Tag: Human Resource Management Analysis

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    SEE ATTACHED – 2 years ago **files (3)** – ## GradDiscussionRubric.pdf – ## Diswk4homeworklaw.docx – ## APA_RequiredCoverPage_and_Template_7thed8.docx **## GradDiscussionRubric.pdf** TCOB Graduate Studies Discussion Rubric Criteria No Submission 0 points Novice (Criterion is missing or not in ev…

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    SEE ATTACHED

    – 2 years ago

    **files (3)**

    – ## GradDiscussionRubric.pdf

    – ## Diswk4homeworklaw.docx

    – ## APA_RequiredCoverPage_and_Template_7thed8.docx

    **## GradDiscussionRubric.pdf**

    TCOB Graduate Studies Discussion Rubric

    Criteria No Submission

    0 points

    Novice
    (Criterion is missing or not

    in evidence)
    1-13 points

    Basic
    (works towards meeting

    expectations;
    performance needs

    improvement)
    14-16 points

    Proficient
    (meets expectations;

    performance is satisfactory)
    17-18 points

    Exemplary
    (exceeds expectations;

    performance is outstanding)
    19-20 points

    Support of
    Week's Reading

    No Student
    Submission
    (0 points)

    Does not refer to the
    readings to support postings

    (1-13 points)

    Alludes to the readings
    to support postings

    (14-16 points)

    Refers to examples from the
    readings to support postings

    (17-18 points)

    Provides concrete examples from
    the readings to support postings;

    integrates prior readings in
    postings

    (19-20 points)

    Observations No Student
    Submission
    (0 points)

    Does not integrate personal
    observations or knowledge;

    does not present new
    observations
    (1-13 points)

    Integrates personal
    observations and

    knowledge in a cursory
    manner; does not

    present new
    observations

    (14-16 points)

    Integrates personal
    observations and knowledge
    in an accurate way; presents

    new observations
    (17-18 points)

    Integrates personal observations
    and knowledge in an accurate and

    highly insightful way; presents
    new observations

    (19-20 points)

    Response to
    Classmates

    No Student
    Submission

    (0 points)

    Responds in a cursory
    manner to classmates’

    postings
    (1-13 points)

    Constructively responds
    to classmates’ postings

    (14-16 points)

    Constructively responds to
    classmates’ postings; offers

    insight that encourages other
    students to think critically

    about their own work.
    (17-18 points)

    Constructively responds to
    classmates’ postings; masterfully
    connects the material presented
    in classmates’ postings to their

    responses; encourages classmates
    to think critically about their own

    work.
    (19-20 points)

    Organization,
    Word Choice,
    and Sentence

    Structure

    No Student
    Submission

    (0 points)

    Posts are disorganized and
    information is not presented
    in a logical sequence; word

    choice and sentence
    structure are not suitable

    (1-13 points)

    Posts are somewhat
    disorganized, and
    information is not

    presented in a logical
    sequence; word choice
    and sentence structure

    are not suitable
    (14-16 points)

    Posts are organized, and
    information is presented in a

    logical sequence; word
    choice and sentence

    structure are suitable; there
    are a few errors; however,

    errors do not affect
    readability.

    (17-18 points)

    Posts are organized and
    information is presented in a

    logical sequence; word choice and
    sentence structure are suitable;

    no errors in the response.
    (19-20 points)

    References No Student
    Submission

    (0 points)

    Includes no sources to
    support conclusions

    (1-13 points)

    Includes 1 outside
    source to support and
    enrich the discussion;

    Includes 2 or more outside
    sources to support and
    enrich the discussion;

    sources are properly cited in

    Includes 2 or more outside
    sources to support and enrich the
    discussion; sources are cited using

    APA format; style guidelines are

    TCOB Graduate Studies Discussion Rubric

    sources are not properly
    cited in APA format

    (14-16 points)

    APA format and are properly
    integrated into the discussion

    response
    (17-18 points)

    masterfully integrated into the
    discussion response.

    (19-20 points)

    **## Diswk4homeworklaw.docx**

    **Please respond to the discussion question below using and citing scholarly references in APA format.**

    **Family and Medical Leave Act**

    Ryan's Express is a dry-cleaning establishment with 47 employees working in six stores. Maggie Brown's mother must undergo triple bypass surgery. Brown applies for medical leave under the FMLA to care for her mother when she is released from the hospital. Brown's request is denied.

    **1A**. How would you advise her to proceed?

    \*\*\**************************************************************************************

    **2.) **Please respond to the 2 peers using your views on the topic.**

    **Cite 2 scholarly references in APA format.**

    **KW:** Maggie Brown may not qualify for leave under the Family and Medical Leave Act (FMLA) because her employer, Ryan’s Express, doesn’t meet the coverage requirements. The FMLA only applies to employers with 50 or more employees within a 75-mile radius, and since Ryan’s Express has only 47 employees, it falls short of this threshold, making Brown ineligible for FMLA protection (Moran, 2014; CRS, 2012; U.S. DOL, n.d.).

    The 50-employee threshold wasn’t set arbitrarily; lawmakers designed it to balance employee access to job-protected leave with the operational challenges faced by small businesses. The assumption was that larger companies would have more resources and flexibility to manage temporary worker absences without significant operational disruption (CRS, 2012).

    Even though Brown doesn’t qualify for FMLA, she still has some options. First, she should check whether Ryan’s Express offers any alternative leave policies. Some companies provide unpaid leave, flexible work arrangements, or even additional benefits beyond what the FMLA requires (DOL, n.d.). Reviewing the employee handbook or talking to HR could help her determine if there are any company-specific policies she can use.

    Another possibility is looking into state laws. Some states have family and medical leave laws that offer broader coverage than the FMLA, including lower employee thresholds for qualifying employers. This means that even employees of smaller businesses may be eligible for leave. Additionally, certain states have implemented paid family and medical leave programs that apply to employers of all sizes, expanding access to benefits. To check eligibility, employees should consult their state’s labor department or visit trusted resources like the National Conference of State Legislatures, which provides a comprehensive overview of state-specific laws (
    americanprogress, 2024; NCSL, 2024).

    If none of these options work, Brown might want to have a direct conversation with her manager. Explaining her situation and exploring possible solutions—such as vacation or sick leave—could lead to a compromise that works for both her and the company (DOL, n.d.). Employers sometimes offer informal accommodations, especially for valued employees, so open communication is key.

    References:
    Center for American Progress. (2024, January 17).
    _The state of paid family and medical leave in the U.S. in 2024_.
    [https://www.americanprogress.org/article/the-state-of-paid-family-and-medical-leave-in-the-u-s-in-2024/](https://www.americanprogress.org/article/the-state-of-paid-family-and-medical-leave-in-the-u-s-in-2024/)

    Congressional Research Service. (2012).
    _The Family and Medical Leave Act (FMLA): An Overview_ (CRS Report No. R42758). Retrieved from
    [https://sgp.fas.org/crs/misc/R42758.pdf](https://sgp.fas.org/crs/misc/R42758.pdf)

    Moran, J. J. (2014).
    _Employment law: New challenges in the business environment_(7th ed.). Pearson.

    National Conference of State Legislatures. (2024, August 21).
    _State family and medical leave laws_.
    [https://www.ncsl.org/labor-and-employment/state-family-and-medical-leave-laws](https://www.ncsl.org/labor-and-employment/state-family-and-medical-leave-laws)

    U.S. Equal Employment Opportunity Commission. (n.d.).
    _The Family and Medical Leave Act, the ADA, and Title VII of the Civil Rights Act of 1964._ Retrieved from
    [https://www.eeoc.gov/laws/guidance/family-and-medical-leave-act-ada-and-title-vii-civil-rights-act-1964](https://www.eeoc.gov/laws/guidance/family-and-medical-leave-act-ada-and-title-vii-civil-rights-act-1964)

    **LW:** The Family and Medical Leave Act, also known as FMLA, can provide certain employees with up to 12 weeks of unpaid, job-protected leave per year. This act also requires that the employee’s group health benefits be maintained while out of work on FMLA (Moran,2014).

    Further stipulations for an employee to be eligible for this leave include that the employee has worked for the employer for at least 1,250 hours over 12 months with the organization, have a qualifying event (i.e. the birth, adoption, or placement of a child to the employee, medical leave for a serious medical issue, or to care for an immediate family member with a serious medical issue), and it applies to all public organizations, all public and private elementary and secondary schools, or companies with 50 more employees (US DOL).

    Understanding FMLA guidelines and when they can be applied can get complicated, so it is important to understand what your rights are. Maggie needing to care for her mother is a qualifying event that could potentially mean Maggie could use FMLA. However, she was denied but the reason for the denial was not stated. She could have been denied because Ryan’s Express has less than 50 employees or because Maggie has not worked the minimum required hours of 1,250 over 12 months. The first thing I would suggest Maggie do is contact someone in Human Resources and verify eligibility, seek clarification on the reason or reasons she was denied, and see if there is an appeal process. If it is found that she does not qualify under FMLA, either because the company is not obligated to allow it or because she has not worked there the required time, Maggie can always ask about using any leave that she has built up to take off and care for her mother. If she still believes she is eligible for FMLA and the leave is denied after an appeal, she can file a complaint with the U.S. Department of Labor and find out if there is any more action, she can take.

    **References**

    Moran, J. (2014).
    **_Employment Law: New challenges in the business environment_** (6th ed.). Pearson.

    Swartz Swidler, LLC (n.d.). Can FMLA be denied? Swartz Swidler.
    [**https://swartz-legal.com/can-fmla-be-denied/**](https://swartz-legal.com/can-fmla-be-denied/)

    U.S. Department of Labor (n.d.). Family and Medical Leave (FMLA). U.S. Department of Labor.
    [**https://www.dol.gov/general/topic/benefits-leave/fmla**](https://www.dol.gov/general/topic/benefits-leave/fmla)

    **## APA_RequiredCoverPage_and_Template_7thed8.docx**

    SHORTENED TITLE IN ALL CAPITALS 1

    SHORTENED TITLE IN ALL CAPITALS 1

    **Your Paper’s Title: Title Is Centered and Bold, Three or Four Lines Down**

    LEAVE A BLANK SPACE

    ## Your Name

    **Donald R. Tapia College of Business, Saint Leo University**
    Course Number and Name, e.g. DBA701: Doctoral Success Lab

    Your Professor’s Name, e.g. Professor Waddell

    Assignment Due Date, e.g. January 21, 2020

    **Graduate Studies in Business Academic Honesty Statement**

    My signature entered below constitutes my pledge that all the writing in this document is my own work, except for those portions which are properly documented and cited. I understand and accept the following definition of plagiarism:

    1. Plagiarism includes the literal repetition without acknowledgment of the writings of another author. All significant phrases, clauses, or passages in this paper which have been taken directly from source material have been enclosed in quotation marks and acknowledged in the text itself as well as on the Reference page.

    2. Plagiarism includes borrowing another’s ideas and representing them as my own.

    3. To paraphrase the thoughts of another writer without acknowledgement is plagiarism.

    4. Plagiarism also includes inadequate paraphrasing. Paraphrased passages (those put into my own words) have been properly acknowledged in the text and in the references.

    5. Plagiarism includes using another person or organization to prepare this paper and then submitting it as my own work.

    6. Plagiarism includes resubmitting my own previous work, in whole, or in part for a current assignment without the written consent of the current instructor.

    **Saint Leo University’s core value of integrity** requires that students pledge to be honest, just, and consistent in word and deed. I fully understand what plagiarism is, and I further understand that if plagiarism is detected in my paper, my professor will follow the procedures for academic dishonesty set forth by Saint Leo University, the Donald R. Tapia College of Business and the Graduate Student Handbook.

    **Student Signature: [Type Full Name Here]**

    **Abstract [Centered, Bold]**

    Start the abstract flush with the left margin; do not indent. According to the
    _Publication Manual of the American Psychological Association_(APA), “An abstract is a brief, comprehensive summary of the contents of the paper” (APA, 2020, p. 38). It allows readers to survey the contents of an article quickly and, like a title, it enables persons interested in the document to retrieve it from abstracting and indexing databases. The first line of the abstract is not indented. An abstract may range from 150 to 250 words (APA, 2020). Because an abstract is not always required for student papers, adhere to your instructor’s requirements.

    _Keywords:_ Follow the abstract with a selection of keywords that describe the important ideas or subjects in your paper. These help online readers search for your paper in a database.

    The keyword list should have its first line indented 0.5 inches. keywords are written in lowercase (except for proper nouns) and separated by commas. Do not place a period at the end of the list.

    ****Title of Your Paper [Centered, Bold]****
    Begin your paper on the next double-spaced line after the title, and indent all paragraphs 1/2 inch. In the updated manual on p. 154, writers are asked to include only
    **one space** between sentences rather than two spaces. When writing in APA style, you have two choices for in-text citations: narrative citations or parenthetical citations. According to a fictitious book by Harding and Jiménez (2020), a narrative citation occurs when you include “authors’ names as part of your sentence” (p. 24). Furthermore, Harding and Jiménez (2020) explain that you only need to provide a page number at the end of a narrative citation when directly quoting from the source. If the authors’ names do not appear in your sentence, you will use a “parenthetical citation” (Harding & Jiménez, 2020, p. 24). Similar to the above example, you only need to include a page number when quoting the authors’ original words (Harding & Jiménez, 2020). The APA manual summarizes these rules and related concepts on pp. 261-264.

    **All Headings Are Bold and Written in Title Case (Level 1, Bold, Centered)**

    You can read more about formatting section headings in the APA manual on pp. 47-49. Not included in this template is a level 5 heading, which is virtually identical to a level 4 heading, except it is italicized. According to the APA (2020), “The number of levels of heading needed for a paper depends on its length and complexity; three is average. … [S]hort student papers may not require any headings” (p. 48).

    **New Rules for Citations (Level 2, Bold, Left Justified)**

    **_First Rule_(Level 3, Flush Left, Italicized, Bold, No Punctuation)**

    Begin indented paragraph on the next line.
    A couple of important new rules concerning in-text citations appear in the APA manual. The first pertains to citing works by three or more authors. Instead of writing each author’s name in the first citation, then utilizing the abbreviation “et al.” for all subsequent citations, the APA advises writers to use the “et al.” abbreviation for
    _every_ in-text citation for works by three or more authors. For example, my first in-text citation for a work by three authors would look like this (Harris et al., 2020). This new guideline reduces the amount of clutter created by listing each author’s name. You can read more about the use of “et al.” on p. 266 of the APA manual.

    **_Second Rule_**

    The other significant change to in-text citation formatting has to do with repeating narrative citations. For example, if I am writing a paragraph focused specifically on the work of Brown (2016), I would need to provide the year in parenthesis only after the
    _first_ reference to Brown. As you can see, I could write more about the groundbreaking work of Brown without cluttering my paragraph with multiple in-text citations containing the year. However, if I am referencing more than one work by Brown, I must provide a complete in-text citation after
    _each_ reference to Brown. That way, my reader won’t be confused. I would also need to provide the year in any parenthetical citation referencing the author (Brown, 2016). This new rule is described on pp. 265-266 in the APA manual.

    **Similar Rule. (Level 4, Indented, Plain Text, Begins Paragraph, Punctuated)** In a similar vein, if I am writing a long paraphrase of a single work, I need to provide only one in-text citation at the beginning of the paragraph as long as “the context of the writing makes it clear that the same work continues to be paraphrased” (APA, 2020, p. 269). In other words, I could continue to write more about how the manual provides a helpful figure of this rule on p. 270. I would not need to provide a citation when telling you that if the paraphrase is long enough to warrant the creation of a new paragraph, you will need to provide an in-text citation at the top of the new paragraph. As you can see, I am still discussing the APA manual in a specific context, so I am not required to cite the manual again in this paragraph unless I introduce information from a new source. Even so, if you think your professor or reader might question where you found a certain piece of information, it won’t hurt to provide an extra citation or two.

    **Punctuating In-Text Citations**

    So far, you might have noticed that parenthetical citations typically appear
    _before_ the sentence’s end punctuation, because the parenthetical citation is just another element belonging to the sentence. However, there is one specific instance when the parenthetical citation comes
    _after_ the end punctuation. In the case of block quotations (a quotation of 40 words or more), you will introduce the quotation and demarcate it using special indentation:

    Pretend that this is the beginning of the block quotation. First, notice that this long quotation is not surrounded by marks. It is the
    _only_ time in your paper where you will quote something without using quotation marks. Next, the quotation is indented 1/2 inch from the left, and it’s left-justified, meaning that the quote’s left margin forms a straight line up and down. Last but not least, you will provide the parenthetical citation
    _after_ the end punctuation (and because it’s a direct quotation, you will include the page number). Use block quotes sparingly. (Harding, 2020, p. 49)

    If the original paragraph continues after the quotation, begin on the next double-spaced line, making sure that the line is flush left. If you want to begin a new paragraph after the block quotation, you will indent the new paragraph 1/2 inch from the left margin. Finally, if you include a narrative citation when introducing the block quote (i.e. “According to Harding (2020) …”), only include the page number in the parenthetical citation after the block quote. You can read more about these rules on pp. 272-273 of the APA manual.]

    **References [Centered, Bold]**

    Surname, A. A., & Surname B. B. (Year). Reference entry titles are written in sentence case: Sentence case titles for articles and shorter works are plain text and capitalized as if you were writing a sentence.
    _Publication Name_,
    _234_(2), 40-190.
    [https://doi.org/12.029303](https://doi.org/12.029303) (Example of journal article with DOI. DOI should be formatted as an active hyperlink)

    Surname, C. C. (Year).
    _This is the title of a book about China and India: Notice that book titles and titles of longer works are italicized_. Publisher Name. (Example of book and e-book. Writers are no longer required to identify e-book platform (e.g. “Kindle”) or database (e.g. “EBSCO”). For e-books, provide a DOI or URL if one is available. Read more on p. 321 of the manual.)

