Assignment 1: Models for Competitive Dynamics

Assignment 1: Models for Competitive Dynamics

Due Week 2

Competition has, since the 90s, led to wider gaps between industry leaders and laggards. There are more “winner-take-all” environments and greater churns among industry sector rivals. We have witnessed sharp increases in quality and quantity of IT (Information Technology) investments. We’ve seen striking competitive dynamics, particularly in sectors that spend the most on IT. Some of the competitive dynamics models include the Destroy Your Business (DYB) strategy, the Grow Your Business (GYB) strategy, the Information Systems (IS) and strategic advantage, and the social business strategy.

Write a four paper in which you:

Compare and contrast the DYB and GYB strategies in terms of the ability to sustain a business in the marketplace over the long term, to be competitive against rivals, and profitability.

Examine the “cannibalization” strategy and determine if it is or is not a better strategy compared to the DYB strategy for growth, competitiveness, and market leadership. Provide two business examples.

Determine whether or not changes in business strategy should entail reassessment of IS. Provide three reasons to support your position.

Examine how firms can use social IT in alignment with organizational strategy and IS strategy. Consider collaborative capabilities; and what, how, and who should use social IT for a social business strategy.

Use at three quality resources in this assignment. Note: Wikipedia and similar websites do not qualify as quality resources.

Your assignment must follow these formatting requirements:

This course requires use of Strayer Writing Standards (SWS). The format is different than other Strayer University courses. Please take a moment to review the SWS documentation for details.

Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.


Assignment 3: IT Support for Virtual Teams

Due Week 6

Global organizations have branches that are located in multiple countries. Some of these organizations develop software and take advantage of the global talent pool of software developers while others have global technical support teams, customer service, and so on. Virtual teams are created when two or more people work together from different locations, organizations, times zone, and / or time shifts. Global organizations use virtual teams in order to provide global support, reduce travel costs, reduce training costs, and take advantage of local cultural knowledge that may impact the organization’s operations.

Write a two page paper in which you:

Examine five issues that the IT department is likely to face when it comes to supporting virtual teams.

Describe five advantages and five disadvantages of using virtual teams for the organizations described in the scenario.

Describe challenges imposed by:

IT / IS national standards and propose how they could be handled or resolved.

Protocols and propose how they could be handled or resolved.

Procedures on virtual teams and propose how they could be handled or resolved.

   4. Compare and contrast virtual teams and traditional teams with respect to communications, technology use, and team diversity.

Use at least three quality resources in this assignment. Note: Wikipedia and similar Websites do not qualify as quality resources.

Your assignment must follow these formatting requirements:

This course requires use of Strayer Writing Standards (SWS). The format is different than other Strayer University courses. Please take a moment to review the SWS documentation for details.

Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

The specific course learning outcomes associated with this assignment are:

Describe the process of administering enterprise systems, including the use of virtualization and monitoring, and power and cooling issues.

Use technology and information resources to research issues in enterprise architecture.

Write clearly and concisely about enterprise architecture topics using proper writing mechanics and technical style conventions.

Grading for this assignment will be based on answer quality, logic / organization of the paper, and language and writing skills, using the following rubric.

The post Assignment 1: Models for Competitive Dynamics appeared first on graduatepaperhelp.

 

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Assignment 1 And 2 – (2 Different Assignments)

Assignment 1 And 2 – (2 Different Assignments)

Due Week 2

Competition has, since the 90s, led to wider gaps between industry leaders and laggards. There are more “winner-take-all” environments and greater churns among industry sector rivals. We have witnessed sharp increases in quality and quantity of IT (Information Technology) investments. We’ve seen striking competitive dynamics, particularly in sectors that spend the most on IT. Some of the competitive dynamics models include the Destroy Your Business (DYB) strategy, the Grow Your Business (GYB) strategy, the Information Systems (IS) and strategic advantage, and the social business strategy.

Write a four paper in which you:

Compare and contrast the DYB and GYB strategies in terms of the ability to sustain a business in the marketplace over the long term, to be competitive against rivals, and profitability.

Examine the “cannibalization” strategy and determine if it is or is not a better strategy compared to the DYB strategy for growth, competitiveness, and market leadership. Provide two business examples.

Determine whether or not changes in business strategy should entail reassessment of IS. Provide three reasons to support your position.

Examine how firms can use social IT in alignment with organizational strategy and IS strategy. Consider collaborative capabilities; and what, how, and who should use social IT for a social business strategy.

Use at three quality resources in this assignment. Note: Wikipedia and similar websites do not qualify as quality resources.

Your assignment must follow these formatting requirements:

This course requires use of Strayer Writing Standards (SWS). The format is different than other Strayer University courses. Please take a moment to review the SWS documentation for details.

Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.


Assignment 3: IT Support for Virtual Teams

Due Week 6

Global organizations have branches that are located in multiple countries. Some of these organizations develop software and take advantage of the global talent pool of software developers while others have global technical support teams, customer service, and so on. Virtual teams are created when two or more people work together from different locations, organizations, times zone, and / or time shifts. Global organizations use virtual teams in order to provide global support, reduce travel costs, reduce training costs, and take advantage of local cultural knowledge that may impact the organization’s operations.

