Tag: Human Resource Management Analysis

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– 2 years ago **files (1)** – ## Discussion1.docx **## Discussion1.docx** **Discussion: Is Economics Relevant to Human Resource Management?** HRM is one of the fastest-growing disciplines in business. Business leaders are calling for HR professionals who understand how economics affects the attracti…

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– 2 years ago

**files (1)**

– ## Discussion1.docx

**## Discussion1.docx**

**Discussion: Is Economics Relevant to Human Resource Management?**

HRM is one of the fastest-growing disciplines in business. Business leaders are calling for HR professionals who understand how economics affects the attracting, motivating, developing, and retaining of top talent. Choose one of the concepts introduced in this module and explain how knowledge of this principle can improve human resource management in organizations. Give an example from your own experience if possible.

As always, include a reference to support your own initial response, but keep in mind that a URL (a website address) is not a reference, so do not insert just a URL.

**Module 1 – Resources**

**Principles of Economics and Entrepreneurship**

**Module 1, Part 1: Basic Principles of Economics**

This module focuses on microeconomics, rather than macroeconomics. Microeconomics is the study of individual and company economic decisions. In this module, we analyze:

· supply, demand, and equilibrium (covered on the home page)

· how actors in a market behave to minimize opportunity costs and maximize profits and utility

· changes in consumer behavior in response to price changes (elasticity)

**Opportunity costs**

As was mentioned in the discussion on supply and demand, economics assumes that humans have an insatiable appetite for goods and services. Decisions must be made in how to allocate a finite supply at an acceptable price, and this is often done by determining how much or how little of the good to supply—or to consume. Often, these decisions involve some kind of sacrifice. In economics, these sacrifices are called opportunity costs.

In short, when we choose Option A, we forgo the benefit we could gain from Option B. In manufacturing, if a firm makes a given product, the opportunity cost would be the potential profit they could make from using their facilities to manufacture another product. Thus, opportunity costs are the cost of the choices we make—when production, time, or money are limited.

Here is an example: When you decided to enroll in a master's program, your choice involved some sacrifices. You may have found that you had to limit overtime work opportunities, give up a moonlighting job, or even pass up a promotion in order to have time to study. Lost wages are the opportunity cost you incur in order to increase your earning potential in the future. Perhaps your opportunity costs were not financial, but personal. Perhaps you had to give up singing in the church choir, coaching your son’s baseball team, or taking vacations. The point is, whatever you had to give up for a while to pursue your degree is an opportunity cost.

**Fixed and Variable Costs**

Business firms exist to earn a profit. Profits are increased when revenues (income) are maximized and costs are minimized. Executives and top leadership teams spend a lot of time thinking about how to control costs. They will frequently talk about fixed and variable costs when planning how to make operations more efficient and cost-effective.

The following is a short video explaining the difference between fixed and variable costs.

Byerly, N. (2020, July 31).
[_Difference between fixed and variable costs [Video]_](https://www.youtube.com/embed/iUe_T8ufr-A). YouTube. https://www.youtube.com/embed/iUe_T8ufr-A

**Price Elasticity of Demand**

Elasticity of demand explains buyer behavior in response to price changes. This is a concern that you will run into often in business. Brand managers want to know how much less consumers will buy if they hike the price of a product by 5%. Production managers want to know how price changes will affect their labor and materials requirements on the assembly line. Marketers want to know how effective a price reduction will be at attracting new buyers. All of these concerns can be addressed by analyzing the sensitivity of demand for a product in the face of a price change.

Knowing the price elasticity of demand also helps in making decisions about pricing policy. It should be clear that if demand is elastic, revenue will increase by reducing the price, but if demand is inelastic, revenue will be gained by raising price. Firms attempt to reduce the consumer’s perception of elasticity through advertising and other promotional activities.

**Products with Elastic and Inelastic Demand**

It is helpful to know the factors that can affect price elasticity for a given product:

·
**Substitutes**. If there are substitutes for the product, a consumer may just switch products in response to a price change. The more the available substitutes, the greater the elasticity. When thinking about substitutes, it is good to think broadly. For example, if the price of steak goes up, consumers may not only switch to hamburger, but they may switch away from beef altogether and eat more chicken—or macaroni and cheese. Advertising is often geared toward creating an image of “uniqueness” of a product and reducing the number of perceived substitutes.

·
**Luxury.** If a good or service is seen as a “splurge” item, it tends to be more elastic. Again, the goal of advertising is to create a feeling that the consumer “must have” the product. Note, however, that this can depend on the income level of the consumer. For the very wealthy, luxury items may be viewed as necessities. Since they have the income to pay higher prices, these luxury items can be relatively inelastic.

·
**Habit**. Habitually demanded products are less elastic. Think of how cigarette smokers continue to smoke in spite of rising prices.

·
**Proportion of income.** The less expensive the item, the lower the
**elasticity**. A 25 cent rise in the cost of a fast food hamburger is likely to have much less of an effect on consumption than a $2,500 rise in the price of a car.

·
**Brand loyalty.** To some degree, high loyalty to a specific brand reduces elasticity. Frequent flyer and other loyalty programs are designed to increase brand loyalty and reduce switching brands due to price.

·
**Life cycle.** When a product is new to a market, there may be few substitutes and elasticity is low. As the product “ages” and competitors bring similar products to the market, there is greater choice and it is common to see sales, discounts, and rebates to stimulate consumption.

·
**Absolute price.** When a product is very expensive, even a small percentage change in price will make it prohibitively expensive to more buyers. If the price of a product is a tiny percentage of the buyer’s overall spending power, then a change in price will have less impact.

·
**Importance of use.** In our previous example, we examined the elasticity of demand for cookies. A buyer may enjoy a cookie, but it doesn’t fulfill a critical need the way a snow shovel after a blizzard or a life-saving drug does. In general, the more important the product’s use, the more
**inelastic** the demand will be.

·
**Competitive dynamics.** Goods that are produced by a monopoly generally have inelastic demand, while products that exist in a competitive marketplace have
**elastic** demand. This is because a competitive marketplace will create more options for the buyer.

With these considerations in mind, take a moment to see if you can figure out which of the following products have elastic demand and which have inelastic demand. It may be helpful to remember that when the buyer is insensitive to price, demand is
**inelastic.**

**GASOLINE**

_Gasoline (Generic Need)_

The demand for gasoline generally is fairly
**inelastic.** Car travel requires gasoline. The substitutes for car travel offer less convenience and control. Much car travel is necessary for people to move between activities and cannot be reduced to save money.

_Gas from a Specific Station_

The demand for gasoline from any single gas station, or chain of gas stations, is highly elastic. Buyers can choose between comparable products based on price. There are often many stations in a small geographic area that are equally convenient.

**COLLEGE TEXTBOOKS**

_Traditional Textbooks_

Generally, an instructor assigns a textbook to the student, and the student who wants access to the learning materials must buy it, regardless of the price. Because the student can’t easily identify another textbook or resource that will ensure the same content and grade for the class, he has no substitutes and must buy the book at any price. Thus the demand is
**inelastic.**

_New Textbook Distribution Channels_

Increasingly, students have new options to buy the same textbooks from different distribution channels at different price points. The introduction of new distribution channels is increasing options for buyers and having an impact on the price elasticity for publishers.

**COFFEE**

_Specialty Coffee Drinks_

Many coffee shops have developed branded drinks and specialized experiences in order to reduce substitutes and build customer loyalty. While black coffee is available almost universally, there are few substitutes for a Starbucks Java Chip Frappuccino. Demand for such products is more
**inelastic.**

_Black Coffee_

Coffee is generally widely available at a level of quality that meets the needs of most buyers. The combination of a low price, relative to the buyer’s spending power, and the fact that the product is sold by many different suppliers in a competitive market make the demand highly
**elastic.**

**TICKETS**

_Concert Tickets_

Only Taylor Swift can offer a Taylor Swift concert. She holds a monopoly on the creation and delivery of that experience. There is no substitute, and loyal fans are willing to pay for the experience. Because it is a scarce resource and the delivery is tightly controlled by a single provider, access to concerts has
**inelastic** demand.

_Airline Tickets_

Airline tickets are sold in a fiercely competitive market. Buyers can easily compare prices, and buyers experience the services provided by competitors as being very similar. Buyers can often choose not to travel it the cost is too high, or to substitute travel by car or train. This makes the demand
**elastic.**

**HEALTH**

_Medical Procedures_

Essential medical procedures have inelastic demand. The patient will pay what she can or what she must. In general, products that significantly affect health and well-being have
**inelastic** demand.

_Soft Drinks_

Soft drinks and many other nonessential items have highly
**elastic** demand. There is competition among every brand and type of soda, and there are many substitutes for the entire category of soft drinks.

**## Discussion1.docx**

**Discussion: Is Economics Relevant to Human Resource Management?**

HRM is one of the fastest-growing disciplines in business. Business leaders are calling for HR professionals who understand how economics affects the attracting, motivating, developing, and retaining of top talent. Choose one of the concepts introduced in this module and explain how knowledge of this principle can improve human resource management in organizations. Give an example from your own experience if possible.

As always, include a reference to support your own initial response, but keep in mind that a URL (a website address) is not a reference, so do not insert just a URL.

**Module 1 – Resources**

**Principles of Economics and Entrepreneurship**

**Module 1, Part 1: Basic Principles of Economics**

This module focuses on microeconomics, rather than macroeconomics. Microeconomics is the study of individual and company economic decisions. In this module, we analyze:

· supply, demand, and equilibrium (covered on the home page)

· how actors in a market behave to minimize opportunity costs and maximize profits and utility

· changes in consumer behavior in response to price changes (elasticity)

**Opportunity costs**

As was mentioned in the discussion on supply and demand, economics assumes that humans have an insatiable appetite for goods and services. Decisions must be made in how to allocate a finite supply at an acceptable price, and this is often done by determining how much or how little of the good to supply—or to consume. Often, these decisions involve some kind of sacrifice. In economics, these sacrifices are called opportunity costs.

