Fluent Essays

I have almost 7 pages done already and need a minimum of 3-4 more pages written. (Mainly C sections in rubric) Needs to follow instructions and must follow the rubric to create the paper.  Must Include at least three scholarly sources to support the analysis of the primary leader’s practices in APA style. Need to contnue the tone of the 7 pages that are written. I have almost 7 pages done already and need a minimum of 3-4 more pages written. (Mainly C sections in rubric) Needs to follow instructions and must follow the rubric to create the paper. Must Includ 11/10/2018 WGU Performance Assessment https://tasks.wgu.edu/student/001058132/course/980001/task/19bd7400-5e57-48b3-978b-401ab1ef0d9d/overview 1/7 B IP 2 T A SK 1 M AN AG IN G O RG AN IZ A TIO NS A N D L E A D IN G P EO PLE — C 200 P ER FO RM AN CE A SSE SSM EN T — B IP 2 C O M PE TE N CIE S 3018.1 .1 P ra ctic e o f M an ag e m en t T he g ra d uate e x p la in s th e th eo re tic al b ase s, c u rre n t k n ow le d ge , b est p ra ctic e s, a n d t r e n d s r e la te d t o t h e p ra ctic e o f m an ag e m en t. 3 018.1 .3 S u sta in in g B usin ess P erfo rm an ce T he g ra d uate a p plie s m an ag e m en t an d l e ad ers h ip t h eo rie s f o r l o ng-t e rm g lo b al- b usin ess s u cce ss. 3 018.1 .4 O rg an iz a tio nal P erfo rm an ce M eth od s T he g ra d uate a n aly ze s a p pro pria te m eth od s t o i m pro ve o rg an iz a tio nal p erfo rm an ce . IN TR O DU CTIO N Fo r th is ta sk , y o u w ill w rite a 1 0-1 6 p ag e p ap er o n a n e x is tin g o rg an iz a tio n w it h w hic h y o u h av e h ad p ers o nal e x p erie n ce . T he o rg an iz a tio n c a n b e a b usin ess o r a n onpro fi t, a n d y o u m ay r e p re se n t a n y l e ve l o f t h e o rg an iz a tio n ( e .g ., t e am , d iv is io n, w hole ) i n y o ur a n aly sis . Y o ur d esc rip tio n o f t h e org an iz a tio n s h ould c o nve y p ers o nal e x p erie n ce , r a th er t h an i n fo rm atio n g ain ed f r o m s e co nd han d s o urc e s o r m ed ia c o ve ra g e . F o r t h is t a sk , y o u w ill fi rs t desc rib e th e c h ose n o rg an iz a tio n a n d w ill t h en p erfo rm a S W OT a n aly sis o n t h at o rg an iz a tio n. Y o u w ill t h en a n aly ze t h at o rg an iz a tio n’s l e ad ers h ip . N ote : A ny i n fo rm atio n t h at w ou ld b e c o n sid ere d c o n den tia l, p ro p rie ta ry , o r p ers o n al i n n atu re s h ou ld n ot b e i n clu d ed i n t h e a ctu al t a sk s u bm is sio n t o W GU. D o n ot i n clu d e t h e a ctu al n am es o f p eo p le , s u ppli e rs , t h e o rg a n iz a tio n (s ), o r o th er i d en ti ab le i n fo rm atio n . F ic tio n al n am es s h ou ld b e u se d . A ls o , o rg a n iz a tio n - sp eci c d ata , i n clu d in g nan cia l i n fo rm atio n , s h ou ld n ot b e i n clu d ed b ut s h ou ld b e a d dre sse d i n a g en era l f a sh io n a s a p pro p ria te . W ork p erfo rm ed f o r a c li e n t o r a n e m plo yer i s t h eir p ro p erty a n d s h ou ld n ot b e u se d w it h ou t w rit te n p erm is sio n .  R EQ UIR EM EN TS Yo u r s u bm is sio n m ust b e y o u r o rig in al w ork . N o m ore t h an a c o m bin ed t o ta l o f 3 0\% o f t h e s u bm is sio n a n d n o m ore t h an a 1 0\% m atc h t o a ny o n e i n div id ual so u rc e c a n b e d ir e ctly q u ote d o r c lo se ly p ara p h ra se d f r o m s o u rc e s, e v en i f c it e d c o rre ctly . A n o rig in ali t y r e p ort i s p ro vid ed w hen y o u s u bm it y o u r t a sk t h at c a n b e u se d a s a g u id e. 11/10/2018 WGU Performance Assessment https://tasks.wgu.edu/student/001058132/course/980001/task/19bd7400-5e57-48b3-978b-401ab1ef0d9d/overview 2/7 Y o u m ust u se t h e r u bric t o d ir e ct t h e c re a tio n o f y o u r s u bm is sio n b eca u se i t p ro vid es d eta ile d c rit e ria t h at w ill b e u se d t o e v a lu ate y o u r w ork . E ach r e q u ir e m en t belo w m ay b e e v a lu ate d b y m ore t h an o n e r u b ric a sp ect. T he r u bric a sp ect t it le s m ay c o n ta in h yp erli n ks t o r e le v a n t p ortio n s o f t h e c o u rs e . N ote : W hen u sin g s o u rc e s t o s u pport i d ea s a n d e le m en ts i n a n a sse ssm en t, t h e s u bm is sio n M UST i n clu d e A PA f o rm atte d i n -t e x t c it a tio n s w it h a c o rre sp on din g re fe re n ce l i s t f o r a ny d ir e ct q u ote s o r p ara p h ra sin g. I t i s n ot n ece ssa ry t o l i s t s o u rc e s t h at w ere c o n su lt e d i f t h ey h ave n ot b een q u ote d o r p ara p h ra se d i n t h e t e x t o f t h e a sse ssm en t. A .  D esc rib e y o ur c h ose n o rg an iz a tio n b y d oin g t h e f o llo w in g:   N ote : T he o rg a n iz a tio n m ust b e a n e x is tin g o rg a n iz a tio n ; o n e t h at i s c u rre n tly i n o p era tio n .   1 .  D esc rib e a n e x is tin g o rg an iz a tio n a n d i ts o b je ctiv e (s ). 2 .  D esc rib e th re e l e ad ers h ip p ra ctic es o f th e c u rre n t prim ary l e ad er o f t h e e x is tin g o rg an iz a tio n. 3 .  D is c u ss h ow th e c u rre n t le ad ers h ip h as a ffe cte d o rg an iz a tio nal c u lt u re .   B .  C ond uct a S W OT a n aly sis e v alu atin g th e c h ose n o rg an iz a tio n b y d oin g t h e f o llo w in g:   N ote : I n y o u r e v a lu atio n , c o n sid er t h e e ffe cts t h at c o m mun ic a tio n p ra ctic e s, t e ch nolo gy, e th ic s, a n d g lo b ali z a tio n h ave o n y o u r o rg a n iz a tio n .   1 .  E valu ate tw o o f th e o rg an iz a tio n’s s tr en gth s. 2 .  E valu ate tw o o f th e o rg an iz a tio n’s w eak n esse s. 3 .  E valu ate tw o o f th e o rg an iz a tio n’s o ppo rtu nitie s. 4 .  E valu ate tw o o f th e o rg an iz a tio n’s th re ats . Note : O pportu n it ie s a n d t h re a ts m ust b e c u rre n t a n d n ot a lr e a d y m et, o r r e so lv ed .   C .  C ond uct a l e ad ers h ip e v alu atio n o f th e c u rre n t p rim ary l e ad er d esc rib ed i n p art A 2 b y d oin g t h e f o llo w in g:   N ote : A s p art o f y o u r e v a lu atio n , y o u w ill n eed t o u se o n e s c h ola rly l e a d ers h ip t h eo ry a n d t h re e s c h ola rly s o u rc e s.   1 .  E valu ate th re e s tr en gth s o f th e c u rre n t prim ary l e ad er’s l e ad ers h ip p ra ctic e s u sin g a s c h ola rly l e ad ers h ip t h eo ry .  2 .  E valu ate th re e w eak n esse s o f th e c u rre n t prim ary l e ad er’s l e ad ers h ip p ra ctic e s u sin g t h e s a m e s c h o la rly l e ad ers h ip t h eo ry y o u u se d i n p art C 1.  3 .  R eco m men d th re e th eo ry -b ase d p ra ctic es to m axim iz e th e f u tu re s u cce ss o f t h e c u rre n t l e ad er a n d t h e o rg an iz a tio n, u sin g t h e s a m e s c h ola rly l e ad ers h ip th eo ry y o u u se d i n p art C 1. N ote : A ll t h eo rie s m ust b e s u pporte d . 11/10/2018 WGU Performance Assessment https://tasks.wgu.edu/student/001058132/course/980001/task/19bd7400-5e57-48b3-978b-401ab1ef0d9d/overview 3/7 4 .  I n clu d e at l e a st th re e s c h ola rly s o urc e s to s u ppo rt yo ur a n aly sis o f t h e p rim ary l e ad er’s p ra ctic e s.  N ote : A s c h ola rly s o u rc e c o u ld b e a r e p u ta b le j o u rn al, a p u bli s h ed b ook, a n y s o u rc e f r o m a u n iv ers it y f a cu lt y m em ber, o r  b usin ess l e a d er. S ch ola rly s o u rc e s a ls o in clu d e a ny a rtic le o r b ook i n t h e o n li n e W GU l i b ra ry .  D .  