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Write an essay describing the four nonroutine cognitive skills as set out by Robert Reich. For each skill, describe a business situation in which the ability to perform that skill is essential. Be sure to explain how each skill is applied and why it is important in the situation.

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If you worked in facebook. How specifically would you motivate your employees? Specify at least one management theory that you would use (from Chapter 8) and give at least two examples of how you would use this theory in managing the employees at this company.

Are some theories easier to use than others when constructing research questions?

153) Tata motors case analysis

Managing the whole company operations will need a very powerful package software. You are appointed as an operations manager and you are supposed to make recommendations on the best package software to be used by Tata motors. From the case study which system would you recommend and why. Support your answer with references.

154) Share one or two specific examples of how you will use the concepts or strategies presented in this class to contribute to your academic and career success.
Which activities or assignments did you find most valuable in helping you recognize or develop skills you will use in the future?
What are the skills you would like to learn more about or continue to develop

157) Reflect on the preschool environment. What items would you add to a 3 or 4 year old classroom to help make it culturally appropriate? What adaptations you might make in a preschool environment (indoors and outside) for a child in a wheelchair and a child who is blind. Reflect on what being “inclusive” means.

158) Read the case here: http://bi.galegroup.com/essentials/article/GALE%7CA487605779/3a0f34685a224203e1a4ada2308bd33a?u=tlearn_trl

This article discusses the results of the Guardian Life Insurance Company of America’s 2017 Absence Management Activity Index and Study. Please read the article, download the 2017 Guardian Absence Management Activity Index and Study (https://www.guardiananytime.com/gafd/wps/portal/fdhome/insights-perspectives/emerging-trends/absence-management-study-2017), and answer the following questions:

According to the 2017 Guardian Absence Management Activity Index and Study, if an organization decides to create an absence management program, what are the 5 Best Practices they should adopt? According to the report (See page 9), absence management practices vary by industry, such that companies in the finance, insurance, and education industries have more advanced absence management programs than those in retail, wholesale, and manufacturing. What is/are the reason(s) for this disparity?

159) Read the case and then answer the following questions.

Surface tension
The tech giant’s decision to make its own tablet computer is a bold gamble

“WITHIN five years, I predict it will be the most popular form of PC sold in America.” When Bill Gates spoke at a trade show in 2002, the then chairman of Microsoft left nobody in doubt that what his firm called the “tablet PC” would one day take the world of personal computing by storm. His sense that an upheaval was coming was spot on, but his timing wasn’t. Only when Apple launched its wildly popular iPad in 2010 did computing tablets at last take off. Now Microsoft is scrambling to gain a foothold in one of the hottest markets in the IT industry.

On June 18th 2012, Microsoft unveiled Surface, a tablet that will bear Microsoft’s name and is supposed to be a showcase for its new Windows 8 operating system, due to be rolled out in the autumn. The new device will be available in two models: a basic version with a processor designed by ARM (which also powers the iPad) and a souped-up one with an Intel chip for business

users. Both models boast some innovative features, notably a built-in stand and a cover that doubles as a keyboard.

Microsoft’s decision to make its own tablet is another sign of how much the company is being buffeted by shifts that are transforming the world of IT. Just as momentous as the rise of social networking is the rapid growth of mobile computing (see Figure 1). This has softened sales of Windows-based PCs, the foundation of Microsoft’s fortunes. And it has boosted rivals such as Apple and Google, whose respective mobile operating systems, iOS and Android, power most smartphones and tablets.

A related threat to Microsoft’s business is the “consumerisation” of IT. Growing numbers of employees are now demanding to use their own phones and tablets at work. In many cases, companies are caving in. As a result, iPads and Android-based tablets are spreading rapidly through offices and factories – the heartland of Windows-based PCs.

Critics point out that Microsoft’s track record in hardware is mixed. Although it has produced hits such as the Xbox game console, it has also had some deeply embarrassing misses, including Zune, a portable music player that has failed to rival Apple’s iPod.

Microsoft entered into video games and game consoles in 2001. The launch of Xbox 360 in 2005 has proved extraordinary and also particularly interesting. The rationale behind its market entry into the video games industry comes with a good reason. It was designed primarily to keep their potential competitor, Sony, in check. Although Sony operated in a different industry, Microsoft recognized that Sony could emerge as its rival.