In short, when we choose Option A, we forgo the benefit we could gain from Option B. In manufacturing, if a firm makes a given product, the opportunity cost would be the potential profit they could make from using their facilities to manufacture another product. Thus, opportunity costs are the cost of the choices we make—when production, time, or money are limited.

Here is an example: When you decided to enroll in a master's program, your choice involved some sacrifices. You may have found that you had to limit overtime work opportunities, give up a moonlighting job, or even pass up a promotion in order to have time to study. Lost wages are the opportunity cost you incur in order to increase your earning potential in the future. Perhaps your opportunity costs were not financial, but personal. Perhaps you had to give up singing in the church choir, coaching your son’s baseball team, or taking vacations. The point is, whatever you had to give up for a while to pursue your degree is an opportunity cost.

**Fixed and Variable Costs**

Business firms exist to earn a profit. Profits are increased when revenues (income) are maximized and costs are minimized. Executives and top leadership teams spend a lot of time thinking about how to control costs. They will frequently talk about fixed and variable costs when planning how to make operations more efficient and cost-effective.

The following is a short video explaining the difference between fixed and variable costs.

Byerly, N. (2020, July 31).
[_Difference between fixed and variable costs [Video]_](https://www.youtube.com/embed/iUe_T8ufr-A). YouTube. https://www.youtube.com/embed/iUe_T8ufr-A

**Price Elasticity of Demand**

Elasticity of demand explains buyer behavior in response to price changes. This is a concern that you will run into often in business. Brand managers want to know how much less consumers will buy if they hike the price of a product by 5%. Production managers want to know how price changes will affect their labor and materials requirements on the assembly line. Marketers want to know how effective a price reduction will be at attracting new buyers. All of these concerns can be addressed by analyzing the sensitivity of demand for a product in the face of a price change.

Knowing the price elasticity of demand also helps in making decisions about pricing policy. It should be clear that if demand is elastic, revenue will increase by reducing the price, but if demand is inelastic, revenue will be gained by raising price. Firms attempt to reduce the consumer’s perception of elasticity through advertising and other promotional activities.

**Products with Elastic and Inelastic Demand**

It is helpful to know the factors that can affect price elasticity for a given product:

·
**Substitutes**. If there are substitutes for the product, a consumer may just switch products in response to a price change. The more the available substitutes, the greater the elasticity. When thinking about substitutes, it is good to think broadly. For example, if the price of steak goes up, consumers may not only switch to hamburger, but they may switch away from beef altogether and eat more chicken—or macaroni and cheese. Advertising is often geared toward creating an image of “uniqueness” of a product and reducing the number of perceived substitutes.

·
**Luxury.** If a good or service is seen as a “splurge” item, it tends to be more elastic. Again, the goal of advertising is to create a feeling that the consumer “must have” the product. Note, however, that this can depend on the income level of the consumer. For the very wealthy, luxury items may be viewed as necessities. Since they have the income to pay higher prices, these luxury items can be relatively inelastic.

·
**Habit**. Habitually demanded products are less elastic. Think of how cigarette smokers continue to smoke in spite of rising prices.

·
**Proportion of income.** The less expensive the item, the lower the
**elasticity**. A 25 cent rise in the cost of a fast food hamburger is likely to have much less of an effect on consumption than a $2,500 rise in the price of a car.

·
**Brand loyalty.** To some degree, high loyalty to a specific brand reduces elasticity. Frequent flyer and other loyalty programs are designed to increase brand loyalty and reduce switching brands due to price.

·
**Life cycle.** When a product is new to a market, there may be few substitutes and elasticity is low. As the product “ages” and competitors bring similar products to the market, there is greater choice and it is common to see sales, discounts, and rebates to stimulate consumption.

·
**Absolute price.** When a product is very expensive, even a small percentage change in price will make it prohibitively expensive to more buyers. If the price of a product is a tiny percentage of the buyer’s overall spending power, then a change in price will have less impact.

·
**Importance of use.** In our previous example, we examined the elasticity of demand for cookies. A buyer may enjoy a cookie, but it doesn’t fulfill a critical need the way a snow shovel after a blizzard or a life-saving drug does. In general, the more important the product’s use, the more
**inelastic** the demand will be.

·
**Competitive dynamics.** Goods that are produced by a monopoly generally have inelastic demand, while products that exist in a competitive marketplace have
**elastic** demand. This is because a competitive marketplace will create more options for the buyer.

With these considerations in mind, take a moment to see if you can figure out which of the following products have elastic demand and which have inelastic demand. It may be helpful to remember that when the buyer is insensitive to price, demand is
**inelastic.**

**GASOLINE**

_Gasoline (Generic Need)_

The demand for gasoline generally is fairly
**inelastic.** Car travel requires gasoline. The substitutes for car travel offer less convenience and control. Much car travel is necessary for people to move between activities and cannot be reduced to save money.

_Gas from a Specific Station_

The demand for gasoline from any single gas station, or chain of gas stations, is highly elastic. Buyers can choose between comparable products based on price. There are often many stations in a small geographic area that are equally convenient.

**COLLEGE TEXTBOOKS**

_Traditional Textbooks_

Generally, an instructor assigns a textbook to the student, and the student who wants access to the learning materials must buy it, regardless of the price. Because the student can’t easily identify another textbook or resource that will ensure the same content and grade for the class, he has no substitutes and must buy the book at any price. Thus the demand is
**inelastic.**

_New Textbook Distribution Channels_

Increasingly, students have new options to buy the same textbooks from different distribution channels at different price points. The introduction of new distribution channels is increasing options for buyers and having an impact on the price elasticity for publishers.

**COFFEE**

_Specialty Coffee Drinks_

Many coffee shops have developed branded drinks and specialized experiences in order to reduce substitutes and build customer loyalty. While black coffee is available almost universally, there are few substitutes for a Starbucks Java Chip Frappuccino. Demand for such products is more
**inelastic.**

_Black Coffee_

Coffee is generally widely available at a level of quality that meets the needs of most buyers. The combination of a low price, relative to the buyer’s spending power, and the fact that the product is sold by many different suppliers in a competitive market make the demand highly
**elastic.**

**TICKETS**

_Concert Tickets_

Only Taylor Swift can offer a Taylor Swift concert. She holds a monopoly on the creation and delivery of that experience. There is no substitute, and loyal fans are willing to pay for the experience. Because it is a scarce resource and the delivery is tightly controlled by a single provider, access to concerts has
**inelastic** demand.

_Airline Tickets_

Airline tickets are sold in a fiercely competitive market. Buyers can easily compare prices, and buyers experience the services provided by competitors as being very similar. Buyers can often choose not to travel it the cost is too high, or to substitute travel by car or train. This makes the demand
**elastic.**

**HEALTH**

_Medical Procedures_

Essential medical procedures have inelastic demand. The patient will pay what she can or what she must. In general, products that significantly affect health and well-being have
**inelastic** demand.

_Soft Drinks_

Soft drinks and many other nonessential items have highly
**elastic** demand. There is competition among every brand and type of soda, and there are many substitutes for the entire category of soft drinks.

November 5, 2026
[Solved] HR Business

✓ Verified Academic Solution Available

Executive Solution Overview

**Recruiting Plan Strategy Report** **Instructions:** Develop a 6-page business report on a recruiting plan strategy for HR management and organizational leaders for the expansion of Fleet, Farm and Home (FFH). **Introduction:** View the [FFH – Setting the Stage](http://media.capella.edu/CourseMedia…

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Assignment Prompt & Instructions

**Recruiting Plan Strategy Report**

**Instructions:**

Develop a 6-page business report on a recruiting plan strategy for HR management and organizational leaders for the expansion of Fleet, Farm and Home (FFH).

**Introduction:**

View the [FFH – Setting the Stage](http://media.capella.edu/CourseMedia/HRM5310/SettingTheStage/wrapper.asp) multimedia to help select a new FFH location and to recommend a recruiting plan strategy to support this organization’s expansion. Consider the following:

– -A typical FFH store will need to hire roughly 100 part-time and full-time employees to properly staff it.
– -A preferred candidate would have 1–2 years of college and 1 year of retail or customer service experience.
– -A primary concern about each of the following locations under consideration is the availability of qualified applicants:
– +Ottumwa, Iowa.
– +Ottawa, Illinois.
– +Grand Island, Nebraska.

Use similar education and work experience requirements for potential candidates as well as three U.S. markets that fit with your selected organization.

Use federal, state, county, and city government websites, including Chamber of Commerce or local visitor bureau sites, or any appropriate resources, to develop the data and information needed to guide the decision-making process for FFH or for your own workplace or selected organization.

**Instructions:**

Develop a business report on a recruiting plan strategy for FFH. You may decide what elements to incorporate into your business report, but be sure to include the following on which HR management and organizational leaders can base their decision:

-Compare the labor markets for each selected location. Include the following in your analysis:

+Populations.

+Unemployment rates.

+Median incomes.

+Educational levels of the work force.

+Other relevant data. This could include ages and workforce diversity, for example.

· -Assess laws that impact FFH's recruiting strategy.

· -Analyze resources for recruiting minorities. Research at least two credible sources for recruitment.

· -Recommend a location to support FFH's expansion plans. Explain how each source used supports your recruiting recommendations. You should have at least five identified sources for your plan.

Your recruiting plan strategy should demonstrate graduate-level writing skills through the accurate communication of thoughts that support a central idea and use of correct grammar and mechanics as expected of a human resources professional.

**Additional Requirements:**

– **-References:** Support your analysis with at least five academic, scholarly, or professional resources from the Capella University Library.
– **-Format:** Resources and citations are formatted according to current APA style and format.
– **-Length:** Six pages, in addition to a title page and references page.
– **-Font and font size:** Times New Roman, 12 point.