    REMOVE ALL YELLOW HIGHLIGHTS IF YOU USE THIS DOCUMENT AS A WORKABLE TEMPLATE!

    | | | |
    | — | — | — |
    | | | |

    **## APA_RequiredCoverPage_and_Template_7thed8.docx**

    SHORTENED TITLE IN ALL CAPITALS 1

    SHORTENED TITLE IN ALL CAPITALS 1

    **Your Paper’s Title: Title Is Centered and Bold, Three or Four Lines Down**

    LEAVE A BLANK SPACE

    ## Your Name

    **Donald R. Tapia College of Business, Saint Leo University**
    Course Number and Name, e.g. DBA701: Doctoral Success Lab

    Your Professor’s Name, e.g. Professor Waddell

    Assignment Due Date, e.g. January 21, 2020

    **Graduate Studies in Business Academic Honesty Statement**

    My signature entered below constitutes my pledge that all the writing in this document is my own work, except for those portions which are properly documented and cited. I understand and accept the following definition of plagiarism:

    1. Plagiarism includes the literal repetition without acknowledgment of the writings of another author. All significant phrases, clauses, or passages in this paper which have been taken directly from source material have been enclosed in quotation marks and acknowledged in the text itself as well as on the Reference page.

    2. Plagiarism includes borrowing another’s ideas and representing them as my own.

    3. To paraphrase the thoughts of another writer without acknowledgement is plagiarism.

    4. Plagiarism also includes inadequate paraphrasing. Paraphrased passages (those put into my own words) have been properly acknowledged in the text and in the references.

    5. Plagiarism includes using another person or organization to prepare this paper and then submitting it as my own work.

    6. Plagiarism includes resubmitting my own previous work, in whole, or in part for a current assignment without the written consent of the current instructor.

    **Saint Leo University’s core value of integrity** requires that students pledge to be honest, just, and consistent in word and deed. I fully understand what plagiarism is, and I further understand that if plagiarism is detected in my paper, my professor will follow the procedures for academic dishonesty set forth by Saint Leo University, the Donald R. Tapia College of Business and the Graduate Student Handbook.

    **Student Signature: [Type Full Name Here]**

    **Abstract [Centered, Bold]**

    Start the abstract flush with the left margin; do not indent. According to the
    _Publication Manual of the American Psychological Association_(APA), “An abstract is a brief, comprehensive summary of the contents of the paper” (APA, 2020, p. 38). It allows readers to survey the contents of an article quickly and, like a title, it enables persons interested in the document to retrieve it from abstracting and indexing databases. The first line of the abstract is not indented. An abstract may range from 150 to 250 words (APA, 2020). Because an abstract is not always required for student papers, adhere to your instructor’s requirements.

    _Keywords:_ Follow the abstract with a selection of keywords that describe the important ideas or subjects in your paper. These help online readers search for your paper in a database.

    The keyword list should have its first line indented 0.5 inches. keywords are written in lowercase (except for proper nouns) and separated by commas. Do not place a period at the end of the list.

    ****Title of Your Paper [Centered, Bold]****
    Begin your paper on the next double-spaced line after the title, and indent all paragraphs 1/2 inch. In the updated manual on p. 154, writers are asked to include only
    **one space** between sentences rather than two spaces. When writing in APA style, you have two choices for in-text citations: narrative citations or parenthetical citations. According to a fictitious book by Harding and Jiménez (2020), a narrative citation occurs when you include “authors’ names as part of your sentence” (p. 24). Furthermore, Harding and Jiménez (2020) explain that you only need to provide a page number at the end of a narrative citation when directly quoting from the source. If the authors’ names do not appear in your sentence, you will use a “parenthetical citation” (Harding & Jiménez, 2020, p. 24). Similar to the above example, you only need to include a page number when quoting the authors’ original words (Harding & Jiménez, 2020). The APA manual summarizes these rules and related concepts on pp. 261-264.

    **All Headings Are Bold and Written in Title Case (Level 1, Bold, Centered)**

    You can read more about formatting section headings in the APA manual on pp. 47-49. Not included in this template is a level 5 heading, which is virtually identical to a level 4 heading, except it is italicized. According to the APA (2020), “The number of levels of heading needed for a paper depends on its length and complexity; three is average. … [S]hort student papers may not require any headings” (p. 48).

    **New Rules for Citations (Level 2, Bold, Left Justified)**

    **_First Rule_(Level 3, Flush Left, Italicized, Bold, No Punctuation)**

    Begin indented paragraph on the next line.
    A couple of important new rules concerning in-text citations appear in the APA manual. The first pertains to citing works by three or more authors. Instead of writing each author’s name in the first citation, then utilizing the abbreviation “et al.” for all subsequent citations, the APA advises writers to use the “et al.” abbreviation for
    _every_ in-text citation for works by three or more authors. For example, my first in-text citation for a work by three authors would look like this (Harris et al., 2020). This new guideline reduces the amount of clutter created by listing each author’s name. You can read more about the use of “et al.” on p. 266 of the APA manual.

    **_Second Rule_**

    The other significant change to in-text citation formatting has to do with repeating narrative citations. For example, if I am writing a paragraph focused specifically on the work of Brown (2016), I would need to provide the year in parenthesis only after the
    _first_ reference to Brown. As you can see, I could write more about the groundbreaking work of Brown without cluttering my paragraph with multiple in-text citations containing the year. However, if I am referencing more than one work by Brown, I must provide a complete in-text citation after
    _each_ reference to Brown. That way, my reader won’t be confused. I would also need to provide the year in any parenthetical citation referencing the author (Brown, 2016). This new rule is described on pp. 265-266 in the APA manual.

    **Similar Rule. (Level 4, Indented, Plain Text, Begins Paragraph, Punctuated)** In a similar vein, if I am writing a long paraphrase of a single work, I need to provide only one in-text citation at the beginning of the paragraph as long as “the context of the writing makes it clear that the same work continues to be paraphrased” (APA, 2020, p. 269). In other words, I could continue to write more about how the manual provides a helpful figure of this rule on p. 270. I would not need to provide a citation when telling you that if the paraphrase is long enough to warrant the creation of a new paragraph, you will need to provide an in-text citation at the top of the new paragraph. As you can see, I am still discussing the APA manual in a specific context, so I am not required to cite the manual again in this paragraph unless I introduce information from a new source. Even so, if you think your professor or reader might question where you found a certain piece of information, it won’t hurt to provide an extra citation or two.

    **Punctuating In-Text Citations**

    So far, you might have noticed that parenthetical citations typically appear
    _before_ the sentence’s end punctuation, because the parenthetical citation is just another element belonging to the sentence. However, there is one specific instance when the parenthetical citation comes
    _after_ the end punctuation. In the case of block quotations (a quotation of 40 words or more), you will introduce the quotation and demarcate it using special indentation:

    Pretend that this is the beginning of the block quotation. First, notice that this long quotation is not surrounded by marks. It is the
    _only_ time in your paper where you will quote something without using quotation marks. Next, the quotation is indented 1/2 inch from the left, and it’s left-justified, meaning that the quote’s left margin forms a straight line up and down. Last but not least, you will provide the parenthetical citation
    _after_ the end punctuation (and because it’s a direct quotation, you will include the page number). Use block quotes sparingly. (Harding, 2020, p. 49)

    If the original paragraph continues after the quotation, begin on the next double-spaced line, making sure that the line is flush left. If you want to begin a new paragraph after the block quotation, you will indent the new paragraph 1/2 inch from the left margin. Finally, if you include a narrative citation when introducing the block quote (i.e. “According to Harding (2020) …”), only include the page number in the parenthetical citation after the block quote. You can read more about these rules on pp. 272-273 of the APA manual.]

    **References [Centered, Bold]**

    Surname, A. A., & Surname B. B. (Year). Reference entry titles are written in sentence case: Sentence case titles for articles and shorter works are plain text and capitalized as if you were writing a sentence.
    _Publication Name_,
    _234_(2), 40-190.
    [https://doi.org/12.029303](https://doi.org/12.029303) (Example of journal article with DOI. DOI should be formatted as an active hyperlink)

    Surname, C. C. (Year).
    _This is the title of a book about China and India: Notice that book titles and titles of longer works are italicized_. Publisher Name. (Example of book and e-book. Writers are no longer required to identify e-book platform (e.g. “Kindle”) or database (e.g. “EBSCO”). For e-books, provide a DOI or URL if one is available. Read more on p. 321 of the manual.)

    REMOVE ALL YELLOW HIGHLIGHTS IF YOU USE THIS DOCUMENT AS A WORKABLE TEMPLATE!

    | | | |
    | — | — | — |
    | | | |

    **## GradDiscussionRubric.pdf**

    TCOB Graduate Studies Discussion Rubric

    Criteria No Submission

    0 points

    Novice
    (Criterion is missing or not

    in evidence)
    1-13 points

    Basic
    (works towards meeting

    expectations;
    performance needs

    improvement)
    14-16 points

    Proficient
    (meets expectations;

    performance is satisfactory)
    17-18 points

    Exemplary
    (exceeds expectations;

    performance is outstanding)
    19-20 points

    Support of
    Week's Reading

    No Student
    Submission
    (0 points)

    Does not refer to the
    readings to support postings

    (1-13 points)

    Alludes to the readings
    to support postings

    (14-16 points)

    Refers to examples from the
    readings to support postings

    (17-18 points)

    Provides concrete examples from
    the readings to support postings;

    integrates prior readings in
    postings

    (19-20 points)

    Observations No Student
    Submission
    (0 points)

    Does not integrate personal
    observations or knowledge;

    does not present new
    observations
    (1-13 points)

    Integrates personal
    observations and

    knowledge in a cursory
    manner; does not

    present new
    observations

    (14-16 points)

    Integrates personal
    observations and knowledge
    in an accurate way; presents

    new observations
    (17-18 points)

    Integrates personal observations
    and knowledge in an accurate and

    highly insightful way; presents
    new observations

    (19-20 points)

    Response to
    Classmates

    No Student
    Submission

    (0 points)

    Responds in a cursory
    manner to classmates’

    postings
    (1-13 points)

    Constructively responds
    to classmates’ postings

    (14-16 points)

    Constructively responds to
    classmates’ postings; offers

    insight that encourages other
    students to think critically

    about their own work.
    (17-18 points)

    Constructively responds to
    classmates’ postings; masterfully
    connects the material presented
    in classmates’ postings to their

    responses; encourages classmates
    to think critically about their own

    work.
    (19-20 points)

    Organization,
    Word Choice,
    and Sentence

    Structure

    No Student
    Submission

    (0 points)

    Posts are disorganized and
    information is not presented
    in a logical sequence; word

    choice and sentence
    structure are not suitable

    (1-13 points)

    Posts are somewhat
    disorganized, and
    information is not

    presented in a logical
    sequence; word choice
    and sentence structure

    are not suitable
    (14-16 points)

    Posts are organized, and
    information is presented in a

    logical sequence; word
    choice and sentence

    structure are suitable; there
    are a few errors; however,

    errors do not affect
    readability.

    (17-18 points)

    Posts are organized and
    information is presented in a

    logical sequence; word choice and
    sentence structure are suitable;

    no errors in the response.
    (19-20 points)

    References No Student
    Submission

    (0 points)

    Includes no sources to
    support conclusions

    (1-13 points)

    Includes 1 outside
    source to support and
    enrich the discussion;

    Includes 2 or more outside
    sources to support and
    enrich the discussion;

    sources are properly cited in

    Includes 2 or more outside
    sources to support and enrich the
    discussion; sources are cited using

    APA format; style guidelines are

    TCOB Graduate Studies Discussion Rubric

    sources are not properly
    cited in APA format

    (14-16 points)

    APA format and are properly
    integrated into the discussion

    response
    (17-18 points)

    masterfully integrated into the
    discussion response.

    (19-20 points)

    **## Diswk4homeworklaw.docx**

    **Please respond to the discussion question below using and citing scholarly references in APA format.**

    **Family and Medical Leave Act**

    Ryan's Express is a dry-cleaning establishment with 47 employees working in six stores. Maggie Brown's mother must undergo triple bypass surgery. Brown applies for medical leave under the FMLA to care for her mother when she is released from the hospital. Brown's request is denied.

    **1A**. How would you advise her to proceed?

    \*\*\**************************************************************************************

    **2.) **Please respond to the 2 peers using your views on the topic.**

    **Cite 2 scholarly references in APA format.**

    **KW:** Maggie Brown may not qualify for leave under the Family and Medical Leave Act (FMLA) because her employer, Ryan’s Express, doesn’t meet the coverage requirements. The FMLA only applies to employers with 50 or more employees within a 75-mile radius, and since Ryan’s Express has only 47 employees, it falls short of this threshold, making Brown ineligible for FMLA protection (Moran, 2014; CRS, 2012; U.S. DOL, n.d.).

    The 50-employee threshold wasn’t set arbitrarily; lawmakers designed it to balance employee access to job-protected leave with the operational challenges faced by small businesses. The assumption was that larger companies would have more resources and flexibility to manage temporary worker absences without significant operational disruption (CRS, 2012).

    Even though Brown doesn’t qualify for FMLA, she still has some options. First, she should check whether Ryan’s Express offers any alternative leave policies. Some companies provide unpaid leave, flexible work arrangements, or even additional benefits beyond what the FMLA requires (DOL, n.d.). Reviewing the employee handbook or talking to HR could help her determine if there are any company-specific policies she can use.

    Another possibility is looking into state laws. Some states have family and medical leave laws that offer broader coverage than the FMLA, including lower employee thresholds for qualifying employers. This means that even employees of smaller businesses may be eligible for leave. Additionally, certain states have implemented paid family and medical leave programs that apply to employers of all sizes, expanding access to benefits. To check eligibility, employees should consult their state’s labor department or visit trusted resources like the National Conference of State Legislatures, which provides a comprehensive overview of state-specific laws (
    americanprogress, 2024; NCSL, 2024).

    If none of these options work, Brown might want to have a direct conversation with her manager. Explaining her situation and exploring possible solutions—such as vacation or sick leave—could lead to a compromise that works for both her and the company (DOL, n.d.). Employers sometimes offer informal accommodations, especially for valued employees, so open communication is key.

    References:
    Center for American Progress. (2024, January 17).
    _The state of paid family and medical leave in the U.S. in 2024_.
    [https://www.americanprogress.org/article/the-state-of-paid-family-and-medical-leave-in-the-u-s-in-2024/](https://www.americanprogress.org/article/the-state-of-paid-family-and-medical-leave-in-the-u-s-in-2024/)

    Congressional Research Service. (2012).
    _The Family and Medical Leave Act (FMLA): An Overview_ (CRS Report No. R42758). Retrieved from
    [https://sgp.fas.org/crs/misc/R42758.pdf](https://sgp.fas.org/crs/misc/R42758.pdf)

    Moran, J. J. (2014).
    _Employment law: New challenges in the business environment_(7th ed.). Pearson.

    National Conference of State Legislatures. (2024, August 21).
    _State family and medical leave laws_.
    [https://www.ncsl.org/labor-and-employment/state-family-and-medical-leave-laws](https://www.ncsl.org/labor-and-employment/state-family-and-medical-leave-laws)

    U.S. Equal Employment Opportunity Commission. (n.d.).
    _The Family and Medical Leave Act, the ADA, and Title VII of the Civil Rights Act of 1964._ Retrieved from
    [https://www.eeoc.gov/laws/guidance/family-and-medical-leave-act-ada-and-title-vii-civil-rights-act-1964](https://www.eeoc.gov/laws/guidance/family-and-medical-leave-act-ada-and-title-vii-civil-rights-act-1964)

    **LW:** The Family and Medical Leave Act, also known as FMLA, can provide certain employees with up to 12 weeks of unpaid, job-protected leave per year. This act also requires that the employee’s group health benefits be maintained while out of work on FMLA (Moran,2014).

    Further stipulations for an employee to be eligible for this leave include that the employee has worked for the employer for at least 1,250 hours over 12 months with the organization, have a qualifying event (i.e. the birth, adoption, or placement of a child to the employee, medical leave for a serious medical issue, or to care for an immediate family member with a serious medical issue), and it applies to all public organizations, all public and private elementary and secondary schools, or companies with 50 more employees (US DOL).

    Understanding FMLA guidelines and when they can be applied can get complicated, so it is important to understand what your rights are. Maggie needing to care for her mother is a qualifying event that could potentially mean Maggie could use FMLA. However, she was denied but the reason for the denial was not stated. She could have been denied because Ryan’s Express has less than 50 employees or because Maggie has not worked the minimum required hours of 1,250 over 12 months. The first thing I would suggest Maggie do is contact someone in Human Resources and verify eligibility, seek clarification on the reason or reasons she was denied, and see if there is an appeal process. If it is found that she does not qualify under FMLA, either because the company is not obligated to allow it or because she has not worked there the required time, Maggie can always ask about using any leave that she has built up to take off and care for her mother. If she still believes she is eligible for FMLA and the leave is denied after an appeal, she can file a complaint with the U.S. Department of Labor and find out if there is any more action, she can take.

    **References**

    Moran, J. (2014).
    **_Employment Law: New challenges in the business environment_** (6th ed.). Pearson.

    Swartz Swidler, LLC (n.d.). Can FMLA be denied? Swartz Swidler.
    [**https://swartz-legal.com/can-fmla-be-denied/**](https://swartz-legal.com/can-fmla-be-denied/)

    U.S. Department of Labor (n.d.). Family and Medical Leave (FMLA). U.S. Department of Labor.
    [**https://www.dol.gov/general/topic/benefits-leave/fmla**](https://www.dol.gov/general/topic/benefits-leave/fmla)

    **## APA_RequiredCoverPage_and_Template_7thed8.docx**

    SHORTENED TITLE IN ALL CAPITALS 1

    SHORTENED TITLE IN ALL CAPITALS 1

    **Your Paper’s Title: Title Is Centered and Bold, Three or Four Lines Down**

    LEAVE A BLANK SPACE

    ## Your Name

    **Donald R. Tapia College of Business, Saint Leo University**
    Course Number and Name, e.g. DBA701: Doctoral Success Lab

    Your Professor’s Name, e.g. Professor Waddell

    Assignment Due Date, e.g. January 21, 2020

    **Graduate Studies in Business Academic Honesty Statement**

    My signature entered below constitutes my pledge that all the writing in this document is my own work, except for those portions which are properly documented and cited. I understand and accept the following definition of plagiarism:

    1. Plagiarism includes the literal repetition without acknowledgment of the writings of another author. All significant phrases, clauses, or passages in this paper which have been taken directly from source material have been enclosed in quotation marks and acknowledged in the text itself as well as on the Reference page.

