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  • [Solved] dis

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) The sense of cuteness is a powerful moral emotion. It inspires us toward care and compassion for babies, animals, and loved ones. It has been called a _super-stimulus_ because of its power to overcome realism …

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    The sense of cuteness is a powerful moral emotion. It inspires us toward care and compassion for babies, animals, and loved ones. It has been called a _super-stimulus_ because of its power to overcome realism and instill care about all kind of strange things. From the point of view of Confucianism, the instinctive response to cuteness supports the Mengzian attempt to ground the virtue of _ren_ (benevolence) in an innate source. Recall that Zhu Xi mentions Mengzi (circa 372-289 BC) using his "child by the well" thought experiment to make much this same point. I wager that Mengzi would have seen the sense of cuteness as a seed to be nurtured as part of his program in training children to be virtuous.

    In the article at the link, philosopher Simon May of King's College in London explains the pervasiveness of cuteness in today's popular culture. How might one use cuteness to teach children about having compassion for others? Were the Confucians right in thinking that innate responses could be a stepping stone in moral education? What are some pluses and minuses of using cuteness as an educational tool?

    [https://aeon.co/ideas/why-the-power-of-cute-is-colonising-our-world](https://aeon.co/ideas/why-the-power-of-cute-is-colonising-our-world)

    – a month ago

  • [Solved] 6.1

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    [>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management) Suppose you are invited into a psychology laboratory and asked to play ten holes of golf on a miniature course that has been set up in a small room. Suppose also that you are a white coll…

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    [>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management)

    Suppose you are invited into a psychology laboratory and asked to play ten holes

    of golf on a miniature course that has been set up in a small room. Suppose also

    that you are a white college student, reasonably athletically inclined. Now

    suppose that just as you are getting the feel of the golf clubs, you are told that the

    golf task is part of a standardized sports psychology measure called the

    Michigan Athletic Aptitude Test (MAAT), which measures “natural athletic

    ability.” How well do you think you’d do? Would being told that the golf task

    measures natural athletic ability make a difference?

    A group of social psychologists at Princeton University led by Jeff Stone did

    exactly this experiment several years ago. They found something very

    interesting: white students who were told the golf task measured natural athletic

    ability golfed a lot worse than white students who were told nothing about the

    task. They tried just as hard. But it took them, on average, three strokes more to

    get through the course.

    What was it about thinking of the task as a measure of natural athletic ability

    that so strikingly undermined their performance?

    Jeff and his colleagues reasoned that it had something to do with their being

    white. In the terms I have been using, it had to do with a contingency of white

    identity that comes to bear in situations where natural athletic ability is being

    evaluated. This contingency comes from a broadly known stereotype in this

    society that, compared with blacks at least, whites may have less natural athletic

    ability. Participants in Jeff’s experiment would know this stereotype simply by

    being members of this society. They might not believe it. But being told that the

    golfing task measured the very trait their group was stereotyped as lacking, just

    before they began the task, could put them in a quandary: their frustration on the

    task could be seen as confirming the stereotype, as a characterization both of

    themselves and of their group. And this, in turn, might be upsetting and

    distracting enough to add an average of three strokes to their scores.

    The stereotype about their group, and the threatening interpretation of their

    golf frustration that it posed, is not a contingency like the swimming pool

    restriction of my youth that directly affected behavior. It imposed no extra

    restrictions on their golfing, or any material impediments. But it was nonetheless

    a contingency of their identity during the golf task. If they experienced

    frustration at golf, then they could be confirming, or be seen to be confirming,

    the unsavory stereotype. If they didn’t experience frustration at golf, then they

    didn’t confirm the racial stereotype. This was an extra pressure they had to deal

    with during the golfing task, for no other reason than that they were white. It

    hung over them as a threat in the air, implying that one false move could get

    them judged and treated as a white kid with no natural athletic ability. (You will

    learn later in the book how my colleagues and I came to call this kind of threat in

    the air simply stereotype threat.)

    With this reasoning in tow, Jeff and colleagues started asking more

    questions.

    If the mere act of telling white Princeton students that their golfing measured

    natural athletic ability had caused them to golf poorly by distracting them with

    the risk of being stereotyped, then telling black Princeton students the same

    thing should have no effect on their golfing, since their group isn’t stereotyped in

    that way. And it didn’t. Jeff and his colleagues had put a group of black

    Princeton students through the same procedure they’d put the white students

    through. And, lo and behold, their golfing was unaffected. They golfed the same

    whether or not they’d been told the task measured natural athletic ability.

    Here was more evidence that what had interfered with white students’

    golfing, when it was seen to measure natural athletic ability, was a distracting

    sense of threat arising from how whites are stereotyped in the larger society.

    But Jeff and his research team weren’t satisfied. They devised a still cleverer

    way to make their argument.

    They reasoned that if group stereotypes can really set up threats in the air

    that are capable of interfering with actions as concrete as golfing for entire

    groups of people—like the stereotype threat Staples had to contend with on the

    streets of Hyde Park—then it should be possible to set up a stereotype threat that

    would interfere with black students’ golfing as well. All they’d have to do was

    represent the golfing task as measuring something related to a bad stereotype of

    blacks. Then, as black participants golfed, they’d have to fend off, like whites in

    the earlier experiment, the bad stereotype about their group. This added pressure

    might hurt their golfing.

    They tested this idea in a simple way. They told new groups of black and

    white Princeton students that the golf task they were about to begin was a

    measure of “sports strategic intelligence.” This simple change of phrase had a

    powerful effect. It now put black students at risk, through their golfing, of

    confirming or being seen to confirm the ancient and very bad stereotype of

    blacks as less intelligent. Now, as they tried to sink their putts, any mistake could

    make them feel vulnerable to being judged and treated like a less intelligent

    black kid. That was a heavy contingency of identity in this situation indeed,

    which might well cause enough distraction to interfere with their golfing.

    Importantly, this same instruction freed white students of stereotype threat in this

    situation, since whites aren’t stereotyped as less intelligent.

    The results were dramatic. Now the black students, suffering their form of

    stereotype threat during the golfing task, golfed dramatically worse than the

    white students, for whom this instruction had lifted stereotype threat. They took,

    on average, four strokes more to get through the course.

    Neither whites, when the golfing task was represented as a test of natural

    athletic ability, nor blacks, when it was represented as a test of sports strategic

    intelligence, confronted a directly interfering contingency of identity in these

    experiments—nothing that directly affected their behavior like a swimming pool

    restriction. The contingencies they faced were threats in the air—the threat that

    their golfing could confirm or be seen to confirm a bad group stereotype as a

    characterization of their group and of themselves. Still, it was a threat with a big

    effect. On a course that typically took between twenty-two and twenty-four

    strokes to complete, it led whites to take three more strokes to complete it, and

    blacks to take five more strokes to complete it.

    At first glance, one might dismiss the importance of something “in the air”

    like stereotype threat. At second glance, however, it’s clear that this threat can be

    a tenacious force in our lives. Staples had to contend with it every time he

    walked down the streets of his own neighborhood. White athletes have to

    contend with it in each competition, especially against black athletes. Think of

    the white athlete in a sport with heavy black competition. To reach a high level

    of performance, say, to make it into the National Basketball Association, which

    is dominated by black players, the white athlete would have to survive and

    prosper against a lifelong gauntlet of performance situations loaded with this

    extra race-linked threat. No single good athletic performance would put the

    stereotype to rest. The effort to disprove it would be Sisyphean, reemergent at

    each important new performance.

    The aim of this book is not to show that stereotype threat is so powerful and

    persistent that it can’t be overcome. Quite the contrary. Its goal is to show how,

    as an unrecognized factor in our lives, it can contribute to some of our most

    vexing personal and societal problems, but that doing quite feasible things to

    reduce this threat can lead to dramatic improvements in these problems.

    4.

    Now suppose it wasn’t miniature golf that you were asked to perform when you

    arrived at a psychology experiment, and suppose it wasn’t your group’s athletic

    ability that was negatively stereotyped in the larger society. Suppose it was

    difficult math problems that you were asked to solve on a timed standardized

    test, and suppose that it was your group’s math ability that was negatively

    stereotyped in the larger society. In other words, suppose you were an American

    woman showing up for an experiment involving difficult math.

    Would the stereotype threat that is a contingency of your gender identity in

    math-related settings be enough to interfere with your performance on the test?

    Would you be able to just push through this threat of being seen stereotypically

    and perform well anyway? Or would the very effort to push hard on a timed test

    be distracting enough to impair your performance despite the extra effort? Would

    you experience this threat, this contingency of identity, every time you tried

    difficult math in settings with males around? Would this contingency of identity

    in math settings become frustrating enough to make you avoid math-related

    college majors and careers? Would women living in a society where women’s

    math ability is not negatively stereotyped experience this threat? Would their

    scores be better?

