Paper 40 - No Plagiarism - URGENT (GRADUATE LEVEL SKILLED WRITERS ONLY) - NEEDED IN 12 HOURS!!!
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P40.docxINSTRUCTIONS
INSTRUCTIONS
· APA format NOT REQUIRED
· Minimum of 2 additional sources from the literature in addition to course texts
· Must use headings
· Analyze and explain the power of business integrity
· Explain God’s perspective on business integrity
· Explain your current decision models and how they have changed during the course
Use the following body outline and discuss the following:
· Introduction - Designing and Executing Strategy with Integrity
· Process: The Power of Business Integrity thorough explanation – Main reference Gamble, et al.: ch. 9-10 Discuss perspective on the areas of ethics, corporate social responsibility, and sustainability.
Gamble, J., Peteraf, M., & Thompson, A. (2019), Essentials of Strategic Management, (6th edition).
Safta, M. (2018). Integrity in the business environment. Juridical Tribune Journal = Tribuna Juridica, 8(3), 811-822. Retrieved from https://doaj.org/article/f7fda2564775417dbba6ba3bf343c030
· Strategic Thinking: God’s Perspective on Business Integrity (Keller) – Main reference
Keller, T. (with Alsdorf, K. L.), (2012), Every Good Endeavor, New York, NY: Riverhead Books, Penguin Group
· Decision Model: Key Decision Traps to Avoid - no less than 100 words
a. THE HERSEY–BLANCHARD MODEL (SITUATIONAL LEADERSHIP)
i. My Current Decision Models, why
ii. How they have changed, why
Krogerus, M., & Tschäppeler, R. (2018), The decision book: 50 models for strategic thinking, (Revised edition.).
· Conclusion- no less than 100 words
· Annotated Bibliography- no less than 250 words each
Include a thorough Annotated Bibliography of the following 2 Sources: See requirements below.
1. Brown, M. T., & Philosophy Documentation Center. (2013). Contextual integrity of business. Business & Professional Ethics Journal, 32(1/2), 1-20. doi:10.5840/bpej2013321/21
2. Safta, M. (2018). Integrity in the business environment. Juridical Tribune Journal = Tribuna Juridica, 8(3), 811-822. Retrieved from https://doaj.org/article/f7fda2564775417dbba6ba3bf343c030
MUST USE ALL OF THE FOLLOWING IN THE ANNOTATED BIBLIOGRAPHIES
a. Minimum of 250 words in annotation Summary of Key Points
b. Must have a evaluation of the Quality of the Publication Evaluation of the Quality of the Author(s) Where this fits into the discussion
c. Must have overall summary of key points
d. Must have an evaluation of the quality of the publication (periodical or text)[such as its reviewing process, place in the body of knowledge, its ISSN # and context, and/or UlrichWeb website]
e. Must have an evaluation of the author(s) [such as any special recognition, grants, or positions, # of publications unauthored, # of times cited, etc.], 4) where this fits into your discussion.
MUST USE THE FOLLOWING RESOURCES AND ATTACHED READINGS
References
Brown, M. T., & Philosophy Documentation Center. (2013). Contextual integrity of business. Business & Professional Ethics Journal, 32(1/2), 1-20. doi:10.5840/bpej2013321/21
Gamble, J., Peteraf, M., & Thompson, A. (2019), Essentials of Strategic Management, (6th edition).
Keller, T. (with Alsdorf, K. L.), (2012), Every Good Endeavor, New York, NY: Riverhead Books, Penguin Group
Krogerus, M., & Tschäppeler, R. (2018), The decision book: 50 models for strategic thinking, (Revised edition.).
O'Rourke, B. (2019). Leading with integrity. Leader to Leader, 2019(91), 21-25. doi:10.1002/ltl.20404
Rumelt, R. (2011), Good strategy/bad strategy: The difference and why it matters., New York, NY: Crown Business
Safta, M. (2018). Integrity in the business environment. Juridical Tribune Journal = Tribuna Juridica, 8(3), 811-822. Retrieved from https://doaj.org/article/f7fda2564775417dbba6ba3bf343c030
Slocum, J., Lei, D., & Buller, P. (2014). Executing business strategies through human resource management practices. Organizational Dynamics, 43(2), 73-87. doi:10.1016/j.orgdyn.2014.03.001
Position your competitors’ products on the graph. In areas that are dense with competitors, you should enter the market with your business model
only if it has the potential to be a ‘category killer’. For example, Grazia was able to conquer the already crowded women’s weekly market by combining sophisticated fashion news with strictly A-list gossip. Look for a niche, an area that has been overlooked and that is not yet occupied.
