boyer pages 1-47 critical outline

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need critical outline and analysis 

IHP 525 Milestone Four Guidelines and Rubric Overview

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 IHP 525 Milestone Four Guidelines and Rubric Overview: Your task is to help the organization answer their question by critically analyzing the data. You will run descriptive statistics and a statistical test, create a graph, interpret the results, and present the results and recommendations to non-technical decision makers in the form of a statistical report. Keep in mind that it is your job to do this from a statistical standpoint. Be sure to justify your conclusions and recommendations with appropriate statistical support. Prompt: In Milestone Three, you created a table listing the statistics you were going to complete to investigate your health question. In Milestone Four, you will actually complete these calculations. Specifically, you must address these critical elements: A. Graphs: In this section, you will use graphical displays to examine the data. 1. Create at least one graph that gives a sense of the potential relationship between the two variables that form your chosen health question. Include the graph and discuss why you selected it as opposed to others. B. Conduct an appropriate statistical test to answer your health question. C. Explain why this test is the best choice in this context. D. Analysis of Biostatistics: Use this section to describe your findings from a statistical standpoint. Be sure to: 1. Present key biostatistics from the graph(s) and statistical test and explain what they mean. Be sure to include a spreadsheet showing your work or a copy of your StatCrunch output as an appendix. 2. What statistical inferences or conclusions can you draw based on the results of your statistical test, descriptive statistics and graph? Justify your response. 

responses

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Discussion 10

CLASSMATE 1

Why is strategic planning and goal setting critical to an organization?

Change can be challenging within organizations. It is vital for leaders and organizations to have a plan developed in the event that challenges arise. It is not wise for leaders and organizations to wait until the challenge arises before knowing what to do. However, it will be beneficial for leaders and organizations to plan ahead.

Strategic planning can provide organizations with a set of concepts, procedures, and tools that are developed to assist in accomplishing the identified tasks (Bryson, 2004, 2010). Strategic planning is essential to organizations, as disclosed above. Strategic planning can be an essential factor that contributes to leaders remembering the mission, vision, objectives, and goals of the organization. The needs of an organization may change. As the need changes, leaders want to ensure that they are in a position to adhere to the needs. Manning (2020) identified three fundamental stages of strategic planning. The stages are establishing strategic direction, enhancing management and organizational capacities, and inspiring long-term change in the organization’s performance. The first stage consists of reevaluating the mission and purpose, assessing, and prioritizing the issues at hand, and developing strategies that will be beneficial to the organization in the future (Manning, 2020). The second stage entails organizations having a stronger foundation and improvements within the organization. The last stage involves the effective functioning of the organization shifting. The shift within the organization will be beneficial as it will produce great results. With strategic planning being the foundation of an organization, I believe it is also critical to develop goals.

As with strategic planning, goal setting is quite imperative. Having an established goal and identified objectives to achieve are essential. Goals are the driving force of a strategic plan. I like to envision a strategic plan as the vehicle and a goal as the driver. You can have a vehicle, however, if there is no driver, then the vehicle will not move. Meaning without the goal, it is hard to push forth the strategic plan.  Both, the strategic plan, and goal is essential factors that are critical to the success of an organization. Without those factors, it can be hard to navigate the organization in a pivotal direction.

Bryson, J. 2004. Strategic Planning for Public and Nonprofit Organizations: A Guide for

Strengthening and Sustaining Organizational Achievement. San Francisco, CA: Jossey-Bass. 

Bryson, J. 2010. “The Future of Public and Nonprofit Strategic Planning in the United 

States.” Public Administration Review 70 (S1): S255–67, https://doi.org/10.1111/j.1540-6210.2010.02285.x.

Manning, S. R. (2020). Strategic Planning in Emergency Management: Evaluating the Impacts

on Local Program Quality. Journal of Homeland Security & Emergency 

Management, 17(3), 1–37. https://doi-org.ezproxylocal.library.nova.edu/10.1515/jhsem-

2019-0051

CLASSMATE 2

Discussion 10

Topic: Why are strategic planning and goal setting critical to an organization?