Write a two page paper in which you:

Examine five issues that the IT department is likely to face when it comes to supporting virtual teams.

Describe five advantages and five disadvantages of using virtual teams for the organizations described in the scenario.

Describe challenges imposed by:

IT / IS national standards and propose how they could be handled or resolved.

Protocols and propose how they could be handled or resolved.

Procedures on virtual teams and propose how they could be handled or resolved.

   4. Compare and contrast virtual teams and traditional teams with respect to communications, technology use, and team diversity.

Use at least three quality resources in this assignment. Note: Wikipedia and similar Websites do not qualify as quality resources.

Your assignment must follow these formatting requirements:

This course requires use of Strayer Writing Standards (SWS). The format is different than other Strayer University courses. Please take a moment to review the SWS documentation for details.

Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

The specific course learning outcomes associated with this assignment are:

Describe the process of administering enterprise systems, including the use of virtualization and monitoring, and power and cooling issues.

Use technology and information resources to research issues in enterprise architecture.

Write clearly and concisely about enterprise architecture topics using proper writing mechanics and technical style conventions.

Grading for this assignment will be based on answer quality, logic / organization of the paper, and language and writing skills, using the following rubric.

The post Assignment 1 And 2 – (2 Different Assignments) appeared first on graduatepaperhelp.

 

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Disc 1

Disc 1

Distinguish between formal and informal communication in the workplace. What cues in the workplace can help you decipher how formal your communication should be in a given context?

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FOR Genuine Genius

FOR Genuine Genius

Fantasy Team Worksheet

REMEMBER to watch the Strayer Talk: Building Your Team: Finding the Right Balance before completing this worksheet!

Part 1: Select Your Team Members

There are FOUR open positions on your Team. Below we’ve listed each role and described their responsibilities.

  1. LOGISTICS: This person is responsible for coordinating the nuts and bolts of the event: from scheduling to arranging travel to making sure there’s food on the table at lunchtime… just to name a few! The logistics person needs to be able to multitask and be organized, proactive, efficient, polite, and calm under pressure. They have to anticipate all the needs of the day while at the same being able to adjust and resolve any unexpected problems. It’s a challenging role, but a tremendously satisfying for the right person.
  2. BUDGETING: This is the numbers job, the person responsible for keeping track of all the costs of the event and making sure expenses don’t exceed the amount of funds in the budget. This person needs to have excellent math skills as well as being precise and detail-oriented. They may be called upon to problem-solve financially, so they can’t be too rigid in their approach to situations, but at the end of they day, they need to be a stickler for numbers.
  3. PROGRAMMING: This person is in charge of what participants take away from the event. They’ll research, write and plan the activities for the small group team-building sessions, as well as determine who will be the keynote speaker and what that person should speak about. The programming head needs to be a creative thinker who can come up with interesting, relatable and practical ideas that will make the event worthwhile and memorable.
  4. MC/HOST: This person is the “face” of the event. They will be manning the microphone beginning with the introduction at the start of the day, and guiding participants from one activity to the next with clear, concise direction. This person should be a “people person” and enjoy interacting with the public, and an excellent communicator, able to speak off the cuff in a smart, clear way — even if something during the event shifts last-minute.

Once you’ve read carefully through the roles, meet your candidates! You can learn about your 10 potential team members’ skills, strengths and personalities in this week’s Strayer Story.

To help you remember who’s who, you can also reference their profiles below.

