Showing posts with label WGU. Show all posts
Showing posts with label WGU. Show all posts
Tuesday, 20 June 2017
WGU C200 TASK 2 – NEW 2017
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MANAGING ORGANIZATIONS & LEADING PEOPLE
Competency 3018.1.2: Theories of Leadership The graduate uses contemporary theories
of leadership to develop personal leadership skills based on a personal leadership philosophy.
Introduction:
For this task, you will conduct an evaluation of your personal leadership style. You will write a
610 page paper evaluating your own leadership practices using a scholarly leadership theory
that is different from the one you used in task 1. To help you refine your own leadership
skills, you will develop at least two SMART (specific, measurable, achievable, realistic, and
timely) goals as part of your evaluation.
Requirements:
A. Conduct a leadership evaluation of your own leadership by doing the following:
1. Provide a completed copy of the attached “Seven Habits Profile.”
Note: You will be required to attach a completed copy of the “Seven Habits Profile” to
the task submission. The attachment may be a scanned document or photo.
a. Reflect on the results of your Seven Habits Profile, including what those results
might indicate about your leadership style.
2. Evaluate your leadership practice by doing the following:
Note: As part of your evaluation, you will need to use one scholarly leadership theory
and three scholarly sources.
a. Evaluate three strengths of your leadership practice using a scholarly leadership
theory.
Note: You should use a leadership theory that is different from the leadership theory
you used in task 1.
b. Evaluate three weaknesses of your leadership practice using the same scholarly
leadership theory you used in part A2a.
c. Recommend three theorybased changes that you could make to maximize your
success in managing organizations and leading people in the future, using the same
scholarly leadership theory you used in part A2a.
Note: All theories must be supported.
d. Discuss two shortterm SMART goals that will help improve your leadership
practice.
Note: All the components of the SMART model must be met for each goal. This model
required objectives to be: (a) specific, (b) measurable, (c) achievable or attainable,
(d) realistic or relevant, and (e) timebound or timebased.
i. Discuss at least two specific actions you will take to reach each of the SMART
goals discussed in part A2d.
e. Include three scholarly sources that support your evaluation of your own leadership
practice.
Note: A scholarly source could be a reputable journal, a published book, any source
from a university faculty member or business leader. Also, any article or book in
the online WGU library.
B. When you use sources, include all intext citations and references in APA format.
Note: For definitions of terms commonly used in the rubric, see the Rubric Terms web link
included in the Evaluation Procedures section.
Note: When using sources to support ideas and elements in an assessment, the submission
MUST include APA formatted intext citations with a corresponding reference list for any direct
quotes or paraphrasing. It is not necessary to list sources that were consulted if they have not
been quoted or paraphrased in the text of the assessment.
Note: No more than a combined total of 30% of a submission can be directly quoted or closely
paraphrased from outside sources, even if cited correctly. For tips on using APA style, please
refer to the APA Handout web link included in the APA Guidelines section.
Tuesday, 6 May 2014
WGU- JDT2 Human Resources TASK 1
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Memorandum
concerning alleged religious discrimination
Religious discrimination is similar to all discrimination and yet completely
different.
Discrimination is broadly
defined by giving preferential treatment or undue hardship on another
person due to their
religion, physical impairment, race, marital status, ethnic back ground or a
number of other reasons.
Religious discrimination is more difficult to access by appearance than
say physical impairment. A
person in a wheel chair or with a foreign accent is easy to distinguish
as in a protected class.
Religious beliefs are the individual’s beliefs and it is only the individual
that knows this belief.
This fact puts more burden of evidence on the plaintiff. This is a choice
that the individual is allowed
to change at any given moment. We must allow these choices to be
made and accommodate but
we must be made aware of the conflict.
Religious discrimination is the lowest of all EEOC claims but this number has
doubled in
recent years (EEOC
compliance Manual, 2008). It is obvious by the rapid increase in claims that
a potential for unseen
lawsuits may be developing within our organization without our deliberate
attempt or without our
knowledge. During World War II, the United States confined thousands
of US citizens of Japanese
descent. Currently, the climate in our country is one of discontent
with those of Muslim
backgrounds or appearing of Arab descent. This fear by outsiders of those
cultures stems from
terrorist activities committed by that religious or ethnic group. This fear
began on September 11, 2001
when a major attack was perpetrated by those of Arab descent
upon the American people. That
fear and reprisals is most likely a catalyst for the spike in
religious discrimination
claims. This known result of war demands that we as leaders in our
industry make an example
for others as to our commitment to abide by the laws of our land.