Save this activity to your [ePortfolio](https://campustools.capella.edu/redirect.aspx?linkid=1688) for future reference in the workplace.

**Use the resources linked below to help complete this assessment.**

**Recruitment:**

Understanding recruiting elements and developing strong recruitment strategies are key to supporting your recommendations to organizational leadership, and the following readings will support your assessment recommendations:

– -Rees, G., & Smith, P. E. (2021). _Strategic human resource management: An international perspective_(3rd ed.). Sage. _Available in the courseroom via the VitalSource Bookshelf link._
– +Chapter 5, "Recruitment and Selection."
– +Chapter 8, “Managing the Employment Relationship.”

– – [Assessment 1: Recruitment](https://capella.alma.exlibrisgroup.com/leganto/public/01CAPELLA_INST/lists/3578943000006731?auth=SAML&section=3578943670006731) reading list.

**Employment Laws:**

It is important for HR professionals to have a strong understanding of employment-related laws to help mitigate risks to employees and businesses. The following resources provide information on federal laws and immigration employment policies that support your assessment’s analysis of how laws impact FFH’s (or a selected organization’s) recruiting strategy.

– – [Employment and Labor Law Timelines](http://media.capella.edu/CourseMedia/HRM5065/laborEmploymentTimeline/wrapper.asp) | [Transcript](http://media.capella.edu/CourseMedia/HRM5065/laborEmploymentTimeline/transcript.html).
– – [Illegal Discrimination](http://media.capella.edu/CourseMedia/2015_BreezeConversions/MBA6249/IllegalDiscrimination/wrapper.asp) | [Transcript](http://media.capella.edu/CourseMedia/2015_BreezeConversions/MBA6249/IllegalDiscrimination/transcript.html).
– – [Law Terms Flashcards](http://media.capella.edu/CourseMedia/HRM5065/lawTerms/wrapper.asp) | [Transcript](http://media.capella.edu/CourseMedia/HRM5065/lawTerms/transcript.html).
– – [Assessment 1: Employment Laws](https://capella.alma.exlibrisgroup.com/leganto/public/01CAPELLA_INST/lists/3578943000006731?auth=SAML&section=3578969470006731) reading list.

**Reading List**

**Website The 7 elements of an effective recruitment strategy**

Gordon-Smith, M.2015, June 16

**Website Employee recruiting strategy**

Shamis, B.n.d.

**Website Twelve elements of a comprehensive recruiting strategy**

Sullivan, J.2004, November 22

– 2 years ago

November 5, 2026
[Solved] SIOP project: Case study

✓ Verified Academic Solution Available

Executive Solution Overview

Create 1 PowerPoint slides and insert audio scripts Answer following questions on slide Competitive market factors and pay for performance 1. What competitive market factors impact this company and what are the underlying reasons? 2. How can a pay for performance plan address this situation, and w…

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Assignment Prompt & Instructions

Create 1 PowerPoint slides and insert audio scripts

Answer following questions on slide

Competitive market factors and pay for performance

1. What competitive market factors impact this company and what are the underlying reasons?

2. How can a pay for performance plan address this situation, and what specific type of plan would be most effective?

Subtasks: Competitive market factors:

Analyze the effects of rising minimum wage, labor competition, and industry salary trends.

Pay for performance: Examine the role of merit based pay in addressing current challenges

– [\
\
HRM307SIOPTeamProject-Information.pdf](https://www.sweetstudy.com/files/hrm307siopteamproject-information-pdf "HRM307SIOPTeamProject-Information.pdf")

– 2 years ago

November 5, 2026
[Solved] Sanders HRM 4304 Unit 3 and Unit 4

✓ Verified Academic Solution Available

Executive Solution Overview

Please answer each unit separated please. – 2 years ago **files (2)** – ## Sanders4304Unit4journal.docx – ## Sanders4304Unit3CS.docx **## Sanders4304Unit4journal.docx** Negotiation can be time consuming; however, most organizations will typically have a certain procedure in place to move through the…

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Assignment Prompt & Instructions

Please answer each unit separated please.

– 2 years ago

**files (2)**

– ## Sanders4304Unit4journal.docx

– ## Sanders4304Unit3CS.docx

**## Sanders4304Unit4journal.docx**

Negotiation can be time consuming; however, most organizations will typically have a certain procedure in place to move through the negotiation process. Identify one tactic you agree with and one tactic you disagree with. Explain the rationale for your choices. A Model for Negotiating Sessions—Figure 5-1, which can be used by organizations, is located in your textbook.

Your journal post must be at least 500 words in length and use at least one supporting reference. Journal posts should include a full coversheet – including your name – and double space all submissions.

**## Sanders4304Unit3CS.docx**

Read Case Study 4-1, “Salting,” in your textbook. Then, address the following:

1. Explain how the company’s treatment of both the “covert” and “overt” salts applications for jobs compares to the recommended counter-salting steps for employers.

2. Would either the “covert” or the “overt” salts in this case satisfy the NLRB ruling that applicants for employment must be genuinely interested in seeking employment before claiming protection under the NLRA?

3. Does the company’s opposition to becoming a union shop indicate that there was anti-union animus in refusing to consider the “overt” salts for employment?

Your response should be a minimum of 300 words per question, 900 words total. You should use at least two references, one of which must be from the CSU Online Library.

All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations in APA format.

Please make sure that your entire assignment is formatted to adhere to APA 7th edition guidelines (including the Title page, the body of the assignment, and your references section).

**## Sanders4304Unit3CS.docx**

Read Case Study 4-1, “Salting,” in your textbook. Then, address the following:

1. Explain how the company’s treatment of both the “covert” and “overt” salts applications for jobs compares to the recommended counter-salting steps for employers.

2. Would either the “covert” or the “overt” salts in this case satisfy the NLRB ruling that applicants for employment must be genuinely interested in seeking employment before claiming protection under the NLRA?

3. Does the company’s opposition to becoming a union shop indicate that there was anti-union animus in refusing to consider the “overt” salts for employment?

Your response should be a minimum of 300 words per question, 900 words total. You should use at least two references, one of which must be from the CSU Online Library.

All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations in APA format.

Please make sure that your entire assignment is formatted to adhere to APA 7th edition guidelines (including the Title page, the body of the assignment, and your references section).

**## Sanders4304Unit4journal.docx**

Negotiation can be time consuming; however, most organizations will typically have a certain procedure in place to move through the negotiation process. Identify one tactic you agree with and one tactic you disagree with. Explain the rationale for your choices. A Model for Negotiating Sessions—Figure 5-1, which can be used by organizations, is located in your textbook.

Your journal post must be at least 500 words in length and use at least one supporting reference. Journal posts should include a full coversheet – including your name – and double space all submissions.

**## Sanders4304Unit3CS.docx**

Read Case Study 4-1, “Salting,” in your textbook. Then, address the following:

1. Explain how the company’s treatment of both the “covert” and “overt” salts applications for jobs compares to the recommended counter-salting steps for employers.

2. Would either the “covert” or the “overt” salts in this case satisfy the NLRB ruling that applicants for employment must be genuinely interested in seeking employment before claiming protection under the NLRA?

3. Does the company’s opposition to becoming a union shop indicate that there was anti-union animus in refusing to consider the “overt” salts for employment?

Your response should be a minimum of 300 words per question, 900 words total. You should use at least two references, one of which must be from the CSU Online Library.

All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations in APA format.

Please make sure that your entire assignment is formatted to adhere to APA 7th edition guidelines (including the Title page, the body of the assignment, and your references section).

**## Sanders4304Unit4journal.docx**

Negotiation can be time consuming; however, most organizations will typically have a certain procedure in place to move through the negotiation process. Identify one tactic you agree with and one tactic you disagree with. Explain the rationale for your choices. A Model for Negotiating Sessions—Figure 5-1, which can be used by organizations, is located in your textbook.

Your journal post must be at least 500 words in length and use at least one supporting reference. Journal posts should include a full coversheet – including your name – and double space all submissions.

**## Sanders4304Unit3CS.docx**

Read Case Study 4-1, “Salting,” in your textbook. Then, address the following:

1. Explain how the company’s treatment of both the “covert” and “overt” salts applications for jobs compares to the recommended counter-salting steps for employers.

2. Would either the “covert” or the “overt” salts in this case satisfy the NLRB ruling that applicants for employment must be genuinely interested in seeking employment before claiming protection under the NLRA?

3. Does the company’s opposition to becoming a union shop indicate that there was anti-union animus in refusing to consider the “overt” salts for employment?

Your response should be a minimum of 300 words per question, 900 words total. You should use at least two references, one of which must be from the CSU Online Library.

All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations in APA format.

Please make sure that your entire assignment is formatted to adhere to APA 7th edition guidelines (including the Title page, the body of the assignment, and your references section).

November 5, 2026
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JWI 510: Leadership in the 21st Century

Assignment 2: Part A

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

JWI 510 – Assignment 2A (1244) Page 1 of 4

Assignment 2, Part A: Analyzing the Case
Due: Monday, 9 am (eastern), Week 8 (16% of final grade)

Instructions

Download, read, and reread the case Satya Nadella at Microsoft: Instilling a Growth Mindset. Allow
yourself plenty of time for this. While this case is not long, you will get more out of it if you read it
more than once.

Write a 4-to-5-page paper answering the following prompts. Your paper will essentially summarize
the case, specifically focusing on what challenges Nadella faced as a leader, what steps he took to
overcome those challenges, and whether he succeeded or not. Your responses must be supported
by the facts of the case, and make appropriate reference to course materials.

Use the Assignment 2, Part A template provided in your Canvas course. It has headings and sub-
headings, along with instructions on formatting of citations and references and topics to be covered.

1. What was Nadella’s diagnosis of the problems at Microsoft?
a. What were the biggest challenges he faced when he took charge?
b. Which of Lencioni’s 5 areas of dysfunction in teams were most present at

Microsoft?
c. What goals did Nadella set for transforming the organization?