W hen y o u u se s o urc e s, i n clu d e a ll i n -te xt c it a tio ns a n d r e fe re n ce s i n A PA f o rm at. R U BRIC A RTIC U LA TIO N O F R ESP O NSE ( C LA RIT Y, O RG AN IZ A TIO N, M EC H AN IC S) : A 1. D ESC RIP TIO N O F T H E O RG AN IZ A TIO N : A2. L E A D ER SH IP P R A CTIC ES : U N SA TIS FA CTO RY / N O T PR ESE N T The c a n d id ate p ro vid es u nsa tis fa cto ry a rtic ula tio n o f r e sp o nse . D O ES N O T M EET STA N DARD The c a n d id ate p ro vid es w eak a rtic ula tio n o f re sp o nse . M IN IM ALLY C O M PET EN T The c a n d id ate p ro vid es lim ite d a rtic ula tio n o f re sp o nse . C O M PET EN T The c a n d id ate p ro vid es ad eq uate a rtic ula tio n o f re sp o nse . H IG H LY C O M PET EN T The c a n d id ate p ro vid es su b sta ntia l a rtic ula tio n of r e sp o nse . U N SA TIS FA CTO RY / N O T PR ESE N T The c a n d id ate d oes n ot pro vid e a r e aso nab le d esc rip tio n o f a n ex is tin g o rg an iz a tio n an d i ts o b je ctiv e(s ). D O ES N O T M EET STA N DARD The c a n d id ate p ro vid es a r e aso nab le d esc rip tio n, w ith n o d eta il, o f a n e x is tin g org an iz a tio n a n d i ts o b je ctiv e(s ). M IN IM ALLY C O M PET EN T The c a n d id ate p ro vid es a r e aso nab le d esc rip tio n, w ith l im ite d deta il, o f a n e x is tin g org an iz a tio n a n d i ts o b je ctiv e(s ). C O M PET EN T The c a n d id ate p ro vid es a r e aso nab le d esc rip tio n, w ith a d eq uate d eta il, o f a n ex is tin g o rg an iz a tio n an d i ts o b je ctiv e(s ). H IG H LY C O M PET EN T The c a n d id ate p ro vid es a r e aso nab le d esc rip tio n, w ith s u b sta ntia l d eta il, o f an e x is tin g o rg an iz a tio n an d i ts o b je ctiv e(s ). U N SA TIS FA CTO RY / N O T PR ESE N T DO ES N O T M EET STA N DARD M IN IM ALLY C O M PET EN T CO M PET EN T HIG H LY C O M PET EN T 11/10/2018 WGU Performance Assessment https://tasks.wgu.edu/student/001058132/course/980001/task/19bd7400-5e57-48b3-978b-401ab1ef0d9d/overview 4/7 A 3. E FFE C TS O F C U RREN T L E A D ER SH IP : B 1. S T R EN GTH S : B2. W EA KN ESSE S : T he c a n d id ate d oes n ot pro vid e a r e aso nab le d esc rip tio n o f 3 l e ad ers h ip p ra ctic es o f th e c u rre n t prim ary le ad er o f th e e x is tin g org an iz a tio n. T he c a n d id ate p ro vid es a r e aso nab le d esc rip tio n of 1 –2 l e ad ers h ip p ra ctic es o f th e c u rre n t prim ary l e ad er o f th e ex is tin g o rg an iz a tio n. T he c a n d id ate p ro vid es a r e aso nab le d esc rip tio n, w ith l im ite d deta il, o f 3 l e ad ers h ip p ra ctic es o f th e c u rre n t prim ary l e ad er o f th e ex is tin g o rg an iz a tio n. T he c a n d id ate p ro vid es a r e aso nab le d esc rip tio n, w ith a d eq uate d eta il, o f 3 l e ad ers h ip p ra ctic es o f th e c u rre n t prim ary le ad er o f th e e x is tin g org an iz a tio n. T he c a n d id ate p ro vid es a r e aso nab le d esc rip tio n, w ith s u b sta ntia l d eta il, o f 3 l e ad ers h ip p ra ctic es o f th e c u rre n t prim ary le ad er o f th e e x is tin g org an iz a tio n. U N SA TIS FA CTO RY / N O T PR ESE N T The c a n d id ate d oes n ot pro vid e a l o gic a l d is c u ssio n o f h ow th e cu rre n t le ad ers h ip h as affe cte d o rg an iz a tio nal cu ltu re . D O ES N O T M EET STA N DARD The c a n d id ate p ro vid es a l o gic a l d is c u ssio n, w ith n o s u ppo rt, o f h ow th e cu rre n t le ad ers h ip h as affe cte d o rg an iz a tio nal cu ltu re . M IN IM ALLY C O M PET EN T The c a n d id ate p ro vid es a l o gic a l d is c u ssio n, w ith lim ite d s u ppo rt, o f h ow th e c u rre n t le ad ers h ip h as a ffe cte d org an iz a tio nal c u ltu re . C O M PET EN T The c a n d id ate p ro vid es a l o gic a l d is c u ssio n, w ith a d eq uate s u ppo rt, o f how th e c u rre n t le ad ers h ip h as a ffe cte d org an iz a tio nal c u ltu re . H IG H LY C O M PET EN T The c a n d id ate p ro vid es a l o gic a l d is c u ssio n, w ith s u b sta ntia l s u ppo rt, o f how th e c u rre n t le ad ers h ip h as a ffe cte d org an iz a tio nal c u ltu re . U N SA TIS FA CTO RY / N O T PR ESE N T The c a n d id ate d oes n ot pro vid e a l o gic a l e v alu atio n o f a n y o f th e org an iz a tio n’s s tr en gth s. D O ES N O T M EET STA N DARD The c a n d id ate p ro vid es a l o gic a l e v alu atio n o f 1 o f th e o rg an iz a tio n’s s tr en gth s. M IN IM ALLY C O M PET EN T The c a n d id ate p ro vid es a l o gic a l e v alu atio n, w ith lim ite d s u ppo rt, o f 2 o f th e o rg an iz a tio n’s s tr en gth s. C O M PET EN T The c a n d id ate p ro vid es a l o gic a l e v alu atio n, w ith a d eq uate s u ppo rt, o f 2 o f th e o rg an iz a tio n’s s tr en gth s. H IG H LY C O M PET EN T The c a n d id ate p ro vid es a l o gic a l e v alu atio n, w ith s u b sta ntia l s u ppo rt, o f 2 o f th e o rg an iz a tio n’s s tr en gth s. U N SA TIS FA CTO RY / N O T PR ESE N T DO ES N O T M EET STA N DARD M IN IM ALLY C O M PET EN T CO M PET EN T HIG H LY C O M PET EN T 11/10/2018 WGU Performance Assessment https://tasks.wgu.edu/student/001058132/course/980001/task/19bd7400-5e57-48b3-978b-401ab1ef0d9d/overview 5/7 B 3. O PPO RTU N IT IE S : B 4. T H REA TS : C 1. S T R EN GTH S O F T H E P R IM ARY L E A D ER : T he c a n d id ate d oes n ot pro vid e a l o gic a l e v alu atio n o f a n y o f th e org an iz a tio n’s w eak n esse s. T he c a n d id ate p ro vid es a l o gic a l e v alu atio n o f 1 o f th e o rg an iz a tio n’s w eak n esse s. T he c a n d id ate p ro vid es a l o gic a l e v alu atio n, w ith lim ite d s u ppo rt, o f 2 o f th e o rg an iz a tio n’s w eak n esse s. T he c a n d id ate p ro vid es a l o gic a l e v alu atio n, w ith a d eq uate s u ppo rt, o f 2 o f th e o rg an iz a tio n’s w eak n esse s. T he c a n d id ate p ro vid es a l o gic a l e v alu atio n, w ith s u b sta ntia l s u ppo rt, o f 2 o f th e o rg an iz a tio n’s w eak n esse s. U N SA TIS FA CTO RY / N O T PR ESE N T The c a n d id ate d oes n ot pro vid e a l o gic a l e v alu atio n o f a n y o f th e org an iz a tio n’s o ppo rtu nitie s. D O ES N O T M EET STA N DARD The c a n d id ate p ro vid es a l o gic a l e v alu atio n o f 1 o f th e o rg an iz a tio n’s o ppo rtu nitie s. M IN IM ALLY C O M PET EN T The c a n d id ate p ro vid es a l o gic a l e v alu atio n, w ith lim ite d s u ppo rt, o f 2 o f th e o rg an iz a tio n’s o ppo rtu nitie s. C O M PET EN T The c a n d id ate p ro vid es a l o gic a l e v alu atio n, w ith a d eq uate s u ppo rt, o f 2 o f th e o rg an iz a tio n’s o ppo rtu nitie s. H IG H LY C O M PET EN T The c a n d id ate p ro vid es a l o gic a l e v alu atio n, w ith s u b sta ntia l s u ppo rt, o f 2 o f th e o rg an iz a tio n’s o ppo rtu nitie s. U N SA TIS FA CTO RY / N O T PR ESE N T The c a n d id ate d oes n ot pro vid e a l o gic a l e v alu atio n o f a n y o f th e org an iz a tio n’s th re ats . DO ES N O T M EET STA N DARD The c a n d id ate p ro vid es a l o gic a l e v alu atio n o f 1 o f th e o rg an iz a tio n’s th re ats . M IN IM ALLY C O M PET EN T The c a n d id ate p ro vid es a l o gic a l e v alu atio n, w ith lim ite d s u ppo rt, o f 2 o f th e o rg an iz a tio n’s th re ats . CO M PET EN T The c a n d id ate p ro vid es a l o gic a l e v alu atio n, w ith a d eq uate s u ppo rt, o f 2 o f th e o rg an iz a tio n’s th re ats . HIG H LY C O M PET EN T The c a n d id ate p ro vid es a l o gic a l e v alu atio n, w ith s u b sta ntia l s u ppo rt, o f 2 o f th e o rg an iz a tio n’s th re ats . UN SA TIS FA CTO RY / N O T PR ESE N T The c a n d id ate d oes n ot pro vid e a l o gic a l e v alu atio n o f a n y str en gth s o f th e c u rre n t D O ES N O T M EET STA N DARD The c a n d id ate p ro vid es a l o gic a l e v alu atio n o f 1 – 2 s tr en gth s o f th e cu rre n t prim ary l e ad er’s M IN IM ALLY C O M PET EN T The c a n d id ate p ro vid es a l o gic a l e v alu atio n, w ith lim ite d s u ppo rt, o f 3 s tr en gth s o f th e c u rre n t C O M PET EN T The c a n d id ate p ro vid es a l o gic a l e v alu atio n, w ith a d eq uate s u ppo rt, o f 3 s tr en gth s o f th e c u rre n t prim ary l e ad er’s H IG H LY C O M PET EN T The c a n d id ate p ro vid es a l o gic a l e v alu atio n, w ith s u b sta ntia l s u ppo rt, o f 3 s tr en gth s o f th e c u rre n t prim ary l e ad er’s 11/10/2018 WGU Performance Assessment https://tasks.wgu.edu/student/001058132/course/980001/task/19bd7400-5e57-48b3-978b-401ab1ef0d9d/overview 6/7 C 2. W EA KN ESSE S O F T H E P R IM ARY L E A D ER : C 3. R EC O M MEN DATIO N F O R T H E P R IM ARY L E A D ER : p rim ary l e ad er’s l