My Blog

Category: Human Resource Management

  • [Solved] CJ 201

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – ## crj201chap1112.docx **## crj201chap1112.docx** **Chapter 11 (201)** Part A 1. In response to allegations of racial profiling (an abuse of discretion), a number of law enforcement agencies have adopted new policies and procedures to control traffic enforcement activities by their officers. Searc…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    – ## crj201chap1112.docx

    **## crj201chap1112.docx**

    **Chapter 11 (201)**

    Part A

    1. In response to allegations of racial profiling (an abuse of discretion), a number of law enforcement agencies have adopted new policies and procedures to control traffic enforcement activities by their officers. Search the Internet for reports on racial profiling. Try key words “racial profiling” or “driving while black.” Also, go to
    [http://www.officer.comLinks to an external site.](http://www.officer.com/), and look for some agency reports.

    What departments have adopted new policies and procedures to control traffic enforcement activities by their officers?

    Exactly what do these policies and procedures involve?

    Some policies involve only the collection of data on traffic stops. What other kinds of controls have been adopted?

    Do you think they will be effective in controlling discretion?

    Will data collection control discretion? That is, will officers avoid questionable actions if they know they have to report them? Or will data collection deter them from taking any kind of law enforcement action?

    **Chapter 12**

    Part B

    1. One of the more recent reforms in policing has been the widespread development of mechanisms to file complaints against the police. Search for websites of two large and two small police agencies. Look for agencies that have information on citizen complaint procedures and answer the following questions.

    How extensive is the information available on complaint procedures?

    Can citizens file anonymous complaints against the police?

    What information must citizens provide to file their complaints against the police?

    Is a complaint form available on the website?

    Is the information provided in the complaint process easy to understand?

    Does the website provide any statistics on police complaints?

    (As a sample agency, check out the Office of Citizen Complaints in San Francisco at
    [http://sfgov.org/occ/Links to an external site.](http://sfgov.org/occ/).)

    **## crj201chap1112.docx**

    **Chapter 11 (201)**

    Part A

    1. In response to allegations of racial profiling (an abuse of discretion), a number of law enforcement agencies have adopted new policies and procedures to control traffic enforcement activities by their officers. Search the Internet for reports on racial profiling. Try key words “racial profiling” or “driving while black.” Also, go to
    [http://www.officer.comLinks to an external site.](http://www.officer.com/), and look for some agency reports.

    What departments have adopted new policies and procedures to control traffic enforcement activities by their officers?

    Exactly what do these policies and procedures involve?

    Some policies involve only the collection of data on traffic stops. What other kinds of controls have been adopted?

    Do you think they will be effective in controlling discretion?

    Will data collection control discretion? That is, will officers avoid questionable actions if they know they have to report them? Or will data collection deter them from taking any kind of law enforcement action?

    **Chapter 12**

    Part B

    1. One of the more recent reforms in policing has been the widespread development of mechanisms to file complaints against the police. Search for websites of two large and two small police agencies. Look for agencies that have information on citizen complaint procedures and answer the following questions.

    How extensive is the information available on complaint procedures?

    Can citizens file anonymous complaints against the police?

    What information must citizens provide to file their complaints against the police?

    Is a complaint form available on the website?

    Is the information provided in the complaint process easy to understand?

    Does the website provide any statistics on police complaints?

    (As a sample agency, check out the Office of Citizen Complaints in San Francisco at
    [http://sfgov.org/occ/Links to an external site.](http://sfgov.org/occ/).)

  • [Solved] Assessment 4 Self-Assessment of Leadership, Collaboration, and Ethics

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    Write a 2–4 page response to an employment questionnaire requiring a self-evaluation of your leadership and ethical experiences. introduction: Accurately and persuasively presenting your experience, skills, and leadership abilities is an essential skill as you seek new employment opportunities. Iden…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    Write a 2–4 page response to an employment questionnaire requiring a self-evaluation of your leadership and ethical experiences.
    introduction:  Accurately and persuasively presenting your experience, skills, and leadership abilities is an essential skill as you seek new employment opportunities. Identifying how your skills and experience apply to the expressed needs of a potential employer will help you as you interview for positions that interest you.
    scenario: Imagine that over the past few months you have participated in several organizational projects and met many new people. The opportunities to collaborate and demonstrate your emerging skills as a leader prompted you to think about applying for a new position. After exploring online job postings, you prepared a resume and submitted the application to Western Medical Enterprises. A few days later you received the following e-mail:
    > _Dear Applicant,_
    >
    > Thank you for your interest in employment at Western Medical Enterprises. We have received your application packet. The next step for all potential employees is to provide a narrative response to the questions in the attached document. Please return your completed document to me by replying to this e-mail.
    >
    > Once we receive your responses, we will review them and notify you of the next steps.
    >
    > Good luck!
    >
    > Sincerely,
    >
    > Thomas Hardy
    >
    > Human Resources Recruiter
    >
    > Western Medical Enterprises
    instructions: Respond to the scenario by completing the [Western Medical Enterprises Questionnaire [DOCX]](https://courseroom.capella.edu/courses/48728/files/8785692?wrap=1 "cf_western_medical_enterprises_questionnaire.docx") [Download Western Medical Enterprises Questionnaire [DOCX]](https://courseroom.capella.edu/courses/48728/files/8785692/download?download_frd=1). Be sure to follow the prompts in the document and, when complete, submit it for this assessment.
    You will use one of the resources found in the [Assessment 4: Ethicsreading list to complete Section 2 of the questionnaire.](https://capella.alma.exlibrisgroup.com/leganto/public/01CAPELLA_INST/lists/2619011910006731?auth=SAML&section=2619323450006731)
    [You may use the](https://capella.alma.exlibrisgroup.com/leganto/public/01CAPELLA_INST/lists/2619011910006731?auth=SAML&section=2619323450006731) [Assessment 4 Example [PDF]](https://courseroom.capella.edu/courses/48728/files/8785687?wrap=1 "cf_Exemplar_MHA-FPX5001_Assessment_4.pdf") [Download Assessment 4 Example [PDF]](https://courseroom.capella.edu/courses/48728/files/8785687/download?download_frd=1) to give you an idea of what a Proficient or higher rating on the rubric would look like.
    https://capella.alma.exlibrisgroup.com/leganto/public/01CAPELLA_INST/citation/4865388820006731?auth=SAML
    that is a link the professor put for this part of the. assignment .ill upload a picture so you can see.
    \
    cf_western_medical_enterprises_questionnaire.docx](https://www.sweetstudy.com/files/cf-western-medical-enterprises-questionnaire-docx-10343681 "cf_western_medical_enterprises_questionnaire.docx")
    \
    ScreenShot2025-07-07at2.36.27PM.png](https://www.sweetstudy.com/files/screenshot2025-07-07at2-36-27pm-png "ScreenShot2025-07-07at2.36.27PM.png")
    \
    cf_Exemplar_MHA-FPX5001_Assessment_4.pdf](https://www.sweetstudy.com/files/cf-exemplar-mha-fpx5001-assessment-4-pdf "cf_Exemplar_MHA-FPX5001_Assessment_4.pdf")

  • [Solved] DB wk 550

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – ## dbwk1550.docx – ## LizaAguirre-OviedoCapstoneFinalPresentation_May2022.pdf – Trust-BasedPhilanthropy-AQualitativeAnalysisofArizonasPhilanthropicSector-ErinOwenFinalCapstoneProjectMay2022-1.pdf – AbstractsofCompletedMSOGLCapstoneProjects_101021-1.pdf – Aguirre-Oviedo_CapstoneProjectProspectus…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    – ## dbwk1550.docx

    – ## LizaAguirre-OviedoCapstoneFinalPresentation_May2022.pdf

    – Trust-BasedPhilanthropy-AQualitativeAnalysisofArizonasPhilanthropicSector-ErinOwenFinalCapstoneProjectMay2022-1.pdf
    – AbstractsofCompletedMSOGLCapstoneProjects_101021-1.pdf
    – Aguirre-Oviedo_CapstoneProjectProspectus_March2022-1.pdf
    – Literaturereviewasamethod.pdf
    – AppliedProjectStart-upGuide_v1_MS-OGL_051322.pdf
    – Tranfieldetal.2003.pdf
    – LiteratureReview.pdf
    – Systemsthinkinginsustainabilitymanagementresearch.pdf

    **## dbwk1550.docx**

    Module 1: Discussion Board on Applied Project Ideas

    Hello Leaders,

    Please complete this two-part assignment:

    · For part 1, after reviewing all of
    [the materials on the MODULE 1 ACTIVITY page](https://asu.instructure.com/courses/225986/assignments/6322450), submit an initial post of at least 300 words addressing the points below.

    · For part 2, respond to
    **ONE** of your classmates’ posts by answering the question(s) they posed in their initial post (Due 2 days after the "Due Date" for the initial post — with NO ADDITIONAL EXTENSIONS (the "48-hour exception" does NOT apply here). The response post should be at least 150 words.

    **Initial post (Due FRIDAY)**

    Write a post of at least 300 words addressing the following four items.
    **Please use topical headings or numbers to make it easy for readers to see that you’ve covered all four items**:

    1.
    **Please introduce yourself to the class.** What is your background and where do you live now? By what name would you like us to address you? Do you have any hobbies? What are your career aspirations? Why are you getting a Masters degree?
    _(Don’t worry about this part, I will do it)_

    2.
    **Next, please share your current thinking on your applied project**.

    · What problem, industry, and/or phenomenon are you interested in for your applied project?  This class will help you continue planning what kind of questions and problems you are interested in, and how you might go about researching and developing solutions for them.

    · Who will benefit from your research, e.g., who is the end user? How will they benefit?
    [This website](https://libguides.library.cqu.edu.au/c.php?g=881139&p=6659585) has examples of benefits from research impact. There are many other types of benefits/impact too, so don't limit yourself to just these.

    · What is your proposed deliverable?

    3.
    **From what you've learned so far from the readings and watching the videos, what organizational design/process issues might be related to the problem you want to study for your applied project**? Sources of problems often stem from failing at one of the five management functions (
    _planning, organizing, leading, coordinating, controlling)_. For example, is poor organization or lack of coordination interfering with productivity or collegial teamwork? How might this reflect a mechanistic approach? Or, is the company losing market share because it’s become too rigid and failed to keep up with changing customer expectations, similar to the Uno Pizza example?
    **Be sure to use vocabulary and ideas from the readings and videos in your analysis, citing appropriately, to demonstrate your mastery of these materials.** For example, contextualize the issue in terms of how it relates to a management function and how it reflects historic or emerging view of management science (e.g., mechanistic vs. organismic). Reflect on how you have framed the problem and what assumptions underlie that framing. If you're not clear about a concept in this unit, be sure to mention that, too, so we can discuss it. Please be sure to provide a references list at the end your discussion.

    4.
    **Conclude your post by posing a question to your classmates that asks for feedback on a specific aspect of your applied project summary and research approach**. Their comments will be helpful as you refine your project idea further. For example, are there other questions you should be asking to help solve this problem? Have you framed the problem in the right way? Are you taking on too big (or too small) of a problem? Remember, this project should be doable in about 6-7 weeks. Also think about how you you will be able to get data, if/how you can get access to the organization, and/or what questions you should ask and answer to solve the problem you are trying to address.

    **## LizaAguirre-OviedoCapstoneFinalPresentation_May2022.pdf**

    “Capacity Building During Times of Crisis – How

    Nonprofit Leaders in San Diego Execute Relational

    Capital Strategies to Strengthen Sustainability”

    Liza Aguirre-Oviedo

    Arizona State University
    MSOGL Capstone Colloquium Presentation

    ❑ Introduction – Capstone Decision Journey

    ❑ Project Summary – Solution
    ❑ Contents & Methods

    ❑ Scholarship – Framework

    ❑ The Project

    ❑ Lesson Types

    ❑ Broader Body of Knowledge
    ❑ Project Design & Layout

    ❑ Research Concluding Findings

    ❑ Research Expansion

    ❑ Model of Leadership

    Presentation Summary

    My Motto

    “Thrive in helping businesses and individuals

    maximize potentials.”

    Capstone Project – Synthesize Knowledge

    The Journey

    Capstone

    OGL 520

    Dr.
    Thomas

    OGL 574

    Dr.
    Chandler

    OGL 540

    Dr. Trihn

    OGL 562

    Dr.
    Castillo

    OGL 568

    Dr.
    Veech

    OGL 554

    Dr.
    Wallace

    OGL 553

    Dr.
    Hirshorn

    Capstone Project – Decision

    Journey

    “How could my capstone project help nonprofits and

    their leadership maximize potentials to strengthen

    sustainability during a time of crisis?”

    Sought to find answers embarking on two

    measures:

    SCHOLARSHIP

    RESEARCH

    Capstone Project – Scholarship

    Capstone Project – Research

    “What are the differences between the FOCUS and

    STRATEGIES of Citizen School’s capacity building

    in educational relational capital compared to their

    capacity building in corporation and foundation

    relational capital that are revealed in their press

    releases and preview reports?”

    Capstone Project – Additional

    Research

    The Problem

    How nonprofits operating in San Diego,
    California struggle with financial sustainability.

    Contributing Factors:
    1. Operating in Times of Crisis – Pandemic
    2. Size of the Nonprofit
    3. Limited Leadership Capacity Skills and or

    Resources

    One

    Solution

    Building Capacity in

    Relational Capital

    Capstone Project – Learning and
    Development Website

    Content

    &

    Methods

    MSOGL

    Learning Materials

    Qualitative Research

    Interviews

    Capstone Project – Areas of

    Knowledge

    Website Page – Communications

    Website Page – Resource Development

    Qualcomm CSR Report – Social Impact

    STEM Education

    Website Page – Organizational Culture

    Qualitative Data Research Interview

    Results

    Three factors impact an organization’s

    financial sustainability.