    2. Plagiarism includes borrowing another’s ideas and representing them as my own.

    3. To paraphrase the thoughts of another writer without acknowledgement is plagiarism.

    4. Plagiarism also includes inadequate paraphrasing. Paraphrased passages (those put into my own words) have been properly acknowledged in the text and in the references.

    5. Plagiarism includes using another person or organization to prepare this paper and then submitting it as my own work.

    6. Plagiarism includes resubmitting my own previous work, in whole, or in part for a current assignment without the written consent of the current instructor.

    **Saint Leo University’s core value of integrity** requires that students pledge to be honest, just, and consistent in word and deed. I fully understand what plagiarism is, and I further understand that if plagiarism is detected in my paper, my professor will follow the procedures for academic dishonesty set forth by Saint Leo University, the Donald R. Tapia College of Business and the Graduate Student Handbook.

    **Student Signature: [Type Full Name Here]**

    **Abstract [Centered, Bold]**

    Start the abstract flush with the left margin; do not indent. According to the
    _Publication Manual of the American Psychological Association_(APA), “An abstract is a brief, comprehensive summary of the contents of the paper” (APA, 2020, p. 38). It allows readers to survey the contents of an article quickly and, like a title, it enables persons interested in the document to retrieve it from abstracting and indexing databases. The first line of the abstract is not indented. An abstract may range from 150 to 250 words (APA, 2020). Because an abstract is not always required for student papers, adhere to your instructor’s requirements.

    _Keywords:_ Follow the abstract with a selection of keywords that describe the important ideas or subjects in your paper. These help online readers search for your paper in a database.

    The keyword list should have its first line indented 0.5 inches. keywords are written in lowercase (except for proper nouns) and separated by commas. Do not place a period at the end of the list.

    ****Title of Your Paper [Centered, Bold]****
    Begin your paper on the next double-spaced line after the title, and indent all paragraphs 1/2 inch. In the updated manual on p. 154, writers are asked to include only
    **one space** between sentences rather than two spaces. When writing in APA style, you have two choices for in-text citations: narrative citations or parenthetical citations. According to a fictitious book by Harding and Jiménez (2020), a narrative citation occurs when you include “authors’ names as part of your sentence” (p. 24). Furthermore, Harding and Jiménez (2020) explain that you only need to provide a page number at the end of a narrative citation when directly quoting from the source. If the authors’ names do not appear in your sentence, you will use a “parenthetical citation” (Harding & Jiménez, 2020, p. 24). Similar to the above example, you only need to include a page number when quoting the authors’ original words (Harding & Jiménez, 2020). The APA manual summarizes these rules and related concepts on pp. 261-264.

    **All Headings Are Bold and Written in Title Case (Level 1, Bold, Centered)**

    You can read more about formatting section headings in the APA manual on pp. 47-49. Not included in this template is a level 5 heading, which is virtually identical to a level 4 heading, except it is italicized. According to the APA (2020), “The number of levels of heading needed for a paper depends on its length and complexity; three is average. … [S]hort student papers may not require any headings” (p. 48).

    **New Rules for Citations (Level 2, Bold, Left Justified)**

    **_First Rule_(Level 3, Flush Left, Italicized, Bold, No Punctuation)**

    Begin indented paragraph on the next line.
    A couple of important new rules concerning in-text citations appear in the APA manual. The first pertains to citing works by three or more authors. Instead of writing each author’s name in the first citation, then utilizing the abbreviation “et al.” for all subsequent citations, the APA advises writers to use the “et al.” abbreviation for
    _every_ in-text citation for works by three or more authors. For example, my first in-text citation for a work by three authors would look like this (Harris et al., 2020). This new guideline reduces the amount of clutter created by listing each author’s name. You can read more about the use of “et al.” on p. 266 of the APA manual.

    **_Second Rule_**

    The other significant change to in-text citation formatting has to do with repeating narrative citations. For example, if I am writing a paragraph focused specifically on the work of Brown (2016), I would need to provide the year in parenthesis only after the
    _first_ reference to Brown. As you can see, I could write more about the groundbreaking work of Brown without cluttering my paragraph with multiple in-text citations containing the year. However, if I am referencing more than one work by Brown, I must provide a complete in-text citation after
    _each_ reference to Brown. That way, my reader won’t be confused. I would also need to provide the year in any parenthetical citation referencing the author (Brown, 2016). This new rule is described on pp. 265-266 in the APA manual.

    **Similar Rule. (Level 4, Indented, Plain Text, Begins Paragraph, Punctuated)** In a similar vein, if I am writing a long paraphrase of a single work, I need to provide only one in-text citation at the beginning of the paragraph as long as “the context of the writing makes it clear that the same work continues to be paraphrased” (APA, 2020, p. 269). In other words, I could continue to write more about how the manual provides a helpful figure of this rule on p. 270. I would not need to provide a citation when telling you that if the paraphrase is long enough to warrant the creation of a new paragraph, you will need to provide an in-text citation at the top of the new paragraph. As you can see, I am still discussing the APA manual in a specific context, so I am not required to cite the manual again in this paragraph unless I introduce information from a new source. Even so, if you think your professor or reader might question where you found a certain piece of information, it won’t hurt to provide an extra citation or two.

    **Punctuating In-Text Citations**

    So far, you might have noticed that parenthetical citations typically appear
    _before_ the sentence’s end punctuation, because the parenthetical citation is just another element belonging to the sentence. However, there is one specific instance when the parenthetical citation comes
    _after_ the end punctuation. In the case of block quotations (a quotation of 40 words or more), you will introduce the quotation and demarcate it using special indentation:

    Pretend that this is the beginning of the block quotation. First, notice that this long quotation is not surrounded by marks. It is the
    _only_ time in your paper where you will quote something without using quotation marks. Next, the quotation is indented 1/2 inch from the left, and it’s left-justified, meaning that the quote’s left margin forms a straight line up and down. Last but not least, you will provide the parenthetical citation
    _after_ the end punctuation (and because it’s a direct quotation, you will include the page number). Use block quotes sparingly. (Harding, 2020, p. 49)

    If the original paragraph continues after the quotation, begin on the next double-spaced line, making sure that the line is flush left. If you want to begin a new paragraph after the block quotation, you will indent the new paragraph 1/2 inch from the left margin. Finally, if you include a narrative citation when introducing the block quote (i.e. “According to Harding (2020) …”), only include the page number in the parenthetical citation after the block quote. You can read more about these rules on pp. 272-273 of the APA manual.]

    **References [Centered, Bold]**

    Surname, A. A., & Surname B. B. (Year). Reference entry titles are written in sentence case: Sentence case titles for articles and shorter works are plain text and capitalized as if you were writing a sentence.
    _Publication Name_,
    _234_(2), 40-190.
    [https://doi.org/12.029303](https://doi.org/12.029303) (Example of journal article with DOI. DOI should be formatted as an active hyperlink)

    Surname, C. C. (Year).
    _This is the title of a book about China and India: Notice that book titles and titles of longer works are italicized_. Publisher Name. (Example of book and e-book. Writers are no longer required to identify e-book platform (e.g. “Kindle”) or database (e.g. “EBSCO”). For e-books, provide a DOI or URL if one is available. Read more on p. 321 of the manual.)

    REMOVE ALL YELLOW HIGHLIGHTS IF YOU USE THIS DOCUMENT AS A WORKABLE TEMPLATE!

    | | | |
    | — | — | — |
    | | | |

    **## GradDiscussionRubric.pdf**

    TCOB Graduate Studies Discussion Rubric

    Criteria No Submission

    0 points

    Novice
    (Criterion is missing or not

    in evidence)
    1-13 points

    Basic
    (works towards meeting

    expectations;
    performance needs

    improvement)
    14-16 points

    Proficient
    (meets expectations;

    performance is satisfactory)
    17-18 points

    Exemplary
    (exceeds expectations;

    performance is outstanding)
    19-20 points

    Support of
    Week's Reading

    No Student
    Submission
    (0 points)

    Does not refer to the
    readings to support postings

    (1-13 points)

    Alludes to the readings
    to support postings

    (14-16 points)

    Refers to examples from the
    readings to support postings

    (17-18 points)

    Provides concrete examples from
    the readings to support postings;

    integrates prior readings in
    postings

    (19-20 points)

    Observations No Student
    Submission
    (0 points)

    Does not integrate personal
    observations or knowledge;

    does not present new
    observations
    (1-13 points)

    Integrates personal
    observations and

    knowledge in a cursory
    manner; does not

    present new
    observations

    (14-16 points)

    Integrates personal
    observations and knowledge
    in an accurate way; presents

    new observations
    (17-18 points)

    Integrates personal observations
    and knowledge in an accurate and

    highly insightful way; presents
    new observations

    (19-20 points)

    Response to
    Classmates

    No Student
    Submission

    (0 points)

    Responds in a cursory
    manner to classmates’

    postings
    (1-13 points)

    Constructively responds
    to classmates’ postings

    (14-16 points)

    Constructively responds to
    classmates’ postings; offers

    insight that encourages other
    students to think critically

    about their own work.
    (17-18 points)

    Constructively responds to
    classmates’ postings; masterfully
    connects the material presented
    in classmates’ postings to their

    responses; encourages classmates
    to think critically about their own

    work.
    (19-20 points)

    Organization,
    Word Choice,
    and Sentence

    Structure

    No Student
    Submission

    (0 points)

    Posts are disorganized and
    information is not presented
    in a logical sequence; word

    choice and sentence
    structure are not suitable

    (1-13 points)

    Posts are somewhat
    disorganized, and
    information is not

    presented in a logical
    sequence; word choice
    and sentence structure

    are not suitable
    (14-16 points)

    Posts are organized, and
    information is presented in a

    logical sequence; word
    choice and sentence

    structure are suitable; there
    are a few errors; however,

    errors do not affect
    readability.

    (17-18 points)

    Posts are organized and
    information is presented in a

    logical sequence; word choice and
    sentence structure are suitable;

    no errors in the response.
    (19-20 points)

    References No Student
    Submission

    (0 points)

    Includes no sources to
    support conclusions

    (1-13 points)

    Includes 1 outside
    source to support and
    enrich the discussion;

    Includes 2 or more outside
    sources to support and
    enrich the discussion;

    sources are properly cited in

    Includes 2 or more outside
    sources to support and enrich the
    discussion; sources are cited using

    APA format; style guidelines are

    TCOB Graduate Studies Discussion Rubric

    sources are not properly
    cited in APA format

    (14-16 points)

    APA format and are properly
    integrated into the discussion

    response
    (17-18 points)

    masterfully integrated into the
    discussion response.

    (19-20 points)

    **## Diswk4homeworklaw.docx**

    **Please respond to the discussion question below using and citing scholarly references in APA format.**

    **Family and Medical Leave Act**

    Ryan's Express is a dry-cleaning establishment with 47 employees working in six stores. Maggie Brown's mother must undergo triple bypass surgery. Brown applies for medical leave under the FMLA to care for her mother when she is released from the hospital. Brown's request is denied.

    **1A**. How would you advise her to proceed?

    \*\*\**************************************************************************************

    **2.) **Please respond to the 2 peers using your views on the topic.**

    **Cite 2 scholarly references in APA format.**

    **KW:** Maggie Brown may not qualify for leave under the Family and Medical Leave Act (FMLA) because her employer, Ryan’s Express, doesn’t meet the coverage requirements. The FMLA only applies to employers with 50 or more employees within a 75-mile radius, and since Ryan’s Express has only 47 employees, it falls short of this threshold, making Brown ineligible for FMLA protection (Moran, 2014; CRS, 2012; U.S. DOL, n.d.).

    The 50-employee threshold wasn’t set arbitrarily; lawmakers designed it to balance employee access to job-protected leave with the operational challenges faced by small businesses. The assumption was that larger companies would have more resources and flexibility to manage temporary worker absences without significant operational disruption (CRS, 2012).

    Even though Brown doesn’t qualify for FMLA, she still has some options. First, she should check whether Ryan’s Express offers any alternative leave policies. Some companies provide unpaid leave, flexible work arrangements, or even additional benefits beyond what the FMLA requires (DOL, n.d.). Reviewing the employee handbook or talking to HR could help her determine if there are any company-specific policies she can use.

    Another possibility is looking into state laws. Some states have family and medical leave laws that offer broader coverage than the FMLA, including lower employee thresholds for qualifying employers. This means that even employees of smaller businesses may be eligible for leave. Additionally, certain states have implemented paid family and medical leave programs that apply to employers of all sizes, expanding access to benefits. To check eligibility, employees should consult their state’s labor department or visit trusted resources like the National Conference of State Legislatures, which provides a comprehensive overview of state-specific laws (
    americanprogress, 2024; NCSL, 2024).

    If none of these options work, Brown might want to have a direct conversation with her manager. Explaining her situation and exploring possible solutions—such as vacation or sick leave—could lead to a compromise that works for both her and the company (DOL, n.d.). Employers sometimes offer informal accommodations, especially for valued employees, so open communication is key.

    References:
    Center for American Progress. (2024, January 17).
    _The state of paid family and medical leave in the U.S. in 2024_.
    [https://www.americanprogress.org/article/the-state-of-paid-family-and-medical-leave-in-the-u-s-in-2024/](https://www.americanprogress.org/article/the-state-of-paid-family-and-medical-leave-in-the-u-s-in-2024/)

    Congressional Research Service. (2012).
    _The Family and Medical Leave Act (FMLA): An Overview_ (CRS Report No. R42758). Retrieved from
    [https://sgp.fas.org/crs/misc/R42758.pdf](https://sgp.fas.org/crs/misc/R42758.pdf)

    Moran, J. J. (2014).
    _Employment law: New challenges in the business environment_(7th ed.). Pearson.

    National Conference of State Legislatures. (2024, August 21).
    _State family and medical leave laws_.
    [https://www.ncsl.org/labor-and-employment/state-family-and-medical-leave-laws](https://www.ncsl.org/labor-and-employment/state-family-and-medical-leave-laws)

    U.S. Equal Employment Opportunity Commission. (n.d.).
    _The Family and Medical Leave Act, the ADA, and Title VII of the Civil Rights Act of 1964._ Retrieved from
    [https://www.eeoc.gov/laws/guidance/family-and-medical-leave-act-ada-and-title-vii-civil-rights-act-1964](https://www.eeoc.gov/laws/guidance/family-and-medical-leave-act-ada-and-title-vii-civil-rights-act-1964)

    **LW:** The Family and Medical Leave Act, also known as FMLA, can provide certain employees with up to 12 weeks of unpaid, job-protected leave per year. This act also requires that the employee’s group health benefits be maintained while out of work on FMLA (Moran,2014).

    Further stipulations for an employee to be eligible for this leave include that the employee has worked for the employer for at least 1,250 hours over 12 months with the organization, have a qualifying event (i.e. the birth, adoption, or placement of a child to the employee, medical leave for a serious medical issue, or to care for an immediate family member with a serious medical issue), and it applies to all public organizations, all public and private elementary and secondary schools, or companies with 50 more employees (US DOL).

    Understanding FMLA guidelines and when they can be applied can get complicated, so it is important to understand what your rights are. Maggie needing to care for her mother is a qualifying event that could potentially mean Maggie could use FMLA. However, she was denied but the reason for the denial was not stated. She could have been denied because Ryan’s Express has less than 50 employees or because Maggie has not worked the minimum required hours of 1,250 over 12 months. The first thing I would suggest Maggie do is contact someone in Human Resources and verify eligibility, seek clarification on the reason or reasons she was denied, and see if there is an appeal process. If it is found that she does not qualify under FMLA, either because the company is not obligated to allow it or because she has not worked there the required time, Maggie can always ask about using any leave that she has built up to take off and care for her mother. If she still believes she is eligible for FMLA and the leave is denied after an appeal, she can file a complaint with the U.S. Department of Labor and find out if there is any more action, she can take.

    **References**

    Moran, J. (2014).
    **_Employment Law: New challenges in the business environment_** (6th ed.). Pearson.

    Swartz Swidler, LLC (n.d.). Can FMLA be denied? Swartz Swidler.
    [**https://swartz-legal.com/can-fmla-be-denied/**](https://swartz-legal.com/can-fmla-be-denied/)

    U.S. Department of Labor (n.d.). Family and Medical Leave (FMLA). U.S. Department of Labor.
    [**https://www.dol.gov/general/topic/benefits-leave/fmla**](https://www.dol.gov/general/topic/benefits-leave/fmla)

    **## APA_RequiredCoverPage_and_Template_7thed8.docx**

    SHORTENED TITLE IN ALL CAPITALS 1

    SHORTENED TITLE IN ALL CAPITALS 1

    **Your Paper’s Title: Title Is Centered and Bold, Three or Four Lines Down**

    LEAVE A BLANK SPACE

    ## Your Name

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    **Punctuating In-Text Citations**

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    I need your help – 2 years ago **files (3)** – ## JWI510_WK6_LectureNotes_1194.pdf – ## TheVroomYettonDecisonModel.pdf – Week6Discussion.jpeg **## JWI510_WK6_LectureNotes_1194.pdf** JWI 510: Leadership in the 21st Century Lecture Notes © Strayer University. All Rights Reserved. This document c…

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    JWI 510: Leadership in the 21st Century
    Lecture Notes

    © 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.

    JWI 510 – Lecture Notes (1194) Page 1 of 3

    Week 6: Leadership and Decision Making

    Leaders are heavily relied upon for their ability to make decisions, especially during stressful times. As you
    develop your leadership skills, you may be wondering if there are models or techniques that can aid you
    during such times. Thankfully, there are. One such model is the Vroom-Yetton Contingency Model.

    Inasmuch as any single model can guide an organization as large and as diverse as GE, this framework
    does offer a compelling approach. The formula, which management theorists like Maier (1970) and
    Tannenbaum and Schmidt (1958) first used to great advantage, was the intellectual driver for the work
    Jack accomplished at GE. During 1981–1988, the first seven years that Jack served as CEO, he worked
    on activities such as downsizing, de-layering, and divestiture of unprofitable businesses. It was during this
    phase that Welch declared that GE’s businesses would be Number 1 or Number 2 in any market they were
    in, or he would "fix, sell, or close" them. By late 1988, Jack's efforts had dramatically improved the quality
    of GE’s systems and processes.

