Fluent Essays

I need 2 different Documents as one is for the discussion and the other one is for Assignment and both should be STRICTLY PLAGIARISM FREE.DISCUSSION TOPIC:Length: Minimum of 400 wordsRead the article(attached Week 3 Discussion Study Material --- Stories to Fuel Your Mind.pdf) and provide 2 examples own on what to say and 2 examples of what not to say. You may chose to provide your examples in a a news template, flyer pamphlet, or other platforms that is innovative and creative. The objective of this discussion is to think like a leader.1 in-text citation and of course, add the citation in your reference section. APA style required.ASSIGNMENT TOPIC: How to choose and invest in stocks for the next two yearsLength: Minimum of 600 wordsThe 3-Step Process Part one entails providing an outline of the 3-Step Process.Read the attachment provided for further instructions on how to complete your 3-Step Process. (Week 3 Strategic Planning Assignment_3Step Process.pdf)TOPIC Name - How to choose and invest in stocks for the next two yearsUsing the Questions in the 2nd page of attached doc (Week 3 Strategic Planning Assignment_3Step Process.pdf) complete the assignment using the topic as provided above.Your responses must be complete, detailed and in APA format with minimum of 2 references by following the below guide linesAPA Guide LinesEncourage you to paraphrase other professional subject matter experts and cite his/her work. Citations are added as a reference in the reference page.Type the question as a Heading after the Introduction paragraph. Ensure that your report is wholesome/has substance like as if you are in a board meeting and having to defend the companys action or lack of action.Spell out the acronyms first and if mentioned again, you can type the acronym like CFO. You want to make sure your readers completely understand what you are saying and not have your readers guess.Add more references, which means you will have more citation added to your paper.Who you have listed in the reference should be mentioned (cited) in the paper. paper must be completed in APA style format(attached).Need the work to be submitted in time & both ASSIGNMENT & DISCUSSION SHOULD BE STRICTLY PLAGIARISM FREE. week_3_discussion_study_material_____stories_to_fuel_your_mind.pdf week_3_strategic_planning_assignment_3step_process.pdf preferred_apa_template_for_all_papers_in_this_class.docx it_strategy_textbook.pdf Unformatted Attachment Preview STORIES: FUEL YOUR MIND THOUGHTS WORTHY OF KEEPING WORDS TO TURN A CONVERSATION AROUND AND THOSE TO AVOID CHOOSE YOUR WORDS CAREFULLY AND YOU CAN GET SOMEONE TO CHANGE THEIR MIND OR SEE YOU IN A NEW LIGHT. The Guardian: Rosie Ifould It’s not what you say, it’s how you say it – isn’t it? According to language analysts, we may have this wrong. ‘‘We are pushed and pulled around by language far more than we realise,” says Elizabeth Stokoe, professor of social interaction at Loughborough University. Stokoe and her colleagues have analysed thousands of hours of recorded conversations, from customer services to mediation hotlines and police crisis negotiation. They discovered that certain words or phrases have the power to change the course of a conversation. Some of these words are surprising and go against what we’ve been taught to believe. (For example, in a study of conversations between doctors and patients, evidence showed that doctors who listed “options” rather than recommended “best-interest” solutions, got a better response, despite the suggestion from hospital guidelines to talk about the best interests of the patient.) But, from conversation analysts such as Stokoe to FBI negotiators and communication coaches, we’re learning which words are likely to placate or persuade us. Here are some of the biggest dos and don’ts. 1 Reading: 7 Minutes FUEL YOUR MIND STORIES by POCKET FOOD FOR THOUGHT DO USE: WILLING DO USE: SPEAK DO USE: HELLO One of the first words Stokoe came across that seemed to have a magical effect on people was “willing”. “It started with looking at mediation telephone calls,” she explains – that is, calls to or from a mediation centre, where the aim was to persuade people to engage with mediation to resolve their conflicts. “When they’re in a dispute, people usually want a lawyer or the police. They don’t really want