Microsoft’s Zune was launched in November 2006 and Microsoft believed that it could compete with the Apple iPod, which had been in the market since 2001 and dominated the multimedia player and music download business around the world. The Wall Street Journal reported that revenue from the Zune player was $85 million during the 2008 holiday season compared to $185 million in the same period in 2007. Apple’s iPod revenue during the last quarter of 2008 was $3.37 billion. Microsoft, which had access to as much hardware development expertise as any company in the world and the capital to support a massive marketing budget for new products, failed completely in its attempt to get a large part of the iPod market.

For the Surface, analysts worried that consumers may be confused by the two versions of the tablet, which will have very different price points. Microsoft has just indicated that the expensive model is likely to cost the same as thin laptops, which sells for around $1,000, whereas the cheaper version will be priced to compete with comparative ARM-based tablets, probably at around $500. Comparatively, the cheapest iPad with a high- resolution screen costs $499.

Another concern is that by making its own device, Microsoft risks alienating other firms that are working on Windows 8 tablets, such as Dell and HP. But the company’s main aim may be to show how its new operating system can best be used, thus setting a standard that other device makers will strive to exceed – and perhaps produce a Windows 8 iPad-killer.

If that is indeed the aim, Microsoft appears to have missed a key lesson from Apple. One reason why the iPad has been so successful is that it blends beautiful hardware with an amazing range of software. Microsoft has attractive assets, in particular Skype (an internet calling service), its alliance with Barnes & Noble (a big online bookseller) and its Xbox ecosystem. Yet other than the firm’s Office suite of productivity tools, none of these was shown at this week’s launch. “Microsoft has missed an opportunity to highlight things that can inspire people,” said Sarah Rotman Epps of Forrester, a research firm. Perhaps when its tablet hits the market later this year, the company will have found ways to bring more of these to the surface.

Microsoft has reaffirmed the strategy of having its own hardware devices recently. In September 2013, Microsoft agreed to acquire the handset business of Nokia for about US$ 7.2 billion. Thus, Microsoft will not only be making tablets but mobile phones as well. In a letter to all Microsoft employees, CEO Steve Ballmer, reiterated that “The form and delivery of our value will shift to devices and services versus packaged software.” In November, Microsoft launched the second generation of the tablets and an updated version of Windows. The device strategy is here to stay.

Unlike earlier ventures into devices, like the Zune music player and the game console Xbox, the motivation for getting into the hardware side of business in relation to mobile phones and tablets seems to be the strengthening of the Windows platform but the opening up of a new source of revenue is still in doubt.

Question A :

Explain the differences between diversification and vertical integration strategies in relation to the scope of business.

Question B :

Would you classify the following strategic moves of Microsoft as diversification or vertical integration strategy? Why?
A) Launching of the portable music player Zune
B) Launching of the Xbox game console
C) Launching of the Surface tablet.

Question C :

What are the major potential benefits and risks of Microsoft’s strategic shift from selling ‘packaged software’ (i.e. Windows operating system) to launching ‘devices and services’ (i.e. tablets and mobile phones)?

160) Why look at art?

How would you explain the importance of looking at art? What skills does it develop? When you have come in contact with various types of art?

161) Explain the theory of Scientific Management proposed by Frederick W. Taylor?Explain further the criticisms that were levied against this theory?

162)

Evaluate the three parts of the message receiving process.
Compare two common approaches to getting feedback, and explain why they do not work.
In your opinion, can a leader maintain a personal friendship with some members of his/her work group or team without creating the perception of in-groups in his/her work unit? In your opinion, explain the impact of such a relationship to one of the stages of the dyadic theory.
What should a leader do to dispel any notion or misconception that there are in-groups and out-groups in his/her work unit? Explain. Evaluate the two types of relationships under the vertical dyadic linkage model.
What do you say to those who argue that tactics used by followers to get noticed by their leader (such as impression management, ingratiation, and self-promotion) are shameful and self-serving and should be avoided? Explain and offer your opinion of the link to developing high-quality LMX relationships.

163) Describe your reflection, after you watching the TED that is Who controls the world? by JAMES B. GLATTFELDER

164)

When calculating the cheapest way to ship product to a central location from different capacity-limited locations elswhere, which calculation must you perform FIRST ?

D. Stepping Stones

Posting a numbered menu that offers only a limited selection of available foods is an example of productivity improvement by

		Focus
		Modularization
		Self-service
		Scheduling

One reason why it is important to make quantitative measurements and predictive forecasts:

Increase desampling, encryption, and transmission speeds

Reduce waste from the mis-use of scarce resources

Enforce implicit deny

Make it easier to subvert established means of data manipulation

A manager only has time to address the most important issues. Which of the following charts would prove most helpful to this manager ?