    1. Stakeholder Communications

    2. Strategic Planning

    3. Development

    BROADER BODY OF KNOWLEDGE

    Women in Leadership

    Equity & Inclusion

    Workplace Culture

    Empower Individuals

    Empower Teams

    We can provide the best resources and concepts to leaders to

    succeed, however if they are held back by a negative culture,

    negative communications, and limiting beliefs, those leaders will

    struggle in leading in any VUCA or non-VUCA environment.

    WEBSITE DESIGN & LAYOUT

    Conclusions drawn from the qualitative
    research indicate that organizational leaders
    of small nonprofits focus on communications
    and relationships, and struggle with a lack of

    sustainability planning. Contrary to large
    nonprofits place more focus on addressing
    relationships, economics (fundraising), and

    crisis strategies.

    Concluding Findings

    Question 2

    What stands out when you think

    of your organization building

    capacity in relational capital?

    Small
    “I think that the most important thing is
    engaging donors and prospective donors in the
    work of the organization.”

    Large
    “I think what stands out is that we highly price
    relational capital. If a billionaire wants to drop
    $200,000, we want to make sure that people
    feel that their contribution is valued.”

    Capstone Project

    Expansion

    Research further the WHY?

    Research further the background of nonprofit
    leaders and their organization’s governance.

    Professional Background

    Cultural Background

    Education Background

    Gender

    Capstone Project – MSOGL

    Reflection

    Leadership Motto

    A leader that develops and contributes to a healthy

    and balanced organizational culture, one that

    elevates respect, encourages collaboration,

    stimulates intelligence, and practices

    empowerment.

    Previous Model of Leadership

    80% Servant 20% Transformational

    New Model of Leadership
    25% Transformational 25% Servant 25% Authentic 25% Democratic

    50/50 Mix of Vertical and Shared Leadership

    Thank you!

    **Trust-BasedPhilanthropy-AQualitativeAnalysisofArizonasPhilanthropicSector-ErinOwenFinalCapstoneProjectMay2022-1.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/trust-basedphilanthropy-aqualitativeanalysisofarizonasphilanthropicsector-erinowenfinalcapstoneprojectmay2022-1-pdf)

    **AbstractsofCompletedMSOGLCapstoneProjects_101021-1.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/abstractsofcompletedmsoglcapstoneprojects-101021-1-pdf)

    **Aguirre-Oviedo_CapstoneProjectProspectus_March2022-1.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/aguirre-oviedo-capstoneprojectprospectus-march2022-1-pdf)

    **Literaturereviewasamethod.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/literaturereviewasamethod-pdf)

    **AppliedProjectStart-upGuide_v1_MS-OGL_051322.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/appliedprojectstart-upguide-v1-ms-ogl-051322-pdf)

    **Tranfieldetal.2003.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/tranfieldetal-2003-pdf)

    **LiteratureReview.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/literaturereview-pdf-10343035)

    **Systemsthinkinginsustainabilitymanagementresearch.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/systemsthinkinginsustainabilitymanagementresearch-pdf)

    **Systemsthinkinginsustainabilitymanagementresearch.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/systemsthinkinginsustainabilitymanagementresearch-pdf)

    **## dbwk1550.docx**

    Module 1: Discussion Board on Applied Project Ideas

    Hello Leaders,

    Please complete this two-part assignment:

    · For part 1, after reviewing all of
    [the materials on the MODULE 1 ACTIVITY page](https://asu.instructure.com/courses/225986/assignments/6322450), submit an initial post of at least 300 words addressing the points below.

    · For part 2, respond to
    **ONE** of your classmates’ posts by answering the question(s) they posed in their initial post (Due 2 days after the "Due Date" for the initial post — with NO ADDITIONAL EXTENSIONS (the "48-hour exception" does NOT apply here). The response post should be at least 150 words.

    **Initial post (Due FRIDAY)**

    Write a post of at least 300 words addressing the following four items.
    **Please use topical headings or numbers to make it easy for readers to see that you’ve covered all four items**:

    1.
    **Please introduce yourself to the class.** What is your background and where do you live now? By what name would you like us to address you? Do you have any hobbies? What are your career aspirations? Why are you getting a Masters degree?
    _(Don’t worry about this part, I will do it)_

    2.
    **Next, please share your current thinking on your applied project**.

    · What problem, industry, and/or phenomenon are you interested in for your applied project?  This class will help you continue planning what kind of questions and problems you are interested in, and how you might go about researching and developing solutions for them.

    · Who will benefit from your research, e.g., who is the end user? How will they benefit?
    [This website](https://libguides.library.cqu.edu.au/c.php?g=881139&p=6659585) has examples of benefits from research impact. There are many other types of benefits/impact too, so don't limit yourself to just these.

    · What is your proposed deliverable?

    3.
    **From what you've learned so far from the readings and watching the videos, what organizational design/process issues might be related to the problem you want to study for your applied project**? Sources of problems often stem from failing at one of the five management functions (
    _planning, organizing, leading, coordinating, controlling)_. For example, is poor organization or lack of coordination interfering with productivity or collegial teamwork? How might this reflect a mechanistic approach? Or, is the company losing market share because it’s become too rigid and failed to keep up with changing customer expectations, similar to the Uno Pizza example?
    **Be sure to use vocabulary and ideas from the readings and videos in your analysis, citing appropriately, to demonstrate your mastery of these materials.** For example, contextualize the issue in terms of how it relates to a management function and how it reflects historic or emerging view of management science (e.g., mechanistic vs. organismic). Reflect on how you have framed the problem and what assumptions underlie that framing. If you're not clear about a concept in this unit, be sure to mention that, too, so we can discuss it. Please be sure to provide a references list at the end your discussion.

    4.
    **Conclude your post by posing a question to your classmates that asks for feedback on a specific aspect of your applied project summary and research approach**. Their comments will be helpful as you refine your project idea further. For example, are there other questions you should be asking to help solve this problem? Have you framed the problem in the right way? Are you taking on too big (or too small) of a problem? Remember, this project should be doable in about 6-7 weeks. Also think about how you you will be able to get data, if/how you can get access to the organization, and/or what questions you should ask and answer to solve the problem you are trying to address.

    **## LizaAguirre-OviedoCapstoneFinalPresentation_May2022.pdf**

    “Capacity Building During Times of Crisis – How

    Nonprofit Leaders in San Diego Execute Relational

    Capital Strategies to Strengthen Sustainability”

    Liza Aguirre-Oviedo

    Arizona State University
    MSOGL Capstone Colloquium Presentation

    ❑ Introduction – Capstone Decision Journey

    ❑ Project Summary – Solution
    ❑ Contents & Methods

    ❑ Scholarship – Framework

    ❑ The Project

    ❑ Lesson Types

    ❑ Broader Body of Knowledge
    ❑ Project Design & Layout

    ❑ Research Concluding Findings

    ❑ Research Expansion

    ❑ Model of Leadership

    Presentation Summary

    My Motto

    “Thrive in helping businesses and individuals

    maximize potentials.”

    Capstone Project – Synthesize Knowledge

    The Journey

    Capstone

    OGL 520

    Dr.
    Thomas

    OGL 574

    Dr.
    Chandler

    OGL 540

    Dr. Trihn

    OGL 562

    Dr.
    Castillo

    OGL 568

    Dr.
    Veech

    OGL 554

    Dr.
    Wallace

    OGL 553

    Dr.
    Hirshorn

    Capstone Project – Decision

    Journey

    “How could my capstone project help nonprofits and

    their leadership maximize potentials to strengthen

    sustainability during a time of crisis?”

    Sought to find answers embarking on two

    measures:

    SCHOLARSHIP

    RESEARCH

    Capstone Project – Scholarship

    Capstone Project – Research

    “What are the differences between the FOCUS and

    STRATEGIES of Citizen School’s capacity building

    in educational relational capital compared to their

    capacity building in corporation and foundation

    relational capital that are revealed in their press

    releases and preview reports?”

    Capstone Project – Additional

    Research

    The Problem

    How nonprofits operating in San Diego,
    California struggle with financial sustainability.

    Contributing Factors:
    1. Operating in Times of Crisis – Pandemic
    2. Size of the Nonprofit
    3. Limited Leadership Capacity Skills and or

    Resources

    One

    Solution

    Building Capacity in

    Relational Capital

    Capstone Project – Learning and
    Development Website

    Content

    &

    Methods

    MSOGL

    Learning Materials

    Qualitative Research

    Interviews

    Capstone Project – Areas of

    Knowledge

    Website Page – Communications

    Website Page – Resource Development

    Qualcomm CSR Report – Social Impact

    STEM Education

    Website Page – Organizational Culture

    Qualitative Data Research Interview

    Results

    Three factors impact an organization’s

    financial sustainability.

    1. Stakeholder Communications

    2. Strategic Planning

    3. Development

    BROADER BODY OF KNOWLEDGE

    Women in Leadership

    Equity & Inclusion

    Workplace Culture

    Empower Individuals

    Empower Teams

    We can provide the best resources and concepts to leaders to

    succeed, however if they are held back by a negative culture,

    negative communications, and limiting beliefs, those leaders will

    struggle in leading in any VUCA or non-VUCA environment.

    WEBSITE DESIGN & LAYOUT

    Conclusions drawn from the qualitative
    research indicate that organizational leaders
    of small nonprofits focus on communications
    and relationships, and struggle with a lack of

    sustainability planning. Contrary to large
    nonprofits place more focus on addressing
    relationships, economics (fundraising), and

    crisis strategies.

    Concluding Findings

    Question 2

    What stands out when you think

    of your organization building

    capacity in relational capital?

    Small
    “I think that the most important thing is
    engaging donors and prospective donors in the
    work of the organization.”

    Large
    “I think what stands out is that we highly price
    relational capital. If a billionaire wants to drop
    $200,000, we want to make sure that people
    feel that their contribution is valued.”

    Capstone Project

    Expansion

    Research further the WHY?

    Research further the background of nonprofit
    leaders and their organization’s governance.

    Professional Background

    Cultural Background

    Education Background

    Gender

    Capstone Project – MSOGL

    Reflection

    Leadership Motto

    A leader that develops and contributes to a healthy

    and balanced organizational culture, one that

    elevates respect, encourages collaboration,

    stimulates intelligence, and practices

    empowerment.

    Previous Model of Leadership

    80% Servant 20% Transformational

    New Model of Leadership
    25% Transformational 25% Servant 25% Authentic 25% Democratic

    50/50 Mix of Vertical and Shared Leadership

    Thank you!

    **Trust-BasedPhilanthropy-AQualitativeAnalysisofArizonasPhilanthropicSector-ErinOwenFinalCapstoneProjectMay2022-1.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/trust-basedphilanthropy-aqualitativeanalysisofarizonasphilanthropicsector-erinowenfinalcapstoneprojectmay2022-1-pdf)

    **AbstractsofCompletedMSOGLCapstoneProjects_101021-1.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/abstractsofcompletedmsoglcapstoneprojects-101021-1-pdf)

    **Aguirre-Oviedo_CapstoneProjectProspectus_March2022-1.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/aguirre-oviedo-capstoneprojectprospectus-march2022-1-pdf)

    **Literaturereviewasamethod.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/literaturereviewasamethod-pdf)

    **AppliedProjectStart-upGuide_v1_MS-OGL_051322.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/appliedprojectstart-upguide-v1-ms-ogl-051322-pdf)

    **Tranfieldetal.2003.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/tranfieldetal-2003-pdf)

    **LiteratureReview.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/literaturereview-pdf-10343035)

    **Systemsthinkinginsustainabilitymanagementresearch.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/systemsthinkinginsustainabilitymanagementresearch-pdf)

    **## dbwk1550.docx**

    Module 1: Discussion Board on Applied Project Ideas

    Hello Leaders,

    Please complete this two-part assignment:

    · For part 1, after reviewing all of
    [the materials on the MODULE 1 ACTIVITY page](https://asu.instructure.com/courses/225986/assignments/6322450), submit an initial post of at least 300 words addressing the points below.

    · For part 2, respond to
    **ONE** of your classmates’ posts by answering the question(s) they posed in their initial post (Due 2 days after the "Due Date" for the initial post — with NO ADDITIONAL EXTENSIONS (the "48-hour exception" does NOT apply here). The response post should be at least 150 words.

    **Initial post (Due FRIDAY)**

    Write a post of at least 300 words addressing the following four items.
    **Please use topical headings or numbers to make it easy for readers to see that you’ve covered all four items**:

    1.
    **Please introduce yourself to the class.** What is your background and where do you live now? By what name would you like us to address you? Do you have any hobbies? What are your career aspirations? Why are you getting a Masters degree?
    _(Don’t worry about this part, I will do it)_

    2.
    **Next, please share your current thinking on your applied project**.

    · What problem, industry, and/or phenomenon are you interested in for your applied project?  This class will help you continue planning what kind of questions and problems you are interested in, and how you might go about researching and developing solutions for them.

    · Who will benefit from your research, e.g., who is the end user? How will they benefit?
    [This website](https://libguides.library.cqu.edu.au/c.php?g=881139&p=6659585) has examples of benefits from research impact. There are many other types of benefits/impact too, so don't limit yourself to just these.

    · What is your proposed deliverable?

