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Groups and teams that produce the desired results can be a great asset to organizational outcomes, adding a refreshing complement to the mission. However, one problem in teams and groups is groupthink. How can we attain and sustain effectiveness and eliminate or mitigate groupthink? How can we take the leaders who cause groupthink out of the equation in such a way as to not disrespect them and still keep order within the team? Support your answer. Practical Application: Describe a high-functioning team on which you’ve served, and then describe a low-functioning team of which you’ve been a part. What three characteristics signaled that each was either going to be a dream team or a dupe group? 220 words at least with at least two APA style references
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CON 100 NVCC Mission First Contracting Ethics and Integrity Issues Case Study
Case Study Topic 2: Mission First: A Case Study in Contracting Ethics and Integrity
You are an experienced contracting ...
CON 100 NVCC Mission First Contracting Ethics and Integrity Issues Case Study
Case Study Topic 2: Mission First: A Case Study in Contracting Ethics and Integrity
You are an experienced contracting officer, newly assigned at a Defense agency whose contracting organization has experienced a lot of turnovers. Your branch consists of you, two contract specialists who have been with the agency for several years, a college intern, and “TJ,” a support contractor who recently retired from federal service. There are also several vacant positions. Your branch manager, John Smiley, is one year away from retiring from federal service. His office is adorned with a large sign that reads, “Mission First.” John is normally a pleasant fellow but seems to become easily irritated whenever a customer calls to complain about the support provided by the contracting organization. You have been on the job less than a month and have already overheard John snap at your colleagues on several occasions, saying, “I don’t care. Just get it done. Mission first.”
You’ve just set aside the afternoon to process a new award document using the agency’s automated contract writing system. While you focus on the onerous data entry requirements of the new system, your concentration is broken by the intern’s voice: “John wants us all in his office in five minutes for a meeting.”
At the meeting, John explains that the agency’s annual Operations and Maintenance budget has received a sizable supplemental appropriation to support ongoing contingency operations in Iraq and Afghanistan. The agency’s senior leadership wants this funding obligated as soon as possible. The branch has just been inundated with quickly-prepared purchase requests, and customers are demanding prompt action. John hands everyone a pile of purchase requests, and announces, “I want these awarded by the end of next month. Failure is not an option.”
Returning to your desk, you start to review the purchase request folders and become alarmed at what you see. All are for various service contract requirements but are lacking well-written Performance Work Statements (PWS). Many seem to have been specifically written for an incumbent contractor and even have the contractor’s name included in the PWS. Several folders contain documents labeled “Independent Government Cost Estimate (IGCE)” and other documents that appear to be contractor quotes in the exact same amount as the IGCEs. Other purchase request folders have a contractor’s time-and-materials/labor hour quote and a note from the requesting office’s coordinator (the agency does not have a dedicated Price Analysis department) saying, “Looks okay.” Almost all the folders include draft memoranda “Justifications and Approval for Other Than Full and Open Competition,” but almost all are poorly supported and legally insufficient.
As you walk to John Smiley’s office to discuss your concerns, you note that TJ, your support contractor, has already begun processing his assigned workload and is preparing award documents for John’s execution. You glance down and notice that the first one is made out to the same company that employs TJ. As if reading your mind, TJ shouts, “No worries. It’s all good. I don’t have execution authority.” As you continue past the contract specialists, you are amazed at the progress they have already made in preparing award documents. You are concerned that your colleagues appear not only to be disregarding requirements for publicizing contract actions but also to be carelessly using the agency’s contract writing system in selecting clauses and preparing the prospective solicitation and contract documents. You also suspect they are not bothering to read the associated pricing memoranda and supporting draft justifications and approvals.
In John Smiley’s office, you express your concerns that these purchase requests cannot be processed in a timely fashion as received. John listens and then says, “Look, we do not have the luxury of time to cross all the t’s and dot all the i’s here. Our mission is too important. Do the best you can. Just remember, we have never failed to meet our obligation targets.”
Identify the contracting ethics and integrity issues that are presented in this case.
Describe WHAT you would do and WHY you would do it.
Describe WHY it is important for members of the acquisition community to have a shared sense of professional integrity.
Identify the contracting ethics and integrity issues that are presented in this case.
Describe WHAT you would do and WHY you would do it.
5 pages
Mgt 424
1. The Assignment must be submitted on Blackboard (WORD format only) via 3. Students are advised to make their work clear ...
Mgt 424
1. The Assignment must be submitted on Blackboard (WORD format only) via 3. Students are advised to make their work clear and well presented, marks ...
Ashford University Intrapreneur and The Entrepreneur Analysis Presentation
Intrapreneur and the Entrepreneur Analysis
[WLOs: 1, 2, 3] [CLOs: 1, 2, 3, 4]
Prior to beginning work on this final presen ...
Ashford University Intrapreneur and The Entrepreneur Analysis Presentation
Intrapreneur and the Entrepreneur Analysis
[WLOs: 1, 2, 3] [CLOs: 1, 2, 3, 4]
Prior to beginning work on this final presentation, review the material presented in the EI Games Presentation Skills Course and the assigned readings for Weeks 1 through 6.
