IG003 Walden University Creative Workplace Analysis Worksheet

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IG003 Walden University Creative Workplace Analysis Worksheet

IG003 Climate for Creativity Scenarios The following scenarios are based on a fictional company with global manufacturing operations. These scenarios capture different levels and mediums of communication with employees of a variety of leadership positions. Scenario 1: Informal Breakfast Discussion This discussion is between the marketing director and general manager (GM) of the Latin America Division. Marketing Director: “Thanks for the chance to meet so early. I know we have a lot going on, and everyone is really pushed to the limit trying to meet our targets. Getting out of the office to discuss things is helpful. In fact, I was thinking about taking the entire team out for lunch meeting later this week.” GM: “Well, I’m not so sure the timing is right. I’m really concerned about the launch of the new models. These have to go well, or they may consider closing our division operations. I absolutely need everyone in your department working 120 percent on this for the next month.” Marketing Director: “Of course.” GM: “Don’t get me wrong, I think team-building is important, but we just don’t have the time. In fact, I’m going to suspend the weekly in-person brainstorm sessions just for the short-term while we finish this project launch. Marketing Director: “Uh, ah, I don’t….” GM: “I’ve asked Pam from North American Operations to create a virtual message board where people can post and discuss ideas as they occur. This will be a global message board, rather than discussions specific to just our division.” Marketing Director: “Well, okay, if that’s what we need to do, let’s do it. But since people really like the brainstorm sessions, it will be something of a letdown. Perhaps we could incentivize participation in the online groups by hosting an innovation lab or idea contest to generate enthusiasm for the forum?” GM: “That’s a great idea. Why don’t you reach out to Pam and work it out.” ©2015 Walden University 1 Scenario 2: E-mail Exchange This e-mail exchange is between Global Vice President of Human Resources, Robert Engleton, and Global Vice President of Finance, Johann DeGroot. August 24, 2013 14:22 To: Johann DeGroot, VP Finance From: Robert Engleton, VP HR Subject: Next Year’s Budget Johann, I’d like to set up a meeting to go over next year’s budget with you. I have some ideas on how we might be able to allocate resources a bit more strategically in order to accomplish some of the goals we set for this year, that clearly are not going to be met with the present resource allocation. I’ve talked to several of the operations managers, and think we could make some big impacts with a few changes. Do you have some time? —Rob August 25, 2013 08:32 To: Robert Engleton, VP HR From: Johann DeGroot, VP Finance Subject: Re: Next Year’s Budget Rob, We really don’t include an itemized discussion of HR and operations budgets at this stage in the process, especially one that sounds as complex and interdepartmental as what you are proposing. Frankly, I doubt we could save more money than the cost in personnel time and labor it would take to figure it out. Just plan to increase your budget request 5 percent across all sectors and let’s move on. We have a lot to do, and as you note, many of our Q3 targets are not looking good. —Johann August 25, 2013 12:29 ©2015 Walden University 2 To: Johann DeGroot, VP Finance From: Robert Engleton, VP HR Subject: Re: Re: Next Year’s Budget Johann, I understand. In that case, I’d like to earmark the additional monies in that 5 percent increase for a companywide seminar on “Original Thinking: Making Bright Ideas Into Innovative Action Plans.” I’m tired of getting poorly thought out elevator pitches on every idea everyone has ever come up with, half of which don’t have anything to do with the reality of our market. I’d like to initiate some formal training on how to vet and test an idea before it is pitched to leadership so we get more polished and viable suggestions. —Rob Scenario 3: Formal Company Meeting This formal company meeting is with the chief executive officer (CEO), general managers, and operations leads from all divisions in the company. Operations Lead, Asia: “Sir, thank you for the opportunity to speak. I wanted to raise a major issue for us regarding labor costs in India. There are considerations specific to our plants there that would allow us to save quite a bit of money if…” CEO: “Look, this is a company-wide meeting. If you have something that will reduce cost and enhance efficiencies—and thus reduce cost further—in your division, do so. I think it’s a waste of time to try to standardize every practice and standard operating procedure we have, or discuss things that are really specific to one group of people. Does anyone have any contributions here at the strategic level?” Operations Lead, Europe: “Yes, I’d like to discuss changing some of our recruiting and hiring practices in all divisions. I think we need to prepare for future growth better by focusing on what skills we anticipate our managers needing in 5–8 years. We are too big to hire outside managers all the time, and also too big for those managers to learn our issues quickly. We’d do better to hire people less for a specific role now, and more for future roles, or, at least, do so for a portion of our hires.” CEO: “That’s an excellent point. I like it, let’s do it. Work with the Global VP for HR and have a proposal for us on how we can implement this throughout the company.” Operations Lead, Latin America: “Excuse me, I’m not sure that’s a realistic strategy for us right now considering…” CEO: “What could be wrong with that kind of long-range planning and forward thinking? There’s no downside to it. It’s a good one. Now, we don’t have a lot of time, so let’s move on….” ©2015 Walden University 3 Creative Workplace Analysis Worksheet Use this worksheet to organize your thoughts in preparation for