JFT2 Task 1 Western Governors University JFT2 Task 1 A. Analysis The economic downturn across the United States caused a decrease in funding to performing arts. Thus a proposal to merge the Utah Symphony and Utah Opera companies was made. There have been very few mergers of this type in history. In 1963 the Madison Symphony Orchestra and Madison Opera merged. Also‚ in 1985‚ the Chattanooga Opera and Chattanooga Symphony combined. These entities remained combined for a period of time‚ but
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JFT2 Task 2 Detailed Guidance The key to doing well on this task is detail. Several sections require that you analyze information. This requires that you read carefully‚ think deeply and show your insight that you gained from the information provided in the case study. A1. Utah Symphony Strengths and Weaknesses When picking out the strengths and weaknesses of symphony there isn¿t a list to which you can refer. Rather‚ you will want to read the case study carefully and to use your insight to
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Task 1- Organizational Management A1. Bill Bailey Adam’s Equity Theory is a model of motivation which basically states that employees will perform at a more productive rate if they feel that they are being treated fairly (Kreitner & Kinicki‚ 2010). Equity is achieved when a worker perceives their reward for their amount of work to be equal to that of a relevant worker. Negative inequity is perceived by the employee when the relevant worker receives greater rewards for the same amount of work
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Global Health EEEeeCommunity Health Nursing EE Community Health Nursing Environmental and Global Health-‐HAT Task #3 Lynn Senfelds Western Governor’s University Environmental and Global Health Task A-‐1 The Communicable Disease Outbreak of Avian Influenza 2 Communicable diseases account for
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TASK 3 (P2.3) Scenario Manager 1 – RTA: leadership style is that he believes in giving full freedom to his team and gives them complete flexibility to do their work with no interference at all. Manager 2 – RTA: his style is different to Manager 1 as he is a strict leader and imposes all his decisions on his team workers. He does not give them any freedom to take any decisions. Manager 3 – RTA: his style is that in which members of the group take a more participative role in the decision-making
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Shayla N. Mills 1/30/17 QI Part 2 Topic/Plan/Tool I have chosen National Patient Safety Goal Number 7: Reduce the risk of health- care associated infections. Specifically part NPSG.07.03.01 which states to implement evidence- based practices to prevent health- care associated infections due to multidrug- resistant organisms in acute care hospitals. An element of this goal is implementing policies and procedures aimed at reducing the risk of transmitting multidrug- resistant organisms. My plan is
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JGT2 Task 3 Memo The question has been presented as to the best option regarding production for Shuzworld. There are several factors that should be considered when making this analysis. It has been provided that the costs of reconditioning the current equipment will be $50‚000 fixed costs and $1‚000‚000 variable costs. Additionally‚ purchasing new equipment will produce fixed costs of $200‚000 and variable costs of $500‚000 and outsourcing will have no fixed costs with variable costs of $300
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JFT2 – Organizational Management Task One – Tom Murray Bill Bailey Motivation As Chairman of the Board for the opera‚ Bill could rely on Maslow’s hierarchy of needs to find motivation tools to support the merger. Maslow theorizes that as one need is met the needs further up the pyramid become important. Both the opera and symphony exist and have lives thus meeting the physiological needs. Moving up the pyramid from safety through self-actualization Bill could find ways to describe how the merger
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In analyzing the Utah Symphony and Utah Opera merger case study‚ it was obvious that many factors‚ finances‚ personalities‚ and even the community would be involved. The wide reaching affects of a merger between these two types of organizations was eye opening. At the time of the proposed merger‚ the Utah Opera had a stronger financial footing and was not in danger of closing. The Utah Symphony however‚ was sliding down a dangerous financial slope. The organizations were structured differently
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To: Senior VP of Operations From: Jessica Torres‚ director of Human Resources Date: May 20‚ 2012 Subject: Federal Act Violations for 3 cases Situation A: The Family and Medical Leave act of 1993 states‚ that any eligible employee can take twelve weeks of unpaid time off for a family emergency. The family emergency must be one of the four cases: a birth of a child‚ being a caregiver for immediate family members with a serious illness‚ placing a child in foster care or placing them up for
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