At this time I only need Part A done. But I am including information for the whole project for you to better understand what is needed. I have included additional information on the end of what the expectations are and some examples from the teacher. Thank-you
You will complete one significant Term Project. A reference page is required with all sources listed in APA format. The paper must be 25 – 30 pages, double-spaced, using a 12 pt. font. Title pages, graphs / illustrations, and reference pages will not be counted towards page limitations. The term project has been divided into 4 parts and each part is due in a different week. However, the term project is one paper which builds on the previous sections. As you create your project paper, continue from your previous work and post all previous sections with each new Dropbox work.
Part A: Organizational Analysis
Connect to the Baldrige Criteria website (this is the P1/P2). Use the Organizational Profile (P1/P2) criteria to analyze an organization of your choice (many students choose their current employer). You may use the criteria appropriate to your selected organization (i.e. manufacturing, healthcare, education, etc.). The analysis is to be submitted in an Executive Summary format and should not exceed 5 pages in length. Twenty-five points will be deducted if more than five pages for this component are submitted. A grading rubric will be available in the content area of the course.
Part B: Organizational Theory Literature Review
Create an Annotated Bibliography. You are expected to review current OT literature and provide an annotated summary of each. Each summary must be through, concise and the main point(s) must be clear. A minimum of 10 sources must be discussed and referenced. APA style is required. Be sure you are using the 6th edition of the APA manual. Review your outcomes from the Organizational Analysis Part A, and choose OT topics that align with areas that were difficult to answer from the criteria. Analyzing this research will help you later when you need to provide recommendations for your organization. The Organizational Theory Literature Review should approximate 7 – 10 pages.
Part C: Discussion of Applicable Theories and Concepts
Further explore published information on your OT focus areas. In Part B, the Annotated Bibliography, you provided a summary or overview of each of your sources. In Part C – Literature Synthesis, you should analyze the published data and compare and contrast data between published authors. Next, synthesize or combine information to provide a coherent paper that addresses Organizational Theory and specifically addresses the data you will utilize in Part D for recommendations. You will discuss applicable concepts, dynamics, and models from not only your literature review, but from course materials and the textbook. You must identify and discuss current issues and/or challenges organizations face today. Show how OT concepts relate to and/or support these issues and challenges. The Discussion of Applicable Theories and Concepts should approximate 8 – 10 pages.
Part D: Analysis Application for Interventions
Provide recommendations for intervention based on your organizational analysis and literature review. After discussing your recommendations explain what management could expect as outcomes if your recommendations were to be implemented. The Analysis should approximate 5 – 7 pages.
I am needing part A done
Part A: Organizational Analysis
Connect to the Baldrige Criteria website (this is the P1/P2). Use the Organizational Profile (P1/P2) criteria to analyze an organization of your choice (many students choose their current employer). You may use the criteria appropriate to your selected organization (i.e. manufacturing, healthcare, education, etc.). The analysis is to be submitted in an Executive Summary format and should not exceed 5 pages in length. Twenty-five points will be deducted if more than five pages for this component are submitted.
Content; Original thought. Excellent analysis/discussion of the Baldrige Criteria and its application to the researched organization. Identifies issues and challenges that are impacting the organizational performance and outcomes (focus areas for other sections of the Integrative paper moving forward.)
Organization; Exceptional organization, sentence structure, transitions and paragraph development.
Diction; Fitting, lively and consistent dictation. 3rd person analysis provided.
Mechanics; Executive summary format utilized. Did not exceed 5 pages. Almost total freedom from errors. Includes APA formatting, headings, and references including proper in-text citations.
Note from the teacher
Week 1 Beginning the Integrative Paper
Posted Oct 21, 2019 12:41 PM
The Integrative Paper is one paper with 4 sections. The paper follows the order outlined in the syllabus. Part A – Organizational Analysis is due this week (week 1). Begin the Integrative project by completing the Baldridge Criteria. This is the link to the Baldridge criteria which is the P1/P2 referred to in the syllabus
Or you can go here: http://www.nist.gov/baldrige/ then click on the link that says Self-Assessment scroll down and click on the easyInsight: Take a First Step Toward a Baldrige Self-Assessment link and then click on which ever of the follow relates to your organization: Business/Nonprofit; Education; Healthcare.
From this criteria you rate your organization and you find areas of strengths and weaknesses from the Organizational Theory perspective (OT).
The Organizational Analysis should begin with you discussing your organization in an executive summary format. Then compete the Baldridge criteria and discuss your outcomes. This will explain why you choose your OT focus areas. You can use the company website or other published data about your company to write this section. But it must be referenced.
For the Baldridge Criteria outcomes you will want to focus on two or three areas that were difficult to answer. No more than three areas though or the paper becomes too complex. Be sure to clearly identify those focus area in this section. It is important to understand where you will focus your research moving forward with the rest of the paper.
For example if you found that the organizational relationships (2.c and 3.c) were difficult for you to answer. You could conduct your research for the annotated bibliography and the literature synthesis on what is published regarding organizational relationships. That is a broad topic but you will find a great deal of information. Utilizing that research then will allow help you make solid and actionable recommendations for your organization in the final section.
Email from teacher
I’ve received a couple of email questions regarding the dropbox assignment due this week, Part A of the integrative paper. Follow an executive summary format for this section and it should be APA formatted. This includes headings, in-text citations and a reference list. You should also have a cover page.