JGR EMPLOYEE PROFILES: https://lh3.googleusercontent.com/ZYlYvKPj303CUS8DkJfk4oxcexmVLybNBBv4AANEDSsucIEY5ROdxKGDjpmefqCJpBZggyX4lhljmAE-3OJcMBfs2TvpkkMVM0IllVwVBeSfz4dF1Cb_1YOEVKC-fGqHm53IX33k https://lh3.googleusercontent.com/khc5r1LgRzbss9VlQOuzaisVFcBJzwqXkbFx4J1MPbwqWhTgjEx_6a5zSyscHY-8VkRfQ5OnpOQDEdmdNO5fbi3P-lgPEicL1cMR2NOcqRI1t_Snao49ttRryeNNaJ1DhliwKYvL https://lh5.googleusercontent.com/TzpqouKX076atzdT0rsT-hBU8eSxIf7UNnXZCtJRGVgktNTUborrkJbIloSr1Bv6WfveSWZAuMJahuoHfu2HSE4k2aKS1lij2iLGBqmog23BIppeSn9jN4V8CdEe_zyTAqv5s8-4 https://lh6.googleusercontent.com/AiND0Y8yMrMG0bQBVBKDKTqiZNgGIJb2ChYP_seh0dRbubzhuxJOgL8DJVLR8JMjXIHNO51zQWsDsDIr8DamCobdRPeqrFvhl_kPeCYsGdjUBX_Nelnyk5ZvM8TEFhfR8htzOO-O https://lh6.googleusercontent.com/l4Vt16_FS6L28_DfhVj5EDDyjHi76j9sTJXWErhmUWlOLMYiBu1L3gPUYVQaJaQCowpw3qLV7rhCXKnGYMdO769F0xQE5C3RXk4db8odBhsDD6GNVcBYKf4_jzfHee5LP9zRK-1U https://lh3.googleusercontent.com/N6rASF9PFA3k0YUewHeB1utjCDEz5O5kBPZO_zZmh-gaeJGseGky2nT4eWg84brN1Tk7m_TXg_D5JUeM30t0mV99FgGSPb1WBC6nLRXEwWteTagIvY38Kljfz-upn0_o1iM8MtOc https://lh3.googleusercontent.com/fTPcNumefFgVzaCTqcoEMGdokwOb–llRnLKU2brP-m3jVCxcvlvrx_X5vWRwgkTcw3V784qrrmOMVW1Pg2yb6TZHYKVu2LTL9cmC-NKFghZPIK8X2FLxaf7jjk0KF7SLk29ZOlq https://lh6.googleusercontent.com/TxPTzW4928Z_t-e-dzxfIUnePe4XAdceyp5VSQLK0RS1HL_Ezow5Aeizxm6uyVgFHMB68N5dzMtOl7dLxKFT5dpkS51pkCciZcTBr61m8De_M68LNcGOWd-H-qH2SB1KiVS_dEac https://lh3.googleusercontent.com/XTOmVrhRzQ41UTNHFcc_9MUbkQfijfiMo8pC9xDb-tFIgLQRNQmXgxXjUsxaXl1y4OZohkYHIeiaQt3I8-F-k6IvUkWhnB-dBXusDG2KJN2wpYqrC20LX-gBpD8QAj2qbPtgoB4f https://lh5.googleusercontent.com/EDLtsFRB6qEtau61naDgXS3qrMS7iHG2wRsoU9S0cAHJ6sVU9A9DJTAxCn9vhdLivHIUMYcqXV0FNf2QGvHiIGoUbt0XPGMCVou07ADORWFSbL25sA0wderhwAf4wt21JXu5Q8lH

Once you’ve looked over all the profiles, select the best candidate for each of the following four positions. Don’t forget to consider what skills you bring to the table and select people who can pitch in on the things you find challenging. After you select your candidate, justify your selection by explaining how your choice’s particular skills and personality will help them perform their role successfully and, where applicable, how they complement your strengths and skills.

  1. Who would you select to run LOGISTICS? Why?
  2. Who would you select to oversee BUDGET? Why?
  3. Who would be your choice to run PROGRAMMING? Why?
  4. Which candidate do you think would make the best MC/HOST? Why?

Part 2: Where Do You Fit In?

  1. What will you be responsible for as Team Leader? What will you handle personally, and what will you delegate to other members of your team? Explain and justify your response. Be specific.
  2. In 3-5 sentences, outline what skills and personal strengths you have that will help you to be an effective Team Leader.
  3. Think about your personal DiSC assessment results from Course 1. The style of Influence is my style which makes a person to have more network with colleagues, friends and strangers apart from enjoying socializing and relate with others. Due to the addition characteristics like enthusiastic and optimistic, they make the people they are managing more excited about the ideas and goals at hand. However, the people who are skeptical feel like they more optimistic some of the times. Besides, people with this personality style gives more expression and gestures when communicating to get more attention of the audience. And sometimes they are very talkative and work under pressure because they do a lot of task at a time besides a lot confidence. Also, the people with Influence style likes to be the center of attraction and while encouraging team work and giving an ear to the ideas of other people. On the contrary, when hungry, they are most likely to say the things that they will later regret.

How do these team members’ strengths complement yours? What skills and/or personality traits do they have that will help your team in areas where you feel challenged? Conversely, what strengths do YOU have that can make up for duties your team members may find challenging? Explain your answer in 3 paragraphs or less.

2

1

Fantasy Team Worksheet

REMEMBER to watch the Strayer Talk:

Building Your Team: Finding the Right Balance

before

completing this worksheet!

Part 1: Select Your Team Members

There are

FOUR

open positions on your Team. Below we’ve listed each role and described their

responsibilities.

1.

LOGISTICS:

This person is responsible for coordinating the nuts and bolts of the event:

from scheduling to arranging travel to making sure there’s food on the

table at

lunchtime… just to name a few! The logistics person needs to be able to multitask and

be organized, proactive, efficient, polite, and calm under pressure. They have to

anticipate all the needs of the day while at the same being able to adjust a

nd resolve any

unexpected problems. It’s a challenging role, but a tremendously satisfying for the right

person.

2.

BUDGETING:

This is the numbers job, the person responsible for keeping track of all

the costs of the event and making sure expenses don’t exc

eed the amount of funds in

the budget. This person needs to have excellent math skills as well as being precise and

detail

oriented. They may be called upon to problem

solve financially, so they can’t be

too rigid in their approach to situations, but at th

e end of they day, they need to be a

stickler for numbers.

3.