2. In thinking about Nadella’s style and the steps he took as a change leader, address the

following:
a. Drawing on Daniel Goleman’s “Leadership that Gets Results” (from Week 3), which

styles of leadership most closely match Nadella’s demonstrated behaviors?
Explain.

b. Which of Jack’s “8 Rules of Leadership” are most evident in Nadella’s initiatives?
Explain using specific examples from the case to support your response.

c. In terms of company culture, how did Nadella change specific systems and
processes to improve teamwork?

d. Nadella frequently uses the term “growth mindset.” What does this mean, and how
did he foster it?

3. How effective have Nadella’s efforts been? In particular:

a. What metrics should be used to evaluate the success of his efforts? Why?
a. What else could Nadella and his team do to sustain the wins they have achieved

so far?
b. What additional challenges do you expect he will face?

JWI 510: Leadership in the 21st Century

Assignment 2: Part A

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

JWI 510 – Assignment 2A (1244) Page 2 of 4

Professional Formatting Requirements:

• Typed, double spaced professional font (size 10-12), includes headings and
subheadings, with one-inch margins on all sides.

• References must be included and provide accurate information that enables the reader
to locate the original source. Application and analysis of course materials and resources
is expected. Additional research is welcome.

• Include a Cover page containing the title of the assignment, your name, the professor’s
name, the course title, and the date.

• The paper’s length is 4-5 pages, excluding your Cover page and Reference list.

• Before submitting your paper, use Grammarly to check for punctuation and usage
errors, and make the required corrections.

JWI 510: Leadership in the 21st Century

Assignment 2: Part A

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

JWI 510 – Assignment 2A (1244) Page 3 of 4

Rubric Assignment 2: Part A

Weight: 16% Assignment 2 – Part A: Analyzing the Case

Criteria Honors High Pass Pass Low Pass Unsatisfactory
1. Describe

Microsoft’s
team
dysfunctions
and issues as
identified by
Nadella

Weight: 25%

Exemplary
explanation of the
dysfunctions of the
team, and extremely
well developed and
clearly explained
connection to the
risk the business
faces.

Excellent
explanation of the
dysfunctions of
the team; makes
a strong, well-
reasoned, and
well-supported
connection
between these
and the risks they
pose to the
business.

Satisfactorily
explains the
dysfunctions of
the team and
presents a basic
connection to the
threats these
pose to the
business.

Partially explains
the dysfunctions
of the team, but
does not connect
these to the risks
they pose to the
business.

Did not or
unsatisfactorily
explains the
dysfunctions of
the team and the
biggest risks to
the business.

2. Summarize
Nadella’s
leadership
style and the
solutions he
implemented
at Microsoft

Weight: 25%

Exemplary
summary of key
points; includes
unique and well-
reasoned insights;
clear and concise,
and supported by
references and
examples.

Very good
summary of key
successes of
Nadella’s
leadership style
and solution steps;
discussion is clear,
concise, and well-
supported by
references and
examples.

Good summary
of Nadella’s
leadership style
and solutions;
discussion may
lack some clarity,
conciseness, or
adequate
supporting
details.

Basic summary of
Nadella’s
leadership style
and solution
steps; discussion
lacks clarity
and/or
conciseness.

Key elements of
Nadella’s
leadership style
and solution steps
are missing,
unclear, or
inaccurate.

3. Assess the
effectiveness of
Nadella’s
leadership and
improvement
efforts

Weight: 30%

Exemplarily
examines the
effects of Nadella’s
work.
Demonstrates
critical analysis,
excellent synthesis
of ideas, and
understanding of
course concepts
and unique
insights; draws
comprehensive
impacts from their
analysis.

Fully examines
the effects of
Nadella’s work.
Demonstrates
very good
synthesis of ideas
and
understanding of
course concepts;
draws inferences
and impacts from
their analysis.

Satisfactorily
examines the
effects of
Nadella’s work.
Demonstrates
basic synthesis of
ideas and
understanding of
course concepts;
provides
information more
than actual
analysis.

Partially examines
the effects of
Nadella’s work.
Demonstrates
minimal synthesis
of ideas and
logical reasoning
from course
concepts.

Did not or
unsatisfactorily
examines the
effects of
Nadella’s work.
Little to no
synthesis of ideas
is demonstrated
and logical
reasoning is not
included or
evident.

JWI 510: Leadership in the 21st Century

Assignment 2: Part A

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

JWI 510 – Assignment 2A (1244) Page 4 of 4

Criteria Honors High Pass Pass Low Pass Unsatisfactory

4. The paper is
professionally
formatted,
includes in-
text citations
and
references,
and is free
from grammar
and spelling
errors

Weight: 20%

The paper is
exceptionally
formatted. It is
highly professional
in appearance and
clearly organized.
It includes a cover
page, headings,
professional
formatting, font,
and spacing.
All sources are
consistently cited in
text, and accurate
references are
included.
There are no
mechanics or usage
errors.

The paper is
professionally
formatted.
It includes a
cover page,
headings,
professional
formatting, font,
and spacing.
All sources are
consistently cited
in text, and
accurate
references are
included.
There are no
mechanics or
usage errors.

The paper is
satisfactorily
formatted.
It includes a cover
page and
headings, but may
lack professional
choices in
formatting, font,
and spacing.
Sources may not
be consistently
cited in text, and
accurate
references may
not be included.
There may be
some minor
mechanics or
usage errors.

The paper is
partially
satisfactorily
formatted.
It may not include
a cover page and
headings, or lacks
professional
choices in
formatting, font,
and spacing.
Sources are not
consistently cited
in text, and
accurate
references may
not be included.
There are some
mechanics or
usage errors.

The paper is
unsatisfactorily
formatted. It
may not
include a
cover page
and headings,
or lacks
professional
choices in
formatting,
font, and
spacing.
Sources are
not
consistently
cited in text,
and accurate
references are
not included.
There are
mechanics
and/or usage
errors.

**510_Assignment2A_Template_1252.docx**

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**LBS128-PDF-ENG1.pdf**

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**LBS128-PDF-ENG1.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/lbs128-pdf-eng1-pdf-10191307)

**## JWI_510_Assignment_2_Part_A_12441.pdf**

JWI 510: Leadership in the 21st Century

Assignment 2: Part A

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

JWI 510 – Assignment 2A (1244) Page 1 of 4

Assignment 2, Part A: Analyzing the Case
Due: Monday, 9 am (eastern), Week 8 (16% of final grade)

Instructions

Download, read, and reread the case Satya Nadella at Microsoft: Instilling a Growth Mindset. Allow
yourself plenty of time for this. While this case is not long, you will get more out of it if you read it
more than once.

Write a 4-to-5-page paper answering the following prompts. Your paper will essentially summarize
the case, specifically focusing on what challenges Nadella faced as a leader, what steps he took to
overcome those challenges, and whether he succeeded or not. Your responses must be supported
by the facts of the case, and make appropriate reference to course materials.

Use the Assignment 2, Part A template provided in your Canvas course. It has headings and sub-
headings, along with instructions on formatting of citations and references and topics to be covered.

1. What was Nadella’s diagnosis of the problems at Microsoft?
a. What were the biggest challenges he faced when he took charge?
b. Which of Lencioni’s 5 areas of dysfunction in teams were most present at

Microsoft?
c. What goals did Nadella set for transforming the organization?

2. In thinking about Nadella’s style and the steps he took as a change leader, address the

following:
a. Drawing on Daniel Goleman’s “Leadership that Gets Results” (from Week 3), which

styles of leadership most closely match Nadella’s demonstrated behaviors?
Explain.

b. Which of Jack’s “8 Rules of Leadership” are most evident in Nadella’s initiatives?
Explain using specific examples from the case to support your response.

c. In terms of company culture, how did Nadella change specific systems and
processes to improve teamwork?

d. Nadella frequently uses the term “growth mindset.” What does this mean, and how
did he foster it?

3. How effective have Nadella’s efforts been? In particular:

a. What metrics should be used to evaluate the success of his efforts? Why?
a. What else could Nadella and his team do to sustain the wins they have achieved

so far?
b. What additional challenges do you expect he will face?

JWI 510: Leadership in the 21st Century

Assignment 2: Part A

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

JWI 510 – Assignment 2A (1244) Page 2 of 4

Professional Formatting Requirements:

• Typed, double spaced professional font (size 10-12), includes headings and
subheadings, with one-inch margins on all sides.

• References must be included and provide accurate information that enables the reader
to locate the original source. Application and analysis of course materials and resources
is expected. Additional research is welcome.

• Include a Cover page containing the title of the assignment, your name, the professor’s
name, the course title, and the date.

• The paper’s length is 4-5 pages, excluding your Cover page and Reference list.

• Before submitting your paper, use Grammarly to check for punctuation and usage
errors, and make the required corrections.

JWI 510: Leadership in the 21st Century

Assignment 2: Part A

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

JWI 510 – Assignment 2A (1244) Page 3 of 4

Rubric Assignment 2: Part A

Weight: 16% Assignment 2 – Part A: Analyzing the Case

Criteria Honors High Pass Pass Low Pass Unsatisfactory
1. Describe

Microsoft’s
team
dysfunctions
and issues as
identified by
Nadella

Weight: 25%

Exemplary
explanation of the
dysfunctions of the
team, and extremely
well developed and
clearly explained
connection to the
risk the business
faces.

Excellent
explanation of the
dysfunctions of
the team; makes
a strong, well-
reasoned, and
well-supported
connection
between these
and the risks they
pose to the
business.

Satisfactorily
explains the
dysfunctions of
the team and
presents a basic
connection to the
threats these
pose to the
business.

Partially explains
the dysfunctions
of the team, but
does not connect
these to the risks
they pose to the
business.

Did not or
unsatisfactorily
explains the
dysfunctions of
the team and the
biggest risks to
the business.

