Marjorie Benton

Software solution organization

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1. Writing a reflection paper about the presentation (Kian Boloori). The format should be as follows:

  • Paragraph 1: This is a summary paragraph where you describe the presenter and write a short summary of the main areas of their presentation.
  • Paragraph 2: Write about three takeaways from this presentation. What was interesting or memorable in the presentation? What advice will you take with you and apply? Provide sufficient detail about what they said and how you plan to apply the information or why you thought it was interesting.
  • Paragraph 3: Write a thank you note for our presenter’s time. If you have any suggestions on how they could improve their presentation, write it here in a respectful way. Be aware that I will be sharing some of your papers with the presenter, so if you plan to connect with them on LinkedIn, do an especially good job.
  • Expected length is 2/3rd a page, single-spaced.

Speaker profile:

Kian Boloori is the Director of Compensation at Assembly, a leading software solution company that helps merchants navigate their eCommerce journeys. He’s been a Compensation professional for over 9 years and has designed base pay programs, job infrastructures, and stock equity plans from scratch for several companies. Kian is also the President of the Orange County Compensation and Benefits Association and is the co-instructor of one of the organization’s signature programs—”Compensation 101 for the HR Professional.”

Kian has his BA in History from UCLA and his MBA from UC Irvine.

 

2. Career Plan Activity (Base on Career Plan)

Map out your intended career plan through retirement. List your life priority (career, family, balance), target job + salary estimate, timetable to achieve, and preparation/ development needed. The focus is on what skills/experience you need to get to prepare yourself for the next job.

For example: Priority: career advancement

HR analyst ($45-60K)

1-3 years from now

Finish MBA, obtain at least 1 HR-related internship, join the MBA student association or a professional organization related to your career.

  • There are examples on BeachBoard to follow
  • You can use bullet points and bold sections to make the information easy to locate
  • Use feedback from your previous performance appraisals

3. Discussion post: Topics: Training, Performance Management (Chapter 11: Compensation – Powerpoint file)

Discussion should be an analysis of either a topic discussed in the lecture for that week and/or of one of the readings from that week. Discussion should be thoughtful and 1- 2 paragraphs long, only 120 – 200 words. You are encouraged to apply the material to an HR-related problem you’ve experienced or managed at work.

Answer preview

go up as the years progress based on my performance. Some of the duties I will be performing include preparing financial statements, analyzing the organization’s accounts, and ensuring compliance with financial reporting. To effectively do this, I must possess the requisite experience with data entry and accounting software, excellent comprehension of accounting procedures and rules, analytical skills, and an ability to work independently. Finishing my MBA and getting an internship at an accounting firm will ensure I am equipped with pertinent knowledge, skills, and experience to succeed as an accountant for a Fortune 500 company. I hope to retire from the company with all my benefits.

Part III: Discussion post: Topics: Training, Performance Management

Organizations are expected to ensure that their compensation approaches promote fairness. Failure to do this can adversely affect employees’ attitudes and behaviors (Noe et al., 2021). When this happens, employees’ motivation, job engagement, and job satisfaction levels will decline (Noe et al., 2021). Due to this, their productivity and performance will decline (Noe et al., 2021). One of the major challenges organizations deals with emanates from the fact that employees often assess their compensation relative to that offered to their colleagues. For organizations that fail to embrace pay equity, these comparisons will inadvertently lead to a change in employees’ attitudes and behaviors due to the unfairness of the pay structures of philosophies used by the organization (Noe et al., 2021). To prevent this from happening, organizations should only use factors such as performance, capability, seniority, and differences in jobs when developing different compensation structures for their employees.

[882 Words]

Software solution organization

Marjorie Benton

Threat and Error Management

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I need a minimum of two-paragraph or more for each discussion question

Discussion Post 1:

Research the Eastern 401 accident. Describe some Human Errors that contributed to this accident. What was the most prevalent Human Error do you think, and why?

Information Links:

https://www.skybrary.aero/index.php/Threat_and_Err…

https://www.skybrary.aero/bookshelf/books/515.pdf

https://skybrary.aero/articles/threat-and-error-ma...

Read pp. 14-11 – 14-26: Attached below.

.

