‘Tesla and its flamboyant, and sometimes erratic, innovator Elon Musk have turned the more than a century old industry upside down in a mere 16 years. Traditional automakers are ill prepared to compete in today's software-centered world. Unlike nimble Tesla, they are big, bureaucratic, slow to respond to customers, dependent on providing customer financing for unit sales growth, and culturally different from a software company. Tesla's speed in innovation in the market for high-end vehicles is more like a Google or an Amazon than an automaker. And its soaring market valuation is a clear sign to all automakers that they'll need to develop more innovative, Tesla-like business models in order to survive.’ Harvard Business Review. February 28, 2020  As per your Textbook -   ‘Tesla's cars had rapidly attracted a large and loyal fan base, and sales were growing at an impressive rate. However, designing and launching multiple major car platforms while building a large-scale battery company, a network of charging stations, and operating Solar City was a lot for a company to take on in its first fifteen years. This left some analysts scratching their heads. Was Tesla trying to do too much too quickly?’    Students are requested to read Chapter 6 Defining the Organization’s Strategic Direction of their textbooks. With the conceptual knowledge from Chapter 6 and your own research, answer the following questions.  Q1- How would you characterize competition in the Auto Industry?  (250 -300 words) Q2- What do you think are Tesla’s core competencies? Does it have any sources of sustainable competitive advantage? (350 -500 words) Q3- What do you think Tesla’s (or Elon Musk’s) strategic intent is?  (350 -500 words)

Summarize three scholarly articles about learning organizations and use the information in the articles to describe different aspects of learning organizations.Like people, healthy organizations "learn." An organization becomes a "learning organization" when it develops processes, systems, and human resources that are capable of sharing knowledge, continuously innovating, and benefitting from mistakes and failures as well as successes. This process leads to a corporate mindset of continuous improvement – always striving for perfection along the way, understanding that perfection is a state which will never be fully achieved.SHOW LESSBy successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria: Competency 1: Analyze the historical perspectives of the study of organizational structure and design and its applications in today's world.  Explain the meaning of "learning organization." Competency 2: Analyze the impact of learning and performance in organizational structures.  Describe the ways an organization can learn. Describe the benefits of being a learning organization. Describe disadvantages of being a learning organization. Competency Map CHECK YOUR PROGRESSUse this online tool to track your performance and progress through your course. Toggle DrawerQuestions to Consider To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community. What assumptions do you have about change? Why might an organization see change as undesirable? Is change something an organization can plan for? How might an organization benefit from failure? Should organization members actually be encouraged to "fail?" What are some tools and methods organizations use to share knowledge both internally and externally? Toggle DrawerResources Suggested Resources The following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom.Capella Resources Click the links provided to view the following resources: Thinking Habits of Mind, Heart, and Imagination. New Business Realities of the 21st Century. Organization Structure, Learning, and Performance Theory Paper. SHOW LESSLibrary Resources The following e-books or articles from the Capella University Library are linked directly in this course: Galbraith, J. R. (2014). Designing organizations: Strategy, structure, and process at the business unit and enterprise levels (3rd ed.). San Francisco, CA: Jossey-Bass. Wheatley, M. J., & Kellner-Rogers, M. (1996). A simpler way. San Francisco, CA: Berrett-Koehler. Course Library Guide A Capella University library guide has been created specifically for your use in this course. You are encouraged to refer to the resources in the BUS-FP4013 – Organizational Structure, Learning, and Performance Library Guide to help direct your research.Additional Resources The resource listed below is relevant to the topics and assessments in this course and is not required. Lawler, E. E. (1996). From the ground up: Six principles for building the new logic corporation. San Francisco, CA: Jossey-Bass. Assessment Instructions To prepare for this assessment, use the Capella library to search for articles using the exact term "learning organizations." Select at least three scholarly articles to use in this assessment.For this assessment, complete the following: Briefly summarize each of the three articles you selected and explain why you selected each article. Use the information presented in the articles to address the following:  Explain what a "learning organization" is. Describe at least three ways that an organization might "learn." Describe the benefits of an organization being a learning organization. Describe any disadvantages to an organization being a learning organization.

Complete the first part of Section 2 - Risk Scope, Components, and Value, of the risk management plan by determining the scope of the risk plan, the risk management plan components, and the responsibilities for the development of the plan for your chosen case study or work project. Analyze the dollar cost of potential risk if there is no risk management plan.A project manager must defi ne and determine the scope for evaluating risks. The scope establishes the best methods for analyzing and applying risk management techniques. To determine the scope objectives for a company, you can use a framework evaluation process. It is important to identify a framework for the organization and then to use this framework to help develop and implement the risk management plan. A project manager should understand the steps that would ensure that each aspect of the framework is incorporated into the risk management plan. This requires careful planning. The framework should be evaluated to make sure that the assessment criteria are realistic and relevant to the overall assessment of the risk management process. Determining the steps involved will help you evaluate a project and narrow the focus of its scope and the risks.