    Or suppose the test you were asked to take wasn’t the Michigan Athletic

    Aptitude Test but was the SAT, and suppose the negative stereotype about your

    group wasn’t about athletic ability, or even about math ability, alone, but about

    scholastic ability in general. Again, would the stereotype threat you experience

    as a contingency of your identity in scholastic settings be enough to interfere

    with your performance on this test? Does the threat cause this interference by

    diverting mental resources away from the test and onto your worries? Would the

    stereotype threat you experience in scholastic settings affect other experiences as

    well, such as your classroom performance and your comfort interacting with

    teachers, professors, teaching assistants, and even other students not in your

    group? Would this contingency of identity make these settings so frustrating for

    you that you might try to avoid them in choosing a walk of life?

    The purpose of this book is to describe the journey that my colleagues and I

    have taken in formulating these and related questions and then in systematically

    trying to answer them over the past twenty years. The experience has been like

    trying to solve a mystery. And the approach of the book is to give you an over-

    the-shoulder view of how that mystery has unfolded, of the progression of ideas

    and revelations, often from the research itself, about the surprising ways that

    stereotypes affect us—our intellectual functioning, our stress reactions, the

    tension that can exist between people from different groups, and the sometimes

    very surprising strategies that alleviate these effects and thereby help solve some

    of society’s worst problems. And because science is rarely a solitary activity

    anymore—something long true for me—the story also describes many of the

    people who have done this research, as well as how they work. You will also

    meet many interesting people who have experienced this threat—including a

    famous journalist, an African American expatriate in Paris, a person who rose

    from sharecropping to wealth in rural North Carolina, students at some of

    America’s most elite universities, and students in some of America’s most

    wanting K through 12 schools.

    Although the book deals with issues that can have a political charge, neither

    it nor the work it reports is propelled by an ideological orientation—to the best

    of my and my colleagues’ ability. One of the first things one learns as a social

    psychologist is that everyone is capable of bias. We simply are not, and cannot

    be, all knowing and completely objective. Our understandings and views of the

    world are partial, and reflect the circumstances of our particular lives. This is

    where a discipline like science comes in. It doesn’t purge us of bias. But it

    extends what we can see and understand, while constraining bias. That is where I

    would stake my claim, at any rate. The constant back-and-forth between ideas

    and research results hammers away at bias and, just as important, often reveals

    aspects of reality that surpass our original ideas and insights. When that has

    happened—and it has—that is the direction our research goes in. I would like to

    see my strongest convictions as arising from that kind of revelation, not from

    prior belief, and I hope you will get a view of that experience as you read along.

    Arising this way, several general patterns of findings have persistently

    emerged in this research. Seeing these patterns, more than any ideas or hunches I

    began this research with, has convinced me of the importance of identity

    contingencies and identity threat in our lives.

    The first pattern is that despite the strong sense we have of ourselves as

    autonomous individuals, evidence consistently shows that contingencies tied to

    our social identities do make a difference in shaping our lives, from the way we

    perform in certain situations to the careers and friends we choose. As the white

    world-class sprinter takes the starting blocks in the 100-meter dash at the

    Olympic trials, he is as autonomous an individual as the black sprinters next to

    him. And they all face precisely the same 100 meters of free and open track.

    Nonetheless, in order to do well in that situation, research suggests that he may

    have to surmount a pressure tied to his racial identity that the black sprinters

    don’t face.

    The second dimension of reality, long evident in our research, is that identity

    threats—and the damage they can do to our functioning—play an important role

    in some of society’s most important social problems. These range from the

    racial, social class, and gender achievement gaps that persistently plague and

    distort our society to the equally persistent intergroup tensions that often trouble

    our social relations.

    Third, also coming to light in this research is a general process—involving

    the allocation of mental resources and even a precise pattern of brain activation

    —by which these threats impair a broad range of human functioning. Something

    like a unifying understanding of how these threats have their effect is emerging.

    Finally, a set of things we can do as individuals to reduce the impact of these

    threats in our own lives, as well as what we as a society can do to reduce their

    impact in important places like schools and workplaces, has come to light. There

    is truly inspirational news here: evidence that often small, feasible things done to

    reduce these threats in schools and classrooms can dramatically reduce the racial

    and gender achievement gaps that so discouragingly characterize our society.

    These findings have convinced me of the importance of understanding

    identity threat to our personal progress, in areas of great concern like

    achievement and better group relations, and to societal progress, in achieving the

    identity-integrated civil life and equal opportunity that is a founding dream of

    this society. This book presents the journey that my colleagues and I have taken

    in getting to this conviction.

    – a month ago

  • [Solved] Submission

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    Submission – a month ago **files (1)** – ## Projectcheckpoint1.docx **## Projectcheckpoint1.docx** **Project checkpoint 1: Scope** **20 Points** Due Date: Sun, Sep 27, 1:59 AMClose Date: Sun, Oct 04, 1:59 AMSubmission Requirement: Up to 1 file allowed Choose the leadership situation you will study f…

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    Submission

    – a month ago

    **files (1)**

    – ## Projectcheckpoint1.docx

    **## Projectcheckpoint1.docx**

    **Project checkpoint 1: Scope**

    **20 Points**

    Due Date: Sun, Sep 27, 1:59 AMClose Date: Sun, Oct 04, 1:59 AMSubmission Requirement: Up to 1 file allowed

    Choose the leadership situation you will study for the rest of this course. It should be one you can actually

    observe — a team, department, unit, congregation, volunteer organization, or company where you have

    enough access to see how influence works, whether you are the leader, a follower, or a close observer.

    Write 750–1,250 words that establish the scope of your study. Name the organization and the specific unit

    within it. Describe the leader or leaders whose practice you will examine, and say plainly what access you

    have to them: what you can observe directly, what you will have to ask about, and what you will not be able

    to see. State the leadership question you intend to answer — a question about how influence is or is not

    working in this setting, specific enough that evidence could settle it. Explain why the question matters to the

    people in that organization. Close by naming the sources of evidence you expect to draw on, including any

    conversations or interviews you plan to conduct and who they would be with.

    **AI use.** AI tools are permitted on this assignment — for thinking the problem through, drafting, revising, and

    checking your reasoning. Use them openly. What you submit, however, has to be your own judgment about the

    leadership situation you actually looked at.

    Close your submission with two or three sentences naming any AI tools you used and what you used them for,

    or stating that you used none. This disclosure is not graded and its absence is not a deduction.

    Your grade and feedback arrive at the close date — one week after the due date.

    **## Projectcheckpoint1.docx**

    **Project checkpoint 1: Scope**

    **20 Points**

    Due Date: Sun, Sep 27, 1:59 AMClose Date: Sun, Oct 04, 1:59 AMSubmission Requirement: Up to 1 file allowed

    Choose the leadership situation you will study for the rest of this course. It should be one you can actually

    observe — a team, department, unit, congregation, volunteer organization, or company where you have

    enough access to see how influence works, whether you are the leader, a follower, or a close observer.

    Write 750–1,250 words that establish the scope of your study. Name the organization and the specific unit

    within it. Describe the leader or leaders whose practice you will examine, and say plainly what access you

    have to them: what you can observe directly, what you will have to ask about, and what you will not be able

    to see. State the leadership question you intend to answer — a question about how influence is or is not

    working in this setting, specific enough that evidence could settle it. Explain why the question matters to the

    people in that organization. Close by naming the sources of evidence you expect to draw on, including any

    conversations or interviews you plan to conduct and who they would be with.

    **AI use.** AI tools are permitted on this assignment — for thinking the problem through, drafting, revising, and

    checking your reasoning. Use them openly. What you submit, however, has to be your own judgment about the

    leadership situation you actually looked at.

    Close your submission with two or three sentences naming any AI tools you used and what you used them for,

    or stating that you used none. This disclosure is not graded and its absence is not a deduction.

    Your grade and feedback arrive at the close date — one week after the due date.

  • [Solved] MGMT 601

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) SEE ATTACHED – a month ago **files (1)** – ## WEEK3.docx **## WEEK3.docx** **250-300 WORDS ANSWERING THE FOLOWING QUESTION** Organizational culture and leadership are often cited as critical factors in the suc…

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    SEE ATTACHED

    – a month ago

    **files (1)**

    – ## WEEK3.docx

    **## WEEK3.docx**

    **250-300 WORDS ANSWERING THE FOLOWING QUESTION**

    Organizational culture and leadership are often cited as critical factors in the success or failure of change initiatives. Analyze how a specific leadership style (e.g., transformational, transactional, servant leadership) can either mitigate or exacerbate employee resistance during organizational change. How do cultural elements, such as shared values or norms, interact with leadership approaches to influence the change process? Use case studies or research findings to substantiate your argument.