		Pareto chart
		Scatter diagram
		Histogram
		Exclusion chart

Which of the following interview techniques seeks to focus and then establish a consensus of the opinions of experts ?

Likert scale questionnaires

Delphi exchanges

Neural network modeling

Actor-Network Theory

The implementation of controls and documentation of management actions …

		must not rely on third party frameworks, expert opinions, or externally validated best practices
		must not be circumscribed by any legal authority
		has to be auditable after-the-fact, with built-in traceability and non-repudiation
		requires strict enforcement of mandatory access control

165) What are some best practices for enhancing teamwork and workplace communication?

166) 1. Critical analysis of leadership theory and style maintains

**Select one or more:*
a. leadership should come from the ranks
b. leadership is most effective when there are contingent rewards and corrective coaching
c. leadership should be defined by the structure of the organization
d. leadership skills make a manager the most powerful entity

Positive psychologists refer to positivity and success as a measure of

**Select one or more:
a. identifying and fixing problems
b. languishing and exceeding potentials
c. counterproductive behaviors and preventing them in the workplace
d. higher managerial performance, both in terms of decision making and interpersonal tasks

Organizational change involves

**Select one or more:
a. behavior modification across the organization and leadership that scans for environmental resistance
b. learning capabilities across management teams and a survey of all stakeholders for support
c. behaviors that should be altered and aligned with current procedures
d. actions that are amended to provide shifts in the direction an organization to takes to implement improvement

169) Charlie operates a flower shop. He agrees to sell his business to his sister Ali for $45,000. They both use their own solicitors to negotiate the terms of a formal written agreement. The agreement contains a restriction that Charlie cannot,in thefollowing two years, open another flower shop within 2 kilometres of the onehe has just sold to Ali.

Aftersix months, however, Charlie opens another flower shopjustone kilometre away. Ali wants to sue Charlie forabreach of contract but fears the agreement was not intended to be legally binding because they are siblings.

170) Explain the meaning of dualism and dual societies. Do you think that the concept of dualism adequately portrays the development picture in most developing countries? Explain your answer.

171) How far does the Dependency model relevant in explaining the current north-south development gap and it’s relations?

172) We all share common experiences that can be generally classified within the major themes of art. Examples of these themes include love, mortality, identity, truth, and beauty. The representation of these themes through various media reveals central beliefs shared by a common people. The comparison of objects from the humanities with similar themes helps to uncover not only the uniqueness of each respective cultural artifact but also a shared human consciousness that transcends time and place. Your project for this course has two parts.
In Project Part One, you will complete an exploration document examining two cultural artifacts that you select, identifying a theme common to both of them and developing a thesis statement related to the theme and artifacts. You will also identify an audience who would be interested in your artifacts, theme, and thesis statement.
in Project Part Two, you will develop a presentation for your audience. In your presentation, you will discuss the impact of the cultural artifacts, theme, and thesis statement on both individuals and society, supporting your claims with evidence. You will also explain how study of the humanities has impacted you both personally and professionally.
In Project Part Two, you will demonstrate your mastery of the following course outcomes: ? Illustrate the impact of the humanities on personal and professional experiences? Communicate effectively to specific audiences in examining fundamental aspects of human culture? Utilize evidence from subjective and objective cultural analysis in drawing conclusions about the impact of cultural artifacts on individuals and society Prompt Your presentation assignment should answer the following prompt: Based on your exploration document, create a presentation that explains how the humanities have impacted you both personally and professionally and discusses the impact of your theme on your audience. Specifically, the following critical elements must be addressed: I. Provide a brief overview of your artifacts, theme, and thesis statement. How are they situated within the domain of the humanities? II. Explain how the theme, as it is expressed in the cultural artifacts, and thesis statement impact the audience. In other words, how is the theme relevant to members of the audience? Why should the audience care about your thesis statement? Support your response with specific examples from your exploration document. III. Describe the evidence from subjective and objective cultural analyses that you have to support your conclusions about the impact of the theme and cultural artifacts on you personally and on your audience. Support your response with specific examples from your exploration document. IV. Explain why the theme and cultural artifacts are important to you personally. In other words, why did you select these artifacts to study? Why did you select your theme, especially if there are other themes that could apply? V. Explain how studying the humanities can give you both a personal and professional advantage. In other words, what is the benefit of studying the humanities? VI. Explain why the humanities are important to society. In other words, what do the humanities tell us about our own culture and experiences? How do the humanities impact us? Support your response with specific examples from your exploration document and your own personal and professional experiences. VII. Communicate your message in a way that is tailored to your specific audience. For instance, you could consider your vocabulary, your audience’s potential current humanities knowledge or lack thereof, and what is specifically important to the audience.

