...LDR 531 Entire Course (New) For more course tutorials visit www.ldr531help.com LDR 531 Week 1 Quiz LDR 531 Week 1 Discussion Question 1 LDR 531 Week 1 Discussion Question 2 LDR 531 Week 2 Mentorship Agreement Form LDR 531 Week 2 Mentorship Meeting Worksheet LDR 531 Week 2 Individual Assignment Professional Development Plan LDR 531 Week 2 LT Reflection LDR 531 Week 2 Quiz LDR 531 Week 2 Discussion Question 1 LDR 531 Week 2 Discussion Question 2 LDR 531 Week 3 Mentorship Meeting Worksheet LDR 531 Week 3 Individual Assignment Leadership Style Paper LDR 531 Week 3 LT Reflection LDR 531 Week 3 Quiz LDR 531 Week 3 Discussion Question 1 LDR 531 Week 3 Discussion Question 2 LDR 531 Week 4 Mentorship Meeting Worksheet LDR 531 Week 4 Team Assignment Conflict Resolution LDR 531 Week 4 Quiz LDR 531 Week 4 Discussion Question 1 LDR 531 Week 4 Discussion Question 2 LDR 531 Week 5 Mentorship Meeting Worksheet LDR 531 Week 5 Individual Assignment Motivation Plan Paper LDR 531 Week 5 LT Reflection LDR 531 Week 5 Quiz LDR 531 Week 5 Discussion Question 1 LDR 531 Week 5 Discussion Question 2 LDR 531 Week 6 Mentorship Meeting Worksheet LDR 531 Week 6 Team Assignment Failure Analysis and Change Strategy LDR 531 Week 6 Quiz LDR 531 Week 6 Discussion Question 1 LDR 531 Week 6 Discussion Question 2 LDR 531 Final Exam Guide LDR 531 Entire Course And Final Guide For more course tutorials visit www.ldr531help.com LDR 531 Entire Course And Final Guide ----...
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...Survey of Organizational Excellence 360 Degree Feedback Report Prepared Especially For Harry Trout Texas State Agency (ID 750) Spring 2002 Harry Trout - Texas State Agency - Spring 2002 Introduction The development of leadership is a continuous process as an individual gains experiences, assumes greater levels of responsibility, and faces a growing complexity of organizational problem solving demands. The 360 degree feedback assists in this development through two fundamental objectives. The first objective is on an individual level. For the individual, the process provides leaders with unique data perspectives of their abilities as viewed by their peers, subordinates, those in supervisory roles, and self-examination. The best use of these data for individuals is to design a personal development plan to address areas of concern surfaced through the assessment. The second objective is to improve overall organizational performance. As an organization’s leaders develop their abilities to work, manage, and lead, the performance and attitudes of corresponding workgroups will improve. Therefore, the entire organization stands to benefit as individuals improve. To assist you in this process, your personalized 360 Feedback Report contains the following elements: This Introduction to the 360 Explanation of 360 Leadership Roles Interpretation of the 360 Data Your Overall 360 Profile Role Comparison Scores and Item Score Breakdown Open Ended Question Listing Appendix...
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........................ page 8 . Clarify Current Knowledge of the Process............................................................................ page 11 Understand Sources of Process Variation............................................................................. page 13 Select the Process Improvement.......................................................................................... page 15 Appendix Worksheet A: Identifying Areas for Improvement. .............................................................. page 16 . Worksheet B: Developing a Team Worksheet...................................................................... page 17 Worksheet C: Team Meeting Notes...................................................................................... page 18 Worksheet D: Goal Setting................................................................................................... page 19 Worksheet E: Process Analysis............................................................................................. page 20 Worksheet F: Process Improvement Plan....
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...1. Introduction Succession planning is not an issue that many organizations address in any systematic way. Because many nonprofits are small (with fewer than 10 employees) and because they may be facing other organizational challenges, thinking about who the next executive director might be or what would happen if the director of finance suddenly left is not high on their priority list. There are many reasons why organizations need to be thinking about succession planning. The most important reason, of course, is that we rely on staff to carry out our missions, provide services and meet our organization's goals. We need to think about what would happen to those services or our ability to fulfill our mission if a key staff member left. Another reason to focus on succession planning is the changing realities of workplaces. The impending retirement of the baby boomers is expected to have a major impact on workforce capacity. Teresa Howe in "Succession Planning and Management" identified other emerging realities about the workforce in Canada: • Vacancies in senior or key positions are occurring in numerous organizations simultaneously and demographics indicate there are statistically fewer people available to fill them • Baby boomer retirements are on the rise just at the time when the economy is growing and increasing the demand for senior management expertise • There is no emerging group of potential employees on the horizon as in past generations (i.e. baby boomers...
