Instructions:
According to the text; "Visionary leaders should be clear about their own needs and values and focus on the subset that overlaps with those of their constituents" (Crosby and Bryson, p. 115). In Exercise 4.1., on page 116 of the text, the authors invite you to clarify your own personal vision in preparation for leadership.
Complete Exercise 4.1 with the following modifications:
Prepare a narrative response for the outline portion of the exercise.
Create a mind-map or other graphic illustration for the construction portion.
Omit Part two

Assignment must cover the following:
(1) Describes components of a personal vision of leadership. Illustrate methods of applying
leadership theories.
(2) Identifies goals relating to leadership, Identifies barriers that will need to be overcome to
achieve the vision.
(3) Prepares a visual or graphical representation of the vision statement.


This is the reading: Offer a Compelling Vision of the Future
A compelling vision weaves together a hopeful understanding of a public problem and the most promising solutions. Visionary leaders work with others to co create such visions-essentially communal stories that help diverse stakeholders groups develop a sense of what they have in common with each other and what they might do to tackle common problems and create a better future. These stories are told from a we perspective to emphasize that the story isnt just about the values and needs of a single leader or small group, but rather about everyone in this community. Martin Luther King Jr., proclaimed I have a dream, but he emphasized that the dream was a broadly shared dream and required joint action to accomplish. Visionary leaders should be clear about their own needs and values and focus on the subset that overlaps with those of their constituents (Burns, 1978).
Exercise 4.1 can help clarify the vision and compare it to the visions of other people in your group. Omit Part two.
uploading additional instructions.
Customer is requesting that (ChristieW) completes this order.

Customer is requesting that (ChristieW) completes this order.

Customer is requesting that (ChristieW) completes this order.

Individual Assignment # 2: Mission, Vision and Culture Paper
After researching the evolution of the type of health care organization you selected in Week Three, you must further define the organizations mission, vision, and culture. "HOSPITAL"

PLEASE CHOOSE A HOSPITAL SETTING FOR THIS PAPER

Write a 1,750- to 2,100-word paper formulating the mission, vision, and culture that a typical organization of your chosen type might use to guide the development of new strategies, such as marketing or finance. Include the following elements in your paper:

o A brief summary of the function of the organization, answering the following questions:

What is the purpose of this organization?
What population does this organization serve?
What governing body structure would best suit this organization?

o A mission and vision statement for this organization

o A description of the culture??"norms, values, beliefs, and behaviors??"you want to develop to fulfill the mission and lead the organization to higher levels of performance. How, as a leader, might you nurture the culture? How might you encourage middle managers to advocate the culture? How might you promote employee support of the culture?

o A plan for monitoring the development of the organizational culture. If, as the culture developed, it deviated from the mission and vision you created, what steps might you take to encourage the organization to get back on track? How can you determine that the culture the organization naturally developed is not better for the organization than the culture the leadership foresaw?

o An organizational chart that illustrates the typical structure of this type of health care organization. Describe the roles and functions of the essential positions. Include the organizational chart as an appendix to your paper.

Make sure you use appropriate subheadings to identify the discussion that follows.

All assignments are to have a Conclusion and References section.


Here is one specific reference if you can find it when you do reference page: Longest, B. B., Jr., & Darr, K. (2008). Managing health services organizations and systems (5th ed.). Baltimore, MD: Health Professions Press.

Research Brocade Communications System, Inc. as a publicly traded company and then download the annual report for the most recent year reported for use in this assignment.

1. Analyze the companys mission and vision statements against the performance of the organization. Then, evaluate how well the company lives out its mission and vision statement. Provide support from the organizations performance in your evaluation.
2. Assess how the organizations strategic goals link to the companys mission and vision.
3. Analyze the companys financial performance to determine the link between the companys strategic goals, strategy, and its financial performance. Detail your findings.
4. Conduct a competitive and marketing analysis of the organization to determine strengths and opportunities.
5. Apply the appropriate strategy (low cost, differentiation, or niche) that will maximize the organizations return to shareholders. Provide a detailed rationale for the reason you chose this strategy and state the expected outcome(s).
6. Create a detailed scenario in which a merger or acquisition would be a viable strategy to implement. Consider who the merger or acquisition would involve, the market conditions making it a good choice, and the type of strategy that would make it a success.
7. If you were a leader in this organization, determine the appropriate rewards that would best motivate employees toward achieving the desired strategy. Review the financial performance of the company to ensure the rewards are appropriate. Justify your selection.
8. Evaluate how the companys current strategy supports or discourages ethical business behaviors (or perhaps both). Discuss how you arrived at your assessment.

Iam requesting the writer Infoceo to do this paper. Again it will be based on chapters 5-6 in the leadership challenge by Kouzesand Posner. The assignment is to develop a mission and a vision statement for your class. The class or course is Principles of Leadership. discuss and react to article three, which I will send by fax.
There are faxes for this order.

***PLEASE DO NOT PLAGIARIZE-SOFTWARE USED TO VALIDATE AUTHENTICITY***


****FOCUS THE PAPER AS BEING A HUMAN RESOURCES PROFESSIONAL WORKING FOR STEWART TITLE GUARANTEE****

***The paper should focus on stepping into organizations and bringing them current in their policies, procedures, training, development, and laws. Please write the paper as if you are a Human Resources professional.***

******Additional requirements should discuss one leadership challenge in the role of a human resources professional within an organization and your suggestions for overcoming the challenge based on your own research and concepts founded in leadership theory. Some challenges to consider would be (but are not limited to): an ethical challenge, a challenge occurring because of changes in the economy, a globalization challenge, or a challenge of organizational culture.********

Paper should include:

A description of the organization Stewart Title Guaranty (www.stewart.com) and its primary stakeholders. Include the vision and mission statement and the code of ethics (an excerpt or description is an acceptable alternative).
A detailed description of one challenge facing the leadership of the organization.
A strategy for overcoming the challenge based on outside research, the textbook, and concepts discussed during your degree studies.

