Business Management

Business Management Question

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Capstone P3

Description:

Role Play Scenario: "You know that no plan can succeed unless you align the people and processes to the allocation of resources needed to achieve your vision and afford your “game winning move”. As wearying as it may seem at times, you are excited to have your professional and capable board members continue to challenge your assumptions, ideas and perspectives. You have continued to get sharper as you approach your formal presentation to the board. As usual, your staff has proven their value to you as they provide challenges and insights you need related to organizational design, talent development and the hiring and retaining of the “best of the best”, in the industry, that will make it possible for you to lead your business to successful execution of your “game winning move”. As you prepare your final Executive Brief for your Chair you decide to take both a short and long term perspective on changes that are necessary to ensure you have aligned your people and organization for disrupting your industry short and long term. Your Chair has made you aware that this is your last Executive Brief before your Boardroom Pitch. The heat is on but you feel very much in control and are excited to deliver your assessment of this key strategy for success."

Capstone Project Part III: Leadership and Management (Due: Sunday, Midnight of Week 3)

 

Strategic and financial analyses are just words and numbers without the right people in place to execute the plan. The final component of your research prior to your presentation requires that you assess the

 

“human element” of the organization. This includes: taking stock of the culture; examining team structures; reviewing incentives to drive performance; and last, but certainly not least, ensuring you have the right people in key leadership roles. As you consider these issues, address the following:

 

  1. Assess the current situation related to leadership, management, and organizational structure.

 

    1. Explain key roles of personnel and team(s)

 

    1. Explain any recent changes that were made and the reasons for those changes

 

    1. Explain any challenges/limitations that exist within the current structure and offer your recommendations

 

  1. Describe and defend what the organization should look like 12-36 months from now?

 

    1. Should there be any changes to the mission, vision, values? If so, why and how will you implement these changes?

 

    1. What are the current unchallenged assumptions about, “how work is done around here”?

 

Explain.

 

    1. Describe and defend how you will align people, processes and resources to your vision over the next 12-36 months, considering the following:

 

i.    Which are your strategic positions/roles?

 

ii.    Where will your talent be coming from?

 

iii.    How will you develop your talent?

 

iv.    How will you motivate your talent to overachieve?

 

v.    What is your performance management plan?

 

vi.    How will you differentiate performance?

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

© Strayer University. All Rights Reserved. This document contains Strayer University Confidential and Proprietary information and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of Strayer University. This course guide is subject to change based on the needs of the class.


 

1


JWI 598: Executive Graduate Capstone

Course Guide

 

 

 

 

RUBRICS: Capstone Project Part III

 

CRITERIA

Unsatisfactory

Low Pass

Pass

High Pass

Honors

 

 

 

 

 

 

 

 

 

Incomplete

Identifies 2 – 3

Identifies 2 – 3

Plus, includes

Plus, includes

 

Needs Quality and

demonstrating a

leadership or

leadership or

analysis of

elaboration on

 

quantity of

lack of insight

management

management

longer-term

selected

 

research

into current

needs, but does

needs AND

impact of

competitive

 

 

leadership and

not support this

supports this

continuing with

organizations

 

Weight: 30%

management

analysis with

analysis with

current cultural

and/or

 

 

 

 

needs

reference to

reference to

and leadership

market/industry

 

 

 

literature and/or

literature and/or

development

examples as

 

 

 

management

management

practices

benchmarks for

 

 

 

teachings of

teachings of

 

improvement

 

 

 

Jack Welch from

Jack Welch from

 

 

 

 

 

previous

previous courses

 

 

 

 

 

courses

 

 

 

 

 

No synthesis of

Explains or

Plus, constructs

Plus,

Plus, predicts

 

 

 

 

research

summarizes key

meaning by

distinguishes

and defends

 

Derive meaning,

 

issues and

synthesizing

between

possible

 

insights, and

 

challenges &

research to offer

alternatives

outcomes of all

 

recommendations

 

opportunities in

novel insights

and draws

proposed

 

 

 

leadership and

that will improve

conclusions for

solutions on the

 

Weight: 40%

 

management

the function of

the most

larger

 

 

 

 

the impacted

effective use of

organization

 

 

 

 

teams

people,

 

 

 

 

 

 

processes and

 

 

 

 

 

 

resources

 

 

 

Reader is

Reader is able

Plus, uses

Plus, spells,

Plus, transitions

 

 

 

 

unable to follow

to follow the

conventions

constructs

and logic are

 

Quality in

the student’s

discussion and

outlined in

sentences,

composed to

 

communication of

discussion or

logic but content

Instructions:

uses grammar

simplify

 

deliverable

logic.

is incomplete,

Title, Executive

and punctuates

understanding for

 

 

 

inconsistent

Summary, Body

correctly in

the Board

 

Weight: 30%

 

formatting,

of the paper

keeping with

 

 

 

 

poorly

includes

the

 

 

 

 

communicated

headings and

expectations of

 

 

 

 

in writing

subheadings,

a CEO

 

 

 

 

 

Reference page,

 

 

 

 

 

 

Addendums with

 

 

 

 

 

 

supporting

 

 

 

 

 

 

documentation

 

 

 

 

 

 

 

 

 

 

 

 

 

© Strayer University. All Rights Reserved. This document contains Strayer University Confidential and Proprietary information and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of Strayer University. This course guide is subject to change based on the needs of the class.


 



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    Business Management

    Submitted by PROFSTAN on June 4th, 2017 11:16

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