2. Summarize
Nadella’s
leadership
style and the
solutions he
implemented
at Microsoft

Weight: 25%

Exemplary
summary of key
points; includes
unique and well-
reasoned insights;
clear and concise,
and supported by
references and
examples.

Very good
summary of key
successes of
Nadella’s
leadership style
and solution steps;
discussion is clear,
concise, and well-
supported by
references and
examples.

Good summary
of Nadella’s
leadership style
and solutions;
discussion may
lack some clarity,
conciseness, or
adequate
supporting
details.

Basic summary of
Nadella’s
leadership style
and solution
steps; discussion
lacks clarity
and/or
conciseness.

Key elements of
Nadella’s
leadership style
and solution steps
are missing,
unclear, or
inaccurate.

3. Assess the
effectiveness of
Nadella’s
leadership and
improvement
efforts

Weight: 30%

Exemplarily
examines the
effects of Nadella’s
work.
Demonstrates
critical analysis,
excellent synthesis
of ideas, and
understanding of
course concepts
and unique
insights; draws
comprehensive
impacts from their
analysis.

Fully examines
the effects of
Nadella’s work.
Demonstrates
very good
synthesis of ideas
and
understanding of
course concepts;
draws inferences
and impacts from
their analysis.

Satisfactorily
examines the
effects of
Nadella’s work.
Demonstrates
basic synthesis of
ideas and
understanding of
course concepts;
provides
information more
than actual
analysis.

Partially examines
the effects of
Nadella’s work.
Demonstrates
minimal synthesis
of ideas and
logical reasoning
from course
concepts.

Did not or
unsatisfactorily
examines the
effects of
Nadella’s work.
Little to no
synthesis of ideas
is demonstrated
and logical
reasoning is not
included or
evident.

JWI 510: Leadership in the 21st Century

Assignment 2: Part A

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

JWI 510 – Assignment 2A (1244) Page 4 of 4

Criteria Honors High Pass Pass Low Pass Unsatisfactory

4. The paper is
professionally
formatted,
includes in-
text citations
and
references,
and is free
from grammar
and spelling
errors

Weight: 20%

The paper is
exceptionally
formatted. It is
highly professional
in appearance and
clearly organized.
It includes a cover
page, headings,
professional
formatting, font,
and spacing.
All sources are
consistently cited in
text, and accurate
references are
included.
There are no
mechanics or usage
errors.

The paper is
professionally
formatted.
It includes a
cover page,
headings,
professional
formatting, font,
and spacing.
All sources are
consistently cited
in text, and
accurate
references are
included.
There are no
mechanics or
usage errors.

The paper is
satisfactorily
formatted.
It includes a cover
page and
headings, but may
lack professional
choices in
formatting, font,
and spacing.
Sources may not
be consistently
cited in text, and
accurate
references may
not be included.
There may be
some minor
mechanics or
usage errors.

The paper is
partially
satisfactorily
formatted.
It may not include
a cover page and
headings, or lacks
professional
choices in
formatting, font,
and spacing.
Sources are not
consistently cited
in text, and
accurate
references may
not be included.
There are some
mechanics or
usage errors.

The paper is
unsatisfactorily
formatted. It
may not
include a
cover page
and headings,
or lacks
professional
choices in
formatting,
font, and
spacing.
Sources are
not
consistently
cited in text,
and accurate
references are
not included.
There are
mechanics
and/or usage
errors.

**510_Assignment2A_Template_1252.docx**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/510-assignment2a-template-1252-docx)

**LBS128-PDF-ENG1.pdf**

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**## JWI_510_Assignment_2_Part_A_12441.pdf**

JWI 510: Leadership in the 21st Century

Assignment 2: Part A

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

JWI 510 – Assignment 2A (1244) Page 1 of 4

Assignment 2, Part A: Analyzing the Case
Due: Monday, 9 am (eastern), Week 8 (16% of final grade)

Instructions

Download, read, and reread the case Satya Nadella at Microsoft: Instilling a Growth Mindset. Allow
yourself plenty of time for this. While this case is not long, you will get more out of it if you read it
more than once.

Write a 4-to-5-page paper answering the following prompts. Your paper will essentially summarize
the case, specifically focusing on what challenges Nadella faced as a leader, what steps he took to
overcome those challenges, and whether he succeeded or not. Your responses must be supported
by the facts of the case, and make appropriate reference to course materials.

Use the Assignment 2, Part A template provided in your Canvas course. It has headings and sub-
headings, along with instructions on formatting of citations and references and topics to be covered.

1. What was Nadella’s diagnosis of the problems at Microsoft?
a. What were the biggest challenges he faced when he took charge?
b. Which of Lencioni’s 5 areas of dysfunction in teams were most present at

Microsoft?
c. What goals did Nadella set for transforming the organization?

2. In thinking about Nadella’s style and the steps he took as a change leader, address the

following:
a. Drawing on Daniel Goleman’s “Leadership that Gets Results” (from Week 3), which

styles of leadership most closely match Nadella’s demonstrated behaviors?
Explain.

b. Which of Jack’s “8 Rules of Leadership” are most evident in Nadella’s initiatives?
Explain using specific examples from the case to support your response.

c. In terms of company culture, how did Nadella change specific systems and
processes to improve teamwork?

d. Nadella frequently uses the term “growth mindset.” What does this mean, and how
did he foster it?

3. How effective have Nadella’s efforts been? In particular:

a. What metrics should be used to evaluate the success of his efforts? Why?
a. What else could Nadella and his team do to sustain the wins they have achieved

so far?
b. What additional challenges do you expect he will face?

JWI 510: Leadership in the 21st Century

Assignment 2: Part A

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

JWI 510 – Assignment 2A (1244) Page 2 of 4

Professional Formatting Requirements:

• Typed, double spaced professional font (size 10-12), includes headings and
subheadings, with one-inch margins on all sides.

• References must be included and provide accurate information that enables the reader
to locate the original source. Application and analysis of course materials and resources
is expected. Additional research is welcome.

• Include a Cover page containing the title of the assignment, your name, the professor’s
name, the course title, and the date.

• The paper’s length is 4-5 pages, excluding your Cover page and Reference list.

• Before submitting your paper, use Grammarly to check for punctuation and usage
errors, and make the required corrections.

JWI 510: Leadership in the 21st Century

Assignment 2: Part A

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

JWI 510 – Assignment 2A (1244) Page 3 of 4

Rubric Assignment 2: Part A

Weight: 16% Assignment 2 – Part A: Analyzing the Case

Criteria Honors High Pass Pass Low Pass Unsatisfactory
1. Describe

Microsoft’s
team
dysfunctions
and issues as
identified by
Nadella

Weight: 25%

Exemplary
explanation of the
dysfunctions of the
team, and extremely
well developed and
clearly explained
connection to the
risk the business
faces.

Excellent
explanation of the
dysfunctions of
the team; makes
a strong, well-
reasoned, and
well-supported
connection
between these
and the risks they
pose to the
business.

Satisfactorily
explains the
dysfunctions of
the team and
presents a basic
connection to the
threats these
pose to the
business.

Partially explains
the dysfunctions
of the team, but
does not connect
these to the risks
they pose to the
business.

Did not or
unsatisfactorily
explains the
dysfunctions of
the team and the
biggest risks to
the business.

2. Summarize
Nadella’s
leadership
style and the
solutions he
implemented
at Microsoft

Weight: 25%

Exemplary
summary of key
points; includes
unique and well-
reasoned insights;
clear and concise,
and supported by
references and
examples.

Very good
summary of key
successes of
Nadella’s
leadership style
and solution steps;
discussion is clear,
concise, and well-
supported by
references and
examples.

Good summary
of Nadella’s
leadership style
and solutions;
discussion may
lack some clarity,
conciseness, or
adequate
supporting
details.

Basic summary of
Nadella’s
leadership style
and solution
steps; discussion
lacks clarity
and/or
conciseness.

Key elements of
Nadella’s
leadership style
and solution steps
are missing,
unclear, or
inaccurate.

3. Assess the
effectiveness of
Nadella’s
leadership and
improvement
efforts

Weight: 30%

Exemplarily
examines the
effects of Nadella’s
work.
Demonstrates
critical analysis,
excellent synthesis
of ideas, and
understanding of
course concepts
and unique
insights; draws
comprehensive
impacts from their
analysis.

Fully examines
the effects of
Nadella’s work.
Demonstrates
very good
synthesis of ideas
and
understanding of
course concepts;
draws inferences
and impacts from
their analysis.

Satisfactorily
examines the
effects of
Nadella’s work.
Demonstrates
basic synthesis of
ideas and
understanding of
course concepts;
provides
information more
than actual
analysis.

Partially examines
the effects of
Nadella’s work.
Demonstrates
minimal synthesis
of ideas and
logical reasoning
from course
concepts.

Did not or
unsatisfactorily
examines the
effects of
Nadella’s work.
Little to no
synthesis of ideas
is demonstrated
and logical
reasoning is not
included or
evident.

JWI 510: Leadership in the 21st Century

Assignment 2: Part A

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

JWI 510 – Assignment 2A (1244) Page 4 of 4

Criteria Honors High Pass Pass Low Pass Unsatisfactory

4. The paper is
professionally
formatted,
includes in-
text citations
and
references,
and is free
from grammar
and spelling
errors

Weight: 20%

The paper is
exceptionally
formatted. It is
highly professional
in appearance and
clearly organized.
It includes a cover
page, headings,
professional
formatting, font,
and spacing.
All sources are
consistently cited in
text, and accurate
references are
included.
There are no
mechanics or usage
errors.

The paper is
professionally
formatted.
It includes a
cover page,
headings,
professional
formatting, font,
and spacing.
All sources are
consistently cited
in text, and
accurate
references are
included.
There are no
mechanics or
usage errors.