Strategic planning and goal setting are critical to organizations as it demonstrates what employees should focus on and it assists leaders in prioritizing tasks. Richardson (2014) reported that, “an organization that is growing and hopes to sustain that growth needs a set of strategies to guide its program development, build a solid financial foundation, and prepare for challenges that lie ahead”. More specifically, an organization must have strategies formulated to assist in determining productive future, within the organization. “Strategy may be thought of as a pattern of purposes, policies, programs, projects, actions, decisions, or resource allocations that defines what an organization (or other entity) is, what it does, and why it does it” (Bryson, 2011). The development and implementation of a strategy can further assist the organization in carrying out their mission and vision. “Strategies should be formulated that can be adopted in politically acceptable, technically and administratively workable, results-oriented, and legally, ethically and morally defensible form” (Bryson, 2011). An effective formulated strategy can aid companies in dealing with the many issues that arise, within the organization. 

In regards to an organization developing and supporting the sustainability of their strategic plan, Richardson (2014) states “to ensure that your plan is and remains ever present in the minds of your staff, volunteers, and other stakeholders, your governing committee (or its equivalent) should be tasked with monitoring progress toward the goals and objectives laid out in the plan”. The author also mentioned that the setting of directions and the act of monitoring those directions are the responsibility of the board. “Instead, the board as a whole should review the plan at regular intervals and, if necessary, suggest adjustments to keep the organization on track” (Richardson, 2014). Things are always changing within an organization Therefore, it is vital for the company to re-evaluate their business strategies to see if the current plan is working and/or needs modifications. “Strategies may need to be maintained, superseded by other strategies, or terminated for one reason or another” (Bryson & Alston, 2011). This review is significant in that it assists the organization in utilizing current strategies and lessons learned to continue building organizational success.

Bryson, J.M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. (4th ed.). San Francisco, CA: Jossey-Bass.

Richardson, C. (2014). Strategic planning: five steps to a more secure future. Retrieved from philanthropynewsdigest.org/columns/the-sustainable-nonprofit/strategic-planning-five-steps-to-a-more-secure-future

BA

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Instructions

In this class, we view BA as an outgrowth of the project management process. However, BA is a diverse field with many different professional organizations, gurus, and processes. One fundamental area of difference is the basic process of BA. Our text uses the flow adopted by PMI:

  • Needs Assessment
  • Analysis Planning
  • Requirements Analysis
  • Monitoring
  • Solution Evaluation

Other potential process flows are seen in the following links:

  • Bajobs.ca. (2018). Business analysis process guide in 7 stages. Retrieved from https://www.bajobs.ca/en/tools-and-resources/business-analysis-process-guide-7-stages/
  • Prakash, T. (2018). Business analysis process flow. Retrieved from https://www.glowtouch.com/business-analysis-process-flow/
  • The Business Analyst Job Description. (2018). Learn how to do ‘business analysis’ in 6 processes. Retrieved from https://thebusinessanalystjobdescription.com/business-analysis/

Evaluate the possible processes above and others you may find. 

Describe any advantages or disadvantages, and generate a process flow that you would support for an industry in which you have experience. 

A complete analysis will include an evaluation of at least three formats and a process flow with sufficient justification – 3 or 4 pages.

  • Basu, S. (2018). How to create stunning flowcharts with microsoft word. Retrieved from http://www.makeuseof.com/tag/create-stunning-flowcharts-microsoft-word/
  • Hebb, N. (2018). How to create a flowchart in microsoft word 2007, 2010, 2013, and 2016. Retrieved from http://www.breezetree.com/articles/how-to-flowchart-in-word.htm

one page benefits

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 Instruction:

  • Write a page on an article that discusses the benefits of a BA certification and evaluate its described benefits.
    • Include the URL.
  • Compare the stated benefits with a focus on the differences between professional organizations).  Based on your career goals, which certification might be most helpful to you?