    **## WEEK3.docx**

    **250-300 WORDS ANSWERING THE FOLOWING QUESTION**

    Organizational culture and leadership are often cited as critical factors in the success or failure of change initiatives. Analyze how a specific leadership style (e.g., transformational, transactional, servant leadership) can either mitigate or exacerbate employee resistance during organizational change. How do cultural elements, such as shared values or norms, interact with leadership approaches to influence the change process? Use case studies or research findings to substantiate your argument.

  • [Solved] HRMT 600

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) SEE ATTACHED – a month ago **files (1)** – ## WEEK3.docx **## WEEK3.docx** **250 WORDS ANWERING THE FOLLOWING QUESTION** Reflect on your experiences with HR departments adapting to changes such as economic shi…

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    SEE ATTACHED

    – a month ago

    **files (1)**

    – ## WEEK3.docx

    **## WEEK3.docx**

    **250 WORDS ANWERING THE FOLLOWING QUESTION**

    Reflect on your experiences with HR departments adapting to changes such as economic shifts, technological advancements, and regulatory changes. Share examples of how HR functions have been modified or expanded in your workplace or internships to address new challenges and opportunities.

    **## WEEK3.docx**

    **250 WORDS ANWERING THE FOLLOWING QUESTION**

    Reflect on your experiences with HR departments adapting to changes such as economic shifts, technological advancements, and regulatory changes. Share examples of how HR functions have been modified or expanded in your workplace or internships to address new challenges and opportunities.

  • [Solved] Week 4 Discussion Responses- Capstone

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    – a month ago **files (5)** – ## Week4LearningResources-Capstone.docx – ## Week3LearningResources-Capstone.docx – ## Week2LearningResouces-Capstone.docx – ## Week1LearningResources-Capstone.docx – Week4DiscussionResponse-Capstone.docx **## Week4LearningResources-Capstone.docx** **Week 4 Learning Res…

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    – a month ago

    **files (5)**

    – ## Week4LearningResources-Capstone.docx

    – ## Week3LearningResources-Capstone.docx

    – ## Week2LearningResouces-Capstone.docx

    – ## Week1LearningResources-Capstone.docx

    – Week4DiscussionResponse-Capstone.docx

    **## Week4LearningResources-Capstone.docx**

    **Week 4 Learning Resources**

    **Capstone**

    **Using Artificial Intelligence in Business Strategy**

    In today's dynamic business environment, organizations are increasingly leveraging Artificial intelligence (AI) to gain a competitive edge, streamline operations, enhance customer experiences, and unlock new opportunities. The following resources offer some insights into how AI is affecting business.

    · Abdullahi, A. (2023, November 29).
    [Generative AI for business: Top 7 productivity boostsLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=173948694&site=eds-live&scope=site&custid=s6527200).
    _EWeek_. https://www.eweek.com/artificial-intelligence/generative-ai-for-business/

    · Choudhuri, S., Veeranalla, S., Gamini, P., Manike, C., Priya, U., & Katta, S. K. (2024).
    [AI-powered HR marketing revolutionizing employee recruitment and retention strategiesLinks to an external site.](https://ieeexplore.ieee.org/document/10837529).
    _2024 International Conference on Intelligent Computing and Emerging Communication Technologies (ICEC), Intelligent Computing and Emerging Communication Technologies (ICEC), 2024 International Conference On_, 1–6. https://doi.org/10.1109/ICEC59683.2024.10837529

    · Fountaine, T., McCarthy, B., & Saleh, T. (2021).
    [Getting AI to scale](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR2103H-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _99_(3), 116–123. https://hbr.org

    **## Week3LearningResources-Capstone.docx**

    **Week 3 Learning Resources**

    **Capstone**

    **The Purpose-Driven Organization**

    A purpose-driven company stands for and acts on something larger than its products and services. Purpose can be an organizational strategy and a roadmap to remain competitive in a fast-changing economy. Many business leaders are committed to aligning their goal setting and decision making to their organization’s purpose in hopes of driving forward its success. Through these resources, you will consider the purpose-driven organization.

    · Blount, S., & Leinwand, P. (2019, November 1).
    [Why are we here?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1906J-PDF-ENG%2Frich-text) _Harvard Business Review_ ,
    _97_ (6), 132–139.

    · Eccles, R. G., Strine, L. E., & Youmans, T. (2020, May 13).
    [3 ways to put your corporate purpose into action](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05M0N-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–5. http://hbr.org

    · IFC Arthsastra. (2019, October 20).
    [_Michael Porter on purpose_ Links to an external site.](https://www.youtube.com/watch?v=gP0gSFHfQM0&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=6) [Video]. YouTube. https://www.youtube.com/watch?v=gP0gSFHfQM0&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=6

    · Leimer, B. (2021, June 24).
    [_How can we build a more purpose-driven company culture?Links to an external site._](https://www.thehrdirector.com/features/csr/how-can-we-build-a-more-purpose-driven-company-culture/) https://www.thehrdirector.com/features/csr/how-can-we-build-a-more-purpose-driven-company-culture/

    · Malknight, T. W., Buche, I., & Dhanaraj, C. (2019, September 1).
    [Put purpose at the core of your strategy](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1905D-PDF-ENG%2Frich-text).
    _Harvard Business Review_ ,
    _97_ (5), 70–79.

    **The Organizational Structure**

    You may have heard the term
    _top-down management_ or
    _bottom-up management_ to describe an organization’s structure. Whether hierarchical, flat, or matrixed, an organization’s structure serves as the basis for how an organization distributes its roles and responsibilities to support effective decision making, communication, and achievement of its goals. Through these resources, you will consider different types of organizational structures.

    · Communication Coach Alex Lyon. (2018, January 7).
    [_Organizational structure_ Links to an external site.](https://www.youtube.com/watch?v=zUd0UNHyy60) [Video]. YouTube. https://www.youtube.com/watch?v=zUd0UNHyy60

    · GreggU. (2019, January 14).
    [_Types of organizational structures_ Links to an external site.](https://www.youtube.com/watch?v=Vbcpr1TS9NM) [Video]. YouTube. https://www.youtube.com/watch?v=Vbcpr1TS9NM

    · Lumen Learning. (n.d.).
    [Common organizational structuresLinks to an external site.](https://courses.lumenlearning.com/boundless-management/chapter/common-organizational-structures/). In
    _Boundless business_ . https://courses.lumenlearning.com/boundless-management/chapter/common-organizational-structures/

    **## Week2LearningResouces-Capstone.docx**

    **Week 2 Learning Resources**

    **Capstone**

    **The Social and Economic Impacts of an Organization**

    Imagine a small town in which a new factory is built. Then think about how that business might impact its local community. You may consider the possible job opportunities that the factory will provide to people living in the area, or perhaps you might think of the potential impact to the environment of gases or other chemicals introduced into the air or water supply as a result of production. Or perhaps, that factory, through its corporate social responsibility practices, can provide services that benefit the neighborhoods and families in its local or even global community. No business operates in a vacuum, and whether positive or negative, it is likely to have some kind of impact based on its business practices. Using these resources, you will consider the social and economic impacts of organizations.

    · Lumen Learning. (n.d.).
    [The business environmentLinks to an external site.](https://courses.lumenlearning.com/boundless-business/chapter/the-business-environment/). In
    _Boundless business_ . https://courses.lumenlearning.com/boundless-business/chapter/the-business-environment/#:~:text=The%20Social%20Environment

    · Impactgarden.org. (n.d.).
    [_Responsible business_ Links to an external site.](https://impactgarden.org/responsible-business/). https://impactgarden.org/responsible-business/

    · TED. (2013, October 7).
    [_Michael Porter: Why business can be good at solving social problems_ Links to an external site.](https://www.youtube.com/watch?v=0iIh5YYDR2o&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=2) [Video]. YouTube.
    [https://www.youtube.com/watch?v=0iIh5YYDR2o&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=2](https://www.youtube.com/watch?v=0iIh5YYDR2o&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=2)

    **Understanding the Business Environment**

    In addition to understanding how a business influences the environment in which it operates, it is critical to understand how that environment influences the stability and success of a business. The outside business climate includes financial, political, regulatory, social, and other environmental factors that can have a significant impact on how a business operates and engages with its customers and stakeholders. Remaining aware of the ever-changing needs and influences of society is critical for business leaders so that they can remain competitive in the market while also advancing the organization’s strategic initiatives.