During the past six weeks, the roles of the intrapreneur and entrepreneur were described and analyzed. There are significant differences in the skills needed to succeed in either role; however, there are common skills required for each.
In your audio PowerPoint presentation,
Analyze 10 skills that are common to both an intrapreneur and the entrepreneur.
Identify key competencies needed for the entrepreneur and intrapreneur.
Determine how these competencies apply to organizational success.
For this class, the final presentation will apply toward Folio. Be sure to upload your presentation to Folio once you have completed it and share a link in your submission in addition to uploading it to Waypoint to be graded. Learn more about Folio, the University of Arizona Global Campus’s ePortfolio tool, by reviewing the Folio Quick Start Guide (Links to an external site.). Review the Folio Best Practices Guide (Links to an external site.) to learn more about how to add projects to Folio.
The Intrapreneur and the Entrepreneur Analysis final presentation
University of Rochester Verbal and Non Verbal Cues when Communicating Discussion
The requirements are to mix and match between the three examples and do a new one for me with different words. attached th ...
University of Rochester Verbal and Non Verbal Cues when Communicating Discussion
The requirements are to mix and match between the three examples and do a new one for me with different words. attached the 3 examples with the actual requirements for the assignment.
Walden University Systems Thinking Discussion Paper
Your analysis of where Cincinnati Children’s Hospital has applied key principles of systems thinking and where it appear ...
Walden University Systems Thinking Discussion Paper
Your analysis of where Cincinnati Children’s Hospital has applied key principles of systems thinking and where it appears to be lacking in their application of systems thinking.
Explain the value of systems thinking to the leadership of Cincinnati Children’s Hospital as they aim for new levels of quality. Justify your response.
Prepare the following: ·
A brief description of an organization with which you are familiar and the example of poor systems thinking you observe.
An explanation of the core issues that you think led to this systems failure, including whether managers were using “yesterday’s thinking”.
An explanation of whether there might have been a different or better outcome if managers had understood the principle of the “parts of the whole fit together” (Justify your response.)
General Guidance: Each question on the shared practice will typically be 2–3 paragraphs in length.
References
Meadows, D. H. (2008). Thinking in systems: A primer. White River Junction, VT: Chelsea Green.
Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. New York, NY: Doubleday.
Atwater, J. B., & Pittman, P. H. (2006). Facilitating systemic thinking in business classes. Decision Sciences Journal of Innovative Education, 4(2), 273–292.
Edmondson, A., & Tucker, A. (2011). Cincinnati Children’s Hospital Medical Center [Case study]. HBS Case 9-609-109. Boston, MA: Harvard Business School. Retrieved from https://hbsp.harvard.edu/tu/ddefad81
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CON 100 NVCC Mission First Contracting Ethics and Integrity Issues Case Study
Case Study Topic 2: Mission First: A Case Study in Contracting Ethics and Integrity
You are an experienced contracting ...
CON 100 NVCC Mission First Contracting Ethics and Integrity Issues Case Study
Case Study Topic 2: Mission First: A Case Study in Contracting Ethics and Integrity
You are an experienced contracting officer, newly assigned at a Defense agency whose contracting organization has experienced a lot of turnovers. Your branch consists of you, two contract specialists who have been with the agency for several years, a college intern, and “TJ,” a support contractor who recently retired from federal service. There are also several vacant positions. Your branch manager, John Smiley, is one year away from retiring from federal service. His office is adorned with a large sign that reads, “Mission First.” John is normally a pleasant fellow but seems to become easily irritated whenever a customer calls to complain about the support provided by the contracting organization. You have been on the job less than a month and have already overheard John snap at your colleagues on several occasions, saying, “I don’t care. Just get it done. Mission first.”
You’ve just set aside the afternoon to process a new award document using the agency’s automated contract writing system. While you focus on the onerous data entry requirements of the new system, your concentration is broken by the intern’s voice: “John wants us all in his office in five minutes for a meeting.”
At the meeting, John explains that the agency’s annual Operations and Maintenance budget has received a sizable supplemental appropriation to support ongoing contingency operations in Iraq and Afghanistan. The agency’s senior leadership wants this funding obligated as soon as possible. The branch has just been inundated with quickly-prepared purchase requests, and customers are demanding prompt action. John hands everyone a pile of purchase requests, and announces, “I want these awarded by the end of next month. Failure is not an option.”
Returning to your desk, you start to review the purchase request folders and become alarmed at what you see. All are for various service contract requirements but are lacking well-written Performance Work Statements (PWS). Many seem to have been specifically written for an incumbent contractor and even have the contractor’s name included in the PWS. Several folders contain documents labeled “Independent Government Cost Estimate (IGCE)” and other documents that appear to be contractor quotes in the exact same amount as the IGCEs. Other purchase request folders have a contractor’s time-and-materials/labor hour quote and a note from the requesting office’s coordinator (the agency does not have a dedicated Price Analysis department) saying, “Looks okay.” Almost all the folders include draft memoranda “Justifications and Approval for Other Than Full and Open Competition,” but almost all are poorly supported and legally insufficient.