We cannot read employees minds
but we are obligated to accommodate what we are
aware of. An employee can
file a law suit by perceived discrimination without justification.
We must be aware that this risk
to our profitability and reputation can easily be remedied.
This memorandum is being prepared with the intent to highlight the points of
law that
pertain in a lawsuit which was
filed against our company and our alleged indiscretions. These
indiscretions could have
occurred by either our ignorance of or deliberate violation of federal
law. I wish to share some
case law on the subject to determine if it was our ignorance or our
clear violation of the law.
With limited specifics about the alleged complaint, I will concentrate
on following the letter of the
law. I would not consider myself an expert in these matters.
It is common sense for
most people to treat others as you would like to be treated. The
laws and court decisions have
followed this ideology. The main differentiation between treating
other’s as individual’s and the
Equal Employment Opportunities Act provisions is different. As
employer’s we are held to
a higher standard. It is not just the civil rights act that we must
contend ourselves with, it is
the separate federal legislation that pertains to employment. This is
the law that we must
abide by. It has become a common standard of employer’s who wish to
recruit desired employee’s to
treat employees with indifference towards their personal
background including but
not limited to their religious preferences.
The term Constructive
Discharge, could be described as constructing an environment that
is difficult or
impossible to perform the assigned job. If this resulting environment results
in a
resignation or through a
deliberate act of constructing a case to terminate an employee
violates a federal law we have
to answer for these acts.
In the case of religious
discrimination, it is difficult for an employee to prevail in a law
suit if that employee
resigns without giving the employer due notice of an unknown conflict.
The majority of people would
not believe that a deliberate attempt by the employer to construct
an environment that is so
intolerable, that an employee would resign without giving the employer
any notice of such intolerable
working conditions. A simple notice of a company policy to
management that causes undue
hardship or conflict that violates the individual’s religious beliefs
would suffice. The employee
must inform management prior to resignation. This reasonable
request or requirement
would allow the employer to make reasonable accommodations. If an
employer is tolerant of all
religious beliefs and is willing to accommodate specific needs of
individuals, it is still
impossible to read minds of every employee and know every special
religious belief. This given
fact puts more burdens on the plaintiff to prove deliberate acts
perpetuated by the employer to
cause hardship or conflicts with an individual’s right to practice
their religion as they
perceive it to be practiced. Not the employer’s belief on practicing religion.
CONSTRUCTIVE DISCHARGE
UNDER TITLE VII AND THE ADEA. The Case
Law on Constructive
Discharge 1. The Reasonable Person Test. The majority approach
holds that an employee has been
constructively discharged if an employer's
discriminatory acts result in
working conditions so in- tolerable that a reasonable person
in the employee's
position would feel compelled to resign (Finnegan, 1986, pg 563).
There is a substantial amount
of case law that addresses the burden of proof on to
the plaintiff. The
predominant underlying question within the cases below is, was the employer
deliberate in its actions? Was
the action by the employer aimed to cause a conflict to a specific
individual? If we as an
employer make a decision to benefit the company and employees, was it
intended to alienate an
individual or certain individuals to cause a conflict.
WGU MMT2 IT Strategic Solution Task 2
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Task 2
Introduction:
Read the attached “AEnergy Company Case Study” before completing this task.
Scenario:
AEnergy Company has current operations in Fresno, California, and Chicago, Illinois. You were asked by the chief technology officer (CTO) to complete a SWOT analysis of the current IT infrastructure and to suggest an updated system that would use current and emerging technologies to resolve the identified deficiencies while also supporting the identified strengths the current system offers.
Now that upper management has tentatively approved the concept for the proposed system, your responsibility is to create a plan to communicate with the different stakeholders interested in your suggested system and interested in how the system will impact their success in achieving their part of the corporate mission.
Task:
A. Create a communication plan to introduce a technology
initiative to the interested stakeholders.
1. Justify
how your communication plan effectively conveys the reason for this initiative.
