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How are inflation and interest rates related? How does one affect the other? What is the "loanable funds" theory mean for all of this?
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When govt applies loose monetary police., which means low interest rate..With low Interest rates people shall borrow more money and make more investment. when there is more investment, there shall be low rate of unemployment. and when govt facilitate people with low interest rates, govt itself bears the cost and ultimatelty, inflation rises.
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Assignment Overview
On the home page of this module, six different management and team competencies/conditions were described. In this case, you will reflect on how these competencies/conditions act either alone or with others, to create task and interpersonal connection.
Case Assignment
Read the following article:
Lii, A. T., Alsever, J., Hempel, J., & Roberts, D. (2014). The new teamwork. Fortune, 169(6). Available in the Trident Online Library.
Then address the following:
Do competencies/conditions act either alone or with others, to create task and interpersonal connection.
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Effective Use of Information (Information Literacy and References): Does the paper demonstrate that the student has read, understood, and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality sources? Do additional sources used in paper provide strong support for conclusions drawn, and do they help in shaping the overall paper?
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University of Rhode Island Leadership Experience Analysis
Please read Chapters 11 and 12 in the textbook, as well as the article Leadership as a Function of Power, and then address ...
University of Rhode Island Leadership Experience Analysis
Please read Chapters 11 and 12 in the textbook, as well as the article Leadership as a Function of Power, and then address the Leadership Reflection Questions.Note that APA format is NOT required. Please remember the 750 word minimum for these assignments.Part 1: Leadership Function of PowerPlease read Chapter 12 in the textbook and the attached article ( Leadership Function of Power). Then address the following two question sets.Provide an analysis, examples and evaluation of power use as described below.Define and describe the concept of "hard power" and the three types of this kind of power. Identify a work situation for each of these three types of power in which the use of "hard power" (coercive, reward, legitimate) might be appropriate. For each situation:Identify and define the type of hard power used.Provide rationale for why the use of hard power is appropriate.Define and describe the concept of "soft power" and the two types of this kind of power. Identify a work situation for each of these two types of power in which "soft power" (expert, referent) might be appropriate. For each situation:Identify and define the type of soft power used.Provide rationale for why the use of soft power is appropriate.Note: The individuals involved in your examples do not need to be formal (positional) leaders.Part 2: Leadership DiversityPlease read Chapter 11 in the textbook.In Chapter 11, Daft refers to Employee Affinity Groups and Minority Sponsorship as programs companies have used to encourage a culture of personal diversity. View the TedTalk of Mellody Hobson, Color Blind or Color Brave. Ms. Hobson speaks about the importance of being "color brave" and that meaningful and intentional dialog is critical to stop discrimination in the workplace. She highlights work done by ESPN president John Skipper that personifies being "color brave" to ensure diversity hiring and workplace practices at ESPN. As a new leader, you have been tasked with creating a new diversity program. The program should embrace a culture of inclusiveness, provide a platform for "color brave" and allow individuals an opportunity to network with all levels within the organization.3. Provide an overview of a program that you would develop at your organization.4. What obstacles do you think you would face and who would you need to involve to obtain the appropriate support?
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MGT 508 SCAD Management and Team Competencies Case Study
Assignment Overview
On the home page of this module, six different management and team competencies/conditions were described. In this case, you will reflect on how these competencies/conditions act either alone or with others, to create task and interpersonal connection.
Case Assignment
Read the following article:
Lii, A. T., Alsever, J., Hempel, J., & Roberts, D. (2014). The new teamwork. Fortune, 169(6). Available in the Trident Online Library.
Then address the following:
Do competencies/conditions act either alone or with others, to create task and interpersonal connection.
Discuss how each competency and condition leads to either task and/or personal connection by contributing to goal clarity, loyalty, trust, or information sharing.Explain your reasons with reference to the background materials and examples from the case reading or other research if needed.
Assignment Expectations
Your paper, which should be 4 to 5 pages (excluding title and reference pages) and include at least 3 scholarly sources, will be evaluated using the following five criteria:
Assignment-Driven Criteria (Precision and Breadth): Does the paper fully address all assignment expectations? Are the concepts behind the assignment addressed accurately and precisely using sound logic? Does the paper meet minimum length requirements?