Provide a history/background of the company that you will be discussing and researching for this paper. Most students complete the paper on their current employer. Then complete the Baldridge criteria. From the outcome of the survey you will want to focus on two or three areas that were difficult to answer. In Part A you will discuss those focus areas (you do not have to address all outcomes of the survey). Those will become the basis for your future research in Parts C and D and the research will also be used to support your recommendations in Part D.
I have also attached a samples for your review. Please let me know if you have any other questions.
XYZ Properties, Inc. is a mid-sized multi-family housing firm. It was established in 1979, but didn’t start focusing on just multi-family housing management until the mid-90s (XYZ Apartments). Using Larry E. Greiner’s 1972 growth phase model, one can determine XYZ is in Phase 4: Coordination. They are currently working on turning their decentralized operations into more centralized groups, they are working on formalizing policies and reviewing procedures, data processing is being centralized at the corporate headquarters, but operating decisions are still decentralized, and new control programs are being implemented (Greiner, 1972, pg. 43). Based on this model, it is evident their current crisis is the red-tape crises. The organization is becoming more complex, there is a proliferation of new control programs and paperwork, and on-site staff is growing wary and resentful of corporate directives from people that do not fully understand local conditions (pg. 43). In order for XYZ Properties, Inc. to get through their current crises, and plan for its next evolution, they will need to determine their strengths and weaknesses.
Baldridge’s self-assessment and action planning, revealed a weak organizational environment, and lack of self-awareness about competitive position. The self-assessment of organizational environment revealed a lack of knowledge on core competencies and their relationship to the mission, and key elements that engage employees in achieving the mission and vision, compared to others in the industry. The assessment of organizational relationships revealed lack of knowledge on how suppliers, partners and collaborators play a role in enhancing competitiveness, and key supply-chain requirements. Assessment of the competitive environment revealed difficulty in answering competitive position, relative size and growth in the served industries, and what key changes were affecting competitive situation, including changes that create opportunities for innovation and collaboration as appropriate.
As a result, it appears XYZ Properties will need to identify and define their core competencies, so they can determine their competitive positioning in the industry, and make plans for future growth.
ABC Corporation is a small manufacturing plant in IL. They produce plastic and metal clips that are integrated into components in automobiles. They have been successful in growing the business and achieving year over year increases in revenue, but as with all businesses they do have areas of opportunity for growth. This paper identifies areas of opportunities and explores professional contributions in those areas, based on the results of the survey taken in the Baldrige Performance Excellence Program (Baldrige Performance Excellence Program, 2016). Finally, I will offer recommendations based on these opportunities.
Within the organizational environment there were three main deficiencies. The first of these revolved around the vision, values and mission of the company. There are no communicated statements disseminated in this company. This is an oversight – either there are none, or they are not communicated. Either way they are not effectively used.
The second area are the core competencies as they relate to the mission. Since the mission statement is not known, then the competencies cannot be tied to them. This is an oversight that could be remedied with the distribution of a mission statement.
The final item in this area is the ability to engage the employees around the mission and vision. Again, since this is unknown driving the employee engagement around this would be impossible to ascertain. If the employee doesn’t know what the goals are and how they fit into them, they can’t adequately be engaged and driven for success. If you don’t know where you are going it is hard to get there.
Many areas in this section are strong, but the one area that could be improved upon are the supply-chain requirements. While this isn’t a major drainer, it is an area that can be improved upon.
This area is a large area of concern for this company. It is difficult to gain information on small privately owned companies such as ours, and this leads to a greater difficulty in evaluating the competitor. Without this information the competitive position can be hard to determine. While internal growth can be reviewed, knowing the market share cannot be accurately known.
The type of competitor is known since the specifications of the product that we make is exacting, but the number of competitors is not completely known. Innovative ways to find out who the competitors are will need to be employed.
The next area of concern revolves around the changes that could be made to react to the competitive situation. Since the situation is not very clear there is only so much that can be planned around this. Innovations and efforts to work together to improve processes can always be evaluated and executed, but the full impact on market share cannot be fully known without the full data available.
The items to review here begin with ethical values and social responsibility. ABC does utilize certain values in production of our product. They ensure that recycling is in place rather than throwing away excess, but this is as much due to fiscal responsibility rather than only the ethics of not filling the land fill with the waste. As part of the certification process for providing product to the major manufacturer there is a necessity to ensure that raw materials are not from conflict sourcing. Oil is used on the machinery and there are processes in place to ensure it is handled appropriately. Beyond this there could be more that could be done in the production process to save money and be socially responsible. This social responsibility goes further than processes though, and being a good partner in the community will be reviewed.
The second strategic context is the workforce. The first area of opportunity is around the skill level of the employees. There are challenges in this area with keeping engaged laborers and with finding qualified mechanics that can keep the older manufacturing machines running. Suggestions will be made around the employee.
The third item is the diversity of the workforce. While there is a small amount of diversity company wide, each section is very narrow. The manufacturing floor is a majority of Hispanic workers. Office personnel and HR are primarily women, and management is almost exclusively white males. This can lead to group think and can create a situation where innovations and alternate views will be lacking.
Performance Improvement System
The life cycle of the company is identified as growth. The company is at a cusp of needing to make some changes or risk losing customers. Performance improvement will begin with innovation and change. In addition to this, lean processes will be discussed and recommendations made to ensure that the company can move forward and not be in over their head. Collaboration is an important focus so that the company can get strong and continue to grow.
The Baldrige Performance Excellence Program (Baldrige Performance Excellence Program, 2016) has provided areas of focus to improve processes at ABC Corp. By reviewing these areas, considering a vision of good and making recommendations to implement change, growth can happen and processes can be more effective and efficient.