Organizational Diagnosis


Submit a well-organized, 2-3 page double-spaced paper responding to the following:

Submit a paper based on an Organizational Diagnosis of an organization, department area, or organizational system you determine is in need of change. Your diagnosis report should discuss what needs to be changed and why. What are the human (people) implications? What are the drivers of the change? What are the potential resistance factors? Your perspective in this process is that of a consultant and your report should include interviews and observations as well as recommendations. Your papers recommendations should also demonstrate strategic alignment with the organization in question.

systems and appreciate the ways in which they meet common problems in perhaps rather different fashions depending upon both their internal structure and the nature of their interactions with their environment. In systems theory, it is these environmental relationships -- environment being broadly defined as basically everything outside the boundaries of the organization, wherever they might be, not just the carbon footprint -- that critically affect productivity, maintenance, adaptation, and survival. There is a well-developed vocabulary and framework for thinking about the interactions of systems and their environments, and in this case you'll have an opportunity to apply this terminology to very different situations.



Let's start with a general introduction to the idea of systems -- an interview with Kevin Kelly, editor of Wired magazine and general systems guru, reviewing some basic concepts and the advantages of systems thinking:



Flower, J. (1995) The Structure Of Organized Change: A conversation with Kevin Kelly. The Healthcare Forum Journal, vol. 38, no. 1, January/February 1995. Retrieved May 18, 2009, from http://www.well.com/user/bbear/kellyart.html.



Now let's make some application of system ideas. First, read this interesting discussion of systems in a context that may be familiar to many of you (and if it isn't, you still won't have much trouble figuring it out):

Fedorov, G.S. (2001) The Military Unit as Part of the Armed Forces' Economic System . Military Thought . July. Retrieved May 18, 2010, from http://dlib.eastview.com/browse/doc/400163 Also available here.

Now let's look at a rather different kind of organization, one with which many of you are probably not so familiar. You might not expect a professor of violin and viola to have a lot to say about organizational systems, but these two short presentations of system ideas in the context of the orchestra are very clear and helpful:

Roelofs, L. (N.D.) Organizational Change: Open System Concepts. Symphony Orchestra Institute. Retrieved May 18, 2009, from http://www.soi.org/reading/change/concepts.shtml

Roelofs, L. (N.D.) Organizational Change: Open Systems Applied. Symphony Orchestra Institute. Retrieved May 18, 2009, from http://www.soi.org/reading/change/concepts.shtml

Case Assignment
Read the Federov and Roelofs article in light of the material that you have read on organizational systems behavior, supplemented if you wish with material from the optional readings and perhaps the supplementary background as well, and even other outside reading you might find by yourself to be useful. Then write a short paper comparing the "military unit" and the "symphony" as examples of different kinds of living systems, noting both similarities and differences and the degree to which applying systems thinking helps you understand both.




Case Assignment Expectations
Your paper should be short (4-6 pages, not including cover sheet and references) and to the point. You are expected to deal with these issues in an integrated fashion, rather than treating them as a series of individual questions to be answered one by one and left at that. To help guide your thinking, however, you will need to consider issues such as:

What are the most important system problems faced by the military unit? How does it routinely deal with them?
What are the most important system problems faced by the orchestra? How does it routinely deal with them?
How are the military unit and the orchestra similar in terms of how they function as living systems?
Does a systems approach to these two kinds of organizations highlight any important differences between them (leaving aside the obvious contrast between an M-15 and a viola as tools of the trade)
Consider for a moment a university such as TUIU. Considering them all as living systems, does the university seem more like a military unit or more like the orchestra? Explain your answer, referring to system properties as needed.
To what degree do you see the idea of a living system as helpful to someone trying to understand an unfamiliar organization? Why?
What, if anything, that thinking about an "organization as an organism" adds to what we have learned by thinking about an "organization as a machine".
You will be particularly assessed on:

Your ability to see what the module is all about -- the "big picture" is the organism-like aspects of organizations-- and structure your paper accordingly.
Your informed commentary and analysis -- this is as important as your summary of the material in the article -- simply repeating what the articles say does not constitute an adequate paper.
Your ability to apply the professional language and terminology of the underlying model -- in this case, organizational systems ? correctly and helpfully. However interesting your paper about battalions or symphonies, it's not going to be complete unless you also show that you can write about it in systems terms.
Your ability to apply the language of the organism metaphor effectively.
Your effective and appropriate use of in-text citations to the assigned readings and other source material to support your arguments.


Since this course is organized about the utility of various metaphors, this last item is particularly important to attend to!

Explain metaphor or analogy would you use to describe an organizational system? Briefly explain your rationale. Describe a system breakdown that you experienced. Briefly explain the circumstances and outcomes to the internal and external environments, on both an individual and group level.

Develop an organizational reframing plan for your department. The aim is to emphasize the applicability of theory in organizational life, utilizing the action research process. The strategy must include the following: an explanation of the organizational systems, Structural Contingency Theory (SCT) and Social Network Analysis (SNA) you are basing the plan on and your rationale for that choice an explanation of the outcomes of your initial research into the plan (your rationale for choosing the steps in the plan) the individual, departmental and organizational action research implementation steps a theoretical (since this plan will not actually be implemented), evaluation of the projected effectiveness of the action research project.
The plan must detail the impact of change on all departments, across departments and in the external local to global environment. Also, be sure to address the ethical and diversity aspects of your plan.
The paper must contain the following qualities:

Introduction (a statement of the problem)
Literature Review (a discussion of the pertinent literature)
Body (a discussion of how the literature relates to the project)
Summary and Future Research Recommendations

Instructions
Please write the essay exactly according to the Objective & Task that is attach. No references greater than 5 years back,

Note: No more than a combined total of 30% of a submission can be directly quoted or closely paraphrased from sources, even if cited correctly. For tips on using APA style, please refer to the APA Handout web link included in the General Instructions section.

Please refer to the ORGANIZATIONAL SYSTEMS & QUALITY LEADERSHIP task that will be included to know what all needs to be included in the paper

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Emergency Medical Services & Pharmacies
Long Term Health Care
Physicians? Offices
Hospitals
This paper needs to be written using all of these organizations.
? Discuss the influence of regulatory and accreditation standards on performance-management systems.-
? Discuss how the performance-management systems affect risk management and quality management in each type of organization
? Identify key areas in the organization that will have direct responsibility for carrying out the day-to-day responsibilities associated with the regulations or standards.---
? Identify other areas in the organization that will be indirectly affected by the regulations or standards.
? Outline what oversight activities you could put in place to ensure that the regulatory and accreditation requirements are being implemented and are achieving the desired results.
? Collaborate to complete the University of Phoenix Material: Organizational Performance Management Table located on the student website.
? Propose how each organization will monitor performance, achieve regulatory and accreditation compliance, and improve overall organizational performance.
Describe ways each organization will communicate with leadership to ensure alignment of organizational goals and gain buy-in from staff to achieve compliance with the standards and requirements issued by regulatory and accreditation bodies.
Determine how compliance with the regulations and development of risk-management and quality-management systems for each type of organization contribute to the organization system
Conclusion:
? Address the similarities and differences among the types of organizations.

Describe internal and ecternal drivers of change such as absenteeism, productivity,costs/revenues, information technology, market drop for the technology industry, and customer expectations.
Factors leaders need to weigh such as employee skills, costs/benefits, customer views, employee needs, and the urgency for the change.

Discuss the kinds of resistanceleaders expect to face such as employees not wanting to break routines, direct cost of change, fear of the unknown, and incongruent organizational systems and team dynamics.also, discuss the strategies used for each.
Discuss how leadership styles indluence the effectiveness of change management processes. (use at least 2 resources)

Requested writer: Isak

Title of Paper: General Systems Theory and the development of Modern Systems Theories

Paper Basics: Write a well crafted, readable paper in American english, of twenty-five (25) pages / APA Format / on General System Theory and the development of Modern System Theories / PhD Research level paper / with twenty-five cited sources (SEE SUGGESTED REFERENCES LISTED BELOW).

The paper will need a well crafted and an interest catching introduction

The paper should have a well crafted and detailed thesis to accompany the papers introduction.

The paper should have a well crafted and detailed conclusion that ties the main ideas of the paper into the concluding comments and connects back to the introduction and the thesis statement.

Language: American English

Paper details:Using the most recent scholarly journal articles available, articles related to Bertalanffy's General System Theory; Social Systems, their environments, interactions, and development; and Miller's Living Systems theory, compared with the works of Kenneth D. Bailey and Karl E. Weick in Modern System Theory.

The paper twenty-five (25) pages in length, with twenty-five (25) cited sources (using as many primary sources as possible, listed below), and will analyze and compare and contrast modern system theories

Using the compare and contrast analysis explore the concepts of Bertalanffy's General Systems Theory in order to reflect a broad perspective on modern social systems and social networking.

Compare and contrast and synthesize and integrate Bertalanffy's system theory with those of Bailey, Miller and Weick to gain a greater appreciation of social systems and the environments in which they interact and exist and a greater appreciation of modern social systems structure.

Suggested references in Systems Theory

PRIMARY SOURCES:

Bailey, K. D. (2004). Beyond System Internals: Expanding the Scope of Living Systems Theory. Los Angeles: John Wiley & Sons, Ltd.

Bailey, K. D. (2006). Living systems theory and social entropy theory. Systems Research and Behavioral Science, 23, 291-300.

Bertalanffy, L. (1951). General system theory - A new approach to unity of science. (Symposium), Human Biology, 23, 303-361. Dec 1951.

Bertalanffy, L. (1972). General system theory: Foundations, development, applications. London: Allen Lane.

Bertalanffy, L. (1975). Perspectives on general system theory: Scientific-philosophical studies. New York: G. Braziller.

Bertalanffy, L. (2008). Outline of General System Theory. Reprint found in Juarrero, A. and Rubino, C.A., editors, Emergence: Complexity and Organization, 10(2), 103-128. http://www.emergentpublications.com/documents/152132501401_contents.pdf

Miller, J.G. (1990). Introduction: the nature of living systems. Behavioral Science. (35) 3, 157-163.

Miller, J.L., & Miller, J.G. (1992). Greater than the sum of its parts: Subsystems which process both matter-energy and information. Behavioral Science, 37, 1??"38.

Miller, J. G. (2001). Living systems. Boulder: University Press of Colorado.

Weick, K. E. (1976). Educational Organizations as Loosely Coupled Systems. Administrative Science Quarterly, 21, 1-19.

Weick, K. E. and Daft, R. L. (1984). Toward a model of organizations as Interpretation systems. The Academy of Management Review, 9, 284-285.

Weick, K. E. (1988). Enacted Sensemaking in Crisis Situation. Journal of Management Studies. 25(4), 305??"317.

Weick, K. E. (1993). The collapse of sense making in organizations: The Mann Gulch Disaster. Administrative Science Quarterly, 38, 628-652. http://www.questia.com/PM.qst?a=o&d=5001675975

Weick, K. E., Sutcliffe, K. M., Obstfeld, D. (2005). Organizing and the Process of Sensemaking. Organization Science. 16(4), 409-421.

Weick, K. E. (2012). Making Sense of the Organization: Volume 2: The Impermanent Organization. New York: John Wiley & Sons.