completing the IG003 Performance Task Assessment. Scenario Informal Breakfast Discussion E-mail Exchange Formal Company Meeting Positive Examples (Attributes that stimulate creativity) Negative Examples (Attributes that stymie creativity) Positive Example #1: Negative Example #1: Positive Example #2: Negative Example #2: Positive Example #1: Negative Example #1: Positive Example #2: Negative Example #2: Positive Example #1: Negative Example #1: Positive Example #2: Negative Example #2: ©2015 Walden University 1 IG003: Climate for Creativity: Evaluate an organization’s climate for creativity in order to foster innovation. Assessment Rubric 0 Not Present 1 Needs Improvement 2 Meets Expectations 3 Exceeds Expectations Part 1: Analyzing the Workplace for Creative Culture Sub-Competency 1: Assess various aspects of an organization’s climate of creativity. Learning Objective 1.1: Analyze a workplace for positive attributes that promote a culture of creativity. Analysis of a workplace for positive attributes that promote a culture of creativity is not present. Fewer than two positive aspects for each of the three scenarios are provided and/or they are not clearly identified. Explanations are not given as to why each chosen aspect contributes to a positive climate for creativity and/or the explanations are vague. Learning Objective 1.2: Analyze a workplace for negative attributes that inhibit a culture of creativity. Analysis of a workplace for of negative attributes that inhibit a culture of creativity is not present. The response is not supported by academic/professional resources or the resources are not relevant. Fewer than two negative aspects for each of the three scenarios are provided and/or they are not clearly identified. Explanations are not given ©2015 Walden University Two positive aspects for each of the three scenarios provided are clearly identified. Response demonstrates the same level of achievement as “2,” plus the following: Explanations are given as to why each chosen aspect contributes to a positive climate for creativity. The analysis links the positive aspects to how they might support the strategic and financial goals of any company. The response is supported by relevant academic/professional resources. Two negative aspects for each of the three scenarios provided are clearly identified. The analysis demonstrates the same level of achievement as “2,” plus the following: Explanations are given as to why each chosen aspect The analysis links the 1 0 Not Present 1 Needs Improvement as to why each chosen aspect does not contribute to a positive climate for creativity and/or the explanations are vague. The response is not supported by academic/professional resources or the resources are not relevant. 2 Meets Expectations does not contribute to a positive climate for creativity. The response is supported by relevant academic/professional resources. 3 Exceeds Expectations negative aspects to how they might inhibit the strategic and financial goals of any company. Part 2: Creativity Crowded Out Sub-Competency 2: Determine ways to resolve conflicting priorities in an organization that may inhibit creativity. Learning Objective 2.1: Describe how negative attributes emerge in an organization. Learning Objective 2.2: Evaluate the need for a creative environment weighed against ©2015 Walden University The description of how negative attributes emerged and assessment of those attributes is not present. The evaluation of the need to foster creativity weighed against other business priorities is not present. The description of how negative attributes emerged does not clearly address at least two attributes. The response weighs the need for a creative environment against fewer than two competing business priorities, or the The description of how negative attributes emerged clearly addresses at least two attributes. The response weighs the need for a creative environment against two competing business priorities. Response demonstrates the same level of achievement as “2,” plus the following: The description of how negative attributes emerged, and assessment of those attributes, connects the impact of this dynamic on strategic and financial goals of any company. Response demonstrates the same level of achievement as “2,” plus the following: 2 0 Not Present competing business priorities. 1 Needs Improvement business priorities are not relevant. The response is not supported by academic/professional resources or the resources are not relevant. 2 Meets Expectations The response is supported by relevant academic/professional resources. 3 Exceeds Expectations The response demonstrates how resolving competing priorities and the incorporation of creativity impact strategic and financial goals of any company. Part 3: Transforming the Workplace to Promote Creativity Sub-Competency 3: Develop initiatives to build a creative environment that reflect the principles that cultivate innovation. Learning Objective 3.1 Describe individual initiatives that could be used to help alleviate negative attributes identified as barriers to creative environments. The description of initiatives that could be used to help alleviate negative attributes identified as barriers to creative environments is not present. The description does not clearly address individual initiatives to help alleviate the negative attributes identified as barriers to creative environments in each of the three scenarios. The description clearly addresses individual initiatives to help alleviate the negative attributes identified as barriers to creative environments in each of the three scenarios. The response does not explain why the initiatives have potential for improving the organization’s climate for creativity and innovation, or the explanation is vague or weak. The response explains why the initiatives have potential for improving the organization’s climate for creativity and innovation. The initiatives identified are not supported by academic/professional ©2015 Walden University Response demonstrates the same level of achievement as “2,” plus the following: The description shows the long-term potential impact of these individual initiatives. The initiatives identified are supported by relevant academic/professional resources 3 Learning Objective 3.2: Describe organizational initiatives that could be used to help alleviate negative attributes identified as barriers to creative environments. 