Discussion Post 2:

Research American Airlines Flight 965 accident. Using the reading from this module, analyze and discuss some information processing and decision-making that was made by the flight crew and others resulting in this accident.\

Information Links:

Information Processing Video: https://www.faa.gov/tv/?mediaId=1153 (Links to an external site.)

Read: https://www.skybrary.aero/index.php/Information_Processing (Links to an external site.)

Decision-Making Video: https://www.faa.gov/tv/?mediaId=1149 (Links to an external site.)

Read: https://www.skybrary.aero/index.php/Decision-Making_(OGHFA_BN) (Links to an external site.)

Stress in Aviation Video: https://www.faa.gov/tv/?mediaId=450 (Links to an external site.)

Situational Awareness: https://www.skybrary.aero/index.php/Situational_Awareness_(OGHFA_BN)

Requirements: 2 paragraph per discussion question

Answer preview

Another cause was due to poor decision-making by involved parties. First, the captain made a single most reckless error by selecting R and executing the FMS without getting a confirmation from the flying pilot. That led to a change in the aircraft’s path towards Bogota. Once the crew accepted the decision without being prepared, the can of worms was opened to accelerate. That overwhelmed the task management as they had to set up the mission approach, get charts from the binders, and report all situational awareness. The flight crew could not set up the approach to find the reporting point. Despite the CRM team skills, they failed to apply that training when required.

In summary, the flight crew had poor threat and error management applications, resulting in the airplane’s crash (SKYbrary Aviation Safety, 2021). They made poor decisions and dug themselves deeper by pushing on with the decision. Even when they got lost, they

[780 Words]

Threat and Error Management

Marjorie Benton

Religions and philosophies

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The purpose of this assignment is to evaluate effective strategies for leading diverse groups at various levels of an organization while fostering collaboration and compassion.

Review the case, Blake Sports Apparel and Switch Activewear: Bringing the Executive Team Together. Consider the criteria for successful teams and the factors needed to ensure teams are structured for success.

Write a 750-1,000 word plan describing the steps necessary to create more successful teams at various levels in an organization by utilizing the events outlined in the case. Address the following questions and concepts in your paper. Be sure to support your rationale by providing specific examples. You are required to include three to five additional references to support your position.

  1. Define the characteristics and structure of successful teams. Describe how independent teams are vital to organizational success.
  2. Discuss the important factors to consider when leading teams within the various levels of an organization. Discuss specifically which factors are important to consider when leading teams at the executive level.
  3. Describe the aspects that are essential in identifying appropriate members for teams and ensuring the teams are successfully launched.
  4. Discuss the important factors for ongoing team dynamics. Describe guidelines to evaluate the function and productivity of teams.
  5. Describe strategies that can create collaboration and leadership initiative among team members. Based on the content provided in the case, explain the action that Barker can take to improve collaboration among the team members.
  6. Compassion is a significant attribute of many religions and philosophies, as well as being important for both authentic and servant leadership. From a Christian worldview perspective, discuss how would you empower your teams as a leader through compassion, honoring diversity, engaging team members in civil discourse, and supporting equality for all members as they work toward a common goal.

Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are required to submit this assignment to LopesWrite. A link to the LopesWrite technical support articles is located in Class Resources if you need assistance.

Requirements: 750-1,000 word

Answer preview

The success and failure of a team depend on its collaboration. However, certain strategies can be implemented to build a collaborative team hence boosting productivity. Such strategies include sharing a vision with the team, setting goal expectations early, encouraging new ideas, building after-work team relationships, and capitalizing on strengths. Based on the case study, it is well illustrated how collaboration is vital within a group. For instance, the study comprises many individuals, including employees, executives, and educators (Eight Ways to Build Collaborative Teams, 2021). However, based on the survey conclusions, many workplace failures result from poor team collaboration. Barker can employ various strategies to enhance team cooperation, including good communication, proper work organization, creating transparent roles, holding team huddles, trying team games, and rewarding good behavior. Additionally, the team must ensure they have fit leaders for their team.