PROGRAMMING:

This pers

on is in charge of

what

participants take away from the

event. They’ll research, write and plan the activities for the small group team

building

sessions, as well as determine who will be the keynote speaker and what that person

should speak about. The programming head needs to

be a creative thinker who can

come up with interesting, relatable and practical ideas that will make the event

worthwhile and memorable.

4.

MC/HOST:

This person is the “face” o

f the event. They will be manning the microphone

beginning with the introduction a

t the start of the day, and guiding participants from one activity

to the next with clear, concise direction. This person should be a “people person” and enjoy

interacting with the public, and an excellent communicator, able to speak off the cuff in a smar

t,

clear way

even if something during the event shifts last

minute.

Once you’ve read carefully through the roles, meet your candidates!

You can learn about your

10 potential team members’ skills, strengths and personalities

in this week’s

Strayer St

ory.

To help you remember who’s who, you can also reference their profiles below.

1

Fantasy Team Worksheet

REMEMBER to watch the Strayer Talk: Building Your Team: Finding the Right Balance before

completing this worksheet!

Part 1: Select Your Team Members

There are FOUR open positions on your Team. Below we’ve listed each role and described their

responsibilities.

  1. LOGISTICS: This person is responsible for coordinating the nuts and bolts of the event:

from scheduling to arranging travel to making sure there’s food on the table at

lunchtime… just to name a few! The logistics person needs to be able to multitask and

be organized, proactive, efficient, polite, and calm under pressure. They have to

anticipate all the needs of the day while at the same being able to adjust and resolve any

unexpected problems. It’s a challenging role, but a tremendously satisfying for the right

person.

  1. BUDGETING: This is the numbers job, the person responsible for keeping track of all

the costs of the event and making sure expenses don’t exceed the amount of funds in

the budget. This person needs to have excellent math skills as well as being precise and

detail-oriented. They may be called upon to problem-solve financially, so they can’t be

too rigid in their approach to situations, but at the end of they day, they need to be a

stickler for numbers.

  1. PROGRAMMING: This person is in charge of what participants take away from the

event. They’ll research, write and plan the activities for the small group team-building

sessions, as well as determine who will be the keynote speaker and what that person

should speak about. The programming head needs to be a creative thinker who can

come up with interesting, relatable and practical ideas that will make the event

worthwhile and memorable.

  1. MC/HOST: This person is the “face” of the event. They will be manning the microphone

beginning with the introduction at the start of the day, and guiding participants from one activity

to the next with clear, concise direction. This person should be a “people person” and enjoy

interacting with the public, and an excellent communicator, able to speak off the cuff in a smart,

clear way — even if something during the event shifts last-minute.

Once you’ve read carefully through the roles, meet your candidates! You can learn about your

10 potential team members’ skills, strengths and personalities in this week’s Strayer Story.

To help you remember who’s who, you can also reference their profiles below.

The post FOR Genuine Genius appeared first on graduatepaperhelp.

 

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Change Management: Leadership, Values and Ethics

Change Management: Leadership, Values and Ethics

RUNE TODNEM BY∗, BERNARD BURNES∗∗ & CLIFF OSWICK†

∗Staffordshire University Business School, UK, ∗∗Manchester Business School, The University of Manchester, UK, †Cass Business School, City University London, UK

Where We Are and Where We Are Going

On behalf of all Associate Editors, Editorial Advisory Board and Editorial Board members: welcome to the 12th volume of Routledge’s Journal of Change Management (JCM). First, let us take this opportunity to wholeheartedly thank you all for your contribution to the Journal’s development over the last year, being that as a colleague, submitting and published author, reviewer, guest editor, reader, author and teacher utilizing work published in JCM, member of the Routledge team or librarian subscribing to the title. Without your personal support and contribution JCM would not be in the strong position it is today – Thank you!

Second, let us report back to you: we are on track! The aims of securing inclusion in Thomson Reuter’s Social Sciences Citation Index (SSCI) and 3∗

ABS are both realistic targets thanks to the ongoing active support of a growing and diverse community of scholars, students and practitioners with an interest in the complex field of change management. Enjoying SSCI and ABS success in itself is not an aim to us. However, the acknowledgement provided and removal of the barrier of not ‘being on the list’ is crucial to JCM’s, and indeed the whole field’s further development.

It is, therefore, somewhat disappointing that the Association of Business Schools (ABS) Executive Committee has decided not to publish a new version (v5) of their biannual ABS Academic Journal Quality Guide until after the 2014 Research Excellence Framework (REF), despite of their promise in the current version (v4, 2010) to provide a new and updated version in 2012. In the 2010 version it is indeed stated that ‘The rankings made in the ABS Guide are not

Journal of Change Management

Vol. 12, No. 1, 1–5, March 2012

Correspondence Address: Rune Todnem By, Staffordshire University Business School, College Road, Stoke-on-