mediation, so they’re quite resistant.” The word “talk” seems to make a lot of people resistant to conversation. “We observed this when looking at interactions between police negotiators and suicidal persons in crisis,” Stokoe says. Negotiators who used phrases such as, “I’m here to talk” met with more resistance. “Persons in crisis would often respond with something like: ‘I don’t want to talk, what’s the point in talking?’” “‘Hello’ is a really important word that can change the course of a conversation,” Stokoe says. “It’s about how you respond to people who are what we call ‘first movers’ – people who say something really critical, apropos of nothing.” It might be the work colleague who steams up to your desk with a complaint or the neighbour who launches into a rant about parking as you’re putting out the bins. “What do you do with that person? Rather than respond in the same manner, saying something nice, such as a very bright ‘Hello!’, derails and socialises that other person a little bit.” Stokoe found that people who had already responded negatively when asked if they would like to attend mediation seemed to change their minds when the mediator used the phrase, “Would you be willing to come for a meeting?” “As soon as the word ‘willing’ was uttered, people would say: ‘Oh, yes, definitely’ – they would actually interrupt the sentence to agree.” Stokoe found it had the same effect in different settings: with business-to-business cold callers; with doctors trying to persuade people to go to a weight-loss class. She also looked at phrases such as “Would you like to” and “Would you be interested in”. “Sometimes they worked, but ‘willing’ was the one that got people to agree more rapidly and with more enthusiasm.” What to say Deploy it when you’ve already been met with some resistance: “I know it’s not your first choice, but would you be willing to meet on Friday?” When the verb was “speak”, however, persons in crisis were more likely to open up the conversation or offer new information. Why the difference? Stokoe suspects it’s because the cultural idioms associated with “talk” cast a negative shadow. “‘You’re all talk; talk is cheap; you talk the talk, but don’t walk the walk’: we seem to think that people who want to talk don’t place much value on what we’re saying.” What to say Use it when you want to resist getting into a confrontation. “You have to be careful not to sound too passive-aggressive,” Stokoe says, “but just one friendly word in a bright tone can delete the challenge of the conversation.” There was a similar difference in the effectiveness of the word “sort”, as opposed to “help”. “Let’s sort it” feels much more direct and active. “There’s no point in trying to fake a softly-softly relationship with someone in crisis. Better to be practical and direct.” What to say If you really want someone to engage with you, use, “Can I speak to you about this?”, rather than “Can we talk?” 2 Reading: 7 Minutes FUEL YOUR MIND STORIES by POCKET FOOD FOR THOUGHT DON’T USE: YES, BUT If you’re stuck in a circular argument and you’re convinced that you’re the reasonable one, try listening out for how often you both use the phrase “Yes, but”. “We all know the phrase ‘Yes, but’ really means ‘No, and here’s why you’re wrong’,” says Rob Kendall, author of Workstorming. A conversation expert, Kendall sits in on other people’s meetings as an observer. The phrase “Yes, but” is one of the classic warning signs that you’re in an unwinnable conversation, he says. “If you hear it three or more times in one discussion, it’s a sign that you’re going nowhere.” What to say Kendall advises shifting the conversation by asking the other person “What’s needed here?” or, even better, “What do you need?” “It takes you from what I call ‘blamestorming’ to a solution-focused outcome.” DON’T USE: HOW ARE DON’T USE: JUST YOU? In 2015, Ellen Leanse, a former Google Stokoe uses her research to work with groups on improving their communication, including groups of business-to-business cold callers. “One of the main messages of that work was to tell people to stop building rapport,” she says. “Salespeople are trained to do small talk at the beginning of calls, but we were able to show with our research that it doesn’t work. “Not only is there no evidence of reciprocal rapport-building, but also