THIS IS A POWERPOINT PRESENTATION. PLEASE PRESENT IN A POWERPOINT FORMAT.

173) A mountain range 4 km high is in Airy isostatic equilibrium. During a period of erosion, a 2 km thickness of material is removed from the mountains. When the new isostatic equilibrium is achieved, how high are the mountains?
How much material must be eroded to bring the mountains eventually down to the sea level? Use the crust and mantle densities of 2800 kg/m^3 and 3300 km/m^3, respectively.

174) Can you please write a one page memo from the information below as if you were writing to the CEO?

Memo

Root Causes of the Disaster Involving Leadership

Much of the poor decision making and hiccups leading up to the disaster were a product of poor leadership. We’ve identified three root causes that could have contributed to the development of this massive failure. First, when you became CEO of BP, you stated that you wanted to “focus like a laser on safety issues,” yet your actions and decisions said otherwise. Second, your performance targets and compensation based pay created a hostile situation for all employees involved. Lastly, since the project was highly matrixed with so many players involved, communication and mutual trust were major failures.

To change the culture of the company, you must actively demonstrate that you believe in and operate by the values that you are portraying. When you joined BP, your goal was to halt growth and production targets and focus heavily on safety. Despite stating this, you spoke publicly about your desire to transform the culture of BP to be less risk averse. These statements display clear contradiction. To have strong organizational safety principles means to actively pursue the least hazardous process of completing a task or project. Reducing risk aversion could mean allowing for more volatile processes, perhaps because they come at a lower cost. If you were serious about creating and sustaining a culture revolving around safety, you would have encouraged employees to document the company’s best practice processes and continuously try to improve safety and efficiency of these processes. Also, BP’s “Group Values” clearly lacked emphasis on safety, given that only one of 18 of these values encompassed health and safety. Further, your “Brand Values” had no mention of safety. New employees who are reading these documents to get an idea of the culture and values of the company are not going to feel an emphasis on working safely.

To continue, paying on-site employees commission based on performance seems counterintuitive at such a high-risk job. Commission based employees have little incentive to share best practices on risk management because they want to retain their high value and mitigate their risk of being replaced. In turn, safety suffers because employees are not sharing insight, there is no organizational knowledge gained, and best practices are not documented or improved upon. Also, since compensation was tied to overall performance of the site, managers had incentive to try to reduce cost, likely settling for higher risk options (for instance in the case of the centralizers). Again, paying these employees based on performance clearly contradicts your statement of focusing on safety. Employees won’t be encouraged to focus on safety if they don’t see it directly impacting the project’s bottom line.

Lastly, given the highly matrixed environment due to the amount of companies and employees involved, effective communication and mutual trust were essential. These were two failures that could have contributed to the Deepwater Horizon disaster. For instance, the decision to stick with six centralizers was a clear breakdown of communication. Halliburton’s model testing revealed that 21 centralizers would significantly lower the risk of failure. BP’s confirmation bias lead them to conclude that the test was inherently flawed, and hesitated purchasing any more centralizers due to the cost and schedule impact. After finally being convinced to purchase more centralizers to reduce risk, BP purchased lower cost, high risk “slip-on” centralizers, which were not used anyway. If there was clear communication and a mutual trust in the partnership between BP and Halliburton, BP would have took the precaution based on the model testing, and potentially averted the crisis. The cancellation of the cement bond log is another example of the lack of trust. Despite Gagliano’s warnings of potential channeling, BP went on without the cement bond log (a test that was even more necessary given that you chose to only employ 6 centralizers). BP chose to ignore the advice of a key player in the project to save a few thousand dollars.

To summarize, three potential root causes of the failure involving leadership include failure to align goals of safety with actions and decisions, paying employees based on performance, and breakdown of communication and trust between key players. Rather than focusing on cutting costs and improving the bottom line, BP should have been getting clear on these three failures.

BP’s Liability for the Disaster

According to the facts presented in the case, if we were judges, we would say BP is 75% liable for the Deepwater Horizon Disaster. There were three major decisions, all made by BP, that contributed to the tragedy. The first decision was determining what well casing to use to secure the well hole safely. The second choice made by BP was only to use six centralizers rather than the 21 centralizers that was recommended by the OptiCem model. The third decision made by the BP managers was not to run the test called “cement bond log.” All three of these significant decisions made by BP can be traced back to one single theme, trying to reduce capital expenditures and earn profits in any way possible, even if it increases risk and jeopardizes safety.