Trent, ST4 2DE, UK. Email: r.t.by@staffs.ac.uk

1469-7017 Print/1479-1811 Online/12/010001–5 # 2012 Taylor & Francis http://dx.doi.org/10.1080/14697017.2011.652371

fixed, but have been reviewed annually, and from 2010 onwards biennially in light of available evidence’ (Association of Business Schools, 2010, p. 5). The decision of delaying the publication of version 5 of the ABS Guide, most likely taken under considerable pressure and lobbying by special interest groups defending status quo and vested interest, may very well delay the well deserved acknowledgment of all the hard work undertaken by younger journals such as JCM. Based on feedback from a range of stakeholders, including editors of journals highly ranked by both ABS and SSCI, we would in fact expect JCM’s ABS ranking to increase from 1∗ to 2∗ in 2012, and we find this highly unjustifiable delay to be regretful. However, in this Journal we don’t take anything for granted and we don’t cry over spilt milk. We move upwards and onwards and take control over what we can actually control.

We held two highly successful Editorial Board meetings in 2011. One at the EGOS conference in Gothenburg, where we also ran a ‘Meet the Editor’ session, and one at the AOM conference in San Antonio (hot, hot, hot . . .). The support, passion and ambition of individual board members took our breath away, and it made us appreciate all the more what an honour it is to be the caretakers of this great Journal with an even greater potential. We have yet to decide on the approach for 2012, but we will at least be aiming at having a strong presence at the AOM conference in Boston.

We take great pride in having a highly effective and efficient double-blind peer review process where all articles that are desk approved are forwarded for review by at least two colleagues. With an annual accept ratio of 12.9%, the average time from submission to first decision in the prior 12 months was 19 days, and the average time from submission to final decision in the prior 12 months was 25 days. Combined with the fact that authors receive extensive and high-quality reviews this is somewhat of an achievement which provides clear evidence of the enthusiasm and buy in from our fantastic reviewers.

So, what is on the JCM menu for 2012? Well, we can promise you exciting special issues, starting with this first issue and new contributions to our highly suc- cessful ‘Reflections’ series. We can also promise you a range of high-quality, interesting and hopefully at times provocative articles.

For the remainder of this annual editorial article we would like to focus on what so often is overlooked when it comes to change management: leadership, values and ethics.

We Are All In This Together

According to Barker (2001, p. 491), ‘. . . leadership is all about change’ and no change is value free (Macleod and By, 2009). Burnes and Jackson (2011) argue that all approaches to leadership and change are underpinned by a set of ethical values that influence the actions of leaders and the outcomes/consequences of change initiatives for good or ill. Ethics are not set in stone – there is no rule book. They are, however, highly individual beliefs – some of which may be per- ceived as being universal – distinguishing between what is right or wrong, good or bad. These beliefs provide a basis for judging the appropriateness of motivation

2 R. T. By et al.

and consequences of behaviour and they guide people in their dealings with other individuals, groups and organizations.

The argument that leadership and change need an ethical foundation is far from new. Such arguments can be found in the work of Barnard (1938) on leadership in the 1930s and in the work of Lewin (Burnes, 2004, 2009) on change in the 1940s. Even before the 2008 Global Financial Crisis, there had been an increasing volume of calls for organizations to act in an ethical fashion. Prominent in this respect was the promotion of corporate social responsibility (CSR). However, this did not necessarily lead to a diminution of unethical behaviour. As Joseph Sti- glitz (2010), the Nobel Prize-winning economist, observed in his book on the 2008 Global Financial Crisis, the reverse seems to have been the case. Unethical and criminal behaviour appears to have mushroomed out of control in many organiz- ations as society seems to have encouraged the individualistic motto of ‘every man for himself’ in replacement of ‘one for all, all for one’. This development can hardly be blamed on individual leaders – good or bad, right or wrong. That is a far too simplistic, if not naı̈ve understanding of a rather complex situation in which we all have a role to play and responsibility to take. We are not just dealing with a few rotten apples. We are in fact dealing with human nature, and this regretful development of greed must be seen as a reflection of the wider societal embracement of the individual at the cost of others. A development we are all part of.

We are still living in an era where organizational leaders are allowed to, and even rewarded for putting their own egos and self-interests ahead of the interests of the many, often with disastrous results and consequences. As Stiglitz (2010) observed, the short-term performance incentives of mortgage salesmen, of the investors and purveyors of complex and ill-understood financial instruments and of the corporate leaders who were supposed to supervise them were not aligned with the long-run interests of the institutions for which they work. To put it suc- cinctly, the long-term, sustainable interests of the many are sacrificed to the short- term greed and arrogance of the few.

To avoid this in the future, we need to highlight the importance of promoting the ethical dimension of change as a means of ensuring that leaders and their followers act in the interests of the many rather than the few. If followers and other stake- holders are not to be so dazzled by the attraction of charismatic–transformational leaders that any change is seen as good change, they need to ensure that leadership and change are underpinned by a clear and transparent system of ethics and accountability. That is to say, leaders must be instilled with a moral compass fitting the organization of which they are in charge. Leaders of tomorrow must indeed be expected to make decisions in the interest of the many rather than the few, and refrain from abusing the faith that is placed in them and the unique free- doms that they enjoy. This is a point made forcibly by Barker (2001, p. 491) when he states that leadership is ‘a process of transformative change where the ethics of individuals are integrated into the mores of a community as a means of evolution- ary social development’. Therefore, a key question is how we can lead and manage change more ethically?