Please be sure to validate your opinions and ideas with citations and references in APA format.

slides – type of HR structure within that industry

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Instructions

The role of human resources can vary by industry or by the company. In this assignment, we will be evaluating the type of human resource structure that is used, or could be used, within these constraints.

  • Select an industry that you are familiar with or interested in.
  • Research a common human resources structure within that industry.
  • Create a presentation that describes the type of HR structure within that industry.
  • Include an explanation of why that structure is used.
  • Indicate how the current structure could be improved, if possible.
  • Use both peer-reviewed articles and materials that are publicly available through company websites in the popular press.
  • The presentation should be at least 10 slides. Ensure that slides appear professional.
  • Include sources used in APA format.

Week 1 Project

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 Instructions

Supporting Lectures:

Review the following lectures:

Introduction:

You have just been hired as the director of HR and Operations for a stadium. At present, you are responsible for nine hundred employees. So far, the employees have been content with the employer-employee relationship. However, you have just been notified by one of the managers that a well-established union has been targeting all stadiums in the state. In addition, the manager has also informed you that an emerging union is also targeting the organizations. Of course, the management team would prefer to have a union-free work environment, but this is not an option. To assess this scenario, you will need to research some of the most powerful and emerging (weakest) unions.

Tasks:

  • Identify an industry or organization where there is a strong union presence.
  • Analyze the reason the union is so powerful.
  • Evaluate the potential outcome for the organization if a powerful union is elected by the employees (for example, productivity, wages, compensation, layoffs, and growth).
  • Evaluate the potential outcome for the organization if an emerging (weak) union is elected by the employees (for example, productivity, wages, compensation, layoffs, and growth).

To support your work, use your course and textbook readings and also use the South University Online Library. As in all assignments, cite your sources in your work and provide references for the citations in APA format.

Submission Details:

  • Create a 2-page word document.
  • Name your file as SU_HRM5070_W1_Project_LastName_FirstName.

roles and configuration

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Instructions:

The human resource department, including its roles and configuration, can vary widely from company to company. This variation can be a function of the size of the company, the industry of the company, and the strategic placement of human resources.

  • Considering this, please address the following prompts in your discussion on one page.
    • Is there a minimum level or configuration for the human resources department? How does this minimum level vary based on the size of the organization and industry?
    • After acknowledging this minimum level, is the organization missing out on benefits that could be had with a larger or more active department? Is there a point of diminishing returns?
    • Define what you think it means for an organization to manage its human resources.
    • How does effective human resource management contribute to a company’s success? 

Please be sure to validate your opinions and ideas with citations and references in APA format.

Leading CLA1

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1. What symptoms of resistance to change have you experienced? Have you experienced both active and passive forms? Have you experienced them as a resistor yourself (as a recipient of change)? Have you experienced them as someone responsible for the management of change (as an initiator of change)?

2. Which of the various reasons for resisting change do you believe to be the most common? What are your “top three” in this regard?

3.Which of the various reasons for resisting change do you believe to be the most difficult to deal with (as a manager)? What are your “top three” in this regard?

4. When senior managers resist change at the strategic level, they are in a position to cause more damage than employees resisting changes at the operational level. Have you worked in a company where you believe that management resistance to change may have existed? As a manager yourself, what would you try to do to prevent this from happening?

5. Which approach to the management of resistance attracts you? What is the reason for your choice? For example, is it because you think it to be the most effective or does it also relate to a view that you have about how people should be managed?

case study

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Part 1 Ethical Challenge
Ford Motor Company Responds to Ethical Challenges

Ford Motor Company was founded by Henry Ford, an inventor and entrepreneur, on June 16, 1903, in Detroit, Michigan. The Model-T became one of the most popular vehicles because it was inexpensive. During this era, he opened a factory in Canada, making the

company a global transportation leader. His moving assembly line for manufacturing was to revolutionize the auto industry.

