Deviant behavior may appear to be very common in sports. Negative behavior from athletes, coaches, spectators, parents, and other members of the sports community are frequently publicized in the media. For this discussion, we are going to examine some of the deviant behavior that occurs in our sports world and identify the effect of the behavior on sports and our society. For this discussion, you will research references that address deviant behavior involving one or more of the following: 1) athletes, 2) coaches, 3) sports media members, 4) officials, 5) athletic administrators, or 6) spectators. Then, please answer the following questions: What was the deviant behavior? What was the punishment, if any?
Hi! I need to do a 10 slice powerpoint, about chapter 21 and 22 of this book. with the most important information and with examples applicable in real life in the speakers notes, explaining and referring to each slice. At the end of the presentation you have to add a short video referring to chapter 21. The book to use is in the following link, username: [email protected], password: Alfa+beta1988 Please let me know if you have any questions.
Link: https://online.vitalsource.com/reader/books/9780323824279/epubcfi/6/70[%3Bvnd.vst.idref%3DCHP021]!/4/2/22/4/2[sec0019]/6/2[fig0001]/2%4052:19
OB-related business articles published in either 2021, 2022, or 2023 in one of the following outlets; BusinessWeek, Forbes, Fortune, Harvard Business Review, or MIT Sloan Management Review. Points will be deducted if you do not select an article that meets the specifications listed in the previous sentence. Your summary must address all of the following prompts: What was the purpose of the article? How does the article relate to 3 topics covered in our course?
OB-related business articles published in either 2021, 2022, or 2023 in one of the following outlets; BusinessWeek, Forbes, Fortune, Harvard Business Review, or MIT Sloan Management Review. Points will be deducted if you do not select an article that meets the specifications listed in the previous sentence.
Your summary must address all of the following prompts:
What was the purpose of the article?
How does the article relate to 3 topics covered in our course?
What are the practical/applied implications of this article for managers or the organization?
WRITINGASSIGNMENT2.docx
Note: in Prompt 2, Ensure to BOLD the three class topics.
Word Document Only
Write a one-page written summary an OB-related business articles published in either 2021, 2022, or 2023 in one of the following outlets; BusinessWeek, Forbes(DO NOT WRITE ON What-is-organizational-behavior TOPIC), Fortune, Harvard Business Review, or MIT Sloan Management Review. Points will be deducted if you do not select an article that meets the specifications listed in the previous sentence.
Note: in Prompt 2, Ensure to BOLD the three class topics.
Word Document Only
· What was the purpose of the article?
· How does the article relate to 3 topics covered in our course?
· What are the practical/applied implications of this article for managers or the organization?
·
The applied article assignments must be one page of single-spaced text, ***i n size 12 Arial, Calibri, or Times New Roman font, with no more than one-inch margins. ***(Note: Do not place large titles/headings at the top or bottom of the page to try and take up space on the page).
Your summary must address all of the following prompts:
Additional Notes:
· 3 paragraphs: 1 paragraph per prompt
· 1 full page of essay single space response. Only your name at the top of the page
· Quality of class content incorporated – Incorporate theories and concepts. General discussions of topics like diversity, culture, and communication will receive partial grade.
· Specify the chapter title and chapter number(listed below with sub title) when discussing connections to class content
· One click link to the article – no links that require log in
(NAME OF THE TEXTBOOK IS ORGB (ORGANIZATIONAL BEHAVIOR 6TH EDITION))
chapters:1. Organizational Behavior and Opportunity,
Chapter 2. Challenges for Managers
Chapter 3. Personality, Perception, and Attribution
Chapter 4. Attitudes, Emotions, and Ethics
4-1. Attitudes,4-2. Attitude Formation,4-4. Organizational Citizenship versus Counterproductive Work Behavior,4-5. Persuasion and Attitude Change,4-6. Emotions and Moods at Work
Chapter 5. Motivation at Work
5-1. Motivation and Work Behavior,5-2. Maslow’s Need Hierarchy,5-3. McClelland’s Need Theory,5-4. Herzberg’s Two-Factor Theory,5-5. Two New Ideas in Motivation,5-6. Social Exchange and Equity Theory,5-7. Expectancy Theory of Motivation
Chapter 6. Learning and Performance Management
6-1. Behavioral Models of Learning in Organizations,6-2. Social and Cognitive Theories of Learning
6-3. Goal Setting at Work,6-4. Performance: A Key Construct,6-5. Performance Feedback,6-6. Rewarding Performance,6-7. Correcting Poor Performance
Chapter 7. Stress and Well-Being at Work
, 7-1. What Is Stress?,7-2. Four Approaches to Stress,7-3. The Stress Response,7-4. Sources of Work Stress,7-5. The Consequences of Stress,7-6. Individual Differences in the Stress–Strain Relationship7-7. Preventive Stress Management,7-7a. Organizational Stress Prevention
Chapter 8. Communication: 8-1. Interpersonal Communication, 8-2. Communication Skills for Effective Managers
8-3. Barriers and Gateways to Communication,8-4. Civility and Incivility
https://www.cbsnews.com/video/hiring-autistic-workers/ CBS news video 1. Type a 1 paragraph summary of the video. 2. Compare and contrast this video to the readings covered so far in class. How accurate is the video? Is anything portrayed inaccurately? 3. Do you think this is a good media tool ? Does it help, hurt or is it neutral ?
https://www.cbsnews.com/video/hiring-autistic-workers/
CBS news video
1. Type a 1 paragraph summary of the video.
2. Compare and contrast this video to the readings covered so far in class. How accurate is the video? Is anything portrayed inaccurately?