you’re more likely to irritate the other person and extend the length of that call.” It’s not so much that the “How are you?” is rude, but rather that it’s false. In real life, no one asks “How are you today?” in that coldcall way, if they know the person and genuinely want an answer to the question. We would rather they got to the point. What to say The next time you have to speak to someone you don’t know, don’t be overly friendly. Stick to being polite. executive, wrote a LinkedIn blog about the way men and women use the word “just”’. In the blog, which went viral, she claimed that women use it far more often than men. “It hit me that there was something about the word I didn’t like. It was a ‘permission’ word – a warm-up to a request, an apology for interrupting, a shy knock on the door before asking: ‘Can I get something I need from you?’” Leanse asked her co-workers to have a moratorium on the word “just”, banning it from their communication. She claimed the difference in how confident people felt was noticeable after a few weeks. Her evidence wasn’t scientific, but, even so, “just” is one of those words that has a habit of creeping into our emails and spoken conversations. Fine if you’re trying to be placatory, but if you want to have more authority, lose the “just”. What to say Try your own experiment over the next week. Read your emails back before you send them and count the number of times that “I just wanted to” or “Could I just” appear. Edit them out and see the difference in tone. 3 Strategic IT Planning: The 3-Step Process Assignment Part 1: 25 points (Week 7 assignment part 2 is worth 75 points) This is a two-part project. Part one entails providing an outline of the 3-Step Process. Part two entails providing a proposal paper using the Development Plan. Introduction Strategic IT Planning is required to ensure your resources and assets continue providing the results and the support your organization needs. What is a Strategic Plan? It is a roadmap to achieving a goal. It may cover your entire department or responsibility or it may focus on a specific issue or element of your role. It can be long and involved or a simply one-page document that provides guidance and steps you need to implement to achieve a goal. Making it Happen There are a few things that are important to your success. While it may seem that developing the Strategic Plan is the hardest part, most plans fail because of the implementation. The key is to keep it small and be successful, then build on that success for the next initiative. Don’t bite off too much or try to be too ambitious. • Take your time and keep it manageable • Link your plan to your company’s strategy • Justify your initiative and get buy-in and support • Don’t re-invent, rebuild • Go slow, manage change • Set aside time from your operational responsibilities to make it happen Without a Strategic Plan, you and your team won’t be effective and you won’t be able to get results, get attention and get ahead. Why you need an IT Strategy: Redirect from tasks to opportunities and result • Switch from fighting fires to preventing fires • Reduce risk with planning and a longer view Strategic Plans fail because it never gets written or because it is too complex. Use the following 3 questions to design your strategic plan outline. Select a topic that you plan to defend via the strategic plan proposal, get topic approval from your professor, and start finding resources as well as the steps you need to take to achieve your strategic plan. Note: Be sure to use terms, principles, strategies, and theories in your IT Strategy textbook. 1. Why do you need to do it? What is your goal? 2. What are the things you need to get done to achieve your goal? 3. How can you make those things happen? By answering the 3 questions above, you will have the grounded baseline to developing an effective IT Strategic Plan. 1 Type name of case study here Type Your Full Name Here Professor Dr. Lynda Marshall University Of The Cumberlands Organization Leadership And Decision Making Type Date Here 2 Abstract Type a paragraph that briefs your audience/ reader about your paper. Synthesize each topic of discussion. The abstract section is always typed on page 2 following the title page. Font type is Times New Roman with 12 font size letters. 