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In this Work Product Assessment, you will use information from the documents provided to demonstrate your ability to engage in personal and professional leadership planning.

Part I: Reflexive Self-Assessments

Read “On Becoming a Critically Reflexive Practitioner.” Pay particular attention to pages 407–412 and pages 418–424. The author argues that critically reflexive practitioners have the ability to “engage their own learning” and surface tacit knowing—thus enabling them to build self-awareness, enhance critical thinking skills, and rethink their conceptualizations of the world.

Consider the differences between critically reflexive means of learning, and traditional objectivist means of learning. Consider the implications of critical reflexive practice and praxis on the education and development of leaders.

With this information in mind, respond to the following prompts and questions:

1. Authentic Leadership Self-Assessment
   • Identify, through critical self-reflection, two strengths and two weaknesses that you have as a leader (or follower), with respect to a focus on the topics of authentic leadership and personal mastery. Be sure to provide some organizational context for each strength and weakness and disguise all names and organizations. (Approximately 300 words)
   • Explain how and why these leader or follower behaviors are indeed relative strengths and weaknesses, relative to documented leadership best practices and theoretical frameworks about the topics of authentic leadership and personal mastery. (Approximately 400 words)

     Note: For Part A, you must draw upon your experiences as a leader and/or a follower and analyze them as they relate to the topics of authentic leadership and personal mastery to achieve a praxis-oriented response (integrating theory with practice).

2. General Leadership Self-Assessment
   • Identify, through critical self-reflection, at least two strengths and two weaknesses that you have as a leader (or follower), with respect to any documented best practices or theoretical frameworks about leadership and/or followership that you choose. Be sure to provide some organizational context for each strength and weakness. (Disguise all names and organizations.) (Approximately 300 words)
   • Explain how and why these leader or follower behaviors are indeed relative strengths and weaknesses, relative to documented best leadership practices and theoretical frameworks about leadership and/or followership that you choose. (Approximately 400 words)

     Note: For Part B, you must draw upon your experiences as a leader and/or a follower and analyze them through the lenses of the chosen leadership best practices and theoretical frameworks to achieve a praxis-oriented response (integrating theory with practice).

Part II: Individual Leadership Goal Setting

Self-awareness is an important part of any process of self-improvement. In Part I of this Assessment, you used critical self-reflection to identify specific leadership and/or followership-oriented strengths and weaknesses.

In Part II of this Assessment, you will continue a process of self-reflection and you will identify three leadership-oriented goals that relate to your personal core values and principles, and that also relate to the strengths and weaknesses you articulated in Part I.

Understanding the relationship of core values and principles to goals is important because, unless important leadership goals derive from your values and principles, you are unlikely to buy into them, and others will perceive your goals as inauthentic and not worth committing to help you achieve.

1. Setting Leadership Goals
   • Read “On Setting Leadership Goals.” Consider the relationships between values, principles and both S.M.A.R.T. and B.H.A.G. types of goals. Then, consider your leadership strengths and weaknesses and respond to the following prompts.
   • Complete the “Dynamic Leadership Personal Values Survey.”

     This questionnaire will help you to identify and rank your key values. Be sure to answer all questions honestly, so that you can obtain the most accurate results. After taking the survey and reflecting on your results, determine the three character traits for which you scored highest. Then, rephrase them as values that are relevant to you in your professional life. For instance, if one of your strongest character traits is “critical thinking,” your value statement might be: “I value thinking critically about situations in my life.” (Note: The survey is not to be submitted.)

   • Using the information completed in step one above, complete the “Leadership Goals Template” as follows:
     • For each of your top three values that you identified in your “Dynamic Leadership Personal Values Survey,” identify three principles that emanate from each value (you will have a total of nine principles). For instance, if your value statement is “I value thinking critically about situations in my life,” your principle might be “It is important to fully understand a situation before making a decision.”
     • Finally, determine three goals that align with the three most important values, and the single most important principle associated with a particular value, that you have identified. For example, if your principle is, “It is important to fully understand a situation before making a decision,” then your goal might be: “Evaluate career opportunities in my city.”