3. Do you think this is a good media tool ? Does it help, hurt or is it neutral ?
https://www.cbsnews.com/video/hiring-autistic-workers/
Compare and contrast how your local grocery (Publix, Winn Dixie, Sedanos, Presidente, Aldi, Fresco y Mas or my favorite Trader Joes) would position the pre-made meals area of its stores if it were trying to excel on performance, price, or relational value. What value proposition do you recommend as the path to sustainable competitive advantage?
APA. No page limit- All parts of the questions must be answered.
Compare and contrast how your local grocery (Publix, Winn Dixie, Sedanos, Presidente, Aldi, Fresco y Mas or my favorite Trader Joes) would position the pre-made meals area of its stores if it were trying to excel on performance, price, or relational value. What value proposition do you recommend as the path to sustainable competitive advantage?
Performance: emphasize quality, taste, convenience, nutrition, or other functional attributes. Aim for parity with competitors on customization and price.
Price: emphasize low price. Aim for parity with competitors on customization and on functional attributes (quality, taste, etc.).
Relational: emphasize personal touch, customization, and service. Aim for parity with competitors on functional attributes (quality, taste, etc.) and pricing.
Suppose Home Depot decided to adopt a relational value proposition. What business model should Home Depot adopt to support this strategy? Include in your answer a discussion of whether a CRM or Comprehensive Solution Management System would be more appropriate.
Discuss one company that you think is compromising its strategic success by focusing on too many different customers. What changes do you recommend?
What are the value creation and value capture mechanisms that Amazon uses in its business model? How consistent are these with its value proposition?
Identify a company that is threatened by morphing product boundaries? What strategies should it take to protect its value in the marketplace?
Chapter6.pdf
186 Guffey and Loewy, Essentials of Business Communication, 12th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 186 Guffey and Loewy, Essentials of Business Communication, 12th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CHAPTER
Creating Advantage: Customer Value Leadership
Price is what you pay. Value is what you get.
—Warren Buffett
Strategy 101 is about choices: You can't be all things to all people.
—Michael Porter, HBS professor, founder of The Monitor Group
Ever since Morton's put a little girl in a yellow slicker and declared, “When it rains, it pours,” no advertising person worth his or her salt has had any excuse to think of a product as having parity with anything.
—Malcolm MacDougal, Jordan Case McGrath & Taylor
Our attention now shifts from strategic market analysis to the development of strategy.
• What value will the firm offer and in what product markets will it compete?
• How will it compete, and what assets and competencies will be important to its sustained competitive advantage?
• Will it lead or follow? • How will it develop strong customers and brands, and how
will these assets be leveraged over time to grow the business? What investments and disinvestments should be made to improve company success over time?
ALTERNATIVE VALUE PROPOSITIONS
• Companies choose from a variety of ways to offer value to customers.
• Look at any market and you will observe an array of different types of offerings that are more or less attractive to different types of customers.
• This is a sign of a healthy marketplace.
ALTERNATIVE VALUE PROPOSITIONS
A closer look reveals a fairly common set of different types of customers and value propositions across markets.
Three broad groupings exist:
1. companies that compete on performance value 2. companies that compete on price value 3. companies that compete on relational value
Performance Value
• For performance value, the value proposition is all about having the best product or service offering, usually at a price premium.
• Customers who buy these products value this exceptional quality and are willing to pay for it.
• To compete on performance value, the company must ensure that its products or services exceed customer expectations on valued performance attributes or benefits.
• There are 5 key types of performance value 1. Functional 2. Innovation 3. Design and Fashion 4. Service 5. Social Responsibility
1. Functional Quality
• This is the most basic and straightforward type of quality—the product performs its basic function extremely well.
• The product works better or lasts longer than competitors, and customers are willing to pay for this type of quality.
• By producing a product that performs its basic function extremely well, a company can charge higher prices.
2. Innovation Quality
• This type of quality focuses on offering novel sources of value that are not currently available in the marketplace.
• Companies such as Medtronic, 23andMe, and Tesla qualify.
3. Design and Fashion Quality
• The focus here is on an outstanding aesthetic or style.