    · Duro, K. (2018, March 26).
    [_The effects of social environment on business_ Links to an external site.](https://imperiumapps.com/the-effects-of-social-environment-on-business/). Imperium Apps. https://imperiumapps.com/the-effects-of-social-environment-on-business/

    · Edumecate. (2020, March 6).
    [_Social influences on business (external influences on businesses)_ Links to an external site.](https://www.youtube.com/watch?v=XsozC-25hEw) [Video]. YouTube. https://www.youtube.com/watch?v=XsozC-25hEw

    · Gitman, L. J., McDaniel, C., Shah, A., Reece, M., Koffel, L., Talsma, B., & Hyatt, J. C. (2018).
    [1.2 understanding the business environmentLinks to an external site.](https://openstax.org/books/introduction-business/pages/1-2-understanding-the-business-environment). In
    _Introduction to business_ . OpenStax. https://openstax.org/books/introduction-business/pages/1-2-understanding-the-business-environment

    · Harary, M. (2021, July 1).
    [How companies can lead the way for Generation ZLinks to an external site.](https://www.forbes.com/sites/forbesbusinesscouncil/2021/07/01/how-companies-can-lead-the-way-for-generation-z/?sh=f2ea27740973).
    _Forbes_ . https://www.forbes.com/sites/forbesbusinesscouncil/2021/07/01/how-companies-can-lead-the-way-for-generation-z/?sh=f2ea27740973

    · Unruh, G., & Bach, D. (2021).
    [The politics of business: A playbook emergesLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=edo&AN=147403028&site=eds-live&scope=site&custid=s6527200).
    _Rotman Management_ , 48–53.

    · Young, D. (2021, June 28).
    [_How environmental, social, and governance reporting grew up_ Links to an external site.](https://www.strategy-business.com/article/How-environmental-social-and-governance-reporting-grew-up?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp). strategy+business. https://www.strategy-business.com/article/How-environmental-social-and-governance-reporting-grew-up?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp

    **## Week1LearningResources-Capstone.docx**

    **Week 1 Learning Resources**

    **Capstone**

    **What Organizational Culture Is**

    When you think of organizational culture, what comes to mind? Simply put, organizational culture refers to a company’s mission, objectives, expectations, and values that guide business practices and employee behaviors. Using these resources, you will consider what organizational culture is and will begin using these ideas—as well as others you have examined throughout this program—to analyze the organizational culture of the organization that you selected to be the focus of your playbook.

    · Cheng, J. Y-J., & Groysberg, B. (2021, June 18).
    [Research: What inclusive companies have in common](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06F0I-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 1–7. http://hbr.org

    · Dillard, S. R. (2021, April 19).
    [How inclusive is your leadership?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06AN0-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_, 1–8. http://hbr.org

    **Time Estimate:** 6 minutes

    · GreggU. (2019, November 18).
    [_Organizational cultureLinks to an external site._](https://www.youtube.com/watch?v=J6Y61qshVv8) [Video]. YouTube. https://www.youtube.com/watch?v=J6Y61qshVv8

    **Note:** The approximate length of this media piece is 14 minutes.

    · Kegan, R., Lahey, L., & Fleming, A. (2014, January 22).
    [Does your company make you a better person?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH00MWO-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Greene, J. R. (2022).
    [Boards can accelerate business performance by fully engaging on organizational cultureLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=156834273&site=eds-live&scope=site&custid=s6527200).
    _Board Leadership, 2022_(181), 1–8. https://doi.org/10.1002/bl.30215

    · Traphagan, J. (2017, January 6).
    [We’re thinking about organizational culture all wrong](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH03E82-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4.
    [http://hbr.org](http://hbr.org/)

    **Benefits and Challenges of Organizational Culture**

    Businesses with a well-established organizational culture tend to be more successful because they have operational systems in place that not only support employee performance, productivity, and engagement, but also promote the mission, objectives, expectations, and values of the organization. There is a clear sense of purpose, whereby employees not only understand the organization’s goals but can also feel more connected to those goals and to one another. On the other hand, the culture of an organization can present challenges to the strategic success of a business as well. Through these resources, you will consider the benefits and challenges of organizational culture.

    · Furst, P. (2021, May 12).
    [Organizational culture drives (safety) performance. \
    _Occupational Health & Safety_.Links to an external site.](https://ohsonline.com/articles/2021/05/12/organizational-culture-drives-safety-performance.aspx) https://ohsonline.com/articles/2021/05/12/organizational-culture-drives-safety-performance.aspx

    · Herrity, J. (2022. October 31).
    [_Corporate culture examples and benefits_ Links to an external site.](https://www.indeed.com/career-advice/career%20-development/corporate-culture-examples-benefits). Indeed. https://www.indeed.com/career-advice/career-development/corporate-culture-examples-benefits

    · PwC. (2021).
    _Global culture survey 2021:_ [_The link between culture and competitive advantageLinks to an external site._](https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf).
    [https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf](https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf)

    **Incorporating Culture into Strategy and Business Practices**

    Not only can a strong, well-defined organizational culture support employee engagement and even improve retention, but that culture can be used as part of a business’s strategy. As you consider the culture and business practices of the company that you selected to feature in your strategy playbook, also begin to think about how those elements could serve as a strategic advantage for that company. Or, if there are adjustments that may need to be made, consider how doing so can promote the organization’s success into the future.

    · Bartone, P. T., & Stein, S. J. (2020, March 9).
    [Build “hardiness” into your organizational culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05G3F-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Gafni, N. (2021, July 1).
    [_Do your DE&I efforts consider age, class, and lived experience?_](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06GA7-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_, 1–9. http://hbr.org

    · Grant, A. (2021, February 3).
    [Building a culture of learning at workLinks to an external site.](https://www.strategy-business.com/article/Building-a-culture-of-learning-at-work?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp). strategy+business. https://www.strategy-business.com/article/Building-a-culture-of-learning-at-work?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp

    · Groysberg, B., Lee, J., Price, J., & Cheng, J. Y.  (2018, January–February).
    [The leader’s guide to corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FS18010-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _96_(1), 44–52.

    · Yohn, D. L. (2019, December 17).
    [Build a culture to match your brand](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05BK0-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–6. http://hbr.org

    · Yohn, D. L. (2018, October 2).
    [6 ways to build a customer-centric culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH04KFV-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–5. http://hbr.org

    · Yohn, D. L. (2021, February 8).
    [Company culture is everyone’s responsibility](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH065SN-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 1–8.
    [http://hbr.org](http://hbr.org/)

    **Important Documents for the Week**

    ·
    **Document:** [MBAX 6990 Assignment Template (Word document)](https://waldenu.instructure.com/courses/247046/files/21119794?wrap=1) [Download MBAX 6990 Assignment Template (Word document)](https://waldenu.instructure.com/courses/247046/files/21119794/download?download_frd=1)

    · GoSkills.com (2023, June 26).
    [_How to create a table of contents in Microsoft 365 | Microsoft Word 365 – Basic & Advanced CourseLinks to an external site._](https://www.youtube.com/watch?v=U-1vBwJvvzI)[Video]. YouTube. https://www.youtube.com/watch?v=U-1vBwJvvzI

    · ITsEasyTraining1st. (2023, January 1).
    [_How to add a bibliography entry into a Microsoft Word document_ Links to an external site.](https://www.youtube.com/watch?v=OXPGQB4PD3o) [Video]. YouTube. https://www.youtube.com/watch?v=OXPGQB4PD3o

    **Week4DiscussionResponse-Capstone.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week4discussionresponse-capstone-docx-10601795)

    **Week4DiscussionResponse-Capstone.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week4discussionresponse-capstone-docx-10601795)

    **## Week4LearningResources-Capstone.docx**

    **Week 4 Learning Resources**

    **Capstone**

    **Using Artificial Intelligence in Business Strategy**

    In today's dynamic business environment, organizations are increasingly leveraging Artificial intelligence (AI) to gain a competitive edge, streamline operations, enhance customer experiences, and unlock new opportunities. The following resources offer some insights into how AI is affecting business.