The paper is
satisfactorily
formatted.
It includes a cover
page and
headings, but may
lack professional
choices in
formatting, font,
and spacing.
Sources may not
be consistently
cited in text, and
accurate
references may
not be included.
There may be
some minor
mechanics or
usage errors.

The paper is
partially
satisfactorily
formatted.
It may not include
a cover page and
headings, or lacks
professional
choices in
formatting, font,
and spacing.
Sources are not
consistently cited
in text, and
accurate
references may
not be included.
There are some
mechanics or
usage errors.

The paper is
unsatisfactorily
formatted. It
may not
include a
cover page
and headings,
or lacks
professional
choices in
formatting,
font, and
spacing.
Sources are
not
consistently
cited in text,
and accurate
references are
not included.
There are
mechanics
and/or usage
errors.

**510_Assignment2A_Template_1252.docx**

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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 (1206) Page 1 of 4

Week 7: Leading through Relationships

As Jack counsels, leading is not about power and control; leading is about achieving results through

others. These others include, not only your employees, but also your boss and colleagues. Your

colleagues, especially in large multinational organizations, can be widespread and may be located in

different business units and different countries. Further, in businesses of any size, you may have to exert

influence over employees of other companies that are part of your supply chain, or you may have to deal

with virtual teams. As such, our focus this week is on achieving results through leading upwards and

laterally, and on getting work done in situations where you don’t have formal authority.

Lateral Leadership and Persuasion

Lateral leadership focuses on the particular capabilities all leaders must hone to ensure their effectiveness

in today's organizations. The key capabilities include:

 Networking

Determine whose support you will need to achieve your current and potential initiatives, and

build those relationships.

 Persuasion and Negotiation

When bargaining, focus on mutual benefit. This will increase your influence and build solid

professional relationships.

 Consultation

Talk to people whose buy-in you need for an initiative about the best processes to achieve

results, and what will create support for the initiative and its implementation.

 Coalition Building

Alliances are more powerful than attempting to influence by oneself, so gather together the

people you need to support the initiative.

Honing these skills requires a leader to focus on the organization of the system, rather than focusing on

one functional silo. Clearly, all lateral leadership capabilities revolve around a conscious focus on

building relationships. Developing solid and enduring relationships is the surest way of building the trust

required to effectively influence.

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 (1206) Page 2 of 4

The Art of Persuasion

The key capabilities of lateral leadership are closely tied to effective persuasion. Persuasion is a

necessary approach to achieving results in today’s flat, multi-generational, team-oriented organization.

What you may think of as persuasion – a one-time, hard sell, well-reasoned, firm approach – is a recipe

for failure.

There are four factors necessary for effective persuasion (Conger, 1998):

1. Credibility

To persuade someone, they need to trust you. Be aware that you might think you are more

credible than you really are; this factor is about expertise. If you do not have a history of being

knowledgeable and making sound decisions, you need to learn more about your position, hire

someone who has the expertise needed, or support your position with respected outside sources.

Reflect on your relational history and, if there are gaps in your relationships, you may need to

meet personally with key individuals or gather groups of allies who have relationships with those

you want to persuade.

2. Shared Benefits

It is important to understand your audience and how they will perceive the issue presented to

them. This depth of understanding requires asking questions and carefully listening to feedback

from those impacted by the issue. Persuasion may transform during this process; some

adjustment is a positive step toward a successful outcome. Once the audience is understood, the

issue must be presented so that the advantages for your audience are clear.

3. Memorable Evidence

To effectively persuade, present the audience with a story that will make a meaningful impact and

be memorable. One of the most effective approaches is to vividly describe a comparable situation.

4. Show Emotion

Just as Jack advocates for passion as an essential quality of great leaders and good employees, it

is also important for effective persuasion. It is essential to show an emotional connection to the

issue presented – the audience must feel it. It is equally important to understand the mood and the

emotional state of the audience, so you can adjust tone accordingly.

Persuasion is difficult. It takes time, but it is a powerful force that can move an organization forward. Next

week, we will explore the topic of getting results. Try and weave what you have learned about persuasion into

what you will learn about leading an organization that executes to win.

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 (1206) Page 3 of 4

The Five Laws of Managing Up

If you are working, you are either self-employed and the owner of your business, or you have a boss. Just

as your lateral relationships are a central focus, so, too, is your relationship with your boss. The most

effective leaders know how to make the most of this. They know how to manage up.

In an age when you spend the majority of your waking hours at work, bosses can have an enormous

impact on your daily life and self-esteem. They hold power over your compensation and career. They can

make or break your ability to do your job well in terms of resources and coaching. In sum, a good

relationship with your boss can make work, not just deeply rewarding, but downright fun. A bad one can

cause misery. Either way, remember that upward relationships require special tending. With that in mind,

we now turn to five laws for effectively influencing your boss, developed by management expert Michael

Feiner (2004).

1. Make Your Own Bed

You are 100% responsible for the quality of your relationship with your boss. Sure, some bosses care

deeply about building a connection with each direct report, but most are too busy managing their own

jobs and their own bosses to care nearly as much as you do about forging a healthy and productive

personal bond. Do not expect your boss to jump in and “own” your relationship. You must jump first.

And why not? You most likely have more to gain than lose.

2. Get Behind the Mask

You can only influence your boss when you understand your boss. What motivates them? What

are their priorities, objectives, goals, and ambitions? What are their points of contention? And,

most importantly, what are their expectations of you? So, how do you find out about your boss?

Often, it can be as simple as asking them directly, but careful and dedicated observation also

helps. To whom does your boss talk most often? To whom do they listen? What do they read?

What makes them laugh? What drives them nuts? Each one of these details will open your eyes to

your boss's values and concerns, showing you the path to a relationship that surpasses the

superficial.

3. Commit to the Success of Your Boss

This law is easy if you really like your boss. In such cases, of course, you'll do everything you can

to assure their admiration and assent. But, even if you do not like your boss, you have to discipline

yourself to respect the position that they hold. That’s professionalism. That’s doing the right thing.

Keep your boss continually informed. Meet your obligations. Make sure you are dependable.

Nothing is more likely to enhance your relationship with your boss than seeing that their goals

were achieved because of you.

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 (1206) Page 4 of 4

4. Speak Truth to Power … Carefully

The most successful supervisors understand that people at high organizational levels are

sometimes cut off from what people really think about them and the company. The best leaders

do want to hear the bad news along with the good. They know that leaders cannot deliver their

best performance if the people who work for them will not relay the information they need to

make good decisions. You can confront your boss with unpleasant news by, first, ensuring the

information you want to convey is accurate. Next, make it clear that you are not seeking a gripe

session or a confrontation, but rather trying to raise important questions or share information you

think your boss should have. Lastly, know when and how to begin the conversation.

5. Act Like a Grownup

There will be times in your career when you have done all you can and tried everything you can

think of to build a solid relationship with your boss to no avail. It may seem to you that the boss

does not care about anything but their own success, that you are regarded as merely a factor of

production or some kind of inanimate object. You may conclude that your boss has no interest in

your personal growth and professional development. However accurate your perceptions, you

cannot feel sorry for yourself. You cannot play the victim. Confront your problem with a healthy

and productive mindset, and find an equally healthy and productive solution. And do not quit

abruptly, leaving your team in the lurch. If you are tempted to quit, remember that you can often

learn more from a bad boss than from a good one.

We do not want to leave you with the impression that most bosses bring you down. Indeed, many bosses

are good or even great, and, surely, most strive to be. But the quality of your boss's management is

something you have little control over. You can only control the quality of your relationship. Own that

responsibility, and you’re managing up.

Your Leadership Journey

 If you are new to leadership, learn about why lateral leadership works

 If you are a team leader, consider how to solidify your boss-subordinate relationship

 If you are a senior/veteran leader, think about how to ask the right questions of your managers to help

them build the skills they need to appropriately manage up to you

**Week7Discussion.jpeg**

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**Week7Discussion.jpeg**

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**## JWI510_WK7_LectureNotes_1206.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 (1206) Page 1 of 4

Week 7: Leading through Relationships

As Jack counsels, leading is not about power and control; leading is about achieving results through

others. These others include, not only your employees, but also your boss and colleagues. Your

colleagues, especially in large multinational organizations, can be widespread and may be located in

different business units and different countries. Further, in businesses of any size, you may have to exert

influence over employees of other companies that are part of your supply chain, or you may have to deal

with virtual teams. As such, our focus this week is on achieving results through leading upwards and

laterally, and on getting work done in situations where you don’t have formal authority.

Lateral Leadership and Persuasion

Lateral leadership focuses on the particular capabilities all leaders must hone to ensure their effectiveness

in today's organizations. The key capabilities include:

 Networking

Determine whose support you will need to achieve your current and potential initiatives, and

build those relationships.

 Persuasion and Negotiation

When bargaining, focus on mutual benefit. This will increase your influence and build solid

professional relationships.

 Consultation

Talk to people whose buy-in you need for an initiative about the best processes to achieve

results, and what will create support for the initiative and its implementation.

 Coalition Building

Alliances are more powerful than attempting to influence by oneself, so gather together the

people you need to support the initiative.

Honing these skills requires a leader to focus on the organization of the system, rather than focusing on

one functional silo. Clearly, all lateral leadership capabilities revolve around a conscious focus on

building relationships. Developing solid and enduring relationships is the surest way of building the trust

required to effectively influence.

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 (1206) Page 2 of 4

The Art of Persuasion

The key capabilities of lateral leadership are closely tied to effective persuasion. Persuasion is a

necessary approach to achieving results in today’s flat, multi-generational, team-oriented organization.

What you may think of as persuasion – a one-time, hard sell, well-reasoned, firm approach – is a recipe

for failure.

There are four factors necessary for effective persuasion (Conger, 1998):

1. Credibility

To persuade someone, they need to trust you. Be aware that you might think you are more

credible than you really are; this factor is about expertise. If you do not have a history of being

knowledgeable and making sound decisions, you need to learn more about your position, hire

someone who has the expertise needed, or support your position with respected outside sources.