• Hermès Birkin handbag • exotic leathers • a goat-skin lining that matches the color of the outside
of the bag • hardware plated in gold or palladium to prevent
tarnishing. • Limited amounts handmade in France by expert artisans • $11,550 – $150,000
• The design and exclusivity communicate a sense of fashion and status.
• The limited number of Birkins are made each year drive up prices.
4. Service Quality
• Performance value can also be achieved through service quality— which is usually a collection of intangible and tangible sources of value.
• Consider the exceptional service of Singapore Airlines. With Ferragamo toiletries, Givenchy blankets, pillows, and pajamas, meals like Lobster Thermidor, suite cabins on some planes, tuck-in service, and exceptionally polite and kind flight attendants, it is no wonder the airline was named the best international airline in the world.
• In general, service quality is based in large part on the perceived competence, responsiveness, and empathy of the people with whom customers interact.
5. Social Responsibility Quality
Here the focus is on developing products and services that contribute to larger societal outcomes.
“We take from nature, so we must respect and preserve it.” Doing better to safeguard the future just isn’t negotiable. We’ve designed our packaging to be recyclable, powered our facilities with renewable electricity, and promised to keep 1.5 million pounds of plastic out of our oceans—and that’s just the tip of the iceberg.
At Subaru, we feel it is our corporate responsibility to show love and respect to all who interact with us. We strive to empower all members of our family – owners, employees,
the communities we serve, and our industry at large – to grow and share their own positive impact.
We do this by living our Love Promise, through our annual Share the Love® event, by partnering with organizations that are building up our communities, by holding
ourselves to the absolute highest quality and safety standards as a car manufacturer, and by reflecting on our practices often to identify ways we can grow and improve the lives and world around us. From our retailers volunteering in their communities across the
country to our nonprofit partnerships here at home in Camden, New Jersey, we’re committed to the Subaru Love Promise.
Price Value
• In nearly every market, from appliances to economy sedans to toothpaste to booksellers to brokerage services, there will be a customer segment that is motivated by price. • Even in high-end markets such as luxury sports sedans,
some brands (e.g., Acura) will stake out a value position. • During recessionary times, the “value segment” can
become especially large. • These companies do not compete on quality or innovation. • They don’t cultivate close relationships with their
customers • they provide reliable products or services positioned in
the middle of the market space at the best price. • The best price is seldom the “cheapest,” but offers the
lowest total life cycle cost to the customer.
Price Value
• Vanguard Group, IKEA, Aldi and Walmart work on all the factors that customers consider when comparing total cost, such as
(1) product reliability that lowers further costs of ownership by avoiding repairs and down-time
(2) reliable service that reduces annoyance and uncertainty about delivery or reliability, and
(3) PRICE PAID IS MORE IMPORTANT THAN convenience and availability.
• How to do it? • highly disciplined cost management • superior pricing acumen
Disciplined Cost Management • These firms sell high volumes of standard products to gain the cost
savings from economies of scale. • They gain efficiencies by converting their large volumes into
experience curve cost-savings benefits. • Scale is not enough; further discipline is needed to limit variety and
avoid product line proliferation. • Minimize every element of overhead and installing a frugal culture
• Simple • Procedures are highly standardized • Tight cost controls are in place.
All firms need cost controls to keep costs in line, but companies competing on price value should be more thorough, rigorous, and less accepting of cost variances.
Superior Pricing Acumen
• To be able to offer the best price, a company competing on price must have a well-defined pricing capability and deep insights into the price sensitivity and behavior of its target segment.
• Progressive became one of the most profitable auto insurance companies in the United States. • Auto insurance is a required but not a desirable purchase • customers are highly price sensitive
• premium is more important than service benefits
Superior Pricing Acumen
• Progressive employs a superior data mining and analysis capability to accurately assess the risk—and thus the expected cost—of each customer.
• It then uses highly targeted pricing schemes to attract profitable customers and discourage unprofitable ones.
• It is able to find customers who competitors are systematically over- charging and then undercut these prices.
• This strategy has required a long-term investment to create massive data archives on customer characteristics and behavior that competitors are so far unable to match.
• Progressive uses sophisticated algorithms to extract insights from its data, such as getting a ticket for “failure to yield” warrants a higher premium increase than does getting a ticket for “speeding.”
Relational Value • Companies focusing on relational value
are unlikely to offer the lowest price or the latest performance features.
• These companies offer their customers a more customized set of solutions in a variety of ways depending on the market. • customer intimacy and
personalization • customer collaboration
Relational Value Companies competing on relational value…
1. their relationships with their best customers are tight, with mutual trust based on shared understanding and commitments.
2. they have broadened their offerings far beyond their core product to include customer information and training, complementary products, support services, and financing as required.
3. their customers think they are getting offerings that have been tailored to their needs. It may be fully customized or simply personalized – This is not the “one size fits all” approach of price value.
Relational Value • These common features conceal huge differences in how
relational value is delivered in different markets. • Customer relationship management (CRM) approaches are
used by firms like Fidelity Investments that serve mass markets with millions of customers.