    · Abdullahi, A. (2023, November 29).
    [Generative AI for business: Top 7 productivity boostsLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=173948694&site=eds-live&scope=site&custid=s6527200).
    _EWeek_. https://www.eweek.com/artificial-intelligence/generative-ai-for-business/

    · Choudhuri, S., Veeranalla, S., Gamini, P., Manike, C., Priya, U., & Katta, S. K. (2024).
    [AI-powered HR marketing revolutionizing employee recruitment and retention strategiesLinks to an external site.](https://ieeexplore.ieee.org/document/10837529).
    _2024 International Conference on Intelligent Computing and Emerging Communication Technologies (ICEC), Intelligent Computing and Emerging Communication Technologies (ICEC), 2024 International Conference On_, 1–6. https://doi.org/10.1109/ICEC59683.2024.10837529

    · Fountaine, T., McCarthy, B., & Saleh, T. (2021).
    [Getting AI to scale](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR2103H-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _99_(3), 116–123. https://hbr.org

    **## Week3LearningResources-Capstone.docx**

    **Week 3 Learning Resources**

    **Capstone**

    **The Purpose-Driven Organization**

    A purpose-driven company stands for and acts on something larger than its products and services. Purpose can be an organizational strategy and a roadmap to remain competitive in a fast-changing economy. Many business leaders are committed to aligning their goal setting and decision making to their organization’s purpose in hopes of driving forward its success. Through these resources, you will consider the purpose-driven organization.

    · Blount, S., & Leinwand, P. (2019, November 1).
    [Why are we here?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1906J-PDF-ENG%2Frich-text) _Harvard Business Review_ ,
    _97_ (6), 132–139.

    · Eccles, R. G., Strine, L. E., & Youmans, T. (2020, May 13).
    [3 ways to put your corporate purpose into action](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05M0N-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–5. http://hbr.org

    · IFC Arthsastra. (2019, October 20).
    [_Michael Porter on purpose_ Links to an external site.](https://www.youtube.com/watch?v=gP0gSFHfQM0&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=6) [Video]. YouTube. https://www.youtube.com/watch?v=gP0gSFHfQM0&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=6

    · Leimer, B. (2021, June 24).
    [_How can we build a more purpose-driven company culture?Links to an external site._](https://www.thehrdirector.com/features/csr/how-can-we-build-a-more-purpose-driven-company-culture/) https://www.thehrdirector.com/features/csr/how-can-we-build-a-more-purpose-driven-company-culture/

    · Malknight, T. W., Buche, I., & Dhanaraj, C. (2019, September 1).
    [Put purpose at the core of your strategy](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1905D-PDF-ENG%2Frich-text).
    _Harvard Business Review_ ,
    _97_ (5), 70–79.

    **The Organizational Structure**

    You may have heard the term
    _top-down management_ or
    _bottom-up management_ to describe an organization’s structure. Whether hierarchical, flat, or matrixed, an organization’s structure serves as the basis for how an organization distributes its roles and responsibilities to support effective decision making, communication, and achievement of its goals. Through these resources, you will consider different types of organizational structures.

    · Communication Coach Alex Lyon. (2018, January 7).
    [_Organizational structure_ Links to an external site.](https://www.youtube.com/watch?v=zUd0UNHyy60) [Video]. YouTube. https://www.youtube.com/watch?v=zUd0UNHyy60

    · GreggU. (2019, January 14).
    [_Types of organizational structures_ Links to an external site.](https://www.youtube.com/watch?v=Vbcpr1TS9NM) [Video]. YouTube. https://www.youtube.com/watch?v=Vbcpr1TS9NM

    · Lumen Learning. (n.d.).
    [Common organizational structuresLinks to an external site.](https://courses.lumenlearning.com/boundless-management/chapter/common-organizational-structures/). In
    _Boundless business_ . https://courses.lumenlearning.com/boundless-management/chapter/common-organizational-structures/

    **## Week2LearningResouces-Capstone.docx**

    **Week 2 Learning Resources**

    **Capstone**

    **The Social and Economic Impacts of an Organization**

    Imagine a small town in which a new factory is built. Then think about how that business might impact its local community. You may consider the possible job opportunities that the factory will provide to people living in the area, or perhaps you might think of the potential impact to the environment of gases or other chemicals introduced into the air or water supply as a result of production. Or perhaps, that factory, through its corporate social responsibility practices, can provide services that benefit the neighborhoods and families in its local or even global community. No business operates in a vacuum, and whether positive or negative, it is likely to have some kind of impact based on its business practices. Using these resources, you will consider the social and economic impacts of organizations.

    · Lumen Learning. (n.d.).
    [The business environmentLinks to an external site.](https://courses.lumenlearning.com/boundless-business/chapter/the-business-environment/). In
    _Boundless business_ . https://courses.lumenlearning.com/boundless-business/chapter/the-business-environment/#:~:text=The%20Social%20Environment

    · Impactgarden.org. (n.d.).
    [_Responsible business_ Links to an external site.](https://impactgarden.org/responsible-business/). https://impactgarden.org/responsible-business/

    · TED. (2013, October 7).
    [_Michael Porter: Why business can be good at solving social problems_ Links to an external site.](https://www.youtube.com/watch?v=0iIh5YYDR2o&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=2) [Video]. YouTube.
    [https://www.youtube.com/watch?v=0iIh5YYDR2o&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=2](https://www.youtube.com/watch?v=0iIh5YYDR2o&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=2)

    **Understanding the Business Environment**

    In addition to understanding how a business influences the environment in which it operates, it is critical to understand how that environment influences the stability and success of a business. The outside business climate includes financial, political, regulatory, social, and other environmental factors that can have a significant impact on how a business operates and engages with its customers and stakeholders. Remaining aware of the ever-changing needs and influences of society is critical for business leaders so that they can remain competitive in the market while also advancing the organization’s strategic initiatives.

    · Duro, K. (2018, March 26).
    [_The effects of social environment on business_ Links to an external site.](https://imperiumapps.com/the-effects-of-social-environment-on-business/). Imperium Apps. https://imperiumapps.com/the-effects-of-social-environment-on-business/

    · Edumecate. (2020, March 6).
    [_Social influences on business (external influences on businesses)_ Links to an external site.](https://www.youtube.com/watch?v=XsozC-25hEw) [Video]. YouTube. https://www.youtube.com/watch?v=XsozC-25hEw

    · Gitman, L. J., McDaniel, C., Shah, A., Reece, M., Koffel, L., Talsma, B., & Hyatt, J. C. (2018).
    [1.2 understanding the business environmentLinks to an external site.](https://openstax.org/books/introduction-business/pages/1-2-understanding-the-business-environment). In
    _Introduction to business_ . OpenStax. https://openstax.org/books/introduction-business/pages/1-2-understanding-the-business-environment

    · Harary, M. (2021, July 1).
    [How companies can lead the way for Generation ZLinks to an external site.](https://www.forbes.com/sites/forbesbusinesscouncil/2021/07/01/how-companies-can-lead-the-way-for-generation-z/?sh=f2ea27740973).
    _Forbes_ . https://www.forbes.com/sites/forbesbusinesscouncil/2021/07/01/how-companies-can-lead-the-way-for-generation-z/?sh=f2ea27740973

    · Unruh, G., & Bach, D. (2021).
    [The politics of business: A playbook emergesLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=edo&AN=147403028&site=eds-live&scope=site&custid=s6527200).
    _Rotman Management_ , 48–53.

    · Young, D. (2021, June 28).
    [_How environmental, social, and governance reporting grew up_ Links to an external site.](https://www.strategy-business.com/article/How-environmental-social-and-governance-reporting-grew-up?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp). strategy+business. https://www.strategy-business.com/article/How-environmental-social-and-governance-reporting-grew-up?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp

    **## Week1LearningResources-Capstone.docx**

    **Week 1 Learning Resources**

    **Capstone**

    **What Organizational Culture Is**

    When you think of organizational culture, what comes to mind? Simply put, organizational culture refers to a company’s mission, objectives, expectations, and values that guide business practices and employee behaviors. Using these resources, you will consider what organizational culture is and will begin using these ideas—as well as others you have examined throughout this program—to analyze the organizational culture of the organization that you selected to be the focus of your playbook.

    · Cheng, J. Y-J., & Groysberg, B. (2021, June 18).
    [Research: What inclusive companies have in common](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06F0I-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 1–7. http://hbr.org

    · Dillard, S. R. (2021, April 19).
    [How inclusive is your leadership?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06AN0-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_, 1–8. http://hbr.org

    **Time Estimate:** 6 minutes

    · GreggU. (2019, November 18).
    [_Organizational cultureLinks to an external site._](https://www.youtube.com/watch?v=J6Y61qshVv8) [Video]. YouTube. https://www.youtube.com/watch?v=J6Y61qshVv8

    **Note:** The approximate length of this media piece is 14 minutes.

    · Kegan, R., Lahey, L., & Fleming, A. (2014, January 22).
    [Does your company make you a better person?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH00MWO-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Greene, J. R. (2022).
    [Boards can accelerate business performance by fully engaging on organizational cultureLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=156834273&site=eds-live&scope=site&custid=s6527200).
    _Board Leadership, 2022_(181), 1–8. https://doi.org/10.1002/bl.30215

    · Traphagan, J. (2017, January 6).
    [We’re thinking about organizational culture all wrong](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH03E82-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4.
    [http://hbr.org](http://hbr.org/)

    **Benefits and Challenges of Organizational Culture**

    Businesses with a well-established organizational culture tend to be more successful because they have operational systems in place that not only support employee performance, productivity, and engagement, but also promote the mission, objectives, expectations, and values of the organization. There is a clear sense of purpose, whereby employees not only understand the organization’s goals but can also feel more connected to those goals and to one another. On the other hand, the culture of an organization can present challenges to the strategic success of a business as well. Through these resources, you will consider the benefits and challenges of organizational culture.