SECONDARY SOURCES:

Fahy, M., Feller, J., Finnegan, P., Murphy, C. (2007). Complexity and Context: Emerging Forms of Collaborative Inter-organizational Systems. : Journal of Information Technology Theory and Application (JITTA). 8(4), 1-14.

Hammond, D. and Wilby, J. (2006). "The life and work of James Grier Miller". In: Systems Research and Behavioral Science. 23(3), 429 - 435.

Mayrhofer, W. (2004). Social Systems Theory as Theoretical Framework for Human Resource Management - Benediction or Curse? Management Revue, 15(2), 178-189.

Parent, E.R, (2000). A living systems perspective as a Metaframework for viewing the dynamics of human experience. Retrieved from http://weber.ucsd.edu/~eparent/part1/paper1.html

Strunk, G., Schiffinger, M., Mayrhofer, W. (2004). Lost in transition? Complexity in organizational behaviour - the contributions of systems theories. Management Revue, 15(4), 481-509.

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Give a brief summary of key points of the book as a review with your peers. What were the messages from the book? What did you come away with from after reading this book from an organizational systems and leadership perspective? How does this help further your project of organization leadership improvement project of improving communication due 1 page on each book APA FORMAT NO DIRECT QUOTES 1 reference for each
1.Who Moved My Cheese?
by Spencer Johnson, Ken Blanchard, Kenneth Blanchard
2.Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results (2009) by Mike Rother

Read the Federov and Roelofs article in light of the material that you have read on organizational systems behavior, supplemented if you wish with material from the optional readings and perhaps the supplementary background as well, and even other outside reading you might find by yourself to be useful. Then write a short paper comparing the "military unit" and the "symphony" as examples of different kinds of living systems, noting both similarities and differences and the degree to which applying systems thinking helps you understand both.

Assignment Expectations

Your paper should be short (3 pages, not including cover sheet and references) and to the point. You are expected to deal with these issues in an integrated fashion, rather than treating them as a series of individual questions to be answered one by one and left at that. To help guide your thinking, however, you will need to consider issues such as:

* What are the most important system problems faced by the military unit? How does it routinely deal with them?
* What are the most important system problems faced by the orchestra? How does it routinely deal with them?
* How are the military unit and the orchestra similar in terms of how they function as living systems?
* Does a systems approach to these two kinds of organizations highlight any important differences between them (leaving aside the obvious contrast between an M-15 and a viola as tools of the trade)
* Consider for a moment a university such as Considering them all as living systems, does the university seem more like a military unit or more like the orchestra? Explain your answer, referring to system properties as needed.
* To what degree do you see the idea of a living system as helpful to someone trying to understand an unfamiliar organization? Why?
* What, if anything, that thinking about an "organization as an organism" adds to what we have learned by thinking about an "organization as a machine".

You will be particularly assessed on:

* Your ability to see what the module is all about -- the "big picture" is the organism-like aspects of organizations-- and structure your paper accordingly.
* Your informed commentary and analysis -- this is as important as your summary of the material in the article -- simply repeating what the articles say does not constitute an adequate paper.
* Your ability to apply the professional language and terminology of the underlying model -- in this case, organizational systems ??" correctly and helpfully. However interesting your paper about battalions or symphonies, it's not going to be complete unless you also show that you can write about it in systems terms.
* Your ability to apply the language of the organism metaphor effectively.
* Your effective and appropriate use of in-text citations to the assigned readings and other source material to support your arguments.

Performance Learning System: enhance the initial assessment of organization?s performance management. After a brief expansion of the assessment, create a holistic performance learning system that incorporates the balance between various dimensions of performance. Address the following questions with critical and systemic thought:
What are the challenges in management controls?
How would you weave leadership into performance management?
What is the relationship between Performance Management and other organizational systems?
Create a Performance Learning system that considers the following:
- The cultural and ethical considerations
- The learning journey
- Connectivity to other organizational systems
- Flexibility in changing times
- Connectivity to strategic initiatives in Finance to HR

If you need I will send you the company profile

Examine the complexity or simplicity of the following aspects of organizational learning.
Aspects of Organizational Learning:
Understanding and coordination of internal and external environments
Systems analyses
Appropriate knowledge creation and management
The value of adaptive and generative learning
The value of diversity in both internal and external environments
The value of individual and organizational ethics
Next, apply the organizational systems theories mentioned below to the concept of learning organizations by answering the questions that follow.
Structural Contingency Theory (SCT)
Social Network Analysis (SNA)
Answer the following questions:
How does the theory support the concept of learning organizations?
How is the theory inapplicable to the concept of learning organizations?
In what ways can the two theories you have chosen be adapted to accommodate the concept of organizational learning?

Instructions

Please write the essay exactly according to the Objective & Task that is attach, Please see the Scenario which is part of the task. No references greater than 3 years back,

Note: No more than a combined total of 30% of a submission can be directly quoted or closely paraphrased from sources, even if cited correctly. For tips on using APA style, please refer to the APA Handout web link included in the General Instructions section.

Please refer to the ORGANIZATIONAL SYSTEMS & QUALITY LEADERSHIP task that will be included to know what all needs to be included in the paper

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a case about overcoming resistance to change will be send. you have to prepare an analysis on the Hexadecimal Company. in the analysis you have to present the problems you encountered in the text, the causes of the problems, which are the organizational systems affected by the problems. you will then need to come up with alternatives and recommondations of how to solve the problem identified.

1. problems
a. macro
b. micro

2. Causes

3. Systems Affected
a.Structural
b.Psychological
c.Technical
d. Managerial
e. Goals

4. Alternatives

5. Recommondations
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Fedorov, G.S. (2001) The Military Unit as Part of the Armed Forces' Economic System . Military Thought . July. Retrieved May 18, 2010, from http://dlib.eastview.com/browse/doc/400163 Also available here.
Now let's look at a rather different kind of organization, one with which many of you are probably not so familiar. You might not expect a professor of violin and viola to have a lot to say about organizational systems, but these two short presentations of system ideas in the context of the orchestra are very clear and helpful:
Roelofs, L. (N.D.) Organizational Change: Open System Concepts. Symphony Orchestra Institute. Retrieved May 18, 2009, from http://www.soi.org/reading/change/concepts.shtml
Roelofs, L. (N.D.) Organizational Change: Open Systems Applied. Symphony Orchestra Institute. Retrieved May 18, 2009, from http://www.soi.org/reading/change/concepts.shtml
Case Assignment
Read the Federov and Roelofs article in light of the material that you have read on organizational systems behavior, supplemented if you wish with material from the optional readings and perhaps the supplementary background as well, and even other outside reading you might find by yourself to be useful. Then write a short paper comparing the "military unit" and the "symphony" as examples of different kinds of living systems, noting both similarities and differences and the degree to which applying systems thinking helps you understand both.

Case Assignment Expectations
Your paper should be short (4-6 pages, not including cover sheet and references) and to the point. You are expected to deal with these issues in an integrated fashion, rather than treating them as a series of individual questions to be answered one by one and left at that. To help guide your thinking, however, you will need to consider issues such as:
What are the most important system problems faced by the military unit? How does it routinely deal with them?
What are the most important system problems faced by the orchestra? How does it routinely deal with them?
How are the military unit and the orchestra similar in terms of how they function as living systems?
Does a systems approach to these two kinds of organizations highlight any important differences between them (leaving aside the obvious contrast between an M-15 and a viola as tools of the trade)
Consider for a moment a university such as TUIU. Considering them all as living systems, does the university seem more like a military unit or more like the orchestra? Explain your answer, referring to system properties as needed.
To what degree do you see the idea of a living system as helpful to someone trying to understand an unfamiliar organization? Why?
What, if anything, that thinking about an "organization as an organism" adds to what we have learned by thinking about an "organization as a machine".
You will be particularly assessed on:
Your ability to see what the module is all about -- the "big picture" is the organism-like aspects of organizations-- and structure your paper accordingly.
Your informed commentary and analysis -- this is as important as your summary of the material in the article -- simply repeating what the articles say does not constitute an adequate paper.
Your ability to apply the professional language and terminology of the underlying model -- in this case, organizational systems ??" correctly and helpfully. However interesting your paper about battalions or symphonies, it's not going to be complete unless you also show that you can write about it in systems terms.
Your ability to apply the language of the organism metaphor effectively.
Your effective and appropriate use of in-text citations to the assigned readings and other source material to support your arguments.


Please make sure you read the provided link/and respond accordingly. I will upload the link for viewing and also use scholarly database as a resource.
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Customer is requesting that (bolavens) completes this order.

Prepare a plan for conducting a performance assessment in your organization (or a hypothetical organization) in the three parts described below. The plan should be fifteen pages in length (excluding front-matter and appendices) and written using college-level language and grammar. Include a title page that includes your name, course number, and date submitted.

I. Introduction

1. ORGANIZATIONAL CONTEXT

Describe the organization in enough detail to understand the need for an organizational assessment (name, size, mission, products/services, customers, staffing structure,...). Concentrate on the particular unit within the organization being assessed, no matter how deep into the enterprise it resides.

2. PURPOSE

Describe and justify the business reasons for conducting the assessment:

? What area(s) of the organization will be assessed and why this/these areas? How will the information be put to use? Be specific. What type of decisions will be based on the assessment? Who will make the decisions? In which dimensions of organizational performance is there the greatest doubt? If the results will also be used to provide convincing evidence, say who has to be convinced about what and why.

? Why is it necessary to invest time and resources in conducting an organizational assessment? What would be the negative consequences of not assessing organizational performance at this time?

? If there are political overtones associated with the assessment, say who would want the assessment to be done and why? Who wouldn?t? What objections might they raise and how can they be overcome?

3. SCOPE OF EVALUATION

Describe the relative size and focus of the assessment:
What strategic goals or initiatives are being tracked and what is their source?
Which elements of the organizational system and/or the balanced scorecard will serve the purpose of the assessment and why these elements?
What kinds and amount of resources must be used to develop and conduct the initial assessment? About how much time will it take and how often will it be repeated? Make a case for the cost-effectiveness of the assessment.


II. Data Collection

1. KEY QUANTITATIVE MEASURES

Identify three-to-five key measures that will serve as indicators of organizational performance and will thereby serve the purpose of the assessment (one of the measures must involve a survey instrument). For each measure, provide the following information:

? Name: A name for the variable.

? Operational Definition: A description of the explicit means by which data will be collected. It should be clear how a score will be assigned to the variable for each case being measured

? Validation: A description of the means by which the measurement instrument and/or process will be checked to assure it yields accurate results.

2. DEVELOPMENT OF ATTITUDE QUESTIONNAIRE

For one of the survey instruments used in the assessment:

? Describe the administrative technique and why this approach was selected (include the desired response rate and how it will be attained).

? Describe and justify the means by which the survey instrument is to be developed (include three sample items):

- Instrument Outline (measure/variable, primary item scale, number of items)
- Item Pool Creation (how will pool of items be developed?)
- Item Analysis Technique (how will final items be chosen?)
- Instrument Test (validity, reliability)
-
3. USE OF QUALITATIVE MEASUREMENTS

Describe and justify any qualitative processes (interviews, focus groups, opinionnaires, etc.) that will be used to explore organizational performance before, during, or after the quantitative measurements by providing the following information for each

? How will the qualitative data be collected

? Why is the qualitative data being collected? How will it be used in association with the quantitative data being collected?