• Comprehensive solution management approaches are applied by firms like Rolls-Royce when complex systems are sold to a small number of very valuable customers. • Many markets use some of each approach.
Customer Relationship Management • The essence of CRM is customizing products and services for each
particular customer. • It is a cross-functional process involving a continuing dialogue with
customers, managing across all customer touch points, and offering personalized treatment for the most valuable customers.
• These firms harness digital technologies to cost-effectively have dialogues with customers and gain a comprehensive view of each customer, including their profitability. • Example – Fidelity Investments repositioned itself with a strategy
of providing affluent investors with credible advice and investment solutions tailored to the individual investor's situation and delivered with exceptional service to meet specific needs.
• This required careful identification of customer segments to nurture.
Comprehensive Solution Management • Solutions are bundles of products and related services that create
value greater than the sum of their parts. • To offer a real solution, and not just a repackaging of existing
products and services, four criteria must be met:
1. Each solution is co-created with customers. 2. It is therefore tailored to each customer. 3. The relationship between customer and supplier is unusually
intimate. 4. Suppliers accept some of the risk through performance-based or
risk-based contracts.
Comprehensive Solution Management • Like CRM best practices, the aim is to form a one-to-one
learning relationship – but much deeper and broader than those enabled by CRM with social and information connections across many levels and functions of each partner organization.
• This is only feasible with high-value, long-term customers who warrant sizeable investments of time and energy and are also willing to make reciprocal commitments.
• Customers who are partners can gain from such intimate relationships in several ways. • Overall costs may be lower and the quality higher when
interacting with a single supplier for multiple activities. • They may see benefits from superior performance
through preferred access to the latest technology. Their risks may be reduced by sharing them with the supplier.
CUSTOMER VALUE LEADERSHIP
• A value proposition isn’t everything for competing on customer value
• True customer value leaders work to stand out on one source of value. • Toms Shoes stands out on social value—while
performing at least at parity on other important sources of value. The shoes perform the basic functions of footwear, use reasonable quality materials, and are sold at prices similar to other types of casual shoes (despite giving away one pair).
CUSTOMER VALUE LEADERSHIP
• To understand this approach to value, let’s look at the 3 general types of value that customers use when making choices among competing alternatives of bottled water.
• Will their bottled water be a premium offering such as Evian or Gerolsteiner, a standard option in a Dansani or Aquafina offering by The Coca Cola Company and PepsiCo, or a bottled water subscription service brought to customer's homes from Endless Waters or Crystal Springs?
• In the minds of prospective customers, each of these water brands has a position that is above, below, or at parity on each vector.
CUSTOMER VALUE LEADERSHIP
• The Three Value Vectors • Customers judge the relative positions of the offerings in
their consideration set—the set of offerings from among which they will select.
• Customers weight the vectors according to what is most important to them— price value, performance or relational value.
• What brands end up in the consideration set for comparison can, of course, be offerings from same category and might include brands in related categories that fill the same need.
Parity Performance
• Parity is a customer-driven concept. • The question is not whether there is an actual difference between
competitors but whether customers perceive a meaningful difference.
• Parity is the level of performance that must be met if customers are to judge a firm's offering as credible.
• This parity level is more than just the minimum requirements • Moderate and high levels of parity are more meaningful. • The arbiter is always the customer, including customers who buy
from the firm now, those who have never bought from the firm, and those who may have stopped buying from the firm.
Parity Performance
1. Which alternatives are in the customer's consideration set? • Neiman Marcus isn’t competing with Dollar General.
2. How do the firm's offerings compare to competitors • One way to assess parity is to ask a sample of customers to
rate the firms or brands on key features and benefits. 3. When competitive alternatives lack meaningful differentiation, the
conversation between buyers and sellers usually deteriorates to a negotiation about price.
• The resulting downward pressure on margins means that few firms have profits that exceed their cost of capital.
Points of Parity, Points of Difference
• Meeting customers' basic expectations keeps an offering in the does not lead to a high probability of purchase.
• Chances increase when the offering has a point of difference on one vector while measuring up to basic expectations on the other two.
Points of Parity, Points of Difference • Few markets are as undifferentiated as refined
sugar! • Brand names are weak • Purchasing decisions based solely on price and
delivery terms. • A relational value strategy based on partnering
to manage the customer's total requirement.
Evolving Value Propositions
• As growth slows, competitive positioning intensifies
• Strategies of incumbents start to converge and accelerate.
• Herd mentality among incumbents leads to continuous jockeying to reestablish “points of parity”
• The degree of perceived differentiation steadily diminishes due to the relentless process of imitation.
Evolving Value Propositions
• Keeping pace with rivals in a market is needed to stay relevant.
• Falling noticeably behind on any one of the three value vectors erodes the overall customer value position.
• Effect of everyone keeping pace 1. performance improves 2. real prices drop 3. service is better
• Parity becomes an escalating target.