       For one of the three goals, set a very hard-to-reach, stretch, or B.H.A.G. goal.

       Note: The leadership strengths and weaknesses you identified in Part I of this Assessment can help you determine, for now, how “feasible” a goal is.

Part III: Individual Leadership Action Plan and Final Reflections

Well-thought-out plans are critical for success, both for yourself and your organization. As psychologist and author Dr. Fitzhugh Dodson said, “Without goals, and plans to reach them, you are like a ship that has set sail with no destination.” (Dodson, n.d.).

In Parts I and II of this Assessment, you identified your leadership strengths and weaknesses and reflected on the important values and principles that have helped you develop leadership-oriented goals.

In this final part of this Assessment, you will take the three leader and/or follower goals that you have set for yourself and outline a general action plan that will help you achieve them.

1. Complete all three parts of the “Leadership Goals and Action Plan Worksheet”:
   • Part A: Values, Principles, and Goals
   • Part B: Leadership Action Plan
   • Part C: Reflection on Leadership Action Plan

Questions are in attachment

What is appreciative inquiry (AI)?

What are the implications of AI on defining project scope?

Create a two- to three-page Word document in APA format to answer these questions. Include a title page and a reference page (not included in the total number count of pages).

Skill Building exercise 6A is an exercise (page 220) on the Pert Chart.  This is one of the more common and useful tools used in business.  Without prior exposure, the first time most people see it they will need some clarification to understand all that it represents.  While business and managers use many tools, one of the most common and useful is the Pert Chart.  Build the Pert Chart described in your textbook and attach it to this assignment along with the answers to the two questions in the Break Even analysis based on the problem as outlined below.

Break Even Analysis:

On a recent vacation trip to Juarez, Mexico, you noticed a small store and street vendors selling original art. The prices ranged from $3 to $25 U.S. A flash of inspiration hit you, why not sell Mexican art back home in the U.S. using a van as your store?  Every three months you could drive the 350 miles to Mexico and load up on art.  You anticipate that you could negotiate generous large-quantity discounts from the Mexican vendors.

Back in the U.S., you could park your van on busy streets or nearby parks, wherever you could obtain a permit. You think the only advertising needed would be to display the art outside the van.  Your intention is to operate your traveling art sale about 12 hours per week.  If you can make enough money from your business, you could attend classes full time during the day.

You intend to sell the original painting at an average of $15 a unit.  Based on preliminary analysis, you have discovered that your primary fixed costs per month would be: $500 for payment on a van, $125 for gas and maintenance, $50 for insurance, and $45 for a street vendor’s permit. You will also be driving to Mexico every three months at $400 per trip, resulting in a $133.33 per month travel cost. Your variable costs would be an average of $5 per painting and 45 cents for wrapping each painting in brown paper.

Question 1: How many paintings will you have to sell each month before you start to make a profit?
Question 2: If the average cost of your paintings rises to $8, how many pieces of art will you have to sell each month if you hold your price to $15 per unit?

• Make sure that you provide your calculations along with your answer (with proper units). If you work out the answer without the text’s formula, go back and work through the problem again using it. You need to show your work so that the instructor can clearly see you can run the problem.

*Submission: Your solutions must be submitted attaching a word document in the Assignment 6 link (in either a .doc or .docx format).

Challenge, support, and/or supplement comments made by one of my classmates. If it would strengthen your response, bring in additional information from the news, your readings/research, and/or personal experience. Cite your sources. 250 words…APA Format. With References 

Discuss the three main forces that have been responsible for hospital downsizing: changes in reimbursement, growth in managed care, and hospital closures. How has each of these forces been responsible for the decline in inpatient hospital utilization?

Make sure your paper is at least two pages in length, double spaced, font 12, Times New Roman.

HRM3010 – Staffing Human Resources

Recruitment & Selection Project Instructions – Part III

Purpose: Through the completion of the Recruitment and Selection Project, the student will create a staffing plan which a hypothetical organization of their own design may use to acquire talent. The entire staffing process will be developed includingthe creation of job descriptions, the development and evaluation of necessary recruitment and selection methods, and an analysis of appropriate job offer and onboarding strategies. Care should be taken throughout the development of this project to ensure that all recommendations, processes, and procedures follow relevant EEO laws and regulations.