III. Analysis & Reporting

1. ANALYSIS

? For each of the three-to-five measures or variables used in the assessment, provide the following information concerning the performance expectations:

- Value: Define the targeted value to which the measurements will be compared.

- Rationale: Justify the particular value used as the standard as well as the source of the performance expectation (e.g., baseline, benchmark,...)

? Describe how the results will be applied to achieve the purpose(s) of the assessment laid out in the Introductory section (I).

2. REPORTING

? Describe your strategy for reporting so that gaps in performance are easily detected and corrected:

? Define and justify the particular people or organizations who will receive a report of the information derived from the assessment.

? Describe and justify the type and format of information that will be presented in the report and the methodology for presenting the results (e.g., written report, briefing, dashboard displays).

Analysis and Application of OD Interventions ? Case Study

The purpose of this section is to develop analytical skills and apply OD intervention concepts to contemporary issues in organizations.

Organization structural design deals with the ways in which the overall work is organized and divided into subunits and distributed for task completion. Organizational strategy deals with the analysis of the organization?s current state and involves fundamental decisions and actions that determine how an organization will achieve its goals. Organizational Development looks at the entire organizational systems and the people within them and seeks to devise ways in which systems and people can achieve greater effectiveness. Organizational interventions aimed at effecting change involve determining the appropriate methods to be employed, as well as the organizational level(s) in which to apply them.

Instructions for the Assignment:

1. Select a case study from this week?s assigned articles; write a 5 page paper using a minimum of two additional references to support your position.

A. Describe the problem or reason for the initial study.

B. Provide a clear and concise description of the study: Please include the researcher?s methods of study, the population of the organization(s), and the industry in
which the organization operates

C. Describe the results. If applicable, report the results given in the article.

2. Once the results have been discussed, imagine that you are a consultant who has been hired to design an intervention for an organization with the presenting problem
discussed in the case study.

A. The results of the case study can be considered as the diagnostic phase ? with this information consider how you would proceed in resolving or preventing further
occurrences of this problematic situation. Include your opinion of the results and include any downfalls or limitations of the study.

B. In designing your intervention, write a brief outline of the steps you would take using the concepts discussed in this week?s session. Develop ideas to establish an
appropriate intervention and discuss your implementation strategies.

Helpful Tools and Hints for the Assignment:

Although OD is designed to look at organizations in their entity, it is necessary to be keenly aware of the levels of interaction within an organization. In designing interventions, OD professionals examine all levels of an organization which include the individual, group (team or department), organization and the environment. Interventions can be designed to address issues at any and all of these levels.

The following is a list of categories which provides a brief description of the names and specific types of OD interventions.

Human Process Interventions involve interpersonal and group approaches which may address issues such as how to communicate, solve problems, make decisions, and how to lead.

Team Interventions: Teams and Work Groups: Strategic Units of Organizations Team Building Interventions, Group Diagnostic Meetings, Team Building Meetings, Role Analysis Technique Intervention, Role Negotiation Techniques, Responsibility Charting, Force Field Analysis Technique, Gestalt Orientation to Team Building.

Intergroup Interventions and Third Party Peacemaking Interventions: Inter-group Team Building Interventions, Third Party Peacemaking Interventions Organization, Mirror Interventions, and Partnering.

Personal, Interpersonal and Group Process Interventions: Employee Empowerment, Sensitivity Training Laboratories, The Johari Window Model, Transactional Analysis, Behavior Modeling , Life and Career Planning Interventions, and Stress Management Interventions.

Human Resource Management Interventions can involve performance management issues including how to develop management and line staff, how to attract competent people, assess goals and rewards, plan and develop careers.

Comprehensive Interventions: Strategic Management Activities, Survey Feedback. Rensis Likert?s System & Management, Grid Organization Development, and the Contingency Theory of Lawrence and Lorsch.

Technological Interventions: May include restructuring organizations, employee involvement and work design, how to divide labor, how to coordinate departments, produce products or services and to design work.

Structural Interventions and OD: Suggested Criteria for Congruency/In congruency with OD Job Design, Quality Circles MBO and Appraisal, Socio technical Systems and Work, Restructuring Quality of Work Life Projects.
Readings
Textbooks: https://secure.coursesmart.com/login
User:: lynneboisrond (at) yahoo.com
Pass: Rigelq93
Readings
1. Textbook:
Koppes, L. (Ed) (2007). Historical perspectives in industrial and organizational psychology. Mahwah, NJ: Erlbaum.
Chapter 6: The Influence of the Formal and Informal Organizations on the Development of I-O
Chapter 14: Applications of Organizational Psychology: Learning Through Failure or Failure to Learn?

2. Articles:
Sminia, H. & Van Nistelrooij, A. (2006). Strategic management and organization development: Planned change in a public sector organization. Journal of Change
Management, 6(1), 99-113. (EBSCOhost Accession Number: AN 2006-05852-008).

CASE STUDIES: please choose one

Allen, S. (2009). An exploration of theories of action in leadership development: A case study. Organization Development Journal, 27(2), 39-51. (EBSCOhost
Accession Number: AN 43798690).

Burns, S. (2005). The so what test: A case study of strategic educational change. Organization Development Journal, 23(4), 92-95. (EBSCOhost Accession Number:
AN 19282785).

Cangemi, J. (2009). Analysis of an adversarial labor/management situation in a Latin American industrial setting: A case study using Maslow's Hierarchy of Needs.
Organization Development Journal, 27(1), 37-47. (EBSCOhost Accession Number: AN 38797440).

deKlerk, M. (2007). Healing emotional trauma in organizations: An O.D. framework and case study. Organization Development Journal, 25(2), 49-P55. (EBSCOhost
Accession Number: AN 26232912).

Landau, D. (2005). Transformational change: The case of Nationalab. Organization Development Journal, 23(4), 61-76. (EBSCOhost Accession Number: AN
19282782).

Recommended Readings

1. Article:
Cronshaw, S. & McCulloch, A. (2008). Reinstating the Lewinian vision: From force field analysis to organization field assessment. Organization Development Journal,
26(4), 89-103. (EBSCOhost Accession Number: AN 38797435).

Recommended Websites

Academy of Management: www.aomonline.org

The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about
management and organizations.

American Management Association: www.amanet.org

American Management Association (AMA), and its international affiliates, is an organization that provides training solutions for individuals, teams, organizations and
government agencies. This website offers seminars, webcasts, podcasts, articles and white papers, live and online training sessions. Visit this website for a review of
their comprehensive portfolio of twenty-one training subject areas.

American Psychological Association: www.apa.org

The American Psychological Association (APA) is a scientific and professional organization that represents psychology in the United States. With 150,000 members,
APA is the largest association of psychologists worldwide. Visit this website to explore issues relating psychological topics, publications, the psychology help center,
news and events, research, education, careers and membership.

Organization Development Network: www.odnetwork.org

The Organization Development Network is an international professional association of organization development practitioners. Our members come from all 50 states of
the USA, Canada, Mexico, Puerto Rico, and around the world. Some are external consultants; others work within their organizations to promote healthy change. They
may specialize in such areas as human resources, training, leadership or talent development, change management, strategic planning, and a broad range of initiatives
designed to make organizations more effective.

Society of Industrial and Organizational Psychology: www.SIOP.org.

Society of Industrial and Organizational Psychology (SIOP), a division of APA, is a membership organization that provides invaluable and reliable resources for
professionals, students and educators. Visit this website for information about membership, meetings and conferences, services, publications, jobs, and learning
resources.

This final case involves an analysis of strategy implementation at the Kraft Foods Group. You will use the resources you identified in the SLP to gather information about the company and relate that information to your work in the previous four cases.

The Case in this course is an ongoing exercise, meaning that we will be taking an intensive look at one company over the course of our five modules. This term, we are conducting a strategic analysis of the Kraft Foods Group. The best preparation for doing well on the Case Assignments is to complete the Background information reading and the SLP before writing the Case.

Required Reading

Refer to the required and optional reading on strategic controls, the theme for this module.

Case Assignment

In Module 5, we will conclude the case study process by researching the Kraft Foods Group's strategic controls and their fit with the company's chosen strategy.

Keys to the Assignment
?Step One: Review your Case papers from Modules 1-4 so that you are familiar with the mission, vision, SWOT, strategy, and strategic choices you have identified over the course of the class.
?Step Two: Research the structure, systems, people, and culture at the Kraft Foods Group. Use the responses you provided in the SLP as a guideline. You will not be able to get answers to every single question, but you will need to answer at least one or two for each component.
?Step Three: Describe the Kraft Foods Group's organizational design, key strategic control systems, primary human resources concerns, and cultural factors, and the effect that these have had on the implementation of the Kraft Foods Group's strategy.
?Step Four: In a 5- to 7-page paper, critically evaluate the fit?or the lack of fit?between the company's mission, strategy, and organizational components crucial to implementation. Do these components complement the strategy? Why or why not?
?Step Five: What changes would you?as the CEO?make to better assure the success of the company's strategy?
?Step Six: Consider the Case as a formal business report that you are developing for the Board of Directors and CEO as the Kraft Foods Group's consultant. This is a professionaldocument. Follow the format below: ?Executive summary: This is a synopsis of the main points, conclusions and recommendations made in the longer report. If you would like a refresher on writing an executive summary, check this website: http://www.highendfinance.com/CommercialLoans/Docs/07-4%20ES%20Guidelines.doc
?Introduction: State the main purpose of the paper (thesis statement), what you hope to accomplish, and how you will go about doing it.
?Main Body: The "meat" of the paper. Emphasize analysis, not just description. Delineate separate topics or sections with headings.
?Conclusion: Summarize your paper in the light of your thesis statement.


Assignment Expectations

Your paper will be evaluated using the following five (5) criteria:
?Assignment-Driven Criteria (Precision and Breadth): Does the paper fully address all Keys to the Assignment? Are the concepts behind the Keys to the Assignment addressed accurately and precisely using sound logic? Does the paper meet minimum length requirements?
?Critical Thinking (Critical Thinking and Depth): Does the paper demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the paper address the topic with sufficient depth of discussion and analysis?
?Business Writing (Clarity and Organization): Is the paper well written (clear, developed logically, and well organized)? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included in all papers? Are paraphrasing and synthesis of concepts the primary means of responding to the Keys to the Assignment, or is justification/support instead conveyed through excessive use of direct quotations?
?Effective Use of Information (Information Literacy and References): Does the paper demonstrate that the student has read, understood and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student?s use of relevant and quality (library?) sources? Do additional sources used in paper provide strong support for conclusions drawn, and do they help in shaping the overall paper?
?Citing Sources: Does the student demonstrate understanding of APA Style of referencing, by inclusion of proper end references and in-text citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the Background page, the assignment readings, and outside research) been included, and are these properly cited? Have all end references been included within the body of the paper as in-text citations?