Evolving Value Propositions
• As parity advances on all three vectors, companies have to spend more just to stay in the game.
• Well-informed customers are more willing to play one competitor against another.
• As customers' expectations about acceptable performance on each attribute rise, they are less willing to accept below parity performance on any vector.
Evolving Value Propositions
• These pressures require firms to pay attention to all three value vectors, not just the value vector they seek value leadership on.
• Performance value leaders can't allow prices and costs to be badly out of line or their service to be viewed as unacceptably poor. If they do, such leaders will be forced to offset the deficiencies in the total value of their offering by lowering prices.
MANAGING FOR CUSTOMER VALUE LEADERSHIP • How does a company achieve and maintain a position of
customer value leadership? • Three steps are important…
1. selecting a focus and not trying to be all things to all customers
2. aligning the business model 3. creating strategic synergies when possible.
Selecting a Focus and Making Tradeoffs • Customer value leaders don't try to straddle multiple value
vectors. They accept the familiar adage “you can't be all things to all people.”
• Many don't want to make choices that limit the markets they can serve for 2 reasons… 1. Both customers and employees are likely to be confused about
the positioning of the firm. The brand message is murky, the selling appeals lack consistency and clarity, and the product or service bundle is a series of compromises
2. Such a strategy is not only tepid in its communication with the marketplace, but it is also vulnerable to attacks by more focused competitors.
Aligning the Business Mode
• If the value proposition is what the company offers to the target segment, then the business model is how the business profitably fulfills this promise.
• Effective business models are tightly synchronized to fit the value proposition—not the other way around!
• Good business models answer two enduring questions… 1. what is the value-creating system—what business
activities are necessary to create the value we promised our customers and who will perform them?
2. what is the value-capture system—how does the company make money while creating value for its customers?
The Value-Creating System
• all the activities the firm performs to create and deliver customer value, from basic inputs to create products and services to the channels used to sell, service, and distribute an offering.
• It represents firm choices of 1. which activities to perform 2. who performs them—whether it is the firm or a
partner.
The question of which activities to perform is essential. What activities are essential to create the value the company has promised the customer?
The Value-Creating System – Make, Buy or Ally
• A make strategy is the most expensive and should only be undertaken if the company has the right assets and competencies.
• A buy strategy is also expensive because the knowledge and skills have to be bought. However, the company now fully controls these activities—the challenge is to manage the integration with the new company.
• An ally strategy is the least expensive, but the company also encounters the costs and challenges of managing the partnership to meet its objectives.
Value-Capture Mechanisms • The business model must also account for how
the firm will capture profits. • These value-capture mechanisms are the
“monetizing” part of any business model. • ways the firm gets paid • Fixed and variable costs
• These together determine the pattern of cash flows.
• There is a high degree of complementarity between value creation and value capture, as when Gillette subsidizes the price of razors to sell more profitable replacement blades.
Coordinating the Business Model Elements
• A business model is best designed as a whole, rather than the sum of isolated and separate decisions about pricing or outsourcing.
• To ensure the whole is greater than the sum of the parts, a company needs to:
1. Create a tightly bound relationship between the value proposition elements and the business model elements – This deep integration is often referred to as strategic complementarity because there is a positive synergistic effect between the two elements.
2. Remain immersed in deep customer and competitor insights. Many business models fail because they get out of sync with customer needs or are trumped by a competitor with a better solution.
Coordinating the Business Model Elements
3. Align metrics and incentives – These should be tailored to the business model to measure and reward key value-creating and value-capture activities.
• For example, Edward Jones should reward advisors for increasing their share of clients' investments as well as new client acquisition— both support its business model, which is based on a single advisor acquiring and developing strong and long relationships with clients in a local area.
Creating Strategic Synergies • Aligning business model elements is one critical synergy the
company should create. • There are many others that improve marketplace performance and
the bottom line. • Technologies in one business can become innovations in another.
• For example, Sony exploits synergy across its product line by showcasing them together in stores and even on Celebrity Cruise ships. The ships are outfitted with Sony entertainment products, including television screens, movie theaters, and sound equipment. The result is an integrated package that helps create and reinforce Sony's brand of providing high-quality and technologically advanced entertainment.
Creating Strategic Synergies
• Synergies can be generated by leveraging assets and competencies for multiple uses. • Amazon leverages its warehouses, ordering, and distribution
systems by allowing other firms to use its system. • Services such as Elastic Compute Cloud (EC2) provide developers
with computing capacity in the Amazon Web Services Cloud. • Amazon allows third parties, even competitors, to sell products
and use fulfillment services in the Amazon Marketplace.
• Disney leverages its brand and its connection to kids and family over a wide variety of owned and licensed offerings including Broadway shows and cruise ships.
Creating Strategic Synergies
• Companies should seek synergies such as these when creating its strategy.
• Leveraging existing assets, competencies, and offerings generates more value for the company.
• Synergies are also important because they make it harder for competitors to imitate the company.