    · Furst, P. (2021, May 12).
    [Organizational culture drives (safety) performance. \
    _Occupational Health & Safety_.Links to an external site.](https://ohsonline.com/articles/2021/05/12/organizational-culture-drives-safety-performance.aspx) https://ohsonline.com/articles/2021/05/12/organizational-culture-drives-safety-performance.aspx

    · Herrity, J. (2022. October 31).
    [_Corporate culture examples and benefits_ Links to an external site.](https://www.indeed.com/career-advice/career%20-development/corporate-culture-examples-benefits). Indeed. https://www.indeed.com/career-advice/career-development/corporate-culture-examples-benefits

    · PwC. (2021).
    _Global culture survey 2021:_ [_The link between culture and competitive advantageLinks to an external site._](https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf).
    [https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf](https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf)

    **Incorporating Culture into Strategy and Business Practices**

    Not only can a strong, well-defined organizational culture support employee engagement and even improve retention, but that culture can be used as part of a business’s strategy. As you consider the culture and business practices of the company that you selected to feature in your strategy playbook, also begin to think about how those elements could serve as a strategic advantage for that company. Or, if there are adjustments that may need to be made, consider how doing so can promote the organization’s success into the future.

    · Bartone, P. T., & Stein, S. J. (2020, March 9).
    [Build “hardiness” into your organizational culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05G3F-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Gafni, N. (2021, July 1).
    [_Do your DE&I efforts consider age, class, and lived experience?_](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06GA7-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_, 1–9. http://hbr.org

    · Grant, A. (2021, February 3).
    [Building a culture of learning at workLinks to an external site.](https://www.strategy-business.com/article/Building-a-culture-of-learning-at-work?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp). strategy+business. https://www.strategy-business.com/article/Building-a-culture-of-learning-at-work?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp

    · Groysberg, B., Lee, J., Price, J., & Cheng, J. Y.  (2018, January–February).
    [The leader’s guide to corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FS18010-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _96_(1), 44–52.

    · Yohn, D. L. (2019, December 17).
    [Build a culture to match your brand](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05BK0-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–6. http://hbr.org

    · Yohn, D. L. (2018, October 2).
    [6 ways to build a customer-centric culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH04KFV-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–5. http://hbr.org

    · Yohn, D. L. (2021, February 8).
    [Company culture is everyone’s responsibility](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH065SN-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 1–8.
    [http://hbr.org](http://hbr.org/)

    **Important Documents for the Week**

    ·
    **Document:** [MBAX 6990 Assignment Template (Word document)](https://waldenu.instructure.com/courses/247046/files/21119794?wrap=1) [Download MBAX 6990 Assignment Template (Word document)](https://waldenu.instructure.com/courses/247046/files/21119794/download?download_frd=1)

    · GoSkills.com (2023, June 26).
    [_How to create a table of contents in Microsoft 365 | Microsoft Word 365 – Basic & Advanced CourseLinks to an external site._](https://www.youtube.com/watch?v=U-1vBwJvvzI)[Video]. YouTube. https://www.youtube.com/watch?v=U-1vBwJvvzI

    · ITsEasyTraining1st. (2023, January 1).
    [_How to add a bibliography entry into a Microsoft Word document_ Links to an external site.](https://www.youtube.com/watch?v=OXPGQB4PD3o) [Video]. YouTube. https://www.youtube.com/watch?v=OXPGQB4PD3o

    **Week4DiscussionResponse-Capstone.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week4discussionresponse-capstone-docx-10601795)

    **## Week4LearningResources-Capstone.docx**

    **Week 4 Learning Resources**

    **Capstone**

    **Using Artificial Intelligence in Business Strategy**

    In today's dynamic business environment, organizations are increasingly leveraging Artificial intelligence (AI) to gain a competitive edge, streamline operations, enhance customer experiences, and unlock new opportunities. The following resources offer some insights into how AI is affecting business.

    · Abdullahi, A. (2023, November 29).
    [Generative AI for business: Top 7 productivity boostsLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=173948694&site=eds-live&scope=site&custid=s6527200).
    _EWeek_. https://www.eweek.com/artificial-intelligence/generative-ai-for-business/

    · Choudhuri, S., Veeranalla, S., Gamini, P., Manike, C., Priya, U., & Katta, S. K. (2024).
    [AI-powered HR marketing revolutionizing employee recruitment and retention strategiesLinks to an external site.](https://ieeexplore.ieee.org/document/10837529).
    _2024 International Conference on Intelligent Computing and Emerging Communication Technologies (ICEC), Intelligent Computing and Emerging Communication Technologies (ICEC), 2024 International Conference On_, 1–6. https://doi.org/10.1109/ICEC59683.2024.10837529

    · Fountaine, T., McCarthy, B., & Saleh, T. (2021).
    [Getting AI to scale](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR2103H-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _99_(3), 116–123. https://hbr.org

    **## Week3LearningResources-Capstone.docx**

    **Week 3 Learning Resources**

    **Capstone**

    **The Purpose-Driven Organization**

    A purpose-driven company stands for and acts on something larger than its products and services. Purpose can be an organizational strategy and a roadmap to remain competitive in a fast-changing economy. Many business leaders are committed to aligning their goal setting and decision making to their organization’s purpose in hopes of driving forward its success. Through these resources, you will consider the purpose-driven organization.

    · Blount, S., & Leinwand, P. (2019, November 1).
    [Why are we here?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1906J-PDF-ENG%2Frich-text) _Harvard Business Review_ ,
    _97_ (6), 132–139.

    · Eccles, R. G., Strine, L. E., & Youmans, T. (2020, May 13).
    [3 ways to put your corporate purpose into action](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05M0N-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–5. http://hbr.org

    · IFC Arthsastra. (2019, October 20).
    [_Michael Porter on purpose_ Links to an external site.](https://www.youtube.com/watch?v=gP0gSFHfQM0&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=6) [Video]. YouTube. https://www.youtube.com/watch?v=gP0gSFHfQM0&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=6

    · Leimer, B. (2021, June 24).
    [_How can we build a more purpose-driven company culture?Links to an external site._](https://www.thehrdirector.com/features/csr/how-can-we-build-a-more-purpose-driven-company-culture/) https://www.thehrdirector.com/features/csr/how-can-we-build-a-more-purpose-driven-company-culture/

    · Malknight, T. W., Buche, I., & Dhanaraj, C. (2019, September 1).
    [Put purpose at the core of your strategy](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1905D-PDF-ENG%2Frich-text).
    _Harvard Business Review_ ,
    _97_ (5), 70–79.

    **The Organizational Structure**

    You may have heard the term
    _top-down management_ or
    _bottom-up management_ to describe an organization’s structure. Whether hierarchical, flat, or matrixed, an organization’s structure serves as the basis for how an organization distributes its roles and responsibilities to support effective decision making, communication, and achievement of its goals. Through these resources, you will consider different types of organizational structures.

    · Communication Coach Alex Lyon. (2018, January 7).
    [_Organizational structure_ Links to an external site.](https://www.youtube.com/watch?v=zUd0UNHyy60) [Video]. YouTube. https://www.youtube.com/watch?v=zUd0UNHyy60

    · GreggU. (2019, January 14).
    [_Types of organizational structures_ Links to an external site.](https://www.youtube.com/watch?v=Vbcpr1TS9NM) [Video]. YouTube. https://www.youtube.com/watch?v=Vbcpr1TS9NM

    · Lumen Learning. (n.d.).
    [Common organizational structuresLinks to an external site.](https://courses.lumenlearning.com/boundless-management/chapter/common-organizational-structures/). In
    _Boundless business_ . https://courses.lumenlearning.com/boundless-management/chapter/common-organizational-structures/

    **## Week2LearningResouces-Capstone.docx**

    **Week 2 Learning Resources**

    **Capstone**

    **The Social and Economic Impacts of an Organization**

    Imagine a small town in which a new factory is built. Then think about how that business might impact its local community. You may consider the possible job opportunities that the factory will provide to people living in the area, or perhaps you might think of the potential impact to the environment of gases or other chemicals introduced into the air or water supply as a result of production. Or perhaps, that factory, through its corporate social responsibility practices, can provide services that benefit the neighborhoods and families in its local or even global community. No business operates in a vacuum, and whether positive or negative, it is likely to have some kind of impact based on its business practices. Using these resources, you will consider the social and economic impacts of organizations.

