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find a research article from a reputable peer-reviewed journal in the field of psychology. Share the article in your post and include the following information about it:

• What was the purpose of the study?
• What methods did the researchers use to address the study’s research questions? Were these methods qualitative, quantitative, or mixed?
• What are the key findings from the study?
• Share one thing that interested you most about this study.

Answer the question and response two classmates’ feedback

A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.

To prepare:

• Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
• You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
• Finally this week, consider what actions you will take each year of the strategic plan.  

By Day 7

The Assignment (15–22 pages):

Guidelines for each section of the Assignment are provided below.

Part I. The Fundamentals (3–4 pages): The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.

1. Identify and describe the core values of the agency.
   1. Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
   2. Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
2. Identify and describe the mission of the agency, organization, or community.
   1. Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
   2. Describe whether the mission statement promotes advocacy, leadership, or social change.
   3. Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
3. Identify and describe the vision of the agency.
   1. Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
   2. Describe whether the vision promotes advocacy, leadership, or social change.
   3. Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
4. Identify and describe key stakeholders involved with the agency.
   1. Discuss whether each stakeholder is internal or external to the agency/organization.
   2. Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
   3. Discuss how each stakeholder can be an essential element for gathering information to develop the strategic plan.

Part II. Needs Assessment (2–3 pages): A needs assessment is a systematic way of determining the gap between what an agency, organization, or community has and what is desired to meet the needs of individuals, groups, communities, or societies. The needs assessment will reveal whether there may be unmet services. It can then provide information about those needs and help inform your planning to meet them. The needs assessment also consists of planning who you need to target, how you will effectively gather new data, and/or how you will use existing data to inform your planning decisions.
The Assignment:

1. Outline and describe steps you would take to conduct a needs assessment.
2. State which stakeholders you would contact and why you would contact the stakeholder.
3. Develop a stakeholder survey related to your professional or societal issue.
   1. The survey must contain at least 10 questions.
   2. Provide a justification for each question on the survey.
   3. Provide rationale for the type/format of questions on the survey.
   4. State how you would vary items on the survey based on the role of the stakeholders who would complete it (administration, leadership, staff, recipient of surveys).

Part III. Strategic Issues (4–6 pages):
After the needs assessment has been completed, the next element of the strategic plan involves developing the strategic issues. Key tasks associated with the strategic issues include conducting a gap analysis, performing an environmental scan, and developing stakeholder surveys. The actions are performed so that you can conduct a SWOT analysis. SWOT stands for STRENGTHS, WEAKNESSES, OPPORUNITIES and THREATS. A SWOT analysis is used to help an agency, organization, or community better understand the business and environment in which it operates. The goal of developing strategic issues is to list or map out all of the strengths and weaknesses and then to do the same for all of the opportunities and threats. This helps the organization identify a strategy for planning. Opportunities that match the strengths are things that should be pursued. Threats that particularly align with weaknesses should be especially avoided when developing a strategic plan.

1. Conduct a SWOT analysis. This analysis focuses on the present state or condition of the organization and determining where the organization would like to be. The difference between the two represents the gap or the difference between where the organization is currently and where the organization would like to be. This gap could provide information on what might be the major focus of the strategic plan.
2. Describe plans for conducting an environmental scan. The environmental scan is a process that that gathers and interprets relevant data on an agency, organization, or community to identify external opportunities and threats.
   1. Identify and describe internal conditions that might impact the implementation of the strategic plan.
   2. Address on how you would minimize the impact of those conditions.
   3. Identify and describe external conditions or competitors that might impact the implementation of the strategic plan.
      1. Address how you would minimize the impact of those conditions.
      2. Consider how you might plan to work with competitors to meet the needs of your targeted agency, organization, or community.
3. Identify and describe at least three strengths of the agency, organization, or community.
   1. State why each item on the list is a strength.
   2. State how you plan to utilize each strength to positively the impact the development or implementation of the strategic plan.
4. Identify and describe at least three weaknesses of the agency, organization, or community.
   1. State what causes each item on the list to be a weakness.
   2. State how you plan to minimize the impact of the weakness.
5. Identify and describe at least three threats to the agency, organization, or community.
   1. State what causes each item on the list to be a threat.
   2. State how you plan to minimize the impact of the threat.
6. Identify and describe at least three opportunities for improvement for the agency, organization, or community.
   1. State what causes each item on the list to be an opportunity for improvement.
   2. State how you plan to incorporate the opportunity to the implementation of the strategic plan.