    3.
    **From what you've learned so far from the readings and watching the videos, what organizational design/process issues might be related to the problem you want to study for your applied project**? Sources of problems often stem from failing at one of the five management functions (
    _planning, organizing, leading, coordinating, controlling)_. For example, is poor organization or lack of coordination interfering with productivity or collegial teamwork? How might this reflect a mechanistic approach? Or, is the company losing market share because it’s become too rigid and failed to keep up with changing customer expectations, similar to the Uno Pizza example?
    **Be sure to use vocabulary and ideas from the readings and videos in your analysis, citing appropriately, to demonstrate your mastery of these materials.** For example, contextualize the issue in terms of how it relates to a management function and how it reflects historic or emerging view of management science (e.g., mechanistic vs. organismic). Reflect on how you have framed the problem and what assumptions underlie that framing. If you're not clear about a concept in this unit, be sure to mention that, too, so we can discuss it. Please be sure to provide a references list at the end your discussion.

    4.
    **Conclude your post by posing a question to your classmates that asks for feedback on a specific aspect of your applied project summary and research approach**. Their comments will be helpful as you refine your project idea further. For example, are there other questions you should be asking to help solve this problem? Have you framed the problem in the right way? Are you taking on too big (or too small) of a problem? Remember, this project should be doable in about 6-7 weeks. Also think about how you you will be able to get data, if/how you can get access to the organization, and/or what questions you should ask and answer to solve the problem you are trying to address.

    **## LizaAguirre-OviedoCapstoneFinalPresentation_May2022.pdf**

    “Capacity Building During Times of Crisis – How

    Nonprofit Leaders in San Diego Execute Relational

    Capital Strategies to Strengthen Sustainability”

    Liza Aguirre-Oviedo

    Arizona State University
    MSOGL Capstone Colloquium Presentation

    ❑ Introduction – Capstone Decision Journey

    ❑ Project Summary – Solution
    ❑ Contents & Methods

    ❑ Scholarship – Framework

    ❑ The Project

    ❑ Lesson Types

    ❑ Broader Body of Knowledge
    ❑ Project Design & Layout

    ❑ Research Concluding Findings

    ❑ Research Expansion

    ❑ Model of Leadership

    Presentation Summary

    My Motto

    “Thrive in helping businesses and individuals

    maximize potentials.”

    Capstone Project – Synthesize Knowledge

    The Journey

    Capstone

    OGL 520

    Dr.
    Thomas

    OGL 574

    Dr.
    Chandler

    OGL 540

    Dr. Trihn

    OGL 562

    Dr.
    Castillo

    OGL 568

    Dr.
    Veech

    OGL 554

    Dr.
    Wallace

    OGL 553

    Dr.
    Hirshorn

    Capstone Project – Decision

    Journey

    “How could my capstone project help nonprofits and

    their leadership maximize potentials to strengthen

    sustainability during a time of crisis?”

    Sought to find answers embarking on two

    measures:

    SCHOLARSHIP

    RESEARCH

    Capstone Project – Scholarship

    Capstone Project – Research

    “What are the differences between the FOCUS and

    STRATEGIES of Citizen School’s capacity building

    in educational relational capital compared to their

    capacity building in corporation and foundation

    relational capital that are revealed in their press

    releases and preview reports?”

    Capstone Project – Additional

    Research

    The Problem

    How nonprofits operating in San Diego,
    California struggle with financial sustainability.

    Contributing Factors:
    1. Operating in Times of Crisis – Pandemic
    2. Size of the Nonprofit
    3. Limited Leadership Capacity Skills and or

    Resources

    One

    Solution

    Building Capacity in

    Relational Capital

    Capstone Project – Learning and
    Development Website

    Content

    &

    Methods

    MSOGL

    Learning Materials

    Qualitative Research

    Interviews

    Capstone Project – Areas of

    Knowledge

    Website Page – Communications

    Website Page – Resource Development

    Qualcomm CSR Report – Social Impact

    STEM Education

    Website Page – Organizational Culture

    Qualitative Data Research Interview

    Results

    Three factors impact an organization’s

    financial sustainability.

    1. Stakeholder Communications

    2. Strategic Planning

    3. Development

    BROADER BODY OF KNOWLEDGE

    Women in Leadership

    Equity & Inclusion

    Workplace Culture

    Empower Individuals

    Empower Teams

    We can provide the best resources and concepts to leaders to

    succeed, however if they are held back by a negative culture,

    negative communications, and limiting beliefs, those leaders will

    struggle in leading in any VUCA or non-VUCA environment.

    WEBSITE DESIGN & LAYOUT

    Conclusions drawn from the qualitative
    research indicate that organizational leaders
    of small nonprofits focus on communications
    and relationships, and struggle with a lack of

    sustainability planning. Contrary to large
    nonprofits place more focus on addressing
    relationships, economics (fundraising), and

    crisis strategies.

    Concluding Findings

    Question 2

    What stands out when you think

    of your organization building

    capacity in relational capital?

    Small
    “I think that the most important thing is
    engaging donors and prospective donors in the
    work of the organization.”

    Large
    “I think what stands out is that we highly price
    relational capital. If a billionaire wants to drop
    $200,000, we want to make sure that people
    feel that their contribution is valued.”

    Capstone Project

    Expansion

    Research further the WHY?

    Research further the background of nonprofit
    leaders and their organization’s governance.

    Professional Background

    Cultural Background

    Education Background

    Gender

    Capstone Project – MSOGL

    Reflection

    Leadership Motto

    A leader that develops and contributes to a healthy

    and balanced organizational culture, one that

    elevates respect, encourages collaboration,

    stimulates intelligence, and practices

    empowerment.

    Previous Model of Leadership

    80% Servant 20% Transformational

    New Model of Leadership
    25% Transformational 25% Servant 25% Authentic 25% Democratic

    50/50 Mix of Vertical and Shared Leadership

    Thank you!

    **Trust-BasedPhilanthropy-AQualitativeAnalysisofArizonasPhilanthropicSector-ErinOwenFinalCapstoneProjectMay2022-1.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/trust-basedphilanthropy-aqualitativeanalysisofarizonasphilanthropicsector-erinowenfinalcapstoneprojectmay2022-1-pdf)

    **AbstractsofCompletedMSOGLCapstoneProjects_101021-1.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/abstractsofcompletedmsoglcapstoneprojects-101021-1-pdf)

    **Aguirre-Oviedo_CapstoneProjectProspectus_March2022-1.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/aguirre-oviedo-capstoneprojectprospectus-march2022-1-pdf)

    **Literaturereviewasamethod.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/literaturereviewasamethod-pdf)

    **AppliedProjectStart-upGuide_v1_MS-OGL_051322.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/appliedprojectstart-upguide-v1-ms-ogl-051322-pdf)

    **Tranfieldetal.2003.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/tranfieldetal-2003-pdf)

    **LiteratureReview.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/literaturereview-pdf-10343035)

    **Systemsthinkinginsustainabilitymanagementresearch.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/systemsthinkinginsustainabilitymanagementresearch-pdf)

    – 1
    – 2
    – 3
    – 4
    – 5
    – 6
    – 7
    – 8
    – 9
    – 10

  • [Solved] Case study

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – ## BUS411Unit3Assignment.pdf **## BUS411Unit3Assignment.pdf** Due Date: 11:59 pm EST Sunday of Unit 3 Points: 100 Overview: This case illustrates several ways in which Southwest Airlines utilizes the four main building blocks of competitive advantage: efficiency, customer responsiveness, innovatio…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    – ## BUS411Unit3Assignment.pdf

    **## BUS411Unit3Assignment.pdf**

    Due Date: 11:59 pm EST Sunday of Unit 3

    Points: 100

    Overview:

    This case illustrates several ways in which Southwest Airlines utilizes the four main

    building blocks of competitive advantage: efficiency, customer responsiveness,

    innovation, and reliable quality.

    Instructions:

    You will need to review the Southwest Airlines case study at the end of Chapter 3 in the

    textbook and answer the following questions:

    • What is the link between Southwest Airlines’ business model, strategy,

    competitive advantage, and profitability?

    • What are Southwest Airlines’ distinctive competencies, resources, and

    capabilities to make it happen?

    • How will the Southwest Airlines competitive advantage be maintained in the

    future?

    Requirements:

    • Submit a two-three page Word document covering the elements of the

    assignment.

    • Develop a clear introduction, body, and conclusion. Use paragraph format and

    transitions.

    • Focus on the quality of writing and content.

    • Use APA format with a title page, in-text citations, and references. Abstract not

    required. The title page, reference page, and appendices are excluded in page

    length requirement.

    • Research and cite at least two credible sources in APA format.

    Be sure to read the criteria below by which your work will be evaluated before

    you write and again after you write.

    BUS411 – Business Policy
    Seminar

    Southwest Airlines

    Evaluation Rubric for Southwest Airlines Assignment

    CRITERIA Deficient Needs
    Improvement

    Proficient Exemplary

    0-11 points 12-15 points 16-17 points 18-20 points

    Introduction Unclear or
    incomplete.

    Introduction
    with a partially
    developed
    thesis.

    Introduction
    with a mostly
    developed
    thesis.

    Clear, well-
    developed,
    introduction
    and thesis.

    0-17 points 18-23 points 24-26 points 27-30 points

    Supporting
    Evidence/
    Analysis

    Lacks specific,
    credible, and
    relevant
    support.
    Development
    of
    position/argum
    ent is
    inadequate or
    missing.

    Not adequately
    supported with
    a limited
    spectrum of
    specific,
    credible, and
    relevant
    evidence.
    Development
    of
    position/argum
    ent is
    somewhat
    thoughtful and
    persuasive but
    lacks detail.

    Adequately
    supported with
    a limited
    spectrum of
    specific,
    credible, and
    relevant
    evidence.
    Development
    of
    position/argum
    ent is
    thoughtful and
    persuasive but
    lacks some
    detail.

    Well-supported
    with a broad
    spectrum of
    specific,
    credible, and
    relevant
    evidence.
    Position/argum
    ent is well-
    developed,
    very thoughtful,
    and
    persuasive.

    0-11 points 12-15 points 16-17 points 18-20 points

    Conclusion No conclusion
    included.

    Some attempt
    at a
    conclusion, but
    it is not well
    written.

    Good attempt
    at a
    conclusion, but
    more
    development
    needed.

    Well written
    and fully
    developed
    conclusion.

    0-8 points 9-11 points 12-13 points 14-15 points

    Clear and
    Professional
    Writing

    Writing is
    frequently
    difficult to
    understand
    because of
    several errors
    in grammar,
    punctuation,

    Writing is
    somewhat
    difficult to
    understand
    with errors in
    punctuation,
    spelling, and
    grammar.

    Writing is easy
    to understand
    despite minor
    errors in
    punctuation,
    spelling, and
    grammar.
    Appropriate

    Writing is free
    of almost all
    punctuation,
    spelling, and
    grammar
    errors.
    Appropriate
    word choice is

    and spelling.
    Word choice
    is sometimes
    inappropriate
    for an
    academic
    setting.
    Sentence
    structure is
    unclear.

    Appropriate
    word choice is
    somewhat
    used for an
    academic
    setting.
    Sentence
    structure is
    somewhat
    clear.

    word choice is
    used for an
    academic
    setting.
    Sentence
    structure is
    mostly clear.

    used for an
    academic
    setting.
    Sentence
    structure is
    clear.

    0-8 points 9-11 points 12-13 points 14-15 points

    APA
    Formatting
    and
    References

    Paper has no
    APA
    formatting, or
    paper has an
    APA cover, but
    no references
    or in-text
    citations.
    No academic
    references
    present or
    reference
    formatting has
    significant
    errors.

    Paper lacks
    multiple
    elements of
    APA (cover,
    references, or
    in-text
    citations).
    One academic
    reference
    present but
    errors in
    formatting.

    Paper lacks
    one element of
    APA (cover,
    references, or
    in-text
    citations).
    Two academic
    references
    present but
    may have a
    few errors in
    formatting.

    Paper has all
    elements of
    APA formatting
    (cover,
    references,
    and in-text
    citations).
    Two or more
    academic
    references are
    present and
    formatted
    properly.

    **## BUS411Unit3Assignment.pdf**

    Due Date: 11:59 pm EST Sunday of Unit 3

    Points: 100

    Overview:

    This case illustrates several ways in which Southwest Airlines utilizes the four main

    building blocks of competitive advantage: efficiency, customer responsiveness,

    innovation, and reliable quality.

    Instructions:

    You will need to review the Southwest Airlines case study at the end of Chapter 3 in the

    textbook and answer the following questions:

    • What is the link between Southwest Airlines’ business model, strategy,

    competitive advantage, and profitability?

    • What are Southwest Airlines’ distinctive competencies, resources, and

    capabilities to make it happen?

    • How will the Southwest Airlines competitive advantage be maintained in the

    future?

    Requirements:

    • Submit a two-three page Word document covering the elements of the

    assignment.

    • Develop a clear introduction, body, and conclusion. Use paragraph format and

    transitions.

    • Focus on the quality of writing and content.

    • Use APA format with a title page, in-text citations, and references. Abstract not

    required. The title page, reference page, and appendices are excluded in page

    length requirement.

    • Research and cite at least two credible sources in APA format.

    Be sure to read the criteria below by which your work will be evaluated before

    you write and again after you write.

    BUS411 – Business Policy
    Seminar

    Southwest Airlines

    Evaluation Rubric for Southwest Airlines Assignment

    CRITERIA Deficient Needs
    Improvement

    Proficient Exemplary

    0-11 points 12-15 points 16-17 points 18-20 points

    Introduction Unclear or
    incomplete.