Part III:  Selection Process through Onboarding

• Examine a minimum of three internal and external selection methods you could use to evaluate potential candidates for the strategic staffing need identified in Part I. Describe the metrics you will use to assess and validate the selection methods you believe to be the most effective for identifying talent for your organization. (1-2 pages)• Illustrate the selection process you have designed by creating a flow chart or other diagram that tracks a candidate from initial application through to the job offer stage. Provide details on the specific assessments and interviewing strategies identified at each stage. (1 page)• Describe the job offer process and negotiating strategies you will use to secure your desired candidates. Be sure to include whether the strategic staffing need identified in Part I is best suited for an at-will employment relationship or an express contract. Construct a sample offer letter which includes the appropriate language for the employment relationship desired. (1 page)• Provide an outline of the onboarding process your organization will use to orient new employees. (1 page)

Format:  Each section of the Recruitment and Selection Project should be prepared in APA format including the title page, section headers, in-text citations, and the reference page. A minimum of three professional and reputable sources are required for this section of the project. Part III of this project will be 3-4 pages of body plus title page, flow chart, offer letter, onboarding outline, and reference page. Consult the HRM3010 Research Guide for source recommendations.

Using your Assignment—Part 2: Individual Case Analysis, collaborate with your colleagues to create a Group Case Study Analysis that includes:

• A summary of possible shortcomings of the skills and traits of the primary leaders in the Case Study
• A description of systemic issues and strategies for system improvement applying systems thinking

I only need 1 to 2 pages

Everyone has encountered this infamous placeholder on the job description: “other duties as assigned.” What are the implications of this explicit language on performance outcomes? Are there dangers or risks of including subjective language that may or may not be measurable? Are there times that the inclusion of the language might be a matter of life safety?

1. Debate:

For this activity, you will debate the terminology, the intended purpose, and the possible actions required when including “other duties as assigned” as part of the job description. Approach the concept from both the positive use and the negative use of this phrase.

2. Defend:

Consider the possible supportive reasoning for including the terminology on the job description. Include one resource to defend the use of the statement.

3. Dispute:

Consider the possible negative reasoning or dangers of including the terminology on the job description. Include one resource to dispute the use of the statement.

4. Judgement:

Provide a personal decision on the use of the statement, and support your decision with one example that strengthens your decision.

Provide a personal decision on the use of the statement, and support your decision with one example that strengthens your decision. 4 paragraphs to answer the 4 sections.

You have been engaged as an Organizational Development (OD) consultant by an organization with which you have deep familiarity that has endeavored to implement a system of organizational change and has failed. For the purposes of the assignment, the organization should be one that you know well, such as your employer, former employer, or a client. For the sake of confidentiality, you may disguise the actual identity of the organization. The chief executive officer (CEO) of the organization has asked for your help to determine what went wrong with the failed change attempt and to develop an action plan for re-engaging the organization with change efforts that are based upon systems thinking and decision making.

Stages for Developing the Organizational Change Action Plan

Start with a thorough analysis of the current situation, an analysis of the factors requiring the organization to adopt change, and an analysis of the failed change effort. Ground your analysis in a comprehensive review of the literature that is pertinent to the organizational environment as well as for academic and practitioner support for the new action plan that you will develop.

The action plan that you will develop must be developed using a system thinking and decision-making approach, and it should consist of the following stages:

• Guiding the organization to develop new cognitive capacities
• Guiding the organization to develop new action rules
• Guiding the organization to develop new values and assumptions
• Guiding  the organization to implement the organizational change initiative 

Organizational Change Action Plan (Completed in Week 10)

• Part 1:      Background of the Organizational and its Current Situation (Completed Part      1 due in Week 2) 
  • Introduction  (Week 1)
  • Overview of the organization (Week 1)
  • Overview of the organization’s industry, environment, and competition (Week 1)
  • Background  of the change initiative (Week 1)
  • Review of  the failed change effort (Week 2)
  • Potential consequences if effective change is not adopted (Week 2)