Tips and Suggestions

Note the following tips and suggestions:
?Business school case-study assignments are meant to offer practice opportunities for future businesspeople who are earning their MBA degrees. Consider yourself a consultant hired by the company to make these critical assessments. There are no right or wrong answers to the Case question, as long as your position is well defended.
?Study the theoretical concepts provided in the Background materials section of the module, and identify main strategy concepts.
?Include a cover page and reference page, in addition to the 5-7 pages of analysis described above.
?Include headings for all papers longer than two pages.
?Cite and reference all sources, including those you paraphrase. This means include citations and quotation marks for direct quotes of more than five words, and citations for information you have "borrowed" or paraphrased from other sources.

Background:

Strategy is implemented using organizational design (structure), people, culture, and control systems. Strategy must successfully work through these elements in order to produce performance. No matter how well a strategy is conceived, if an organization's people cannot implement it, if the culture cannot support it, if the structure cannot coordinate it, and if the systems cannot measure and control it?the strategy will fail.

We will start by considering how of each of these components individually link to strategy. By way of the Case analysis, we will examine the integration or "fit" between the various components and strategy.

Structure

Organizational structure refers to the manner in which the lines of communication of authority are established, the manner in which work is divided up among organizational members, and the way that communication and work are coordinated. Different types of structures support different types of strategies. The key elements of structure that have the greatest effect on the success or failure of strategy implementation are centralization, boundaries, networks, and virtual organization.

Centralization
?Centralization refers to the level of concentration of decision making. In a highly centralized organization, decisions are made by a relatively small number of people, usually concentrated at the highest levels of the organization. Standardization is common in centralized organizations, thus favoring economies of scale and efficient value chains.
?Decentralized organizations are characterized by flexible and autonomous decision-making groups at operational levels in the organization. Such groups have the ability to rapidly adjust to changes in the marketplace and are well-suited to strategies that require innovation. However, because of duplication, economies of scale are difficult to achieve.

Emerging Structures
?Borderless Organizations: Taking cross-functional teams to a new level, the borderless organization does not just assemble teams with members from different organizational levels and functions. Instead, the borderless organization removes barriers both vertically (between levels) and horizontally (between functions or departments). The implications for strategy implementation include increased information, transparency, and flexibility.
?Alliance Networks: These are collections of suppliers, distributors, customers, and even competitors who have the ability to bring needed assets to bear on an urgent problem where there is insufficient time to develop the needed resources and capacities in-house. Organized and coordinated online, these networks can be mobilized and put to work instantaneously.
?Virtual Corporations: An extension of Alliance Networks, the virtual corporation is an extra-organizational coalition of people and organizations brought together expressly to work on a specific problem or project. They can be assembled rapidly and dispersed as soon as the project is over, representing the ultimate in flexibility and speed in strategy implementation.

The following reading is an exposition of how various types of teams can be useful in strategy implementation:

Pryor, M.G, Singleton, L.P., Taneja, S. and Toobs, L.A. (2009). Teaming as a strategic and tactical tool: An analysis with recommendations. International Journal of Management, 26 (2), 320-334. Retrieved on November 6, 2012, from EBSCO.

For a presentation on Organizational Design by Professor Anastasia M. Luca, Ph.D. MBA

Strategic Controls (Systems)

Three organizational systems are essential to controlling strategy implementation:

Accounting and budgeting systems: These systems can be complex and not easily adapted. If a new strategy requires data that is not easily accessible through existing accounting systems, implementation can be slowed, and a potentially successful implementation can be jeopardized. If a new proposed strategy does not fit a familiar pattern, decision making can be become risky and unpredictable.

Information Systems: Information technology is playing an ever greater role in strategy implementation. IT provides point-of-sale information between retailers and manufacturers, streamlines logistics and distribution, and controls inventories. IT systems must be capable of providing the right information in the right format to the right people at the right time.

Measurement and Reward Systems: Rewards can be used to shape behavior in the direction of meeting strategic objectives. Rewards must be connected to measures of goal attainment (e.g., specific increases in market share), and proper time horizons (future rewards for future goals).

For a presentation on Strategic Controls by Professor Anastasia M. Luca, PhD MBA

People

Strategies that are based on distinctive competencies or unique capabilities are often dependent on people and their skills to carry them out. Thus, for successful implementation, sufficient numbers of people with the right skill sets are essential.

In-house or Import?: Hiring raw talent and growing employees with the needed qualifications maximizes fit, but it can take years. Retraining existing workers with new skills can be problematic when old employees resist "learning new tricks." Hiring employees with needed skills external to the organization is faster, but there is no guarantee that even they will fit well within the organization?s culture.

Motivation: It is not enough to have the right number of people with the right skills; people must also be motivated to work toward successful strategy implementation. Much is known about motivation, and many tools are available; these include tangible rewards (e.g., bonuses) and intangible rewards such as self-fulfillment. Perhaps the motivator with the most potential for eliciting long-term commitment to fulfilling the firm's strategic goals is that of empowerment, which gives employees the discretion and autonomy to use their initiative.

The following article highlights the importance of having the right people in place to achieve strategic goals:

Garrow, V. and Hirsh, W. (2008). Talent management: Issues of focus and fit. Public Personnel Management, 37(4), 389-403. Retrieved on November 6, 2012, EBSCO.

Culture

The fit between an organization?s culture and its strategy is critical. If a firm is depending on innovation to achieve differentiation, but the culture is risk averse or has a tendency to punish mistakes, the strategy will in all likelihood fail. Culture can support the strategy when three elements are in alignment:
?Shared values that are aligned with the corporate vision and strategic focus along with a management style that fosters behavior that will support the competencies that confer competitive advantage.
?Norms can act as strong controls for strategic implementation. They encourage behavior that is in alignment with shared values. People can circumvent rules, and they cannot be watched all of the time, but norms can promote the desired behavior even when nobody is watching.
?Symbols model for employees what values and norms are important. Some important symbols include the vision and style of the founder of the company and folklore or stories that embody company values, rituals, and routines, and which reinforce the types of events and behaviors that are most desired and celebrated.

The following reading ties together the importance of systems, strategy, structure, and culture. It is highly readable and will help you see how all of these elements are interdependent and must align to achieve successful implementation:

Heneman, R. L., Fisher, M. M., and Dixon, K. E. (2001). Reward and organizational systems alignment: An expert system. Compensation & Benefits Review, 33(6), 18-29. Retrieved on November 6, 2012, from ProQuest.

Required Reading

Garrow, V. and Hirsh, W. (2008). Talent management: Issues of focus and fit. Public Personnel Management, 37(4), 389-403. Retrieved on November 6, 2012, from EBSCO.

Heneman, R. L., Fisher, M. M., and Dixon, K. E. (2001). Reward and organizational systems alignment: An expert system. Compensation & Benefits Review, 33(6), 18-29. Retrieved on November 6, 2012, from ProQuest.

Pryor, M. G, Singleton, L. P., Taneja, S. and Toobs, L. A. (2009). Teaming as a strategic and tactical tool: An analysis with recommendations. International Journal of Management, 26 (2), 320-334. Retrieved on November 6, 2012, from EBSCO.

Luca, A., M. (2006). Organizational Design. Power Point Presentation.

Luca, A., M. (2006). Strategic Controls. Power Point Presentation.

SLP Below:

Kraft Summary
The author of this response is to find out some details and information about the company Kraft Foods. Indeed, the facets and characteristics that will be summarized and described will include the organization?s structure, how centralized it is or is not, the lines of authority and communication as well as the teams, committees and task forces that make up the organization. Next up will be the systems of Kraft including how the budgets are set, how the planning is done and what measures are used to evaluate performance. After that, the people of Kraft will be discussed. The facets of the people will include the skills, experience and knowledge of the employees, their depth and quality and their attitudes about the company itself and their jobs within in. Finally, there will be a description of the culture of Kraft. Topics for the culture will include their values, their key norms, their symbols, their dominant management style and how conflicts are resolved. While Kraft is not the most dominant company in the United States or the wider global corporate world, they are certainly near the top of the list.
Analysis
Through its acquisitions and expansions, Kraft is actually a company with a lot of irons in the fire. Indeed, Kraft?s business and subsidiary portfolio includes the Kraft name in particular, Philadelphia Cream Cheese, Velveeta, Jell-O and A-1 Steak Sauce, just to name a few. They actually have more than half a dozen high-level categories of products including baking/desserts, cheese and dairy, coffee and beverages, deli meat, hot dogs, bacon, causes and condiments, side dishes and meal helpers, snacks and other miscellaneous goods. The company is centralized in that Kraft itself has its own power structure but it is also decentralized in that the member brands of the company exert their own level of command and control. Indeed, Kraft itself is based out of Northfield, Illinois which is a suburb of Chicago nestled in right along the western edge of Lake Michigan. In terms of corporate structure, there was actually a ?de-merger? that occurred just two years ago whereby Kraft Foods spun off from Kraft Foods Inc., the latter of which was renamed to Mondelez. Mondelez is still an international distributor and disseminator of Kraft goods but Mondelez and Kraft are entirely separate companies. This further decentralizes the power structure of Kraft but keeps Kraft competitive at the same time. In all, Kraft has revenues of about $18 billion (but it is falling) and has about 23,000 employees. For all its expansion, Kraft has actually divested a number of companies as it has sold off brand names Breyer?s, Birds Eye, its frozen dinner market (to Heinz) and its foodservice unit (Kraft, 2014).
As with most public firms, as Kraft is traded on the NASDAQ market, the budget is set by the Board of Directors and the C-level executives of Kraft. The big names to know with Kraft are Chief Executive Officer W. Anthony Vernon, Executive Vice President of Corporate and Legal Affairs Kim Rucker, Executive VP of Integrated Supply Chain Robert Gorski, Chief Financial Officer Teri List-Stoll and Principal Accounting Officer Melinda Whittington(Yahoo, 2014). John Cahill serves as the Chairman of the Board (Kraft, 2014). The Board and Kraft in general also include a compensation committee, an audit committee, a governance committee and independent people that keep the company?s internal personnel honest. These internal and external people work in concert to keep the operations and actions of the company ?above board?. These people, both internal and external, do the evaluations. There are also the shareholders and analysts that monitor publicly traded companies (Yahoo, 2014).
The people of Kraft are shown on their website. Their people of focus include one of their district sales managers, the President of their Wal-Mart sales, their Military Major Account manager and others. The values and opportunities explained by Kraft include a foundational curriculum, a general business academy and a leadership academy. The Kraft website openly touts its people as it source of success. They also confirm the above about decentralization in that they have 17 different brands that range in revenue from $100 million to $1 billion USD each. Their depth and quality are confirmed by a lot of external agencies and organizations that tout its adeptness and attractiveness as a company to work out. These awards include 50 Best Employers for Latinas (ten years running?from Latina Style Magazine), top 50 companies for Diversity (Diversity Inc. Magazine), 100 Best places to work in IT (ComputerWorld), best place to work for multi-cultural women (Working Mother) and Canada?s Top 100 Employers Award (Kraft, 2012).
There is also a lot of information about Kraft?s culture as an employer. The major parts of this culture, as explained on their website and other places, includes community involvement, compliance and integrity, corporate governance, food safety and quality, nutrition and well-being, sustainability and workplace culture. The workplace culture is itself further divided into safety, wellness and people/diversity. When drilling down further, Kraft portends themselves to be a company that encourages and welcomes diversity, they seek to develop strategic relationships with external organizations so that they can connect with a ?broad range of consumers? as well as prospective employees. They also assert that they want a diversity in suppliers for their raw materials and other goods and services that Kraft needs to then serve its own clients (Kraft, 2014).
In keeping with the theme thus far, Kraft?s management style can be described as ?cross-cultural?. Indeed, they have people and infrastructure all over the world. Indeed, the management styles of the United Kingdom (UK), Canada, the United States and New Zealand (just to name a few) are all quite different. Indeed, Ben Clarke is a Kraft Foods Vice President and he himself is from England (Clarke, 2014). The key norms of behavior and performance at Kraft include inclusiveness, diversity and innovation. The innovation end of things has not always been the case as the company was in a bit of a rut for a time, per even the employees themselves. Kraft employees even suggested that being part of the ?innovation? field of the company was a ?career killer? as attaining buy-in and acceptance of suggested changes was extreme;y hard to pull off. However, 2013 reflected a sea-change moment for Kraft and even national publications and news sites like Forbes began to take note (Kotter, 2013)
Conclusion
Kraft?s a conglomerate and this means that their array of products is going to change a lot over the years as they absorb and divest companies from time to time. Their inclusiveness and overall culture seem to be very solid. However, Kraft needs to focus on its core competencies and stick to them as they seem to be a little unsure of what products they should focus on and stick with and which ones they should not. Not being simpatico and under the same corporate structure as their distributors may be a miscalculation but finding an effective third party to do the job may very well keep costs down over the long run which would justify its use by Kraft.