Part IV. The Technicals (4–6 pages): The technicals element includes items such as developing strategic goals, strategies, leading indicators of success, and performance targets for the strategic plan. The technical elements represent the executable part of the strategic plan. As you begin to develop the technical elements, the executable part of your strategic plan, consider the goals in relationship to internationalization and alliances.
Develop your strategic goals (Weeks 6 and 7). You must include at least three goals on the list. The goals must address the following:

1. Address issues such as globalization and how those issues might impact the strategic goals of the agency, organization, or community.
2. Identify potential alliances:
   1. Identify opportunities for alliances with other agencies or organizations.
   2. State why the alliances are important.
3. Develop strategies for implementing goals. You must have at identify at least two strategies for each identified goal. These goals must be specific, measurable, attainable, and realistic.
4. Address issues of accountability.
5. Describe how you will address accountability for each of the following: 
   1. Describe how your leadership will be held accountable for execution of the strategic plan.
   2. Discuss the following aspects of accountability for employee:
      1. Identify who will be responsible for executing specific aspects of the strategic plan.
6. Explain how employee accountability will be tracked.
7. Describe leading indicators of success. To determine whether the agency, organization, or community will benefit from the strategic plan, you must identify those things which would serve as indicators of success. These indicators must be observable, measurable, and quantifiable in some way.
   1. Identify four indicators that would signify success with regard to the strategic plan.
   2. Discuss specifically how you would measure each indicator.
8. Identify performance targets. Performance targets represent the level at which you would like to observe performance on each indicator. They represent the desired level of performance. For each performance indicator that you have identified, specify the targeted level of performance.

Part V. Action Plans (2–3 pages): Develop action plans for each year of the strategic plan. Your strategic plan should cover 3–5 years.

Cultural Competence Profile – My Self-Assessment

Consider your responses to the 34-item self-assessment you completed in the studies section of this unit and compare them with your earlier ethnic identity assessment measurement from the Universal Ethnic Identity Scale (UEIS), 18 survey questions taken in Unit 1. Summarize:

• Your understanding of your racial and ethnic identity.
• Your pride and shame in your racial and ethnic identity.
• How your racial and ethnic identity influences your cultural awareness of other groups, your cultural sensitivity to other groups, and your cultural action or advocacy for other cultural groups.

Response Guidelines

Respond to the posts of at least two learners. Compare and contrast the key aspects of their racial or ethnic identity with your own assessment of your racial and ethnic identity.

Learning Components

This activity will help you achieve the following learning components:

• Discuss the process of developing a personal racial or ethnic identity.

Resources

• Discussion Participation Scoring Guide.

Create an annotated bibliography for four journal articles.

Choose two of the articles listed in the Wk 6 University Library Readings. Then do some research into an aspect of Human Resource Management that you find interesting and find two articles from this area to include in your annotated bibliography.

• Clifford, J. P. (1996). Manage work better to better manage human resources: A comparative study of two approaches to job.. Public Personnel Management, 25(1), 89.
• Haque, A., Fernando, M., & Caputi, P. (2019). The relationship between responsible leadership and organisational commitment and the mediating effect of employee turnover intentions. Journal of Business Ethics, 156(3), 759–774.
•  Martínez, G. E., Sorribes, J., & Celma, D. (2018). Sustainable development through CSR in human resource management practices: The effects of the economic crisis on …Corporate Social Responsibility & Environmental Management, 25(4), 441-456. 

Explain the important takeaway that you can get from enhancing employee-management relations concept of Applied Human Resources. 

PLEASE SEE ATTACHMENTS FOR CASE AND CHAPTER SUMMARIES

INSTRUCTIONS BELOW:

PLEASE READ CHAPTER SUMMARIES INCLUDED IN ATTACHMENT AND USE AS REFERENCE GUIDE FOR CASE AND INCLUDE INTO ANALYSIS

INCLUDE 4 SCHOLARLY REFERENCES 

To fully complete this case assignment, please read and analyze the assigned case. Be sure to speak in OB language throughout to reflect your knowledge of the terminology and concepts covered this week. Your response must be numbered as outlined below, and provide the following:

1. Situation

In this section of the case analysis, you will focus on identifying situational aspects that have led to the situation being reported in the case. You are to explain the situation in Organizational Behavior terms specific to this week’s material. These aspects should include relevant context, people-related, and organizational factors that have contributed to the current situation. Creating this profile relies on your understanding and application of key concepts, frameworks, and theories contained in the text and other course materials. Please note that the focus of this is to highlight the OB related issues; however, it is understood that other management-related issues may also contribute to the situation. This section MUST explain the situation using terminology and related material from this week’s textbook readings. Remember to cite appropriately.