Must be eight to ten double-spaced pages in length and formatted according to APA style
Must include an introductory paragraph with a succinct thesis statement.
Must address the topic of the paper with critical thought.
Must conclude with a restatement of the thesis and a conclusion paragraph.
Must use at least eight resources to support your analysis and recommendations.
Must use APA style to document all sources.
Must include, on the final page, a Reference List that is completed according to APA style

Textbook used is Leadership Priorities and Practice. (2007). Boston, MA: McGraw-

Hill Learning Solutions. ISBN: 0-697-77523-2.



Customer is requesting that (JONSMOM2) completes this order.

Write a 1,050- to 1,400-word paper in which you explain the importance of your selected business? vision, mission, and values in determining your strategic direction.

Include the following:

? Define your business, products or services, and customers by developing a concise mission statement. Ensure that you are effectively differentiating your product or service.

? Create a vision for this organization that clearly demonstrates your decision regarding how you perceive the business to develop and ? hopefully ? prosper.

? Define the guiding principles or values for your selected business - considering the topics of culture, social responsibility, and ethics.

? Analyze how the vision, mission, and values guide the organization?s strategic direction.

? Evaluate how the organization addresses customer needs and critique how it achieves competitive advantage.

This is the main topic

..It is well established that introduction of IT into an organization generally enables organisational change or transformation.Therefore,It is important to manage organisational change in realising it business value.However,integrating IT with organisational factors in inherently diffcult and risky.A considerable amount of time,money,effort and opportunity has been wasted upon IT investments that have failed to deliver any significant benefit over the years.Evaluate how to best realise IT business value by integrating IT with organisational factors from the perspective of change management,supporting your argument with evidence from the literature.



and last 3,000 words will be Reflective


There are faxes for this order.

Customer is requesting that (gamemaster) completes this order.

We will pay $400.00 for this order!!

Please submit your research proposal. It should include the following components: (1) topic/title, (2) purpose statement, (3) hypothesis, (4) key research questions, (5) responses to the nine central arguments by Maxwell, (6) proposed paper outline, (7) preliminary list of references.

Please be sure to use APA formatting.



THE FOLLOWING MUST ALSO BE INCLUDED WITHIN THE PROPOSAL.

Philosophical Worldview
EX: a qualitative Postpositivist worldview

Research Questions





QUANTITATIVE PROCEDURE PLAN


Survey Design:
ex:The purpose of this cross-sectional or longitudinal study will be to test??
Why a Survey?

Form of Data Collection:
ex: self-administered questionnaire , interviews

Population and Sample:
The population for the study 68 active duty military; 24
civilian government employees assigned and/or employed within two different Medical units with the military
Population: 92
Sample will include:
ex: a survey invitation, and the survey respondents .
a singlestage or multistage sample will be used
sample population will be stratified to data comparisons and analysis.

Instrumentation:
Survey Instrument
ex:The survey (see Appendix A) was designed by the survey author, and tailored toward the
ex:The survey was created, and will be administered using
SurveyMonkey.com (see Appendixes A and B).

Validity and Reliability of survey:
The survey is judged to have validity because???


Determination on predictive validity will be assessed after the survey and research are complete
(Creswell, 2009).
However, potential threats to the external validity of the survey results
include:



The survey and the survey results are found in Appendixes A and B; and the compiled results are found in Appendix C. The results are compiled using the Microsoft Excel 2007, with

Survey Procedures:
The survey administration and data measurement steps for the study are as follows:
1. The survey will be sent to all contact information can be

a. First, a pilot test will be sent to (businesses to be determined).
b. The survey will be emailed to 2.
To maximize participation, follow up emails will be sent 2 and 4 weeks after the initial
email are sent.
a. If participation is deemed statistically low after 60 days, then the survey team will
place individual phone calls to the businesses who have not responded.
3. The survey will remain open for ?? days.
4. Collect the data totals outlined in Error! Reference source not found. (items 1, 2, 3, 4).
5. Calculate the data elements outlined in Error! Reference source not found. (items 5, 6,
6. Answer the research questions based on the calculations in Error! Reference source not
found..
7. No pretests, treatment or posttests are required for this study because the hypothesis is
based on comparing data from a snapshot in time.


Variables
(dependent variable)
(independent variables)

Data Measurement, Analysis, and Interpretation:

Responses

Responses Bias

Statistics

Appendixes

Summary

References

Dealing Effectively With Organizational Change
Du Juania M. Deloatch
American Military University

BUSN500 Quantitative Methods for Decision-Making
Thomas J. Schaefer
November 22, 2009








Abstract
This study seeks to investigate how effectively individuals deal with organizational change. This literature will show how changes within organizations can be a stressful event that effects the emotions of employees, thus having implications on the degree of support and attitudes towards change when various strategies and tactics are utilized. A sample of 69 respondents; both military and civilian responded to an employee satisfaction / organizational change survey. Participants of this study consisted of 52 active duty military personnel and 17 civilian government employees; all with diverse backgrounds. All 69 personnel are affiliated with two separate Medical Readiness organizations.