    Introduction
    with a partially
    developed
    thesis.

    Introduction
    with a mostly
    developed
    thesis.

    Clear, well-
    developed,
    introduction
    and thesis.

    0-17 points 18-23 points 24-26 points 27-30 points

    Supporting
    Evidence/
    Analysis

    Lacks specific,
    credible, and
    relevant
    support.
    Development
    of
    position/argum
    ent is
    inadequate or
    missing.

    Not adequately
    supported with
    a limited
    spectrum of
    specific,
    credible, and
    relevant
    evidence.
    Development
    of
    position/argum
    ent is
    somewhat
    thoughtful and
    persuasive but
    lacks detail.

    Adequately
    supported with
    a limited
    spectrum of
    specific,
    credible, and
    relevant
    evidence.
    Development
    of
    position/argum
    ent is
    thoughtful and
    persuasive but
    lacks some
    detail.

    Well-supported
    with a broad
    spectrum of
    specific,
    credible, and
    relevant
    evidence.
    Position/argum
    ent is well-
    developed,
    very thoughtful,
    and
    persuasive.

    0-11 points 12-15 points 16-17 points 18-20 points

    Conclusion No conclusion
    included.

    Some attempt
    at a
    conclusion, but
    it is not well
    written.

    Good attempt
    at a
    conclusion, but
    more
    development
    needed.

    Well written
    and fully
    developed
    conclusion.

    0-8 points 9-11 points 12-13 points 14-15 points

    Clear and
    Professional
    Writing

    Writing is
    frequently
    difficult to
    understand
    because of
    several errors
    in grammar,
    punctuation,

    Writing is
    somewhat
    difficult to
    understand
    with errors in
    punctuation,
    spelling, and
    grammar.

    Writing is easy
    to understand
    despite minor
    errors in
    punctuation,
    spelling, and
    grammar.
    Appropriate

    Writing is free
    of almost all
    punctuation,
    spelling, and
    grammar
    errors.
    Appropriate
    word choice is

    and spelling.
    Word choice
    is sometimes
    inappropriate
    for an
    academic
    setting.
    Sentence
    structure is
    unclear.

    Appropriate
    word choice is
    somewhat
    used for an
    academic
    setting.
    Sentence
    structure is
    somewhat
    clear.

    word choice is
    used for an
    academic
    setting.
    Sentence
    structure is
    mostly clear.

    used for an
    academic
    setting.
    Sentence
    structure is
    clear.

    0-8 points 9-11 points 12-13 points 14-15 points

    APA
    Formatting
    and
    References

    Paper has no
    APA
    formatting, or
    paper has an
    APA cover, but
    no references
    or in-text
    citations.
    No academic
    references
    present or
    reference
    formatting has
    significant
    errors.

    Paper lacks
    multiple
    elements of
    APA (cover,
    references, or
    in-text
    citations).
    One academic
    reference
    present but
    errors in
    formatting.

    Paper lacks
    one element of
    APA (cover,
    references, or
    in-text
    citations).
    Two academic
    references
    present but
    may have a
    few errors in
    formatting.

    Paper has all
    elements of
    APA formatting
    (cover,
    references,
    and in-text
    citations).
    Two or more
    academic
    references are
    present and
    formatted
    properly.

  • [Solved] human resource

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    I NEED YOUR HELP – ## HRTheChangeCatalyst.pdf – PeacelynnWeek1ResponseLeadingChange.jpeg – LashondaWeek1ResponseLeadingChange.jpeg – Week1DiscussionLeadingChange.jpeg – JWI556Week1LectureNotes.pdf **## HRTheChangeCatalyst.pdf** 60 � June 2018 www.humancapitalonline.com ◆ CHANGE STRATEGY2 constantly …

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    I NEED YOUR HELP

    – ## HRTheChangeCatalyst.pdf

    – PeacelynnWeek1ResponseLeadingChange.jpeg
    – LashondaWeek1ResponseLeadingChange.jpeg
    – Week1DiscussionLeadingChange.jpeg
    – JWI556Week1LectureNotes.pdf

    **## HRTheChangeCatalyst.pdf**

    60 � June 2018 www.humancapitalonline.com ◆

    CHANGE STRATEGY2

    constantly change. The growing global
    competition, and, the rate of technological
    advancement foresees a continuing need for
    change. Change helps improve and increase
    productivity, which ultimately bolsters sales
    and the overall business of an enterprise.
    Hence, an organisation requires change
    agents to work as enablers in its effort
    towards successful change. It is here that
    the HR professional plays a critical role in
    ushering in change within the culture of an

    BY INDRANI SAHA

    HR: The Change
    Catalyst
    From an employee's perspective, HR facilitates by improving employees'
    understanding of change, by increasing communication between the management
    and employees, and enhances employee satisfaction.

    organisation, thus making it more adaptable
    and agile.

    HR plays a key role in change
    management, and, acts as a facilitator by
    influencing multiple factors. From an
    employee's perspective, it facilitates by
    improving employees' understanding of
    change, by increasing communication
    between the management and employees,
    and, enhances employee satisfaction. It also
    identifies and mitigates risks and boosts
    trust between management and employees.
    It helps employees improve their skills and
    proficiency through change-related training
    initiatives. It caters to match the potential
    employee to the desired culture in the
    organisation, and, aligns employees with the
    culture to foster the most effective culture
    of ownership and accountability, therefore,
    moving away from being a support function
    to that of being a business partner that
    enables business results.

    A necessity to involve HR
    HR should be involved in major
    organisational changes from the beginning
    as change management involves the
    transformation and modification of whole
    organisations, or sometimes in parts, as it is
    highly people intensive. It is an effort on the
    part of the leadership to maintain or…

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …

    usinesses can only maintain their
    position in the marketplace, or gain
    competitive advantage provided theyB

    “
    Culture does not change because we desire to change it, Culture changes when the organisation

    is transformed – the culture reflects the realities of people working together every day.
    ”

    _

    Frances Hesselbein

    …………………………………………………………………………………………………………………………………………………………………………………………………………………..

    www.humancapitalonline.com◆ June 2018 � 61

    CHANGE STRATEGY 2

    improve upon the effectiveness in
    productivity, revenue, market
    competitiveness and internal alignment. So,
    change management is an approach to
    transition individuals, teams and
    organisations to a desired future state. It is
    therefore pivotal to involve the Human
    Resources team right from the beginning.
    This ensures that course correction and
    intended change is made possible in the
    least resistive manner and with maximum
    results.

    Cultural Transformation is a hard road in
    an established organisation as compared to a
    new organisation. Every organisation has an
    established culture where people must
    unlearn the old values, assumptions and
    behaviour before they can learn the new
    one. In an organisation, we have employees
    who have been in the system for a specific
    period, hence, there is already a culture
    which is established, and, in order to change
    that agents of change normally have to
    follow the proven model of change. The
    change agents can institute change by
    following Kurt Lewin's three step change
    model.
    � Unfreezing
    � Moving
    � Freezing

    Unfreezing
    To avoid resistance to change, the first stage
    involves preparing the organisation to accede
    that change is essential, which involves
    breaking down the prevailing status quo,

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    Define
    � Step 1- Evaluate your current culture

    and performance
    � Step 2 – Clarify your initial vision
    � Step 3 – Clarify values and expected

    behaviours

    Align
    � Step 4 – Clarify strategic priorities
    � Step 5 – Engage your team in defining

    smart goals
    � Step 6 – Clarify and track key measures

    Manage
    � Step 7 – Maintain a management system

    for priorities and goals
    � Step 8 – Manage communication habits

    and routines
    � Step 9 – Build motivation throughout the

    process

    Indrani Saha is Director-HR, Diebold Nixdorf India Pvt. Ltd. She carries
    an experience of twenty five years and has previously various industry
    domains such as Automobiles, Transmission, IT, Airlines etc. Indrani has
    a Master's Degree in Industrial Psychology from the University of
    Mumbai and has a certification in Executive Management Development
    Programme, CEIBS (Shanghai,China).

    before you can put together a new way of
    operating. The preferred environment should
    be created for change to occur so that new
    ideas and visions can be formed in minds of
    the people. The unfreezing process passes
    through three phases. Firstly, there must be
    indicators that current conditions are not
    ideal. Secondly, this vital information must
    be communicated to the organisational
    members, and finally, a solution has to be
    found to reduce anxiety among the
    members.

    Transition/ Moving
    This is the stage where people have resolved
    their uncertainty, and, are looking forward to
    newer ways of doing things, and extending
    support to the new direction. Also,
    communication is vital to the success of
    change, and, people need to be given time
    to understand the change and feel highly
    connected to the organisation throughout
    the transition period.

    Refreezing
    At the point when the progressions are
    coming to fruition and individuals have
    grasped better approaches for working, the
    association is prepared to refreeze.
    Management experts use a structured
    approach using a 9-step model: A Define-
    Align- Manage framework for building a
    strong cultural foundation.

    This is definitely not a quick fix. It is a
    long intervention starting with understanding
    the prevailing culture and the desired culture

    62 � June 2018 www.humancapitalonline.com ◆

    to achieve the results. It involves getting the
    leadership buy-in as this is leadership-led.
    The process also requires understanding
    what is working well, and, deciding to
    continue with what needs to immediately
    stop and start. These are specific actions
    required to achieve the desired results. HR
    is responsible to be able to use tools,
    techniques and tricks for nurturing minds,
    behaviours and beliefs to suit the
    organisation's value system. In general, the
    most fruitful success strategy is, to begin
    with, leadership tools; including a vision or
    story of the future, cement the change in
    place with management tools such as role
    definitions, job descriptions, and
    organisational structure, measurement and
    control systems. Tools and techniques
    involve focused feedback, Managers as

    and innovation, both structurally and
    culturally, have been found to be critical to
    the success of culture change initiatives.
    Make changes where appropriate to support
    the new culture.
    3. Ensure staff and stakeholder
    participation: Change cannot succeed
    without the meaningful involvement of many
    people throughout the organisation.
    Participation can range from individually
    offering ideas, solutions, and, reactions to
    concepts, to taking part in team meetings to
    design and build the new culture and
    organisational structure.
    4. Communicate and demonstrate the
    change continuously: To frequently
    communicate and demonstrate the change-
    repeatedly, and, in both upward and
    downward direction – is necessary during
    the change process.
    5. Manage the emotional response – yours
    and your employees: Leadership
    effectiveness in times of change has been
    found to be critically related to the use of
    emotional intelligence. Employee emotions
    have a strong influence on how they
    approach to change, and, leaders need to be
    as analytical and strategize as much about
    their emotional messages as their cognitive
    ones.
    4. Examples of well-defined cultures and
    aligned workforces: We have seen how
    essential it is for organisations to go through
    change, E.g. Toyota, GE, Coca-Cola, etc.

    Witnessing success among these
    organisations in defining their culture and
    workforce, we at Diebold Nixdorf also felt
    that there is a real need to focus on several
    foundational imperatives that would improve
    how we do our work, and, how we serve our
    customers. The global market is changing and
    is all about VUCA. So, we had to respond
    appropriately to change along with it. Change
    begins with people and so focus on our
    people, and, constantly working on our
    organisational structure, process and design,
    is proving to be the reasons that have made
    us the global leaders in our domain. The
    thing that stands out with our approach is
    that it changes the relationships focused on
    the new culture, engagement and values. It is
    a transition to a place where we can
    successfully measure and achieve our results
    and be competitive in the market. Our ability
    to drive significant change rests on the
    positive attributes of our people. It is
    energized by our employee's passion for their
    work and also their willingness to change to
    build our company and our brand. We work
    together as one company with purpose,
    agility, transparency and mutual respect.

    coach, open and candid dialogues with
    employees, employee engagement at all
    stages of the culture change. Organisations
    use project plan tools as well.

    Driving cultural change requires active
    and intentional leadership. Whether you are
    changing the culture of a team, a division,
    or an entire enterprise, few steps to be kept
    in mind:

    1. Quantitatively measure your current
    cultural values: The first step to culture
    change is knowing where your current
    culture stands; that is, what employees
    believe your organisation's current values
    are.
    2. Intentionally align culture, strategy, and
    structure: Be sure that the culture change
    fits with the firm's or group's business
    strategy, and, that both fit with the
    organisation's structure (its formal systems
    and policies). Reconsider formal reporting
    relationships, job descriptions, selection and
    recruiting practices, performance appraisal,
    reward or compensation structures, and
    training and development. Supporting change

    CHANGE STRATEGY2
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …

    Three stage model

    Copyright of Human Capital is the property of HR Information Services and its content may
    not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's
    express written permission. However, users may print, download, or email articles for
    individual use.

    **PeacelynnWeek1ResponseLeadingChange.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/peacelynnweek1responseleadingchange-jpeg-10347701)

    **LashondaWeek1ResponseLeadingChange.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/lashondaweek1responseleadingchange-jpeg-10347703)

    **Week1DiscussionLeadingChange.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week1discussionleadingchange-jpeg-10347705)

    **JWI556Week1LectureNotes.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/jwi556week1lecturenotes-pdf-10347707)

    **JWI556Week1LectureNotes.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/jwi556week1lecturenotes-pdf-10347707)

    **## HRTheChangeCatalyst.pdf**

    60 � June 2018 www.humancapitalonline.com ◆

    CHANGE STRATEGY2

    constantly change. The growing global
    competition, and, the rate of technological
    advancement foresees a continuing need for
    change. Change helps improve and increase
    productivity, which ultimately bolsters sales
    and the overall business of an enterprise.
    Hence, an organisation requires change
    agents to work as enablers in its effort
    towards successful change. It is here that
    the HR professional plays a critical role in
    ushering in change within the culture of an

    BY INDRANI SAHA

    HR: The Change
    Catalyst
    From an employee's perspective, HR facilitates by improving employees'
    understanding of change, by increasing communication between the management
    and employees, and enhances employee satisfaction.

    organisation, thus making it more adaptable
    and agile.