e ad ers h ip p ra ctic es, u sin g a s c h ola rly le ad ers h ip th eo ry . le ad ers h ip p ra ctic es, u sin g a s c h ola rly le ad ers h ip th eo ry . p rim ary l e ad er’s l e ad ers h ip p ra ctic es, u sin g a s c h ola rly le ad ers h ip th eo ry . le ad ers h ip p ra ctic es, u sin g a s c h ola rly le ad ers h ip th eo ry . le ad ers h ip p ra ctic es, u sin g a s c h ola rly le ad ers h ip th eo ry . U N SA TIS FA CTO RY / N O T PR ESE N T The c a n d id ate d oes n ot pro vid e a l o gic a l e v alu atio n o f a n y w eak n esse s o f th e cu rre n t prim ary l e ad er’s l e ad ers h ip p ra ctic es, u sin g th e s a m e s c h ola rly le ad ers h ip th eo ry u se d in p art C 1. D O ES N O T M EET STA N DARD The c a n d id ate p ro vid es a l o gic a l e v alu atio n o f 1 – 2 w eak n esse s o f th e cu rre n t prim ary l e ad er’s l e ad ers h ip p ra ctic es, u sin g th e s a m e s c h ola rly le ad ers h ip th eo ry u se d in p art C 1. M IN IM ALLY C O M PET EN T The c a n d id ate p ro vid es a l o gic a l e v alu atio n, w ith lim ite d s u ppo rt, o f 3 w eak n esse s o f th e cu rre n t prim ary l e ad er’s l e ad ers h ip p ra ctic es, u sin g th e s a m e s c h ola rly le ad ers h ip th eo ry u se d in p art C 1. C O M PET EN T The c a n d id ate p ro vid es a l o gic a l e v alu atio n, w ith a d eq uate s u ppo rt, o f 3 w eak n esse s o f th e cu rre n t prim ary l e ad er’s l e ad ers h ip p ra ctic es, u sin g th e s a m e s c h ola rly le ad ers h ip th eo ry u se d in p art C 1. H IG H LY C O M PET EN T The c a n d id ate p ro vid es a l o gic a l e v alu atio n, w ith s u b sta ntia l s u ppo rt, o f 3 w eak n esse s o f th e cu rre n t prim ary l e ad er’s l e ad ers h ip p ra ctic es, u sin g th e s a m e s c h ola rly le ad ers h ip th eo ry u se d i n p art C 1. U N SA TIS FA CTO RY / N O T PR ESE N T The c a n d id ate d oes n ot pro vid e a n a p pro pria te re co m men d atio n o f a n y th eo ry -b ase d p ra ctic es to m axim iz e th e f u tu re s u cce ss o f th e c u rre n t le ad er a n d th e org an iz a tio n, u sin g th e sa m e s c h ola rly le ad ers h ip th eo ry u se d in p art C 1. D O ES N O T M EET STA N DARD The c a n d id ate p ro vid es an a p pro pria te re co m men d atio n o f 1 –2 th eo ry -b ase d p ra ctic es to m axim iz e th e f u tu re s u cce ss o f th e c u rre n t le ad er a n d th e org an iz a tio n, u sin g th e sa m e s c h ola rly le ad ers h ip th eo ry u se d in p art C 1. M IN IM ALLY C O M PET EN T The c a n d id ate p ro vid es an a p pro pria te re co m men d atio n, w ith lim ite d d eta il, o f 3 th eo ry -b ase d p ra ctic es to m axim iz e th e f u tu re s u cce ss o f th e c u rre n t le ad er a n d th e org an iz a tio n, u sin g th e sa m e s c h ola rly C O M PET EN T The c a n d id ate p ro vid es an a p pro pria te re co m men d atio n, w ith a d eq uate d eta il, o f 3 th eo ry -b ase d p ra ctic es to m axim iz e th e f u tu re s u cce ss o f th e c u rre n t le ad er a n d th e org an iz a tio n, u sin g th e sa m e s c h ola rly le ad ers h ip th eo ry u se d in p art C 1. H IG H LY C O M PET EN T The c a n d id ate p ro vid es an a p pro pria te re co m men d atio n, w ith s u b sta ntia l d eta il, o f 3 th eo ry -b ase d p ra ctic es to m axim iz e th e f u tu re s u cce ss o f th e c u rre n t le ad er a n d th e org an iz a tio n, u sin g th e sa m e s c h ola rly le ad ers h ip th eo ry u se d i n p art C 1. 11/10/2018 WGU Performance Assessment https://tasks.wgu.edu/student/001058132/course/980001/task/19bd7400-5e57-48b3-978b-401ab1ef0d9d/overview 7/7 C 4. S C H O LA RLY S O URC ES : D . S O URC ES : le ad ers h ip th eo ry u se d in p art C 1. U N SA TIS FA CTO RY / N O T PR ESE N T The c a n d id ate d oes n ot pro vid e a n y s c h ola rly s o urc e s to s u ppo rt th e an aly sis o f th e p rim ary le ad er’s p ra ctic es. D O ES N O T M EET STA N DARD N ot ap plic a b le . M IN IM ALLY C O M PET EN T The c a n d id ate p ro vid es 1 –2 s c h ola rly s o urc e s to s u ppo rt th e a n aly sis o f th e p rim ary l e ad er’s p ra ctic es. C O M PET EN T Not ap plic a b le . H IG H LY C O M PET EN T The c a n d id ate p ro vid es 3 o r m ore s c h ola rly s o urc e s to s u ppo rt th e an aly sis o f th e p rim ary le ad er’s p ra ctic es. U N SA TIS FA CTO RY / N O T PR ESE N T W hen th e c a n d id ate u se s s o urc e s, th e ca n d id ate d oes n ot pro vid e i n -te xt cita tio ns an d r e fe re n ce s. D O ES N O T M EET STA N DARD W hen th e c a n d id ate u se s s o urc e s, th e ca n d id ate p ro vid es o nly s o m e i n -te xt cita tio ns an d r e fe re n ce s. M IN IM ALLY C O M PET EN T W hen th e c a n d id ate u se s s o urc e s, th e ca n d id ate p ro vid es ap pro pria te i n -te xt cita tio ns a n d r e fe re n ce s w ith m ajo r d ev ia tio ns fr o m A PA s ty le . C O M PET EN T W hen th e c a n d id ate u se s s o urc e s, th e ca n d id ate p ro vid es ap pro pria te i n -te xt cita tio ns a n d r e fe re n ce s w ith m in or d ev ia tio ns fr o m A PA s ty le . H IG H LY C O M PET EN T W hen th e c a n d id ate u se s so urc e s, th e c a n d id ate p ro vid es a p pro pria te i n - te xt cita tio ns a n d re fe re n ce s w ith n o re ad ily d ete cta ble d ev ia tio ns f r o m A PA sty le . I have almost 7 pages done already and need a minimum of 3-4 more pages written. (Mainly C sections in rubric) Needs to follow instructions and must follow the rubric to create the paper. Must Includ 11/10/2018 https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE 1/12 THE C200 GOLDEN NUGGET C200 Managing Organizations and Leading People T ips Document C200 students, please use this document for guidance with developing both performance assessments (T asks 1 &2). This document is your road map, use it each step of the way . Task One: Y ou will write a paper on an organization with which you have had personal experience. First describe the chosen organization and then perform a SWOT analysis on that organization. Y ou will analyze the organization’s leadership and make recommendations for improvement. Task T wo: You have the opportunity to analyze your own leadership practices. Y ou will develop a minimum of two SMART (specific, measurable, attainable, results-oriented, and time-bound) goals related to your own leadership skill development. Prior to beginning these tasks, read through these instructions fully . Then, go directly to COURSE TIPS (right side of the course) and review all the videos we have posted. 5-4-3-2-1 Video and Pain Points V ideo APA: It is important to plan for how you will organize and format your papers. Follow AP A formatting; use headers and sub-headers. We encourage a cover page, table of contents, headers and sub-headers throughout the paper . Provide an in-text citation for every reference & a reference for every in-text citation. Y ou can find scholarly resources (peer-reviewed) in the WGU library or on Google Scholar. For questions, you can visit the writing center (link below) THEORIES Pick one Theory for Task 1 and a different one for T ask 2 Foundational Leadership Theories: Trait Theory; Behavior Theory Contemporary Leadership Theories: Rate This Article (A verage Rating: 3.03) Show Properties Perfo rm an ce A sse ssm en t G uidan ce ( T he G olde n N ugge t ) A RTIC LE L IN KARTIC LE L IN K BA CK T O S E A RC HBA CK T O S E A RC H 11/10/2018 https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE 2/12 Situational; Servant; T ransactional; Transformational; Participative Important Resources Managing People and Leading Organizations email: [email protected] The Center for W riting Excellence: Writing Center Home Page ; and, [email protected] . The Student Success Center: Student Success Center Home Page WGU Library: WGU Library Home Page WellConnect Counseling Services: 1-877-685-3269 TASK ONE: ORGANIZA TION AND LEADER ANAL YSIS Write this paper in Third Person We encourage you to read through the entire task instructions prior to identifying an organization and leader to study . Use