HW-2214 Davis Bacon Act (currently called Construction Wage Rate Requirements Statue...2019)

Topic:  Identify the historical significance and present day implications of the Davis Bacon Act (currently called Construction Wage Rate Requirements Statue). FAR 22.404

 

FAR website to find section 22.404

http://farsite.hill.af.mil/vmfara.htm

·          

·        3-4pages(hand-written will not be accepted)

·          Times New Roman Font, Size 12

·          Utilize "FAIR" model – NOTE: Recommendation/Results earn you the most points!

·          Double Spaced

·          Single Sided

·          Include citations where necessary….do NOT plagiarize and a reference list at the end.

The FAIR model consists of gathering the Facts, making Assumptions as necessary, developing the Issues involved, and providing Recommendation or a Result.

 

 

LDR531 Week 6 Leading Organizational Change

Purpose of Assignment

The purpose of this assignment is to provide an opportunity for the student to integrate and apply the individual and organizational leadership learning from this course by developing a plan for organizational change. 

Assignment Steps 

Review course assignments for Weeks 1-5, including the results of the Mastering Leadership Self-Assessment taken in Week 1. 

Select an organizational change in your company or one you know. 

Develop a 1,050-word analysis designing the action plan for you, as a leader, to address the organizational change. 

Include the following, in any sequence you choose: 

• Identify the organizational change process steps you would take and prioritize the order in which you would take them. 
• Include both individual and organizational leadership actions.
• Scholarly citations must be given to support your rationale and proposed actions. 

Format your assignment consistent with APA guidelines.

LDR531 Week 6 FInal Exam SCORE 90 PERCENT

Question 1
"Fiscal responsibility, accountability, strategy, and execution." These leadership expectations are:
    Implicit
    Required
    Useful
Explicit

Question 2
Which of the following items is NOT on the path from Patriarchy to Partnership?
   CEO creating whole systems.
    Self-managed teams.
    Engagement.
    Total quality management.
    Participative management.

Question 3
All leaders can accelerate their progress toward effectiveness by:
    Asking
    Learning
    Managing expectations
    All of the above

Question 4
Which of the following statements best describes the relevance of the inner game and outer game to leadership behavior?
The inner game runs the outer game.
    In high-pressure leadership roles, the outer game is the only game.
    The outer game (competence) is all that is essential to leadership.
    Most efforts at developing leaders only target the inner game, or consciousness.

Question 5
Which of the following statements about "Playing on Purpose or Playing Not to Lose" is true?

    There is no safe way to be great, and there is no great way to be safe.
    The safe paths have all been taken.
    The paths left to us require risk.
    Leadership is inherently risky.
   All of the above.

Question 6
To fulfill the Leadership Imperative, which of the following ideas will make us LESS likely to succeed?

    We need to work on specific skills and do so whenever we have the time.
    Our efforts need to be long-term and systemic.
    We need to work individually and collectively.
    We need to integrate the inner and outer game of leadership.
    We need to rethink how we develop leaders.

Question 7
Which of the following statements describes the Internal Operating System of the Creative Mind?

    Our beliefs depend on outside validation.
    We believe that "my future is in your hands."
    We develop new assumptions that are structured from the inside-out, not dependent on outside validation.

Question 8
Which of the following statements describes "Collaborator?"

    Take interest in and form warm, caring relationships.
    Engage others in a manner that allows the parties involved to discover common ground.
    Foster high-performance teamwork among team members who report to him/her.

Question 9
Which of the following is the best method for a leader to manage unproductive conflict?

    Ignore the conflict and give direction to the team.
    Hold a team building off-site to help the team work better together.
    Ask each team member the question, "What would you do to resolve this conflict if you had freedom to act?" Then facilitate a discussion to resolve the conflict.
    Send team members to conflict resolution training.

Question 10
The best metaphor the authors created for describing our relationship to Unity is that we are like waves on the ocean, not separate from the ocean. Which of the following statements best supports this metaphor?

    We realize that we were always one with the Ocean, that we were never separate, and that all waves are one; we are all each other.
    As separate waves, we experience the ups and downs of wave life.
    We are separate waves and we experience ourselves on a journey across the ocean.
    Some waves appear friendly; other waves may appear to threaten our ability to get what we want, and so we fear them.

Question 11
Which of the following statements describes the Leadership Practice 1: Discerning Purpose?

    It requires that we distill and refine a collective sense of purpose and through honest dialogue.
    It is the willingness to be authentic, to speak and act in ways that express and embody our vision of greatness.
    It is the practice of opening to a deeper knowing, a higher perception, a calling, an inner voice that says, "Stay with this," or, "Do this now," or, "This is who you are, what you stand for, what you need to move toward in your leadership."
   It is to continue to give ourselves over to the pull of purpose, distill it into vision, and then deal with the anxieties that inevitably arise.

 It requires attention to the trail, to the minute, subtle, and detailed clues our life is leaving as we live it (or as it lives us).
    It takes courage to engage in the authentic dialogue needed to forward the vision, find leverage, and implement fundamental structural change.

Question 12
Which of the following statements best describes the relationship of structure to higher leadership performance?

    To attain higher effectiveness, you must reach higher performance.
To perform more masterfully, your Inner Operating System (IOS) must evolve to a higher order mental-emotional structure.
    Since performance determines structure, if you want to evolve to a higher order structure, you must reach higher performance.
    When we see extraordinary leadership, we see well-honed capability arising on a higher-order platform of competence.