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...Leadership Communication Skills Assessment Read through the list of skills and for each one check off your present capability in the chart below. Excel = You have mastered this skill and are excellent in it. Competent = You are competent in this skill but could polish it some. ✓ Need to Develop = This is a skill you need to develop further. | | | |Need to | |Area and Skill |Excel |Competent |Develop | |Part 1 – Assessment of the Core Abilities | |Audience Analysis and Strategy | | | | |Analyzing the context for communication | | | | |Analyzing audiences | | | | |Tailoring messages to different audiences | | | | |Selecting the most effective medium (channel) | | | | |Developing a complete communication strategy ...
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...EVELYN T. STONE COLLEGE OF PROFESSIONAL STUDIES Bachelor of Arts in Organizational Leadership – Fast-Track Program for Adults Student Name: ____________________________ Student ID#: _______________________________ Advisor: __________________ Phone: __________________ Date: ________________ Official Unofficial □ □ Introductory Courses (All introductory courses require a minimum grade of C-) PLS 201 _____________ PLS 202 ______________ Information Literacy & Research Writing Critical Reasoning& Academic Skills RUA – Assessment Test Compass Reading ________ Compass Writing ________ University Writing Requirement ENG 100 _______________ ENG 101 (If required by RUA) English Placement ________ Math Domain ________ ________ ________ ______________ ENG 102 PLS 220 ______________ ______________ Introduction to Composition Argument, Analysis, Research Math Score Math Placement MATH 095 _______________ (If required by RUA) MATH 110 or higher_______ Quantitative Literacy Technological Literacy Grade of C or higher required in all OLED courses. See reverse for important information on pre-requisites. Major Courses in Organizational Leadership OLED 320 ________________ Intro to Org Communication I OLED 325 ________________ Intro to Org Communication II OLED 330 ________________ Foundations of Org Leadership OLED 335 ________________ Organizational Change OLED 350 ________________ Group Dynamics and Facilitation Or Transitions:...
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...PRINT VERSION OF THE COMPETING VALUES COMPETENCY QUESTIONNAIRE TO ACCOMPANY BECOMING A MASTER MANAGER: A Competing Values Approach FIFTH EDITION QUINN / FAERMAN/ THOMPSON / MCGRATH / ST. CLAIR (Text published by John Wiley & Sons) If you have questions about this questionnaire, please email them to: Lstclair@bryant.edu Copyright © 2011 Competing Values Competency Questionnaire The Competing Values Competency Questionnaire is a tool to help you assess your development as a managerial leader with respect to the four quadrants of the competing values framework.* This questionnaire consists of 100 questions related to skills that managerial leaders need to meet the challenges of complexity, ambiguity, and paradox that characterize the world today. For each item, indicate how often you have successfully engaged in the activity. Rate yourself on the following 7 point scale: Never | Very Seldom | Seldom | Occasionally | Frequently | Very Frequently | Almost Always | 1 | 2 | 3 | 4 | 5 | 6 | 7 | It is important to note that this questionnaire is not designed to provide a final evaluation of your ability as a managerial leader. It is designed to provide a “snap-shot” profile, based on your current experience, strengths, and weaknesses. You then can use the profile to create a personal development plan based on your individual needs and interests. Some items refer to general activities that you may do regularly, such...