3 Introduction Type a paragraph that prepares your audience/ reader on what you are about to say. Indent the first sentence of each paragraph and include in-text citations using the list from your reference list. Font type is Times New Roman with 12 font size letters. 1. Type question here Type your response to the question here. Indent the first sentence of each paragraph and include in-text citations using the list from your reference list. Font type is Times New Roman with 12 font size letters. 2. Type question here Type your response to the question here. Indent the first sentence of each paragraph and include in-text citations using the list from your reference list. Font type is Times New Roman with 12 font size letters. 3. Type question here Type your response to the question here. Indent the first sentence of each paragraph and include in-text citations using the list from your reference list. Font type is Times New Roman with 12 font size letters. Summary Type a paragraph that summarizes to your audience/ reader what you just said. Indent the first sentence of each paragraph and include in-text citations using the list from your reference list. Font type is Times New Roman with 12 font size letters. 4 REFERENCES Take note that the first line of the reference is left aligned with second line as hanging indentation. See example below. Last Name, Abbreviate First Name. Abbreviate Middle Name. (Year). Type title of article here and in Italic font. (Web Article). Retrieved from Type or Paste URL Address here IT Strategy: Issues and Practices This page intentionally left blank Third Edition IT Strategy: Issues and Practices James D. McKeen Queen’s University Heather A. Smith Queen’s University Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montréal Toronto Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editor in Chief: Stephanie Wall Acquisitions Editor: Nicole Sam Program Manager Team Lead: Ashley Santora Program Manager: Denise Vaughn Editorial Assistant: Kaylee Rotella Executive Marketing Manager: Anne K. Fahlgren Project Manager Team Lead: Judy Leale Project Manager: Thomas Benfatti Procurement Specialist: Diane Peirano Cover Designer: Lumina Datamantics Full Service Project Management: Abinaya Rajendran at Integra Software Services, Pvt. Ltd. Cover Printer: Courier/Westford Composition: Integra Software Services, Pvt. Ltd. Printer/Binder: Courier/Westford Text Font: 10/12 Palatino LT Std Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this ­textbook appear on appropriate page within text. Copyright © 2015, 2012 and 2009 by Pearson Education, Inc., Upper Saddle River, New Jersey, 07458. Pearson Prentice Hall. All rights reserved. Printed in the United States of America. This publication is protected by ­Copyright and permission should be obtained from the publisher prior to any prohibited reproduction, s­ torage in a ­retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, ­recording, or likewise. For information regarding permission(s), write to: Rights and Permissions Department. Library of Congress Cataloging-in-Publication Data McKeen, James D. IT strategy: issues and practices/James D. McKeen, Queen’s University, Heather A. Smith, Queen’s University.—Third edition.   pages cm ISBN 978-0-13-354424-4 (alk. paper) ISBN 0-13-354424-9 (alk. paper) 1. Information technology—Management. I. Smith, Heather A. II. Title. HD30.2.M3987 2015 004.068—dc23 2014017950 10 9 8 7 6 5 4 3 2 1 ISBN–10: 0-13-354424-9 ISBN–13: 978-0-13-354424-4 Contents Preface xiii About the Authors xxi Acknowledgments xxii Section I Delivering Value with IT 1 Chapter 1 Developing and Delivering on the IT Value Proposition 2 Peeling the Onion: Understanding IT Value 3 What Is IT Value? 3 Where Is IT Value? 4 Who Delivers IT Value? 5 When Is IT Value Realized? 