Beware! If an area is completely empty, you should check whether there is a demand there at all.
Positioning is like drilling for oil. Close is not good enough.
This model helps you to identify gaps in the market: position your competitors according to the three axes (e.g. prestige, cost-effectiveness,
awareness). Where is there a niche?
THE HERSEY–BLANCHARD MODEL (SITUATIONAL LEADERSHIP)
HOW TO SUCCESSFULLY MANAGE YOUR EMPLOYEES
Over the last hundred years, organisational theory has taken many different turns. Man is a machine and should be treated as such (Taylor, Ford).
Paying attention to social factors, and not objectively regulated working conditions, leads to the best results (Hawthorne). Organisations can
regulate themselves (Clark, Farley). And strategic management, i.e. the division of organisations into primary and secondary activities, leads to
success (Porter).
A rather different theory was put forward by Paul Hersey and Ken Blanchard, who suggested that the most important thing is to adapt one’s style of
leadership to the situation at hand. This ‘situational leadership model’ distinguishes between:
1. Instructing. When they are starting a job, employees need strong leadership. When they are new their level of commitment is usually high, but
their level of expertise is still low. Employees are given orders and instructions.
2 . Coaching. The employees’ level of expertise has risen. Because of stress and the loss of the initial euphoria at starting a new job, their
motivation and commitment levels have fallen. The employees are asked questions, and they look for the answers themselves.
3. Supporting. The level of expertise has risen sharply. The level of motivation can vary: either it has gone down (employees may resign) or it
has gone up as a result of being given more independence (employees are encouraged to come up with their own ideas).
4. Delegating. Employees are fully in control of their work. The level of motivation is high. They are given their own projects and lead their own
teams.
Lead your employees in such a way that you yourself become superfluous. And lead your employees to be successful, so that one day they will be
in a leadership position themselves.
Position your competitors’ products on the graph. In areas that are dense with competitors, you should enter the market with your business model
only if it has the potential to be a ‘category killer’. For example, Grazia was able to conquer the already crowded women’s weekly market by
combining sophisticated fashion news with strictly A-list gossip. Look for a niche, an area that has been overlooked and that is not yet occupied.
Beware! If an area is completely empty, you should check whether there is a demand there at all.
Positioning is like drilling for oil. Close is not good enough.
This model helps you to identify gaps in the market: position your competitors according to the three axes (e.g. prestige, cost-effectiveness,
awareness). Where is there a niche?
THE HERSEY–BLANCHARD MODEL (SITUATIONAL LEADERSHIP)
HOW TO SUCCESSFULLY MANAGE YOUR EMPLOYEES
Over the last hundred years, organisational theory has taken many different turns. Man is a machine and should be treated as such (Taylor, Ford).
Paying attention to social factors, and not objectively regulated working conditions, leads to the best results (Hawthorne). Organisations can
regulate themselves (Clark, Farley). And strategic management, i.e. the division of organisations into primary and secondary activities, leads to
success (Porter).
A rather different theory was put forward by Paul Hersey and Ken Blanchard, who suggested that the most important thing is to adapt one’s style of
leadership to the situation at hand. This ‘situational leadership model’ distinguishes between:
1. Instructing. When they are starting a job, employees need strong leadership. When they are new their level of commitment is usually high, but
their level of expertise is still low. Employees are given orders and instructions.
2. Coaching. The employees’ level of expertise has risen. Because of stress and the loss of the initial euphoria at starting a new job, their
motivation and commitment levels have fallen. The employees are asked questions, and they look for the answers themselves.
3. Supporting. The level of expertise has risen sharply. The level of motivation can vary: either it has gone down (employees may resign) or it
has gone up as a result of being given more independence (employees are encouraged to come up with their own ideas).
4. Delegating. Employees are fully in control of their work. The level of motivation is high. They are given their own projects and lead their own
teams.
Lead your employees in such a way that you yourself become superfluous. And lead your employees to be successful, so that one day they will be
in a leadership position themselves.