[1039 Words]

Religions and philosophies

Marjorie Benton

Company’s logistics

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In a two-to-three page paper (not including the title and reference pages), complete the New Look and P&O learning activity. Identify and analyze the strengths and weaknesses in the warehousing, outsourcing, and supplier aspects in the case of “New Look and P&O (Retail Fashion and 3PL Distribution” case on page 222-223 of the text. What would be your recommendations for improving the supply chain?

Your paper must be formatted according to APA style as outlined in the approved APA style guide and should cite at least two scholarly sources in addition to the textbook.

Requirements: 3 PAGES

 

Emmett, S. (2005). Excellence in warehouse management (1st ed.). Retrieved from https://www.vitalsource.com/

  • Chapter 8: Productivity, Cost and Service
  • Chapter 9: Outsourcing

22 EXCELLENCE IN WAREHOUSE MANAGEMENT

  • 22% – people issues (‘hide’, ‘fear’, changed) • 11% – service levels were not what expected • 10% – more resource/costs involved • 8% – initial data found to be suspect • 14% – other reasons, e.g. culture clash, no clear agreements before

commencement, no planning or thought to implications.

Implementation will not always be easy and automatically trouble free. Implementation will nearly always involve managing change – a topic that is fully discussed in Chapter 10.

ACTION TIME 9.1: NEW LOOK AND P&O (RETAIL FASHION AND 3PL DISTRIBUTION)

Maintaining an efficient supply chain is a major priority for women’s fashion retailer New Look in its ambitious plans for growth. The company is upgrading its stores and is widening its appeal beyond its traditional 16–24-year-old customers to older age groups, and needs the slickest possible logistics operation to support its strategy.

Logistics director Alan Osborne has control of both inbound and outbound movements to maximise the smooth-running of the oper- ation and to allow the company to respond quickly to the volatile fashion market.‘That approach is absolutely critical in fashion. Speed to market – from sheep to shop is fundamental,’ he says.

The business strategy has already reaped benefits. Profit for the year to 30 March had more than doubled to £62.3 million and by July sales revenues were up 12.3%. But the company has plans for further growth which the logistics department must support. Project Heartland aims to double overall retail floor space within five years to 200000 square metres and will involve relocating stores to larger premises in key towns and cities – so far 41 stores have undergone the process with another 119 to go.The company is also refurbishing 300 smaller stores over two years in Project 300, intended to boost sales through existing space. Originally New

OUTSOURCING 223

Look had a strong southern bias and most of its stores were in south coast resort towns.This has changed as it has expanded and its distribution network has altered accordingly.

The company’s main distribution centre, run in-house, is based at its Weymouth headquarters, where it has around 50000 square metres of warehouse space arranged over three floors. New Look is the town’s largest employer and, at peak, 700 staff are employed in the distribution centre.‘We have no plans to change that.We have a very loyal and reliable set of staff,’ Osborne says.‘The distribution centre is next to the buying office which is a great advantage. I am able to have regular contact with the buying and merchandising director and I am constantly talking to distribution centre staff as well.’

However, the geographic shift in the business has made it neces- sary to use an additional facility in Doncaster to serve the North and Midlands.The warehouse opened last September and is owned and operated by P&O TransEuropean. Goods are trunked from Wey- mouth overnight and merged with those at Doncaster and sent out to the stores on New Look’s fleet. Around 48% of the company’s deliveries to stores are now made through the facility. P&O TransEu- ropean also uses the site for a contract with Flymo manufacturer Electrolux Outdoor Products.

As well as benefiting from shared overheads, the two companies have different trading peaks and the resources they use can be flexed accordingly. ‘There is a good mix of demand. They have a summer peak whereas we are more winter based,’ Osborne says. This part of the operation was outsourced because New Look did not want to invest large amounts of capital in a distribution centre. ‘It was also a case of P&O having the resource available to allow us to make the move quickly,’ says Osborne.

As well as distribution to stores, New Look is paying a great deal of attention to inbound logistics. In future it intends to store more stock overseas, where storage costs are cheaper; and use cross-docking when goods arrive in the UK. The company is setting up overseas consolidation centres for this purpose

nd one of these has opened in Greece, with another planned in Turkey.

Rather than packing single items, New Look is moving to ratio packs, where possible, to reduce handling. These contain several of the same garments in the most popular sizes – for example, packs might include a size 8, a 10, two 12s and a 14.