    The Vroom-Yetton Contingency Model

    The three main questions we will begin with are:

    1. What is the Vroom-Yetton Contingency Model?

    2. How do we use it?

    3. To what extent should a leader involve employees in the decision making process?

    The equation that underpins Vroom’s model is one of the most powerful tools in the leadership toolkit. The
    formula posits that the quality of any decision, when multiplied by its level of acceptance, will determine its
    effectiveness. Restated, the formula becomes:

    Q x A = E

    The multiplication sign in the equation is not meant to be taken literally. Its main purpose is to serve as a
    reminder, as hard-charging business people all too often forget, that anything times zero is zero. A super-
    brilliant idea (high Q) that team members will hate, oppose, and subvert (low A) is a poor idea; a leader
    should think long and hard about how to modify the idea to get more employee (or customer) buy-in, even
    if some decision quality must be sacrificed.

    Conversely, the tendency to just do it if it feels good, without regard for the wisdom of an idea, will usually
    produce a high A / low Q outcome that is similarly disappointing.

    JWI 510: Leadership in the 21st Century
    Lecture Notes

    © 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.

    JWI 510 – Lecture Notes (1194) Page 2 of 3

    Since its inception, nearly 40 years ago, the Vroom-Yetton Model has been improved many times, but the
    centrality of the leader's analysis of a particular situation, with a focus on decision quality and acceptance,
    remains the same. A series of questions are asked to drive the analysis, such as:

    • Quality Requirement
    How important is the technical quality of the decision? Is there an optimal solution to a problem,
    say, from a technical standpoint?

    • Leader Information
    Does a leader have sufficient information to make a high-quality decision?

    • Problem Structure
    Is the problem well structured? Is it clear and well defined? Does it lend itself to statistical tools
    and quantitative analysis?

    • Commitment Requirement
    Is employee commitment to the decision critical for effective implementation?

    • Commitment Probability
    If the leader makes the decision without employees' input, is it reasonably certain that people will
    not be committed to the decision?

    • Goal Congruence
    Do employees share the organizational goals to be attained in solving the problem?

    • Employee Conflict
    Is conflict among employees likely to occur in the preferred solutions?

    Depending on how these questions are answered, the model directs leaders to:

    A. Make the decision alone, either with or without obtaining relevant information from subordinates

    B. Share the problem with your team and get their ideas, either one-on-one or in a group, before
    making the decision

    C. Present the problem to the group, and inform them that, if they can agree on a solution, it will be
    accepted. The model reminds us that one of a leader’s key responsibilities is to determine, with
    each new decision, whether to go it alone or bring people into the process.

    JWI 510: Leadership in the 21st Century
    Lecture Notes

    © 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.

    JWI 510 – Lecture Notes (1194) Page 3 of 3

    The model works best when the facts pertaining to the quality and acceptance of decisions are known and
    readily available. In many cases, the likely quality and acceptability of a decision cannot be known in
    advance. In these situations, even the most data-driven leaders should be comfortable relying on their
    own instincts. Vroom and Yetton’s model is yet another starting point on your journey of self-
    understanding.

    As you practice leadership, remember that how you make decisions has an undeniable impact on your
    effectiveness. Think – and plan – before you act.

    Your Leadership Journey

    • If you are new to leadership, review the hidden traps of decision-making, so you are prepared if
    you see them arise

    • If you are a team leader, apply the Five Dysfunctions of a Team to your own team, and see
    where it has the potential to reinvent itself

    • If you are a senior/veteran leader, consider the applicability of the Vroom-Yetton Contingency
    Model to your decision-making

    **## TheVroomYettonDecisonModel.pdf**

    The Vroom-Yetton Decision
    Model
    Deciding How to Decide

    Steer your decision-making process in the right direction.

    There are lots of different ways of making a decision, and choosing your approach can be
    just as difficult as making the decision itself!

    Sometimes you have to take charge, and decide what to do on your own, but you don't want
    to appear autocratic to your team (particularly in situations where you need their input).
    At other times it's better to make a decision based on the group consensus, but this can use
    up precious time and resources. So how do you decide which approach is best?

    Every manager needs to be able to make good decisions . A systematic approach to
    decision making, such as the Vroom-Yetton Decision Model, allows you to bring consistency
    and order to a process that might otherwise feel idiosyncratic and instinctive. It can also
    help you to determine the most effective means of reaching a decision.

    [https://www.mindtools.com/pages/article/newTED_79.htm](https://www.mindtools.com/pages/article/newTED_79.htm)

    Understanding the Model
    The Vroom-Yetton model is designed to help you to identify the best decision-making
    approach and leadership style to take, based on your current situation. It was originally
    developed by Victor Vroom and Philip Yetton in their 1973 book, "Leadership and Decision
    Making." [1]

    No single decision-making process fits every scenario. Instead, Vroom-Yetton offers a
    number of different processes and directs you toward the best one for your situation. For
    example, if speed and decisiveness are required then it will likely point you toward an
    autocratic process. If collaboration is what's needed, then it will nudge you toward a
    more democratic process.

    Researchers have found that managers are more effective, and their teams more productive
    and satisfied, when they follow the model. [2][3] The simplicity of Vroom-Yetton also
    means that anyone – from the boardroom to the factory floor – can use it.

    Although a little long-winded at times, it can be particularly helpful in new or unusual
    situations. Practice using it, and you'll quickly get a feel for the right approach to take,
    whether you're making a decision about a day-to-day issue or dealing with a more complex
    problem.

    Before you start using the model, you'll need to consider these three factors:

    • Decision quality – Sometimes, making the "right" decision is critical, and you'll
    need to use a large number of resources (people, time, information, and so on) to
    ensure that the action you take has been well thought through and is of high
    quality.

    • Team commitment – Some of your decisions will have a major impact on your
    team, while others will go unnoticed. When a decision will likely impact your
    team, it's best to use a collaborative process. This will improve the quality of the
    decision, and you'll likely deliver a successful result faster.

    • Time constraints – When the issue at hand isn't time sensitive, you have more
    "space" to research your options and to include others, which will help to boost
    the quality of your decision. If your time is limited, however, it may not be
    feasible to include others or to undertake thorough research.

    [https://www.mindtools.com/pages/article/codm.htm](https://www.mindtools.com/pages/article/codm.htm)

    Specific Leadership Processes
    Figure 1, below, shows the Vroom-Yetton model. The framework poses seven "yes/no"
    questions, which you need to answer to find the best decision-making process for your
    situation.

    As you answer each of the questions, you work your way through a decision tree until you
    arrive at a code (A1, A2, C1, C2, or G2). This code identifies the best decision-making
    process for you and your team. (Note that, in some scenarios, you won't need to answer all
    of the questions.)

    Figure 1: The Vroom-Yetton Decision Model

    The Vroom-Yetton Decision Tree: Adapted from Leadership and Decision Making by Victor H. Vroom
    and Philip W. Yetton by permission of the University of Pittsburgh Press. Copyright © 1973 University of
    Pittsburgh Press.

    The following codes represent the five decision-making processes that are described by the
    model:

    Autocratic (A1): You use the information that you already have to make the decision,
    without requiring any further input from your team.

    Autocratic (A2): You consult your team to obtain specific information that you need, and
    then you make the final decision.

    Consultative (C1): You inform your team of the situation and ask for members' opinions
    individually, but you don't bring the group together for a discussion. You make the final
    decision.

    Consultative (C2): You get your team together for a group discussion about the issue and
    to seek their suggestions, but you still make the final decision by yourself.

    Collaborative (G2): You work with your team to reach a group consensus . Your role is
    mostly facilitative, and you help team members to reach a decision that they all agree on.

    In general, a consultative or collaborative style is most appropriate when:

    • You need information from others to solve a problem.

    • The problem can't be easily defined.

    • Team members' buy-in to the decision is important.

    • You have enough time available to manage a group decision.

    An autocratic style is most appropriate when:

    • You have greater expertise on the subject than others.

    • You are confident about acting alone.

    • The team will accept your decision.

    • There is little time available.

    Note:
    Vroom-Yetton is a useful model, but it's not necessarily appropriate for all eventualities. It
    misses out several important considerations, and its rigid structure means that it fails to
    take into account subtleties, such as the emotions and dynamics of your team, and the
    task’s complexity. The seven questions are imprecise, too – "importance" and "quality," for
    example, are vague terms – and it can be difficult to give straight "yes" or "no" answers to
    them.

    [https://www.mindtools.com/pages/article/newLDR_03.htm](https://www.mindtools.com/pages/article/newLDR_03.htm)

    [https://www.mindtools.com/pages/article/newTED_86.htm](https://www.mindtools.com/pages/article/newTED_86.htm)

    [https://www.mindtools.com/pages/article/managing-emotion-in-team.htm](https://www.mindtools.com/pages/article/managing-emotion-in-team.htm)

    [https://www.mindtools.com/pages/article/improving-group-dynamics.htm](https://www.mindtools.com/pages/article/improving-group-dynamics.htm)

    Vroom and Arthur Jago addressed these weaknesses and amended the original model in
    their 1988 book, "The New Leadership." [4] The newer model is more complex and
    includes several additional questions, which allow users to take other constraints, such as
    geographic location, into account when making their decision. It also uses a mathematical
    formula to help people to pinpoint the optimum decision-making process for their
    situation. The newer version of the model is often referred to as either Vroom-Jago or
    Vroom-Yetton-Jago.

    Key Points
    The underlying assumption of the Vroom-Yetton Decision Model is that no single
    leadership style or decision-making process fits all situations.

    To find the process best suited to your situation, you need to consider a number of factors.
    These include time constraints, the level of team participation required, and the quality of
    the final decision.

    The model walks you through these factors logically, to help you to identify the most
    appropriate process and style. It is particularly useful for managers and leaders who are
    trying to balance the benefits of participative management with the need to make decisions
    effectively.

    Infographic
    You can see our infographic of the Vroom-Yetton Model here:

    [https://www.mindtools.com/pages/article/vroom-yetton-infographic.htm](https://www.mindtools.com/pages/article/vroom-yetton-infographic.htm)

    – The Vroom-Yetton Decision Model
    – Deciding How to Decide
    – Understanding the Model
    – Specific Leadership Processes

    – Figure 1: The Vroom-Yetton Decision Model
    – Note:
    – Key Points

    – Infographic

    **Week6Discussion.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week6discussion-jpeg)

    **Week6Discussion.jpeg**

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    **## JWI510_WK6_LectureNotes_1194.pdf**

    JWI 510: Leadership in the 21st Century
    Lecture Notes

    © 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.

    JWI 510 – Lecture Notes (1194) Page 1 of 3

    Week 6: Leadership and Decision Making

    Leaders are heavily relied upon for their ability to make decisions, especially during stressful times. As you
    develop your leadership skills, you may be wondering if there are models or techniques that can aid you
    during such times. Thankfully, there are. One such model is the Vroom-Yetton Contingency Model.

    Inasmuch as any single model can guide an organization as large and as diverse as GE, this framework
    does offer a compelling approach. The formula, which management theorists like Maier (1970) and
    Tannenbaum and Schmidt (1958) first used to great advantage, was the intellectual driver for the work
    Jack accomplished at GE. During 1981–1988, the first seven years that Jack served as CEO, he worked
    on activities such as downsizing, de-layering, and divestiture of unprofitable businesses. It was during this
    phase that Welch declared that GE’s businesses would be Number 1 or Number 2 in any market they were
    in, or he would "fix, sell, or close" them. By late 1988, Jack's efforts had dramatically improved the quality
    of GE’s systems and processes.

    The Vroom-Yetton Contingency Model

    The three main questions we will begin with are:

    1. What is the Vroom-Yetton Contingency Model?

    2. How do we use it?

    3. To what extent should a leader involve employees in the decision making process?

    The equation that underpins Vroom’s model is one of the most powerful tools in the leadership toolkit. The
    formula posits that the quality of any decision, when multiplied by its level of acceptance, will determine its
    effectiveness. Restated, the formula becomes:

    Q x A = E

    The multiplication sign in the equation is not meant to be taken literally. Its main purpose is to serve as a
    reminder, as hard-charging business people all too often forget, that anything times zero is zero. A super-
    brilliant idea (high Q) that team members will hate, oppose, and subvert (low A) is a poor idea; a leader
    should think long and hard about how to modify the idea to get more employee (or customer) buy-in, even
    if some decision quality must be sacrificed.

    Conversely, the tendency to just do it if it feels good, without regard for the wisdom of an idea, will usually
    produce a high A / low Q outcome that is similarly disappointing.

    JWI 510: Leadership in the 21st Century
    Lecture Notes

    © 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.

    JWI 510 – Lecture Notes (1194) Page 2 of 3

    Since its inception, nearly 40 years ago, the Vroom-Yetton Model has been improved many times, but the
    centrality of the leader's analysis of a particular situation, with a focus on decision quality and acceptance,
    remains the same. A series of questions are asked to drive the analysis, such as:

    • Quality Requirement
    How important is the technical quality of the decision? Is there an optimal solution to a problem,
    say, from a technical standpoint?

    • Leader Information
    Does a leader have sufficient information to make a high-quality decision?

    • Problem Structure
    Is the problem well structured? Is it clear and well defined? Does it lend itself to statistical tools
    and quantitative analysis?

    • Commitment Requirement
    Is employee commitment to the decision critical for effective implementation?

    • Commitment Probability
    If the leader makes the decision without employees' input, is it reasonably certain that people will
    not be committed to the decision?

    • Goal Congruence
    Do employees share the organizational goals to be attained in solving the problem?

    • Employee Conflict
    Is conflict among employees likely to occur in the preferred solutions?

    Depending on how these questions are answered, the model directs leaders to:

    A. Make the decision alone, either with or without obtaining relevant information from subordinates

    B. Share the problem with your team and get their ideas, either one-on-one or in a group, before
    making the decision

    C. Present the problem to the group, and inform them that, if they can agree on a solution, it will be
    accepted. The model reminds us that one of a leader’s key responsibilities is to determine, with
    each new decision, whether to go it alone or bring people into the process.

    JWI 510: Leadership in the 21st Century
    Lecture Notes

    © 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.

    JWI 510 – Lecture Notes (1194) Page 3 of 3

    The model works best when the facts pertaining to the quality and acceptance of decisions are known and
    readily available. In many cases, the likely quality and acceptability of a decision cannot be known in
    advance. In these situations, even the most data-driven leaders should be comfortable relying on their
    own instincts. Vroom and Yetton’s model is yet another starting point on your journey of self-
    understanding.

    As you practice leadership, remember that how you make decisions has an undeniable impact on your
    effectiveness. Think – and plan – before you act.

    Your Leadership Journey

    • If you are new to leadership, review the hidden traps of decision-making, so you are prepared if
    you see them arise

    • If you are a team leader, apply the Five Dysfunctions of a Team to your own team, and see
    where it has the potential to reinvent itself

    • If you are a senior/veteran leader, consider the applicability of the Vroom-Yetton Contingency
    Model to your decision-making

    **## TheVroomYettonDecisonModel.pdf**

    The Vroom-Yetton Decision
    Model
    Deciding How to Decide

    Steer your decision-making process in the right direction.

    There are lots of different ways of making a decision, and choosing your approach can be
    just as difficult as making the decision itself!

    Sometimes you have to take charge, and decide what to do on your own, but you don't want
    to appear autocratic to your team (particularly in situations where you need their input).
    At other times it's better to make a decision based on the group consensus, but this can use
    up precious time and resources. So how do you decide which approach is best?

    Every manager needs to be able to make good decisions . A systematic approach to
    decision making, such as the Vroom-Yetton Decision Model, allows you to bring consistency
    and order to a process that might otherwise feel idiosyncratic and instinctive. It can also
    help you to determine the most effective means of reaching a decision.

    [https://www.mindtools.com/pages/article/newTED_79.htm](https://www.mindtools.com/pages/article/newTED_79.htm)

    Understanding the Model
    The Vroom-Yetton model is designed to help you to identify the best decision-making
    approach and leadership style to take, based on your current situation. It was originally
    developed by Victor Vroom and Philip Yetton in their 1973 book, "Leadership and Decision
    Making." [1]

    No single decision-making process fits every scenario. Instead, Vroom-Yetton offers a
    number of different processes and directs you toward the best one for your situation. For
    example, if speed and decisiveness are required then it will likely point you toward an
    autocratic process. If collaboration is what's needed, then it will nudge you toward a
    more democratic process.

    Researchers have found that managers are more effective, and their teams more productive
    and satisfied, when they follow the model. [2][3] The simplicity of Vroom-Yetton also
    means that anyone – from the boardroom to the factory floor – can use it.

    Although a little long-winded at times, it can be particularly helpful in new or unusual
    situations. Practice using it, and you'll quickly get a feel for the right approach to take,
    whether you're making a decision about a day-to-day issue or dealing with a more complex
    problem.

    Before you start using the model, you'll need to consider these three factors:

    • Decision quality – Sometimes, making the "right" decision is critical, and you'll
    need to use a large number of resources (people, time, information, and so on) to
    ensure that the action you take has been well thought through and is of high
    quality.

    • Team commitment – Some of your decisions will have a major impact on your
    team, while others will go unnoticed. When a decision will likely impact your
    team, it's best to use a collaborative process. This will improve the quality of the
    decision, and you'll likely deliver a successful result faster.

    • Time constraints – When the issue at hand isn't time sensitive, you have more
    "space" to research your options and to include others, which will help to boost
    the quality of your decision. If your time is limited, however, it may not be
    feasible to include others or to undertake thorough research.

    [https://www.mindtools.com/pages/article/codm.htm](https://www.mindtools.com/pages/article/codm.htm)

    Specific Leadership Processes
    Figure 1, below, shows the Vroom-Yetton model. The framework poses seven "yes/no"
    questions, which you need to answer to find the best decision-making process for your
    situation.

    As you answer each of the questions, you work your way through a decision tree until you
    arrive at a code (A1, A2, C1, C2, or G2). This code identifies the best decision-making
    process for you and your team. (Note that, in some scenarios, you won't need to answer all
    of the questions.)