Dealing Effectively With Organizational Change
I. Introduction
Organizational change is a growing area of importance for modern organizations strategic development. Effective organizational change management represents an imperative of success for organizations. Quantitative data was collected by administering employee satisfaction questionnaires in order to obtain statistical data on responses to attitudes in regards to the organizational change process as well as job satisfaction. Qualitative data was also collected through interviews from random participants in order to attempt to gain personal responses of employees experiencing change.
We all have our own assumptions about how organizations work, perhaps developed through a combination of experience and education. Organizations are continually forced to make changes to nearly every aspect of their operations due to a growing global economy, political pressure, social stress, technological advances, and a vast array of other internal and external influences. Managers at all levels, whether in a public or private business environment, have found that the only thing that will remain constant is change. Regardless of whether the change will have an impact at the individual or organizational level, it is human nature to resist the change from what is familiar to the unknown. The effect of this phenomenon grows rapidly as the proposed change goes beyond superficial organizational changes and imposes risk and uncertainty onto deep-rooted cultural aspects of the organization. Remarkably, despite the perpetual state of change in organizations, research has shown that three out of every four organizations that have initiated large-scale change efforts have not realized the significant organizational improvements that were intended, often at a tremendous price (Choi & Behling, 1997).
In an attempt to better understand the change process, academic researchers and practitioners from various disciplines have attempted to classify different stages of change whether it involves health and human services, educational systems, psychology, or general business environments. Understanding the dynamics of the change process and the factors that influence it, both positively and negatively, may facilitate the diffusion process (Moore, 1993). Perhaps the most simplistic interpretation is a three stage process introduced by Lewin (1947) who described the change process as a force field model that involves three steps: (a) Unfreezing; (b) Changing and (c) Refreezing. Although this original view of change seems elementary, there are countless other people who have studied change and developed their own stages, indicators, and factors that contribute to the acceptance/resistance to change. For instance, the Tran theoretical Model (TTM) offers an example of a more modern interpretation of the change process (Prochaska & DiClemente, 1982). The TTM uses a five-stage construct to represent the transient, motivational and constancy aspects of change and prescribes a different intervention strategy for each stage. The five stages are, (a) precontemplation (an individual is not intending to make changes), (b) contemplation (an individual is considering a change), (c) preparation (an individual is making small changes), (d) action (an individual is actively engaging in a new behavior), and (e) maintenance (an individual is sustaining the change over time). While more contemporary views add granularity to the change process by identifying additional factors and offering more detailed stages of change, the process of implementing change generally distills into three intertwining stages: (a) readiness, when the organizational environment, structure, and members attitudes are receptive to a proposed change; (b) adoption, the members of the organization temporarily alter their attitudes and behaviors to conform with the expectations of the change; and (c) institutionalization, when the change becomes a established element of the employes permanent behavior (Holt, 2000).
Based on the dismal success rates of change implementation, managers are being encouraged to be proactive by utilizing change measurement instruments to gauge their organizations demeanor before implementing changes (e.g., Jansen, 2000; Simon, 1996).
Largely, the results have been poor due to the fact that few organizations actually assess
readiness for change prior to implementing changes. One of several factors that experts have contributed to these less than desirable outcomes has been the organizational members initial readiness for the changes which is the initiating stage of change. It is a primary assumption of this research that those organizations that are able to gauge readiness before implementing changes will be able to develop focused readiness development programs and positively influence more successful change initiatives.
A significant impediment toward managerial efforts to gauge readiness for change is the vast number of change instruments that are readily available. In reviewing the academic literature for this paper, over 40 different measurement instruments were found to exist that claim to measure some aspect of readiness. Because of limited perspective, no one instrument has emerged as a standard and instruments are often used inappropriately without regard to the psychometric properties involved (Holt, 2000). The purpose of this portion of the research was to analyze the existing instruments available to measure readiness for change and integrate those that have empirically demonstrated reliability, utility, and validity into a new synergistic instrument that can be utilized across various research disciplines. It is anticipated that the development of a more comprehensive change measurement instrument will facilitate future research concerning
readiness and foster a better understanding of the complicated dynamics of organizational
change.
Specifically, this new change instrument was designed to comprehensively measure four main research perspectives dealing with organizational change. The first perspective was the process of the change, or how leadership will encourage change in an organization. The second perspective measured was the context of the change, which examines why the change is needed. A third perspective of interest was the content of the change with regard to the nature of the change and what exactly is involved. Finally, because of the critical role that the
individuals within an organization have on the success or failure of organizational change, the
individual perspective, or the who of the change, was of interest. In the research analysis, each perspective is broken down into smaller elements to ascertain the specific variables necessary to accurately measure each perspective. Beyond the veil of confusion imposed on organizational managers by the sheer number and variety of instruments available to measure readiness, two other details must be addressed as well. First, the research surrounding each instrument has its own interpretation of what readiness is and what is required to measure it. Second, when
searching for an appropriate change instrument, how is an organizational manager supposed to make meaningful comparisons among the existing instruments?
Problem
The need for change is increasing and often necessary for an organization to succeed, in this identify factors which often causes for change within an organization
Purpose
The purpose of my study is to identify through extensive research how individuals adapt to and are affected by organizational change. Human beings are certainly familiar with change and often prove they are quite capable of adapting to it.
Theoretical Perspective (did not prepare yet)


Hypothesis
Change is accepted when organizations promote an understanding of their strategy, articulate the
vision, and provide a climate in which employees are motivated to achieve a common goal.
Research Questions
1. The need for change is increasing and often necessary for an organization to succeed, identify factors which often causes for change within an organization
2. What are the types of organizational changes?