0 Not Present 1 Needs Improvement resources or the resources are or relevant. 2 Meets Expectations The description of organizational initiatives that could be used to help alleviate negative attributes identified as barriers to creative environments is not present. The description does not clearly address organizational initiatives that could be used to help alleviate negative attributes identified as barriers to creative environments in each of the three scenarios presented. The description clearly addresses organizational initiatives that could be used to help alleviate negative attributes identified as barriers to creative environments in each of the three scenarios presented. The response does not explain why the initiatives have potential for improving the organization’s climate for creativity and innovation, or the explanation is vague or weak. 3 Exceeds Expectations Response demonstrates the same level of achievement as “2,” plus the following: The description shows the long-term potential impact of these organizational initiatives. The response explains why the initiatives have potential for improving the organization’s climate for creativity and innovation. The initiatives identified are supported by relevant academic/professional resources. The initiatives identified are not supported by academic/professional resources or the resources are or relevant. PS001: Written Communication: Demonstrate graduate-level writing skills. Written Multiple major and minor Communication PS 1.1: errors in grammar, Use proper grammar, spelling, and/or mechanics ©2015 Walden University Multiple minor errors in grammar, spelling, and/or mechanics are distracting Writing reflects competent use of standard edited American English. Grammar, spelling, and mechanics reflect a high level of accuracy in 4 0 Not Present are highly distracting and seriously impact readability. 1 Needs Improvement and negatively impact readability. Written Communication PS 1.2: Organize writing to enhance clarity. Writing is poorly organized and incoherent. Introductions, transitions, and conclusions are missing or inappropriate. Writing is loosely organized. Limited use of introductions, transitions, and conclusions provides partial continuity. Written Communication PS 1.3: Apply APA style to written work. APA conventions are not applied. APA conventions for attribution of sources, structure, formatting, etc., are applied inconsistently. spelling, and mechanics. 2 Meets Expectations Errors in grammar, spelling, and/or mechanics do not negatively impact readability. Writing is generally wellorganized. Introductions, transitions, and conclusions provide continuity and a logical progression of ideas. APA conventions for attribution of sources, structure, formatting, etc., are generally applied correctly in most instances. Sources are generally cited appropriately and accurately. 3 Exceeds Expectations standard American English and enhance readability. Writing is consistently well-organized. Introductions, transitions, and conclusions are used effectively to enhance clarity, cohesion, and flow. APA conventions for attribution of sources, structure, formatting, etc., are applied correctly and consistently throughout the paper. Sources are consistently cited appropriately and accurately. PS005: Critical Thinking and Problem Solving: Use critical-thinking and problem-solving skills to analyze professional issues and inform best practice. Critical Thinking and Problem Solving PS 5.1: Analyze assumptions and fallacies. ©2015 Walden University Analysis of assumptions is missing. Response is weak in assessing the reasonableness of assumptions in a given argument. Response generally assesses the reasonableness of assumptions in a given argument. Response clearly and comprehensively assesses the reasonableness of assumptions in a given argument. Response does not adequately identify and discuss the implications of Response identifies and discusses the implications of fallacies and/or logical Response provides a detailed and compelling analysis of implications of 5 0 Not Present Critical Thinking and Problem Solving PS 5.2: Generate reasonable and appropriate assumptions. Critical Thinking and Problem Solving PS 5.3: Assess multiple perspectives and alternatives. Critical Thinking and Problem Solving PS 5.4: Use problem-solving skills. ©2015 Walden University 1 Needs Improvement fallacies or logical weaknesses in a given argument. Response does not adequately present and discuss key assumptions in an original argument. 2 Meets Expectations weaknesses in a given argument. Assessment of multiple perspectives is missing. Response does not identify nor adequately consider multiple perspectives or alternatives. Response identifies and considers multiple perspectives and alternatives. Response justifies selection of chosen alternative relative to others. Problems and solutions are not identified. Response presents solutions, but they are ineffective in addressing the specific problem. Response presents solutions that are practical and work in addressing the specific problem. Response presents compelling supporting arguments for proposed solutions. Assumptions are missing. Response presents and discusses key assumptions in an original argument. 3 Exceeds Expectations fallacies and logical weaknesses in a given argument. Response justifies the reasonableness and need for assumptions in an original argument. 6

IG003 Walden University Creative Workplace Analysis Worksheet

IG003 Walden University Creative Workplace Analysis Worksheet

IG003 Walden University Creative Workplace Analysis Worksheet

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