Requirements: APA 7th format, 6 and a half pages include abstract page and reference page, the references have to be scholarly journals and articles, at least 10 references.

Prepare a ppt presentation with 12-15 slides as if you were a leadership instructor. I need to document what the approach or theory is based on, how it is different than the others, and when it is best used. Consider the strengths and weaknesses of each one. Give examples of when each theory would work best. Consider different positions like a construction plant manager or a school principal or a nurse and explain what approach would work best for the different positions? The ppt needs to incorporate the five approaches to leadership (Trait, Skills, Behavioral,  Situational, and Path-goal) and explain when to use them.  Bullets on most slides, each page should include a note section with at least 150 words in addition to the slide. Cite work, quotes should be properly cited. No excessive quotes use own words.  

Format:

Introductory Slide – Include a short introduction of your agenda/topics.

Length – 12 – 15 slides the citation page. Make sure you have at least 150 words in the note section of each page.  Do not include any quotes in your notes.  

Reference Page – Include at least two sources

 Create an academic plan of study that will explain and support your intention to earn a Bachelor of Arts in General Studies degree. Begin by forming an achievable goal statement. Then, discuss your prior experiences and planned academic learning and how you can use your achieved knowledge and skills to direct your educational and professional goals. Finally, build a case for your plan of study by articulating its value to you moving forward. Remember that this is a formal, professional document that must be formatted and presented in a manner appropriate for academic and professional audiences.  

2)  The BA.GST degree is a tremendous asset to your professional goals. The key will be persuading people to see the value of this degree. Now that you have started thinking about your personal brand, how are you going to pitch yourself to your potential employers? What is your thirty-second elevator speech?

Consider the following in your response:

• What makes this degree so important to your goals and how does it make you stand out from others?
• How will this degree reflect the skills that employers today are looking for in college graduates?
• In what ways have you effectively communicated this so far in your LinkedIn profile?

Select one of the following case studies (located in your textbook):

• Case 7-1: Doing Crunches at Nestle: Continuous Improvement of Human Assets.
• Case 7-2: Google Search: Building the Program That Writes the Code to Find Female Talent.

Then complete the following:

• Add your opinion about the choices and decisions being made—if this was your company, would you make this choice?
• What would you do differently?

Download the Week 2 Field Analysis Assignment (Links to an external site.). Complete the field analysis, which will assist you in understanding the key parties and their roles in negotiations.

Remember to submit your assignment for grading when finished.

The History and Development of Public Relations

Write a paper that traces the history and development of PR in the United States. Pay special attention to each of the distinct stages.

The requirements below must be met for your paper to be accepted and graded:

• Write between 750 – 1,250 words (approximately 3 – 5 pages) using Microsoft Word in APA style, see example below.
• Use font size 12 and 1” margins.
• Include cover page and reference page.
• At least 80% of your paper must be original content/writing.
• No more than 20% of your content/information may come from references.
• Use at least three references from outside the course material, one reference must be from EBSCOhost. Text book, lectures, and other materials in the course may be used, but are not counted toward the three reference requirement.
• Cite all reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) in the paper and list on a reference page in APA style.

References must come from sources such as, scholarly journals found in EBSCOhost, CNN, online newspapers such as, The Wall Street Journal, government websites, etc. Sources such as, Wikis, Yahoo Answers, eHow, blogs, etc. are not acceptable for academic writing.

Prior to beginning work on this discussion forum, review this week’s readings and Weekly Lecture.

Identifying the proper classification for each position is an important responsibility of the HR department. Depending on the size of the organization, there are various ways that a classification is decided and put into practice. Larger organizations require specific levels of approval of the classification before implementation, whereas with smaller organizations, the determination is often made by the HR director.

For this discussion, take the role of the HR director in a small organization. The organization is adding two new positions to the workforce, and it is your responsibility to determine the classification and compensation categories for each position. Carefully determine the role of each position and the responsibilities of the position within the organization. Determine the logical classifications for each position. Define and defend each category selected for the position and your reasoning for selecting the options. Support your decisions with resources that defend your choices.

Position 1:

This position is responsible for customer service and responding to the complaints of the consumer. The employee will work a 6-hour day, three days a week, with a rotating shift. This position will report to a supervisor and will have no direct reports.

Position 2:

This position is responsible for all accounts payable and accounts receivable. The employee enters all information into a data system and develops monthly reports for the CFO of the organization. This position has four direct reports that perform a variety of accounting duties. This position works an eight-plus-hour-a-day schedule, five-plus days a week, depending on need.

Classification and Compensation Categories:

Role title

Level

Hourly

Salary

Exempt

Non-exempt

Full-time

Part-time

Full-time temporary

Part-time temporary

NO WORD COUNT.

we cover two more important IT topics: “Digital Systems and the Design of Work (and also “Information Systems and Business Transformation. authors focus on how IT resources can be used to build competitive advantage for the organization. 

The “value chain” model is presented as a framework by which organizations can link their business processes to create strategic partnerships. You are assigned to read  an article: “Technology adoption by global virtual teams: Developing a cohesive approach”.  From these readings there will be a discussion (Discussion 3) and you will submit a research paper on Business Process Re-design.

