disciplines to support future team learning; explains the impact of recommendations on helping to move towards a preferred future; and recommends implementation strategies. 

Identify resources containing the most important information related to change recommendations.

Does not identify resources containing the most important information related to change recommendations. 

Identifies resources containing information, but the resources do not contain the most important information, or are not related to change recommendations. 

Identifies resources containing the most important information related to change recommendations. 

Identifies resources containing the most important information related to change recommendations; and provides rationale for selection. 

Analyze how team experiences and session outcomes support chosen disciplines and change management theories.

Does not describe how team experiences or session outcomes support chosen disciplines or change management theories. 

Describes how team experiences and session outcomes support chosen disciplines or change management theories, but not both. 

Analyzes how team experiences and session outcomes support chosen disciplines and change management theories. 

Analyzes how team experiences and session outcomes support chosen disciplines and change management theories; and supports statements with relevant theory or real-world examples. 

Analyze learning as a team development facilitator.

Does not describe learning as a team development facilitator. 

Describes learning as a team development facilitator. 

Analyzes learning as a team development facilitator. 

Analyzes learning as a team development facilitator; and recommends strategies for continual growth as a facilitator.