Answer: AENERGY Company currently implements
physical servers as the company standard for deploying server systems. For each
function and purpose, a physical server is deployed into the infrastructure. In
doing so, more power is being consumed as these servers are online. Each
physical server requires at minimum one switch on the network hardware. To have
redundant power flowing to each physical server, there should be multiple
sockets to facilitate redundant power flow. However, there are separate
independent internet connections and servers, the server capacity should have
doubled. So, to facilitate further expansion, capacity building is very
necessary. If automated system (computer-monitored and computer-controlled) for
production using technology is initiated, then the manual activities will be
reduced and everything in the production process will be set as an integrated
system that will execute each step one after another. Thus, the objective of
the company to maintain lean production system to enhance the efficiency in the
production and the reduction of the loss will be facilitated if this technology
initiative can be implemented. To operate an automated production system, there
should have skilled personnel who have the skill to operate in this technology
environment. Furthermore, if these technology initiatives are successfully
implemented, then fewer employees is required to operate the production process
which in turn reduce the payroll expense of the company and therefore the
profitability of the company will be in a better position. Another
justification point if the new technology initiatives has been implemented,
there should be a central database where all the information of the inbound and
outbound logistics, administrative and network and firewall administration will
store all the information in a central database on a daily basis so that the
current condition of all the department can be viewed at a glance. This will
facilitate the managerial decision making process.
RTT1 - Organizational Systems and Quality Leadership Task 1 WGU
RTT1 - Organizational Systems and Quality
Leadership Task 1 WGU Western Governors University
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TASK 1
1. A. Understanding Nursing Sensitive
Indicators
Nursing sensitive
indicators reflect the structure, process and outcomes of nursing care.
The structure of nursing care is indicated by the supply of nursing staff, the
skill level of the nursing staff, and the education/certification of nursing
staff. Process indicators measure aspects of nursing care such as assessment,
intervention, and RN job satisfaction. Patient outcomes that are determined to
be nursing sensitive are those that improve if there is a greater quantity or
quality of nursing care. ("Nursing world," 2013) Knowledge of
these indicators could have assisted the nurses in several ways involving this
case. Knowledge of pressure ulcer prevalence could have helped the nurse
prevent one in this patient. The nurse and CNA would have known to
reposition the patient to prevent them, and would have recognized the red area
as the first stage of a pressure ulcer. The CNA would not have put the patient
back on his back when he got back to bed. Restraint prevalence could
also have assisted the nurse’s understanding of when restraints should be
applied, and the proper way of managing a patient on
restraints. Patient satisfaction is another nursing sensitive
indicator that was obviously not taken into account here. If it were, the nurse
would not have dismissed the wrong diet being delivered so easily, and would
have kept the daughter aware of what happened. The nurse would also have not
made an inappropriate comment to the daughter if she had patient and family
satisfaction in mind.
1. B. How Hospital Data Could Advance
Quality Care
If the hospital in this case
kept data on nursing sensitive indicators and distributed it to staff, it would
raise awareness of the issues that need to be addressed and that were a
documented problem. It would empower the nurses because these indicators are
something they can have a direct impact on. It would advance quality
patient care because the staff would be educated to be on the lookout for
potential issues. In this case restraint use, pressure ulcers, and patient satisfaction
could have been dealt with in a better way to improve patient outcomes and
satisfaction. The pressure ulcer could have been prevented, the restraints
could have maybe been avoided and the patient and family would have felt like
the hospital cared about their needs.
1. C. Resources Available
Fortunately, there are
several resources in the hospital for the nurse to partner with to address
nursing sensitive indicators. To help resolve the ethical issues in this
scenario, I could partner with dietary to come up with a solution to make sure
the correct trays are delivered. I could personally approach the
patient and the daughter and apologize for the incident. I would speak to the
nurse regarding her inappropriate comment to the daughter. I would also contact
the doctor to further discuss the incident and what could have been done to
prevent it. I could also discuss the need for restraints with the doctor. I
could consult my nurse manager for advice in dealing with the
situation. I could provide education to the CNA regarding the
importance of noticing the first signs of a pressure ulcer. I could use the
lift team to help reposition the patient. I could request a wound
care consult from our wound care nurse to address the developing pressure ulcer.
I could make a referral to social work to address any issues the family may
have after discharge. For more complex ethical issues I could consult my
hospital’s ethics committee and have the case reviewed by them.
JKT2 ART2 HNT2 WGU MBA Capstone Task 2 - A+ Work
JKT2 ART2 HNT2
WGU MBA Capstone Task 2 - A+ Work
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Capstone Task 2( Part-A).pptx
Capston Task 2 (Part C).
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