IT systems will play a major part in making the inbound opera- tion work more efficiently and Osborne says that the company will use fourth party logistics. It is currently talking to the major providers about the work. ‘We’ll be using a company with global representation.We want them to give us one systems solution so that we can have visibility of stock movements all around the world,’ Osborne explains.

Traditionally New Look has owned all its vehicles, mainly Scanias, and has 44 trucks, either 25 feet or 30 feet long. However, it is cur- rently switching to leasing and has signed up to take 28 demount- able Scanias.This followed its decision to lease six Renaults last year. ‘By the time we are finished we will have ten company-owned vehi- cles left, all under three years old,’ says transport manager Paul Bennett. Although there is a full servicing and maintenance contract, all the work will be carried out on site, using New Look’s garage but adhering to Scania’s servicing schedules.

The drivers at the Weymouth depot are employed directly by New Look and those at Doncaster are contracted from BRS, although no trucks are taken from BRS. Despite the national driver shortage there have been few recruitment problems at Weymouth, where a 48-hour contract was introduced in April to fit in with the WorkingTime Directive.‘Last year we took volunteers from the dis- tribution centre’s picking staff and gave them the chance to do Class HGV driver training,’ Bennett says.

Store deliveries are made at night, a policy brought in some years ago which other fashion chains are beginning to follow. Secu- rity risks are reduced because each vehicle is double-manned; where there are local authority restrictions, deliveries are made before a certain time in the evening or after a certain time in the morning.

Answer preview

The company intends to stock more inventory overseas and use cross-docking when goods arrive in the United Kingdom. To facilitate this, the company created a consolidation center in Greece and plans to add another one in Turkey (Emmett, 2005). The fact that the company intends to use IT systems to monitor this inbound operation is a significant strength. This is because the company will have visibility of inventory movement from its consolidation centers to the UK (Emmett, 2005). Integrating IT into its inbound operations is also a weakness, considering it leaves the company vulnerable to technological and security failures affecting its operations. When this happens, operations will be disrupted since the company cannot track stock movement.

[1200 Words]

 

Company’s logistics

Marjorie Benton

Macro environmental

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1. What are the key decisions that have to be made at GGH and why?

2. What are the macro environmental and internal factors that Williams must take in to consideration and why?

3. Who do you think are her key stakeholders and which, if any, should she pay the most attention?

Requirements: Thoroughly answer the 3 questions (3 short paragraphs)

Answer preview

The macro-environmental factors that the Senior Director should consider are technological improvements needed to ensure that the GGHPIP program, which uses a lean methodology, is effective. For instance, when using the just-in-time (JIT) inventory tool, the director must ensure that the system uses current software to enhance service delivery (Cottrell et al., 2016). While doing so, an internal factor the director should consider is ensuring the employees get trained on using the invested technologies in the hospital. Generally, these measures are essential because they help the management and employees to optimize service delivery with the appropriate skills, knowledge, and up-to-date tools.

Based on the issues addressed in the case study, the key stakeholders that Williams should seriously pay attention to are the employees and patients. Employees determine the success of an organization; however, without the motivation, they cannot deliver (Burke & Noumair, 2015). As a result, this affects patient safety due to the delivery of substandard

[376 Words]

Macro environmental

Marjorie Benton

A toxic leader

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Describe a situation from yourpersonalworkexperience

Describe a situation from your personal work experience (do not disclose specific names) in which you encountered a toxic leader. Describe the traits that qualify this leader as “toxic” and indicate how the situation could be different if this individual applied the concepts of conscious leadership.

Leadership: Theory and Practice

Northouse, P. G. (2019). Leadership: Theory and practice (8th ed.). Thousand Oaks, CA: Sage. ISBN-13: 9781506362311

Requirements: 200 words

Answer preview

It is evident that the leader was toxic since he was arrogant. He believed he was always right and hence could not allow or listen to anyone’s opinion or feedback. This made it difficult for any employee to correct him when making decisions because he wanted the team to act on whatever he said without question. Also, the leader was incompetent in his duties; most of the time, he would criticize others for compensating for his behavior. For instance, we would submit projects late because he struggled with time management and must approve before submitting them. This led to the team’s poor performance, and eventually, most of the employees left, leading to the company’s closure.