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...Project Activities and Sequencing Scenario 4: Smartphones for upper management Courtney Dennard CPMGT/301 Dr. Jeff Atkinson 8/10/2015 In the context of project scenario four, the firm currently issues its executives with smartphones with abilities to access the internet. As one of its major undertaking, the firm seeks to expand its smartphone program to include all employees that own a mobile phone and a laptop. The company has ten senior members of the executive who are prioritized by the scheme, as well as another one-hundred employees that own a cell phone and a laptop. Notably, fifteen employees that have been signed up for the training will require the program’s expanded internet service. In case funding gets approved, this project is intended to save considerable finances in the long run. The Scope of the Smartphone Project The scope of the Smartphone project is to establish the deadline for project, in terms of the time duration it will take to finally realize the programmed expansion across the firm (Kerzner, 2013). In the context of this project, finalization of the firm’s member upgrade should be achieved within a period of one month. The project scope also includes the information necessary for successful completion of the project. Importantly, acknowledging the cost of the intended expansion under scenario four must be considered prior to any subsequent project decision making (Heagney, 2012). Such cost analysis must include any potential system upgrades...
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...APPENDIX Marketing Plan Worksheets These worksheets will assist you in writing a formal marketing plan. Worksheets are a useful planning tool because they help to ensure that important information is not omitted from the marketing plan. Answering the questions on these worksheets will enable you to: 1. Organize and structure the data and information you collect during the situation analysis. 2. Use this information to better understand a firm's strengths and weaknesses, and to recognize the opportunities and threats that exist in the marketing environment. 3. Develop goals and objectives that capitalize on strengths. 4. Develop a marketing strategy that creates competitive advantages. 5. Outline a plan for implementing the marketing strategy. These worksheets are available in electronic format on our text's website at www.cengagebrain.com. By downloading these worksheets, you will be able to change the outline or add additional information that is relevant to your situation. Remember that there is no one best way to organize a marketing plan. We designed our outline to serve as a starting point and to be flexible enough to accommodate the unique characteristics of your situation. As you complete the worksheets, it might be useful to refer back to the text of the chapters. In completing the situation analysis section, be sure to be as comprehensive as possible. The viability of your SWOT analysis depends on how well you have...
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...Running head: GENERIC BENCHMARKING WORKSHEET The Foundations Schools Generic Benchmarking Worksheet Deanna Fields, Kicia Gaines, Edward Thaxton University of Phoenix MMPBL/510 Implementing Organizational Initiatives Professor Joel Maier September 20, 2010 Task A: Problem/Opportunity Statement – Edward Thaxton The objective of our research study is to employ a team-based approach to identifying problem opportunity statements, effectively conduct generic benchmarking research, identify successful and unsuccessful generic benchmarking companies and recognize potential solutions to our problem opportunity statement and end-state goals. The design of the study includes peer-reviewed references, and utilization of a generic benchmarking worksheet. The team's approach to the research methods was to research the generic benchmarking information individually and incorporate our findings into one manuscript. Furthermore, the team-based research approach will provide enhanced solutions from three different perspectives and allow us to be more successful in our research, generic benchmarking methodologies and solution identification for California School Districts and Princeton Review. Task B1: Benchmarking - California School Districts – Kicia California’s 978 school districts receive the majority of their funding through a formula known as “revenue limits.” Revenue limit funds can be used by school districts for general purposes, unlike funds received through categorical...
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...Performance Appraisal Traditional Format Contents Of This File 1. Performance Appraisal Information and Instructions 2. Supervisor’s Performance Planning Worksheet 3. Employee’s Performance Planning Worksheet 4. Report of Performance Appraisal 5. Employee’s Job Duties, Goals and Development Plan and Overall Rating Form For Next Appraisal Period 6. Supplemental Factors for Supervisory Staff Members Performance Appraisal Information Sheet Appraising the performance of staff is the single most important job duty associated with the role of supervision, and one of the most complex in terms of skill. Competent appraisal involves the supervisor in setting goals and standards, clearly communicating performance expectations, assisting staff in accomplishing the job to be done, and evaluating the results. This is performance management, accomplished day-by-day, and in response to changing needs, assignments and the requirements of the job. This formal review process is designed to work with and encourage the informal day to day practice of performance management, while providing a framework in support of salary adjustments, promotion and employment decisions. The University of Arizona requires that employees receive a formal performance appraisal once a year (typically on the anniversary date of hire into the position), with new employees receiving reviews at three months and six months as part of the probationary process. Training and coaching...