The danger of not only allowing, but encouraging unethical leadership and change can be reduced where there is openness about and alignment of values

Leadership, Values and Ethics 3

and objectives, transparency in decision-making and truly independent external scrutiny. The axis on which acceptable and unacceptable outcomes revolve is the ethical values which underpin and link together particular combinations of lea- dership and change. We believe the fundamental flaw in some approaches to change is that not only are they not explicit about values, but they give the impression that it is somehow unworldly or naı̈ve even to mention ethical con- siderations (Burnes and By, 2011).

Organizations have to move beyond general statements of ethics, such as those found in CSR statements and policies, and actually evaluate the ethical values of leaders and their actions and determine whether they are compatible with the wider interests of the organization and its stakeholders. This requires an under- standing of ethics both in policy and practical terms, and clarity about the ethical basis of different approaches to leadership and change.

Consequently, followers and other stakeholders should not be passive observes, but have a positive and active role to play in identifying and ending unethical prac- tices. In terms of new directions in organizational change, it is perhaps apposite to re-think the notion of ‘stakeholders’ in the process of ethically motivated forms of change. In particular, it could be argued that an often-overlooked group of stake- holders who are committed to the development of ethical practices in organiz- ations are social activists. King and Soule (2007) have argued that we should see ‘social movements as extra-institutional entrepreneurs’ (p. 413). Indeed, we would go further and assert that in some circumstances activists are synonymous with external management consultants. The only major difference being that they are generally unpaid and they typically have a passionate commitment to the specific moral imperatives or social values they encourage an organization or organizations to embrace. Hence, social activists can play an important part in sti- mulating value-driven change within organizations through constructive processes of engagement and generative dialogue (Den Hond and Bakker, 2007).

A critical issue in the involvement of different groups of stakeholders (e.g. employees, customers, clients and activists) is the extent to which it is possible for them to recognize what is ethical and unethical. Most stakeholders would agree that child labour is clearly unethical, but would they recognize which leader- ship and change practices are unethical? If stakeholders are to be able to monitor leaders’ behaviour, they must have a yardstick for judging whether it is potentially unethical or not. In order to do this, those of us who develop and promote particu- lar approaches to leadership and change have to be clear about the ethical impli- cations of these. Currently, there is often a damaging lack of clarity regarding the ethical values underpinning approaches to change and its management.

A prime example is the famous quotation attributed to Charlie Wilson, who was President of General Motors in the early 1950s: ‘What’s good for General Motors is good for the country’. Many leaders appear to interpret this to mean: ‘What’s good for me is good for the organization’. But what Wilson actually said was: ‘For years I thought that what was good for our country was good for General Motors, and vice versa’ (Time Magazine, 1961). Therefore, a more accurate interpretation of Wilson’s words would be: ‘What’s good for the organization is good for me’, which is a very different matter entirely.

4 R. T. By et al.

As Franklin D. Roosevelt (1937) commented on the causes of the Great Depression of the 1930s:

We have always known that heedless self-interest was bad morals; we know now that

it is bad economics. Out of the collapse of a prosperity whose builders boasted their

practicality has come the conviction that in the long run economic morality pays.

However, this ‘economic morality’ will only prevail if all organizational stake- holders are able and prepared to ensure that ethical rather than unethical behaviour is pursued by leaders, and this can only be achieved if those of us in the change field do our part to identify ethical and unethical approaches to such change.

References

Association of Business Schools (2010) ABS Academic Journal Quality Guide, version 4 (London: ABS).

Barker, R.A. (2001) The nature of leadership, Human Relations, 54(4), pp. 469–494.

Barnard, C. (1938) The Functions of the Executive (Cambridge, MA: Harvard University Press).

Burnes, B. (2004) Kurt Lewin and the planned approach to change: a re-appraisal, Journal of Management

Studies, 41(6), pp. 977–1002.

Burnes, B. (2009) Reflections: ethics and organisational change – time for a return to Lewinian values, Journal of

Change Management, 9(4), pp. 359–381.

Burnes, B. and By, R.T. (2011) Leadership and change: the case for greater ethical clarity, Journal of Business

Ethics (published online 2 November 2011, doi 10.1007/s10551-011-1088-2). Burnes, B. and Jackson, P. (2011) Success and failure in organisational change: an exploration of the role of

values, Journal of Change Management, 11(2), pp. 133–162.

Den Hond, F. and Bakker, F.G. (2007) Ideologically motivated activism: how activist groups influence corporate

social change activities, Academy of Management Review, 32(3), pp. 901–924.

King, B.G. and Soule, S.A. (2007) Social movements as extra-institutional entrepreneurship: the effects of pro-

tests on stock price returns, Administrative Science Quarterly, 52(3), pp. 413–442.