[363 Words]

A toxic leader

Marjorie Benton

Firm’s competitive behavior

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Answer the below questions with no less than 150 words each.

1-According to the I/O model, what should a firm do to earn above-average returns?

2-Why is it important for a firm to study and understand the external environment.

3-Why it is important for a firm to study and understand its internal organization?

4-How do awareness, motivation, and ability affect the firm’s competitive behavior?

5-Why are mergers and acquisition strategies popular in many firms competing in the global economy?

Requirements:

Answer preview

The internal organization comprises decision-makers and communication members whose goals do not align with the objectives of the firm. To analyze the strengths and weaknesses of an organization, a firm focuses on the internal factors that help it meet the needs of its target market. Strengths refer to a firm’s core competencies that give it an advantage in meeting the target market needs (Zaynullina, 2020). Any strategy of analyzing the company’s strengths should be customer-focused because it can only be meaningful if it assists the firm in meeting customers’ needs. On the contrary, weaknesses are things that limit a company from developing or implementing its strategies to meet the market needs. Therefore, understanding the internal organization leads to a more efficient and effective restructuring of the company’s organizational structure when there are changes in the business environment. It also leads to fewer conflicts and politics within the organization during decision-making and implementation.

[993 Words]

Firm’s competitive behavior

Marjorie Benton

Organizations numerous opportunities

/in /by

Case Evaluation of Cross Cultural Management

You have learned this term that it is important to understand how the variable of societal culture fits into the theories of individual managerial traits, leader behavior, interaction patterns, role relationships, follower perceptions, influence over followers, influence on task and team goals, and influence managerial behavior (Cross Cultural Research on Leadership).

Select three to four political leaders or business leaders of multinational companies based in other countries, for example, Switzerland, Russia, Venezuela, Turkey, or the Czech Republic. Research their leadership styles as they cope with both internal and international societal issues of importance to their companies or countries. Your paper should synthesize the theories and concepts learned this term and clearly demonstrate that you can apply them in your analysis. Cite your textbook as well as outside academic research from the Univ.online library.

You may also use these Internet sources:

In no less than 15 pages, your APA research paper should reflect several weeks of effort and demonstrate your ability to analyze, apply, evaluate, and synthesize the managerial cross cultural theories and concepts learned this term.

Requirements: 15 pages

 

Phillip W. Balsmeier, Anita K. Heck, (1994) “Cross‐cultural Communication“, Cross Cultural Management: An International Journal, Vol. 1 Issue: 2, pp.13-21, https://doi.org/10.1108/eb010152

Jonasson, Charlotte & Lauring, Jakob. (2012). Cultural Differences in Use: The Power to Essentialize Communication Styles. Journal of Communication Management. 16. 10.1108/13632541211279030.

Crowne, K. A. (2007). The relationships among social intelligence, emotional intelligence, cultural intelligence and cultural exposure (Order No. 3255112). Available from ProQuest Central. (304810980). https://0634olryx-mp02-y-https-www-proquest-com.pr…

Jain, T., & Pareek, C. (2019). MANAGING CROSS-CULTURAL DIVERSITY: ISSUES AND CHALLENGES. Global Management Review, 13(2), 23-32. https://0634olryx-mp02-y-https-doi-org.prx-keiser….

 

Minkov, M., & Kaasa, A. (2021). A test of Hofstede’s model of culture following his own approach. Cross Cultural & Strategic Management, 28(2), 384-406. https://0624o1hg0-mp03-y-https-doi-org.prx-keiser.lirn.net/10.1108/CCSM-05-2020-0120

Minkov, M. (2018). A revision of Hofstede’s model of national culture: old evidence and new data from 56 countries. Cross Cultural & Strategic Management, 25(2), 231-256. https://0624o1hg0-mp03-y-https-doi-org.prx-keiser.lirn.net/10.1108/CCSM-03-2017-0033

Minkov, M., Dutt, P., Schachner, M., Morales, O., Sanchez, C., Jandosova, J., Khassenbekov, Y., & Mudd, B. (2017). A revision of Hofstede’s individualism-collectivism dimension. Cross Cultural & Strategic Management, 24(3), 386-404. https://0624o1hg0-mp03-y-https-doi-org.prx-keiser.lirn.net/10.1108/CCSM-11-2016-0197

Inderjeet, A., & Scheepers, C. B. (2022). The influence of follower orientation on follower behaviour in the leadership process. SA Journal of Human Resource Management, 20https://0624o1hg0-mp03-y-https-doi-org.prx-keiser….