a DIFFERENT theory in T ask 1 than the one used in Task 2 It is important to plan for how you will organize and format this paper . Follow APA formatting; use your headers and sub-headers. W e encourage you to create a cover page, table of contents, headers and sub-headers throughout the paper . The paper should be 10-16 pages, not including cover and references, but note that it can be shorter or longer , as long as you are descriptive (who, what, when, & where), and explanatory (the why & how). Evaluators are assessing your paper based on the specificity of your response, not generalizations. A. Organization Description Change the name of the organization and any people’s names A1. Describe the organization and its objective(s) 11/10/2018 https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE 3/12 Begin by thinking about an organization you have experience with and ideally , an organization where you have either had direct access to a leader or have been able to observe a leader . This organization can be a non-profit, for-profit, or a Fortune 100 business. To complete this task, you may further refine the group in which you will conduct the analysis as a department or division within the organization. 1. Describe the organization you will be analyzing. 2. Provide an overview of the organization, a brief history of the organization, and include the objectives of the organization. If you are analyzing a subset within an organization, you will begin with an overview of the larger organization prior to describing the team, department, division, etc. 3. Write one paragraph describing the organization’ s background, purpose, vision, and mission. 4. Write one paragraph describing/listing the objectives of the organization. 5. Include a brief description of the organization’ s culture. This sub-section is typically 3 pages. NO citations necessary in this section. A2. Describe at least three leadership PRACTICES of the primary leader Provide an informed, specific description of the leadership practices of the leader you report to. NOTE: A Leadership Practice (or function) is dif ferent than a Leadership Theory. This section, A2, only discusses practice, NOT theory . A leadership practice is a combination of leadership responsibilities, the performance of the responsibility, and its unique value to the organization. A practice is the routine leadership functions your leader performs in the capacity of their leadership responsibilities. It is any and all functions they are required to perform as per their leadership obligations. Y ou want to avoid generic descriptions such as being a good communicator and instead provide illustrations of actual leadership practices/functions that your leader performs daily, weekly, or routinely . Single events are not considered a practice. For example: one leadership practice of the CEO is to provide “strategic leadership” to the organization. In the performance of this responsibility , the CEO shaped the formation of the organization’s vision and mission, while facilitating strategy formulation and strategy implementation. The value of strategic leadership is determining the organization’ s direction by effectively managing the organization’ s resources in pursuit of the organization’ s vision. (This is a small draft of the leadership practice narrative. You are required to go further in depth illustrating how the individual performs the leadership responsibility and the value it provides to the organization) . When completing this section please ensure you illustrate the leadership responsibility (description of responsibility), followed by a brief statement of the individual’ s actions (performance), then conclude with why it’s essential to the organization the leader performs this responsibility (value). Make sure to number/list the three leadership practices so that it is clear what the leader ’s practices (behaviors/actions/characteristics) are within the organization. 11/10/2018 https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE 4/12 This sub-section is typically 3 pages. NO citations necessary in this section. A3. Discuss how the current leadership has affected the organizational culture A leader ’s values and beliefs shape the culture of an organization. In section A1, you briefly described the culture. In this section, you will want to further describe the culture of the organization. When describing the culture, think about the following: How important is the vision and mission of the organization in the day-to-day operations? How is the staf f managed? How are decisions made and problems solved? Is the process collaborative or more individually driven? Is the organization hierarchical or flat? Are job titles important? Is there internal language used and understood only by the employees? When it comes to performance, what is most valued? How would you describe the work/life balance and mood of the organization? What are the common stories told and what is the meaning behind the stories? Why do employees stay at the organization? Once you have described the culture of the organization, discuss how the current leadership has directly affected the organizational culture. Y ou may also speak to the role past founders or leaders had on shaping the culture. The big deal is that you create a direct relationship between the leaders values, beliefs, and the culture of the organization. Provide examples to support your analysis. This section is typically 2 pages. NO citations necessary in this section. B. SWOT Analysis Chapter 8 in your E-text provides a detailed description of a SWOT analysis and examples of sources for your analysis. B1. Evaluate at least two strengths of the organization This section of the task asks you to be strategic and demonstrate an understanding of the circumstances, forces, events, and issues that af fect organizational performance. 11/10/2018 https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE 5/12 Discuss two strengths of the organization. These must be internal characteristics that directly support the achievement of the organizational goals. For each strength, describe the characteristic in detail and include the positive impact on the organization. When assessing the strengths, think about the various functions such as finance, marketing, research and development, and so forth. T o what extent are the functions within the organization positioned to support the strategic goals of the organization? Y ou may also want to ask yourself if the structure of the organization supports optimal performance, are the managers and leaders competent, are there effective processes in place to evaluate performance and develop talent, etc. Based on your understanding of these areas, you can determine the strengths of the organization. This sub-section is typically 1 page. NO citations necessary in this section. B2. Evaluate at least two weaknesses of the organization Discuss two weakness of the organization. These should be internal characteristics that directly inhibit the achievement of the organizational goals. For each weakness, describe the concern in detail and include the negative impact on the organization. Similar to B1, are there particular functions, processes, or practices that are negatively impacting the organizations ability to achieve the strategic goals? This sub-section is typically 1 page. NO citations necessary in this section. B3.Evaluate at least two opportunities of the organization Discuss two characteristics of the external environment that have the potential to help the organization achieve its strategic goals. Describe each opportunity in detail and include how each will support the performance of the organization. To respond to this section, chapter 3 in your e-text is a good resource . Chapter 3 discusses the external organizational environment which includes competitors, resources, technology , and the economic conditions affecting the organization. W e encourage you to refer to chapter 3 when identifying the opportunities and threats (section B4) of the organization. Remember to describe each opportunity and threat (section B4) and include the impact on the organization. NOTE: Be sure this is not an opportunity currently being addresses; it must be one that is identified, but not yet responded to. This sub-section is typically 1 page. 11/10/2018 https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE 6/12 NO citations necessary in this section. B4. Evaluate at least two threats of the organization Discuss two characteristics of the external environment that have the potential to be a threat to the organization achieving its strategic goals. Describe each threat in detail and include how the threat could negatively impact the performance of the organization. W e encourage you to refer to chapter 3 when identifying the opportunities and threats (section B4) of the organization. Remember to describe each opportunity and threat (section B4) and include the impact on the organization. NOTE: Be sure this is not a threat currently being addresses; it must be one that is identified, but not yet responded to. This sub-section is typically 1 page. NO citations necessary in this section. C. Leadership Evaluation Pick ONE Leadership Theory and apply it throughout C1-C2-C3. THEORIES: T rait, Behavioral, T ransactional, Transformational, Situational, Servant, Participative This section requires you to cite and reference a minimum of three scholarly sources ; Cite in each of C1,C2,C3 - and put on reference page You may use one or more of the scholarly articles included in the Course of Study and available through MindT ap, however, this is not a requirement. C1. Evaluate at least three strengths of your chosen leader This section of the task requires scholarly research. Begin by selecting one scholarly leadership theory . Provide a brief overview of the leadership theory . Next, use the theory to discuss three strengths of your leader describing in detail how the three strengths you identified align with the scholarly leadership theory. Provide specific examples to support each strength. W e also recommend that you include the positive impact of each strength of the organization. Suggested Wording: “I have identified three strengths of the primary leader . They all relate to the ________ leadership theory. The first strength is… it relates to the ______ leadership theory because____…” This Strengths sub-section is typically 2 pages. 11/10/2018 https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE 7/12 Include citations. C2. Evaluate at least three weaknesses of your chosen leader Using the same scholarly leadership theory from C1, discuss three weaknesses of your leader . Similar to above, the theory should guide your analysis. Include a detailed description of each weakness and the impact of on the organization. Provide examples to support your analysis. Include the negative impact of the weakness of the organization. State the weakness, say why applies to the theory, cite/reference. Suggested Wording: “I have identified three weaknesses of the primary leader . They all relate to the ________ leadership theory. The first weakness is… it relates to the ______ leadership theory because____…” This Weaknesses sub-section is typically 2 pages. Include citations. C3. Recommend three theory-based practices to maximize the success of the leader Reflecting on the strengths and weaknesses of the leader you are evaluating, think about what skills or actions would improve his or her ability to lead the organization. Recommend 3 theory-based practices to maximize the future success of the current leader and the organization, use the same scholarly leadership theory used in part C1/2. For this section, include the following for each of your three recommendations: 1) State the theory-based practice, and say why applies to the theory 2) Include why you are recommending the practice, and 3) Discuss the expected outcome once the practice is put into action. Suggested W ording: “I have identified three recommendations that help maximize the success of the primary leader . They all relate to the ________ leadership theory . The first recommendation is… it relates to the ______ leadership theory because___…” This recommendation sub-section is typically 2 pages. Include citations. Three citations or more for C1/2/3. C4. Include at least three scholarly sources to support your chosen leader ’s practices **This is not a section of your paper , rather it is an area to assess your use of sources in the grading rubric. 11/10/2018 https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE 8/12 NOTE: If using the course book Daft (20214) you cannot cite the page numbers, so cite the chapter . Include AP A citations that tie to the reference page at the end of your paper . For guidance on APA formatting, please contact the W riting Center ( [email protected] ). D. Citations and Reference Page Your paper is required to include in-text citations and a reference page following AP A guidelines. The Center for Writing Excellence is a resource to help with formatting. TASK TWO: YOUR LEADERSHIP PRACTICES ANAL YSIS Write in First Person Use a different theory than you used in T ask 1. We encourage you to read through the entire task instructions prior to identifying an organization and leader to study . It is important to plan for how you will organize and format this paper . Follow APA formatting; use your headers and sub-headers. W e encourage you to create a cover page, table of contents, headers and sub-headers throughout the paper . We encourage you to read through the entire task instructions prior to identifying an organization and leade It is important to plan for how you will organize and format this paper . Follow APA formatting; use your headers and sub-headers. W e encourage you to create a cover page, table of contents, headers and sub-headers throughout the paper . The paper should be 6-10 pages, not including cover and references, but note that it can be shorter or longer , as long as you are descriptive (who, what, when, & where), and explanatory (the why & how). Evaluators assess your paper based on the specificity of your response, not generalizations. A. Your Leadership Style and Practices 11/10/2018 https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE 9/12 A1. & A1a. Complete and reflect on the “Seven Habits Profile” This section is all about you reflecting on your leadership style and practices. Y our first step is to take the Seven Habits Profile. Y ou will find this questionnaire located under your Task 2 directions in Assessments in your C200 course. After you have completed the profile, save your results . Y ou will upload a completed Seven Habits Profile when you submit your final paper (a picture upload is ok) Reflect on what the results might indicate about your leadership style. Y ou must reflect on a minimum of six of the nine categorical results. Be descriptive and provide examples. NOTE: For each category , include: The Category Title; Your Score; Y our reflection on the score. This reflection has nothing to do with theory This sub-section is typically 3 pages. Include citations. A2. Evaluate your leadership practices using one scholarly leadership theory (a different one than used in Task 1) Apply ONE theory to all 3 sections. THEORIES: T rait, Behavioral, T ransactional, Transformational, Situational, Servant, Participative Section A asks you to cite and reference a minimum of three scholarly sources throughout A2 related to one theory. Cite in each of 1,2,3 below- and put on reference page. You may use one or more of the scholarly articles included in the Course of Study and available through MindT ap, however, this is not a requirement. A2a. Evaluate at least three strengths you demonstrate as a leader Using the principles of the leadership theory you selected for this self-evaluation, identify three strengths you demonstrate as a leader . Be specific, provide examples, and include the results of your leadership practices; Review the strength and then specifically