The first decision was to choose between a steel tube called a “liner” or a “long string casing” to secure the well hole. The liner is a steel tube that hangs from a liner hanger on the bottom of the casing already in the well, and then the workers insert another steel liner tube called a “tieback” on top of the liner hanger. The “liner” provides four barriers of protection but takes longer to install. The “long string casing” involves running a single string of steel casing from the seafloor all the way to the bottom of the well. This choice only provides two barriers of protection and is quicker to install. By choosing the “long string casing,” it saved BP time and money (over $7 million). However, BP knew about the possible risks using the string casing but decided it was the best economical choice for the company. The decision was influenced by BP trying to reduce capital expenses in any way possible.

The second decision made by BP was to use only six centralizers rather than 21. Centralizers help keep the pipe centered and assists with the proper gas flow. The OptiCem model was used to help determine how many centralizers were recommended to use to reduce gas flow. BP planned to use only six, but the model concluded that the risk for gas flow problems was quite significant and 21 centralizers should be used. However, BP’s engineer department ignored the possible dangers of just using six centralizers. They felt it would be a waste of time to acquire more centralizers and decided only to use six. BP once again neglected safety and risks to reduce capital expenses.

The most neglectful decision made by BP was not to run a test called “cement bond log.” The “cement bond log” checks the integrity of the cement after it is pumped into the well. “A 2007 study by the MMS found that cementing was the single most significant factor in 18 of 39 well blowouts in the Gulf of Mexico over a 14-year period.” BP had workers from a company called Schlumberger on the rig ready to perform the test. If BP decided to run the test, it would have cost them around $181,000, but BP chose not to run the test even with warnings of potential channeling. By not running the test, it saved BP about $117,000 and about six to 12 hours of labor. BP’s decision focused on cost-saving rather than the possible risks of not running the test.

All three of these critical decisions that were made by BP had one thing in common, ignoring possible risks to reduce costs. BP deliberately ignored multiple warnings and cautions that were given to them throughout the process of closing down the well. The inexperienced decision makers were making the wrong decisions. Five out of the 12 supervisors in charge of the operations and engineering had a total of approximately ten months experience between them. The inexperience leads to inaccurate forecasting and bad planning. BP estimated that the well would only take 51 days and cost roughly $96 million. On the day of the disaster, it was on day number 80 and $55 million over the planned budget. The outcome of incorrect forecasting and failed planning resulted in BP reducing their capital expenses by being negligent and careless of the risks and safety of their employees and other companies on the rig.

The other 25% liability of the disaster would fall under Transocean and Halliburton. Both of these companies were on the rig and were involved in some of the decisions that were made. Transocean owned the oil rig, and their employees performed most of the work. They could have stopped working on the rig and made sure that BP was following all proper procedures and recommendations. Halliburton was a cementing contractor that was hired to run model simulations and cement lab tests. Halliburton was the company that insisted BP on using 21 centralizers. However, Halliburton knew that BP decided only to use six and no one tried to postpone or put a stop work order on the cement job.

Bad Leadership

An example of bad leadership in the case of the Deepwater Horizon oil rig was that of the drilling engineers. The simulation model OptiCem concluded that by only using six centralizers as planned, the risk for gas flow problems would be quite significant. The model concluded that at least 21 centralizers would be needed to significantly lower this risk. One engineer, Brian Morel, replied to these concerns with the following email:

“We have six centralizers, we can run them in a row, spread out, or any combinations of

the two. It’s a vertical hole so hopefully the pipe stays centralized due to gravity. As far as changes, it’s too late to get any more product to the rig, our only options is to rearrange placement of these centralizers.”

A glaring concern within this email is “it’s a vertical hole so hopefully the pipe stays centralized due to gravity.” Not only does Morel believe that additional centralizers are unnecessary, he also believes that the pipe will be able to stabilize itself, despite contradicting reports from the OptiCem model. The other drilling engineer, Brett Cocales, further reiterated his lack of concern by emailing him back:

“Even if the hole is perfectly straight, a straight piece of pipe even in tension will not

seek perfect center of the hole unless it has something to centralize it.

But, who cares, it’s done, end of story, will probably be fine and we’ll get a good cement job. I would rather have to squeeze than get stuck above the WH.”

Both of these men had the knowledge and experience to know that they should have trusted the model and the results it produced. Cocales even knew that the pipe would not be able to straighten itself alone with gravity and would need something to centralize it. With the combined expertise of these drilling engineers, all 21 centralizers should have been in place to help reduce the severe risk of gas flow problems. Instead, they chose to save time and money rather than improve upon the safety of the rig and all the employees working on it.