2. Problem

The situational profile leads to the identification of the major problem in the case. For example, the case may frame the problem as personality and attitude, but the underlying OB problem may relate to organizational structure. Thus, you must analyze the situation deeper to uncover the foundational OB problem. In a case, there may be several problems; however, there is likely only one MAIN problem. All the other factors that appear to be problems are symptoms of the main problem. In this section, you will identify the ONE main problem and explain why it represents that main OB problem in this case. The problem MUST be stated in OB terms. Include specific examples from the case, textbook, and external sources to support your position. Be clear in your statement of the problem.

3. Case Question(s)

Identify the specific questions that must be addressed in order to solve the central problem identified. Think of what you would need to know in order to make a decision on how to solve the problem you have identified. Please note that these questions MUST be related to the problem that you have identified and you must explain why an answer to each question is necessary to solve the problem. What information do you have to know to solve the problem? Questions unrelated to solving the problem or those that are general and not specific to your problem will not meet these criteria. Consider internal and external factors that may have influenced the current situation, whether mentioned in the case or not. Think about the functional information required in order to accurately address the central problem. List each question and explain individually why each question is pivotal to solving the identified problem. Be clear and specific in your answers.

4. Alternative “Solutions” (3)

Present three separate and independent courses of action that could be enacted to solve the problem. For EACH alternative, be sure to explain the course of action, the organizational actors and resources required to complete, the benefits and risks of said action, and how/why the action could potentially solve the problem. Each action MUST solve the specific problem identified, and be independent of the others. Make your case with the support of internal and external sources. Number each alternative solution as 4a, 4b, 4c, etc.

5. Recommend

Identify and recommend the ONE solution out of those identified in item 4 above that is most tenable. You may not offer a combination of the alternatives; only ONE of the alternatives can be selected. Provide evidence to argue in favor of the chosen solution, explaining why this solution is the most tenable compared to the others, and is most appropriate to solve the problem identified. Assume you are presenting your idea to the organizational decision-makers; you want and need their agreement and support. Present a persuasive argument as to why this solution is the best solution for the problem, including support from course material, the field of OB, and other relevant factors as support for your argument. OB language must be used. Thoroughly support your position using internal and external sources.

6. Prediction

Briefly predict and paint a picture of what the situation looks like AFTER implementation of your recommended solution. How would the situation as outlined in your response to number one (above) change? How does the organizational experience change for the actors involved? Please note this is not a conclusion; it is a prediction of what the outcome will be and how the situation will be different after your recommendation  

Instructions

For this assignment, prepare a PowerPoint presentation to train mid-level managers in your organization. The focus is to help the managers design an effective training process for employees in their department. 

This presentation should simulate an actual presentation that will be delivered to the managers. You must utilize the slide notes function in PowerPoint to add speaker notes to each slide; these notes should be used in order to explain or expand on slide content as if you were actually presenting this to your audience. Alternatively, you may add audio to the slides, but if you do so, you will need to provide a transcript of your audio in a separate Word document and upload it in Blackboard in addition to the PowerPoint file.

Include (at a minimum) the points below in your training delivery.

• Include an overview of the training.
• In conducting a needs analysis, what are the steps?
• What is the content of the training?
• How are trainer(s) selected?
• Identify two organizational objectives.
• Identify two training objectives.
• Identify who is the target audience for the training. What are their learning styles?
• Evaluate training models. Which one would you select, and why?
• Compare and contrast different training methods.
• Connect the training methods to learning styles.
• How will the effectiveness of the training be evaluated, and why is evaluation critical?
• How should managers ensure transfer of training? 

At the end of the PowerPoint presentation, you must have one slide with five evaluation questions to determine the effectiveness of your training. 

Your PowerPoint presentation must be a minimum of 15 slides in length, not counting the title or reference slides. As aforementioned, you must add slide notes or audio to the slides.

Instructions

Congratulations! You successfully completed the job analysis and job description for the Customer Service Agent at MediaRite.com. Building off your assignment, you will first develop a wage structure for the Customer Service Agent position by pricing the job and completing the wage structure using a rate range approach.

The assignment consists of two parts: the Job pricing and rate ranges you selected.

• You will present your assignment as at PPT presentation. 
• Your presentations must include a minimum of 12 slides (not including the cover slide and reference slide).
• You must include a minimum of 5 academically sound resources.  
• Your slides should not be written like a research paper but instead, a training presentation, utilizing the slide notes feature to further detail the slide summary.

Week 7 DB Question is: Can benefits alone attract candidates to want to work in the public sector?  What qualities or job culture attributes would attract candidates? Please post your response to this question in the Week 7 DB tab.

Please respond to the following:

• How does traditional workforce or succession planning differ from strategic planning? 

**at least 250 word and reference