    HR plays a key role in change
    management, and, acts as a facilitator by
    influencing multiple factors. From an
    employee's perspective, it facilitates by
    improving employees' understanding of
    change, by increasing communication
    between the management and employees,
    and, enhances employee satisfaction. It also
    identifies and mitigates risks and boosts
    trust between management and employees.
    It helps employees improve their skills and
    proficiency through change-related training
    initiatives. It caters to match the potential
    employee to the desired culture in the
    organisation, and, aligns employees with the
    culture to foster the most effective culture
    of ownership and accountability, therefore,
    moving away from being a support function
    to that of being a business partner that
    enables business results.

    A necessity to involve HR
    HR should be involved in major
    organisational changes from the beginning
    as change management involves the
    transformation and modification of whole
    organisations, or sometimes in parts, as it is
    highly people intensive. It is an effort on the
    part of the leadership to maintain or…

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …

    usinesses can only maintain their
    position in the marketplace, or gain
    competitive advantage provided theyB

    “
    Culture does not change because we desire to change it, Culture changes when the organisation

    is transformed – the culture reflects the realities of people working together every day.
    ”

    _

    Frances Hesselbein

    …………………………………………………………………………………………………………………………………………………………………………………………………………………..

    www.humancapitalonline.com◆ June 2018 � 61

    CHANGE STRATEGY 2

    improve upon the effectiveness in
    productivity, revenue, market
    competitiveness and internal alignment. So,
    change management is an approach to
    transition individuals, teams and
    organisations to a desired future state. It is
    therefore pivotal to involve the Human
    Resources team right from the beginning.
    This ensures that course correction and
    intended change is made possible in the
    least resistive manner and with maximum
    results.

    Cultural Transformation is a hard road in
    an established organisation as compared to a
    new organisation. Every organisation has an
    established culture where people must
    unlearn the old values, assumptions and
    behaviour before they can learn the new
    one. In an organisation, we have employees
    who have been in the system for a specific
    period, hence, there is already a culture
    which is established, and, in order to change
    that agents of change normally have to
    follow the proven model of change. The
    change agents can institute change by
    following Kurt Lewin's three step change
    model.
    � Unfreezing
    � Moving
    � Freezing

    Unfreezing
    To avoid resistance to change, the first stage
    involves preparing the organisation to accede
    that change is essential, which involves
    breaking down the prevailing status quo,

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    Define
    � Step 1- Evaluate your current culture

    and performance
    � Step 2 – Clarify your initial vision
    � Step 3 – Clarify values and expected

    behaviours

    Align
    � Step 4 – Clarify strategic priorities
    � Step 5 – Engage your team in defining

    smart goals
    � Step 6 – Clarify and track key measures

    Manage
    � Step 7 – Maintain a management system

    for priorities and goals
    � Step 8 – Manage communication habits

    and routines
    � Step 9 – Build motivation throughout the

    process

    Indrani Saha is Director-HR, Diebold Nixdorf India Pvt. Ltd. She carries
    an experience of twenty five years and has previously various industry
    domains such as Automobiles, Transmission, IT, Airlines etc. Indrani has
    a Master's Degree in Industrial Psychology from the University of
    Mumbai and has a certification in Executive Management Development
    Programme, CEIBS (Shanghai,China).

    before you can put together a new way of
    operating. The preferred environment should
    be created for change to occur so that new
    ideas and visions can be formed in minds of
    the people. The unfreezing process passes
    through three phases. Firstly, there must be
    indicators that current conditions are not
    ideal. Secondly, this vital information must
    be communicated to the organisational
    members, and finally, a solution has to be
    found to reduce anxiety among the
    members.

    Transition/ Moving
    This is the stage where people have resolved
    their uncertainty, and, are looking forward to
    newer ways of doing things, and extending
    support to the new direction. Also,
    communication is vital to the success of
    change, and, people need to be given time
    to understand the change and feel highly
    connected to the organisation throughout
    the transition period.

    Refreezing
    At the point when the progressions are
    coming to fruition and individuals have
    grasped better approaches for working, the
    association is prepared to refreeze.
    Management experts use a structured
    approach using a 9-step model: A Define-
    Align- Manage framework for building a
    strong cultural foundation.

    This is definitely not a quick fix. It is a
    long intervention starting with understanding
    the prevailing culture and the desired culture

    62 � June 2018 www.humancapitalonline.com ◆

    to achieve the results. It involves getting the
    leadership buy-in as this is leadership-led.
    The process also requires understanding
    what is working well, and, deciding to
    continue with what needs to immediately
    stop and start. These are specific actions
    required to achieve the desired results. HR
    is responsible to be able to use tools,
    techniques and tricks for nurturing minds,
    behaviours and beliefs to suit the
    organisation's value system. In general, the
    most fruitful success strategy is, to begin
    with, leadership tools; including a vision or
    story of the future, cement the change in
    place with management tools such as role
    definitions, job descriptions, and
    organisational structure, measurement and
    control systems. Tools and techniques
    involve focused feedback, Managers as

    and innovation, both structurally and
    culturally, have been found to be critical to
    the success of culture change initiatives.
    Make changes where appropriate to support
    the new culture.
    3. Ensure staff and stakeholder
    participation: Change cannot succeed
    without the meaningful involvement of many
    people throughout the organisation.
    Participation can range from individually
    offering ideas, solutions, and, reactions to
    concepts, to taking part in team meetings to
    design and build the new culture and
    organisational structure.
    4. Communicate and demonstrate the
    change continuously: To frequently
    communicate and demonstrate the change-
    repeatedly, and, in both upward and
    downward direction – is necessary during
    the change process.
    5. Manage the emotional response – yours
    and your employees: Leadership
    effectiveness in times of change has been
    found to be critically related to the use of
    emotional intelligence. Employee emotions
    have a strong influence on how they
    approach to change, and, leaders need to be
    as analytical and strategize as much about
    their emotional messages as their cognitive
    ones.
    4. Examples of well-defined cultures and
    aligned workforces: We have seen how
    essential it is for organisations to go through
    change, E.g. Toyota, GE, Coca-Cola, etc.

    Witnessing success among these
    organisations in defining their culture and
    workforce, we at Diebold Nixdorf also felt
    that there is a real need to focus on several
    foundational imperatives that would improve
    how we do our work, and, how we serve our
    customers. The global market is changing and
    is all about VUCA. So, we had to respond
    appropriately to change along with it. Change
    begins with people and so focus on our
    people, and, constantly working on our
    organisational structure, process and design,
    is proving to be the reasons that have made
    us the global leaders in our domain. The
    thing that stands out with our approach is
    that it changes the relationships focused on
    the new culture, engagement and values. It is
    a transition to a place where we can
    successfully measure and achieve our results
    and be competitive in the market. Our ability
    to drive significant change rests on the
    positive attributes of our people. It is
    energized by our employee's passion for their
    work and also their willingness to change to
    build our company and our brand. We work
    together as one company with purpose,
    agility, transparency and mutual respect.

    coach, open and candid dialogues with
    employees, employee engagement at all
    stages of the culture change. Organisations
    use project plan tools as well.

    Driving cultural change requires active
    and intentional leadership. Whether you are
    changing the culture of a team, a division,
    or an entire enterprise, few steps to be kept
    in mind:

    1. Quantitatively measure your current
    cultural values: The first step to culture
    change is knowing where your current
    culture stands; that is, what employees
    believe your organisation's current values
    are.
    2. Intentionally align culture, strategy, and
    structure: Be sure that the culture change
    fits with the firm's or group's business
    strategy, and, that both fit with the
    organisation's structure (its formal systems
    and policies). Reconsider formal reporting
    relationships, job descriptions, selection and
    recruiting practices, performance appraisal,
    reward or compensation structures, and
    training and development. Supporting change

    CHANGE STRATEGY2
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …

    Three stage model

    Copyright of Human Capital is the property of HR Information Services and its content may
    not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's
    express written permission. However, users may print, download, or email articles for
    individual use.

    **PeacelynnWeek1ResponseLeadingChange.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/peacelynnweek1responseleadingchange-jpeg-10347701)

    **LashondaWeek1ResponseLeadingChange.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/lashondaweek1responseleadingchange-jpeg-10347703)

    **Week1DiscussionLeadingChange.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week1discussionleadingchange-jpeg-10347705)

    **JWI556Week1LectureNotes.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/jwi556week1lecturenotes-pdf-10347707)

    **## HRTheChangeCatalyst.pdf**

    60 � June 2018 www.humancapitalonline.com ◆

    CHANGE STRATEGY2

    constantly change. The growing global
    competition, and, the rate of technological
    advancement foresees a continuing need for
    change. Change helps improve and increase
    productivity, which ultimately bolsters sales
    and the overall business of an enterprise.
    Hence, an organisation requires change
    agents to work as enablers in its effort
    towards successful change. It is here that
    the HR professional plays a critical role in
    ushering in change within the culture of an

    BY INDRANI SAHA

    HR: The Change
    Catalyst
    From an employee's perspective, HR facilitates by improving employees'
    understanding of change, by increasing communication between the management
    and employees, and enhances employee satisfaction.

    organisation, thus making it more adaptable
    and agile.

    HR plays a key role in change
    management, and, acts as a facilitator by
    influencing multiple factors. From an
    employee's perspective, it facilitates by
    improving employees' understanding of
    change, by increasing communication
    between the management and employees,
    and, enhances employee satisfaction. It also
    identifies and mitigates risks and boosts
    trust between management and employees.
    It helps employees improve their skills and
    proficiency through change-related training
    initiatives. It caters to match the potential
    employee to the desired culture in the
    organisation, and, aligns employees with the
    culture to foster the most effective culture
    of ownership and accountability, therefore,
    moving away from being a support function
    to that of being a business partner that
    enables business results.

    A necessity to involve HR
    HR should be involved in major
    organisational changes from the beginning
    as change management involves the
    transformation and modification of whole
    organisations, or sometimes in parts, as it is
    highly people intensive. It is an effort on the
    part of the leadership to maintain or…

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …

    usinesses can only maintain their
    position in the marketplace, or gain
    competitive advantage provided theyB

    “
    Culture does not change because we desire to change it, Culture changes when the organisation

    is transformed – the culture reflects the realities of people working together every day.
    ”

    _

    Frances Hesselbein

    …………………………………………………………………………………………………………………………………………………………………………………………………………………..

    www.humancapitalonline.com◆ June 2018 � 61

    CHANGE STRATEGY 2

    improve upon the effectiveness in
    productivity, revenue, market
    competitiveness and internal alignment. So,
    change management is an approach to
    transition individuals, teams and
    organisations to a desired future state. It is
    therefore pivotal to involve the Human
    Resources team right from the beginning.
    This ensures that course correction and
    intended change is made possible in the
    least resistive manner and with maximum
    results.

    Cultural Transformation is a hard road in
    an established organisation as compared to a
    new organisation. Every organisation has an
    established culture where people must
    unlearn the old values, assumptions and
    behaviour before they can learn the new
    one. In an organisation, we have employees
    who have been in the system for a specific
    period, hence, there is already a culture
    which is established, and, in order to change
    that agents of change normally have to
    follow the proven model of change. The
    change agents can institute change by
    following Kurt Lewin's three step change
    model.
    � Unfreezing
    � Moving
    � Freezing

    Unfreezing
    To avoid resistance to change, the first stage
    involves preparing the organisation to accede
    that change is essential, which involves
    breaking down the prevailing status quo,

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    Define
    � Step 1- Evaluate your current culture

    and performance
    � Step 2 – Clarify your initial vision
    � Step 3 – Clarify values and expected

    behaviours

    Align
    � Step 4 – Clarify strategic priorities
    � Step 5 – Engage your team in defining

    smart goals
    � Step 6 – Clarify and track key measures

    Manage
    � Step 7 – Maintain a management system

    for priorities and goals
    � Step 8 – Manage communication habits

    and routines
    � Step 9 – Build motivation throughout the

    process

    Indrani Saha is Director-HR, Diebold Nixdorf India Pvt. Ltd. She carries
    an experience of twenty five years and has previously various industry
    domains such as Automobiles, Transmission, IT, Airlines etc. Indrani has
    a Master's Degree in Industrial Psychology from the University of
    Mumbai and has a certification in Executive Management Development
    Programme, CEIBS (Shanghai,China).

    before you can put together a new way of
    operating. The preferred environment should
    be created for change to occur so that new
    ideas and visions can be formed in minds of
    the people. The unfreezing process passes
    through three phases. Firstly, there must be
    indicators that current conditions are not
    ideal. Secondly, this vital information must
    be communicated to the organisational
    members, and finally, a solution has to be
    found to reduce anxiety among the
    members.

    Transition/ Moving
    This is the stage where people have resolved
    their uncertainty, and, are looking forward to
    newer ways of doing things, and extending
    support to the new direction. Also,
    communication is vital to the success of
    change, and, people need to be given time
    to understand the change and feel highly
    connected to the organisation throughout
    the transition period.

    Refreezing
    At the point when the progressions are
    coming to fruition and individuals have
    grasped better approaches for working, the
    association is prepared to refreeze.
    Management experts use a structured
    approach using a 9-step model: A Define-
    Align- Manage framework for building a
    strong cultural foundation.

