ORGB : HUMAN INTERFACES - assignment

Honour Statement

I, [ADD YOUR NAME AND STUDENT ID HERE] ________________________________________________, will not give or receive aid on this examination. This includes, but is not limited to, viewing the exams/ answers of others, sharing the exam and answers with others, making unauthorized use of books, notes, or electronic devices, browsing on internet while taking the exam, discussing the exam with students who have not yet taken it, or have taken it.

I understand that anybody who is found to cheat on the exam, by having an unauthorized electronic device around them, or browsing internet or text book to look for answers while attempting the exam, the exam will be cancelled and academic incident will be reported in the records if Turnitin will report any similarity or plagiarism in the submitted exam or if the professor will sense any cheating/ copying act while marking the exam.

I understand that if I am aware of any cheating on this examination, I have an obligation to inform my professor. I also understand that my professor will follow UCW Academic Misconduct Policy if they witness any acts of academic misconduct.

Signature: __________________________________

Date: __________________________________

Time Allowed: 2 hrs.

Maximum Marks: 20

Name _________________________

Student ID _____________________

Date __________________________

Please note:

Answer all questions on the pages provided. Do not add or remove any pages.

Exam is divided into following parts:

1. Section A - A case-incident with 2 questions based on the situation presented in the case-incident.

Question 1, 2 (1 PAGE answer approx., single spaced and NOT double-spaced lines).

Section A

Leadership: Making Decisions during Hurricane Katrina

The first challenge faced by Sylvia Thibodeaux prior to Hurricane Katrina arriving was how to move the sisters as quickly as possible out of harm way with the storm continually getting worse. The evacuation plan called for the use of ambulances, motor vehicles, vans, and cars. Each car was equipped with water, food, cell phones, gas cards, and other emergency needs since they had no idea how long it would take to get to central Louisiana. She helped evacuate 71 sisters from their mother house, which included those in nursing homes. As she was escorting the sisters to central Louisiana, they were stopped at the Superdome and instructed that the Governor requested that everyone remain there. Knowing that Hurricane Katrina was going to directly hit the Superdome, Sylvia immediately stated that “this is a breach of our contract and we will call our attorneys.” Within five minutes, they were back on their way to central Louisiana.

Two weeks after Hurricane Katrina, Mary Kay Kinberger, was able to get back into the city of New Orleans with a special pass. After passing several military check points, she finally reached her congregational center, which was now a military command post. Surprisingly, she was allowed to go back onto the property, and she asked to see the person in charge. When she met the person, he says, “What took you so long, I kept telling my troops that I knew the sisters would come. Would you talk to my troops and lead them in prayer?” Within moments, he had all of his troops together, which were the first responders of the search and rescue mission in New Orleans. The military quickly became a ministry for them and have remained so up to this point.

Beth Fitzpatrick has lived in New Orleans almost all her life and has never experienced a breach in the levy. The hurricane was a great equalizer because everyone was experiencing the same thing. Many times, she heard that “I just want to go home,” however home was not home anymore. They could not minister as they use to minister, they could not live in their homes with the people they were familiar with, they had nothing. The capacity to focus was absent and is referred to as “Katrina Brain” when things are forgotten. When you are in this state, there are two temptations, to try harder or to give up on the entire endeavor. Neither of those works. What they can do is not move too quickly into an easy solution.

Dorothy Trosclair always knew that there could be a storm that would destroy her beloved city. The signs were there, but down deep she never believed it would be in her life time, and especially not during her leadership watch. Discernment, which is at the heart of leadership, takes time, which they did not have during Hurricane Katrina. Her leadership team made life and death decisions to leave New Orleans. The decisions of who would go were and with whom were made in five minutes. Communication that we count on to keep us connected across the miles was not available at a time when we most needed it. The only way to lead her fragile, broken community, was with the resources were at home within. Hurricane Katrina took what they had, but it could not touch who they are.

Answer the following questions on the next pages:

(1 X 10 = 20)

1. Hurricane Katrina proved to be a difficult situation in which the leaders of New Orleans had literally moments to make life and death decisions regarding their constituencies. Distinguish between the two types of knowledge. What type of knowledge would you have relied on, if you had to make a decision to help the city of New Orleans? Explain with good examples. (5 marks for answer, 5 marks for good examples)

(1 X 10 = 20)

2. When Hurricane Katrina hit New Orleans, Dorothy Trosclair and her leadership team was placed in a situation that required an immediate response. The city of New Orleans needed to implement an emergency action plan that would help save the people in the city. What method of decision making did Dorothy and her team use in this situation? What decision making problem was present that made their decision even more difficult? Explain with good examples. (5 marks for answer, 5 marks for examples)