    Figure 1: The Vroom-Yetton Decision Model

    The Vroom-Yetton Decision Tree: Adapted from Leadership and Decision Making by Victor H. Vroom
    and Philip W. Yetton by permission of the University of Pittsburgh Press. Copyright © 1973 University of
    Pittsburgh Press.

    The following codes represent the five decision-making processes that are described by the
    model:

    Autocratic (A1): You use the information that you already have to make the decision,
    without requiring any further input from your team.

    Autocratic (A2): You consult your team to obtain specific information that you need, and
    then you make the final decision.

    Consultative (C1): You inform your team of the situation and ask for members' opinions
    individually, but you don't bring the group together for a discussion. You make the final
    decision.

    Consultative (C2): You get your team together for a group discussion about the issue and
    to seek their suggestions, but you still make the final decision by yourself.

    Collaborative (G2): You work with your team to reach a group consensus . Your role is
    mostly facilitative, and you help team members to reach a decision that they all agree on.

    In general, a consultative or collaborative style is most appropriate when:

    • You need information from others to solve a problem.

    • The problem can't be easily defined.

    • Team members' buy-in to the decision is important.

    • You have enough time available to manage a group decision.

    An autocratic style is most appropriate when:

    • You have greater expertise on the subject than others.

    • You are confident about acting alone.

    • The team will accept your decision.

    • There is little time available.

    Note:
    Vroom-Yetton is a useful model, but it's not necessarily appropriate for all eventualities. It
    misses out several important considerations, and its rigid structure means that it fails to
    take into account subtleties, such as the emotions and dynamics of your team, and the
    task’s complexity. The seven questions are imprecise, too – "importance" and "quality," for
    example, are vague terms – and it can be difficult to give straight "yes" or "no" answers to
    them.

    [https://www.mindtools.com/pages/article/newLDR_03.htm](https://www.mindtools.com/pages/article/newLDR_03.htm)

    [https://www.mindtools.com/pages/article/newTED_86.htm](https://www.mindtools.com/pages/article/newTED_86.htm)

    [https://www.mindtools.com/pages/article/managing-emotion-in-team.htm](https://www.mindtools.com/pages/article/managing-emotion-in-team.htm)

    [https://www.mindtools.com/pages/article/improving-group-dynamics.htm](https://www.mindtools.com/pages/article/improving-group-dynamics.htm)

    Vroom and Arthur Jago addressed these weaknesses and amended the original model in
    their 1988 book, "The New Leadership." [4] The newer model is more complex and
    includes several additional questions, which allow users to take other constraints, such as
    geographic location, into account when making their decision. It also uses a mathematical
    formula to help people to pinpoint the optimum decision-making process for their
    situation. The newer version of the model is often referred to as either Vroom-Jago or
    Vroom-Yetton-Jago.

    Key Points
    The underlying assumption of the Vroom-Yetton Decision Model is that no single
    leadership style or decision-making process fits all situations.

    To find the process best suited to your situation, you need to consider a number of factors.
    These include time constraints, the level of team participation required, and the quality of
    the final decision.

    The model walks you through these factors logically, to help you to identify the most
    appropriate process and style. It is particularly useful for managers and leaders who are
    trying to balance the benefits of participative management with the need to make decisions
    effectively.

    Infographic
    You can see our infographic of the Vroom-Yetton Model here:

    [https://www.mindtools.com/pages/article/vroom-yetton-infographic.htm](https://www.mindtools.com/pages/article/vroom-yetton-infographic.htm)

    – The Vroom-Yetton Decision Model
    – Deciding How to Decide
    – Understanding the Model
    – Specific Leadership Processes

    – Figure 1: The Vroom-Yetton Decision Model
    – Note:
    – Key Points

    – Infographic

    **Week6Discussion.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week6discussion-jpeg)

    **## JWI510_WK6_LectureNotes_1194.pdf**

    JWI 510: Leadership in the 21st Century
    Lecture Notes

    © 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.

    JWI 510 – Lecture Notes (1194) Page 1 of 3

    Week 6: Leadership and Decision Making

    Leaders are heavily relied upon for their ability to make decisions, especially during stressful times. As you
    develop your leadership skills, you may be wondering if there are models or techniques that can aid you
    during such times. Thankfully, there are. One such model is the Vroom-Yetton Contingency Model.

    Inasmuch as any single model can guide an organization as large and as diverse as GE, this framework
    does offer a compelling approach. The formula, which management theorists like Maier (1970) and
    Tannenbaum and Schmidt (1958) first used to great advantage, was the intellectual driver for the work
    Jack accomplished at GE. During 1981–1988, the first seven years that Jack served as CEO, he worked
    on activities such as downsizing, de-layering, and divestiture of unprofitable businesses. It was during this
    phase that Welch declared that GE’s businesses would be Number 1 or Number 2 in any market they were
    in, or he would "fix, sell, or close" them. By late 1988, Jack's efforts had dramatically improved the quality
    of GE’s systems and processes.

    The Vroom-Yetton Contingency Model

    The three main questions we will begin with are:

    1. What is the Vroom-Yetton Contingency Model?

    2. How do we use it?

    3. To what extent should a leader involve employees in the decision making process?

    The equation that underpins Vroom’s model is one of the most powerful tools in the leadership toolkit. The
    formula posits that the quality of any decision, when multiplied by its level of acceptance, will determine its
    effectiveness. Restated, the formula becomes:

    Q x A = E

    The multiplication sign in the equation is not meant to be taken literally. Its main purpose is to serve as a
    reminder, as hard-charging business people all too often forget, that anything times zero is zero. A super-
    brilliant idea (high Q) that team members will hate, oppose, and subvert (low A) is a poor idea; a leader
    should think long and hard about how to modify the idea to get more employee (or customer) buy-in, even
    if some decision quality must be sacrificed.

    Conversely, the tendency to just do it if it feels good, without regard for the wisdom of an idea, will usually
    produce a high A / low Q outcome that is similarly disappointing.

    JWI 510: Leadership in the 21st Century
    Lecture Notes

    © 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.

    JWI 510 – Lecture Notes (1194) Page 2 of 3

    Since its inception, nearly 40 years ago, the Vroom-Yetton Model has been improved many times, but the
    centrality of the leader's analysis of a particular situation, with a focus on decision quality and acceptance,
    remains the same. A series of questions are asked to drive the analysis, such as:

    • Quality Requirement
    How important is the technical quality of the decision? Is there an optimal solution to a problem,
    say, from a technical standpoint?

    • Leader Information
    Does a leader have sufficient information to make a high-quality decision?

    • Problem Structure
    Is the problem well structured? Is it clear and well defined? Does it lend itself to statistical tools
    and quantitative analysis?

    • Commitment Requirement
    Is employee commitment to the decision critical for effective implementation?

    • Commitment Probability
    If the leader makes the decision without employees' input, is it reasonably certain that people will
    not be committed to the decision?

    • Goal Congruence
    Do employees share the organizational goals to be attained in solving the problem?

    • Employee Conflict
    Is conflict among employees likely to occur in the preferred solutions?

    Depending on how these questions are answered, the model directs leaders to:

    A. Make the decision alone, either with or without obtaining relevant information from subordinates

    B. Share the problem with your team and get their ideas, either one-on-one or in a group, before
    making the decision

    C. Present the problem to the group, and inform them that, if they can agree on a solution, it will be
    accepted. The model reminds us that one of a leader’s key responsibilities is to determine, with
    each new decision, whether to go it alone or bring people into the process.

    JWI 510: Leadership in the 21st Century
    Lecture Notes

    © 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.

    JWI 510 – Lecture Notes (1194) Page 3 of 3

    The model works best when the facts pertaining to the quality and acceptance of decisions are known and
    readily available. In many cases, the likely quality and acceptability of a decision cannot be known in
    advance. In these situations, even the most data-driven leaders should be comfortable relying on their
    own instincts. Vroom and Yetton’s model is yet another starting point on your journey of self-
    understanding.

    As you practice leadership, remember that how you make decisions has an undeniable impact on your
    effectiveness. Think – and plan – before you act.

    Your Leadership Journey

    • If you are new to leadership, review the hidden traps of decision-making, so you are prepared if
    you see them arise

    • If you are a team leader, apply the Five Dysfunctions of a Team to your own team, and see
    where it has the potential to reinvent itself

    • If you are a senior/veteran leader, consider the applicability of the Vroom-Yetton Contingency
    Model to your decision-making

    **## TheVroomYettonDecisonModel.pdf**

    The Vroom-Yetton Decision
    Model
    Deciding How to Decide

    Steer your decision-making process in the right direction.

    There are lots of different ways of making a decision, and choosing your approach can be
    just as difficult as making the decision itself!

    Sometimes you have to take charge, and decide what to do on your own, but you don't want
    to appear autocratic to your team (particularly in situations where you need their input).
    At other times it's better to make a decision based on the group consensus, but this can use
    up precious time and resources. So how do you decide which approach is best?

    Every manager needs to be able to make good decisions . A systematic approach to
    decision making, such as the Vroom-Yetton Decision Model, allows you to bring consistency
    and order to a process that might otherwise feel idiosyncratic and instinctive. It can also
    help you to determine the most effective means of reaching a decision.

    [https://www.mindtools.com/pages/article/newTED_79.htm](https://www.mindtools.com/pages/article/newTED_79.htm)

    Understanding the Model
    The Vroom-Yetton model is designed to help you to identify the best decision-making
    approach and leadership style to take, based on your current situation. It was originally
    developed by Victor Vroom and Philip Yetton in their 1973 book, "Leadership and Decision
    Making." [1]

    No single decision-making process fits every scenario. Instead, Vroom-Yetton offers a
    number of different processes and directs you toward the best one for your situation. For
    example, if speed and decisiveness are required then it will likely point you toward an
    autocratic process. If collaboration is what's needed, then it will nudge you toward a
    more democratic process.

    Researchers have found that managers are more effective, and their teams more productive
    and satisfied, when they follow the model. [2][3] The simplicity of Vroom-Yetton also
    means that anyone – from the boardroom to the factory floor – can use it.

    Although a little long-winded at times, it can be particularly helpful in new or unusual
    situations. Practice using it, and you'll quickly get a feel for the right approach to take,
    whether you're making a decision about a day-to-day issue or dealing with a more complex
    problem.

    Before you start using the model, you'll need to consider these three factors:

    • Decision quality – Sometimes, making the "right" decision is critical, and you'll
    need to use a large number of resources (people, time, information, and so on) to
    ensure that the action you take has been well thought through and is of high
    quality.

    • Team commitment – Some of your decisions will have a major impact on your
    team, while others will go unnoticed. When a decision will likely impact your
    team, it's best to use a collaborative process. This will improve the quality of the
    decision, and you'll likely deliver a successful result faster.

    • Time constraints – When the issue at hand isn't time sensitive, you have more
    "space" to research your options and to include others, which will help to boost
    the quality of your decision. If your time is limited, however, it may not be
    feasible to include others or to undertake thorough research.

    [https://www.mindtools.com/pages/article/codm.htm](https://www.mindtools.com/pages/article/codm.htm)

    Specific Leadership Processes
    Figure 1, below, shows the Vroom-Yetton model. The framework poses seven "yes/no"
    questions, which you need to answer to find the best decision-making process for your
    situation.

    As you answer each of the questions, you work your way through a decision tree until you
    arrive at a code (A1, A2, C1, C2, or G2). This code identifies the best decision-making
    process for you and your team. (Note that, in some scenarios, you won't need to answer all
    of the questions.)

    Figure 1: The Vroom-Yetton Decision Model

    The Vroom-Yetton Decision Tree: Adapted from Leadership and Decision Making by Victor H. Vroom
    and Philip W. Yetton by permission of the University of Pittsburgh Press. Copyright © 1973 University of
    Pittsburgh Press.

    The following codes represent the five decision-making processes that are described by the
    model:

    Autocratic (A1): You use the information that you already have to make the decision,
    without requiring any further input from your team.

    Autocratic (A2): You consult your team to obtain specific information that you need, and
    then you make the final decision.

    Consultative (C1): You inform your team of the situation and ask for members' opinions
    individually, but you don't bring the group together for a discussion. You make the final
    decision.

    Consultative (C2): You get your team together for a group discussion about the issue and
    to seek their suggestions, but you still make the final decision by yourself.

    Collaborative (G2): You work with your team to reach a group consensus . Your role is
    mostly facilitative, and you help team members to reach a decision that they all agree on.

    In general, a consultative or collaborative style is most appropriate when:

    • You need information from others to solve a problem.

    • The problem can't be easily defined.

    • Team members' buy-in to the decision is important.

    • You have enough time available to manage a group decision.

    An autocratic style is most appropriate when:

    • You have greater expertise on the subject than others.

    • You are confident about acting alone.

    • The team will accept your decision.

    • There is little time available.

    Note:
    Vroom-Yetton is a useful model, but it's not necessarily appropriate for all eventualities. It
    misses out several important considerations, and its rigid structure means that it fails to
    take into account subtleties, such as the emotions and dynamics of your team, and the
    task’s complexity. The seven questions are imprecise, too – "importance" and "quality," for
    example, are vague terms – and it can be difficult to give straight "yes" or "no" answers to
    them.

    [https://www.mindtools.com/pages/article/newLDR_03.htm](https://www.mindtools.com/pages/article/newLDR_03.htm)

    [https://www.mindtools.com/pages/article/newTED_86.htm](https://www.mindtools.com/pages/article/newTED_86.htm)

    [https://www.mindtools.com/pages/article/managing-emotion-in-team.htm](https://www.mindtools.com/pages/article/managing-emotion-in-team.htm)

    [https://www.mindtools.com/pages/article/improving-group-dynamics.htm](https://www.mindtools.com/pages/article/improving-group-dynamics.htm)

    Vroom and Arthur Jago addressed these weaknesses and amended the original model in
    their 1988 book, "The New Leadership." [4] The newer model is more complex and
    includes several additional questions, which allow users to take other constraints, such as
    geographic location, into account when making their decision. It also uses a mathematical
    formula to help people to pinpoint the optimum decision-making process for their
    situation. The newer version of the model is often referred to as either Vroom-Jago or
    Vroom-Yetton-Jago.

    Key Points
    The underlying assumption of the Vroom-Yetton Decision Model is that no single
    leadership style or decision-making process fits all situations.

    To find the process best suited to your situation, you need to consider a number of factors.
    These include time constraints, the level of team participation required, and the quality of
    the final decision.

    The model walks you through these factors logically, to help you to identify the most
    appropriate process and style. It is particularly useful for managers and leaders who are
    trying to balance the benefits of participative management with the need to make decisions
    effectively.

    Infographic
    You can see our infographic of the Vroom-Yetton Model here:

    [https://www.mindtools.com/pages/article/vroom-yetton-infographic.htm](https://www.mindtools.com/pages/article/vroom-yetton-infographic.htm)

    – The Vroom-Yetton Decision Model
    – Deciding How to Decide
    – Understanding the Model
    – Specific Leadership Processes

    – Figure 1: The Vroom-Yetton Decision Model
    – Note:
    – Key Points

    – Infographic

    **Week6Discussion.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week6discussion-jpeg)

  • [Solved] Human Resource Management HOMEWORK 4 WEEK

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    SEE ATTACHED – 2 years ago **files (2)** – ## HOMEWORKassignment4HRA545.docx – ## APA_RequiredCoverPage_and_Template_7thed18.docx **## HOMEWORKassignment4HRA545.docx** 1 3 **Textbook:** **Moran, J. J. (2014).** **_Employment law: new challenges in the business environment_ (6th ed.). Boston: Pea…

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    **## HOMEWORKassignment4HRA545.docx**

    1

    3

    **Textbook:** **Moran, J. J. (2014).**
    **_Employment law: new challenges in the business environment_ (6th ed.). Boston: Pearson.**

    ****3 Assignments below: Cite textbook and other scholarly authors.**

    **1.As the HR specialist for a large technology company, your next task is to complete a memorandum**:

    1) creating a new company policy pertaining to sexual harassment that complies with all applicable laws;

    · 2) discussing potential employee training that can be enacted to help avoid or reduce any company legal liability associated with sexual harassment; and

    · 3) addressing steps that should be taken in the event a complaint is received pertaining to sexual harassment.

    **2. As the HR specialist for a large technology company, your next task is to complete a memorandum analyzing the following scenario:**

    Sofoklis Eliopoulos is employed in the shipping and receiving department of your company. His religion requires him to pray at noon each day. A major shipment of tech supplies arrives one day, and Sofoklis is told to work through his break at lunch. He refuses to do so and goes on break to pray. His supervisor informs Sofoklis that he must work through his lunch break and pray at a different time when major shipments arrive that have to be unloaded immediately. Sofoklis resigns and files a claim with the EEOC.

    · Write a memorandum addressing the following:

    · 1) What the employer’s duty is in this situation?
    2) Whether the employee's situation falls under the definition of religious practice (i.e., whether it requires the employer to reasonably accommodate said religious belief).
    3) If the religious belief requires an accommodation, does the accommodation create an undue burden on the employer?
    4) If the accommodation does not create an undue burden, what accommodation should be implemented?
    5) What additional steps should be taken to help the company avoid or reduce legal liability concerning religious discrimination?

    **3. As the HR specialist for a large technology company, your next task is to complete a memorandum:**

    1) Creating a new company policy pertaining to age discrimination that complies with all applicable laws;
    2) Discussing potential employee training that can be enacted to help avoid or reduce any company legal liability associated with age discrimination; and
    3) Addressing steps that should be taken in the event a complaint is received pertaining to age discrimination.

    **## APA_RequiredCoverPage_and_Template_7thed18.docx**

    SHORTENED TITLE IN ALL CAPITALS 1

    SHORTENED TITLE IN ALL CAPITALS 1

    **Your Paper’s Title: Title Is Centered and Bold, Three or Four Lines Down**

    LEAVE A BLANK SPACE

    ## Your Name

    **Donald R. Tapia College of Business, Saint Leo University**
    Course Number and Name, e.g. DBA701: Doctoral Success Lab

    Your Professor’s Name, e.g. Professor Waddell

    Assignment Due Date, e.g. January 21, 2020

    **Graduate Studies in Business Academic Honesty Statement**

    My signature entered below constitutes my pledge that all the writing in this document is my own work, except for those portions which are properly documented and cited. I understand and accept the following definition of plagiarism:

    1. Plagiarism includes the literal repetition without acknowledgment of the writings of another author. All significant phrases, clauses, or passages in this paper which have been taken directly from source material have been enclosed in quotation marks and acknowledged in the text itself as well as on the Reference page.