• The scale and scope of strategy that synergy is built on cannot be easily copied by rivals.
• Good business models answer two enduring questions. 1. what is the value-creating system—what business activities
are necessary to create the value we promised our customers and who will perform them?
2. What is the value-capture system—how does the company make money while creating value for its customers?
Untangle is an application that integrates a variety of open-source monitoring software into a single management console. In this lab you will not be installing Untangle, but you will be watching videos to learn about it. Directions1. Read and execute the instructions for Hands-on Project 2 on pages 106.2. Write a paper describing your experience and project results. Describe challenges you encountered
Untangle is an application that integrates a variety of open-source monitoring software into a single management console. In this lab you will not be installing Untangle, but you will be watching videos to learn about it. Directions1. Read and execute the instructions for Hands-on Project 2 on pages 106.2. Write a paper describing your experience and project results. Describe challenges you encountered.3. Paste the screenshots into your paper. For each screenshot, describe in DETAIL what is taking place.
Explain at least three key environmental conditions that are needed for creativity to flourish.
Overview
For this Written Response Assessment, you will respond to 11 prompts focused on defining creativity, discussing what creativity looks like in young children, and various ways early childhood professionals can foster creativity in young children through interactions, pedagogies, materials, activities, and environments.
Instructions
To complete this Assessment:
Download the PC4002 Written Response Submission Form, which includes the Rubric for this Assessment. Complete the form using the criteria presented in the Rubric.
PC4002_WR_Template1.docx
CE4002: Key Concepts and Strategies Related to Creativity: Analyze concepts and strategies for fostering creativity in young children.
Written Response Submission Form
Your Name: First and last
Your E-Mail Address: Your email here
Instructions
Write your responses where it reads “Enter your response here.” Write as much as needed to satisfy the requirements indicated. Each item contains the Rubric, which will be used to evaluate your responses.
At the end of the template, you will list the references you used to support your responses.
Item 1
The staff at your child development center has decided to focus on ensuring that your program is fostering children’s creativity. You begin the meeting by asking everyone to share their definitions of creativity.
Drawing from at least two quality resources, share your definition of creativity. (1–2 paragraphs)
Your Response
Enter your response here
Rubric
0
Not Present
1
Needs Improvement
2
Meets Expectations
Topic 1: What is Creativity?
Drawing from at least two quality resources, share your definition of creativity.
LO1: Analyze quality resources to define creativity.
Response is missing.
Response is vague, inaccurate, and/or incomplete.
Response is clear, accurate, and complete.
Item 2
One staff member is sure that creativity is an expressive process that relates only to the arts. Share your response, using examples to explain why this isn’t true. (1–2 paragraphs)
Your Response
Enter your response here
Rubric
0
Not Present
1
Needs Improvement
2
Meets Expectations
Topic 1: What is Creativity?
Share your response, using examples to explain why this isn’t true.
LO2: Analyze why creativity is an expressive process that relates to more than the arts.
Response is missing.
Response is vague, inaccurate, and/or incomplete.
Response is clear, accurate, and complete.
Item 3
As part of the meeting, you discuss what creativity looks like in young children.
Explain at least four characteristics or qualities that represent and inspire creativity in young children. (1 paragraph)
Your Response
Enter your response here
Rubric
0
Not Present
1
Needs Improvement
2
Meets Expectations
Topic 1: What is Creativity?
Explain at least four (4) characteristics or qualities that represent and inspire creativity in young children.
LO3: Explain characteristics or qualities that represent and inspire creativity in young children.
Response is missing.
Response is vague, inaccurate, and/or incomplete.
Response is clear, accurate, and complete.
Item 4
You begin to discuss what children need to develop and express creativity.
Explain at least three key environmental conditions that are needed for creativity to flourish. (1 paragraph)
Your Response
Enter your response here
Rubric
0
Not Present
1
Needs Improvement
2
Meets Expectations
Topic 1: What is Creativity?
Explain at least three key environmental conditions that are needed for creativity to flourish.
LO4: Explain environmental conditions needed to inspire creativity in young children.
Response is missing.
Response is vague, inaccurate, and/or incomplete.
Response is clear, accurate, and complete.
Item 5
You want to make sure staff feels supported when talking about creativity with family members so you craft a 1—2 paragraph analysis of summarizing why nurturing creativity is vital to children’s healthy development and learning. (1–2 paragraphs)
Your Response
Enter your response here
Rubric
0
Not Present
1
Needs Improvement
2
Meets Expectations
Topic 2: Nurturing Creativity in Young Children
You want to make sure staff feels supported when talking about creativity with family members so you craft a 1—2 paragraph analysis summarizing why nurturing creativity is vital to children’s healthy development and learning.
LO1: Analyze why nurturing creativity is vital to children’s healthy development and learning.
Response is missing.
Response is vague, inaccurate, and/or incomplete.
Response is clear, accurate, and complete.
