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Week 2 DQ

Applying Jack’s 8 Rules of Leadership
In this week’s videos, Jack Welch discusses “What Leaders Do: 8 Essential Rules.”
Share an experience that you have had working in a dysfunctional team. Looking back, how might you have applied at least one of Jack’s Rules to help resolve the issue(s)? Support your answer with information from your DiSC assessment results. I have attached my DiSC assessment results. Please include in text citation and references.

Business week 2

In Chapter 4, the authors explore corporate governance and the ways in which it has evolved and propose an alternative model of corporate governance. They first examine the concept of legitimacy and the part that corporate governance plays in establishing a business’s legitimacy. They then explore how good corporate governance can mitigate the problems created by the separation of ownership and control and examine some of the specific challenges facing board members today. Chapter 5 provides a broad overview of how social, ethical, and public issues fit into the organization’s general strategic management processes. Corporate public policy, that part of management decision-making that encompasses these issues, is discussed. Corporate social performance reporting also is examined. Finally, the chapter covers public affairs management as the formal organizational approach companies use to deal with these issues. The chapter’s overarching goal is to focus on planning for the turbulent social and ethical stakeholder environment currently existing. The decision-making processes known as issues management and crisis management are two important ways that organizations deal with internal issues (e.g., corporate scandals, litigation, employee rights, sexual harassment, product safety, workplace safety, sweatshops, bribery and corruption, smoking in the workplace, and deceptive advertising) and external issues (e.g., natural disasters and terrorist attacks). Chapter 6 introduces the concepts of issues management and crisis management, distinguishes between them, and describes their similarities. The authors utilize the conventional approach toward issues management, not because it is favored, but because it concentrates on public, social, and ethical stakeholder issues.
Learning Objectives:
Chapter 4. Corporate Governance: Foundational Issues
Learning Objectives
After studying this chapter, you should be able to:
Link the issue of legitimacy to corporate governance.
Discuss the problems that have led to the recent spate of corporate scandals and problems in corporate governance.
Discuss the principal way in which companies can improve corporate governance.
Discuss the role of shareholders and the idea of strengthening shareholder voice. What are some of the mechanisms that enable this?
Discuss the role of the SEC in protecting investors.
Discuss the principal ways in which shareholder activists exert pressure on corporate management to improve governance.
Discuss investor relations and the concept of shareholder engagement.
Compare and contrast the shareholder-primacy and the director-primacy models of corporate governance. What are their strengths and weaknesses? Which do you prefer and why?
Chapter 5. Strategic Management and Corporate Public Affairs
Learning Objectives
After studying this chapter, you should be able to:
Describe the concepts of strategic management and corporate public policy.
Articulate the four major strategy levels and explain enterprise-level strategy, social entrepreneurship, and the benefit corporation.
Explain the strategic management process and the role that sustainability reports and integrated reports play in the process.
Link public affairs with the strategic management function.
Describe the public affairs function today, and enumerate the different activities and functions that comprise it.
Chapter 6. Risk, Issue, and Crisis Management
Learning Objectives
After studying this chapter, you should be able to:
Distinguish between risk management, issue management, and crisis management.
Describe the major categories of risk and some of the factors that have characterized risk management in actual practice.
Define issue management and the stages in the issue management process.
Define Crisis management and identify four crisis stages.
List and discuss the major stages or steps involved in managing business crises
Do research on the impact of Hurricane Sandy on business organizations. What have been successful and unsuccessful examples of crisis management that have come out of this research? Is terrorism a likely crisis for which business may prepare? How does preparation for terrorism (which comes from without) compare with preparation for ethical scandals (which come from within)?

You are required to complete a company profile assignment (5-6 paragraphs) designed to get you thinking about the issues

Business Assignment Help You are required to complete a company profile assignment (5-6 paragraphs) designed to get you thinking about the issues related to organizational theory before we dive into the case studies presented in the course. You will have the opportunity to provide (in your own words) a definition of the term organization, summarize your own organization, and outline some specifics regarding the organization’s structural design and approaches you see for improvement. Specifically, I want you to address issues like the morale within the organization and the effectiveness of leadership to promote a positive culture and promote strong values within the company.

Your paper should be double-spaced, 12-point font, and one inch margins. Be sure to include the following:

Part One: In your own words, define an Organization.

Part Two: Provide a summary (5-6 paragraphs) of your organization including the following information. You may use an organization you are currently in or one you worked with in the past*

Where you work, company type, and industry. For example: “I work at XYZ company. We operate a prominent Physical Therapy business. I serve the company
as a consultant. My duties include…”
What is your organization’s purpose, mission, and strategic intent?
Explain the primary differences between an organic and a mechanistic organization design. Which type of organization do you think would be easier to
manage? Why?
How does your organization assess organizational effectiveness?

QM685 PARK UNIVERSITY Innovative Project Management

In QM685, the ENOVALE process was introduced. As a process it worked well. However, the process needed to be more specific and that resulted in the creation of the N2OVATE process.
The evolution from the ENOVALETM to N2OVATETM represents a knowledge and experience leap. Clients require detail that is more specific and this workbook provides that level of detail. Previously, there were seven steps for each type of innovation (new, improved, and changed). For innovation projects classified as new, there are three distinctive characteristics (outcomes):
Products, services, or technology that is unique (truly a new item)
Products, services, or technology that is a new application (new uses)
Products, services, or technology that takes a new approach (new markets, reformulation)
For example, there are three steps for all “new” types of innovations, which includes the three distinctive outcomes (new/unique, new application/use, new approach). Except for some modification, each of the three outcomes used the same process. With the N2OVATE process, each innovation type truly requires its own specific process. It is simpler to keep each type of new separate. Three chapters of the Project Management Handbook are dedicated to new types of innovations outcomes.
For improvement, there are two processes (sharing some common steps). Improvement is either associated with increasing performance (which exceeds performance standards to meet expectations) or bringing performance back to meet its original set of expectations. Finally, change recognizes that replacement is a viable option. Each of the seven processes builds on the N2OVATE platform. We expect and encourage our clients to develop their own proprietary processes, as not every sub-step may apply to their particular industry, business or organization. This methodology will lead to a mindset change that creates an innovation-supportive culture. (McLaughlin

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