Tlili, A., Denden, M., Affouneh, S., Soheil, H. S., Cai, Z., Jemni, M., Bozkurt, A., Huang, R., & Zhu, L. (2021). Understanding Arab Students’ Behavioral Patterns in an Online Course: An Explanatory Study Based on Hofstede’s National Cultural Dimensions. Sustainability, 13(22), 12426. https://0624o1hg0-mp03-y-https-doi-org.prx-keiser.lirn.net/10.3390/su132212426

Mihaela, H. (2014). A synergistic approach of cross-cultural management and leadership style. Journal of International Studies, 7(2)https://0624o1hg0-mp03-y-https-doi-org.prx-keiser.lirn.net/10.14254/2071-8330.2014/7-2/9

Prilipko, E. V., Beauford, J. E., & Antelo, A. (2019). Exploring Emotional Intelligence: A Correlational Study of Follower Attributes. Journal of Management Policy and Practice, 20(1), 86-94. https://0624o1hg0-mp03-y-https-www-proquest-com.pr…

Ergeneli, A., Gohar, R., & Temirbekova, Z. (2007). Transformational leadership: Its relationship to culture value dimensions. International Journal of Intercultural Relations, 31(6), 703-724.

Sabri, H. A. (2012). Re‐examination of Hofstede’s work value orientations on perceived leadership styles in Jordan. International Journal of Commerce and Management.

Mancheno-Smoak, L., Endres, G. M., Polak, R., & Athanasaw, Y. (2009). The individual cultural values and job satisfaction of the transformational leader. Organization Development Journal, 27(3).

Paulienė, R. (2012). Transforming leadership styles and knowledge sharing in a multicultural context. Business, Management and Economics Engineering, 10(1), 91-109.

31 mins ago

Gibson, C. L. (2018). Social Media: A Vital Tool in Teaching Contemporary Black American Protest. The Midwest Quarterly, 59(4), 386. https://0624o1kfl-mp01-y-https-www-proquest-com.prx-keiser.lirn.net/scholarly-journals/social-media-vital-tool-teaching-contemporary/docview/2091050813/se-2

Velasquez, A., & LaRose, R. (2015). Social Media for Social Change: Social Media Political Efficacy and Activism in Student Activist Groups. Journal of Broadcasting & Electronic Media, 59(3), 456. https://0624o1kfl-mp01-y-https-doi-org.prx-keiser….

George Mwangi, C. A., Bettencourt, G. M., & Malaney, V. K. (2018). Collegians Creating (Counter)Space Online: A Critical Discourse Analysis of the I, Too, Am Social Media Movement. Journal of Diversity in Higher Education, 11(2), 146-163. https://0624o1kfl-mp01-y-https-doi-org.prx-keiser.lirn.net/10.1037/dhe0000054

Jacoby, B. (2017). The New Student Activism: Supporting Students as Agents of Social Change. Journal of College and Character, 18(1), 1-8. https://0624o1kfl-mp01-y-https-doi-org.prx-keiser.lirn.net/10.1080/2194587X.2016.1260479

Answer preview

. Organizational leaders in multicultural companies are concerned with their ability to manage employees from different cultural backgrounds and facilitate the attainment of organizational goals and objectives (Jain & Pareek, 2019). These concerns are valid, considering managing a cross-cultural workforce is vital for multinational corporations since cultural conflicts may arise when these organizations fail to address and effectively manage the underlying cultural differences contributing to these conflicts (Jain & Pareek, 2019). In line with this, fostering positive relationships within a cross-cultural working environment requires employees and organizational leaders to implement culturally sensitive structures and approaches that allow them to adapt to the cultural diversity in their organizations. Effective management of an organization’s cross-cultural workforce will be a vital source of its competitive advantage (Jain & Pareek, 2019). As such, organizational leaders should not only develop tolerance and empathy towards employees’ cultural differences but also acquire an adequate level of factual knowledge about the values, norms, and beliefs embraced in different foreign cultures, specifically, how their beliefs, norms, and values influence their workplace conduct and decision-making (Jain & Pareek, 2019). Doing this will allow organizational leaders to adapt their leadership approaches and organizational structures to ensure all employees, irrespective of their cultural backgrounds, feels included, accepted, and valued in a multicultural organization.