In July 1919, the Ford family bought out all nonfamily shareholders, making them the sole owners of the company. Ever since, all Ford Company Chairmen/CEOs have been direct descendants of Henry Ford. It is the fifth largest family-owned business in the world. Today, Ford remains one the world’s top automobile companies. In 1927, Chevrolet surpassed Ford in the number of cars sold, and a rivalry continued for the next 100 years. The Ford Focus was the world’s bestselling automobile in 2013.

The Ford Company mission also known as the vision statement is “People working together as a lean, global enterprise to make people’s lives better through automotive and

mobility leadership.” Today, Bill Ford is Executive Chairman; under his leadership, the company was named the Best Global Green Brand among all companies in the world in 2014, and one of the World’s Most Ethical Companies for the eighth year in a row in March 2017.

In 2017, Mark Fields was forced out as CEO, after a 40 percent drop in share price over the past three years. Chairman Bill Ford immediately appointed Jim Hackett to replace him. Prior to this appointment, Hackett served as Chairman of the Ford Smart Mobility LLC subsidiary. Hackett’s growth strategy is to take the carmaker from conventional production to new kinds of vehicles and new advanced manufacturing processes that include ridesharing and

autonomous vehicles. His strategy is to move from a traditional car company to a more flexible and technologically advanced mobility company.

Hackett’s management strategy is to cut costs, focus on trucks and SUVs, and move some manufacturing, including the Ford Focus, to China. Ford will cut internal combustion

engine spending by one-third while moving these resources toward electrical technology with a goal to add 13 new electric cars by 2020. Ford has pledged to redesign its factories and add 3D printing, robotics, and virtual reality tools to speed up design for development and production of all product offerings.

Ford will explore emerging markets as they seek new ways to address urban congestion and park and ride desires of the driving public. Recently, the company acquired Chariot, a crowdsourced shuttle service, and opened the company’s Smart Mobility Innovation Office in London, which will target near-term development of smart mobility technologies while focusing on the specific requirements of European cities. Hackett plans to push Internet connectivity and promises that 100 percent of new U.S. vehicles will have the capability. It will include Wi-Fi

technology that is critical for driver assistance systems and autonomous vehicles. Ford’s biggest competitors are Tesla, Google, and Uber.

Henry Ford said “there is a most intimate connection between decency and good business.” The company has a strong code of conduct; it is published in the Ford Code of Conduct Handbook. It focuses on ethical risk, provides guidance on how to recognize and deal with ethical issues, and provides policies and methods to report unethical conduct and to help create a culture of accountability and honesty. It also provides an online reporting system as well as questions and answers.

The handbook covers the workplace environment; gifts, favors, and conflicts of interest, use of company assets and data safeguarding integrity of financial records; product quality; safety and environmental matters; intellectual property; working with the governments political activities; competition and antitrust laws; and international business practices. The

Ford Code of Conduct Handbook provides a list of items employees are forbidden to accept: gifts from those who do business or wish to do business with Ford (unless under a $50.00 value), including cash, discounts on products (unless offered to the whole company), and tickets that do not meet entertainment requirements. The company has strict guidelines on international business and maintains strict oversight over its global operations and provides an online global ethics training program for employees, written in 13 languages.

Even with a strict Code of Conduct, Ford has encountered problems through the years. In 1970–1980 while sales of the Ford Pinto were high, design issues arose regarding placement of the gas tank behind the rear axle instead above it. Bolts were added, which increased the likelihood of a puncture in the tank and causing a fire. In 1977, the flaws were made public in a

Mother Jones article criticizing Ford’s decision-making process for the product. The flawed design cost Ford Motor Company $125 million in compensatory and punitive damages.