The origin and development of this type of gross negligence is simple: a long history of cost cutting measures within British Petroleum. As a newly private company in the late 80s and early 90s, BP was nearing bankruptcy. As a result, the company took dramatic measures to cut costs. These techniques proved to be successful, and BP started to improve. The CEO who took control of BP in May 2007, Tony Hayward, further cut costs by reducing headcount in both managerial and lower staff positions. Furthermore, four levels of management were cut. Hayward also desired to transform the culture of BP to one that was less risk averse. “He believed that too many people were making too many decisions leading to extreme cautiousness. ‘Assurance is killing us,’ he told U.S. staff in September of 2007.” Cost cutting measures had proven to be successful in the past, and the new CEO of BP was set on taking it even further than the company had before.

The Deepwater Horizon rig was estimated to require more than 3,600 hours of maintenance and cost BP $500,000 per day to lease from Transocean. Contractor fees were roughly the same amount. It would take approximately 51 days to drill the Macondo well at a cost of about $96 million. By its 80th day on site, the rig had far exceeded the original budget. The rig also faced numerous software issues that would need to be fixed, further straining the budget. Following the decades-long tradition of slashing costs, BP management on the rig used shortcuts to complete jobs. For instance, the task of circulating mud through the well should have taken them around 6-12 hours and was completed in under 30 minutes. Tasks were done quickly and improperly in order to avoid the mounting costs of labor and material. If given options, the one that would require less time would be chosen over the safest option. Thus, leadership and leaders followed the company’s history of cost cutting tactics.

A huge shift in culture would need to take place in order to actually correct the problems at BP, which run through and thrive in each level of management within the company. If I was an employee at BP during the Macondo well and Deepwater Horizon project, I would continuously raise my concerns for the shortcuts and harmful safety tactics that were occuring. As noted in the article, experts who brought forth their options and raised concerns for pipe stability and safety were overruled or told that their models were likely inaccurate. If I would continuously ignored by management, I would no longer be able to work for a company that valued cost-reduction and expediency over caution and the safety of their employees. I would likely report BP to the Bureau of Ocean Energy Management, Regulation, and Enforcement, and bring forth data and evidence that would substantiate my claims against BP. Hopefully by bringing attention to the shortcuts performed by BP, action would be taken by government agencies, which would forcefully bring these practices to an end.

177) This is a personal reflection exercise to apply learning from class materials and learn more about transformational leaders in your life. Utilize critical thinking to answer the following questions. Your responses should be double-spaced and approximately 1-2 pages long.

Why did you decide to enter a health care profession? Write down the three most significant reasons that prompted your decision. Of the leadership styles examined in this lesson, which one do you most identify with?
Has there been a person or people in your life who was a mentor and inspired you to reach above and beyond your perceived potential? Have you served as such a mentor in the life of another?
What are the core values that you maintain regarding the treatment of others? What values do you hold with regard to work and professionalism?
What (besides money) would motivate you to do your best possible work? What personal values and aspirations do you have that a transformative leader might be able to help you achieve?
What de-motivates you? What actions or behaviors on the part of leaders might lessen your commitment to your goals and your values of sense of value or self-esteem?
You have decided to apply for a position as a leader for a local healthcare clinic. You wish to market yourself as a Transformational Leader who can lead the facility into the healthcare arena of the future. What items or issues should you highlight and discuss in the personal interview?

178) PART A – Reflective Analysis please make sure to address the following: – At the beginning of the module you have identified ONE personal skill (chosen skill is negotiation skills since i work as a manager in sales department and interact with supliers and workmates) that you aimed to develop and improve throughout the module. Your Reflective Analysis will detail WHAT YOU DID to improve that skill and HOW EFFECTIVE your efforts have been. Therefore: Ø Create a titled Introduction that outlines the importance of the selected skill. In the introduction you are also advised to describe the general nature of the skill with certain theoretical justification i.e. text-citations/references as well as provide proofs for the necessity of the skill’ improvement (maybe by adding additional information from your work environment which may have influenced your skill’ selection and need for improvement). Finally, your introduction may be concluded/ end with the purpose of the Part A i.e. ‘Finally, this paper seeks to provide information from a reflective nature of the skill….. etc.’. The introduction may be approximately 400 words limit. Ø The main body of your Part A – Reflective Analysis (approximately 2300 words limit) could be divided into sub-chapters while exploring the role of the skill into different fields of study i.e. ‘The importance of time management skill towards productivity’. Make sure that you will manage to establish a clear evidence of the importance of the skill’ improvement in relation to the areas where you are most affected by the use of that skill. Finally, and MOST important while discussing the skill which affects certain fields (i.e. productivity) please REMEMBER to include THE METHODS that you have used to improve that skill and discuss HOW EFFECTIVE your efforts have been. It is important to support your ASSERTIONS with appropriate theoretical information especially while linking the skill in certain areas or influences. I highlight the importance to use the link: http://vle-usw.unicaf.org/mod/url/view.php?id=30196 which includes a variety of material (i.e. video, reading documents etc ) suitable for improving skills (in your analysis you will be clearly state the you have used or gone through the videos and how these have influenced the improvement of your skills. Ø Conclude your PART A – Reflective Analysis with a conclusion of approximately 300 words. Ø In a separate page after your conclusion please include the reference list of ALL the resources used and text-cited in the PART A