3. What are the impacts of change?

4. How is successful change achieved?

Review of Literature
Change is inevitable, it occurs in ones personal and professional life, and is no surprise that change and uncertainty is a challenge that businesses face as well. Assessing change depends on outlook viewed objectively; it is a means for endless opportunities in businesses and personal life. How proficient you are at dealing with change begins with being open-minded and flexible. This allows for an awareness of what's going on in your immediate world, anticipating change before it happens, and plan to take advantage of new situations and opportunities. A business may need to restructure their organization by asking questions and seeking information when things don't work out the way you would like them to.
The best way for an organization to show that it is truly customer driven, is by properly managing information, making that information available to the staff and training staff to use that information to build valuable relationships with the customer.
The organizational background of your business will clarify the companys focus. Developing a clear plan of direction will assist in defining the organization's culture. Individuals within the organization must modify behaviors in order to create the desired culture. Employees must have clear expectations and noticeably understand what acceptable behavior for the organization is. Training is the best way to insure that you are effective in both communicating expectations and teaching new behaviors.
Organizational Change
Organizational change can be defined as the activities associated with planning, designing, implementing and internalizing tools procedures, routine processes, or systems that will require people to perform their jobs differently (Mourier & Smith 2001). Organizational change cannot be defined in simple terms because it can occur across a broad spectrum, an industry-wide revolution in technology, or a refinement of one individual job description. The point is organizational change is more than just a change in process and procedure; its a transition that requires a change in human performance (Holt 1993).
Factors Causing Change
So what causes change to happen? It may seem sometimes as though organizational change appears out of the clear, blue sky, without reason. When organizational change occurs, there are two possible reasons driving the change, those being either external or internal.
Externally driven change is a necessary response or solution to immediate, external circumstances. It may be caused by factors external to the whole organization which in turn would be external to an individuals role or department. For example, response to new legislation, bad publicity, or competition from business rivals is external change. One organizations externally driven change may have been the internally driven change of another organization, as this often happens with vehicle manufacturers such companies as General Motors just to name a few (Maxwell, 2003).
Internally driven change is an attempt to move toward or realize long-term goals. Internal considerations that may influence a company change may include labor relations, employee problems, and a variety of financial issues. The more intense these situations becomes, the more likely change will occur. Years ago, USAA insurance and Financial institution faced major competition from its competitors, this is when the CEO, Robert McDermott announced restructuring that included upgraded computer technology, training over 800 employees on this new technology, pay incentives for claim adjusters and customer services reps as well reassuring employees the security of their jobs. Mc Dermott also reassured that this change process would be well thought out within a 5-year period. In 1992, USAA had implemented these and any more changes, rose to the top ten positions in the insurance industry, and gained a reputation as one of the best companies in America. According to Heinrich and Betts, To succeed in the twenty first century economy, companies need to adapt to a new environment in which everything is in motion In short, its adapt or die (Perspectives on Organizational Change,
n.d.).
To make change really happen an organization must start from its vision and mission. (Aniisu, 2009). In todays changing economy, uncertainty and constant changes are an ongoing concern and present reality. Many times with these conditions, theres often a feeling of insecurity that leads us to seize any source of stability and predictability. In the workplace, we particularly yearn for a sense of direction, more so when we are not the actual change agent. Working with large organizations, individuals often express a need to know the vision, especially when a change has or is about to be implemented. This change can be in the form of a new employee or employer.
Vision is the general framework of future direction that will guide and unite efforts (Quinn, 1996). Individuals yearn for a leader who can align the internal with the external realities and make the organization successful. They want someone who can guide them through the unknown and the unfamiliar. Most have very high expectations of their leaders and at times may easily and quickly become disillusioned by their leaders failure to meet expectations.
General Motors under the new leadership of its latest CEO Alfred P. Henderson has the challenging task of turning this company around. According to Henderson, his strategy is simple and that is to focus on the car business again. It has been affirmed that perhaps Henderson wont like to hear it, but he could learn a thing or two from Alan Mulally (Fords CEO). Mullaly has identified a clear vision of the future, gotten his managers behind it, and created a no-excuses culture (Fortune, 2009).
Strategies for Change
Change in an organization cannot be totally effective without implementing organizational change strategies. Requirements for this process include evaluating, planning, implementing standards, and monitoring goals and objectives. To bring about desired change in an organization requires careful consideration of the organizations change strategy in order to address the main variables that will affect the change outcome (Cameron & Green, 2009). Strategies for change implementation are as follows:
1.Establish the need for change in order to determine the extent of a problem or the total opposite; an opportunity. If people affected by change do not agree with a problem or change, its possible the process should stop; of course this depends on the organization. For example, when the United Steel Workers union and steel making companies started to form labor management teams, not all union and management officials agreed with the idea. Progress had to stop, and the change was ultimately implemented only in companies that believed teamwork would work.
2.Find an idea that fits the needs within the organization by talking with other managers or leaders within the organization; assign employees the task of seeking issues or problems within the organization, and asking perhaps creative individuals to seek solutions. This is an opportunity to encourage employee participation and providing them with the freedom needed to think about and perhaps explore new options.
3.Solicit support from top management/officials to articulate new goals. Large changes require the blessing and support of the president, general manager, or the general, depending on the organizations setting. For smaller changes, influential managers or leaders relevant to the department or section within the organization is required.
4.Develop plans to overcome resistance to change by aligning needs and goals, communicating effectively, educating, participating in change, and coercion. As a last resort managers and leaders may overcome resistance by threatening employees with loss of jobs or promotions, firing or transfer. Of course this particular isnt hardly favored but is sometimes required for administrative changes that flows from the top on down.
5.Building the change team such as a creative department to create new ideas or a task force to ensure that implementation is completed. The leader brings the right people together and establishes momentum through teamwork
6.Reward success by recognizing internal champions from the individuals who assisted with achieving goals and objectives. This can be used as a motivational tool for others within the organization others (Daft, 2002).
Reactions to Change
Often when an organization changes, different employees will act in different ways. For some theres increased stress resulting from perhaps an increased workload (Ming-Chu Yu, 2009). These employees are likely to feel job insecurity, which can cause a negative effect on their job performance and the organization achieving its goal. Other employees will view the change as an opportunity for growth, these employees also even work harder at convincing others to climb aboard, and they also tend to become more involved in organizational functions.
The Hawthorne Effect, named after the factory in which it was studied, explains the mere observation of a group or more precisely. The perception of being observed and ones interpretation of its significance tends to change the group. When people are observed or believes someone cares about them they act differently. Usually these changes cause effects that are unintended and not recognized (Newstrom & Davis, 1997).
The technology of the 80s and 90s bears almost no resemblance to that of today. In the same, way our jobs and organizations probably bear little resemblance to that same time as well. Companies reduce their staff, rearrange organizational structure, and upgrade their tools. Dealing with all this change can be daunting, yet being able to survive the change is vital to you career. The starting place for mastering change is with the understanding of what an organization is and what organizational change means. Regardless of whether you work for a civilian or military organization, the global environment in which we operate is increasingly volatile and complex. Todays business organization have to change rapidly at times, leaders often make quick decisions, ones that sometimes have an effect on an organizations long term and short term success. Managers and employees must be able to perform as well during the change as they perform when the organization is not changing. Performing well during change means executing change just as well as you execute your day to day business.
Methodology
Methodology is the total strategy for the study and it starts from the identification of the problem to the final plans of for the data collection (Uys & Basson 1991).
Research Design
The aim of the study seeks to extend previous studies by measuring a wide variety of coping strategies that might be used by individuals in dealing with organizational change. A research design is a blueprint for conducting the study that maximizes control over factors that could interfere with the validity of the findings (Burns& Grove 2001). This author states that research design guides the researcher in planning and implementing the study in a way that is most likely to achieve the intended goal.
According to Polit & Hungler (1995), research design is the overall plan for obtaining
answers to the research questions or for testing the hypothesis and Uys and Basson (1991), stated that it is the structural framework within which the study is implemented. In this study the sources of stress experienced by registered nurses were identified and the relationship between stress, coping, and turnover was described.
Quantitative research Polit & Hungler (1995) defines quantitative research as a systematic collection of numerical information and analysis of that information using satistical
procedures. This is supported by Kennedy (1998 stating that a quantitative design is used when data is measured in numbers. Quantitative research was used because the study consisted of a larger number of subjects, who were scattered in the different units/wards and a survey method
was found to be the relevant to use. Descriptive statistics was used to describe and summarize the data obtained from the respondents. Seaman (1987 supported this by stating that quantitative design is used to count and measure data including counting frequencies, use of percentages and
average.
Survey
The purpose of this longitudal survey study is to determine the theory that change is accepted when organizations promote an understanding of their strategy, articulate the vision, and provide a climate in which employees are motivated to achieve a common goal, furthermore, employee satisfaction questions will be an element of the survey.
Uys and Basson (1991), state that survey research is an empirical and logical investigation that involves the systematic and impartial collection of data from a sample of cases, as well as the statistical analysis of the findings. According to Burns and Grove (2001) a survey is a technique of data collection in which questionnaires (collected by mail or in person) are used to gather information about an identified population. It is used to collect data that can be collected through self-report. There is no manipulation of variables or an attempt to establish causality. This is supported by Seaman (1987) who mentioned that in a survey, standardized information is collected from subjects from a larger population of more than one hundred. For the purpose of this study the researcher identified sources of stress experienced by registered nurses, described the relationship between stress, coping.
Motivation for the use of the survey
A self administered survey and several interviews were used for this study. Because of the nature of work of the participants (staff shortages, long hours, and limited time for interviews) it made it difficult to conduct face to face interviews with a1.l A questionnaire was ideal as the respondents used their own time and pace to complete the questionnaire. Uys and Basson (1991) states that the questionnaire is less expensive time consuming and has an advantage of involving a large number of subjects. Babbie (1992) supports the choice of the questionnaire stating that the central element in survey research is the standardized questionnaire.
Population and Sample
The target population is all elements (individuals, objects, or substances) that meet certain
criteria for inclusion in a given universe (Burns and Grove 2001). This is supported by Polit
and Hungler (1995), who states that the target population included all the members who are
under study that conforms to a designated set of specifications. In this study the population
consisted of 68 active military and 28 civilian government employees of various grade levels and responsibilities.
Uys and Basson (1991) define the sample as the number of units of the population under study and should represent the characteristics of the population being studied. Polit and Hungler (1995) stated that sampling is the process of selecting a portion of the population to represent the entire population and nonprobability. Sample size is the number of subjects needed in a sample (Polit and Hungler 1995).
Data Collection Instruments
Data collection included self administered questionnaire; observation and interviews, basically a combination of methods. This data will be used to examine the individual responses to the proposed research questions.
A 15-questions survey with specific change effort/employee satisfaction in mind will be used. Participants will place checkmarks next to the statement that comes close to representing their opinion. Question 4 is based on a 1-10 scale and questions 7 and 15 require a yes or no answer.
Survey statistics will be administered by ANOVA/or Survey Monkey.
Validity and reliability after calculations should prove reliable based on variables used. Murphys Law on the other hand, could present a problem





