    This is definitely not a quick fix. It is a
    long intervention starting with understanding
    the prevailing culture and the desired culture

    62 � June 2018 www.humancapitalonline.com ◆

    to achieve the results. It involves getting the
    leadership buy-in as this is leadership-led.
    The process also requires understanding
    what is working well, and, deciding to
    continue with what needs to immediately
    stop and start. These are specific actions
    required to achieve the desired results. HR
    is responsible to be able to use tools,
    techniques and tricks for nurturing minds,
    behaviours and beliefs to suit the
    organisation's value system. In general, the
    most fruitful success strategy is, to begin
    with, leadership tools; including a vision or
    story of the future, cement the change in
    place with management tools such as role
    definitions, job descriptions, and
    organisational structure, measurement and
    control systems. Tools and techniques
    involve focused feedback, Managers as

    and innovation, both structurally and
    culturally, have been found to be critical to
    the success of culture change initiatives.
    Make changes where appropriate to support
    the new culture.
    3. Ensure staff and stakeholder
    participation: Change cannot succeed
    without the meaningful involvement of many
    people throughout the organisation.
    Participation can range from individually
    offering ideas, solutions, and, reactions to
    concepts, to taking part in team meetings to
    design and build the new culture and
    organisational structure.
    4. Communicate and demonstrate the
    change continuously: To frequently
    communicate and demonstrate the change-
    repeatedly, and, in both upward and
    downward direction – is necessary during
    the change process.
    5. Manage the emotional response – yours
    and your employees: Leadership
    effectiveness in times of change has been
    found to be critically related to the use of
    emotional intelligence. Employee emotions
    have a strong influence on how they
    approach to change, and, leaders need to be
    as analytical and strategize as much about
    their emotional messages as their cognitive
    ones.
    4. Examples of well-defined cultures and
    aligned workforces: We have seen how
    essential it is for organisations to go through
    change, E.g. Toyota, GE, Coca-Cola, etc.

    Witnessing success among these
    organisations in defining their culture and
    workforce, we at Diebold Nixdorf also felt
    that there is a real need to focus on several
    foundational imperatives that would improve
    how we do our work, and, how we serve our
    customers. The global market is changing and
    is all about VUCA. So, we had to respond
    appropriately to change along with it. Change
    begins with people and so focus on our
    people, and, constantly working on our
    organisational structure, process and design,
    is proving to be the reasons that have made
    us the global leaders in our domain. The
    thing that stands out with our approach is
    that it changes the relationships focused on
    the new culture, engagement and values. It is
    a transition to a place where we can
    successfully measure and achieve our results
    and be competitive in the market. Our ability
    to drive significant change rests on the
    positive attributes of our people. It is
    energized by our employee's passion for their
    work and also their willingness to change to
    build our company and our brand. We work
    together as one company with purpose,
    agility, transparency and mutual respect.

    coach, open and candid dialogues with
    employees, employee engagement at all
    stages of the culture change. Organisations
    use project plan tools as well.

    Driving cultural change requires active
    and intentional leadership. Whether you are
    changing the culture of a team, a division,
    or an entire enterprise, few steps to be kept
    in mind:

    1. Quantitatively measure your current
    cultural values: The first step to culture
    change is knowing where your current
    culture stands; that is, what employees
    believe your organisation's current values
    are.
    2. Intentionally align culture, strategy, and
    structure: Be sure that the culture change
    fits with the firm's or group's business
    strategy, and, that both fit with the
    organisation's structure (its formal systems
    and policies). Reconsider formal reporting
    relationships, job descriptions, selection and
    recruiting practices, performance appraisal,
    reward or compensation structures, and
    training and development. Supporting change

    CHANGE STRATEGY2
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

    …

    Three stage model

    Copyright of Human Capital is the property of HR Information Services and its content may
    not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's
    express written permission. However, users may print, download, or email articles for
    individual use.

    **PeacelynnWeek1ResponseLeadingChange.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/peacelynnweek1responseleadingchange-jpeg-10347701)

    **LashondaWeek1ResponseLeadingChange.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/lashondaweek1responseleadingchange-jpeg-10347703)

    **Week1DiscussionLeadingChange.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week1discussionleadingchange-jpeg-10347705)

    **JWI556Week1LectureNotes.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/jwi556week1lecturenotes-pdf-10347707)

    – 1
    – 2
    – 3
    – 4
    – 5

  • [Solved] module 1 Activity 550

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – ## Module1Activity550.docx – ## LizaAguirre-OviedoCapstoneFinalPresentation_May2022.pdf – Trust-BasedPhilanthropy-AQualitativeAnalysisofArizonasPhilanthropicSector-ErinOwenFinalCapstoneProjectMay2022-1.pdf – AbstractsofCompletedMSOGLCapstoneProjects_101021-1.pdf – Aguirre-Oviedo_CapstoneProject…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    – ## Module1Activity550.docx

    – ## LizaAguirre-OviedoCapstoneFinalPresentation_May2022.pdf

    – Trust-BasedPhilanthropy-AQualitativeAnalysisofArizonasPhilanthropicSector-ErinOwenFinalCapstoneProjectMay2022-1.pdf
    – AbstractsofCompletedMSOGLCapstoneProjects_101021-1.pdf
    – Aguirre-Oviedo_CapstoneProjectProspectus_March2022-1.pdf
    – Literaturereviewasamethod.pdf
    – AppliedProjectStart-upGuide_v1_MS-OGL_051322.pdf
    – Tranfieldetal.2003.pdf
    – LiteratureReview.pdf
    – Systemsthinkinginsustainabilitymanagementresearch.pdf

    **## Module1Activity550.docx**

    Module 1 Activity: Review Applied Project Start-up Guide, Applied Project Examples, and Abstracts

    ·
    **Due** Tuesday by 11:59pm

    ·
    **I will attach resources below**

    Instructions

    An element of this course is to identify and start working on your applied project.

    1. Please read the
    [MS-OGL applied project start-up guide](https://asu.instructure.com/courses/225986/files/109998111?wrap=1)

    for an overview of the applied project process, types of applied research you can do, examples of potential deliverables, and what is expected from an applied project.

    2.  Here are some additional resources for conducting a literature review:
    [Resource 1](https://asu.instructure.com/courses/225986/files/109998170?wrap=1)

    ,
    [Resource 2](https://asu.instructure.com/courses/225986/files/109998113?wrap=1)

    ,
    [Resource 3](https://asu.instructure.com/courses/225986/files/109998011?wrap=1)

    ,
    [Resource 4](https://asu.instructure.com/courses/225986/files/109998012?wrap=1)

    .

    3. Review these two examples of what success looks like for an MS-OGL applied project:

    · Owen, E. (2022 May)
    [Trust-Based Philanthropy – A Qualitative Analysis of Arizona's Philanthropic Sector](https://asu.instructure.com/courses/225986/files/109998112?wrap=1)

    · Aguirre-Oviedo, L. (2022 May). Capacity building during times of crisis: How nonprofit leaders in San Diego execute relational capital strategies to strengthen sustainability.

    · Website
    [https://www.integr8tiveleadership.com/](https://www.integr8tiveleadership.com/)

    ·
    [Prospectus](https://asu.instructure.com/courses/225986/files/109998109?wrap=1)

    ·
    [Defense presentation Power Point](https://asu.instructure.com/courses/225986/files/109998154?wrap=1)

    3. Skim these
    [MS-OGL applied project abstracts](https://asu.instructure.com/courses/225986/files/109998108?wrap=1)

    to see topics that have been studied and examples of research methods other students have used.

    After reviewing these items, consider what kind of applied research you might want to do and what type of deliverable you could create.

    **## LizaAguirre-OviedoCapstoneFinalPresentation_May2022.pdf**

    “Capacity Building During Times of Crisis – How

    Nonprofit Leaders in San Diego Execute Relational

    Capital Strategies to Strengthen Sustainability”

    Liza Aguirre-Oviedo

    Arizona State University
    MSOGL Capstone Colloquium Presentation

    ❑ Introduction – Capstone Decision Journey

    ❑ Project Summary – Solution
    ❑ Contents & Methods

    ❑ Scholarship – Framework

    ❑ The Project

    ❑ Lesson Types

    ❑ Broader Body of Knowledge
    ❑ Project Design & Layout

    ❑ Research Concluding Findings

    ❑ Research Expansion

    ❑ Model of Leadership

    Presentation Summary

    My Motto

    “Thrive in helping businesses and individuals

    maximize potentials.”

    Capstone Project – Synthesize Knowledge

    The Journey

    Capstone

    OGL 520

    Dr.
    Thomas

    OGL 574

    Dr.
    Chandler

    OGL 540

    Dr. Trihn

    OGL 562

    Dr.
    Castillo

    OGL 568

    Dr.
    Veech

    OGL 554

    Dr.
    Wallace

    OGL 553

    Dr.
    Hirshorn

    Capstone Project – Decision

    Journey

    “How could my capstone project help nonprofits and

    their leadership maximize potentials to strengthen

    sustainability during a time of crisis?”

    Sought to find answers embarking on two

    measures:

    SCHOLARSHIP

    RESEARCH

    Capstone Project – Scholarship

    Capstone Project – Research

    “What are the differences between the FOCUS and

    STRATEGIES of Citizen School’s capacity building

    in educational relational capital compared to their

    capacity building in corporation and foundation

    relational capital that are revealed in their press

    releases and preview reports?”

    Capstone Project – Additional

    Research

    The Problem

    How nonprofits operating in San Diego,
    California struggle with financial sustainability.

    Contributing Factors:
    1. Operating in Times of Crisis – Pandemic
    2. Size of the Nonprofit
    3. Limited Leadership Capacity Skills and or

    Resources

    One

    Solution

    Building Capacity in

    Relational Capital

    Capstone Project – Learning and
    Development Website

    Content

    &

    Methods

    MSOGL

    Learning Materials

    Qualitative Research

    Interviews

    Capstone Project – Areas of

    Knowledge

    Website Page – Communications

    Website Page – Resource Development

    Qualcomm CSR Report – Social Impact

    STEM Education

    Website Page – Organizational Culture

    Qualitative Data Research Interview

    Results

    Three factors impact an organization’s

    financial sustainability.

    1. Stakeholder Communications

    2. Strategic Planning

    3. Development

    BROADER BODY OF KNOWLEDGE

    Women in Leadership

    Equity & Inclusion

    Workplace Culture

    Empower Individuals

    Empower Teams

    We can provide the best resources and concepts to leaders to

    succeed, however if they are held back by a negative culture,

    negative communications, and limiting beliefs, those leaders will

    struggle in leading in any VUCA or non-VUCA environment.

    WEBSITE DESIGN & LAYOUT

    Conclusions drawn from the qualitative
    research indicate that organizational leaders
    of small nonprofits focus on communications
    and relationships, and struggle with a lack of

    sustainability planning. Contrary to large
    nonprofits place more focus on addressing
    relationships, economics (fundraising), and

    crisis strategies.

    Concluding Findings

    Question 2

    What stands out when you think

    of your organization building

    capacity in relational capital?

    Small
    “I think that the most important thing is
    engaging donors and prospective donors in the
    work of the organization.”

    Large
    “I think what stands out is that we highly price
    relational capital. If a billionaire wants to drop
    $200,000, we want to make sure that people
    feel that their contribution is valued.”

    Capstone Project

    Expansion

    Research further the WHY?

    Research further the background of nonprofit
    leaders and their organization’s governance.

    Professional Background

    Cultural Background

    Education Background

    Gender

    Capstone Project – MSOGL

    Reflection

    Leadership Motto

    A leader that develops and contributes to a healthy

    and balanced organizational culture, one that

    elevates respect, encourages collaboration,

    stimulates intelligence, and practices

    empowerment.

    Previous Model of Leadership

    80% Servant 20% Transformational

    New Model of Leadership
    25% Transformational 25% Servant 25% Authentic 25% Democratic

    50/50 Mix of Vertical and Shared Leadership

    Thank you!

    **Trust-BasedPhilanthropy-AQualitativeAnalysisofArizonasPhilanthropicSector-ErinOwenFinalCapstoneProjectMay2022-1.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/trust-basedphilanthropy-aqualitativeanalysisofarizonasphilanthropicsector-erinowenfinalcapstoneprojectmay2022-1-pdf-10344145)

    **AbstractsofCompletedMSOGLCapstoneProjects_101021-1.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/abstractsofcompletedmsoglcapstoneprojects-101021-1-pdf-10344155)

    **Aguirre-Oviedo_CapstoneProjectProspectus_March2022-1.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/aguirre-oviedo-capstoneprojectprospectus-march2022-1-pdf-10344147)

    **Literaturereviewasamethod.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/literaturereviewasamethod-pdf-10344137)

    **AppliedProjectStart-upGuide_v1_MS-OGL_051322.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/appliedprojectstart-upguide-v1-ms-ogl-051322-pdf-10344135)

    **Tranfieldetal.2003.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/tranfieldetal-2003-pdf-10344143)

    **LiteratureReview.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/literaturereview-pdf-10344139)

    **Systemsthinkinginsustainabilitymanagementresearch.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/systemsthinkinginsustainabilitymanagementresearch-pdf-10344141)

    **Systemsthinkinginsustainabilitymanagementresearch.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/systemsthinkinginsustainabilitymanagementresearch-pdf-10344141)

    **## Module1Activity550.docx**

    Module 1 Activity: Review Applied Project Start-up Guide, Applied Project Examples, and Abstracts

    ·
    **Due** Tuesday by 11:59pm

    ·
    **I will attach resources below**

    Instructions

    An element of this course is to identify and start working on your applied project.