    2. Plagiarism includes borrowing another’s ideas and representing them as my own.

    3. To paraphrase the thoughts of another writer without acknowledgement is plagiarism.

    4. Plagiarism also includes inadequate paraphrasing. Paraphrased passages (those put into my own words) have been properly acknowledged in the text and in the references.

    5. Plagiarism includes using another person or organization to prepare this paper and then submitting it as my own work.

    6. Plagiarism includes resubmitting my own previous work, in whole, or in part for a current assignment without the written consent of the current instructor.

    **Saint Leo University’s core value of integrity** requires that students pledge to be honest, just, and consistent in word and deed. I fully understand what plagiarism is, and I further understand that if plagiarism is detected in my paper, my professor will follow the procedures for academic dishonesty set forth by Saint Leo University, the Donald R. Tapia College of Business and the Graduate Student Handbook.

    **Student Signature: [Type Full Name Here]**

    **Abstract [Centered, Bold]**

    Start the abstract flush with the left margin; do not indent. According to the
    _Publication Manual of the American Psychological Association_(APA), “An abstract is a brief, comprehensive summary of the contents of the paper” (APA, 2020, p. 38). It allows readers to survey the contents of an article quickly and, like a title, it enables persons interested in the document to retrieve it from abstracting and indexing databases. The first line of the abstract is not indented. An abstract may range from 150 to 250 words (APA, 2020). Because an abstract is not always required for student papers, adhere to your instructor’s requirements.

    _Keywords:_ Follow the abstract with a selection of keywords that describe the important ideas or subjects in your paper. These help online readers search for your paper in a database.

    The keyword list should have its first line indented 0.5 inches. keywords are written in lowercase (except for proper nouns) and separated by commas. Do not place a period at the end of the list.

    ****Title of Your Paper [Centered, Bold]****
    Begin your paper on the next double-spaced line after the title, and indent all paragraphs 1/2 inch. In the updated manual on p. 154, writers are asked to include only
    **one space** between sentences rather than two spaces. When writing in APA style, you have two choices for in-text citations: narrative citations or parenthetical citations. According to a fictitious book by Harding and Jiménez (2020), a narrative citation occurs when you include “authors’ names as part of your sentence” (p. 24). Furthermore, Harding and Jiménez (2020) explain that you only need to provide a page number at the end of a narrative citation when directly quoting from the source. If the authors’ names do not appear in your sentence, you will use a “parenthetical citation” (Harding & Jiménez, 2020, p. 24). Similar to the above example, you only need to include a page number when quoting the authors’ original words (Harding & Jiménez, 2020). The APA manual summarizes these rules and related concepts on pp. 261-264.

    **All Headings Are Bold and Written in Title Case (Level 1, Bold, Centered)**

    You can read more about formatting section headings in the APA manual on pp. 47-49. Not included in this template is a level 5 heading, which is virtually identical to a level 4 heading, except it is italicized. According to the APA (2020), “The number of levels of heading needed for a paper depends on its length and complexity; three is average. … [S]hort student papers may not require any headings” (p. 48).

    **New Rules for Citations (Level 2, Bold, Left Justified)**

    **_First Rule_(Level 3, Flush Left, Italicized, Bold, No Punctuation)**

    Begin indented paragraph on the next line.
    A couple of important new rules concerning in-text citations appear in the APA manual. The first pertains to citing works by three or more authors. Instead of writing each author’s name in the first citation, then utilizing the abbreviation “et al.” for all subsequent citations, the APA advises writers to use the “et al.” abbreviation for
    _every_ in-text citation for works by three or more authors. For example, my first in-text citation for a work by three authors would look like this (Harris et al., 2020). This new guideline reduces the amount of clutter created by listing each author’s name. You can read more about the use of “et al.” on p. 266 of the APA manual.

    **_Second Rule_**

    The other significant change to in-text citation formatting has to do with repeating narrative citations. For example, if I am writing a paragraph focused specifically on the work of Brown (2016), I would need to provide the year in parenthesis only after the
    _first_ reference to Brown. As you can see, I could write more about the groundbreaking work of Brown without cluttering my paragraph with multiple in-text citations containing the year. However, if I am referencing more than one work by Brown, I must provide a complete in-text citation after
    _each_ reference to Brown. That way, my reader won’t be confused. I would also need to provide the year in any parenthetical citation referencing the author (Brown, 2016). This new rule is described on pp. 265-266 in the APA manual.

    **Similar Rule. (Level 4, Indented, Plain Text, Begins Paragraph, Punctuated)** In a similar vein, if I am writing a long paraphrase of a single work, I need to provide only one in-text citation at the beginning of the paragraph as long as “the context of the writing makes it clear that the same work continues to be paraphrased” (APA, 2020, p. 269). In other words, I could continue to write more about how the manual provides a helpful figure of this rule on p. 270. I would not need to provide a citation when telling you that if the paraphrase is long enough to warrant the creation of a new paragraph, you will need to provide an in-text citation at the top of the new paragraph. As you can see, I am still discussing the APA manual in a specific context, so I am not required to cite the manual again in this paragraph unless I introduce information from a new source. Even so, if you think your professor or reader might question where you found a certain piece of information, it won’t hurt to provide an extra citation or two.

    **Punctuating In-Text Citations**

    So far, you might have noticed that parenthetical citations typically appear
    _before_ the sentence’s end punctuation, because the parenthetical citation is just another element belonging to the sentence. However, there is one specific instance when the parenthetical citation comes
    _after_ the end punctuation. In the case of block quotations (a quotation of 40 words or more), you will introduce the quotation and demarcate it using special indentation:

    Pretend that this is the beginning of the block quotation. First, notice that this long quotation is not surrounded by marks. It is the
    _only_ time in your paper where you will quote something without using quotation marks. Next, the quotation is indented 1/2 inch from the left, and it’s left-justified, meaning that the quote’s left margin forms a straight line up and down. Last but not least, you will provide the parenthetical citation
    _after_ the end punctuation (and because it’s a direct quotation, you will include the page number). Use block quotes sparingly. (Harding, 2020, p. 49)

    If the original paragraph continues after the quotation, begin on the next double-spaced line, making sure that the line is flush left. If you want to begin a new paragraph after the block quotation, you will indent the new paragraph 1/2 inch from the left margin. Finally, if you include a narrative citation when introducing the block quote (i.e. “According to Harding (2020) …”), only include the page number in the parenthetical citation after the block quote. You can read more about these rules on pp. 272-273 of the APA manual.]

    **References [Centered, Bold]**

    Surname, A. A., & Surname B. B. (Year). Reference entry titles are written in sentence case: Sentence case titles for articles and shorter works are plain text and capitalized as if you were writing a sentence.
    _Publication Name_,
    _234_(2), 40-190.
    [https://doi.org/12.029303](https://doi.org/12.029303) (Example of journal article with DOI. DOI should be formatted as an active hyperlink)

    Surname, C. C. (Year).
    _This is the title of a book about China and India: Notice that book titles and titles of longer works are italicized_. Publisher Name. (Example of book and e-book. Writers are no longer required to identify e-book platform (e.g. “Kindle”) or database (e.g. “EBSCO”). For e-books, provide a DOI or URL if one is available. Read more on p. 321 of the manual.)

    REMOVE ALL YELLOW HIGHLIGHTS IF YOU USE THIS DOCUMENT AS A WORKABLE TEMPLATE!

    | | | |
    | — | — | — |
    | | | |

    **## APA_RequiredCoverPage_and_Template_7thed18.docx**

    SHORTENED TITLE IN ALL CAPITALS 1

    SHORTENED TITLE IN ALL CAPITALS 1

    **Your Paper’s Title: Title Is Centered and Bold, Three or Four Lines Down**

    LEAVE A BLANK SPACE

    ## Your Name

    **Donald R. Tapia College of Business, Saint Leo University**
    Course Number and Name, e.g. DBA701: Doctoral Success Lab

    Your Professor’s Name, e.g. Professor Waddell

    Assignment Due Date, e.g. January 21, 2020

    **Graduate Studies in Business Academic Honesty Statement**

    My signature entered below constitutes my pledge that all the writing in this document is my own work, except for those portions which are properly documented and cited. I understand and accept the following definition of plagiarism:

    1. Plagiarism includes the literal repetition without acknowledgment of the writings of another author. All significant phrases, clauses, or passages in this paper which have been taken directly from source material have been enclosed in quotation marks and acknowledged in the text itself as well as on the Reference page.

    2. Plagiarism includes borrowing another’s ideas and representing them as my own.

    3. To paraphrase the thoughts of another writer without acknowledgement is plagiarism.

    4. Plagiarism also includes inadequate paraphrasing. Paraphrased passages (those put into my own words) have been properly acknowledged in the text and in the references.

    5. Plagiarism includes using another person or organization to prepare this paper and then submitting it as my own work.

    6. Plagiarism includes resubmitting my own previous work, in whole, or in part for a current assignment without the written consent of the current instructor.

    **Saint Leo University’s core value of integrity** requires that students pledge to be honest, just, and consistent in word and deed. I fully understand what plagiarism is, and I further understand that if plagiarism is detected in my paper, my professor will follow the procedures for academic dishonesty set forth by Saint Leo University, the Donald R. Tapia College of Business and the Graduate Student Handbook.

    **Student Signature: [Type Full Name Here]**

    **Abstract [Centered, Bold]**

    Start the abstract flush with the left margin; do not indent. According to the
    _Publication Manual of the American Psychological Association_(APA), “An abstract is a brief, comprehensive summary of the contents of the paper” (APA, 2020, p. 38). It allows readers to survey the contents of an article quickly and, like a title, it enables persons interested in the document to retrieve it from abstracting and indexing databases. The first line of the abstract is not indented. An abstract may range from 150 to 250 words (APA, 2020). Because an abstract is not always required for student papers, adhere to your instructor’s requirements.

    _Keywords:_ Follow the abstract with a selection of keywords that describe the important ideas or subjects in your paper. These help online readers search for your paper in a database.

    The keyword list should have its first line indented 0.5 inches. keywords are written in lowercase (except for proper nouns) and separated by commas. Do not place a period at the end of the list.

    ****Title of Your Paper [Centered, Bold]****
    Begin your paper on the next double-spaced line after the title, and indent all paragraphs 1/2 inch. In the updated manual on p. 154, writers are asked to include only
    **one space** between sentences rather than two spaces. When writing in APA style, you have two choices for in-text citations: narrative citations or parenthetical citations. According to a fictitious book by Harding and Jiménez (2020), a narrative citation occurs when you include “authors’ names as part of your sentence” (p. 24). Furthermore, Harding and Jiménez (2020) explain that you only need to provide a page number at the end of a narrative citation when directly quoting from the source. If the authors’ names do not appear in your sentence, you will use a “parenthetical citation” (Harding & Jiménez, 2020, p. 24). Similar to the above example, you only need to include a page number when quoting the authors’ original words (Harding & Jiménez, 2020). The APA manual summarizes these rules and related concepts on pp. 261-264.

    **All Headings Are Bold and Written in Title Case (Level 1, Bold, Centered)**

    You can read more about formatting section headings in the APA manual on pp. 47-49. Not included in this template is a level 5 heading, which is virtually identical to a level 4 heading, except it is italicized. According to the APA (2020), “The number of levels of heading needed for a paper depends on its length and complexity; three is average. … [S]hort student papers may not require any headings” (p. 48).

    **New Rules for Citations (Level 2, Bold, Left Justified)**

    **_First Rule_(Level 3, Flush Left, Italicized, Bold, No Punctuation)**

    Begin indented paragraph on the next line.
    A couple of important new rules concerning in-text citations appear in the APA manual. The first pertains to citing works by three or more authors. Instead of writing each author’s name in the first citation, then utilizing the abbreviation “et al.” for all subsequent citations, the APA advises writers to use the “et al.” abbreviation for
    _every_ in-text citation for works by three or more authors. For example, my first in-text citation for a work by three authors would look like this (Harris et al., 2020). This new guideline reduces the amount of clutter created by listing each author’s name. You can read more about the use of “et al.” on p. 266 of the APA manual.

    **_Second Rule_**

    The other significant change to in-text citation formatting has to do with repeating narrative citations. For example, if I am writing a paragraph focused specifically on the work of Brown (2016), I would need to provide the year in parenthesis only after the
    _first_ reference to Brown. As you can see, I could write more about the groundbreaking work of Brown without cluttering my paragraph with multiple in-text citations containing the year. However, if I am referencing more than one work by Brown, I must provide a complete in-text citation after
    _each_ reference to Brown. That way, my reader won’t be confused. I would also need to provide the year in any parenthetical citation referencing the author (Brown, 2016). This new rule is described on pp. 265-266 in the APA manual.

    **Similar Rule. (Level 4, Indented, Plain Text, Begins Paragraph, Punctuated)** In a similar vein, if I am writing a long paraphrase of a single work, I need to provide only one in-text citation at the beginning of the paragraph as long as “the context of the writing makes it clear that the same work continues to be paraphrased” (APA, 2020, p. 269). In other words, I could continue to write more about how the manual provides a helpful figure of this rule on p. 270. I would not need to provide a citation when telling you that if the paraphrase is long enough to warrant the creation of a new paragraph, you will need to provide an in-text citation at the top of the new paragraph. As you can see, I am still discussing the APA manual in a specific context, so I am not required to cite the manual again in this paragraph unless I introduce information from a new source. Even so, if you think your professor or reader might question where you found a certain piece of information, it won’t hurt to provide an extra citation or two.

    **Punctuating In-Text Citations**

    So far, you might have noticed that parenthetical citations typically appear
    _before_ the sentence’s end punctuation, because the parenthetical citation is just another element belonging to the sentence. However, there is one specific instance when the parenthetical citation comes
    _after_ the end punctuation. In the case of block quotations (a quotation of 40 words or more), you will introduce the quotation and demarcate it using special indentation:

    Pretend that this is the beginning of the block quotation. First, notice that this long quotation is not surrounded by marks. It is the
    _only_ time in your paper where you will quote something without using quotation marks. Next, the quotation is indented 1/2 inch from the left, and it’s left-justified, meaning that the quote’s left margin forms a straight line up and down. Last but not least, you will provide the parenthetical citation
    _after_ the end punctuation (and because it’s a direct quotation, you will include the page number). Use block quotes sparingly. (Harding, 2020, p. 49)

    If the original paragraph continues after the quotation, begin on the next double-spaced line, making sure that the line is flush left. If you want to begin a new paragraph after the block quotation, you will indent the new paragraph 1/2 inch from the left margin. Finally, if you include a narrative citation when introducing the block quote (i.e. “According to Harding (2020) …”), only include the page number in the parenthetical citation after the block quote. You can read more about these rules on pp. 272-273 of the APA manual.]

    **References [Centered, Bold]**

    Surname, A. A., & Surname B. B. (Year). Reference entry titles are written in sentence case: Sentence case titles for articles and shorter works are plain text and capitalized as if you were writing a sentence.
    _Publication Name_,
    _234_(2), 40-190.
    [https://doi.org/12.029303](https://doi.org/12.029303) (Example of journal article with DOI. DOI should be formatted as an active hyperlink)

    Surname, C. C. (Year).
    _This is the title of a book about China and India: Notice that book titles and titles of longer works are italicized_. Publisher Name. (Example of book and e-book. Writers are no longer required to identify e-book platform (e.g. “Kindle”) or database (e.g. “EBSCO”). For e-books, provide a DOI or URL if one is available. Read more on p. 321 of the manual.)

    REMOVE ALL YELLOW HIGHLIGHTS IF YOU USE THIS DOCUMENT AS A WORKABLE TEMPLATE!

    | | | |
    | — | — | — |
    | | | |

    **## HOMEWORKassignment4HRA545.docx**

    1

    3

    **Textbook:** **Moran, J. J. (2014).**
    **_Employment law: new challenges in the business environment_ (6th ed.). Boston: Pearson.**

    ****3 Assignments below: Cite textbook and other scholarly authors.**

    **1.As the HR specialist for a large technology company, your next task is to complete a memorandum**:

    1) creating a new company policy pertaining to sexual harassment that complies with all applicable laws;

    · 2) discussing potential employee training that can be enacted to help avoid or reduce any company legal liability associated with sexual harassment; and

    · 3) addressing steps that should be taken in the event a complaint is received pertaining to sexual harassment.

    **2. As the HR specialist for a large technology company, your next task is to complete a memorandum analyzing the following scenario:**

    Sofoklis Eliopoulos is employed in the shipping and receiving department of your company. His religion requires him to pray at noon each day. A major shipment of tech supplies arrives one day, and Sofoklis is told to work through his break at lunch. He refuses to do so and goes on break to pray. His supervisor informs Sofoklis that he must work through his lunch break and pray at a different time when major shipments arrive that have to be unloaded immediately. Sofoklis resigns and files a claim with the EEOC.

    · Write a memorandum addressing the following:

    · 1) What the employer’s duty is in this situation?
    2) Whether the employee's situation falls under the definition of religious practice (i.e., whether it requires the employer to reasonably accommodate said religious belief).
    3) If the religious belief requires an accommodation, does the accommodation create an undue burden on the employer?
    4) If the accommodation does not create an undue burden, what accommodation should be implemented?
    5) What additional steps should be taken to help the company avoid or reduce legal liability concerning religious discrimination?

    **3. As the HR specialist for a large technology company, your next task is to complete a memorandum:**

    1) Creating a new company policy pertaining to age discrimination that complies with all applicable laws;
    2) Discussing potential employee training that can be enacted to help avoid or reduce any company legal liability associated with age discrimination; and
    3) Addressing steps that should be taken in the event a complaint is received pertaining to age discrimination.