References
Choi, T. Y., & Behling, O. C. (1997). Top managers and TQM success: One more look after all these
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Moore, R. E. (1993). A Case Study of The Diffusion of An Electronic Mail System in a High School
Administrative Setting. Unpublished Doctoral Dissertation, University of North Carolina at
Greensboro, Greensboro, NC.
Lewin, K. (1947). Frontiers in group dynamics: Concept, method and reality in social science; Social
Equilibrium and Social Change. Human Relations, 1, (pp.3-41).
Prochaska, J. O., & DiClemente, C. C. (1982). Transtheoretical therapy: Toward a more integrative
model of change. Psychotherapy: Theory, Research and Practice, 19, 276-288.
Holt, D. T. (2000). The measurement of readiness for change: A Review of Instruments and
Suggestions for Future Research. Paper presented at the Annual meeting of the Academy of
Management, Toronto, Canada.
Jansen, K. J. (2000). The emerging dynamics of change: Resistance, readiness, and momentum.
Human Resource Planning, 23(2), 53-55.
Holt, D. T. (2002). Readiness for change: The Development of A Scale. Paper submitted for
presentation to the Organizational Development and Change Division of the Academy of
Management
Mourier, P. & Smith M. (2001). Conquering change: How to Succeed Where Most Companies
Fail. CH 1, Retrieved November 29, 2009. http://mmlviewer.book24x7.com
Holt, David H., (1993). Management and Principles (pp. 474). 3rd Ed., Prentice Hall. Englewood,
New Jersey
Maxwell, John C. (2001) Developing the Leader Within You (pp.174-175) Thomas Nelson, Inc.
Nashville, Tennessee
Aniisu (2009). Internal Communicators as Change Managers. Retrieved 1 November 2009.
http://intraskope.wordpress.com
Quinn, Robert E. (1996). Deep Change: Discovering the Leader Within You. Retrieved
October 29, 2009. http://mmlviewer.book24x7.com
Taylor, Aex III (October 12, 2009) Fortune: Can GM Survive? 60 (7), 60. Retrieved
October 31, 2009, Proquest, ISSN: 00158259
Cameron, E. & Green, M. (2009) Making Sense of Change Management: A Complete Guide to
The Models & Techniques of Organizational Change. Retrieved October 31, 2009
http://mmlviewer.book24x7.com
Daft, Richard L. (2002) Organizational Theory and design 4th Ed. (pp. 271-273) West
Publishing Co. St. Paul, Minnesota
Min-Chu (Spring 2000) Entrepreneur. Retrieved November 31, 2009, www.entrpreneur.com
Uys, H.H.M. & Basson, A.A. (1991). Research Methodology in Nursing. (PP. 37-38) Cape
Town: Kagiso Tertiary
Burns, N. & Grove, S.K. (2001). The Practice of Nursing Research. (pp. 223)
Polit, D.F., and Hungler, B.P. (1999). Nursing Research: Principles and Methods, 6th ed. (pp.115)
Philadelphia, PA J.P. Lippincott.
Kennedy, I. (1998). Research Methodology. Advanced Research Workshop, REME
801 MEDUNSA
Seaman, C.H.C. (1987). Research Methods: Principles, Practice, and Theory for
Nursing. (pp. 174) Appleton & Lange.
Uys, H.H.M. & Basson, A.A. (1991). Research Methodology in Nursing. Cape
Town: Kagiso Tertiary.
Babbie, E. (1992). The practice of social research. California, Belmont Wardsworth