    · Lumen Learning. (n.d.).
    [The business environmentLinks to an external site.](https://courses.lumenlearning.com/boundless-business/chapter/the-business-environment/). In
    _Boundless business_ . https://courses.lumenlearning.com/boundless-business/chapter/the-business-environment/#:~:text=The%20Social%20Environment

    · Impactgarden.org. (n.d.).
    [_Responsible business_ Links to an external site.](https://impactgarden.org/responsible-business/). https://impactgarden.org/responsible-business/

    · TED. (2013, October 7).
    [_Michael Porter: Why business can be good at solving social problems_ Links to an external site.](https://www.youtube.com/watch?v=0iIh5YYDR2o&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=2) [Video]. YouTube.
    [https://www.youtube.com/watch?v=0iIh5YYDR2o&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=2](https://www.youtube.com/watch?v=0iIh5YYDR2o&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=2)

    **Understanding the Business Environment**

    In addition to understanding how a business influences the environment in which it operates, it is critical to understand how that environment influences the stability and success of a business. The outside business climate includes financial, political, regulatory, social, and other environmental factors that can have a significant impact on how a business operates and engages with its customers and stakeholders. Remaining aware of the ever-changing needs and influences of society is critical for business leaders so that they can remain competitive in the market while also advancing the organization’s strategic initiatives.

    · Duro, K. (2018, March 26).
    [_The effects of social environment on business_ Links to an external site.](https://imperiumapps.com/the-effects-of-social-environment-on-business/). Imperium Apps. https://imperiumapps.com/the-effects-of-social-environment-on-business/

    · Edumecate. (2020, March 6).
    [_Social influences on business (external influences on businesses)_ Links to an external site.](https://www.youtube.com/watch?v=XsozC-25hEw) [Video]. YouTube. https://www.youtube.com/watch?v=XsozC-25hEw

    · Gitman, L. J., McDaniel, C., Shah, A., Reece, M., Koffel, L., Talsma, B., & Hyatt, J. C. (2018).
    [1.2 understanding the business environmentLinks to an external site.](https://openstax.org/books/introduction-business/pages/1-2-understanding-the-business-environment). In
    _Introduction to business_ . OpenStax. https://openstax.org/books/introduction-business/pages/1-2-understanding-the-business-environment

    · Harary, M. (2021, July 1).
    [How companies can lead the way for Generation ZLinks to an external site.](https://www.forbes.com/sites/forbesbusinesscouncil/2021/07/01/how-companies-can-lead-the-way-for-generation-z/?sh=f2ea27740973).
    _Forbes_ . https://www.forbes.com/sites/forbesbusinesscouncil/2021/07/01/how-companies-can-lead-the-way-for-generation-z/?sh=f2ea27740973

    · Unruh, G., & Bach, D. (2021).
    [The politics of business: A playbook emergesLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=edo&AN=147403028&site=eds-live&scope=site&custid=s6527200).
    _Rotman Management_ , 48–53.

    · Young, D. (2021, June 28).
    [_How environmental, social, and governance reporting grew up_ Links to an external site.](https://www.strategy-business.com/article/How-environmental-social-and-governance-reporting-grew-up?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp). strategy+business. https://www.strategy-business.com/article/How-environmental-social-and-governance-reporting-grew-up?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp

    **## Week1LearningResources-Capstone.docx**

    **Week 1 Learning Resources**

    **Capstone**

    **What Organizational Culture Is**

    When you think of organizational culture, what comes to mind? Simply put, organizational culture refers to a company’s mission, objectives, expectations, and values that guide business practices and employee behaviors. Using these resources, you will consider what organizational culture is and will begin using these ideas—as well as others you have examined throughout this program—to analyze the organizational culture of the organization that you selected to be the focus of your playbook.

    · Cheng, J. Y-J., & Groysberg, B. (2021, June 18).
    [Research: What inclusive companies have in common](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06F0I-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 1–7. http://hbr.org

    · Dillard, S. R. (2021, April 19).
    [How inclusive is your leadership?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06AN0-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_, 1–8. http://hbr.org

    **Time Estimate:** 6 minutes

    · GreggU. (2019, November 18).
    [_Organizational cultureLinks to an external site._](https://www.youtube.com/watch?v=J6Y61qshVv8) [Video]. YouTube. https://www.youtube.com/watch?v=J6Y61qshVv8

    **Note:** The approximate length of this media piece is 14 minutes.

    · Kegan, R., Lahey, L., & Fleming, A. (2014, January 22).
    [Does your company make you a better person?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH00MWO-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Greene, J. R. (2022).
    [Boards can accelerate business performance by fully engaging on organizational cultureLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=156834273&site=eds-live&scope=site&custid=s6527200).
    _Board Leadership, 2022_(181), 1–8. https://doi.org/10.1002/bl.30215

    · Traphagan, J. (2017, January 6).
    [We’re thinking about organizational culture all wrong](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH03E82-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4.
    [http://hbr.org](http://hbr.org/)

    **Benefits and Challenges of Organizational Culture**

    Businesses with a well-established organizational culture tend to be more successful because they have operational systems in place that not only support employee performance, productivity, and engagement, but also promote the mission, objectives, expectations, and values of the organization. There is a clear sense of purpose, whereby employees not only understand the organization’s goals but can also feel more connected to those goals and to one another. On the other hand, the culture of an organization can present challenges to the strategic success of a business as well. Through these resources, you will consider the benefits and challenges of organizational culture.

    · Furst, P. (2021, May 12).
    [Organizational culture drives (safety) performance. \
    _Occupational Health & Safety_.Links to an external site.](https://ohsonline.com/articles/2021/05/12/organizational-culture-drives-safety-performance.aspx) https://ohsonline.com/articles/2021/05/12/organizational-culture-drives-safety-performance.aspx

    · Herrity, J. (2022. October 31).
    [_Corporate culture examples and benefits_ Links to an external site.](https://www.indeed.com/career-advice/career%20-development/corporate-culture-examples-benefits). Indeed. https://www.indeed.com/career-advice/career-development/corporate-culture-examples-benefits

    · PwC. (2021).
    _Global culture survey 2021:_ [_The link between culture and competitive advantageLinks to an external site._](https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf).
    [https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf](https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf)

    **Incorporating Culture into Strategy and Business Practices**

    Not only can a strong, well-defined organizational culture support employee engagement and even improve retention, but that culture can be used as part of a business’s strategy. As you consider the culture and business practices of the company that you selected to feature in your strategy playbook, also begin to think about how those elements could serve as a strategic advantage for that company. Or, if there are adjustments that may need to be made, consider how doing so can promote the organization’s success into the future.

    · Bartone, P. T., & Stein, S. J. (2020, March 9).
    [Build “hardiness” into your organizational culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05G3F-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Gafni, N. (2021, July 1).
    [_Do your DE&I efforts consider age, class, and lived experience?_](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06GA7-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_, 1–9. http://hbr.org

    · Grant, A. (2021, February 3).
    [Building a culture of learning at workLinks to an external site.](https://www.strategy-business.com/article/Building-a-culture-of-learning-at-work?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp). strategy+business. https://www.strategy-business.com/article/Building-a-culture-of-learning-at-work?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp

    · Groysberg, B., Lee, J., Price, J., & Cheng, J. Y.  (2018, January–February).
    [The leader’s guide to corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FS18010-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _96_(1), 44–52.