Critical Thinking (Critical Thinking and Depth): Does the paper demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the paper address the topic with sufficient depth of discussion and analysis?
Business Writing (Clarity and Organization): Is the paper well written (clear, developed logically, and well organized)? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included in all papers? Are paraphrasing and synthesis of concepts the primary means of responding to the Keys to the Assignment, or is justification/support instead conveyed through excessive use of direct quotations?
Effective Use of Information (Information Literacy and References): Does the paper demonstrate that the student has read, understood, and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality sources? Do additional sources used in paper provide strong support for conclusions drawn, and do they help in shaping the overall paper?
Citing Sources: Does the student demonstrate an understanding of APA Style of referencing, by the inclusion of proper end references and in-text citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the Background page, the assignment readings, and outside research) been included, and are these properly cited? Have all end references been included within the body of the paper as in-text citations?This Case Assignment should be turned in by the end of the module.
(HOME PAGE ITEMS)
Modular Learning Outcomes
Upon successful completion of this module, the student will be able to satisfy the following outcomes:
Module Overview
This module is concerned with the social context of effective teams. The task here is to encourage people to work together. The underlying question is "What does it take to build a strong sense of connection between and among team members?"
To do this, we will be considering three different team-building processes:
Establishing Interdependence
Management and Team Competencies/Conditions
Selecting the Appropriate Collaboration ToolsInterdependence
Fostering a sense of interdependence is critical to team functioning. Each member must feel that he or she is accountable to all other team members and that the other team members can rely on him or her. There are three factors that must be managed during this process.
Connection
Team members must feel a sense of connection on two levels. The first is task connection. This involves a commitment on the part of each member to the goals of the team. The second is interpersonal connection, which leads to information sharing, loyalty, and trust.
Barriers to Connection
Perhaps the greatest challenge in building connection is establishing clear and open communication. This can be especially difficult in virtual teams because the lack of face-to-face contact limits many avenues of communication. Typically, interactions in virtual teams lack nonverbal communication and involve less rich channels. In addition, the isolation and anonymity of members can lead to less inhibited and more assertive interactions than might be expected in a co-located team. Finally, cultural differences/diversity can further inhibit clear information exchange.
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Purpose and goal clarity are the essential ingredients in building both task and interpersonal connection. Shared vision is more important than detailed implementation plans, and trust must be built early. Trust is the "social glue" that holds teams together and may develop more slowly in virtual teams than in co-located ones. Management and Team Competencies/Conditions
A supportive team climate does not emerge naturally. It requires that management and team members commit to certain conditions and develop specific competencies that will encourage and support connection and interdependence. These include:
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In order for teams to take advantage of differing perspectives, opinions, and approaches, the team climate should be characterized by what is called "creative tension." This involves an environment where differing points of view are accepted and members feel comfortable and safe in contributing their ideas. Input from all members is encouraged and honesty is a norm that is supported—even when that honesty means that others' views are questioned. On the other hand, unwarranted criticism is not a characteristic of creative tension.
Challenge
Supportive climates for teamwork are those that present the task in a challenging manner. This may involve an urgent deadline, a perplexing problem to solve, or just a change from the routine way of approaching the task.
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This involves the ability to pull together and work collaboratively on a difficult task. It involves a certain "surrendering" of the ego in order to set aside one's own personal interests in favor of those of the group. It is a competency that is essential to interdependence and effective team functioning.
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Management must be willing to grant the team freedom from micromanagement, excessive surveillance, or other forms of intrusive evaluation. Freedom also involves the autonomy to determine how work is scheduled and accomplished.
Supportiveness
Management and team members can greatly increase team effectiveness by encouraging and empowering the group to take initiative. It should resist the temptation to rely on the status quo, but instead urge the team to discover new methods and solutions.
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The willingness of individual team members and the organization to commit sufficient resources is essential. Resources can include time, effort, information, technology, funds, and manpower.Selecting the Appropriate Collaboration Tools
One of the fastest growing fields in information technology is the development of collaboration tools. This is a good thing for teams of all sorts but is especially critical to virtual teams whose very existence depends on these tools.
Virtual teams may use a number of collaboration tools such as:
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Video Conferences
E-mail
Application Sharing Tools
Faxes
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