References
Clarke, B. (2014, October 11). Cross-cultural management: Kraft's - CEO Forum Group.
Cross-cultural management: Kraft's - CEO Forum Group. Retrieved October 11,
2014, from http://www.ceoforum.com.au/article-detail.cfm?cid=6063&t=/Ben-
Clarke-Kraft/Crosscultural-management-Krafts-
Kotter, J. (2013, March 22). How Kraft Changed the "Change" Perception. Forbes.
Retrieved October 11, 2014, from
http://www.forbes.com/sites/johnkotter/2013/03/22/3822/
Kraft. (2014, October 10). Great Recipes, Dinner Ideas and Quick & Easy Meals from
Kraft Foods - Kraft Recipes. Great Recipes, Dinner Ideas and Quick & Easy
Meals from Kraft Foods - Kraft Recipes. Retrieved October 10, 2014, from
http://www.kraftrecipes.com/home.aspx
Yahoo. (2014, October 11). Kraft Foods Profile. Yahoo Finance. Retrieved October 11,
2014, from http://finance.yahoo.com/q/pr?s=KRFT+Profile

Submit a 3-5 page double-spaced paper based on an ?Organizational Diagnosis? of an organization, department area, or organizational system you determine is in need of change. Your perspective throughout this process is that of a consultant and your report should incorporate interviews, observations, and recommendations.
Your diagnosis report will include:

Identification of the changes that need to be made and a reason for the change.
Identification and description of human implications, potential resistance factors, and the drivers of the change.
Recommendations which demonstrate strategic alignment with the chosen organization.

Introduction:

In this task, you will use a tracer methodology to track a patient?s care in order to evaluate the healthcare organization?s systems of providing care and services for a readiness audit. This methodology also makes it possible to assess the healthcare organization?s compliance with Joint Commission standards. This is part of the organization?s compliance with delivering safe, quality healthcare.

You will examine data for a patient that is found in the attached ?Accreditation Audit Case Study? and find any trends, patterns, and problems. Once these have been identified, you can remediate the concerns.

Task:

A. Review the tracer patient information from the attached ?Accreditation Audit Case Study? and do the following:

1. Discuss an outstanding patient care issue for the organization made evident by the tracer patient.

2. Develop a corrective action plan to address the patient care improvement needs for the organization.


B. If you use sources, include all in-text citations and references in APA format.


Note: Please save word-processing documents as *.rtf (Rich Text Format) or *.pdf (Portable Document Format) files.

Note: When bulleted points are present in the task prompt, the level of detail or support called for in the rubric refers to those bulleted points.

Note: For definitions of terms commonly used in the rubric, see the Rubric Terms web link included in the Evaluation Procedures section.

Note: When using sources to support ideas and elements in a paper or project, the submission MUST include APA formatted in-text citations with a corresponding reference list for any direct quotes or paraphrasing. It is not necessary to list sources that were consulted if they have not been quoted or paraphrased in the text of the paper or project.

Note: No more than a combined total of 30% of a submission can be directly quoted or closely paraphrased from sources, even if cited correctly. For tips on using APA style, please refer to the APA Handout web link included in the APA Guidelines section.

NO DIRECT QUOTES STRICT APA FORMAT 10 scholarly references The organization Is Hope Hospice of Southwest Fla sending attachment of Mission statement and culture the CEO is Samara Beckwith a former social worker there is informationaa bout her on the internet Make up the rest Hospice is a non profit organization receives private insuranc e and medicare and medicaid payment take private donation numerous fund raiser no one pays for services out of pocket government grants also

Using Collins work( at end of assisnment) as a model and framework for advanced organizational analysis (and other references as needed), analyze a system, organization, organization systems and/or subsystems. Consider each of the concepts proposed by Collins breaking down the organizations strategic plan, financial management and systems, organizational structure, leadership, organizational culture, performance outcomes, etc. Collins work is a good foundational text, along with Fifth Discipline (Senge, 1990) and other related writers and models.
When analyzing an organizational system at a greater depth, consider (along with Collins work) chaos theory and complexity science (Wheatley, Porter-O-Grady), learning organizations (Senge), change and innovation (Gladwell, Rogers, Quinn). Such references may be useful in arriving at a greater level of understanding of organizations in order to truly transform our current health care systems. As part of this analysis and field work, consider interviewing members of the staff, board members, organizational historians, key administrative personnel (CFO, CEO, CNE, etc.). Consider what is written about the organization and its system in the local paper, regional documents, trade journals, etc. These qualitative methods, along with review of clinical, financial and other evaluation measures (quantitative measures), will provide a more holistic perspective of an organizational systems performance.
The paper should be carefully written in a formal style, based on primary sources, provide an integration of ideas, and be 4-6 pages in length, excluding title page & reference list. Organized flow, logical progression of ideas, and clarity in thought are essential.
THESE ARE THE POINTS TO BE ADDRESSED COMPLETELY
Criteria Points
Introduction paragraph (one paragraph). There must be a thesis statement at the end of the paragraph that tells the reader the purpose of paper and what will be discussed.

Identify an organization, system or subsystems within a larger system. You may want to use the system in which you have been working. Give an overall description to include such aspects of the mission, philosophy, overall goals, objectives, structure, etc., particularly in light of the various frameworks and models (Collins, Senge, Wheatley, etc.). Consider the infrastructure and the structure, process and outcome framework of Deming. Consider the complexity of your system (complexity science). 7 POINTS

Select a framework for advanced organizational analysis. Describe the organization, agency, system, etc. and note the level of greatness (Collins). If there is a low level of greatness, what in particular can you identify as lacking? If there is a high level, what examples can you describe to validate this determination of the greatness level.? What evidence exists? /5 POINTS
Integrate strength-based leadership and emotional intelligence observed in the organization. /4 POINTS

Summary. Using this systems analysis, how will you apply this information to a future project plan? What evidence exists regarding the system's readiness for change? What recommendations would you make to enhance readiness? What are the next steps for you in this organization as you ready for project planning?
Conclusions: summarize the essential points of paper (one paragraph). /6POINTS
Scholarly Writing: Appropriate grammar and spelling is expected. Deductions for APA errors will be .25 per error.

3
Total /25
Deductions:
?????????Papers must be submitted to turnitin.com and students are to review the report generated by this software system.


This is Collins study model
Collins (2001) study (and book), Good To Great, describes an extensive study of his work in identifying companies that included:have made substantial leaps and sustained excellence in their businesses, management strategies and practices. Using a methodical approach to selecting the companies, interviewing CEOs, reviewing financial data, studying systems, Collins and his research team analyzed extensive amounts of data. From chaos (extensive data analysis) to concept, Collins (2001) suggests that executives consider the transformation (Good to Great) as a process of buildup followed by breakthrough, broken into three broad stages: disciplined people, disciplined thought, and disciplined action (p. 12). He describes his model as a flywheel, which captures the gestalt of the entire process of going from good to great (p. 12). Findings
????????Level 5 Leadership: More like Lincoln and Socrates than Patton or Caesar.
????????First Who . . . Then What: People are NOT your most important asset, the RIGHT PEOPLE make the difference.
????????Confront the Brutal Facts (Yet never lose faith): Have the faith to persevere, yet the discipline to confront your current reality (Stockdale Paradox).
????????The Hedgehog Concept (Simplicity within the three circles): Transcend the curse of competence, using the three circles of the Hedgehog concept:
a. What are you deeply passionate about?
b. What you can be the best in the world at?
c. What drives your economic engine?
????????A Culture of Discipline: When you have disciplined people, there is no need for hierarchy; when you have discipline thought, hierarchy serves no purpose. When actions are disciplined, excessive controls are not necessary. When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great performance (p. 13).
????????Technology Accelerators: Technology is not used as the primary means of igniting a transformation, however, good to great companies are pioneers in the application of carefully selected technologies (p. 13). Technology is not the root cause of greatness or decline.
????????The Flywheel and the Doom Loop: The core of this finding was that good to great was a step-by-step process. There was no single defining action, no grand program, no one killer innovation, no solitary lucky break, no miracle moment (p. 14). This was a relentless process, turn upon turn, building momentum until the point of breakthrough and beyond (p. 14).
Using Collins work as a model and framework for advanced organizational analysis (and other references as needed), analyze a system, organization, organization systems and/or subsystems. Consider each of the concepts proposed by Collins breaking down the organizations strategic plan, financial management and systems, organizational structure, leadership, organizational culture, performance outcomes, etc. Collins work is a good foundational text, along with Fifth Discipline (Senge, 1990) and other related writers and models.
It is also useful to consider structure, process and outcome as you analyze your organizational system. For example, structure considers the physical and environmental factors and resources that goes into the system. Processes relate to the policies and procedural and other factors that describe the work or business of the organizational system. Outcomes are concerned with the end points of the organizational systems and may include such measures as quality of care, quantity of care, financial indicators and other such markers of results. This will answer the question if your change, intervention has been successful. If not successful, how did the structural factors or processes of service delivery influence the outcomes?
When analyzing an organizational system at a greater depth, consider (alongwith Collins work) chaos theory and complexity science (Wheatley, Porter-O-Grady), learning organizations (Senge), change and innovation (Gladwell, Rogers, Quinn). Such references may be useful in arriving at a greater level of understanding of organizations in order to truly transform our current health care systems. As part of this analysis and field work, consider interviewing members of the staff, board members, organizational historians, key administrative personnel (CFO, CEO, CNE, etc.). Consider what is written about the organization and its system in the local paper, regional documents, trade journals, etc. These qualitative methods, along with review of clinical, financial and other evaluation measures (quantitative measures), will provide a more holistic perspective of an organizational systems performance.
This assignment is the centerpiece for all other work in the course and is intended to provide you with much foundational work for your practice change. Use your fieldwork time to "immerse" yourself into your organizational system, getting to know the inner workings, how decisions are made, informal and formal networks, how change and innovation are perceived, and other organizational system dynamics.
References:
Christensen, C. M. (1997). The innovators dilemma. Boston: Harvard Business School Press.
Collins, J. C. (2001). Good to great. New York, NY: HarperCollins Publishers.
Collins, J. C. & Porras, J. I. (1997). Built to last. New York, NY: HarperCollins Publishers.
Collins, J. (2005). Good to great and the social sectors. Jim Collins Publisher.
Gladwell, M. (2002). The tipping point. New York, NY: Little, Brown and Company.
Lindberg, C., Nash, S., & Lindberg, C. (2008). On the eduge: Nursing in the age of complexity. Bordentown, NJ: Plexus Press.
Porter-OGrady, T., & Malloch, K. (2003). Quantum leadership. Sudbury, MA: Jones & Bartlett Publishers.
Quinn, R. E. (2000). Change the world. San Francisco, CA: John Wiley & Sons, Inc.
Rogers, E. M. (2003). Diffusion of innovations (5th ed). New York, NY: Free Press.
Roussel, L., Swansburg, R. C., & Swansburg, R. J. (2009) Management and leadershipfor nurse administrators. (5th ed.). Sudbury, MA: Jones and Bartlett Publishers.
Senge, P. M. (2006). The fifth discipline. New York, NY: Currency Doubleday..
Senge, P. M., Kleiner, A., Roberts, C., Ross, R. B., & Smith, B. J. (1994). The fifth discipline fieldbook. New York, NY: Currency Doubleday.
Serling, R. J. (1992). Legend and legacy. New York: St. Martins Press.
Watson, T. J. & Petre, P. (2001). Father, son & co., New York: Bantam.
Wheatley, M. J. (2005). Finding our way. San Francisco, CA: Berrett-Koehle Publishers.