179) Discuss what would you say to or do if a team member were Gets upset when his/her recommendations are not followed.

Present the specific actions you would take. Identify the challenges this type of behavior would represent for you. Explain how you would manage your frustration with the situation.

180) Q60 Answer the following questions:

a) Your manager has a natural style of leadership. State and discuss the problems that could arise when your manager is not prepared to change his natural leadership style. [2 Marks]
b) Your manager is concerned about the high accident rate in your workshop as a result of unsafe acts of the workers. Name the types of unsafe acts you would look for in your department. [2 Marks]

NO PLAGIARISM IN THE ANSWER.

DO NOT WRITE THE ANSWERS – USE WORD FORMAT.

Define power, influence and authorities and explain their importance in organisational life. [1 Mark]

DO NOT WRITE THE ANSWER – USE WORD FORMAT.

NO PLAGIARISM

182) An employee gives notice due to ill health. Six months later you hear they are working at the local hardware store, part-time, as a sales assistant. Would you include them in your staff turnover figure? Explain reasons where you would and would not include them.

183) An employee gives notice due to ill health. Six months later you hear they are working at the local hardware store, part-time, as a sales assistant. Would you include them in your staff turnover figure? Explain reasons where you would and would not include them.

184) Define and discuss corporate social responsibility. Consider Milton Friedman's approach to this theory

185) Identify one ancient Christian community living or serving in an Islamic majority context, such as Coptic, Marionite, Chaldean, Armenian, etc. Compare and contrast how this ancient community practices similar rituals as the Five Pillars of Islam.

187) Which one is direct or indirect speech -Does Tom like Italian food? andDo you know if Tom likes Italian food?

188) Which one is direct or indirect speech -Does Tom like Italian food? andDo you know if Tom likes Italian food?

189) Can you think of a specific situation in which you have selected a supplier, whether as a consumer or a buyer for an organization in a professional situation? What was the specific situation? What method did you use?

190) Identify a motivational theory. What is the theory founded upon? How does it conjure motivation? Does the theory suggest that motivation leads to performance of some sort? In the context as a corporate employer, would the theory suggest that motivation will lead to performance if incentive pay is aligned accordingly with effort/output?

191) 1. Select an OM technique that you have never used before to improve the performance a current operation which is job-related. Explain why this OM method is of particular interest to you. you must present the current situation, the future situation after the improvement is made, and projected benefit(s) (monetary or non-monetary).

Develop a plan to implement the OM technique you select in (2). Your plan should include a time phase Gantt chart showing tasks to be performed and a time line for each task. Describe the tasks in detail to see if each task can be feasibly executed within time frame given.

192) Post a summary of your thoughts regarding your experience with a failed change effort in an organization. Include a description of the circumstances surrounding the change, an analysis of what, if anything, could have been done to sustain the change. Explain how at least one thing you learned this week can be effectively implemented and will help to sustain a change in an organization in this type of situation in the future.

193) One of your staff members has been asked to give two speeches. Details
are as follows:
? first speech – large target audience; objective: to inform them of
company progress over the past year; and
? second speech – small group of staff in the marketing department;
objective: persuasion.
Write a memorandum in correct format to your staff member and give him
detailed advice on the best audio-visual aids to use for each speech in
order to enhance his presentation. Explain the reasons for your choice and
also how he should use these aids to the best advantage.
Note: Do not write the speeches.(20)