5 The Three Components of the IT Value Proposition 6 Identification of Potential Value 7 Effective Conversion 8 Realizing Value 9 Five Principles for Delivering Value 10 Principle 1. Have a Clearly Defined Portfolio Value Management Process 11 Principle 2. Aim for Chunks of Value 11 Principle 3. Adopt a Holistic Orientation to Technology Value 11 Principle 4. Aim for Joint Ownership of Technology Initiatives 12 Principle 5. Experiment More Often 12 Conclusion 12 • References 13 Chapter 2 Developing IT Strategy for Business Value 15 Business and IT Strategies: Past, Present, and Future 16 Four Critical Success Factors 18 The Many Dimensions of IT Strategy 20 Toward an IT Strategy-Development Process 22 Challenges for CIOs 23 Conclusion 25 • References 25 Chapter 3 Linking IT to Business Metrics 27 Business Measurement: An Overview 28 Key Business Metrics for IT 30 v vi Contents Designing Business Metrics for IT 31 Advice to Managers 35 Conclusion 36 • References 36 Chapter 4 Building a Strong Relationship with the Business 38 The Nature of the Business–IT Relationship 39 The Foundation of a Strong Business–IT Relationship 41 Building Block #1: Competence 42 Building Block #2: Credibility 43 Building Block #3: Interpersonal Interaction 44 Building Block #4: Trust 46 Conclusion 48 • References 48 Appendix A The Five IT Value Profiles 50 Appendix B Guidelines for Building a Strong Business–IT Relationship 51 Chapter 5 Communicating with Business Managers 52 Communication in the Business–IT Relationship 53 What Is “Good” Communication? 54 Obstacles to Effective Communication 56 “T-Level” Communication Skills for IT Staff 58 Improving Business–IT Communication 60 Conclusion 61 • References 61 Appendix A IT Communication Competencies 63 Chapter 6 Building Better IT Leaders from the Bottom Up 64 The Changing Role of the IT Leader 65 What Makes a Good IT Leader? 67 How to Build Better IT Leaders 70 Investing in Leadership Development: Articulating the Value Proposition 73 Conclusion 74 • References 75 Mini Cases Delivering Business Value with IT at Hefty Hardware 76 Investing in TUFS 80 IT Planning at ModMeters 82 Contents Section II   IT Governance 87 Chapter 7 Creating IT Shared Services 88 IT Shared Services: An Overview 89 IT Shared Services: Pros and Cons 92 IT Shared Services: Key Organizational Success Factors 93 Identifying Candidate Services 94 An Integrated Model of IT Shared Services 95 Recommmendations for Creating Effective IT Shared Services 96 Conclusion 99 • References 99 Chapter 8 A Management Framework for IT Sourcing 100 A Maturity Model for IT Functions 101 IT Sourcing Options: Theory Versus Practice 105 The “Real” Decision Criteria 109 Decision Criterion #1: Flexibility 109 Decision Criterion #2: Control 109 Decision Criterion #3: Knowledge Enhancement 110 Decision Criterion #4: Business Exigency 110 A Decision Framework for Sourcing IT Functions 111 Identify Your Core IT Functions 111 Create a “Function Sourcing” Profile 111 Evolve Full-Time IT Personnel 113 Encourage Exploration of the Whole Range of Sourcing Options 114 Combine Sourcing Options Strategically 114 A Management Framework for Successful Sourcing 115 Develop a Sourcing Strategy 115 Develop a Risk Mitigation Strategy 115 Develop a Governance Strategy 116 Understand the Cost Structures 116 Conclusion 117 • References 117 Chapter 9 The IT Budgeting Process 118 Key Concepts in IT Budgeting 119 The Importance of Budgets 121 The IT Planning and Budget Process 123 vii viii Contents Corporate Processes 123 IT Processes 125 Assess Actual IT Spending 126 IT Budgeting Practices That Deliver Value 127 Conclusion 128 • References 129 Chapter 10 Managing IT- Based Risk 130 A Holistic View of IT-Based Risk 131 Holistic Risk Management: A Portrait 134 Developing a Risk Management Framework 135 Improving Risk Management Capabilities 138 Conclusion 139 • References 140 Appendix A A Selection of Risk Classification Schemes 141 Chapter 11 Information Management: The Nexus of Business and IT 142 Information Management: How Does It Fit? 143 A Framework For IM 145 Stage One: Develop an IM Policy 145 Stage Two: Articulate the Operational Components 145 Stage Three: Establish Information Stewardship 146 Stage Four: Build Information Standards 147 Issues In IM 148 Culture and Behavior 148 Information Risk Management 149 Information Value 150 Privacy 150 Knowledge Management 151 The Knowing–Doing Gap 151 Getting Started in IM 151 Conclusion 153 • References 154 Appendix A Elements of IM Operations 155 Mini Cases Building Shared Services at RR Communications 156 Enterprise Architecture at Nationstate Insurance 160 IT Investment at North American Financial 165 Contents Section III   IT-Enabled Innovation 169 Chapter 12 Innovation with IT 170 The Need for Innovation: An Historical Persp ... 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