There are faxes for this order.

The Kuali Foundation is a very interesting cooperative venture developing financial information systems in the academic sector. As they describe themselves,

The Kuali Foundation is a non-profit organization responsible for sustaining and evolving a comprehensive suite of administrative software that meets the needs of all Carnegie Class institutions. Its members are colleges, universities, commercial firms and interested organizations that share a common vision of open, modular, and distributed systems for their software requirements. The goal of Kuali is to bring the proven functionality of legacy applications to the ease and universality of online services.

Basically, Kuali is a suite of open source software based financial management applications, applied to the particular needs of colleges and universities. The software is freely available, but support requires participation in the community. Not an unreasonable request, and it does allow for the process of learning how to implement a system and for working out the various sociotechnical adjustments that could be to be made in transitioning to a Kuali based system in any university.

Kathleen T. McNeely and Mary S. Wheeler. A Flexible (Financial System. http://www.nacubo.org/Business_Officer_Magazine/Magazine_Archives/February_2006/A_Flexible_Financial_System.html) NACUBO

University of Arizona's implementation:

Overview of the system (http://confluence.arizona.edu/confluence/display/KUALI/What+is+Kuali+Enterprise+Workflow)

Implemetation (http://www.rsmart.com/kuali/resources)

Re-evaluation (http://mosaic.arizona.edu/kuali_financial_system)

Review the attached document Organizational Dimensions of Information.docx.

Background information:
http://confluence.arizona.edu/confluence/display/KUALI/What+is+Kuali+Enterprise+Workflow
http://www.rsmart.com/kuali/resources
http://mosaic.arizona.edu/kuali_financial_system
http://www.kuali.org/news/2009/02182009.html
http://kuali.org/test-drives
http://kuali.org/kfs
http://kuali.org/system/files/KFSDriversManual3.0.pdf
http://www.nacubo.org/x7744.xml?ss=pf
http://www.microsoft.com/biztalk/solutions/supplychain/biztalk-solve-supply-chain.mspx
http://www.ibm.com/developerworks/data/dmmag/?articleID=180206358

Review the advice and the plans then please prepare a short (4 page) paper discussing:

"Horizontal Flow, Inward-Outward Flow, Vertical Information flow, and Downward Information Flow of financial data in the Kuali system"

Carefully explain (generally) the kinds of data involved, who's doing what to them, and what effects they have, with reference to the appropriate financial and other information.

a case about Steels Enterprises will be send. you have to prepare an analysis on the Steele Enterprises case provided, in the analysis you have to present the problems you encountered in the text, the causes of the problems, which are the organizational systems affected by the problems. you will then need to come up with alternatives and recommondations of how to solve them.

1. problems
a. macro
b. micro

2. Causes

3. Systems Affected
a.Structural
b.Psychological
c.Technical
d. Managerial
e. Goals

4. Alternatives

5. Recommondations
There are faxes for this order.

INSTRUCTION:
NEEDS LOTS OF GROOMING!!!!!
1. Personal Interest essay
2. TOPIC: My Personal Interest in a Career in Information Technology (IT)
3. MLA FORMAT with two cited sources. Arial/12/double space
4. I will include the articles of the cited sources. Please make sure I am not plagiarizing. Min quotations: 2, Min parentetical citations: 4
5. My draft does not flow. Please paraphrase the parenthetical citations in the essay to flow with my personal experiences. This essay is to show why I have interest in information technology.
I need a better Thesis statement in the document, if you think mine is not adequate.
6. Also you can include some of these other experiences in document to help with the writing:
A. Military Training (U.S. NAVY)
Attended Fire Control A school in 1984, this course gave me the knowledge and skills of basic electronics theory and basic electronic maintenance.
In the Navy, I?ve been trained to operate and configure high frequency (HF), very high frequency (VHF), ultra high frequency (UHF), and satellite secure and non-secure communications equipment.
I have attended Command/Control/Communication/Computer and Intelligence (C4I) system engineering courses. The courses taught me the basic understanding of applicable system hardware and connectivity, applicable system software, primary system support organizations, system documentation and data communications. Examples of systems are shipboard Global Command and Control System-Maritime (GCCS-M) and Advanced Tomahawk Weapons Control System (ATWCS) Tactical data Processor (TDP) ship platforms.
B. Military Life Experiences
Previous assignments in the Navy I was tasked to design, build, and maintain small to medium size networks on board ships. Money and manpower was a big factor in getting those jobs completed. Also, I am known as the ?C4I supervisor? while I am aboard ship. I am mainly a technical advisor on in problems that occur in the C4I architecture onboard ship. Examples are:
Connectivity of Ultra High Frequency (UHF) circuits
Connectivity of Extremely High Frequency (EHF) circuits
Connectivity of Unix based and Microsoft network computers
Connectivity all routers and switches
-----------
(DRAFT)

My Personal Interest in a Career in Information Technology (IT)

Outside the military, I do not have any reason to develop plans for weapon systems or to conduct attack exercises. The skills I acquired in information technology are transferable to civilian situations, however.
I have given 20 years of my life to military and have been dedicated to the armed forces, which placed me in a wide variety of situations quite different from what others might encounter. In these twenty years, I''ve also been exposed to the other side that is information technology; I''ve been allowed to learn new skills and apply them in new situations through this new technology.
My own future has been decided after an analysis of the way the military is currently structured and after making a projection into the future of what this means to me. I know that I was able to do this because of my experiences in the Navy and on the job. I know how the military operates and how it "thinks," and I have been trained to take all the evidence before me and shape it into something meaningful and accurate. In the following pages, I will describe some experiences I obtain in the military that pertain to information technology and why my personal interest in this topic is so important to me to continue to grow and learn more when I transfer into the civilian sector.
I have attended Command/Control/Communication/Computer and Intelligence (C4I) system engineering courses and these courses have taught me the basic understanding of applicable system hardware and connectivity, applicable system software, primary system support organizations, system documentation and data communications that is a part of intelligence. Officials said, that among the devices being hurried into the development pipeline is foliage-penetrating radar sensors, micro-drones and microwave antipersonnel guns that stun, rather than injure or kill (Freedburg, 1378). These are all the new technology used for the security, maintenance and knowledge for the sake of nation. The list of technologies that emerged from American military research is endless are now becoming very common like the computer mouse, flat-screen displays, night-vision goggles, and satellite global positioning, to name a few. Since research funds started drying up after the Cold War, some defense experts predict that a major increase in U.S. government-sponsored research would reverse the decline in commercial spin-offs (Freedburg, 1378). Without the information systems, the U.S. military would have just been blasting away at the landscape in a big, set-piece barrage right out of World War II. Navy Secretary Gordon England griped to his staff about the piles of paperwork on his desk and asked whether it could all be computerized (Loeb, 16). Everything needs to be computerized, properly organized and properly stated so that there is no guarantee of a mistake (Loeb, 16). Perhaps this is why I am so interested in the information technology.

Information technology is becoming the norm, and this means that companies are developing systems, which cover the spectrum of a business, and which provide IT answers to a number of problems. The Internet is becoming more integral to the operation of companies as well as individuals, and the movement of information form one place to another is still a key to competitiveness and advantage. The trend for companies may be toward network systems that offer massive storage capabilities without the necessity for the company itself to house that storage, and several companies are pushing in this direction for both companies and individuals. How well they do may depend on other developments in the industry, such as the development and implementation of systems with higher bandwidth.
These solutions require a better trained work force and I may be helpful to the civilian sector. Information technology has interested me with all the new technology; I believe I can be of great help. After analyzing my experiences in the Navy and on the job I have learned to know take all the evidence before me and shape it into something meaningful and accurate. I am seeking new knowledge to go with the experience and skills I have already obtained. Combined with the skills and knowledge obtained from my training and experience in the armed forces, this will allow me to continue on and complete a Bachelor of Science degree in Information Technology. This degree will then allow me to begin a new career in information technology.

Works Cited

Freedberg , Sydney J. "IT Changes Everything" National Journal. 34.19 (2002): 1378.

Loeb, Vernon W. "Afghan War Is a Lab for U.S. Innovation; New Technologies Are
Tested in Battle." The Washington Post. 26 Mar. 2002: 16.



------------

Title: IT CHANGES EVERYTHING.
Subject(s): TECHNOLOGY -- United States; SEPTEMBER 11 Terrorist
Attacks, 2001; DEFENSE industries -- United States; TERRORISM -- United
States
Source: National Journal, 5/11/2002, Vol. 34 Issue 19, p1378, 3p, 3bw

Author(s): Freedberg Jr., Sydney J.
Abstract: Discusses military technology in the U.S. and its
relation to the September 11, 2001 terrorist attack. Application of
information technology on airline flight schedules; Development of
bomber planes during World War II; Details of possible training given to
hijackers from Afghanistan; Utilization of satellites by the U.S.
military in the prevention of terrorism.
AN: 6697408
ISSN: 0360-4217
Full Text Word Count: 2238
Database: Academic Search Premier
Section: SPECIAL REPORT
IT CHANGES EVERYTHING



IT''S HARD FOR THE GOVERNMENT TO USE NEW INFORMATION TECHNOLOGIES,
BECAUSE CHANGING A BUREAUCRACY IS NOT SO EASY.

For more than 50 years, since the twin triumphs of World War II and the
Marshall Plan, nothing has summed up American power in the world so much
as piles of stuff.

Be it weapons or widgets, rockets or refrigerators, the United States
prevailed in war and peace because it could produce the most of the
latest stuff. It was global domination through mass production.