tie it to the leadership theory (citing). For example: “I have identified three personal strengths. They all relate to the ____ leadership theory . The first strength is…. It relates to the ___ leadership theory because____….” This Strengths sub-section is typically 2 pages. Include citations. A2b. Evaluate at least three weaknesses you demonstrate as a leader 11/10/2018 https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE 10/12 W e all have room for improvement. In this section, discuss at least three areas for improvement specific to your leadership practices. Remember to base your assessment on the leadership theory you are using throughout Section A. Be specific, provide examples, and include the impact of your weaknesses; Review the weakness and then specifically tie it to the leadership theory (citing). State the weakness, say why applies to the theory , cite/reference. For example: “I have identified three personal weaknesses. They all relate to the ____ leadership theory. The first weakness is…. It relates to the ___ leadership theory because____….” This weakness sub-section is typically 2 pages. Include citations. A2c. Recommend three theory-based changes that you could make to maximize your success Now that you have reflected on your current leadership practices, it is time to look forward and plan for your development as a leader . In this section, you will recommend three specific actions, behaviors, or practices that would help you maximize your success in managing organizations and leading people in the future. Ideally , your recommendations will address your identified leadership weaknesses. All three recommendations need to be based on the same one theory For each recommendation, include the following; 1) the recommendation as related to the theory used throughout A, 2) the performance gap the recommendation will address, and 3) the expected outcome of putting the recommendation into action. For example: “I have identified three personal recommendations of how to become a more effective leader . They all relate to the ____ leadership theory . They help to maximize the leader’s success within the organization. The first recommendation is…. It relates to the ___ leadership theory because…. It helps to maximize the leader ’s success within the organization because____…” This Recommendation sub-section is typically 2 pages. Include citations. Remember to include at least three scholarly sources to support your leadership strengths, weaknesses, or recommendations. A2d. Discuss two short-term SMART goals that will help improve your leadership practice In this final step, you will set SMAR T goals for yourself. Goal setting is a critical skill and helps break down a larger initiative into manageable accomplishments while staying accountable and improving performance. 11/10/2018 https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE 11/12 Begin by identifying two leadership development goals (skills, behaviors, or practices) you would like to accomplish in the next month or so. Now it is time to take those two goals and apply the SMAR T criteria. For EACH goal write a full paragraph, including a full sentence about each of S-M-A-R-T . Specific: Goals should be precise. M easurable: A measurement needs to be included to assess the extent to which the goal is accomplished. Attainable (Achievable): Goals should be realistic, challenging, and attainable. Relevant: Goals should focus on the end-result. State what results can realistically be achieved, given available resources. They should start with To following by verbs – complete, acquire, increase, decrease, etc. Time-bound: Goals specify target dates for duration and completion. Periodicity is required. For example: A specific goal I would like to accomplish pertaining to my leadership skills is I seek to develop my mentorining skills. It is critical I become a better mentor to my staf f to facilitate their professional development. I will measure the progress of developing my mentorship skills by having a senior manager fill in a progress report for me weekly pertaining to my mentoring skill set This goal is attainable as it is within my capacity to become a better mentor if I apply myself to training. The goal is relevant to my role as a manager trainee and being a leader to others. I will accomplish this goal during the time frame of sixteen weeks, starting on Monday, and hope to accomplish a better mentoring skill set by the end of the timeframe. NOTE: Include why you are setting each goal, how the goal is linked to your leadership development, and what you hope to accomplish as a result of achieving the goals. A2di. Discuss at least two specific actions you will take to reach each of the SMART goals discussed in part A2d. Make this a seperate section from A2D with its own header . Then write out two specific action steps that wil lhelp you reach the goal; write a full paragraph for each., 1. For example: I will meet with a senior leader of the organization once a week for an hour over the course of sixteen weeks for mentorship training. 2. For example: I will also task a four-week training course in mentorship from of organizations Skillsoft training database. Section A2D is typically 2 pages. 11/10/2018 https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE https://srm--c.na60.visual.force.com/apex/coursearticle?Id=kA0a0000000xEnoCAE 12/12 Include citations. Citations and Reference Page Y our paper is required to include in-text citations that tie to your reference page following AP A guidelines. The Center for Writing Excellence is a resource to help with formatting. Artic le L in k: h ttp s:/ / s rm --c .n a6 0.v is u al.f o rc e .c o m /a p ex /c o urs e artic le ?Id = kA 0a0 000000xE noC AE I have almost 7 pages done already and need a minimum of 3-4 more pages written. (Mainly C sections in rubric) Needs to follow instructions and must follow the rubric to create the paper. Must Includ ORGANIZATION AND LEADER ANALYSIS PAPER – Paper 1 – C200 A1 Background, Purpose, Vision, Mission Americas Best Roofing was started in 1978 as a roofing company specializing in Commercial Roofing. They have been installing commercial and industrial roofing in every city across the U.S. Hundreds of millions of square feet of roofing. Thousands of roofs. Hundreds of hard-working, loyal employees with an Engineering focus. Americas Best Roofing is a family run company that has been passed down through three generations of family leadership. They continue to grow by molding longtime employees with a strategic management team. The CEO leads the company that combines high craftsmanship standards set by the grandfather and his father. For over 36 years, Americas Best Roofing has been installing and servicing commercial and industrial single-ply roofing systems. Their expertise in single-ply membranes delivers quality craftsmanship and value-engineered roofing solutions to their customers. Today Americas Best roofing has strong finical standing with a 5A1 D&B ratting and revenue over 150MM. They have worked hard to become a leader in the industry and are now ranked the 3rd largest commercial roofing contractor in the country. They focus on servicing large corporations which include Walmart, BestBuy, Lowes, HomeDeopt, GE, CarMax, Belks and many others. Americas Best Roofing’s vision is to to provide a positive customer experience on every roofing job. They strive to be the very best roofing contractor in the industry. American’s Best Roofing takes pride in its experience and their core values. They refer the values as “S.T.A.R. values” because they stand for Service, Accountability, Teamwork, and Respect. The mission of Americas Best Roofing is “To continue to work every day to be the most trusted and respected roofing company in the United States.” A1 Objectives One of Americas Best Roofing’s main purpose is to be the most trusted and respected industrial and commercial roofing company in the U.S. Long term objectives and financial goals include increased revenue, increase