    1. Please read the
    [MS-OGL applied project start-up guide](https://asu.instructure.com/courses/225986/files/109998111?wrap=1)

    for an overview of the applied project process, types of applied research you can do, examples of potential deliverables, and what is expected from an applied project.

    2.  Here are some additional resources for conducting a literature review:
    [Resource 1](https://asu.instructure.com/courses/225986/files/109998170?wrap=1)

    ,
    [Resource 2](https://asu.instructure.com/courses/225986/files/109998113?wrap=1)

    ,
    [Resource 3](https://asu.instructure.com/courses/225986/files/109998011?wrap=1)

    ,
    [Resource 4](https://asu.instructure.com/courses/225986/files/109998012?wrap=1)

    .

    3. Review these two examples of what success looks like for an MS-OGL applied project:

    · Owen, E. (2022 May)
    [Trust-Based Philanthropy – A Qualitative Analysis of Arizona's Philanthropic Sector](https://asu.instructure.com/courses/225986/files/109998112?wrap=1)

    · Aguirre-Oviedo, L. (2022 May). Capacity building during times of crisis: How nonprofit leaders in San Diego execute relational capital strategies to strengthen sustainability.

    · Website
    [https://www.integr8tiveleadership.com/](https://www.integr8tiveleadership.com/)

    ·
    [Prospectus](https://asu.instructure.com/courses/225986/files/109998109?wrap=1)

    ·
    [Defense presentation Power Point](https://asu.instructure.com/courses/225986/files/109998154?wrap=1)

    3. Skim these
    [MS-OGL applied project abstracts](https://asu.instructure.com/courses/225986/files/109998108?wrap=1)

    to see topics that have been studied and examples of research methods other students have used.

    After reviewing these items, consider what kind of applied research you might want to do and what type of deliverable you could create.

    **## LizaAguirre-OviedoCapstoneFinalPresentation_May2022.pdf**

    “Capacity Building During Times of Crisis – How

    Nonprofit Leaders in San Diego Execute Relational

    Capital Strategies to Strengthen Sustainability”

    Liza Aguirre-Oviedo

    Arizona State University
    MSOGL Capstone Colloquium Presentation

    ❑ Introduction – Capstone Decision Journey

    ❑ Project Summary – Solution
    ❑ Contents & Methods

    ❑ Scholarship – Framework

    ❑ The Project

    ❑ Lesson Types

    ❑ Broader Body of Knowledge
    ❑ Project Design & Layout

    ❑ Research Concluding Findings

    ❑ Research Expansion

    ❑ Model of Leadership

    Presentation Summary

    My Motto

    “Thrive in helping businesses and individuals

    maximize potentials.”

    Capstone Project – Synthesize Knowledge

    The Journey

    Capstone

    OGL 520

    Dr.
    Thomas

    OGL 574

    Dr.
    Chandler

    OGL 540

    Dr. Trihn

    OGL 562

    Dr.
    Castillo

    OGL 568

    Dr.
    Veech

    OGL 554

    Dr.
    Wallace

    OGL 553

    Dr.
    Hirshorn

    Capstone Project – Decision

    Journey

    “How could my capstone project help nonprofits and

    their leadership maximize potentials to strengthen

    sustainability during a time of crisis?”

    Sought to find answers embarking on two

    measures:

    SCHOLARSHIP

    RESEARCH

    Capstone Project – Scholarship

    Capstone Project – Research

    “What are the differences between the FOCUS and

    STRATEGIES of Citizen School’s capacity building

    in educational relational capital compared to their

    capacity building in corporation and foundation

    relational capital that are revealed in their press

    releases and preview reports?”

    Capstone Project – Additional

    Research

    The Problem

    How nonprofits operating in San Diego,
    California struggle with financial sustainability.

    Contributing Factors:
    1. Operating in Times of Crisis – Pandemic
    2. Size of the Nonprofit
    3. Limited Leadership Capacity Skills and or

    Resources

    One

    Solution

    Building Capacity in

    Relational Capital

    Capstone Project – Learning and
    Development Website

    Content

    &

    Methods

    MSOGL

    Learning Materials

    Qualitative Research

    Interviews

    Capstone Project – Areas of

    Knowledge

    Website Page – Communications

    Website Page – Resource Development

    Qualcomm CSR Report – Social Impact

    STEM Education

    Website Page – Organizational Culture

    Qualitative Data Research Interview

    Results

    Three factors impact an organization’s

    financial sustainability.

    1. Stakeholder Communications

    2. Strategic Planning

    3. Development

    BROADER BODY OF KNOWLEDGE

    Women in Leadership

    Equity & Inclusion

    Workplace Culture

    Empower Individuals

    Empower Teams

    We can provide the best resources and concepts to leaders to

    succeed, however if they are held back by a negative culture,

    negative communications, and limiting beliefs, those leaders will

    struggle in leading in any VUCA or non-VUCA environment.

    WEBSITE DESIGN & LAYOUT

    Conclusions drawn from the qualitative
    research indicate that organizational leaders
    of small nonprofits focus on communications
    and relationships, and struggle with a lack of

    sustainability planning. Contrary to large
    nonprofits place more focus on addressing
    relationships, economics (fundraising), and

    crisis strategies.

    Concluding Findings

    Question 2

    What stands out when you think

    of your organization building

    capacity in relational capital?

    Small
    “I think that the most important thing is
    engaging donors and prospective donors in the
    work of the organization.”

    Large
    “I think what stands out is that we highly price
    relational capital. If a billionaire wants to drop
    $200,000, we want to make sure that people
    feel that their contribution is valued.”

    Capstone Project

    Expansion

    Research further the WHY?

    Research further the background of nonprofit
    leaders and their organization’s governance.

    Professional Background

    Cultural Background

    Education Background

    Gender

    Capstone Project – MSOGL

    Reflection

    Leadership Motto

    A leader that develops and contributes to a healthy

    and balanced organizational culture, one that

    elevates respect, encourages collaboration,

    stimulates intelligence, and practices

    empowerment.

    Previous Model of Leadership

    80% Servant 20% Transformational

    New Model of Leadership
    25% Transformational 25% Servant 25% Authentic 25% Democratic

    50/50 Mix of Vertical and Shared Leadership

    Thank you!

    **Trust-BasedPhilanthropy-AQualitativeAnalysisofArizonasPhilanthropicSector-ErinOwenFinalCapstoneProjectMay2022-1.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/trust-basedphilanthropy-aqualitativeanalysisofarizonasphilanthropicsector-erinowenfinalcapstoneprojectmay2022-1-pdf-10344145)

    **AbstractsofCompletedMSOGLCapstoneProjects_101021-1.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/abstractsofcompletedmsoglcapstoneprojects-101021-1-pdf-10344155)

    **Aguirre-Oviedo_CapstoneProjectProspectus_March2022-1.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/aguirre-oviedo-capstoneprojectprospectus-march2022-1-pdf-10344147)

    **Literaturereviewasamethod.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/literaturereviewasamethod-pdf-10344137)

    **AppliedProjectStart-upGuide_v1_MS-OGL_051322.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/appliedprojectstart-upguide-v1-ms-ogl-051322-pdf-10344135)

    **Tranfieldetal.2003.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/tranfieldetal-2003-pdf-10344143)

    **LiteratureReview.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/literaturereview-pdf-10344139)

    **Systemsthinkinginsustainabilitymanagementresearch.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/systemsthinkinginsustainabilitymanagementresearch-pdf-10344141)

    **## Module1Activity550.docx**

    Module 1 Activity: Review Applied Project Start-up Guide, Applied Project Examples, and Abstracts

    ·
    **Due** Tuesday by 11:59pm

    ·
    **I will attach resources below**

    Instructions

    An element of this course is to identify and start working on your applied project.

    1. Please read the
    [MS-OGL applied project start-up guide](https://asu.instructure.com/courses/225986/files/109998111?wrap=1)

    for an overview of the applied project process, types of applied research you can do, examples of potential deliverables, and what is expected from an applied project.

    2.  Here are some additional resources for conducting a literature review:
    [Resource 1](https://asu.instructure.com/courses/225986/files/109998170?wrap=1)

    ,
    [Resource 2](https://asu.instructure.com/courses/225986/files/109998113?wrap=1)

    ,
    [Resource 3](https://asu.instructure.com/courses/225986/files/109998011?wrap=1)

    ,
    [Resource 4](https://asu.instructure.com/courses/225986/files/109998012?wrap=1)

    .

    3. Review these two examples of what success looks like for an MS-OGL applied project:

    · Owen, E. (2022 May)
    [Trust-Based Philanthropy – A Qualitative Analysis of Arizona's Philanthropic Sector](https://asu.instructure.com/courses/225986/files/109998112?wrap=1)

    · Aguirre-Oviedo, L. (2022 May). Capacity building during times of crisis: How nonprofit leaders in San Diego execute relational capital strategies to strengthen sustainability.

    · Website
    [https://www.integr8tiveleadership.com/](https://www.integr8tiveleadership.com/)

    ·
    [Prospectus](https://asu.instructure.com/courses/225986/files/109998109?wrap=1)

    ·
    [Defense presentation Power Point](https://asu.instructure.com/courses/225986/files/109998154?wrap=1)

    3. Skim these
    [MS-OGL applied project abstracts](https://asu.instructure.com/courses/225986/files/109998108?wrap=1)

    to see topics that have been studied and examples of research methods other students have used.

    After reviewing these items, consider what kind of applied research you might want to do and what type of deliverable you could create.

    **## LizaAguirre-OviedoCapstoneFinalPresentation_May2022.pdf**

    “Capacity Building During Times of Crisis – How

    Nonprofit Leaders in San Diego Execute Relational

    Capital Strategies to Strengthen Sustainability”

    Liza Aguirre-Oviedo

    Arizona State University
    MSOGL Capstone Colloquium Presentation

    ❑ Introduction – Capstone Decision Journey

    ❑ Project Summary – Solution
    ❑ Contents & Methods

    ❑ Scholarship – Framework

    ❑ The Project

    ❑ Lesson Types

    ❑ Broader Body of Knowledge
    ❑ Project Design & Layout

    ❑ Research Concluding Findings

    ❑ Research Expansion

    ❑ Model of Leadership

    Presentation Summary

    My Motto

    “Thrive in helping businesses and individuals

    maximize potentials.”

    Capstone Project – Synthesize Knowledge

    The Journey

    Capstone

    OGL 520

    Dr.
    Thomas

    OGL 574

    Dr.
    Chandler

    OGL 540

    Dr. Trihn

    OGL 562

    Dr.
    Castillo

    OGL 568

    Dr.
    Veech

    OGL 554

    Dr.
    Wallace

    OGL 553

    Dr.
    Hirshorn

    Capstone Project – Decision

    Journey

    “How could my capstone project help nonprofits and

    their leadership maximize potentials to strengthen

    sustainability during a time of crisis?”

    Sought to find answers embarking on two

    measures:

    SCHOLARSHIP

    RESEARCH

    Capstone Project – Scholarship

    Capstone Project – Research

    “What are the differences between the FOCUS and

    STRATEGIES of Citizen School’s capacity building

    in educational relational capital compared to their

    capacity building in corporation and foundation

    relational capital that are revealed in their press

    releases and preview reports?”

    Capstone Project – Additional

    Research

    The Problem

    How nonprofits operating in San Diego,
    California struggle with financial sustainability.

    Contributing Factors:
    1. Operating in Times of Crisis – Pandemic
    2. Size of the Nonprofit
    3. Limited Leadership Capacity Skills and or

    Resources

    One

    Solution

    Building Capacity in

    Relational Capital

    Capstone Project – Learning and
    Development Website

    Content

    &

    Methods

    MSOGL

    Learning Materials

    Qualitative Research

    Interviews

    Capstone Project – Areas of

    Knowledge

    Website Page – Communications

    Website Page – Resource Development

    Qualcomm CSR Report – Social Impact

    STEM Education

    Website Page – Organizational Culture

    Qualitative Data Research Interview

    Results

    Three factors impact an organization’s

    financial sustainability.

    1. Stakeholder Communications

    2. Strategic Planning

    3. Development

    BROADER BODY OF KNOWLEDGE

    Women in Leadership

    Equity & Inclusion

    Workplace Culture

    Empower Individuals

    Empower Teams

    We can provide the best resources and concepts to leaders to

    succeed, however if they are held back by a negative culture,

    negative communications, and limiting beliefs, those leaders will

    struggle in leading in any VUCA or non-VUCA environment.

    WEBSITE DESIGN & LAYOUT

    Conclusions drawn from the qualitative
    research indicate that organizational leaders
    of small nonprofits focus on communications
    and relationships, and struggle with a lack of

    sustainability planning. Contrary to large
    nonprofits place more focus on addressing
    relationships, economics (fundraising), and

    crisis strategies.

    Concluding Findings

    Question 2

    What stands out when you think

    of your organization building

    capacity in relational capital?

    Small
    “I think that the most important thing is
    engaging donors and prospective donors in the
    work of the organization.”

    Large
    “I think what stands out is that we highly price
    relational capital. If a billionaire wants to drop
    $200,000, we want to make sure that people
    feel that their contribution is valued.”

    Capstone Project

    Expansion

    Research further the WHY?

    Research further the background of nonprofit
    leaders and their organization’s governance.