The verdict remains controversial even after many appeals as Ford maintained the Pinto was safe and only involved in 1.9 percent of fatal accidents and less than half were the result of rear-end collisions. A California Court of Appeals upheld the original verdict although the amount of punitive damages was reduced to $3.5 million. Ford was found by the jury to be negligent. Later Ford engineers indicated that management was not made aware of the design problems because of a company culture of firing the bearers of bad news. Ford’s reputation

was significantly impacted when the jury viewed Ford was more interested in saving money at the expense of society.

Another embarrassing Ford ethics issue involved Firestone/Bridgestone tire company in 1998. A State Farm Insurance investigator studied claims and discovered tire tread failure with

the Firestone tires, which was then reported to the National Highway Traffic Safety Administration (NHTSA). Almost 84 percent of the tire retread issues were found on Ford vehicles that were manufactured at the Decatur, Illinois, plant. Further investigation revealed the plant did not have adequate air conditioning which directly impacted the adhesive properties of the tire. Old equipment combined with temperature-control problems led to the safety issues. The Ford Explorer recommended a lower tire pressure, and many felt it contributed to the Ford Explorer rollover problems and tire tread failure. Firestone issued a tire recall, and Ford implemented a tire replacement program that affected 1.3 million tires. Each company blamed the other for the problems that ultimately severed the long-term business relationship the two companies had.

Ford was criticized for lack of due diligence and should have had more quality control over their vehicles. Ford also failed to acknowledge to the public that they had identical problems with the Ford Explorer in foreign countries. This resulted in their stock price decline, loss of consumer faith, and ultimately cost the company more than $1.3 billion.

Sustaining Sustainability—Ford Motor Company has made a commitment to sustainability; they created the Sustainable Work Force that focuses on strategic hiring, training, protection, safety, and health care. Ford has a policy for safeguarding human rights and working conditions as they seek to be a good corporate citizen. They also encourage their

suppliers to develop and enforce similar polices for their own suppliers and subcontractors. Sustainability creates an opportunity for engagement, collaboration, and innovation. Ford has created an employee wellness and well-being program and expanded benefits beyond the traditional ones, including increased paid leave time.

The company is a strong supporter of employee diversity and education. An employee program called Ford Interfaith Network was created to help employees learn about and respect different religious beliefs and customs. Every year, Ford holds a National Day of Prayer at its world headquarters and invites employees of all faiths, ethnicities, and religion to participate. The company also created GLOBE to support a safe and supportive work environment for gay, lesbian, bisexual, and transgendered employees. Employees are encouraged to participate in health risk appraisals and health promotion programs.

Community Sustainability—Ford employees gave 204,000 volunteer hours in 2016 working in poverty areas. The Ford Global Day of Caring volunteers engage in building projects in communities through the world. Ford Community Day is a fair for the public that introduces

the customer to their product line. Local Ford dealerships sponsor major events and initiatives. The Ford Partnership for Advanced Studies (Ford PAS) is an academic program that has students, teachers, and community leaders providing free tutoring to participants. In 2016, Ford provided $32.8 million to support Community Life, $18.4 million for education, and $7.7 million for driving safety programs.

The Environmental Sustainability Program for Climate Change addresses ethical business practices, product carbon footprint and fuel economy, customer satisfaction, product quality and safety, supply chain management, assessment, capacity building and performance, and

government regulations. Ford was named to CDP’s Water A List for corporate water stewardship for the second year in a row. Ford’s Value Chain includes product design that addresses the impacts at every stage of the automotive life cycle, from use of natural resources and materials to product quality and safety. Ford tries to use sustainable materials throughout

the manufacturing process. They also hold their suppliers and subcontractors to the same standards they adhere to.

Conclusion—Ford today has operations in more than 100 countries and works to maintain the core values of improving performance while addressing social, economic, and environmental challenges while living in compliance within the Ford Code of Conduct Handbook. There will always be new ethical issues, and Ford will need to continue to access risks and respond to new challenges.

Question:

How has Ford made ethics an important part of its culture?