of market share, and maximizing of profit. Americas Best Roofing “STAR” values include Service, Teamwork, Accountability, and Respect. Being a national contractor that is centrally managed they are committed to quality and integrity. A2 Describe 3 leadership practices This sub-section should not exceed 3 pages. Include citations when appropriate following APA guidelines. I have identified 3 leadership practices that the Americas Best Roofing CEO incorporates. The first is strategic leadership. The CEO of Americas Best Roofing does a great job of using strategic leadership to direct the company and applies many best practices of strategic leadership. Being the highest ranking executive leader of the organization, Americas Best CEO oversees different functional areas of management and visualizes the organization as a whole extremely well. He looks at external environmental factors that impact business and is able to make well thought out informed decisions. He can see the big picture with all the data, ideas, and information and conceptualize this well. He uses his past experience as way to understand future changes. All of these strategic leadership qualities help the CEO provide leadership and guidance to senior managers and helps them in formulating strategies and implementing policy’s. Being able to be a good strategic leader is vital for Americas Best Roofing continual company growth. The second leadership practice the CEO exhibits is openness to challenge current process. She knows we can learn from difficult situations. She knows that one cannot achieve their best by keeping things the same. She welcomes those who are willing to venture out and search for opportunities to innovate, grow and improve. As we take risk and experiment we learn from our mistakes made. The final leadership practice that Americas Best Roof incorporates is rewarding and being flexible with employees. Good leaders have a flexible approach and can adapt to individual employees, allowing them to work according to their own individual style. They also reward their employees and thank them for a job well done. Americas Best CEO always takes time to thank those who contribute positively to the company’s success. She also allows for flexible work schedules and opportunities to work from home in some cases. Many studies have found that flexible work practices are becoming more important to the rising generation and new workforce. A3 -Discuss how the current leadership has affected the organizational culture Leadership directly effects the culture the company’s culture in many ways. The vision and mission of the organization in the day-to-day operations are critical to the success of the company. Day to day our Star values are incorporated. It really comes down to how Americas Best Roofing executives pushing down our mission and values and how employees interact with each other and our customers. The company continually reemphasizes its star values. This is pushed out through HR and business communication and emails directly from the CEO. Company meetings and events also reflect the mission of the orig. How is the staff managed? Management is different for every department, but employees are given free rein to do their job without excessive micro management. Ideas are freely communicated and considered from all personal to mgmt. There are opportunities in a lot of cases to express options in meetings and over other formats. How are decisions made and problems solved? Decisions are often taken to the top of the chain because of limited middle management. As the company grows, more management is being added to take the weight off a lot of decision making at the CEO level. Is the process collaborative or more individually driven? In most cases everyone can express their opinion to drive a result but sometimes the CEO see a vision that is shared with the board of directors and pushes it down without collaboration. Such decision can be questioned across the org but are always followed. When it comes to performance, what is most valued? The most important performance metric is customer satisfaction and a job well done. Americas best roofing prides itself in being the most respected roofing company in the country. How would you describe the work/life balance and mood of the organization? As older employees are retiring, new policies are coming into place to attract more of a melinual workforce. New perks are such as flexible work hours and the option to work from home one day a week are being implemented. Flexible work hours are really popular because of the busy commute times during peak hours. Employees are very interested in working from how when possible as well. What are the common stories told and what is the meaning behind the stories? Being a company that has a 30 year history, a lot of stories and memory’s exist with the experienced workforce. These stories reflect struggles and success through the business life. A lot can be learned about the culture of the company by listening to these story’s and really what has made it successful over the years. Why do employees stay at the organization? The family feel of the organization is really attractive to a lot of employees in the org. When the CEO has time to listen to field works and understand the challenges of there job and use their comments to drive company stratagem. Having the right leaders in place has really affected the culture of the company in a positive way. Knowing that the leadership cares for its employees is number one. It means a lot to everyone and attributes to a positive vibe across all the company and results in a happier workforce who is willing to work hard and really put forth the effort it takes to make a successful business. It also introduces trust into the equation. In my opinion employee trust is one of the most desired attributes that you can have in your employees and at Americas Best Roofing that value is apricated and rewarded. Many employees have been with the company for a long time, some since the beginning and this illustrates why Americas Best Roofing is a great place to work. B1 - Evaluate at least two strengths of the organization I have identified two strengths that affect organizational performance at Americas Best Roofing. The first is the heavy investments in making sure their employees are successful on the job. Commercial Roofing is an industry that struggles to find a qualified workforce. This creates many challenges across the industry when trying to grow and hire good skilled employees. One way that Americas Best Roofing addresses this is with a fantastic internal training program and continued education of employees. In fact, in many cases key positions are filled without previous roofing experience. Having employees from other industries brings new insights and innovation into the company that helps puts us above the competition. Internal roof classes are always being taught and everyone is always learning. The second strength that I will analyze is how having flexible process and a growth mindset allow the company to set aggressive revenue goals and scale quickly. With aggressive growth goals comes change and a new way of doing things. Processes and systems are continually re-evaluated, and efficiency is looked at. Gaps are analyzed, and new ideas considered to make processes more efficient. New standard operating procedures are written, and change is inevitable. The strength to embrace that change in a positive way is desired goal in the org. This can be hard when processes have been in place for 30 years and suddenly change. Americas Best Roofing embraces technology and innovation in a changing workplace to help accomplish its strategic goals and initiatives. B2 - Evaluate at least two weaknesses of the organization I have identified two weaknesses that affect organizational performance at Americas Best Roofing. The first is the amount of turnover that the organization has. As mentioned previously there are many long-time employees that have been with the