Reflect on your relational history and, if there are gaps in your relationships, you may need to

meet personally with key individuals or gather groups of allies who have relationships with those

you want to persuade.

2. Shared Benefits

It is important to understand your audience and how they will perceive the issue presented to

them. This depth of understanding requires asking questions and carefully listening to feedback

from those impacted by the issue. Persuasion may transform during this process; some

adjustment is a positive step toward a successful outcome. Once the audience is understood, the

issue must be presented so that the advantages for your audience are clear.

3. Memorable Evidence

To effectively persuade, present the audience with a story that will make a meaningful impact and

be memorable. One of the most effective approaches is to vividly describe a comparable situation.

4. Show Emotion

Just as Jack advocates for passion as an essential quality of great leaders and good employees, it

is also important for effective persuasion. It is essential to show an emotional connection to the

issue presented – the audience must feel it. It is equally important to understand the mood and the

emotional state of the audience, so you can adjust tone accordingly.

Persuasion is difficult. It takes time, but it is a powerful force that can move an organization forward. Next

week, we will explore the topic of getting results. Try and weave what you have learned about persuasion into

what you will learn about leading an organization that executes to win.

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 (1206) Page 3 of 4

The Five Laws of Managing Up

If you are working, you are either self-employed and the owner of your business, or you have a boss. Just

as your lateral relationships are a central focus, so, too, is your relationship with your boss. The most

effective leaders know how to make the most of this. They know how to manage up.

In an age when you spend the majority of your waking hours at work, bosses can have an enormous

impact on your daily life and self-esteem. They hold power over your compensation and career. They can

make or break your ability to do your job well in terms of resources and coaching. In sum, a good

relationship with your boss can make work, not just deeply rewarding, but downright fun. A bad one can

cause misery. Either way, remember that upward relationships require special tending. With that in mind,

we now turn to five laws for effectively influencing your boss, developed by management expert Michael

Feiner (2004).

1. Make Your Own Bed

You are 100% responsible for the quality of your relationship with your boss. Sure, some bosses care

deeply about building a connection with each direct report, but most are too busy managing their own

jobs and their own bosses to care nearly as much as you do about forging a healthy and productive

personal bond. Do not expect your boss to jump in and “own” your relationship. You must jump first.

And why not? You most likely have more to gain than lose.

2. Get Behind the Mask

You can only influence your boss when you understand your boss. What motivates them? What

are their priorities, objectives, goals, and ambitions? What are their points of contention? And,

most importantly, what are their expectations of you? So, how do you find out about your boss?

Often, it can be as simple as asking them directly, but careful and dedicated observation also

helps. To whom does your boss talk most often? To whom do they listen? What do they read?

What makes them laugh? What drives them nuts? Each one of these details will open your eyes to

your boss's values and concerns, showing you the path to a relationship that surpasses the

superficial.

3. Commit to the Success of Your Boss

This law is easy if you really like your boss. In such cases, of course, you'll do everything you can

to assure their admiration and assent. But, even if you do not like your boss, you have to discipline

yourself to respect the position that they hold. That’s professionalism. That’s doing the right thing.

Keep your boss continually informed. Meet your obligations. Make sure you are dependable.

Nothing is more likely to enhance your relationship with your boss than seeing that their goals

were achieved because of you.

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 (1206) Page 4 of 4

4. Speak Truth to Power … Carefully

The most successful supervisors understand that people at high organizational levels are

sometimes cut off from what people really think about them and the company. The best leaders

do want to hear the bad news along with the good. They know that leaders cannot deliver their

best performance if the people who work for them will not relay the information they need to

make good decisions. You can confront your boss with unpleasant news by, first, ensuring the

information you want to convey is accurate. Next, make it clear that you are not seeking a gripe

session or a confrontation, but rather trying to raise important questions or share information you

think your boss should have. Lastly, know when and how to begin the conversation.

5. Act Like a Grownup

There will be times in your career when you have done all you can and tried everything you can

think of to build a solid relationship with your boss to no avail. It may seem to you that the boss

does not care about anything but their own success, that you are regarded as merely a factor of

production or some kind of inanimate object. You may conclude that your boss has no interest in

your personal growth and professional development. However accurate your perceptions, you

cannot feel sorry for yourself. You cannot play the victim. Confront your problem with a healthy

and productive mindset, and find an equally healthy and productive solution. And do not quit

abruptly, leaving your team in the lurch. If you are tempted to quit, remember that you can often

learn more from a bad boss than from a good one.

We do not want to leave you with the impression that most bosses bring you down. Indeed, many bosses

are good or even great, and, surely, most strive to be. But the quality of your boss's management is

something you have little control over. You can only control the quality of your relationship. Own that

responsibility, and you’re managing up.

Your Leadership Journey

 If you are new to leadership, learn about why lateral leadership works

 If you are a team leader, consider how to solidify your boss-subordinate relationship

 If you are a senior/veteran leader, think about how to ask the right questions of your managers to help

them build the skills they need to appropriately manage up to you

**Week7Discussion.jpeg**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week7discussion-jpeg)

**## JWI510_WK7_LectureNotes_1206.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 (1206) Page 1 of 4

Week 7: Leading through Relationships

As Jack counsels, leading is not about power and control; leading is about achieving results through

others. These others include, not only your employees, but also your boss and colleagues. Your

colleagues, especially in large multinational organizations, can be widespread and may be located in

different business units and different countries. Further, in businesses of any size, you may have to exert

influence over employees of other companies that are part of your supply chain, or you may have to deal

with virtual teams. As such, our focus this week is on achieving results through leading upwards and

laterally, and on getting work done in situations where you don’t have formal authority.

Lateral Leadership and Persuasion

Lateral leadership focuses on the particular capabilities all leaders must hone to ensure their effectiveness

in today's organizations. The key capabilities include:

 Networking

Determine whose support you will need to achieve your current and potential initiatives, and

build those relationships.

 Persuasion and Negotiation

When bargaining, focus on mutual benefit. This will increase your influence and build solid

professional relationships.

 Consultation

Talk to people whose buy-in you need for an initiative about the best processes to achieve

results, and what will create support for the initiative and its implementation.

 Coalition Building

Alliances are more powerful than attempting to influence by oneself, so gather together the

people you need to support the initiative.

Honing these skills requires a leader to focus on the organization of the system, rather than focusing on

one functional silo. Clearly, all lateral leadership capabilities revolve around a conscious focus on

building relationships. Developing solid and enduring relationships is the surest way of building the trust

required to effectively influence.

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 (1206) Page 2 of 4

The Art of Persuasion

The key capabilities of lateral leadership are closely tied to effective persuasion. Persuasion is a

necessary approach to achieving results in today’s flat, multi-generational, team-oriented organization.

What you may think of as persuasion – a one-time, hard sell, well-reasoned, firm approach – is a recipe

for failure.

There are four factors necessary for effective persuasion (Conger, 1998):

1. Credibility

To persuade someone, they need to trust you. Be aware that you might think you are more

credible than you really are; this factor is about expertise. If you do not have a history of being

knowledgeable and making sound decisions, you need to learn more about your position, hire

someone who has the expertise needed, or support your position with respected outside sources.

Reflect on your relational history and, if there are gaps in your relationships, you may need to

meet personally with key individuals or gather groups of allies who have relationships with those

you want to persuade.

2. Shared Benefits

It is important to understand your audience and how they will perceive the issue presented to

them. This depth of understanding requires asking questions and carefully listening to feedback

from those impacted by the issue. Persuasion may transform during this process; some

adjustment is a positive step toward a successful outcome. Once the audience is understood, the

issue must be presented so that the advantages for your audience are clear.

3. Memorable Evidence

To effectively persuade, present the audience with a story that will make a meaningful impact and

be memorable. One of the most effective approaches is to vividly describe a comparable situation.

4. Show Emotion

Just as Jack advocates for passion as an essential quality of great leaders and good employees, it

is also important for effective persuasion. It is essential to show an emotional connection to the

issue presented – the audience must feel it. It is equally important to understand the mood and the

emotional state of the audience, so you can adjust tone accordingly.

Persuasion is difficult. It takes time, but it is a powerful force that can move an organization forward. Next

week, we will explore the topic of getting results. Try and weave what you have learned about persuasion into

what you will learn about leading an organization that executes to win.

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 (1206) Page 3 of 4

The Five Laws of Managing Up

If you are working, you are either self-employed and the owner of your business, or you have a boss. Just

as your lateral relationships are a central focus, so, too, is your relationship with your boss. The most

effective leaders know how to make the most of this. They know how to manage up.

In an age when you spend the majority of your waking hours at work, bosses can have an enormous

impact on your daily life and self-esteem. They hold power over your compensation and career. They can

make or break your ability to do your job well in terms of resources and coaching. In sum, a good

relationship with your boss can make work, not just deeply rewarding, but downright fun. A bad one can

cause misery. Either way, remember that upward relationships require special tending. With that in mind,

we now turn to five laws for effectively influencing your boss, developed by management expert Michael

Feiner (2004).

1. Make Your Own Bed

You are 100% responsible for the quality of your relationship with your boss. Sure, some bosses care

deeply about building a connection with each direct report, but most are too busy managing their own

jobs and their own bosses to care nearly as much as you do about forging a healthy and productive

personal bond. Do not expect your boss to jump in and “own” your relationship. You must jump first.

And why not? You most likely have more to gain than lose.

2. Get Behind the Mask

You can only influence your boss when you understand your boss. What motivates them? What

are their priorities, objectives, goals, and ambitions? What are their points of contention? And,

most importantly, what are their expectations of you? So, how do you find out about your boss?

Often, it can be as simple as asking them directly, but careful and dedicated observation also

helps. To whom does your boss talk most often? To whom do they listen? What do they read?