Read article – “Technology adoption by global virtual teams: Developing a cohesive approach”

Read article – “Influence of digital technology”

Summary of participation for Week 5: Digital Systems and the Design of Work

Summary of participation for week 6: Information Systems and Business Transformation

Assignment:

1. 500 words Discussion

2. 3-4 page research paper and reference page

Letting People Go

You have identified an individual in your department who falls into the bottom 10%. Using Jack’s advice on no surprises and no humiliation, how would you approach the conversation with the individual? Specifically outline how you would prepare for the meeting. Where and when would you have the conversation? What documentation or other resources will you want to have with you at the meeting?

Post your initial response by Wednesday, midnight of your time zone, and reply with suggestions for improvement to at least 2 of your classmates’ initial posts by Sunday, midnight of your time zone.​​

1st class to respond to

 Tiara Collins RE: Week 6 DiscussionCOLLAPSE

Hello Professor and Class,

 You have identified an individual in your department who falls into the bottom 10%. Using Jack’s advice on no surprises and no humiliation, how would you approach the conversation with the individual?

My goal of the meeting and approach would be to find out why are they falling in the 10% (1). I want to understand and have empathy with the subordinate. I would want to make sure it is in private because the chance that others could over hear the conversation is not a good thing. I would make sure I could have it over maybe the morning coffee with them in the conference room to make them feel more comfortable (2). I would ensure I am actively listening.  

Specifically outline how you would prepare for the meeting.

I would make sure I set the time aside to show the person that they are important. I also would make sure I am using facts to show them that this wasn’t the same level they were performing at. I would show them the level I wanted to encourage to get them to that level.

Where and when would you have the conversation?

In a conference room or in their office. I would make sure I sit next to them so it shows we are on the same side of this improvement. I would want them to feel comfortable to understand I am trying to work with them and we are on the same team. I would have the meeting mid-morning.

What documentation or other resources will you want to have with you at the meeting?

I would have any training items that I could suggest for them to get out of the 10 percent. I also would have the documents that show the difference in the levels. I also would have a calendar to try to put a timeline together if we were brainstorming to make the subordinate better. I also would have a not book and pen to take notes. I also will have the questions I want answered written down.

Tiara Collins

1. https://www.forbes.com/sites/forbescoachescouncil/2017/07/17/14-ways-to-approach-conflict-and-difficult-conversations-at-work/?sh=1d44d7ee3cfd
2. https://www.bustle.com/articles/181666-11-tips-for-making-people-feel-comfortable-around-you

2nd response to classmate

 Laryssa Wilson RE: Week 6 DiscussionCOLLAPSE

Good Afternoon Professor and Class,

I have first hand experience with this.  The way I approached, my non-performing staff  was with continued communication.  I set precedence when I took over for the last manager and did my due diligence.  I reviewed the previous year’s performance appraisals, and observations. I had a good idea of who the weakest links were. 

When I started, I gave everyone a clean slate with the new objectives that they were to meet. I advised that we would touch base at the end of each week. Out of the gate they knew  to expect me to be very communicative. It was up to me to be consistent with the communication because my manager held me accountable for that.

The meetings were weekly in my office. It was the norm so no one felt they were being singled out or was in trouble. The conversations were not a surprise when and if  I had to deliver A hard message.  If they were not meeting the objectives, at the regular “base touch” I brought it  up. I  would let them know  I am noticing a negative pattern and would show them the reasons why, eg.. drawer out of balance, sales goals/efforts not attempted or at meets standards.  I’d always ask  if they are struggling personally with any thing  or needed my help with anything. If necessary we, the employee and I would  set up an action plan for improvement.  Documenting  areas of improvement and expectations and me documenting the interaction as well. The meetings continued  weekly, as they normally would. I had two employees that actually resigned, because they knew they were not improving or lost the desire to. They knew I would be “managing them out”.  With these two recognizing that, instead of me terminating them, it made the transition easier because there was a notice to resign, not a no call/no show but an understanding even had a goodbye potluck. 

Experts of Practice Videos week 5

Winning,  Jack Welch

Charlie Tharp-Managing People Out 

Jack Welch -Performance Appraisals are Continuous

 Masters Degree

Deliverable 3 – Workshop on Hiring People with Disabilities

Competency

Design reasonable accommodations to meet the needs of employees and the organization.

Scenario

You are the HR Director of a regional, non-franchised chain of restaurants. In a strategic meeting last month, you presented to the CEO that the diversity of the chain’s workforce is not up to standards. The CEO wants to increase the diversity of the staff and has asked you for recommendations. As you review the employee data for your firm, you realize that people with disabilities are not represented well in the organization and advise the CEO that an authentic effort should be made to increase hiring from this category of employees. She agrees but cautions that there will likely be pushback from the line managers about doing so. The CEO instructs you to gain support and buy-in from the line managers for hiring people qualified individuals with disabilities. You decide to do this by hosting a mandatory workshop designed to educate line managers on ADA and hiring people with disabilities.

Instructions

Prepare an outline for the workshop. Content should be listed in bulleted form. Include the time needed to cover each topic and provide an agenda for the workshop. The content should cover the following points:

• Demonstrates a business case for hiring people with disabilities, to include information stated in the ADA ACT.
• Discriminates between facts and common misconceptions regarding ADA, to include the legal definitions of impairment, and which disabilities are protected by the ADA.
• Provides examples of reasonable accommodations and actual costs of the same.
• Explains what constitutes a qualified individual according to ADA and how qualified individuals with disabilities can benefit the organization in the same way as those without disabilities.
• Provides attribution for credible sources used in your outline.