Item 6
You also explain, using examples, what it means to say, “The process is more important than the product,” in relationship to nurturing creativity in young children. (1–2 paragraphs)
Your Response
Enter your response here
Rubric
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Not Present
1
Needs Improvement
2
Meets Expectations
Topic 2: Nurturing Creativity in Young Children
You also explain, using examples, what it means to say, “The process is more important than the product,” in relationship to nurturing creativity in young children.
LO2: Analyze how valuing the process more than the product relates to nurturing creativity in young children.
Response is missing.
Response is vague, inaccurate, and/or incomplete.
Response is clear, accurate, and complete.
Item 7
A lead teacher shares that Paul Torrance, who did seminal research on creativity, found that children are more creative when working with creative teachers.
Explain at least three characteristics of creative teachers. (1 paragraph)
Your Response
Enter your response here
Rubric
0
Not Present
1
Needs Improvement
2
Meets Expectations
Topic 2: Nurturing Creativity in Young Children
Explain at least three characteristics of creative teachers.
LO3: Explain characteristics of creative teachers.
Response is missing.
Response is vague, inaccurate, and/or incomplete.
Response is clear, accurate, and complete.
Item 8
One teacher asks for concrete advice: Please give me three examples of what to say or do to encourage children’s creativity and three examples of what not to say or do because it might discourage children’s creativity. (1–2 paragraphs)
Your Response
Enter your response here
Rubric
0
Not Present
1
Needs Improvement
2
Meets Expectations
Topic 2: Nurturing Creativity in Young Children
Please give me three examples of what to say or do to encourage children’s creativity and three examples of what not to say or do because it might discourage
children’s creativity.
LO4: Explain how to encourage children’s creativity.
Response is missing.
Response is vague, inaccurate, and/or incomplete.
Response is clear, accurate, and complete.
Item 9
This same teacher asks you to explain why at least three examples of open-ended activities and/or materials have the potential for fostering children’s creativity. (1 paragraph)
Your Response
Enter your response here
Rubric
0
Not Present
1
Needs Improvement
2
Meets Expectations
Topic 2: Nurturing Creativity in Young Children
This same teacher asks you to explain why at least three (3) examples of open-ended activities and/or materials have the potential for fostering children’s creativity.
LO5: Analyze activities/materials that foster children’s creativity.
Response is missing.
Response is vague, inaccurate, and/or incomplete.
Response is clear, accurate, and complete.
Item 10
You decide to share an insightful research study titled: “Pedagogies That Engage Five to Eight Year Old Children’s Imagination and Creativity in School.” Comment by Jane Schall: ISD, Can you please hotlink to this article, thx!: http://www.ojs.unisa.edu.au/index.php/EDEQ/article/viewFile/840/677
Using examples, explain how two of the pedagogies referenced in the study inspired children’s imagination and creativity. (2 paragraphs)
Your Response
Enter your response here
Rubric
0
Not Present
1
Needs Improvement
2
Meets Expectations
Topic 2: Nurturing Creativity in Young Children
Using examples, explain how two of the pedagogies referenced in the study inspired children’s imagination and creativity.
LO6: Analyze pedagogies that inspire children’s imagination and creativity.
Response is missing.
Response is vague, inaccurate, and/or incomplete.
Response is clear, accurate, and complete.
Item 11
Toward the end of your meeting, the group decides to summarize general components of early childhood environments designed to inspire children’s creativity.
Explain at least three components of early childhood environments designed to inspire children’s creativity. (1–2 paragraphs)
Your Response
Enter your response here
Rubric
0
Not Present
1
Needs Improvement
2
Meets Expectations
Topic 2: Nurturing Creativity in Young Children
Explain at least three components of early childhood environments designed to inspire children’s creativity.
LO7: Analyze how environments inspire children’s creativity.
Response is missing.
Response is vague, inaccurate, and/or incomplete.
Response is clear, accurate, and complete.
References
Provide a citation for each resource you used to write your response to this Assessment. A sample citation is provided below:
· Isbell, R. T., & Raines, S. C. (2013). Creativity and the arts with young children (3rd ed.). Belmont, CA: Wadsworth.
Professional Skill Assessment
In this Competency Assessment, you will be assessed on the following Professional Skill: Written Communication. This skill counts toward your achievement of the Competency and the Professional Skill.
Written Communication: Write with clarity, coherence, and purpose.
0
Not Present
1
Needs Improvement
2
Meets Expectations
LO1: Construct complete and correct sentences. (AWE 2; Sentence Level Skills)
Sentences are incoherent and impede reader’s access to ideas.
Sentences are incomplete and/or include fragments and run-on sentences, limiting reader’s access to ideas.
Sentence structure effectively conveys meaning to reader.
LO2: Demonstrate the effective use of grammar and mechanics. (AWE 2; Sentence Level Skills)
Multiple inaccuracies in grammar and mechanics impede reader’s access to ideas.