What makes them laugh? What drives them nuts? Each one of these details will open your eyes to

your boss's values and concerns, showing you the path to a relationship that surpasses the

superficial.

3. Commit to the Success of Your Boss

This law is easy if you really like your boss. In such cases, of course, you'll do everything you can

to assure their admiration and assent. But, even if you do not like your boss, you have to discipline

yourself to respect the position that they hold. That’s professionalism. That’s doing the right thing.

Keep your boss continually informed. Meet your obligations. Make sure you are dependable.

Nothing is more likely to enhance your relationship with your boss than seeing that their goals

were achieved because of you.

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
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JWI 510 – Lecture Notes (1206) Page 4 of 4

4. Speak Truth to Power … Carefully

The most successful supervisors understand that people at high organizational levels are

sometimes cut off from what people really think about them and the company. The best leaders

do want to hear the bad news along with the good. They know that leaders cannot deliver their

best performance if the people who work for them will not relay the information they need to

make good decisions. You can confront your boss with unpleasant news by, first, ensuring the

information you want to convey is accurate. Next, make it clear that you are not seeking a gripe

session or a confrontation, but rather trying to raise important questions or share information you

think your boss should have. Lastly, know when and how to begin the conversation.

5. Act Like a Grownup

There will be times in your career when you have done all you can and tried everything you can

think of to build a solid relationship with your boss to no avail. It may seem to you that the boss

does not care about anything but their own success, that you are regarded as merely a factor of

production or some kind of inanimate object. You may conclude that your boss has no interest in

your personal growth and professional development. However accurate your perceptions, you

cannot feel sorry for yourself. You cannot play the victim. Confront your problem with a healthy

and productive mindset, and find an equally healthy and productive solution. And do not quit

abruptly, leaving your team in the lurch. If you are tempted to quit, remember that you can often

learn more from a bad boss than from a good one.

We do not want to leave you with the impression that most bosses bring you down. Indeed, many bosses

are good or even great, and, surely, most strive to be. But the quality of your boss's management is

something you have little control over. You can only control the quality of your relationship. Own that

responsibility, and you’re managing up.

Your Leadership Journey

 If you are new to leadership, learn about why lateral leadership works

 If you are a team leader, consider how to solidify your boss-subordinate relationship

 If you are a senior/veteran leader, think about how to ask the right questions of your managers to help

them build the skills they need to appropriately manage up to you

**Week7Discussion.jpeg**

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November 5, 2026
[Solved] Human Resource Management Wk 6 assignment- Organizational layoff

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Executive Solution Overview

## Overview One of the more challenging tasks facing human resources managers is navigating employee layoffs. Managers will often play a central role in both planning and executing the workforce reduction while mitigating its impact on employees and the organization. In this assignment, you will exa…

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Assignment Prompt & Instructions

## Overview

One of the more challenging tasks facing human resources managers is navigating employee layoffs. Managers will often play a central role in both planning and executing the workforce reduction while mitigating its impact on employees and the organization. In this assignment, you will examine the HR manager’s role and determine the strategic planning around layoffs. This includes understanding laws and regulations, completing documentation, logistical planning, and addressing concerns of the existing employees and the remaining workforce. Having a plan for this process is critical, so you will be presenting your plan to the other HR professionals on your team.

## Scenario

You are the human resources manager for a company with 750 employees and you are creating a presentation for other members of your department that can be used as a resource for potential layoffs or reduction in force that may occur in the future. The presentation will include processes, timelines, and strategies that will become a strategic guide for HR personnel to comply with any state and federal regulations and ensure due process and fairness for the impacted employees.

## Instructions

**Before you begin:**

– Review the resources listed at the bottom of the assignment.
– Review the assignment rubric.
– Review the [Strayer Writing Standards (SWS): Rules when working on a PowerPoint](https://library.strayer.edu/sws/slideshow).

– This will help you with best practices when incorporating appropriate visuals. Remember, this is a professional presentation presented by a manager to their department.
– _Note:_ You may make all necessary assumptions to complete this assignment.

**Create a 10-15 slide PowerPoint presentation for your layoff/RIF plan that includes the following:**

1. Recommend a general timeline for the process including consultation with other stakeholders, required meetings, and employee notifications. ( _Note:_ This week’s discussion will be helpful here.)

– Address the following in your recommendation:
– Legal considerations such as protected classes and age discrimination.
– Due process strategies to ensure the layoff is fair and transparent.
– Applicable federal and state laws or regulations.

2. Outline a communication plan for employees and stakeholders. This should include documentation requirements and strategies for emotional support and morale.

3. Outline a severance package and benefit plan for the impacted employees. Considerations include exempt/non-exempt, full-time/part-time, hourly/salaried, FLSA, EEOC, etc. ( _Note:_ use your textbook and the resources provided at the bottom of the assignment for additional help.)

– Include the following in your outline:
– Identify two best practices for determining fair and equitable compensation for a separated employee.
– Create a compensation chart depicting a fair and equitable timeline for the disbursement of the compensation.
– Applicable state or federal laws or regulations.

4. Recommend two strategies for minimizing the impact of the layoff on remaining employees.

5. Outline a plan for rehiring employees if the company’s financial situation improves.

6. Describe two ways an organizational layoff can affect a company’s future strategic direction.

7. Conclusion: Summarize the value of an HR strategic plan during an organizational layoff or reduction in force. Address the importance of adequate planning, communication, and legal compliance in reducing employee stress and improving morale.

**Formatting requirements:**

– Include detailed speaker’s notes for each slide. ( _Note:_ see resources below if you need assistance with speaker notes).

– Speaker’s notes should adequately explain, expand, and express your main points for each slide.
– Include a cover page slide and a source page slide, they will not count toward the minimum 10 slides of content.

Use at least **three** quality academic sources. Suggested resources are listed below.

– 2 years ago

November 5, 2026
[Solved] Human Resource Management Unit 6 Assignment: Decision Making

✓ Verified Academic Solution Available

Executive Solution Overview

READ PDF When faced with a difficult decision or set of decisions, as in teen pregnancy, creating a decision-making worksheet can be a valuable tool. This is similar to making a pros and cons list which you may already do. For this assignment, you will all be writing about teen pregnancy – [\ \ HS…

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Assignment Prompt & Instructions

READ PDF

When faced with a difficult decision or set of decisions, as in teen pregnancy, creating a decision-making worksheet can be a valuable tool. This is similar to making a pros and cons list which you may already do. For this assignment, you will all be writing about teen pregnancy

– [\
\
HSV368Unit6Assignment.pdf](https://www.sweetstudy.com/files/hsv368unit6assignment-pdf-10192483 "HSV368Unit6Assignment.pdf")

– 2 years ago

November 5, 2026
[Solved] Wk 6 discussion- layoff legalities

✓ Verified Academic Solution Available

Executive Solution Overview

## **Context** In this discussion, you will examine some of the terminology and legal guidelines around layoffs. It is helpful to begin with foundational knowledge about how layoffs and reduction in force (RIF) differ. Read this brief article, [RIF vs Layoff: Know the Difference](https://careerminds…

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Assignment Prompt & Instructions

## **Context**

In this discussion, you will examine some of the terminology and legal guidelines around layoffs. It is helpful to begin with foundational knowledge about how layoffs and reduction in force (RIF) differ. Read this brief article, [RIF vs Layoff: Know the Difference](https://careerminds.com/blog/rif-vs-layoff), to learn more. HR managers must have a deep understanding of state and federal employment laws, ensuring that the layoff process complies with regulations. One requirement, depending on the circumstances, is to provide impacted employees with advance notice of their impending job loss.

## **Post a Response:**

The most common layoff advance notice law is the Federal Worker Adjustment and Retraining Notification Act (WARN Act).

1. Visit the [WARN Act Compliance Assistance page](https://www.dol.gov/agencies/eta/layoffs/warn) on the Department of Labor website and review the employer’s guide.

– After reviewing the employer’s guide, consider the employer's responsibilities under the WARN Act and the liabilities for not following the law. Concisely articulate what you believe are the most important guidelines for HR managers and why. **Do not simply copy and paste information**.

1. Identify one law or regulation in your state that would be important for an HR manager to be familiar with when preparing for a layoff.

– Suggested resource: State Department of Labor Websites [State Labor Offices | U.S. Department of Labor (dol.gov).](https://www.dol.gov/agencies/whd/state/contacts)

– 2 years ago

November 5, 2026
[Solved] Unit 6.2 DB: Messages About Gender

✓ Verified Academic Solution Available

Executive Solution Overview

– 2 years ago **files (1)** – ## db.pdf **## db.pdf** Keeping in mind what you’ve learned about gender, grab a sheet of paper and fold it in half, the long way. Write your birth year on the left side and today’s date on the right. Between those two points write at least three key events in your life…

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Immediate access to the full model answer, formatted citations, and rubric breakdown.

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Assignment Prompt & Instructions

– 2 years ago

**files (1)**

– ## db.pdf

**## db.pdf**

Keeping in mind what you’ve learned about gender, grab a sheet of paper and fold it in half, the long
way. Write your birth year on the left side and today’s date on the right. Between those two points
write at least three key events in your life that brought awareness to you about your gender. For
example, a male may recall not being invited to play with neighbor girls or a female may recall
having more rules than her brothers. Share these three events in your discussion post and answer
the following questions:

How are the lifelines of males and females different or similar?

How does cultural background influence gender lines?

What is the source of the strongest messages about gender?

**## db.pdf**

Keeping in mind what you’ve learned about gender, grab a sheet of paper and fold it in half, the long
way. Write your birth year on the left side and today’s date on the right. Between those two points
write at least three key events in your life that brought awareness to you about your gender. For
example, a male may recall not being invited to play with neighbor girls or a female may recall
having more rules than her brothers. Share these three events in your discussion post and answer
the following questions:

How are the lifelines of males and females different or similar?

How does cultural background influence gender lines?

What is the source of the strongest messages about gender?

November 5, 2026