RESEARCH PROPOSAL OUTLINE

I. INTRODUCTION
Statement of the Problem
Purpose of the Study
Theoretical Perspective
Hypotheses
Research Questions
II. LITERATURE REVIEW
a. Define Organizational Change
b. Identify Factors of Change
c. Strategies/Tools Adaptation of Change
(1) Establish the need for change
(2) Develop plans to overcome resistance to change
(3) Solicit support from top management/officials to articulate new goals
(4). Develop plans to overcome resistance to change
(5). Building the change team
(6). Reward success by recognizing internal champions
III. METHODOLGY
(1). Research design
(2) Reason selected
(3) Population/Sampling
(4). Data collection/Analysis

IV. CONCLUSION
V. LIMITATIONS
VI. RELIABILITY/VALIDITY
VII. RECOMMENDATIONS
VIII. BIBLIOGRAPHY








Customer will not be emailing or faxing any additional files for this order.

Class of managing organizations for hotel management

This paper will be 10-12 pages in length, not including cover pages and Reference page (at least 5 scholarly references), Wikipedia is NOT acceptable). Font: Times New Roman (12pt.), Double Spaced. All references must be in APA format including in-text citations, paraphrases, and references sheet.
Assignment Components:
Introduction and or Problem Statement: This part provides the background for your leadership plan. It will contain information from the course that best describes the general situation or problem you will address, (personally or professionally). Provide an analysis of your situation against the backdrop of leadership and management theories and practiced presented during the class. In essence you are developing a personal leadership philosophy.
Vision of the Professional Development Plan: Describe the vision of the plan you propose to create and how it will impact your organization, additionally provide a rationale as to why you have chosen a particular approach.
Leadership Development Plan, Goals and Outcomes: Describe the goals and/or outcomes that you expect to achieve with the plan. Remember to reference leadership theories and models and approaches described in the class.
Leadership Development Activities: Provide details of your plan and discuss how it relates to the theories and models presented in the course. Take into consideration the role of the leader; leadership skills and strategies the leader will employ; relationship to others involved in the plan; resources needed to implement the plan; specific activities, etc.
Assessment: Discuss how you plan to evaluate the success of your plan. How do you plan on evaluating your plan? What process and/or instrument will be used? Who will evaluate your plan?
Summary/Reflection: Discuss the overall feasibility of the study; what did you experience (personally, professionally, etc.) as you developed the plan; feelings regarding significance of the plan, etc.

Topic
Class managing organizations hotel management This paper 10-12 pages length, including cover pages Reference page ( 5 scholarly references), Wikipedia NOT acceptable). Font: Times New Roman (12pt.), Double Spaced

-introduction of technology change
-technology change and organizational change
--topics to discuss
"technological improvement in organizations"
"adopting your technological base:the organizational challenge"
"innovation and its effect or organizations"
----these are just a few ideas
----anything to do with technology change and the organizational change will be fine

Research the internet or the Strayer Library for a publicly traded company and then download the annual report for the most recent year reported for this assignment.
Based on the review and analysis of the annual report, prepare a 10-12 page report in which you:
1. Analyze the company's mission and vision statements against the performance of the organization. Then, evaluate how well the company lives out its mission and vision statement.
Provide support from the organization's performance in your evaluation.
2. Assess how the organization's strategic goals link to the company's mission and vision.
3. Analyze the company's financial performance to determine the link between the company's strategic goals, strategy, and its financial performance. Detail your findings.
4. Conduct a competitive and marketing analysis of the organization to determine strengths and opportunities.
5. Apply the appropriate strategy (low cost, differentiation, or niche) that will maximize the organization's return to shareholders. Provide a detailed rationale for the reason you chose this strategy and state the expected outcome(s).
6. Create a detailed scenario in which a merger or acquisition would be a viable strategy to implement. Consider who the merger or acquisition would involve, the market conditions making it a good choice, and the type of strategy that would make it a success.
7. If you were a leader in this organization, determine the appropriate rewards that would best motivate employees toward achieving the desired strategy. Review the financial performance of the company to ensure the rewards are appropriate. Justify your selection.
8. Evaluate how the company's current strategy supports or discourages ethical business behaviors (or perhaps both). Discuss how you arrive at your assessment.
9. Use at least 6 quality academic resources for this assignment, double spaced, APA format,
Times Roman Font (size 12) and the cover and reference pages do not count in the required report length. 10 page report plus the reference page.

They are not conventional coursework-type essays which would be long and very widely researched. Think of them as being exam-type answers but written in conventional essay form. The expectation is that these essays should follow the usual format for a conventional essay in Psychology (e.g. proper citations and references). Need wider reading in each essay as would be apparent in a very well answered exam question.