Macleod, C. and By, R.T. (2009) Organizational change management in public services: key findings and emer-

ging themes, in: R.T. By and C. Macleod (eds) Managing Organizational Change in Public Services: Inter-

national Issues, Challenges and Cases, pp. 241–249 (Routledge, UK: Milton Park).

Roosevelt, F.D. (1937) Second Presidential Inaugural Address, 20 January. Available at www.bartleby.com/124/

pres50.html.

Stiglitz, J. (2010) Freefall: Free Markets and the Sinking of the Global Economy (London: Allen Lane).

Time Magazine (1961) Armed Forces: Engine Charlie, Time Magazine, October 6. Available at www.Time.com.

Leadership, Values and Ethics 5

www.bartleby.com/124/pres50.html
www.bartleby.com/124/pres50.html
www.Time.com
Copyright of Journal of Change Management is the property of Routledge and its content may not be copied or

emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission.

However, users may print, download, or email articles for individual use.

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Discussion?

Discussion?

What types of obstacles/objections do leaders face from stakeholders when implementing change within an organization? What strategies can leaders use to work with stakeholders, remove obstacles, and address objections?

References

By, R., Burnes,B., and Oswick, C. (2012). Change Management: Leadership, Values and Ethics. Journal of Change Management, Vol. 12, No. 1, 1–5.

Ellis, R. (2012). May I Have Your Attention Please? A Review of Change Blindness. Organization Development Journal, Vol. 30, No. 3.

NEEDS TO BE A MIN OF 300 WORDS AND AT LEAST 1 REFERENCE

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Stats In Psychology Part 2

Stats In Psychology Part 2

CHAPTER 15 PROBLEM 15.2

For this problem, we will use the experiment presented in Chapter 15, Problem 25, p. 394 of the textbook. For convenience, the experiment is repeated here.

A university researcher knowledgeable in Chinese medicine conducted a study to determine whether acupuncture can help reduce cocaine addiction. In this experiment, 18 cocaine addicts were randomly assigned to one of three groups of 6 addicts per group. One group received 10 weeks of acupuncture treatment in which the acupuncture needles were inserted into points on the outer ear where stimulation is believed to be effective. Another group, a placebo group, had acupuncture needles inserted into points on the ear where stimulation is known not to be effective. The third group received no acupuncture treatment; instead, addicts in this group received relaxation therapy. All groups also received counseling over the 10-week treatment period. The dependent variable was craving for cocaine as measured by the number of cocaine urges experienced by each addict in the last week of treatment. The following are the results.

Acupuncture +

Counseling

Placebo +

Counseling

Relaxation +

Counseling

4

7

6

5

2

3

8

12

11

8

10

7

12

7

9

6

11

6

Use SPSS to do a one-way independent groups ANOVA on the data, with a = 0.05 to determine if at least one of the groups differs significantly from at least one of the other groups. Do a planned comparison between the Acupuncture + Counseling group and the Placebo + Counseling group, using α = 0.052 tail. If the one-way ANOVA yields significant results, do the Tukey HSD post hoc test to see which groups differ from each other, again using α = 0.052 tail.

If you choose to enter the data by typing it into the Data Editor, name the variables, “Group” and “Urges.” The saved data file for this problem is “Ch15prob2.”

See Solution Below.

SOLUTION

Step 1: Enter and Name the Data. As usual, you have three choices for entering the data: 1) by typing the scores directly into the Data Editor; 2) by downloading from the web the saved data file for this example, and 3) by opening the saved data file (for this example) that resides on your computer.

Entering the scores by typing them directly into the Data Editor. If you choose to type in the data, remember to name the grouping variable Group and the other variable Urges. If you have any questions, please follow the instructions in Illustrative Example 1 for Chapter 15, substituting the variables and scores for this problem.

Entering the scores by downloading from the web, the saved data file for this example. To enter the scores using this option, click here, and then click Open from the drop-down menu.

Entering the scores by opening the saved data file (for this example) that resides on your computer. If you choose to open the saved data file, the name of the file is Ch15prob2. To enter the data and name the variables for this problem, please follow the instructions in Illustrative Example 1 for Chapter 15.

When the data are entered and named correctly, the Data Editor, Data View should look like Figure 15.2.1.

Figure 15.2.1. Data Editor with Group and Urges scores entered.

Step 2: Conclusion Regarding the Overall Effect of the Independent Variable, using α = 0.05 Plus Planned and Post Hoc Comparisons. The appropriate test to evaluate the overall effect of the independent variable is the One-Way Analysis of Variance. To have SPSS do the analysis using this test,

Click Analyze.

Select Compare Means.

Click One-Way ANOVA….

Click the ► button for the Factor:box.

Click Urges in the large box on the left.

Click the ► button for the Dependent List: box.

Click the Options button.

Click Descriptive.

Click Continue.

Click Contrasts….

Type 1 in the Coefficients: box.

Click Add.

Type -1 in the Coefficients: box.

Click Add.

Type 0 in the Coefficients: box.

Click Add.

Click Continue.

Click the Post Hoc… button at the bottom-middle of the dialog box.