Some inaccuracies in grammar and mechanics limit reader’s access to ideas.
Use of grammar and mechanics is straightforward and effectively conveys meaning to reader.
LO3: Create cohesive paragraphs with a clear central idea. (AWE 2; Paragraph Level Sk
Violence in sports | spmt379 | American Military University
Deviant behavior may appear to be very common in sports. Negative behavior from athletes, coaches, spectators, parents, and other members of the sports community are frequently publicized in the media. For this discussion, we are going to examine some of the deviant behavior that occurs in our sports world and identify the effect of the behavior on sports and our society.
For this discussion, you will research references that address deviant behavior involving one or more of the following: 1) athletes, 2) coaches, 3) sports media members, 4) officials, 5) athletic administrators, or 6) spectators. Then, please answer the following questions:
What was the deviant behavior?
What was the punishment, if any?
What are the ramifications on sport and society due to this particular situation?
Is this behavior a common theme in sports? If so, what has been done or should be done to manage this problem?
2 references, aprox 150 words
Porters five forces is an analysis strategy for an organization’s business environment and is used to identify an organization’s competitive positions. Strategic planning managers, marketing managers, sales managers and supply chain managers commonly use this technique when looking at the competitive advantage. Looking at your competitive advantage is important to aligning the operational needs with the business strategies. Scenario Youve spent the past few weeks analyzing your selected organization and have learned about its organizational needs. Your next project as manager is to develop a proposal for how the organization can align their operational needs with the organizations business strategies. This proposal needs to include an analysis so the executive level can understand the past in order to improve the future of the organization. Preparation Continue using your selected organization. Review sources on your organization to gather information for your proposal. Use the Wk 3 University Library resources for additional guidance regarding management strategies and leadership models. Assessment DeliverableWrite a proposal to the organizations executive team of your plan to align the operational needs with business strategies based on your analysis
Porters five forces is an analysis strategy for an organization’s business environment and is used to identify an organization’s competitive positions. Strategic planning managers, marketing managers, sales managers and supply chain managers commonly use this technique when looking at the competitive advantage. Looking at your competitive advantage is important to aligning the operational needs with the business strategies. Scenario Youve spent the past few weeks analyzing your selected organization and have learned about its organizational needs. Your next project as manager is to develop a proposal for how the organization can align their operational needs with the organizations business strategies. This proposal needs to include an analysis so the executive level can understand the past in order to improve the future of the organization. Preparation Continue using your selected organization. Review sources on your organization to gather information for your proposal. Use the Wk 3 University Library resources for additional guidance regarding management strategies and leadership models. Assessment DeliverableWrite a proposal to the organizations executive team of your plan to align the operational needs with business strategies based on your analysis. Include the following in your proposal:
Diagnosis of substance-related and addictive disorders | SOCW 6090 – Psychopathology for Social Work | Walden University
Submit your diagnosis for the client in the case (Attached) . Follow the guidelines below.
The diagnosis should appear on one line in the following order. Note:Do not include the plus sign in your diagnosis. Instead, write the indicated items next to each other.
Code + Name + Specifier (appears on its own first line)Z code (appears on its own line next with its name written next to the code)
Then, in 12 pages, respond to the following:
Explain how you support the diagnosis by specifically identifying the criteria from the case study.
Describe in detail how the clients symptoms match up with the specific diagnostic criteria for the disorder (or all the disorders) that you finally selected for the client. You do not need to repeat the diagnostic code in the explanation.
Identify the differential diagnosis you considered.
Explain why you excluded this diagnosis/diagnoses.
Explain the specific factors of culture that are or may be relevant to the case and the diagnosis, which may include the cultural concepts of distress.
Explain why you chose the Z codes you have for this client.
Remember: When using Z codes, stay focused on the psychosocial and environmental impact on the client within the last 12 months.
You and Shawn are now ready to meet with John and AGCs investor group. Shawn calls to check in with you about the executive report. You need to add one more section of information that will help ensure that AGC remains proactive and competitive in a quickly changing global environment. You have enjoyed working with Shawn on the change management project and know that you will soon have fond memories of helping AGC be more aware of the value of human capital Now that the change management plan has been completed, describe AGCs new leadership styles and organizational culture. Are there any potential internal or external threats that AGC should be prepared to address in its business environment?
You and Shawn are now ready to meet with John and AGCs investor group. Shawn calls to check in with you about the executive report. You need to add one more section of information that will help ensure that AGC remains proactive and competitive in a quickly changing global environment. You have enjoyed working with Shawn on the change management project and know that you will soon have fond memories of helping AGC be more aware of the value of human capital
Now that the change management plan has been completed, describe AGCs new leadership styles and organizational culture.
Are there any potential internal or external threats that AGC should be prepared to address in its business environment?
How can AGC detect these potential internal and external threats?
What are some methods that AGC can use to protect the organization from these internal and external threats?
The materials found in the M.U.S.E. may help you with this assignment.