    **## APA_RequiredCoverPage_and_Template_7thed18.docx**

    SHORTENED TITLE IN ALL CAPITALS 1

    SHORTENED TITLE IN ALL CAPITALS 1

    **Your Paper’s Title: Title Is Centered and Bold, Three or Four Lines Down**

    LEAVE A BLANK SPACE

    ## Your Name

    **Donald R. Tapia College of Business, Saint Leo University**
    Course Number and Name, e.g. DBA701: Doctoral Success Lab

    Your Professor’s Name, e.g. Professor Waddell

    Assignment Due Date, e.g. January 21, 2020

    **Graduate Studies in Business Academic Honesty Statement**

    My signature entered below constitutes my pledge that all the writing in this document is my own work, except for those portions which are properly documented and cited. I understand and accept the following definition of plagiarism:

    1. Plagiarism includes the literal repetition without acknowledgment of the writings of another author. All significant phrases, clauses, or passages in this paper which have been taken directly from source material have been enclosed in quotation marks and acknowledged in the text itself as well as on the Reference page.

    2. Plagiarism includes borrowing another’s ideas and representing them as my own.

    3. To paraphrase the thoughts of another writer without acknowledgement is plagiarism.

    4. Plagiarism also includes inadequate paraphrasing. Paraphrased passages (those put into my own words) have been properly acknowledged in the text and in the references.

    5. Plagiarism includes using another person or organization to prepare this paper and then submitting it as my own work.

    6. Plagiarism includes resubmitting my own previous work, in whole, or in part for a current assignment without the written consent of the current instructor.

    **Saint Leo University’s core value of integrity** requires that students pledge to be honest, just, and consistent in word and deed. I fully understand what plagiarism is, and I further understand that if plagiarism is detected in my paper, my professor will follow the procedures for academic dishonesty set forth by Saint Leo University, the Donald R. Tapia College of Business and the Graduate Student Handbook.

    **Student Signature: [Type Full Name Here]**

    **Abstract [Centered, Bold]**

    Start the abstract flush with the left margin; do not indent. According to the
    _Publication Manual of the American Psychological Association_(APA), “An abstract is a brief, comprehensive summary of the contents of the paper” (APA, 2020, p. 38). It allows readers to survey the contents of an article quickly and, like a title, it enables persons interested in the document to retrieve it from abstracting and indexing databases. The first line of the abstract is not indented. An abstract may range from 150 to 250 words (APA, 2020). Because an abstract is not always required for student papers, adhere to your instructor’s requirements.

    _Keywords:_ Follow the abstract with a selection of keywords that describe the important ideas or subjects in your paper. These help online readers search for your paper in a database.

    The keyword list should have its first line indented 0.5 inches. keywords are written in lowercase (except for proper nouns) and separated by commas. Do not place a period at the end of the list.

    ****Title of Your Paper [Centered, Bold]****
    Begin your paper on the next double-spaced line after the title, and indent all paragraphs 1/2 inch. In the updated manual on p. 154, writers are asked to include only
    **one space** between sentences rather than two spaces. When writing in APA style, you have two choices for in-text citations: narrative citations or parenthetical citations. According to a fictitious book by Harding and Jiménez (2020), a narrative citation occurs when you include “authors’ names as part of your sentence” (p. 24). Furthermore, Harding and Jiménez (2020) explain that you only need to provide a page number at the end of a narrative citation when directly quoting from the source. If the authors’ names do not appear in your sentence, you will use a “parenthetical citation” (Harding & Jiménez, 2020, p. 24). Similar to the above example, you only need to include a page number when quoting the authors’ original words (Harding & Jiménez, 2020). The APA manual summarizes these rules and related concepts on pp. 261-264.

    **All Headings Are Bold and Written in Title Case (Level 1, Bold, Centered)**

    You can read more about formatting section headings in the APA manual on pp. 47-49. Not included in this template is a level 5 heading, which is virtually identical to a level 4 heading, except it is italicized. According to the APA (2020), “The number of levels of heading needed for a paper depends on its length and complexity; three is average. … [S]hort student papers may not require any headings” (p. 48).

    **New Rules for Citations (Level 2, Bold, Left Justified)**

    **_First Rule_(Level 3, Flush Left, Italicized, Bold, No Punctuation)**

    Begin indented paragraph on the next line.
    A couple of important new rules concerning in-text citations appear in the APA manual. The first pertains to citing works by three or more authors. Instead of writing each author’s name in the first citation, then utilizing the abbreviation “et al.” for all subsequent citations, the APA advises writers to use the “et al.” abbreviation for
    _every_ in-text citation for works by three or more authors. For example, my first in-text citation for a work by three authors would look like this (Harris et al., 2020). This new guideline reduces the amount of clutter created by listing each author’s name. You can read more about the use of “et al.” on p. 266 of the APA manual.

    **_Second Rule_**

    The other significant change to in-text citation formatting has to do with repeating narrative citations. For example, if I am writing a paragraph focused specifically on the work of Brown (2016), I would need to provide the year in parenthesis only after the
    _first_ reference to Brown. As you can see, I could write more about the groundbreaking work of Brown without cluttering my paragraph with multiple in-text citations containing the year. However, if I am referencing more than one work by Brown, I must provide a complete in-text citation after
    _each_ reference to Brown. That way, my reader won’t be confused. I would also need to provide the year in any parenthetical citation referencing the author (Brown, 2016). This new rule is described on pp. 265-266 in the APA manual.

    **Similar Rule. (Level 4, Indented, Plain Text, Begins Paragraph, Punctuated)** In a similar vein, if I am writing a long paraphrase of a single work, I need to provide only one in-text citation at the beginning of the paragraph as long as “the context of the writing makes it clear that the same work continues to be paraphrased” (APA, 2020, p. 269). In other words, I could continue to write more about how the manual provides a helpful figure of this rule on p. 270. I would not need to provide a citation when telling you that if the paraphrase is long enough to warrant the creation of a new paragraph, you will need to provide an in-text citation at the top of the new paragraph. As you can see, I am still discussing the APA manual in a specific context, so I am not required to cite the manual again in this paragraph unless I introduce information from a new source. Even so, if you think your professor or reader might question where you found a certain piece of information, it won’t hurt to provide an extra citation or two.

    **Punctuating In-Text Citations**

    So far, you might have noticed that parenthetical citations typically appear
    _before_ the sentence’s end punctuation, because the parenthetical citation is just another element belonging to the sentence. However, there is one specific instance when the parenthetical citation comes
    _after_ the end punctuation. In the case of block quotations (a quotation of 40 words or more), you will introduce the quotation and demarcate it using special indentation:

    Pretend that this is the beginning of the block quotation. First, notice that this long quotation is not surrounded by marks. It is the
    _only_ time in your paper where you will quote something without using quotation marks. Next, the quotation is indented 1/2 inch from the left, and it’s left-justified, meaning that the quote’s left margin forms a straight line up and down. Last but not least, you will provide the parenthetical citation
    _after_ the end punctuation (and because it’s a direct quotation, you will include the page number). Use block quotes sparingly. (Harding, 2020, p. 49)

    If the original paragraph continues after the quotation, begin on the next double-spaced line, making sure that the line is flush left. If you want to begin a new paragraph after the block quotation, you will indent the new paragraph 1/2 inch from the left margin. Finally, if you include a narrative citation when introducing the block quote (i.e. “According to Harding (2020) …”), only include the page number in the parenthetical citation after the block quote. You can read more about these rules on pp. 272-273 of the APA manual.]

    **References [Centered, Bold]**

    Surname, A. A., & Surname B. B. (Year). Reference entry titles are written in sentence case: Sentence case titles for articles and shorter works are plain text and capitalized as if you were writing a sentence.
    _Publication Name_,
    _234_(2), 40-190.
    [https://doi.org/12.029303](https://doi.org/12.029303) (Example of journal article with DOI. DOI should be formatted as an active hyperlink)

    Surname, C. C. (Year).
    _This is the title of a book about China and India: Notice that book titles and titles of longer works are italicized_. Publisher Name. (Example of book and e-book. Writers are no longer required to identify e-book platform (e.g. “Kindle”) or database (e.g. “EBSCO”). For e-books, provide a DOI or URL if one is available. Read more on p. 321 of the manual.)

    REMOVE ALL YELLOW HIGHLIGHTS IF YOU USE THIS DOCUMENT AS A WORKABLE TEMPLATE!

    | | | |
    | — | — | — |
    | | | |

    **## HOMEWORKassignment4HRA545.docx**

    1

    3

    **Textbook:** **Moran, J. J. (2014).**
    **_Employment law: new challenges in the business environment_ (6th ed.). Boston: Pearson.**

    ****3 Assignments below: Cite textbook and other scholarly authors.**

    **1.As the HR specialist for a large technology company, your next task is to complete a memorandum**:

    1) creating a new company policy pertaining to sexual harassment that complies with all applicable laws;

    · 2) discussing potential employee training that can be enacted to help avoid or reduce any company legal liability associated with sexual harassment; and

    · 3) addressing steps that should be taken in the event a complaint is received pertaining to sexual harassment.

    **2. As the HR specialist for a large technology company, your next task is to complete a memorandum analyzing the following scenario:**

    Sofoklis Eliopoulos is employed in the shipping and receiving department of your company. His religion requires him to pray at noon each day. A major shipment of tech supplies arrives one day, and Sofoklis is told to work through his break at lunch. He refuses to do so and goes on break to pray. His supervisor informs Sofoklis that he must work through his lunch break and pray at a different time when major shipments arrive that have to be unloaded immediately. Sofoklis resigns and files a claim with the EEOC.

    · Write a memorandum addressing the following:

    · 1) What the employer’s duty is in this situation?
    2) Whether the employee's situation falls under the definition of religious practice (i.e., whether it requires the employer to reasonably accommodate said religious belief).
    3) If the religious belief requires an accommodation, does the accommodation create an undue burden on the employer?
    4) If the accommodation does not create an undue burden, what accommodation should be implemented?
    5) What additional steps should be taken to help the company avoid or reduce legal liability concerning religious discrimination?

    **3. As the HR specialist for a large technology company, your next task is to complete a memorandum:**

    1) Creating a new company policy pertaining to age discrimination that complies with all applicable laws;
    2) Discussing potential employee training that can be enacted to help avoid or reduce any company legal liability associated with age discrimination; and
    3) Addressing steps that should be taken in the event a complaint is received pertaining to age discrimination.

    **## APA_RequiredCoverPage_and_Template_7thed18.docx**

    SHORTENED TITLE IN ALL CAPITALS 1

    SHORTENED TITLE IN ALL CAPITALS 1

    **Your Paper’s Title: Title Is Centered and Bold, Three or Four Lines Down**

    LEAVE A BLANK SPACE

    ## Your Name

    **Donald R. Tapia College of Business, Saint Leo University**
    Course Number and Name, e.g. DBA701: Doctoral Success Lab

    Your Professor’s Name, e.g. Professor Waddell

    Assignment Due Date, e.g. January 21, 2020

    **Graduate Studies in Business Academic Honesty Statement**

    My signature entered below constitutes my pledge that all the writing in this document is my own work, except for those portions which are properly documented and cited. I understand and accept the following definition of plagiarism:

    1. Plagiarism includes the literal repetition without acknowledgment of the writings of another author. All significant phrases, clauses, or passages in this paper which have been taken directly from source material have been enclosed in quotation marks and acknowledged in the text itself as well as on the Reference page.

    2. Plagiarism includes borrowing another’s ideas and representing them as my own.

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    _every_ in-text citation for works by three or more authors. For example, my first in-text citation for a work by three authors would look like this (Harris et al., 2020). This new guideline reduces the amount of clutter created by listing each author’s name. You can read more about the use of “et al.” on p. 266 of the APA manual.

    **_Second Rule_**

    The other significant change to in-text citation formatting has to do with repeating narrative citations. For example, if I am writing a paragraph focused specifically on the work of Brown (2016), I would need to provide the year in parenthesis only after the
    _first_ reference to Brown. As you can see, I could write more about the groundbreaking work of Brown without cluttering my paragraph with multiple in-text citations containing the year. However, if I am referencing more than one work by Brown, I must provide a complete in-text citation after
    _each_ reference to Brown. That way, my reader won’t be confused. I would also need to provide the year in any parenthetical citation referencing the author (Brown, 2016). This new rule is described on pp. 265-266 in the APA manual.

    **Similar Rule. (Level 4, Indented, Plain Text, Begins Paragraph, Punctuated)** In a similar vein, if I am writing a long paraphrase of a single work, I need to provide only one in-text citation at the beginning of the paragraph as long as “the context of the writing makes it clear that the same work continues to be paraphrased” (APA, 2020, p. 269). In other words, I could continue to write more about how the manual provides a helpful figure of this rule on p. 270. I would not need to provide a citation when telling you that if the paraphrase is long enough to warrant the creation of a new paragraph, you will need to provide an in-text citation at the top of the new paragraph. As you can see, I am still discussing the APA manual in a specific context, so I am not required to cite the manual again in this paragraph unless I introduce information from a new source. Even so, if you think your professor or reader might question where you found a certain piece of information, it won’t hurt to provide an extra citation or two.

    **Punctuating In-Text Citations**

    So far, you might have noticed that parenthetical citations typically appear
    _before_ the sentence’s end punctuation, because the parenthetical citation is just another element belonging to the sentence. However, there is one specific instance when the parenthetical citation comes
    _after_ the end punctuation. In the case of block quotations (a quotation of 40 words or more), you will introduce the quotation and demarcate it using special indentation:

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    _234_(2), 40-190.
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    Surname, C. C. (Year).
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  • [Solved] help

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    help – 2 years ago **files (1)** – ## ESSAY2.docx **## ESSAY2.docx** The gym was full, the air dense with expectation and the aroma of popcorn. It was the final game of the are, and our Lady Yellow Jackets faced their fiercest rivals. The scoreboard indicated a draw with barely ten seconds remained …

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    help

    – 2 years ago

    **files (1)**

    – ## ESSAY2.docx

    **## ESSAY2.docx**

    The gym was full, the air dense with expectation and the aroma of popcorn. It was the final game of the are, and our Lady Yellow Jackets faced their fiercest rivals. The scoreboard indicated a draw with barely ten seconds remained on the clock. The anxiety was evident, with every eye in the room focused on the court.

    I stood at the free throw line, the ball heavy in my grip. The crowd's shout faded into a faraway hum as I concentrated on the hoop. This was it the moment I'd dreamed of, trained for, and imagined countless times. My teammates, their expressions filled with tiredness and hope, watched from the sidelines. Coach's voice echoed in my thoughts, urging me to breathe and believe in my training.
    As I dribbled the ball, my thoughts turned to the adventure that had brought me here. My family and friends made sacrifices, including early morning practices and late-night study sessions. I recalled the setbacks, injuries, and moments of doubt. But most of all, I remembered the companionship, laughter, and the unshakable bond.

    I inhaled deeply, with buckled knees, and let go of the ball. The whole gym held their breath as time seemed to slow as it arced through the air. The ball wobbled for a heart-stopping instant after kissing the rim. Then it swung through the net with a pleasing swoosh. There was no time for celebration, yet the crowd surged. We still needed to protect.

    The ball was swiftly inbounded by the other team, who raced down the court. Every player gave it their all as we played unrelenting defense. Their star player made a last-ditch three-point try with seconds left. I jumped, my palm barely touching the ball to change its trajectory. It sounded the buzzer and clanged off the rim. We were victorious.

    The entire gym erupted in cheers, and my teammates raced to embrace me. We cried tears of pleasure as we celebrated our hard-fought victory. In that moment, I felt an incredible sense of pride—not only for the victory, but for the adventure we had taken together.

    From this scene, the audience would learn about my perseverance and commitment. They would witness the value of teamwork, the power of believing in oneself, and the ability to overcome adversity. This moment would capture the core of my high school basketball career, emphasizing the importance of hard work, tenacity, and teamwork. It demonstrates that success is not just about the end result, but also about the journey and those who support you along the way. 🏀

    Perseverance and Dedication

    There were innumerable difficulties and barriers during my time playing basketball in high school. I stayed dedicated to my objectives despite difficult losses, demanding practices, and times when I doubted myself. This tenacity involved more than just getting through difficult times; it also involved keeping a good outlook and always trying to get better. Every game, every practice, and every failure served as a springboard for development and achievement.

    The Value of Teamwork

    Basketball is a team sport, and my accomplishments were never achieved alone. My teammates, coaches, and supporters worked together to achieve every triumph. We learnt to trust one another, communicate effectively, and collaborate toward a common goal. This partnership was the foundation of our success, teaching me the value of collaboration in all facets of life. The ties we developed on the court led to a strong sense of camaraderie and mutual respect off the court.

    Believing in oneself

    One of the most significant lessons I learnt was the value of self-belief. There were times when the odds were stacked against us, but believing in ourselves and remaining confident made all the difference. This self-belief was not only about individual confidence, but also about inspiring and encouraging one another as a team. An encouraging remark from a teammate or a slap on the back from a coach can change the game and raise our morale.

    Overcoming adversity

    Adversity was our constant companion on this voyage. However, it was through these obstacles that we became stronger and more resilient. Each setback was an opportunity to learn, adjust, and come back stronger. Overcoming adversity is a testament

    The Trip and Assistance

    In the end, this scene sums up my high school basketball career. It proves that the journey and the people who help you along the way are just as important to success as the final product. Success is really defined by the memories made, the relationships forged, and the lessons learned. I am appreciative of my loved ones, coaches, and teammates for always being there for me. Their unfailing support and believe in me were essential to my development and success.

    In conclusion

    To sum up, playing basketball in high school was a voyage of tenacity, cooperation, faith in oneself, and conquering hardship. It taught me that the journey is just as essential as the destination and that success requires teamwork. I am appreciative of my loved ones, coaches, and teammates for always being there for me. I am the person I am now because of this experience, and I apply the lessons I learned to every area of my life.

    Thank you. ✨

    **## ESSAY2.docx**

    The gym was full, the air dense with expectation and the aroma of popcorn. It was the final game of the are, and our Lady Yellow Jackets faced their fiercest rivals. The scoreboard indicated a draw with barely ten seconds remained on the clock. The anxiety was evident, with every eye in the room focused on the court.