Click Tukey.

Click Continue.

Click OK.

This produces a drop-down menu.

This also produces a drop-down menu.

This produces the One-Way ANOVA dialog box with Group highlighted.

This moves Group into the Factor: box.

This highlights Urges.

This moves Urges into the Dependent List: box.

This produces the One-Way ANOVA: Optionsdialog box.

This puts a P in the Descriptive box, telling SPSS to compute some descriptive statistics and include them in the output.

This returns you to the One-Way ANOVA dialog box. You have finished telling SPSS what it needs to know to do the One-Way ANOVA. Let’s now implement the planned comparisons analysis. We will follow this with the Tukey post hoc analysis.

This produces the One-Way ANOVA: Contrasts dialog box. The coefficients for doing planned comparisons are entered in this dialog box. Since you are asked to do a planned comparison between the Acupuncture + Counseling group (Group 1, according to our assignment of grouping values in the Data Editor) and the Placebo + Counseling group (Group 2) the correct coefficients for this planned comparison are 1 -1 0. Alternately, we could use -1 1 0. Let’s use 1 -1 0.

This moves the 1 into the large box below the Coefficients: box.

This moves the -1 into the large box below the Coefficients: box.

This moves the 0 into the large box below the Coefficients: box. You have finished entering the planned comparison, 1 -1 0.

This returns you to the One-Way ANOVA dialog box. You are now ready to implement doing the Tukey HSD post hoc test.

This produces the One-Way ANOVA: Post Hoc Multiple Comparisons dialog box.

This puts a P in the Tukey box and tells SPSS to do the Tukey HSD test when you give it the OK.

This returns you to the One-Way ANOVA dialog box.

SPSS analyzes the Stress data and outputs the results to the Viewer. The output is shown below in Figure 15.2.2.

Figure 15.2.2. Results of One-Way ANOVA analysis including planned and post hoc testing.

The SPSS viewer shows six tables, the Descriptives table, the ANOVA table, the Contrasts Coefficients table, the Contrasts Tests table, the Multiple Comparisons table, and the Stress table. The ANOVA table is the table we use to conclude about the overall effect of the independent variable. This table shows that Fobt = 8.543 and the obtained probability is .003. Since .003 < 0.05, your conclusion is to reject H0. The three treatments are not equal in their effect on cocaine urges.

The Contrasts Coefficients table and the Contrasts Tests table pertain to the planned comparisons. There is only one planned comparison, the comparison between the Acupuncture + Counseling group and the Placebo + Counseling group (coefficients 1 -1 0). The Contrasts Tests table gives the results of this planned comparison. We are interested in the Assume equal variances part of the table. For this planned comparison (contrast 1), tobt = -3.866 with an obtained probability of .0022 tailed. Since .002 < 0.05, you reject H0. It appears that Acupuncture + Counseling has a greater effect on reducing cocaine urges than Placebo + Counseling.

The Multiple Comparisons table gives the results of the Tukey HSD post hoc test. The comparison between Group 1 and Group 2 yielded an obtained probability value of .004; the comparison between Group 1 and Group 3 yielded an obtained probability value of .016; and the comparison between Group 2 and Group 3 yielded an obtained probability value of .786. Thus, you can reject H0 using α = 0.05 for the Group 1 – Group 2 comparison, and the Group 1 – Group 3 comparison, but not for the comparison between Group 2 and Group 3. Thus, Acupuncture + Counseling significantly reduced cocaine urges compared to both Placebo + Counseling and Relaxation Therapy + Counseling, but you can’t affirm that Relaxation Therapy + Counseling does better than Placebo + Counseling. Again the planned comparison probability is lower than the post hoc comparison probability (.002 verses .004).

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Create an outline for a digital forensics report. Things to consider when creating outline:

Create an outline for a digital forensics report. Things to consider when creating outline:

Design a CV for your “future self” that establishes you as highly qualified digital forensics professional.

Create an outline for a digital forensics report. Things to consider when creating outline:

· Does your outline reflect all aspects of the investigation?

· Authority to investigate

· Scope of work

· Collection

· Preservation

· Data acquisition

· Validation

· Initial examination

· Analysis

· Findings

· Documentation of actions taken

· Does your outline begin with an introduction and end with a conclusion?

· Does your outline follow a logical sequence of events?

· Does your outline provide for necessary Appendices?

· Does your outline easily transition into the full report?

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Digital Forensics Cv And Case Reporting

Digital Forensics Cv And Case Reporting

Design a CV for your “future self” that establishes you as highly qualified digital forensics professional.

Create an outline for a digital forensics report. Things to consider when creating outline:

· Does your outline reflect all aspects of the investigation?

· Authority to investigate

· Scope of work

· Collection

· Preservation

· Data acquisition

· Validation

· Initial examination

· Analysis

· Findings

· Documentation of actions taken

· Does your outline begin with an introduction and end with a conclusion?

· Does your outline follow a logical sequence of events?

· Does your outline provide for necessary Appendices?

· Does your outline easily transition into the full report?

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