    · Yohn, D. L. (2019, December 17).
    [Build a culture to match your brand](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05BK0-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–6. http://hbr.org

    · Yohn, D. L. (2018, October 2).
    [6 ways to build a customer-centric culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH04KFV-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–5. http://hbr.org

    · Yohn, D. L. (2021, February 8).
    [Company culture is everyone’s responsibility](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH065SN-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 1–8.
    [http://hbr.org](http://hbr.org/)

    **Important Documents for the Week**

    ·
    **Document:** [MBAX 6990 Assignment Template (Word document)](https://waldenu.instructure.com/courses/247046/files/21119794?wrap=1) [Download MBAX 6990 Assignment Template (Word document)](https://waldenu.instructure.com/courses/247046/files/21119794/download?download_frd=1)

    · GoSkills.com (2023, June 26).
    [_How to create a table of contents in Microsoft 365 | Microsoft Word 365 – Basic & Advanced CourseLinks to an external site._](https://www.youtube.com/watch?v=U-1vBwJvvzI)[Video]. YouTube. https://www.youtube.com/watch?v=U-1vBwJvvzI

    · ITsEasyTraining1st. (2023, January 1).
    [_How to add a bibliography entry into a Microsoft Word document_ Links to an external site.](https://www.youtube.com/watch?v=OXPGQB4PD3o) [Video]. YouTube. https://www.youtube.com/watch?v=OXPGQB4PD3o

    **Week4DiscussionResponse-Capstone.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week4discussionresponse-capstone-docx-10601795)

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) **Step 1: Engage With This Week's Resources** Before writing your post, please complete the following: – ???? **Read Chapter 4** with your [PowerPoint slides](https://lrccd.instructure.com/courses/332938/files…

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    **Step 1: Engage With This Week's Resources**

    Before writing your post, please complete the following:

    – ???? **Read Chapter 4** with your [PowerPoint slides](https://lrccd.instructure.com/courses/332938/files/91450091?wrap=1 "Chapter 4.pptx") [Download PowerPoint slides](https://lrccd.instructure.com/courses/332938/files/91450091/download?download_frd=1) open for note-taking — pay close attention to the data on housing, education, employment, and health care disparities, as these will be central to your discussion post
    – ???? **Watch:** _"_ [_Two Nations of Black America_](https://lrccd.instructure.com/media_attachments_iframe/91450043?embedded=true&type=video "2blacknations.mp4") _"_ — Henry Louis Gates, Jr., PBS (56 minutes)

    As you watch, take notes on specific arguments, data points, and examples you want to bring into your post. The film was produced in 2008, which means you'll be reading it alongside nearly two decades of subsequent history — including the rise of the Black Lives Matter movement, ongoing debates about policing, and continued shifts in the Black middle class and underclass. That historical distance is part of what makes this week's discussion so rich.

    **Step 2: Write Your Initial Post**

    Your initial post has **three required parts.** Please make sure all three are present before submitting.

    **Part 1 – Discussion Prompt Response** _(250–350 words)_

    When Henry Louis Gates, Jr. produced _"Two Nations of Black America"_ in 2008 — more than forty years after the assassination of Dr. Martin Luther King, Jr. — he documented a striking paradox: the United States had simultaneously produced **the largest Black middle class** _**and**_ **the largest Black underclass in history.** That tension between progress and persistent inequality sits at the heart of this week's discussion.

    Since the film's release, racial tensions have intensified in new ways, and movements like Black Lives Matter have brought renewed national attention to the experiences of Black Americans — particularly in interactions with police. But as your reading and the film make clear, the challenges extend far beyond policing into **housing, education, employment, and health care.**

    Respond to the following two-part prompt:

    **Part A – How far have we come?** Drawing on Chapter 4 and the film, assess the state of race relations and racial equity in the United States today. Where have we made meaningful progress? Where have we stalled — or moved backward? Be specific and support your claims with evidence from the reading, the film, or other credible sources you bring to the discussion.

    **Part B – What should we do as managers?** Choose **two or three specific challenges** facing Black employees, customers, or suppliers in today's workplace. For each one, propose concrete, evidence-based strategies a manager or organization could implement to address it. This isn't about broad ideals — it's about practical action. What would _you_ actually do, and why do you believe it would work?

    Support your analysis with **specific examples and citations** from the chapter, the film, or supplemental sources. Use APA format for all embedded citations.

    **Part 2 – Your Own Quote** _(quote + APA citation)_

    Find a quote from the **Chapter 4 reading** that resonates with you — something unrelated to the discussion prompt above. Include:

    1. **The quote** — copied accurately, in quotation marks
    2. **APA citation** — author, year, and page number

    **Part 3 – Your Response to the Quote** _(100–150 words)_

    Why did this quote stand out to you? What does it make you think about? What question does it raise for you or for the class?

    > _Choose a quote that will invite genuine conversation — something that challenges, surprises, or provokes thought rather than simply restating the obvious._

    **End your post with a complete APA References section** for all sources cited, including the textbook and any supplemental materials you reference.

    **Step 3: Return and Respond to Your Peers** **Due: Sunday at midnight**

    After the Thursday posting deadline, return to the discussion board and respond to **at least two classmates.** This week's topic invites a wide range of perspectives — engage with posts that challenge your thinking, not just those that confirm it. Strong peer responses ask follow-up questions, offer alternative strategies, or connect your classmate's argument to evidence they may not have considered.

    **Plan to visit the discussion board on three separate days:**

    – **Thursday** — post your initial response
    – **Friday or Saturday** — read and respond to at least two classmates
    – **Sunday** — follow up on any questions directed to you and continue the dialogue

    The rubric rewards sustained engagement throughout the week. A single burst of activity on Sunday is not the same as being part of an ongoing conversation.

    Questions? Reach out by email or join me in virtual office hours. This is one of the most important discussions of the semester — the questions we're asking here don't have easy answers, and that's exactly the point. I'm looking forward to reading your perspectives.

    — Dr. Sheryl Rix

    – [\
    \
    Chapter4.pptx](https://www.sweetstudy.com/files/chapter4-pptx-10602605 "Chapter4.pptx")

    – a month ago

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    [>Accounting homework help](https://www.sweetstudy.com/fields/business-finance-accounting) Discussion – a month ago

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    – a month ago

  • [Solved] Nowoczesne trendy na rynku iGaming: Jak wybrać bezpieczne kasyno online?

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    [>Accounting homework help](https://www.sweetstudy.com/fields/business-finance-accounting) Rynek hazardu wirtualnego w Polsce rozwija się w niezwykle dynamicznym tempie, oferując graczom setki różnorodnych platform do wyboru. W tym gąszczu ofert kluczowe staje się znalezienie rzetelnego źródła infor…

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    [>Accounting homework help](https://www.sweetstudy.com/fields/business-finance-accounting)

    Rynek hazardu wirtualnego w Polsce rozwija się w niezwykle dynamicznym tempie, oferując graczom setki różnorodnych platform do wyboru. W tym gąszczu ofert kluczowe staje się znalezienie rzetelnego źródła informacji, a serwis  [https://nowe-kasyna-online-pl.pl](https://nowe-kasyna-online-pl.pl/)  pomaga użytkownikom zrozumieć zawiłości regulaminów oraz ocenić realną atrakcyjność bonusów powitalnych. Nowoczesny iGaming stawia dziś przede wszystkim na transparentność, dlatego szczegółowa analiza licencji i bezpieczeństwa jest pierwszym krokiem dla każdego świadomego gracza. .

    W 2026 roku standardy technologiczne w branży kasynowej uległy znacznej poprawie, co widać po integracji zaawansowanych protokołów bezpieczeństwa. Nowo powstające witryny implementują nowoczesne szyfrowanie SSL oraz zaawansowane systemy weryfikacji tożsamości, minimalizując ryzyko oszustw. Licencje wydawane przez uznane organy regulacyjne, takie jak MGA czy Curacao, pozostają głównym wyznacznikiem tego, czy dana platforma traktuje swoich użytkowników uczciwie.

    Kolejnym ważnym aspektem jest ewolucja oferty promocyjnej, gdzie standardowe premie depozytowe ustępują miejsca rozbudowanym pakietom startowym. Gracze mogą liczyć nie tylko na wysokie bonusy procentowe, ale również na darmowe spiny bez depozytu czy regularny cashback. Kluczem do sukcesu jest jednak dokładne przestudiowanie warunków obrotu (tzw. wager), które decydują o realnej szansie na wypłatę wygranych środków.

    Szybkość i wygoda transakcji płatniczych stały się kolejnym polem bitwy dla klientów polskiego rynku iGaming. Użytkownicy chcą natychmiastowych wpłat i wypłat, dlatego usługi takie jak BLIK, nowoczesne portfele elektroniczne i kryptowaluty są już standardem. Im szerszy i bardziej niezawodny wybór metod płatności oferuje operator, tym większym zaufaniem cieszy się on w oczach graczy.

    Krótko mówiąc, decyzja o tym, gdzie grać, powinna zostać podjęta po pełnym i rzetelnym rozważeniu wszystkich faktów. Należy jednak pamiętać, że istnieją pewne podstawowe zasady bezpiecznego hazardu, takie jak odpowiedzialna gra, planowanie budżetu i poleganie na opiniach niezależnych ekspertów. Pamiętaj, że kasyno powinno być przede wszystkim sposobem na spędzanie wolnego czasu, a nie źródłem stałego dochodu.

    – a month ago

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) – a month ago

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    – a month ago