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...University of Phoenix Material Organizational Design Research Worksheet |Research: The purpose of this research is to identify different organizational designs within different organizations. You will do this by looking at different | |company’s organizational design and structure and identifying how that design and structure helps the organization to achieve its business objectives. | |Topic: Organizational Design Research | |Instructions for Topic A: In the Response row, each team member must identify at least two companies that have different organizational structures and designs. | |For each company in the Response row, identify whether the company has been successful or unsuccessful. Explain how the company used its structure and design to| |achieve its business objectives. | |Response to Topic A: | | ...
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...RUNNING HEAD: TEAM B – The Foundation Schools Generic Benchmarking Worksheet The Foundation Schools Generic Benchmarking Worksheet Tiesha Brewster, Christopher Jones, Jonathan Moreno, Kicia Robinson University of Phoenix MMPBL 510/Implementing Organizational Initiatives Jennifer Brodie April 11, 2011 Table of Contents Introduction.……………..…………………….…………………………………………. 3 Generic Benchmarking Worksheet.…..….….…………………………………………. 3 Individual Contributions…………………….………………….………………………… ? References..………………………….……………………………………………………. ? The Foundation Schools Generic Benchmarking Worksheet Task A: Problem/Opportunity Statement | Instructions for Task A: In the Response row, write out the problem/opportunity statements for the scenario for each of the team members. | Response to Task A: Tiesha: Foundation Schools are serving over 1,000 students and wanting to increase enrollment by 5% per year. The board has great ideas of adopting a new strategy that uses business development as the model to increase funding sources and revenues. Using the three year strategic program plan the board will include a number of new projects, visions, and plan. The board can continue with the new visions, projects, and plans for the schools by keep raising money, new ideas of raising money and keeping the directors educated with the innovations need to be the leaders in this field. Christopher: Foundation Schools is a non-profit schooling system created to benefit those students...
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... | |Start Date: |Estimated End Date: | 1. Project Overview 5 1.1 PURPOSE: 5 1.2 KEY STAKEHOLDERS/DEPARTMENTS: 5 1.3 KEY DELIVERABLES: 5 1.4 MAIN OBJECTIVES: 6 1.5 ASSUMPTIONS: 6 1.6 CONSTRAINTS: 6 1.7 PROJECT MANAGEMENT PLAN VERSION CONTROL 6 2. INTEGRATION MANAGEMENT 7 2.1 INTEGRATED CHANGE CONTROL 7 2.1.1 CHANGE REQUEST FORM 7 2.1.2 CHANGE CONTROL BOARD (CCB) 8 2.2 PROJECT CHECKLIST 8 3. SCOPE MANAGEMENT PLAN 11 3.1 SCOPE STATEMENT 11 3.2 OVERALL SCOPE MANAGEMENT PLAN STRATEGY 11 3.2.1 GATHERING REQUIREMENTS 12 3.2.2 WBS EXAMPLE 15 3.3 SCOPE MANAGEMENT CHECKLIST 15 4. SCHEDULE MANAGEMENT PLAN 17 4.1 MILESTONE PLANNING & TRACKING TEMPLATES 17 4.2 SCHEDULE MANAGEMENT CHECKLIST 27 5. COST MANAGEMENT PLAN 28 5.1 RESOURCE PLANNING 28 5.2 COST MANAGEMENT WORKSHEET 28 5.3 PROJECT COST/SCHEDULE SUMMARY REPORT TEMPLATE 31 5.4 COST AND SCHEDULE PERFORMANCE...
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...Analysis Model |[pic] |The “Gap Analysis Model” is a simple yet powerful visual tool to help clarify objectives, current realities, and action steps. The model has application to a wide | | |variety of personal and organizational situations, and can easily be used with students as well. As you examine the model, be sure to follow the section numbers and | | |start on the right side with the “ideal situation.” | Leadership Gap Analysis: 3.1 Equity Leadership Gap Analysis: 3.2 Distributed Leadership Leadership Gap Analysis: 3.3 Effective Governance Leadership Gap Analysis: 3.4 Learning Community Leadership Gap Analysis: 3.5 Professional Development Gap Analysis Worksheet: Core Agreements [pic] ----------------------- 3) CLOSING THE “GAP” This section contains the specific strategies that are designed to close the gap between the actual and the ideal. EXAMPLE: To close the gap, Central High School will: ...
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