194) Explain what was the role that in the 1980s music (reggae) played in the creation of an alternative black identity for the second generation of black immigrants who migrated to the UK in the 1940s and 1950s when their countries were still colonies of the UK? (watch video The Reggae Map)
What is the role of class positions in the participation of children in business activities? Varela points out class matters to explain why immigrants from a working-class background and immigrants from a middle-class background who are business owners see the participation of their children in their business differently. Choose either the middle-class or the working-class perspective and explain how immigrants understand children’ involvement in their businesses.
Why does Gonzales define being undocumented as a master status for the 1.5 generation of young Mexicans?
Why does Gonzales point out that being undocumented is a form of legal liminality?
Explain why Golash-Boza and Hondagneu-Sotelo point out that deportation policies in the US must be understood as a gendered and racial removal program. Choose one factor and explain it.
Les Back says: “working class people are not ennobled by class inequalities but they are often damaged by them.” (page 83) Explain it.
According to Les Back, how does the body become a medium and a fleshy canvas through and on which belonging, and structures of feeling are expressed?
According to Les Back, what is the relation between body, love, language, and memory expressed by working class people in the form of tattoos?
According to Zukin, what is the relation between the corporate city as example of modern urbanism and the global, neoliberal city?
According to Zukim, what is the relation between the small village as example of modern urbanism and gentrification processes that value authenticity?
According to Jackson, why does the Bowling Alley is an example of conviviality in multicultural societies?

Attachments:

195) Why is it important to me as a tertiary learner to use credible sources in my academic research and writing? (250 words)

196) What would you say to a young person who asked your opinion of taking drugs? What negative impact has on the brain?
150 – 200 words

197) 1.Choose a specific historical event or example and reflect on the “long range” effect of it on your own life.Choose another historical 2.event and reflect on the “long range” impact on the modern workplace—perhaps on the profession you have chosen..

198) read the article and write a 350-500 words long summary of it. You can find the reference for the assigned work should be added to your References section(Coleman, J. (1988). Social Capital in the Creation of Human Capital.American Journal of Sociology,94, S95-S120.)

, but do not forget that if you’ll be getting quotes from this work, you should also cite this in your summary with the proper in text citation format.(Coleman, 1988, p. XX); in these “p.” refers to a single page, if you want to refer to more than one page, then you should change it to “pp.” and give a page number range (e.g. “pp. 444-48).

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199) 2> Is faith, in the religious sense, a matter of opinion or oftrust? Please cite any sources . . .

200) 1. If Peter Singer and J. Baird Calicutt debated environmental ethics, what would each thinker’s core principles be? [Describe] How would you compare and contrast their theories? [Analyze/Compare] Present and explain one similarity and one difference. [Explain]
2. When Southan says that animal suffering is an enigma, what does he mean? [Explain] Why is animal suffering unclear and what ethical implication does that way of framing the issue have? [Analyze]
3. What is the “principle of purity,” as outlined in Fischer and McWilliams? [Describe] How does that moral approach differ from Aristotle’s “Golden Mean”? [Describe/Analyze/Compare]
4. What is one argument for and one argument against euthanasia? [Describe] What kind of philosophical reasoning is utilized in each argument? [Apply/Analyze/Explain]
5. If Gutting and Debrabander debated gun control and gun rights, what would each thinker’s core argument be? [Describe] How would you compare and contrast their theories? [Analyze/Compare] Present and explain one similarity and one difference. [Explain]
6. Both Nozick and Gutting discuss “self-interest;” what similarities and differences are present in each thinker’s views of the nature and importance of self-interest and any possible limits to it. [Describe/Explain/Compare]
7. How would Srinvasan criticize Nozick’s approach to distributive justice? Explain two arguments she would make of specific principles Nozick outlines. [Describe/Explain/Analyze]
8. To what extent would two of the following – Lebron, Yancy or Gutting – agree that Rawls’s “veil of ignorance” is a good way to remedy and prevent racism? [Analyze/Evaluate/Apply]
9. In Mill’s “On Liberty,” how does he use the harm principle and the idea of the tyranny of the majority to discuss political and social freedom? [Describe/Analyze/Explain]
10. In the article by Kaag and Kreps on drones, the authors use the Ring of Gyges from Greek philosopher Plato, what is their intention in using that analogy and how might Aristotle’s virtue ethics help respond to the moral dangers the “ring” analogy raises? [Describe/Analyze/Apply]
11. Why does Srinvasan believe that the poor are not the only ones dependent on the state? What are the ethical implications of this argument? [Describe/Explain/Analyze]
12. What are the parameters of Spinoza’s view of freedom, including freedom of thought and freedom of speech, according to Nadler? (Parameter = scope and limit, so, what does his vision include and exclude) How acceptable are those limits to you and why? [Describe/Analyze/Evaluate]
13. What is your core ethical argument in your argumentative essay? What counter-argument would one of our authors likely make to your position? How would you respond to that counter-argument?

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