But like so much else, this supremacy by manufacture didn''t save us on
September 11, 2001. Terrorists armed with nothing more sophisticated
than box cutters hijacked the high-tech, high-flying products of U.S.
industrial might--Boeing airliners--and flew them into the high-rise
engineering wonder of the world-the World Trade Center. And in an ironic
twist, when U.S. retaliation came, Special Forces soldiers had to ride,
literally, to victory on the backs of borrowed horses and on the
lethality of air strikes conducted by the oldest aircraft in the
Pentagon''s inventory--the 50-year-old B-52 bomber.

Certainly, both sides in this new kind of war used the heavy-metal
gadgets that have long defined the cutting edge, most obviously
long-range jet aircraft (whether owned or stolen) laden with explosive
materials (whether smart bombs or jet fuel). But such tangible uses of
technology were just the starting point, their availability almost taken
for granted. The critical margin of victory for both sides was something
altogether more ethereal: It was information.

It was the terrorists'' understanding of air transportation, not their
box cutters, that was their deadliest weapon on September 11. Thanks to
21st-century information technology, everything they needed was readily
available: from manuals and simulators for their pilot training to
flight schedules on the Web. They also could glean from news articles
that standard procedure called for U.S. aircrews to collaborate with,
not confront, hijackers in order to save passengers'' lives.

Likewise, it was information that enabled America''s lightning campaign
in Afghanistan to work so well. Networking software allowed U.S.
planners to coordinate nearly nonstop missions over Afghan skies using
planes from Central Asian airstrips, aircraft carriers at sea, and bases
in the United States. Digital communications gear let Special Forces on
the ground transmit precise coordinates to the circling bombers. And an
$18,000 upgrade kit let old-fashioned, free-falling bombs steer
themselves to those coordinates by tapping into Global Positioning
System satellites in space. New technology did make the crucial
difference, but it was a new kind of new technology: small, quiet, and
relatively cheap computers that told all the big, loud, and expensive
machines exactly where to go for maximum effect. Without the information
systems, the U.S. military would have just been blasting away at the
landscape in a big, set-piece barrage right out of World War II.

A crucial caveat: It was having the right information, in the hands of
just a few of the right people, that made the difference. It was not
simply a matter of having a lot of data. On 9/11, Mohamed Atta and a
band of 18 disciplined and trained hijackers, armed with some key but
easily available information, wreaked great terror on America.
Similarly, small Special Forces teams made up of just six soldiers each
helped destroy an entire regime because of their precise knowledge of
the enemy''s location in Afghanistan, and because of their ability to
transmit that knowledge to the bombers. Said Kenneth Watman, director of
warfare analysis and research at the Naval War College in Newport, R.I.,
"The real working end of this problem is the information end, not the
shooting end."

And it''s not the quantity of information that counts, as anyone who has
used e-mail or searched the Web knows--it''s how you use the masses of
data to achieve your goal. "Being submerged in data that way is not very
productive," said Watman. "You''ve got to have some sort of intelligent
scheme for putting things together."

And that''s where government tends to fall down. A bureaucracy built for
the Industrial Age has real trouble adapting to an age of information.
The private sector is still struggling to master the e-economy, but
e-government lags far behind even these first steps. The White House''s
six-month-old Office of Homeland Security has only just hired a chief
information officer to help manage the flood of e-mailed proposals from
would-be contractors.

It is not that government never gets the information flowing smoothly.
The FBI''s National Crime Information Center can electronically alert
almost every police chief and sheriff in the country, and some
jurisdictions have computer terminals in every squad car. Other
government and private groups--from disaster planners to hospitals to
medical associations--have their own extensive networks, too. But each
network is often too narrow to catch anything unusual: It simply moves
information up and down within one organization, not side to side
between them. Retired Navy Capt. John Gannon (now with the consulting
firm Intellibridge) recalls that in his former job as director of the
federal interagency National Intelligence Council, "I had responsibility
for coordinating 11 agencies of the U.S. government. I could not
communicate with those 11 agencies through one e-mail system."

The greatest tragedy to result from this information arteriosclerosis,
of course, was 9/11. "It was the biggest single failure of our federal
government," said Rep. Curt Weldon, R-Pa. "You had agencies that were
tracking individuals that other agencies weren''t aware of, because there
was no cross-pollination of data sets." The State Department and the
Immigration and Naturalization Service, because they did not get a CIA
watch list until too late, let suspected terrorists into the country. A
warrant was issued for the arrest of the apparent ringleader, Mohamed
Atta, in April 2001 by Florida state police who had ticketed him for
driving without a license. But the Florida police had no access to
federal intelligence information.

So September 11 gave a new impetus to the long-running struggle to pool
information across government. The INS is now trying to merge its
database of offenders and fingerprints with the FBI''s. A Customs Service
pilot project in Arizona automatically checks vehicles crossing the
border against both state and federal registers of licenses, and it even
suggests which ones have suspicious crossing histories. A follow-on
experiment will share the data with every government entity that works
an Arizona border post: Arizona agencies, Customs, the Transportation
Department, and even the Agriculture Department. Even more ambitious,
the military''s Special Operations Command has taken over an experimental
Army project to "fuse" information from different Pentagon and civilian
spy agencies'' secret, and currently separate, data systems.

Again, the objective is not simply to accumulate mounds of information.
The idea is to fuse together different kinds of data to get different
perspectives on a problem from many angles. The simplest example is what
the military calls "hyper-spectral" reconnaissance--looking at the same
thing with different kinds of sensors. To an infrared camera, a heated
metal plate looks like a running tank engine; to an optical camera, a
wooden mock-up looks like a real tank. But if both sensors can be
pointed at the same suspected target and compared, then the enemy is
less likely to fool U.S. targeters.

The idea goes well beyond combining different types of cameras. Disaster
planners now build electronic maps that, for example, can show how close
fire stations are to chemical plants, or which hospitals can handle an
overflow of casualties in a nearby mall''s parking lot. Rep. Weldon
proposes a "National Operations and Analysis Hub" that can collate
transcripts of intercepted phone calls, spy camera imagery, agents''
reports, and more into a single coherent picture of the world.

It sounds like an impossible technical challenge. But in fact, large
private corporations have used the technology for years in data mining
and marketing, Weldon said. But getting the government to make use of
the technology, he said, "[has] been a battle with the agencies all
along."

So what''s the holdup? A big part of the problem is the resistance to
change. Even the most seemingly mundane uses of information technology
require some fundamental rethinking about how a bureaucracy does things.
In February, for example, Navy Secretary Gordon England griped to his
staff about the piles of paperwork on his desk and asked whether it
could all be computerized. By April, a "paperless" system was in place:
Preliminary estimates are that for each routine decision, processing
time was cut by 78 percent, the number of staff to handle it by 71
percent, and the cost by 75 percent.

But those savings didn''t result from simply speeding up the bureaucratic
rounds. In a traditional office, a physical piece of paper goes from
official to official to official, each one seeing the preceding
handlers'' comments and making his or her own before passing the
memorandum along. And if one handler along the way really objected, he
or she just sat on it. It was what engineers call a linear or "serial"
process, where one broken link breaks the entire chain. With the new
network, the originators of any proposal post their draft document on an
intranet, so anyone can review and comment simultaneously without
waiting. That''s called a "parallel" process--except that in geometry,
parallel lines never intersect, and yet in this network, everyone sees
each other''s comments and responds. It''s all about interaction and
intersection. The end result is faster, more flexible, more responsive
to everyone''s input--and distinctly unsettling to traditional
bureaucracies.

Now, this is what can happen inside just one small military secretariat.
It is fairly disruptive, but also more productive. Even more
destabilizing, and also more valuable, are those networks that link
different agencies. Knowledge is power, and is a jealously guarded
bureaucratic commodity. But when a new network fuses information from
multiple organizations, it creates new knowledge--new power--along the
boundaries between them. In the language of the Information Age
apostles, power shifts from the center to the edges.

Then those edges begin to blur. Eleven years ago, Desert Storm had an
air campaign and then a ground campaign, clearly distinct and
elaborately pre-planned; today in Afghanistan, aircraft and teams of
ground troops work together from minute to minute on their own
initiative. For the wars of tomorrow, the Pentagon''s Joint Forces
Command is experimenting with new task force headquarters that would
deploy only a minimum of staff to a war zone. These headquarters would
instead use networks to tap into centers of specialized
expertise--military and civilian--back home, much as a small e-business
start-up relies on contractors around the world. And a Chicago think
tank, the Emergency Response & Research Institute, has proposed "virtual
disaster networks" that can expand during a crisis to draw in whatever
resources are needed to confront a given fire, flood, earthquake, or
terrorist act. The local fire chief on the scene could link
electronically to neighboring counties, National Guard units, state
officials, the Federal Emergency Management Agency, and appropriate
experts anywhere on Earth--perhaps chemists for a Bhopal-style chemical
leak or nerve gas attack, or physicians at the Centers for Disease
Control and Prevention for an anthrax or smallpox outbreak.

What''s the organizational diagram for this future? There isn''t one.
Instead, there''s an ad hocracy that pulls together everything it needs
to solve the current problem, then dissolves. "Maybe a better word than
''organization'' would be ''collaborative community,''" said Dave Ozolek, an
experimenter at Joint Forces Command.

In this dizzying future, "the technology [is] simply the enabler,"
Ozolek added. "It''s not just buying a commercially available product and
getting everybody up on the same screen: It also requires organizational
change and cultural change."

No wonder few want to do it. Change is just too hard. At least troops
fighting in Afghanistan have a strong incentive: If they can get the new
way to work, it will save lives, maybe their own. Back home in
Washington, the only certainty is that sticking to the old way will save
your job.

So it should be no surprise that the history of government technology
projects is littered with overruns, delays, and projects killed outright
because different offices could not agree on what to do. And sometimes
the inherent flaws in some bureaucracies are so deep that a given agency
has to be brought up a level or two before extensive change can be
contemplated. Consider the Immigration and Naturalization Service
officers who issued visas recently to two terrorists who had died six
months earlier, on 9/11. The problem there was not the lack of
sophisticated network technology, it was a failure by humans to connect
the names in the newspaper to the names on the visa applications. As
tricky as the technical questions can be, said a senior IT consultant to
the federal government, "the big problem is the lack of management skill
in government."

With the rise of modern information technology, the tools exist to
change literally everything the government does, from counter-terrorism
to office management. The question is what government will do with them.

--------------------------------------------

Afghan War Is a Lab for U.S. Innovation; New Technologies Are Tested in
Battle
[FINAL Edition]
The Washington Post
Washington, D.C.
Mar 26, 2002

--------------------------------------------------------------------------------

Authors: Vernon Loeb

Pagination: A.16

ISSN: 01908286

Subject Terms: War
BombsMilitary weapons
Military strategy

Geographic Names: Afghanistan


Abstract:

Ten were quickly dispatched to U.S. forces in Central Asia, and three
weeks ago the first one was fired by an F-15E at a tunnel in eastern Afghanistan
at the start of Operation Anaconda, the offensive against suspected al
Qaeda and Taliban holdouts.

The thermobaric bomb resulted from a problem bedeviling Pentagon planners.
Many al Qaeda fighters were burrowed deep inside vast cave complexes in
Afghanistan''s mountains. Short of a ground invasion to roust them cave
by cave -- a proposition that would likely lead to a large loss of American
lives -- getting at the terrorists was problematic.