company 20+ years. On the flip side many new employees are being let go for various reasons or leaving the company. The turnover numbers are above industry standards this results in the wasting of company’s valuable resources. Department effectiveness and Synergy across the company as a whole is negatively effective as organizational knowledge is lost. With organizational knowledge lost, complex processes must be relearned by new employees and re-created in some cases if not standardized and well documented. Team resources are lost as more training is needed from individual and cross departmentally. Mistakes are made by new employees during ramp-up phases that also negatively affect efficiency. The hiring process is good with Americas Best, but department directors and SR management needs to be careful with not letting turnover get out of hand as it cost the organization. The second weakness that I will analyze is cross departmental communication issues. Although Americas Best Roofing is centrally managed, in a lot of cases teams are not in the same building. Staff is in the field and across multiple locations which can case difficulty in communication. Technology tools like Skype and conference bridges are implemented but it’s more of a culture issue causing the issues. In some cases. There can be confusion on data and processes as they relate cross departmentally and frustration and blame can occur on who is supposed to do what. There is always grey areas and evolving processes. When everyone is struggling to meet goals in their own department it can be challenging to have the best attitude and support positive communication and relationships. B3.Evaluate at least two opportunities of the organization I have identified two opportunities with the external environment that will help Americas Best Roofing achieve its strategic goals. The first is the use of new technology and ERP systems. Software is only part of the equation when looking at the whole environment, but it can be important to maximize efficiency and help a company scale quickly with less resources. In Americas Best roofing case, business systems could be optimized to utilize the latest technology and drive process. With lots of change in our environment it’s important to have a robust and flexible software that is hyperconverged across all departments. New initives to include Business intelligence dashboards and reporting is important when maintain a pulse of the company’s health. The Second opportunity includes using drone technology in the field and implementing a drone program at Americas Best Roofing Company. With the uprising and maturity of drone technology, more companies are developing software and use cases to address business needs in construction and roofing. Commercial roofing has many use cases with this technology and we are looking at implementing it and introducing a drone program. The cost analysis will need to be performed but ROI on such an adventure could be great. In some cases, it can even replace boots on the roof and reduce travel and employee expenses greatly. Employee safety is benefited as drone pilots are not required to be on the roof and less time on the roof will mean less accidents. Drones will also help attract a younger workforce in the roofing industry. Connecting roof data to the office and giving tools to see high definition imagery and do 3D measuring could greatly benefit the company. Americas best would be an early adopter of the tech but in this case immediate cost savings could be realized. B4. Evaluate at least two threats of the organization Discuss two characteristics of the external environment that have the potential to be a threat to the organization achieving its strategic goals. Describe each threat in detail and include how the threat could negatively impact the performance of the organization. This sub-section is typically 1 page. NO citations necessary in this section. I have identified two threats with the external environment that could impact Americas Best Roofing achieving its strategic goals. The first threat includes trying to grow too fast. As Americas Best Roofing sets strategic growth goals, consequences will occur if those goals are not met. Being owned by an investment company that expects results, we must be clear on how we are going to achieve the goals and keep a pulse on the financials as we try to reach them. Cutbacks and policy change could be just some of the negative effects of trying to grow too fast. The second threat I identified is a possible negative economic changes in the US. A turbulent economy could…. C. Leadership Evaluation Pick ONE Leadership Theory and apply it throughout C1-C2-C3. THEORIES: Trait, Behavioral, Transactional, Transformational, Situational, Servant, Participative This section requires you to cite and reference a minimum of three scholarly sources; Cite in each of C1,C2,C3 - and put on reference page You may use one or more of the scholarly articles included in the Course of Study and available through MindTap, however, this is not a requirement. Sections C1 C2 C3 that mirror A1 A2 A3 Name leadership theory – use only one theory, 3 strengths, weaknesses and each 3 recommendations They all align with this leadership theory because of…. C1. Evaluate at least three strengths of your chosen leader This section of the task requires scholarly research. Begin by selecting one scholarly leadership theory. Provide a brief overview of the leadership theory. Next, use the theory to discuss three strengths of your leader describing in detail how the three strengths you identified align with the scholarly leadership theory. Provide specific examples to support each strength. We also recommend that you include the positive impact of each strength of the organization. Suggested Wording: “I have identified three strengths of the primary leader. They all relate to the ________ leadership theory. The first strength is… it relates to the ______ leadership theory because____…” This Strengths sub-section is typically 1-2 pages. C2. Evaluate at least three weaknesses of your chosen leader Using the same scholarly leadership theory from C1, discuss three weaknesses of your leader. Similar to above, the theory should guide your analysis. Include a detailed description of each weakness and the impact of on the organization. Provide examples to support your analysis. Include the negative impact of the weakness of the organization. State the weakness, say why applies to the theory, cite/reference. Suggested Wording: “I have identified three weaknesses of the primary leader. They all relate to the ________ leadership theory. The first weakness is… it relates to the ______ leadership theory because____…” This Weaknesses sub-section is typically 1-2 pages. Include citations C3. Recommend three theory-based practices to maximize the success of the leader Reflecting on the strengths and weaknesses of the leader you are evaluating, think about what skills or actions would improve his or her ability to lead the organization. Recommend 3 theory-based practices to maximize the future success of the current leader and the organization, use the same scholarly leadership theory used in part C1/2. For this section, include the following for each of your three recommendations: 1) State the theory-based practice, and say why applies to the theory 2) Include why you are recommending the practice, and 3) Discuss the expected outcome once the practice is put into action. Suggested Wording: “I have identified three recommendations that help maximize the success of the primary leader. They all relate to the ________ leadership theory. The first recommendation is… it relates to the ______ leadership theory because___…” This recommendation sub-section is typically 1-2 pages. Include citations. Three citations or more for C1/2/3 C4. Include at least three scholarly sources to support your chosen leader’s practices **This is not a section of your paper, rather it is an area to assess your use of sources in the grading rubric.