[5315 Words]

 

Organizations numerous opportunities

Marjorie Benton

Peripheral nervous system

/in /by

answer the following 5 questions. All of your answers should be written in your own words, using full sentences, correct terminology, and proper spelling and grammar.

  1. Explain the anatomical concepts associated with the peripheral nervous system. Summarize this module’s key points in 5-6 sentences.
  2. Explain the physiological concepts associated with the peripheral nervous system. Summarize this module’s key points in 5-6 sentences.
  3. How will you apply the concepts you have learned about the peripheral nervous system in real life and in your future career?
  4. Which topic within this module has been the most valuable to your learning experience and why?
  5. Which topic(s) within this module did you struggle to understand and why?
  6. (Optional) Do you have any suggestions for your instructor on how they could help you connect with the difficult topics you’ve noted?

Please check the Course Calendar for specific due dates.

Requirements: 2-3pages

Answer preview

The Nervous system is the most valuable topic in my learning experience. It serves as the primary command of the entire body’s functioning. This structure regulates the brain, bodily movements, and automatic responses to one’s surroundings. Therefore, from this learning experience, I gain insight into how the nervous system controls bodily processes such as breathing, sexual development, and digestion. It enables the transmission of information throughout the body through the central nervous system. The human body’s nervous system is vital for understanding how daily automatic and memory processes are regulated. Learning about this system also teaches how the spinal cord reflexes are programmed.

[753 Words]

Peripheral nervous system

Marjorie Benton

Multigenerational workforce

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Each case study analysis must adhere to the following criteria:

  • Submitted as a Word document
  • Approx. 800-1000 words, (2 pages max), 1.5 spacing, 1” margins, 12pt Times New Roman font.
  • Grammar and professionalism are required including full sentences
  • APA style referencing
  • Include sections for problem statement, Alternatives, and Solution
  • SWOT analysis can be used but not necessary
  • All information you are to make decisions on must be in the case study. While you are able to bring knowledge such as different tactics and calculations you are not to bring in other “real world” solutions, unless instructed to.

E.g. if you are given a real world company and asked which direction they should take, the direction should be based off information only given in the case and not what the company did in the real world.

Task Tool Weighting Due Date
Picture and biography posted to Canvas Rubric A 10% 08-29-22
Participation in class discussion board Rubric B 20% Continuous
Analysis on Case Studies 5% x 6 Rubric C 30% 09-12-22

09-19-22

10-03-22

10-10-22

10-24-22

10-31-22
Individual Assignment: How have international food and beverage trends influenced a recovering competitive industry Rubric D 40% 11-28-22
Total 100%

Requirements: Approx. 800-1000 words, (2 pages max), 1.5 spacing, 1” margins, 12pt Times New Roman font.   |   .doc file

Answer preview

Learning how to effectively manage a cross-generational workforce is vital. Failure to do so can have adverse consequences for a manager or leader (Rajput et al., 2019). In Gladys’s case, her poor management approach to her Gen Y peers led to unhappiness to the extent that Jorge was on the verge of quitting (Mejia & Lavendol, 2015). As a millennial, Gladys needs to improve how she manages employees from multiple generations, including her Gen Y peers, Jorge and Esmeralda. One of the solutions that can help Gladys overcome her cross-generational management problems is embracing open communication (Rajput et al., 2019). Good and open communication with employees from different generations will allow Gladys to understand employees’ preferred ways of working (Rajput et al., 2019). For instance, communicating openly with Jorge and Esmeralda would have allowed Gladys to discover that Jorge preferred autonomy when working, and Esmeralda liked to be involved in operations. Alternatively, Gladys can

[1196 Words]

Multigenerational workforce