One $30 million Global Hawk crashed in late December after a mission
over Afghanistan. And two friendly fire incidents that left three U.S.
soldiers dead and more than two dozen wounded apparently took place after
target coordinates were miscommunicated from U.S. ground forces to pilots
firing satellite-guided bombs.
Copyright The Washington Post Company Mar 26, 2002

Full Text:

Within weeks of the attacks on New York and the Pentagon last September,
dozens of government scientists and engineers at the Defense Threat Reduction
Agency in Fairfax County began working virtually around the clock to develop
a powerful new bomb.

Their mission: come up with a device that could penetrate al Qaeda''s
cave complexes deep in the mountains of Afghanistan and kill the people
inside.

By mid-December, the scientists were ready to go. In the Nevada desert,
65 miles north of Las Vegas, they detonated the world''s first "thermobaric"
bomb, which creates massive amounts of shock wave pressure from its blast.

Ten were quickly dispatched to U.S. forces in Central Asia, and three
weeks ago the first one was fired by an F-15E at a tunnel in eastern Afghanistan
at the start of Operation Anaconda, the offensive against suspected al
Qaeda and Taliban holdouts.

The crash development of the weapon is just one example of how the war
on terrorism is proving to be a potent laboratory for military innovation.
Thirty new technologies, from armed aerial drones to dosimeters that measure
exposure to toxic chemicals, have been rushed into use at home and abroad,
the offspring of a $688 million effort over the past eight years to stimulate
innovation at the Pentagon.

Among the devices being hurried into the development pipeline are foliage-penetrating
radar sensors, micro-drones and microwave antipersonnel guns that stun,
rather than maim or kill, officials say.

The results of the scientists'' work likely will reverberate far beyond
the campaign against terrorism. As the German blitzkrieg tactic of sudden,
swift land attacks or the American Manhattan project that developed the
first atomic bomb during World War II demonstrated, major wars lead to
military innovations that revolutionize how conflicts are fought.

"Many of the weapons that remain the centerpiece of our military posture
trace their origins directly to previous conflicts: the tank in World War
I, radar on the eve of World War II, and of course the nuclear bomb, which
defined an entire age," said Loren B. Thompson, a defense consultant at
the Lexington Institute, a public policy research organization.

Eight days after the Sept. 11 attacks, Ronald M. Sega, who directs research
and engineering at the Pentagon, called a dozen defense technology officials
together to talk about what projects should be accelerated to support the
impending war.

Sega said three emerged from a crowded field of 150 projects: the thermobaric
bomb, a bunker-busting, air-launched cruise missile, and a "nuclear quadrapole
reasonance" sensor to detect the presence of bulk explosive materials in
trucks and shipping containers.

He said all three have been deployed, either in Afghanistan or the United
States.

The thermobaric bomb resulted from a problem bedeviling Pentagon planners.
Many al Qaeda fighters were burrowed deep inside vast cave complexes in
Afghanistan''s mountains. Short of a ground invasion to roust them cave
by cave -- a proposition that would likely lead to a large loss of American
lives -- getting at the terrorists was problematic.

"We looked at thermobarics and said, ''Hey, we could do this really quickly
and provide a significantly improved capability,'' " said Stephen M. Younger,
director of the Defense Threat Reduction Agency.

The thermobaric bomb releases and then detonates a fine cloud of high-explosive
chemicals, creating devastating shock waves that destroy everything --
and everyone -- inside a cave, bunker or building. The term thermobaric
is derived from the effects of temperature -- the Greek word for heat is
"therme" -- and air pressure -- the Greek word for pressure is "baros"
-- on the target.

Only one has been dropped in Afghanistan on what Gen. Richard B. Myers,
the chairman of the Joint Chiefs of Staff, called a "tactically significant"
cave. Although the device detonated as envisioned, a problem with the laser-guidance
system caused it to fall short of the cave entrance, negating its effectiveness,
a defense official said.

In addition to the thermobaric bomb, the Afghan war will be remembered
for its tactical advances -- the fusion of Special Operations Forces spotting
targets on the ground and long-range bombers firing at them from the air,
for example. It also has marked the first use of armed unmanned drones,
with the CIA using surveillance Predators to launch Hellfire antitank missiles,
and the first operational flight of the Global Hawk, an unmanned surveillance
plane that flies higher and longer than the Predator.

Air Force officers working out of a special operational cell at the
Pentagon called Checkmate figured out how to feed surveillance video from
a Predator directly into an AC-130 gunship''s computers for real-time targeting.

Navy pilots flying EA-6B Prowlers off aircraft carriers found themselves
playing a new role in jamming enemy ground communications. Army Special
Forces troops devised new ways of communicating target coordinates to incoming
fighter and bomber pilots.

There can be dangerous and costly consequences to such experimentation,
however.

One $30 million Global Hawk crashed in late December after a mission
over Afghanistan. And two friendly fire incidents that left three U.S.
soldiers dead and more than two dozen wounded apparently took place after
target coordinates were miscommunicated from U.S. ground forces to pilots
firing satellite-guided bombs.

But even with such setbacks, defense officials and analysts say the
pace and scope of innovation in wartime -- and the immediate feedback on
how the new weapons are performing on the battlefield -- are invaluable.
In this respect, they say Operation Enduring Freedom, as the Pentagon calls
the Afghanistan war, is already proving its worth.

"The most important innovation of Operation Enduring Freedom was the
netting together of forces that traditionally weren''t regarded as having
much to do with each other: strategic bombers and Special Forces, ground
forces and Navy electronic aircraft," Thompson said.

Indeed, the war has been a near-perfect laboratory, according to Michael
Vickers, a military analyst at the Center for Strategic and Budgetary Assessments,
a defense think tank. Vickers, a former Army officer and CIA operative,
said the success came because the al Qaeda network and the Taliban government
sheltering it were overmatched opponents.

"When great powers fight smaller wars -- precursor wars in between the
old military world and the new military world -- you can experiment more
because there''s no doubt you''re going to win," he said. "You experiment,
and there is real feedback. You don''t get that very much in the military."

In Afghanistan, Vickers drew a distinction between technical innovation,
such as development of the thermobaric bomb, and what he considers even
more important organizational and tactical innovation, such as linking
Special Forces on the ground with bombers in the air.

"This was a new way of war, a new operational concept," Vickers said.
"And it was a pretty significant innovation, because we got fairly rapid
regime change with it. This wasn''t on the shelf. This was the way we planned
to overthrow governments."

But even this tactical advance was highly dependent upon new military
technology, largely information technology linking the ground and air forces.

According to one Air Force case study documenting the fusion between
soldiers and bombers, one lethal attack took place last fall after a commander
with the anti-Taliban Northern Alliance asked U.S. Special Forces troops
to help him maneuver through a valley occupied by a large Taliban garrison
and troop concentration.

Using satellite communications, the Army troops called the Air Force
operations center in Saudi Arabia to request an aircraft. The operations
center immediately told an "on-station" B-52 to contact the soldiers.

Using a device called a Viper -- a portable laser range finder, digital
map display and Global Positioning System receiver -- the soldiers calculated
the coordinates of the Taliban garrison and troops and radioed them to
the B-52 crew.

"Less than 20 minutes after the Special Forces operator was contacted,
the B-52 crew passed over the target area and dropped a series of munitions
on the Taliban garrison and troop concentration," the case study said.
"The airstrike resulted in heavy Taliban casualties, the destruction of
numerous fighting positions and artillery pieces, and significant damage
to a command bunker."

One senior Navy official told of how Special Forces called in a carrier-based
Navy warplane on four al Qaeda fighters in a sports utility vehicle who
stopped and took cover under a bridge as soon as they heard the approaching
jet.

With the Special Forces troops shining a laser designator on the enemy,
the official said, the Navy pilot was able to "bounce" a laser-guided bomb
and kill the enemy without damaging the bridge.

"They didn''t know where it [was] coming from," the official said. "A
lot of it was technology per se that enabled us to just kick these guys
every time they put their head up."

Reproduced with permission of the copyright owner.
Further reproduction or distribution is prohibited without permission.

END OF DOCUMENT

This research is for a Master's Level Capstone Project.

Following are the requirements:

?APA Style Research Paper to include the following:

1. Abstract
2. Paper
? Introduction
? Statement of the Problem
? Background of the Problem / Literature Review
? Method Results
(ex. Significance of the Study Plan of the Study, Population and Sample Data Collection Instrumentation Data Analysis, Research Hypothesis Scope and Nature of the Study)
? Discussion
? Recommendations and Outcomes
3. References
4. Appendixes ? include any signed contracts

? The research paper is logically organized and contained appropriate heading titles
? Data and research must be timely and up-to-date (ex. Dept of Labor Statistics,etc.). Most recent data and information currently available.
? Grammar, Punctuation and spelling were appropriate and depicted writing of a graduate level.
? The paper was written according to 5th Edition APA format.
? The content of the paper reflected clearly the objectives of the project.
? A conclusion adequately summarized the body of the paper or provided sound recommendations.
? Literature review was a substantial part of the body of the paper.
? Bibliography was adequate for a paper of this type.
? The appendices were a relevant part of the paper.
? Data was objectively portrayed and analysis was accurate.

Following is the subject, objectives and details of the research:

What:

This paper will explore the effects and issues related to the promotion and use of women and their skills into the American workforce. The paper will discover whether organizational systems are using their female workforces to their fullest potential. The paper will review literature written on the subject of how women can reach their potential before moving on to answering the following questions: When a transformation takes place from a male-led to female-led leadership, does it also influence the institutional culture? Another issue is whether or not any apparent changes in organizational culture such as financial solvency, level of stress, changes in duties, communication patterns and protocols, institutional practices and interaction between peers and across hierarchical lines are perceived as positive or negative by those most directly affected by such changes in gender leadership. This affects me personally because my personals goals are to advance within my corporation and I am hoping to discover ways to help me as a woman to advance and learn exactly what techniques will work in the business world. Some studies show that women are more likely than men to manage in an interactive style of management, encouraging participation, sharing power and information, and enhancing the self-worth of others which could impact an organization?s success.

There are two distinct topics here ? the difference in male and female leadership and the opportunities for promotion for females. Literature reviews will be needed on both topics and woven together as the paper is developed.

How:

Data and background information on both leadership style differences and on female opportunities should be available from several areas including the Bureau of Labor and Statistics, Trade Journals, government data (census), etc. I will also add my own survey, which will be sent to men and women in management to learn about their experiences regarding gender bias (see attached survey). I think the information obtained will be consistent with what has been written over the years regarding the lack of advancement of women in management in the corporate world. Women are entering the business world in greater numbers but barriers exist in the structure of work organizations, the structure of the educational and economic systems, and in the social order.

Why / Benefits:

Companies must find ways to keep talented women from quitting. Cultural change, flexible schedules, and training for leadership all may play a role. This means making changes in organizations that diminishes the glass ceiling in terms of wages, the job ladder, and career development. Organizations need to develop a culture that sees women as a resource and not a problem. By creating the right environment, companies may see a decrease in attrition or turn-over rate, an increase in productivity, and a workplace that encourages diversity which creates a more energetic and innovative workforce.

Please contact me at any time if you have any questions.

Thank you.