As you walk to John Smiley’s office to discuss your concerns, you note that TJ, your support contractor, has already begun processing his assigned workload and is preparing award documents for John’s execution. You glance down and notice that the first one is made out to the same company that employs TJ. As if reading your mind, TJ shouts, “No worries. It’s all good. I don’t have execution authority.” As you continue past the contract specialists, you are amazed at the progress they have already made in preparing award documents. You are concerned that your colleagues appear not only to be disregarding requirements for publicizing contract actions but also to be carelessly using the agency’s contract writing system in selecting clauses and preparing the prospective solicitation and contract documents. You also suspect they are not bothering to read the associated pricing memoranda and supporting draft justifications and approvals.
In John Smiley’s office, you express your concerns that these purchase requests cannot be processed in a timely fashion as received. John listens and then says, “Look, we do not have the luxury of time to cross all the t’s and dot all the i’s here. Our mission is too important. Do the best you can. Just remember, we have never failed to meet our obligation targets.”
Identify the contracting ethics and integrity issues that are presented in this case.
Describe WHAT you would do and WHY you would do it.
Describe WHY it is important for members of the acquisition community to have a shared sense of professional integrity.
Identify the contracting ethics and integrity issues that are presented in this case.
Describe WHAT you would do and WHY you would do it.
5 pages
Mgt 424
1. The Assignment must be submitted on Blackboard (WORD format only) via 3. Students are advised to make their work clear ...
Mgt 424
1. The Assignment must be submitted on Blackboard (WORD format only) via 3. Students are advised to make their work clear and well presented, marks ...
Ashford University Intrapreneur and The Entrepreneur Analysis Presentation
Intrapreneur and the Entrepreneur Analysis
[WLOs: 1, 2, 3] [CLOs: 1, 2, 3, 4]
Prior to beginning work on this final presen ...
Ashford University Intrapreneur and The Entrepreneur Analysis Presentation
Intrapreneur and the Entrepreneur Analysis
[WLOs: 1, 2, 3] [CLOs: 1, 2, 3, 4]
Prior to beginning work on this final presentation, review the material presented in the EI Games Presentation Skills Course and the assigned readings for Weeks 1 through 6.
During the past six weeks, the roles of the intrapreneur and entrepreneur were described and analyzed. There are significant differences in the skills needed to succeed in either role; however, there are common skills required for each.
In your audio PowerPoint presentation,
Analyze 10 skills that are common to both an intrapreneur and the entrepreneur.
Identify key competencies needed for the entrepreneur and intrapreneur.
Determine how these competencies apply to organizational success.
For this class, the final presentation will apply toward Folio. Be sure to upload your presentation to Folio once you have completed it and share a link in your submission in addition to uploading it to Waypoint to be graded. Learn more about Folio, the University of Arizona Global Campus’s ePortfolio tool, by reviewing the Folio Quick Start Guide (Links to an external site.). Review the Folio Best Practices Guide (Links to an external site.) to learn more about how to add projects to Folio.
The Intrapreneur and the Entrepreneur Analysis final presentation
University of Rochester Verbal and Non Verbal Cues when Communicating Discussion
The requirements are to mix and match between the three examples and do a new one for me with different words. attached th ...
University of Rochester Verbal and Non Verbal Cues when Communicating Discussion
The requirements are to mix and match between the three examples and do a new one for me with different words. attached the 3 examples with the actual requirements for the assignment.
Walden University Systems Thinking Discussion Paper
Your analysis of where Cincinnati Children’s Hospital has applied key principles of systems thinking and where it appear ...
Walden University Systems Thinking Discussion Paper
Your analysis of where Cincinnati Children’s Hospital has applied key principles of systems thinking and where it appears to be lacking in their application of systems thinking.
Explain the value of systems thinking to the leadership of Cincinnati Children’s Hospital as they aim for new levels of quality. Justify your response.
Prepare the following: ·
A brief description of an organization with which you are familiar and the example of poor systems thinking you observe.
An explanation of the core issues that you think led to this systems failure, including whether managers were using “yesterday’s thinking”.
An explanation of whether there might have been a different or better outcome if managers had understood the principle of the “parts of the whole fit together” (Justify your response.)
General Guidance: Each question on the shared practice will typically be 2–3 paragraphs in length.
References
Meadows, D. H. (2008). Thinking in systems: A primer. White River Junction, VT: Chelsea Green.
Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. New York, NY: Doubleday.
Atwater, J. B., & Pittman, P. H. (2006). Facilitating systemic thinking in business classes. Decision Sciences Journal of Innovative Education, 4(2), 273–292.
Edmondson, A., & Tucker, A. (2011). Cincinnati Children’s Hospital Medical Center [Case study]. HBS Case 9-609-109. Boston, MA: Harvard Business School. Retrieved from https://hbsp.harvard.edu/tu/ddefad81
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