The essay question is:
1. Discuss how perceptual constraints and cerebral organization influence how words are recognized during reading.

Readings include:

-The Psychology of Language: From Data to Theory by Trevor A. Harley**** (the most important one)

-Ellis, A. W., & Brysbaert, M. (2010). Split fovea theory and the role of the two cerebral hemispheres in reading: A review of the evidence. Neuropsychologia, 48, 353-365.

?Jordan, T. R., & Paterson, K. B. (2009). Re-evaluating split-fovea processing in word recognition: A critical assessment of recent research. Neuropsychologia, 47, 2341?2353.

?Kirkby, J.A., Webster, L.A.D., Blythe, H.I., & Liversedge, S.P. (2008). Binocular coordination during reading and non-reading tasks. Psychological Bulletin, 134, 742-763.

Lecture notes:
https://blackboard.le.ac.uk/courses/1/PS2011/content/_566645_1/PS2016-Perceptual-Constraints-FULL%20COLOUR%20SLIDES.pdf

Researchers Webpages:

The following people are doing interesting research on the topics covered in this lecture. See their webpages for further information

Simon Liversedge: http://www.southampton.ac.uk/psychology/about/staff/spl1.page

Tim Jordan: http://leicester.academia.edu/TimJordan

Richard Shillcock: http://www.ppls.ed.ac.uk/people/richard-shillcock

Marc Brysbaert: http://crr.ugent.be/members/marc-brysbaert

Andy Ellis: http://www.york.ac.uk/psychology/staff/faculty/awe1/

you can also find the professor's website at:
https://blackboard.le.ac.uk/webapps/portal/frameset.jsp?tab_tab_group_id=_2_1&url=%2Fwebapps%2Fblackboard%2Fexecute%2Flauncher%3Ftype%3DCourse%26id%3D_2997_1%26url%3D

Based on e-book version "Leadership: Theory, Application, & Skill Development" (4ed), on the website http://www.coursesmart.com/login

Login information:

Email: [email protected]


Answer each question separately (150 words each), and indicate it. What is your opinion? Do you agree, disagree, challenge, etc.? Thank you.

1) What are the stages of the eight-stage model of planned change?

2) The essence of the strategic management process is adapting to change. Discuss.

3) Strategic crisis leadership is about a leader taking action in three key areas. What are these areas?

4) What is the appropriate role of an organization's top leadership during a crisis?

Name of organization and mission. History and purpose of agency. Organizational goals/performance measures.Staffing. Budget/funding sources. Clientele/interest groups.Intergovernmental relationships. Interdependence with other community individuals or organizations. Efforts to leverage the talents and gifts of community members to accomplish mission.Communication strategies.Analysis of future challenges.Critical revies of effectiveness of organization in accomplishing its mission.In addition the paper should incorporate minimum of (2)themes: Stategic Planning, TQM,asset mapping asset inventory.And (1) personal interview with a representative from the community organization highlighted in your paper.
There are faxes for this order.

An Analysis of a Learning Organization:

Peter Senge is generally credited with developing the framework and principles that help create learning organizations. His seminal work, The fifth discipline is a springboard for many other theorists and scholars of organizational behavior. For this paper use Peter Senge's and Kai Larsen's artilces from the internet(Please note I will give additional resources in addition to these). The task is this: Write a summary of each article describing the similarities and differences of the articles in their treatment of the learning organization. Discuss what has been learned about learning organizations as a result of reading these articles and resources. Analyze the concept of Charter Schools within the framework of the articles and summarize the findings.

Senge, P (1990). The Fifth Discipline. New York: Currency Doubleday. (This is not to be used as one of the 10 sources) Only as a guide in analyzing the articles and writing the paper.

Strategic Plan Analysis Paper

Prepare a 1,200-1,750-word paper in which you evaluate your organizations mission, vision, goals, and objectives and discuss the relationship between quality and each of the following:
a. Compare and contrast the management style at your organization with the management style at an organization that has adopted Total Quality Management.

b. Discuss the characteristics of the other organizations Total Quality Management style and compare those characteristics with your own organization.

c. Discuss the extent to which the other organizations TQM practices could be integrated into your organization.


KBR:

Mission:
We safely deliver any project, any time, in any environment for the benefit of our customers, shareholders, employees and the communities we serve.

Vision:

'To be the world's premier contractor delivering projects and services to a global marketplace.'

Values:

Uncompromising commitment to Health, Safety and Environment
Integrity in all we do
Transparency in our business
Accountability for our work
Best in class Risk Awareness
Financial Responsibility to our stakeholders


2007 Focus Areas/Goals
KBR is beginning an exciting new chapter as a publicly traded enterprise with the challenge and opportunity to create our own destiny. To succeed, we will need the commitment and contributions of each of us.

With this in mind, I have concentrated on four focus areas that will help to create success for the coming years as an independent company. These focus areas will provide our company with the driving force to move forward, create new opportunities and increase our commitment to the success of our Company.

The focus areas for 2007 are transparency, accountability, discipline, and financial responsibility. Let me say a word about each and what it means to KBR and its success.

Review the annual report for Zales for the most recent year reported for use in this assignment. Based on your review and analysis of the annual report, prepare a 6-8 paper in which you:
Identify the company?s mission, vision, and primary stakeholders.
Identify the five (5) forces of competition and how it impacts the company.
Create a SWOT analysis for the company identifying the major strengths, weakness, opportunities, and threats.
Based on the SWOT analysis, recommend how the company may capitalize on its strengths and opportunities, and minimize its weaknesses and threats.
Discuss the various levels and types of strategies the firm may use to maximize its competitiveness and profitability.
Determine the recent corporate governance issues that are currently affecting the company's decisions and report how the company is or should be handling the issues.
Use 4-5 external sources as part of your assignment.

instructions: answer the two essay questions below 2 pages each question. Must have a thesis,analysis, and use of a third person.

Essay questions:

1. What is the role of an organizations manager as an organizer and director, the determination of goals, and the allocation of responsibilities for the employees and the employers in that organization?

