Part One:1 - Leadership Development Plan OutlineCompetenciesDifferentiate behavioral traits and highly effective habits of successful operations managers.InstructionsYou have recently received a promotion from operations team lead to operations manager. The organization you work for has established an Emerging Leaders onboarding learning and development program to assist new managers in closing minor skills gaps, and to set them up for success. During the one-year onboarding program, you are required to participate in assessments and activities that will help you to identify and understand your organizational leadership style. As part of this onboarding process, and to assist you to better understand your organizational leadership style, there is an outline development requirement as part of the one-year onboarding leadership development program.For this onboarding outline, you have been asked to address the following questions:Create an outline and state which of the five leadership styles (transformational, transactional, servant, laissez-fair, autocratic) best defines your leadership style:Why do you believe this is your organizational leadership style? Explain the traits you exhibit as an Emerging Leader that leads you to believe you possess the specific leadership development style.What are your leadership strengths? Explain the strengths in detail as they relate to you as an Emerging Leader.What are your leadership weaknesses? Explain the weaknesses in detail as they relate to you as an Emerging Leader.Explain in the outline in chronological order the steps you will take to understand and improve your organizational leadership style.Grading RubricFFCBA01234No PassNo PassCompetenceProficiencyMasteryNot SubmittedNo identification of organizational leadership style.Identifies organizational leadership style, but lacks explanation of leadership trait identifiers.Identifies organizational leadership style, and explanation shows signs of understanding.Identifies organizational leadership style, fully explains leadership trait identifiers, and supports stance.Not SubmittedNo selection of organizational leadership style the student most closely identifies with.Selects organizational leadership style, but lacks explanation and personal leadership examples.Selects organizational leadership style and provides some explanation and good personal leadership examples.Selects organizational leadership style with fully supporting personal leadership examples and explanation.Not SubmittedNo noticeable attempt to define any organizational leadership style.Correctly defines one organizational leadership style trait; attempts to define another.Correctly defines organizational leadership style traits.Thoroughly defines organizational leadership style with supporting research.Not SubmittedNo noticeable attempt to critique organizational leadership style.Attempts to critique organizational leadership style with some supporting evidence.Critiques organizational leadership style with supporting evidence.Thoroughly critiques organizational leadership style with strong supporting evidence.Not SubmittedNo identification of organizational leadership style strengths and weaknesses.Attempts to define organizational leadership style strengths and weaknesses with minimal supporting information.Defines organizational leadership style strengths and weaknesses with supporting information.Defines organizational leadership style strengths and weaknesses with strong supporting evidence.Not SubmittedNo chronological discussion of steps to take to understand organizational leadership style.Selects chronological discussion of steps to take to understand organizational leadership style, but lacks explanation and personal examples.Selects chronological discussion of steps to take to understand organizational leadership style with minimal support through explanation and personal examples.Selects chronological discussion of steps to take to understand organizational leadership style and fully supports through explanation and personal examples.____________________________________________________________________________________________________________________Part Two: 2 - Strategic Plan OutlineCompetenciesDistinguish the strategic actions that differentiate between successful domestic and international sourcing plans.InstructionsYou have been in the Emerging Leaders onboarding learning and development program for one quarter and have experienced a few successes. During this onboarding-program you have participated in assessments and completed a leadership development outline to help you to identify and understand your organizational leadership style. Now let us move forward in the onboarding program where you are asked to develop a strategic plan outline to help you to distinguish the strategic actions that differentiate between successful domestic and international sourcing plans as an emerging operations leader.For this strategic plan outline, you are being asked to address and answer the following questions:Create a table outline and clearly distinguish the strategic actions that differentiate between successful domestic and international sourcing plans:What does a successful domestic sourcing plan entail? Explain how you as an Emerging Leader will implement a successful domestic sourcing plan.What does a successful international sourcing plan entail? Explain how you as an Emerging Leader will implement a successful international sourcing plan.Clearly distinguish and differentiate in the table outline between successful domestic and international sourcing plans.Grading Rubric FFCBA01234No PassNo PassCompetenceProficiencyMasteryNot SubmittedNo identification of successful domestic and international sourcing plans, missing basic features and support.Identifies successful domestic and international sourcing plans, but lacks explanation of basic features.Identifies successful domestic and international sourcing plans with a developed explanation.Thoroughly identifies successful domestic and international sourcing plans, fully explains basic features and supports stance.Not SubmittedNo differentiation between successful domestic and international sourcing plans, student most closely identifies with.States differentiation between successful domestic and international sourcing plans, but lacks explanation and personal examples.States differentiation between successful domestic and international sourcing plans including explanation and personal examples.Thoroughly states differentiation between successful domestic and international sourcing plans with fully supporting personal examples and explanation.Not SubmittedNo noticeable attempt to define what entails a successful sourcing plan.Correctly attempts to define what entails aspects of a successful sourcing plan with one statement of support.Correctly defines what entails aspects of a successful sourcing plan with adequate supporting research.Correctly defines what entails aspects of a successful sourcing plan with supporting research.Not SubmittedNo noticeable attempt to differentiate domestic and international sourcing plans.Attempts differentiate domestic and international sourcing plans with little supporting evidence.Attempts to differentiate domestic and international sourcing plans with adequate supporting evidence.Thoroughly differentiate domestic and international sourcing plans with strong supporting evidence.Not SubmittedNo identification of how an Emerging Leader will implement successful sourcing plans.Attempts to define how an Emerging Leader will implement successful sourcing plans with minimal supporting information.Defines how an Emerging Leader will implement successful sourcing plans with supporting information.Defines how an Emerging Leader will implement successful sourcing plans with strong supporting evidence and information.Not SubmittedNo development of an Emerging Leader sourcing plan table outline.Development of an Emerging Leader sourcing plan table outline, but lacks explanation and leadership examples.Development of an Emerging Leader sourcing plan table outline with supporting explanations and leadership examples.Development of Emerging Leader sourcing plan table outline with fully supported thorough explanation and leadership examples.

Based on the article by Rufat-Latre, Muller, and Jones (2010), debate the pros and cons of open innovation. Go to the "email" function in ecollege and identify whether you are in the first half of the class (it is in alphabetical order) or in the second half of the class. Hint, if your last name starts with the letter Z you are in the second half of the class. For those of you in the first half of the class, you are defending the position that open innovation is good and the right thing to do. For those of you in the latter half of the alphabetized list, you are defending why open innovation is bad and not a good idea. Whether you are for or against open innovation, be sure to mention the idea of Communities of Innovation from the Grimaldi, Cricelli, & Rogo (2012) article. Finally, support your perspectives with research and specific examples.

a large portion of the so-called “tax gap” results from sole proprietors underreporting their revenue to the extent that it is received in cash. This results in the underpayment of income tax and self-employment tax that is actually owed to the government. One suggestion as to how to close this portion of the “tax gap” is to switch the country to a digital currency and eliminate paper money and coins. This would theoretically lead to the ability of the U.S. government to track almost all transactions of taxpayers. Do you think that a digital currency controlled by the government is a good idea for closing the “tax gap”? What would be some potential positives and negatives of this plan? Is it possible that we will eventually get there without a government digital currency due to the digital nature of many transactions in the current environment?