    Professional Background

    Cultural Background

    Education Background

    Gender

    Capstone Project – MSOGL

    Reflection

    Leadership Motto

    A leader that develops and contributes to a healthy

    and balanced organizational culture, one that

    elevates respect, encourages collaboration,

    stimulates intelligence, and practices

    empowerment.

    Previous Model of Leadership

    80% Servant 20% Transformational

    New Model of Leadership
    25% Transformational 25% Servant 25% Authentic 25% Democratic

    50/50 Mix of Vertical and Shared Leadership

    Thank you!

    **Trust-BasedPhilanthropy-AQualitativeAnalysisofArizonasPhilanthropicSector-ErinOwenFinalCapstoneProjectMay2022-1.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/trust-basedphilanthropy-aqualitativeanalysisofarizonasphilanthropicsector-erinowenfinalcapstoneprojectmay2022-1-pdf-10344145)

    **AbstractsofCompletedMSOGLCapstoneProjects_101021-1.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/abstractsofcompletedmsoglcapstoneprojects-101021-1-pdf-10344155)

    **Aguirre-Oviedo_CapstoneProjectProspectus_March2022-1.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/aguirre-oviedo-capstoneprojectprospectus-march2022-1-pdf-10344147)

    **Literaturereviewasamethod.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/literaturereviewasamethod-pdf-10344137)

    **AppliedProjectStart-upGuide_v1_MS-OGL_051322.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/appliedprojectstart-upguide-v1-ms-ogl-051322-pdf-10344135)

    **Tranfieldetal.2003.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/tranfieldetal-2003-pdf-10344143)

    **LiteratureReview.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/literaturereview-pdf-10344139)

    **Systemsthinkinginsustainabilitymanagementresearch.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/systemsthinkinginsustainabilitymanagementresearch-pdf-10344141)

    – 1
    – 2
    – 3
    – 4
    – 5
    – 6
    – 7
    – 8
    – 9
    – 10

  • [Solved] human resources

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    Regarding your research proposal topic selected in Unit 1 and your research question, hypothesis and 3-5 survey questions created in Unit 3, describing your proposed research. For this assignment you can download and use the [qualitative research template](https://resources.careered.com/LCMSFileShar…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    Regarding your research proposal topic selected in Unit 1 and your research question, hypothesis and 3-5 survey questions created in Unit 3,  describing your proposed research.
    For this assignment you can download and use the [qualitative research template](https://resources.careered.com/LCMSFileSharePreview/Resources/MSWordDocument/BADM_440_Qualitative%20Business%20Research%20Template.docx) or the [quantitative research template](https://resources.careered.com/LCMSFileSharePreview/Resources/MSWordDocument/BADM_440_Quantitative%20Business%20Research%20Template.docx).
    The required information for this Individual Project includes the following:
    **Introduction**
    – Brief overview of your project and what the proposal is going to consist of
    – Purpose of your research and why it is exciting and worth pursuing
    **Purpose of the Study**
    – One research question
    – Hypothesis or statement of the problem regarding the research question
    – Your rationale for selecting your proposed research methodology
    **Methodology**
    – Research strategy that you will use to explore the problem
    – Method for securing the sample population
    – Method for delivery of the survey questions, or indicate whether interviews will be conducted
    – Explanation of any biases or ethical considerations and what you will do to limit their impact on your research
    **Conclusion**
    – Why your research project is valuable
    – How your research is connected to your major goals and your future research interest
    – A time line in chronological order of your research activities from start through completion
    \
    ResearchPlanforHumanResourcesStudy.docx](https://www.sweetstudy.com/files/researchplanforhumanresourcesstudy-docx-10344271 "ResearchPlanforHumanResourcesStudy.docx")
    \
    UnethicalBusinessResearchAnalysis.docx](https://www.sweetstudy.com/files/unethicalbusinessresearchanalysis-docx "UnethicalBusinessResearchAnalysis.docx")

  • [Solved] Human Resource Management HRM 300 Mod 2 Assignment HR Inbox

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    In-depth study guidance and analytical solution covering Human Resource Management HRM 300 Mod 2 Assignment HR Inbox.

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    Full assignment prompt and step-by-step guidance are included in the downloadable solution file.

  • [Solved] HRM 300 Milestone Mod 2

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    In-depth study guidance and analytical solution covering HRM 300 Milestone Mod 2.

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    Full assignment prompt and step-by-step guidance are included in the downloadable solution file.

  • [Solved] Healthcare Finance Overview (Assessment 1)

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    Prepare a presentation for new hire orientation that addresses the organization's three types of revenue sources: Medicaid, Medicare, and managed care. For each revenue source, explain the purpose of the program, how the organization is reimbursed, and the benefits of the program. Introduction: **No…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    Prepare a presentation for new hire orientation that addresses the organization's three types of revenue sources: Medicaid, Medicare, and managed care. For each revenue source, explain the purpose of the program, how the organization is reimbursed, and the benefits of the program.
    Introduction: **Note:** The assessments in this course build upon each other, so you are strongly encouraged to complete them in sequence.
    Healthcare finance has changed dramatically with the advent of the Affordable Care Act (ACA) in 2010. Its effects continue to impact organizations and individuals. The healthcare industry has transitioned to a unique and complex entity as a result of the ACA's legal and regulatory ramifications. The shift in delivery systems requires healthcare leaders to possess new skill sets (Office of the Legislative Counsel, 2010).
    Healthcare leaders at all levels within an organization must be comfortable with financial statements and basic accounting principles. As an early careerist, you may be involved in conversation to evaluate existing and new healthcare service lines. You may be asked to participate in various financial activities, such as team budgeting activities and development of a departmental budget. As a mid or advanced careerist, you may be evaluating higher-level organization financing options, determining cash flow needs, or presenting financial information to the CEO and board.
    Finally, one of the number one things that you will do as a healthcare leader is manage expenses. There are many variables to managing expenses in healthcare, from managing fixed assets, payroll and capital expenses. You will look at the classifications of expenses and costs, and review depreciation and how that is calculated. You will also review the difference between variable and fixed costs in healthcare and how those can be managed effectively.
    Regardless of your position within the organization, understanding healthcare finance is a critical success factor for effective and responsible healthcare leadership.
    #### **Reference**
    Office of the Legislative Counsel. (2010). _Compilation of patient protection and Affordable Care Act_. http://housedocs.house.gov/energycommerce/ppacacon.pdf
    Scenario: Sustainable healthcare organizations today need to balance the clinical and fiscal facets of the operation. People at all levels in a healthcare organization need to understand how the organization makes money (accounts receivable) and how it chooses to allocate or spend these resources (accounts payable).
    **Early careerists** in a healthcare organization may participate in any or all of the following financial activities:
    – Evaluate existing and new healthcare service lines.
    – Develop a departmental budget.
    – Provide input to strategic planning or finance department meetings.
    **Mid-level or advanced careerists** may be asked to:
    – Evaluate higher-level organization financing options.
    – Anticipate cash flow needs.
    – Present financial information to the CEO and board.
    For the purpose of this assessment, assume you are a manager in a healthcare organization. Your organization likes to educate employees about the organization's fiscal operations from the very start—at new hire orientation. You have been asked to prepare a presentation for new hire orientation that addresses the organization's three types of revenue sources: Medicaid, Medicare, and managed care.
    Preparation: You will prepare a presentation with speaker notes and slides on the three revenue sources for healthcare organizations: Medicare, Medicaid, and managed care. The last three slides of your presentation should cover the quality metrics for each revenue source and include a 3–5 minute audio recording. You may use PowerPoint or Kaltura to record your presentation. The audience for your presentation is new hires attending orientation.
    – Conduct independent research on Medicare, Medicaid, and managed care.
    – See the "Merit-Based Incentive Payment System (MIPS): Participation Options Overview" resource from the Quality Payment Program website by the Centers for Medicare & Medicaid Services.
    – [Merit-Based Incentive Payment System (MIPS).](https://capella.alma.exlibrisgroup.com/leganto/public/01CAPELLA_INST/lists/2462447970006731?auth=SAML&section=2532824840006731)
    – [Focus your research on current resources available through scholarly and/or authoritative sources. This resource will help you identify scholarly and authoritative sources:](https://capella.alma.exlibrisgroup.com/leganto/public/01CAPELLA_INST/lists/2462447970006731?auth=SAML&section=2532824840006731)
    – [Health Administration Master's Program (MHA) Library Guide.](https://capellauniversity.libguides.com/mha)
    Instructions:   Create a 12–15 slide PowerPoint presentation with speaker notes. Incorporate the information you gained from your independent research on Medicare, Medicaid, and managed care in the presentation.
    Also include a recorded narrative for the last three slides of your PowerPoint presentation. These slides should cover the quality metrics for each revenue source, and include a 3–5 minute audio recording explaining the quality metrics you have noted. Your audio narration can be recorded directly on the last three slides of the PowerPoint document, or recorded as a separate Kaltura screen recording of the last three slides with audio narration.
    Please be sure to address all of the following headings and answer all of the questions underneath each heading in your presentation:
    ### **Introduction: Healthcare Revenue Sources—Medicare, Medicaid, and Managed Care (2–3 slides)**
    – What are the three main types of healthcare revenue sources?
    – **Note:** Find ways to engage your audience in the first few minutes of your presentation. Can you open with a startling statistic or a compelling quote or question? Feel free to be creative when labeling your slides.
    ### **Medicare (3–4 slides)**
    – What is Medicare's purpose?
    – What benefits do Medicare program participants receive?
    – What steps do healthcare organizations take to be reimbursed for the Medicare services they provide?
    – Consider creating a flow chart to illustrate the major steps in the process.
    – What challenges do healthcare organizations face in terms of reimbursement?
    – What data and/or quality metrics does the organization need to provide for reimbursement?
    – How long does it take to receive reimbursement?
    ### **Medicaid (3–4 slides)**
    – What is Medicaid's purpose?
    – What benefits do Medicaid program participants receive?
    – What steps do healthcare organizations take to be reimbursed for the Medicaid services they provide?
    – Consider creating a flow chart to illustrate the major steps in the process.
    – What challenges do healthcare organizations face in terms of reimbursement?
    – What data and/or quality metrics does the organization need to provide to be reimbursed?
    – How long does it take to receive reimbursement?
    ### **Managed Care (3–4 slides)**
    – What is managed care's purpose?
    – What benefits do managed care program participants receive?
    – What steps do healthcare organizations take to be reimbursed for the managed care services they provide?
    – Consider creating a flow chart to illustrate the major steps in the process.
    – What challenges do healthcare organizations face in terms of reimbursement?
    – What data and/or quality metrics does the organization need to provide for reimbursement?
    – How long does it take to receive reimbursement?
    ### **Conclusion (2–3 slides)**
    – What key information do you want new hires to retain from your presentation?
    – Consider creating a grid or job aid that highlights critical information about each revenue source all in one place.
    – Include the quality metrics for each revenue source.
    – How can you close your presentation in a memorable way?
    ### **Practice and Record Your Conclusion**
    – **Record a narrative of the last three slides of your presentation.** These slides should cover the **quality metrics for each revenue source**. To complement those slides, please include a 3–5 minute audio recording explaining the quality metrics you have noted. Your audio can be done directly into the PowerPoint presentation or using Kaltura in a separate recording.
    – **Note:** If you require the use of assistive technology or alternative communication methods to participate in this activity, please contact [DisabilityServices@Capella.edu](mailto:DisabilityServices@Capella.edu) to request accommodations.
    – **Listen to your audio prior to submitting** to ensure it is loud enough.
    – **Upload your slides, speaker's notes and recording (if it is a separate file from the PowerPoint)** to the assessment area.
    Additional Requirements : Your assessment should also meet the following requirements:
    – **Written communication:** Your slides need to include bullet points highlighting the key concepts. As a best practice, each slide should contain no more than 5–7 bullet points and no more than 5–7 words per bullet point. Use speaker notes to include additional information. Appropriately balance text and visuals. Make sure your content is clear, persuasive, well-organized and free of errors in grammar, punctuation, and spelling.
    – **Title slide:** Develop a descriptive title for your presentation of 5–15 words. It should stir interest, yet maintain professional decorum.
    – **Length:**12–15 slides with speaker notes and a 3–5 minute audio narration during the final three slides.
    – If you use Kaltura, you can upload your recording to the courseroom, or provide a working link your faculty can access.
    – **Font and font size:** Appropriate size and weight for presentations, generally 24–28 points for headings and no smaller than 18 points for bullet-point text.
    – **Reference slide:** Include a **minimum** of three citations to current scholarly and or authoritative sources in a final reference slide. These sources need to be from your independent research, over and above the resources in the suggested reading list for this assessment. Current means they can be no more than five years old.
    – **APA format:** Ensure in-text citations and references adhere to current APA format. For an APA refresher, review the [Evidence and APAsection of the Writing Center.](https://lat.strategiced.com/redirect?linkid=1540)
    Competencies measured :By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and rubric criteria:
    – Competency 1: Develop financial strategies to address dynamic environmental forces.
    – Explain the purpose of healthcare reimbursement programs.
    – Explain the data and/or quality metrics that the organization needs to provide for reimbursement. Prepares a 3–5 minute audio overlay regarding metrics.
    – Competency 2: Analyze the cost and revenue implications for organizational changes due to environmental forces.
    – Analyze the reimbursement process that healthcare organizations must undertake.
    – Explain the challenges that healthcare organizations face in terms of reimbursement, including how long it takes to be reimbursed.
    – Competency 4: Communicate in a manner that is scholarly, professional, and consistent with expectations for professionals in health care administration.
    – Write content clearly and logically with the correct use of grammar, punctuation, and mechanics.
    – Format citations and references using the APA style.