2. What are some of the unprecedented forces that require increased flexibility and continual improvements in strategies and operations within organizations for regaining or holding a competitive advantage in this dynamtic global economy?

Assignment 2: Leadership Assessment
Due Week 8 and worth 300 points

Organizational leaders are expected to create realistic visions for their companies and the employees they guide, but these visions often have characteristics or properties that differ. There is, therefore, the realization that there is no one best leadership style to guide employees toward accomplishing organizational goals.

Write a six to eight (6-8) page paper in which you:
1.Analyze the leadership style(s) of a senior executive (CEO, CFO, COO, Director, etc.) in your current or previous organization who made a positive or negative impact on you. (Miami Dade Bus Operator) I'm currently working there now.
2.Analyze the organizational structure and culture of the company for which you work (or would like to work) to determine its approach to team development, and whether that approach helped to enhance your relationship skills in the workplace.
3.Evaluate the performance of your selected leader based on his or her ethical conduct and effective communication to determine if this leader was successful in motivating and empowering you to improve on your work performance. Explain your answer.
4.Determine three (3) best practices organizational leaders can use to motivate employees and discuss their potential benefits.
5.Discuss some of the challenges leaders encounter when managing diversity and how diversity helps business organizations better compete in global markets.
6.Develop an effective business strategy to address the challenges and issues you have identified above.
7.Use at least five (5) quality references. Note: Wikipedia and other Websites do not qualify as academic resources
Your assignment must follow these formatting requirements:
?Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions.
?Include a cover page containing the title of the assignment, the student?s name, the professor?s name, the course title, and the date. The cover page and the reference page are not included in the required page length.
The specific course learning outcomes associated with this assignment are:
?Explain the principal theories of leadership and motivation, and describe the fundamental considerations in managing and motivating individual and group behavior.
?Explain the multiple aspects of the managerial planning process and the application of various business and corporate-level strategies.
?Assess how various leadership styles fit cultural differences and effectively operate in global markets.
?Analyze the importance of ethical behavior to an organization?s culture and the new ethical dilemmas created by globalization
?Describe actions to improve communications, manage conflict, develop strong organizational culture, and improve the ethical behavior in organizations.
?Use technology and information resources to research issues in management concepts.
?Write clearly and concisely about management concepts using proper writing mechanics.
Click here to view the grading rubric...

Please answer the following short essay questions regarding Business Leadership & Organizational Change. "I suggest you use at least 1 reference and give each question/response the attention it deserves. Each response should be at least 'a couple' paragraphs in length." (The textbook used for this class was Organization Development & Change (10th edition) by Cummings & Worley(2015, Cengage), 978-1-133-19045-5. Feel free to use it as a reference if you have access to it).

1. Discuss what you consider the most important piece of change management for any leader.

2. Discuss the significance of employee involvement in the change process.

3. How can items like work design, job descriptions, and a clear stated vision aid in the change management process?

4. Discuss your abilities in leading change management within organizations. Include anything worth mentioning from this course, as well as any other relevant skills you possess.

5. In your educated opinion, why do many individuals and organizations resist change? Why do some individuals deal better with change than others?

im conducting a research on assessing the need for balance scorecard in health care organization as a strategy performance management (namely ministry of health), i need to write a literature on this subject , including ;

Balance Scorecard
Performance Management in general
Health Care Organization Performance Management
Balance Scorecard in Health Care Organization
Balance Scorecard Applications
rationale for applying balance scorecard in the ministry of health

You have just been hired as a new chief executive officer of a new full-service 200-bed for-profit health care organization. Twenty-four (24) hour emergency room services will be provided. The services offered will focus on adult care. The physicians under consideration for employment at the new facility are world renowned for their highly successful treatment rate for the most difficult cancers. About five miles away exists a non-for-profit teaching hospital that has also developed a great reputation in the community for providing great adult care services.

Prepare 12 page presentation in which you:
1. Provide a detailed organizational chart for your new facility.
2. Organize a mission, vision, and values statement for the new entity.
3. Compile procedures that govern the hospital-physician and physician-patient relationship including negligence and liability issues.
4. Describe referral services that will be offered.
5. Create a peer review system.
6. Provide a synopsis of how HMO insurance will be handled

Paper is to answer the following questions, 1 at a time in an APA format. Answer should be 1/3 to full page depending on question.
1. Discuss the role of values in supporting organizational change.
2. Describe a failed organziational change initiative and explain the reasons for its failure.
3. Explain and give an example of the INFLUENCER The Power to Change Anything authors'( Patterson, Grenny, Maxfield, McMillan, Switzler)concept of vital behaviors and the role of such behaviors in change facilitation.
4. Explain and give an example of a significant emotional event and the role of such an event in change facilation.
5. Define and give an example of organizational culture.
6. Describe and organizational stucture and culture that is either performing at a very high or very low level of proficiency in dealing with organizational change.
7. Describe three interventions that might help the organization in #6 above to better design a structure and resulting culture that supports positive change.
8. What characteristics of Dr. Mimi Silbert, leader of the Delancey Street Foundation, make her approach to change so innovative and successful?
9. Describe the change process that has resulted in the near eradication of the Guinea worm (story in the Infuencer). How have The Carter Center and Dr. Donald Hopkins been able to change behaviors so dramatically?
10. What are the benefits of a group based approach to organizational change such as the Future Search process? How does such a system deliver results where others have failed?

What are the relationships between Georgia-Pacific's organizational culture, its human resource practices, and its CEO's (Moeller's) leadership style?

1.Analyze the impact of organizational leadership and culture on human resource structures and practices.

2. Refer to any relevant readings from the background page and any relevant prior modules in this course

3. Support your argument with evidence from the article and any other news sources you find on the Internet

Requiremnet;

1- Pick a Non Profit Organization of your chioce.
2- write their Mission statement, Vission statement
3- write (3-4) pages. Why you select this Organization
4- write about their Operations ( what do they do, how good they do, How it works, who is the CEO, ect....
5- Conclusion.