    I stood at the free throw line, the ball heavy in my grip. The crowd's shout faded into a faraway hum as I concentrated on the hoop. This was it the moment I'd dreamed of, trained for, and imagined countless times. My teammates, their expressions filled with tiredness and hope, watched from the sidelines. Coach's voice echoed in my thoughts, urging me to breathe and believe in my training.
    As I dribbled the ball, my thoughts turned to the adventure that had brought me here. My family and friends made sacrifices, including early morning practices and late-night study sessions. I recalled the setbacks, injuries, and moments of doubt. But most of all, I remembered the companionship, laughter, and the unshakable bond.

    I inhaled deeply, with buckled knees, and let go of the ball. The whole gym held their breath as time seemed to slow as it arced through the air. The ball wobbled for a heart-stopping instant after kissing the rim. Then it swung through the net with a pleasing swoosh. There was no time for celebration, yet the crowd surged. We still needed to protect.

    The ball was swiftly inbounded by the other team, who raced down the court. Every player gave it their all as we played unrelenting defense. Their star player made a last-ditch three-point try with seconds left. I jumped, my palm barely touching the ball to change its trajectory. It sounded the buzzer and clanged off the rim. We were victorious.

    The entire gym erupted in cheers, and my teammates raced to embrace me. We cried tears of pleasure as we celebrated our hard-fought victory. In that moment, I felt an incredible sense of pride—not only for the victory, but for the adventure we had taken together.

    From this scene, the audience would learn about my perseverance and commitment. They would witness the value of teamwork, the power of believing in oneself, and the ability to overcome adversity. This moment would capture the core of my high school basketball career, emphasizing the importance of hard work, tenacity, and teamwork. It demonstrates that success is not just about the end result, but also about the journey and those who support you along the way. 🏀

    Perseverance and Dedication

    There were innumerable difficulties and barriers during my time playing basketball in high school. I stayed dedicated to my objectives despite difficult losses, demanding practices, and times when I doubted myself. This tenacity involved more than just getting through difficult times; it also involved keeping a good outlook and always trying to get better. Every game, every practice, and every failure served as a springboard for development and achievement.

    The Value of Teamwork

    Basketball is a team sport, and my accomplishments were never achieved alone. My teammates, coaches, and supporters worked together to achieve every triumph. We learnt to trust one another, communicate effectively, and collaborate toward a common goal. This partnership was the foundation of our success, teaching me the value of collaboration in all facets of life. The ties we developed on the court led to a strong sense of camaraderie and mutual respect off the court.

    Believing in oneself

    One of the most significant lessons I learnt was the value of self-belief. There were times when the odds were stacked against us, but believing in ourselves and remaining confident made all the difference. This self-belief was not only about individual confidence, but also about inspiring and encouraging one another as a team. An encouraging remark from a teammate or a slap on the back from a coach can change the game and raise our morale.

    Overcoming adversity

    Adversity was our constant companion on this voyage. However, it was through these obstacles that we became stronger and more resilient. Each setback was an opportunity to learn, adjust, and come back stronger. Overcoming adversity is a testament

    The Trip and Assistance

    In the end, this scene sums up my high school basketball career. It proves that the journey and the people who help you along the way are just as important to success as the final product. Success is really defined by the memories made, the relationships forged, and the lessons learned. I am appreciative of my loved ones, coaches, and teammates for always being there for me. Their unfailing support and believe in me were essential to my development and success.

    In conclusion

    To sum up, playing basketball in high school was a voyage of tenacity, cooperation, faith in oneself, and conquering hardship. It taught me that the journey is just as essential as the destination and that success requires teamwork. I am appreciative of my loved ones, coaches, and teammates for always being there for me. I am the person I am now because of this experience, and I apply the lessons I learned to every area of my life.

    Thank you. ✨

  • [Solved] HELP 2

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    HELP – 2 years ago **files (1)** – ## ESSAY1.docx **## ESSAY1.docx** Volunteering with Create to Lead allowed me to make a significant impact in my community, particularly in the lives of children. As a volunteer, I dedicated my time and effort to packing snack bags for kids, ensuring they had acces…

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    HELP

    – 2 years ago

    **files (1)**

    – ## ESSAY1.docx

    **## ESSAY1.docx**

    Volunteering with Create to Lead allowed me to make a significant impact in my community, particularly in the lives of children. As a volunteer, I dedicated my time and effort to packing snack bags for kids, ensuring they had access to nutritious snacks that contribute to their overall well-being. This seemingly simple act carried profound benefits, addressing both immediate and long-term needs.

    By providing these snack bags, I helped combat food insecurity among children, which is a critical issue that affects their physical health, academic performance, and emotional well-being. My efforts ensured that children had access to healthy snacks, which could help them stay focused and energized throughout the day, positively influencing their ability to learn and participate in school activities.

    Moreover, my participation in Create to Lead demonstrated to the children that there are caring individuals in their community who are invested in their success and happiness. This sense of support and community can have a lasting impact on their self-esteem and motivation, encouraging them to strive for their goals and dreams.

    My volunteering also supported the mission of Create to Lead, a nonprofit organization dedicated to empowering and uplifting children. By contributing my time and energy, I played a crucial role in the organization's ability to deliver on its promise and expand its reach. My work helped Create to Lead maintain its operations and continue to serve more children in need.

    In summary, my impact as a volunteer with Create to Lead was multifaceted. I addressed immediate nutritional needs, provided emotional support, and reinforced the importance of community involvement. My dedication and compassion made a tangible difference in the lives of children, and my efforts will be remembered as a source of inspiration and hope.

    In addition, I collaborated with local organizations to develop long-term activities that would help the community after my volunteer stint ended. By creating seminars and activities, I helped youngsters develop the skills and confidence they needed to thrive. My position also included teaching and guiding young volunteers, ensuring that they understood the importance of giving back and having a positive influence.

    Through my efforts, I not only improved the children's well-being, but also instilled a feeling of community solidarity and purpose. This experience has been extremely satisfying and has strengthened my conviction in the power of collective action and the necessity of compassion in effecting long-term change.

    **## ESSAY1.docx**

    Volunteering with Create to Lead allowed me to make a significant impact in my community, particularly in the lives of children. As a volunteer, I dedicated my time and effort to packing snack bags for kids, ensuring they had access to nutritious snacks that contribute to their overall well-being. This seemingly simple act carried profound benefits, addressing both immediate and long-term needs.

    By providing these snack bags, I helped combat food insecurity among children, which is a critical issue that affects their physical health, academic performance, and emotional well-being. My efforts ensured that children had access to healthy snacks, which could help them stay focused and energized throughout the day, positively influencing their ability to learn and participate in school activities.

    Moreover, my participation in Create to Lead demonstrated to the children that there are caring individuals in their community who are invested in their success and happiness. This sense of support and community can have a lasting impact on their self-esteem and motivation, encouraging them to strive for their goals and dreams.

    My volunteering also supported the mission of Create to Lead, a nonprofit organization dedicated to empowering and uplifting children. By contributing my time and energy, I played a crucial role in the organization's ability to deliver on its promise and expand its reach. My work helped Create to Lead maintain its operations and continue to serve more children in need.

    In summary, my impact as a volunteer with Create to Lead was multifaceted. I addressed immediate nutritional needs, provided emotional support, and reinforced the importance of community involvement. My dedication and compassion made a tangible difference in the lives of children, and my efforts will be remembered as a source of inspiration and hope.

    In addition, I collaborated with local organizations to develop long-term activities that would help the community after my volunteer stint ended. By creating seminars and activities, I helped youngsters develop the skills and confidence they needed to thrive. My position also included teaching and guiding young volunteers, ensuring that they understood the importance of giving back and having a positive influence.

    Through my efforts, I not only improved the children's well-being, but also instilled a feeling of community solidarity and purpose. This experience has been extremely satisfying and has strengthened my conviction in the power of collective action and the necessity of compassion in effecting long-term change.

  • [Solved] 2 peer Responses Applying Erickson’s Theory

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    1. Using Erikson’s Psychosocial Stages of Development, we can understand the struggles of both the parents and their 16-year-old son. The son is in the Identity vs. Role Confusion stage, where he is trying to assert independence and develop a sense of self. Losing his driving privileges may feel li…

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    1. Using Erikson’s Psychosocial Stages of Development, we can understand the struggles of both the parents and their 16-year-old son. The son is in the Identity vs. Role Confusion stage, where he is trying to assert independence and develop a sense of self. Losing his driving privileges may feel like a loss of autonomy, leading to defiance. Beyond his school performance, he could be dealing with self-esteem issues, peer pressure, or emotional struggles (Kanel, 2015).

    The parents are in the Generativity vs. Stagnation stage, focusing on guiding their child toward responsibility. While enforcing consequences, they may also struggle with frustration, guilt, or external stressors like work or finances. The deeper issue may be a breakdown in communication, where both sides feel unheard or misunderstood. Addressing these struggles through counseling and open dialogue could help bridge the gap between independence and responsibility.

    Question for the class: How can parents balance discipline and support when dealing with a rebellious teenager?

    2.

    By studying  Erickson's stages of psychosocial development I think that the mother is in the Intimacy vs. Isolation stage. "This conflict centers on relationships. When we are able to navigate this period of life successfully, we end up having fulfilling, enduring relationships. Struggling, on the other hand, can result in loneliness, and isolation."(Cherry, K., 2024) Some people think that intimacy is just about sex, but that's not true. The mother in this case has had an intimate relationship with her son since he was born. The conflict here is that the son wants his independence and is pulling away from his parents, and the mother struggles with that.

    The father, I believe is in the generativity vs. stagnation stage. "Generativity refers to 'making your mark' on the world by caring for others , as well as through creating and accomplishing things that make the world a better place." (Cherry, K., 2024) Stagnation can be related to a midlife crisis. The father may feel like he has let his son down and should have done more to help the boy learn some social skills, and not be rebellious.

    The son is going through the Identity vs. Confusion stage. "During this stage, adolescents explore their independence and develop a sense of self. Identity vs. role confusion is a stage characterized by asking 'Who am I,' and learning more about your goals, values, and beliefs. (Cherry, K., 2023) The son wants more freedom and is getting to be rebellious. Role confusion exists because at that age you are unsure of who you are and confused about what your role in life would be, Cherry says.

    Other difficulties in the family not described in the case study may be, lack of solidarity between the parents and the son, and neglect of social activities with the boy.

    Question for the class: How would you handle the situation with getting the son a car?

    – 2 years ago

  • [Solved] 2 peer Responses Job Loss

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    Executive Solution Overview

    1. When a job loss occurs, it wreaks havoc on some lifestyles, and mental health issues can occur. Symptoms encompass separation distress, problems accepting the changed reality, yearning for the lost job, identity confusion, anger, and difficulties moving on, causing severe psychological distress a…

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    1.

    When a job loss occurs, it wreaks havoc on some lifestyles, and mental health issues can occur. Symptoms encompass separation distress, problems accepting the changed reality, yearning for the lost job, identity confusion, anger, and difficulties moving on, causing severe psychological distress and dysfunction.  (Van ,ETL,(2023) Stress is inevitable, revolving around job loss. A person might not know how to survive, pay their bills, and have no outside support. Learning to rely on another person being independent for so long causes regret and even embarrassment. When they must make it necessary to keep up with their bills and expenses, more downtime can cause a sense of worthlessness (Kanel (2018).

    Being at home becomes tiring, and the loss of wages keeps them sheltered at home. This can cause depression. The person may feel inadequate or a failure for losing an opportunity they worked hard to gain. Those who have become educated may feel the years they wasted in college mean nothing. Even though those with higher education are less likely to have multiple symptoms of job loss (Kanel (2018), they may even feel relieved that they could not let go of the position themselves.Meanwhile, those with less education feel they have less chance of finding another position quickly enough before the eviction notices start coming and the lights shut off. Eventually, it leads to homelessness and not being able to support their family. The impact it has on children can cause chaos in the home,and the children can also become mentally unstable. (Fuller (2022)

    Having a social life after losing a job is much harder to maintain as the people in your job become a natural part of your lifestyle, whether it is Debbie who always brings excellent coffee, Mark who always makes you laugh, or even Karen who gets on your last nerve these people as a whole are what gets you through your day and when you leave a position the less likely are you to spend time with these people.   Within, Jahoda's latent deprivation model (LDM). Makes it clear that engaging in employment activities can fulfill five basic psychological needs: the need for affiliation, the need for time structure, social status, the need for purpose in life, and. the need for enforced activity. (Van ,ETL,(2023) Finding a structured activity that compares to what you lose because of job loss is hard, and fulfillment can be challenging.

    A caseworker needs to understand that the loss of a job is incredibly difficult to manage and is a form of grieving. Helping the client file resources such as unemployment, food stamps, or even medical insurance is a massive save for someone who may not know how to file or find it embarrassing to file for these benefits. (Kanel (2018) Cognitive behavior therapy can allow your client to explore their next steps, process the stress of being jobless, and allow them an open space to vent and seek honesty. Letting them know they aren't alone, few stay unemployed if they want to be employed. In the meantime, as they search for work, the caseworker can also provide resources for extracurricular activities such as a pottery class, book club, or even a soup kitchen. This can provide those hours that they cannot fill at home and add a social life outlet to calm the sting of depression.

    Do you think attendance policies should be the sole reason someone loses their job security? Do you also think an employer should give 2 weeks' notice before termination, just like you need to leave the position?

    2.

    Losing a job can have a significant impact not just on the individual but also on their family. Beyond financial strain, it can lead to emotional distress, loss of identity, relationship struggles, and even physical health issues (Kanel, 2015). The stress of job loss may also contribute to depression, anxiety, and feelings of hopelessness, affecting a person's motivation and daily functioning. Families may experience increased tension, role shifts, or difficulty meeting basic needs.

    To support a client facing job loss, interventions should focus on emotional support, practical solutions, and long-term planning. Encouraging them to process their feelings, helping them develop coping strategies, and connecting them with resources such as financial assistance programs or job training services can provide stability. Career counseling and goal setting can help the individual regain confidence and work toward new opportunities. Providing crisis intervention techniques, such as active listening and reframing perspectives, can also be valuable in helping clients move forward (Kanel, 2015).

    Question for the class: What strategies do you think are most effective in helping individuals regain a sense of purpose after job loss?

    – 2 years ago

  • [Solved] 2 peer Responses Grief Counseling

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    Executive Solution Overview

    1.Everyone experiences death and dying, and some deal with it in a healthy, safe way. Others cannot face the loss, which results in mental health issues and drug use. Mourning as a concept means severe and prolonged pain after a loss (Kanel,(2018). Freud was one of the first theoreticians to bring a…

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    1.Everyone experiences death and dying, and some deal with it in a healthy, safe way. Others cannot face the loss, which results in mental health issues and drug use. Mourning as a concept means severe and prolonged pain after a loss (Kanel,(2018). Freud was one of the first theoreticians to bring about a scientific clarity of loss, melancholia, and mourning; he argued that mourning is not only an occurrence of death but can be, in other instances, of loss (Ozel,(2020) Mourning is a complex process because there are so many obstacles one has to face to be able to handle the loss of a loved one, including the quality of the relationship with the deceased, religious and cultural beliefs related to mourning, mental health history, support systems, perception of death, presence of past losses, factors such as the way of death and socioeconomic status (Ozel,(2020) and the helpless feeling of guilt if one did not get the chance to say goodbye to the loved one.

    In Worden's theory of four stages of mourning, his first theory is that Accepting a person's loss is significant in that this is the adjustment phase of heading toward a healthy grieving process. The person must understand that their loved one will no longer answer the phone, call on the holidays, or be there for support when the client feels overwhelmed. These losses are incredibly hard to manage, wondering who they are going to confide in and how they are going to handle holidays and birthdays without the person.  Replacing a person is never easy, or is it meant to happen. However, as one moves on in the direction of healing, it is better for the counselor to move forward with patience and then find new meaningful relationships that can help with the dying loved one. (Kanel,(2018) Mourning seems never-ending, but within a few months, one may have passed the significant process of acceptance and understanding, leading to a better outcome of healing and acceptance. Depending on the age of the loss is significant in the healing stages. Lossing A

    The mourning process also causes physical pain in the stomach and chest and has the capability of incapacitating a person mentally. It can cause sleep disturbance and other side effects (Kanel,(2018). This is why mourning a person is complex and difficult to pass, even with a counselor's help. Counselors should also think about ways that this individual is mourning and not push the stages in order or as recognized in the literature. Mourning is not literature-based and does not show in every person the same presentation. The focus of the care provided by health workers or mental health workers to the individual confronted with loss is to establish healing and complementary communication. These supportive services include problem-solving, role modeling, encouragement, teaching, and counseling (Ozel,(2020)

    A counselor can help the process of mourning by being a listening ear and offering friendly suggestions. As a counselor, the primary process to understand is that patience with a client is necessary for rapid recovery, not pushing a client to open up but still being persuasive in having the client heal and move on from the tragedy. The stages of grief are subjective depending on the way one has died, and they are tailored to each individual dying. The stages can come in various ways and may not be in order, or some stages may have been passed or discs included in the grieving process.

    Can the mourning process affect an investigator when the person has just committed a violent act toward a loved one, such as murder?

    2.

    Mourning is one of the hardest things a person can go through because it’s deeply personal and unpredictable. Losing someone we love changes our world, forcing us to adjust to life without them while managing overwhelming emotions. Grief isn’t just emotional, it can also affect someone physically, mentally, and socially. What makes it even more difficult is that there’s no set timeline or clear path to follow. Some days may feel manageable, while others bring waves of sadness out of nowhere (Kanel, 2015).

    As a crisis counselor, the best way to support someone through grief is by being present, listening, and validating their feelings. Encouraging them to talk, helping them find healthy ways to cope, and connecting them with resources like support groups or therapy can make a difference. Everyone grieves in their own way, so it’s important to meet them where they are and remind them that there’s no "right" way to mourn (Kanel, 2015).

    Grief doesn’t follow a neat set of stages, and not everyone experiences each one. Some people may skip certain stages, cycle through them multiple times, or process their loss in a completely different way. The key isn’t checking off stages like a to-do list it’s finding ways to move forward while still honoring the loss. Healing looks different for everyone, and what matters most is that a person finds support and meaning in their own time (Kanel, 2015).

    Question for the class: What are some meaningful ways we can support someone who is grieving beyond just offering words of comfort?

    – 2 years ago