Question 13
Which of the following is NOT a Promise of Leadership?

    Engage all stakeholders and hold them accountable.
    Set the right direction and create meaningful work.
    Ensure that processes and systems facilitate focus and execution.
Ensure that business performance is improved.
    Set the right direction and create meaningful work.

Question 14
Which of the following statements describes the Leadership Practice 2: Distilling Vision?

    It is to continue to give ourselves over to the pull of purpose, distill it into vision, and then deal with the anxieties that inevitably arise.
    It is the practice of opening to a deeper knowing, a higher perception, a calling, an inner voice that says, "Stay with this," or, "Do this now," or, "This is who you are, what you stand for, what you need to move toward in your leadership."
    It requires attention to the trail, to the minute, subtle, and detailed clues our life is leaving as we live it (or as it lives us).
    It is the willingness to be authentic, to speak and act in ways that express and embody our vision of greatness.
    It takes courage to engage in the authentic dialogue needed to forward the vision, find leverage, and implement fundamental structural change.
    It requires that we distill and refine a collective sense of purpose and through honest dialogue.

Question 15
Which of these statements defines the strength of Reactive Leadership?

    At this stage of leadership, we can defer impulse gratification long enough to plan and organize to meet our needs.
    This interior evolution is what enables leaders to see the whole system in a way that honors huge diversity, with many opposites in tension, and to engage it in a way that moves toward creative resolution.
    This is the minimum level required to create lean, engaged, innovative, visionary, agile, high-involvement, high-fulfillment organizations and to evolve adaptive organizational designs that can thrive.
    Leaders at this level function as global visionaries and enact world service for the universal good.
    This is the ability to take up membership, to work and live co-relationally with others and within organizations.

Question 16
Which of the following statements describes the Creative Mind"?

    It is about forming an organization that we believe in, accomplishing outcomes that matter most, and enhancing our collective capacity to achieve a desired future.
    It is about establishing hierarchical, patriarchal structures, dynamics, and cultures.
    It creates an oscillating pattern of performance over time, the natural tendency of which is to seek equilibrium and return to normal.

Question 17
Which of the following is one of the three core reactive types?

    Body.
    Soul.
    Heart.

Question 18
Which of these statements defines the strength of Creative Leadership?

    Leaders at this level function as global visionaries and enact world service for the universal good.
    This is the minimum level required to create lean, engaged, innovative, visionary, agile, high-involvement, high-fulfillment organizations and to evolve adaptive organizational designs that can thrive.
    This is the ability to take up membership, to work and live co-relationally with others and within organizations.
    At this stage of leadership, we can defer impulse gratification long enough to plan and organize to meet our needs.
    This interior evolution is what enables leaders to see the whole system in a way that honors huge diversity, with many opposites in tension, and to engage it in a way that moves toward creative resolution.

Question 19
When you see extraordinary leadership, what's the best question to ask to understand what makes the leader extraordinary?

    Is this leader practicing competency, or consciousness?
    Is this leader best at the inner game or the outer game?
    What are they doing that makes them extraordinary?
What operating system is that leader running to achieve such mastery?

Question 20
Developing leadership effectiveness is…

    Less important than recruiting leaders.
    Rarely a leadership priority.
    An important task for the training staff.
    The most important priority of executive leadership.

Question 21
Which of the following is the formula for the Leadership Quotient?

LQ = LE/LI
LQ = L2/L1
LQ = L1/L2
LQ = LI/LE

Question 22
Which of these statements defines the strength of Egocentric Leadership?

    This interior evolution is what enables leaders to see the whole system in a way that honors huge diversity, with many opposites in tension, and to engage it in a way that moves toward creative resolution.
    This is the ability to take up membership, to work and live co-relationally with others and within organizations.
    This is the minimum level required to create lean, engaged, innovative, visionary, agile, high-involvement, high-fulfillment organizations and to evolve adaptive organizational designs that can thrive.
    Leaders at this level function as global visionaries and enact world service for the universal good.
    At this stage of leadership, we can defer impulse gratification long enough to plan and organize to meet our needs.

Question 23
"Competence, fair treatment, commitment, engagement, listening, acting on suggestions, and providing inspiration, meaning, and direction." These leadership expectations are

    Implicit
    Useful
    Explicit
    Required

Question 24
Which of the following is NOT included in the stages of the Universal Model of Leadership?

    Reactive.
    Integral.
    Unitive.
    Creative.
    Pathogenic.

Question 25
How do we describe the Leadership System?

    It is one of the eight core systems within organizations.
    It is the central organizing system.
    To achieve high performance, leaders must achieve high scores on their competency evaluations.
    It only consists of the CEO and the Board of Directors.

Question 26
Which of the following statements accurately describes Reactive Mind?

    Reactive Leadership is well-equipped to lead transformation into high-performing cultures and structures.
    To evolve beyond Reactive Leadership, we must first see it and know it deeply.
    Reactive mind was formed to separate from the prevailing culture.

Question 27
Which of the following statements describes "Caring Connection?"

Take interest in and form warm, caring relationships.
    Foster high-performance teamwork among team members who report to him/her.
    Engage others in a manner that allows the parties involved to discover common ground.

Question 28
Which of the following is NOT one of the six systems of organizational effectiveness?

    Metrics.
    Leadership.
    Communication.
    Training and Education.
    Delivery.

Question 29
Which of the following statements is true about a company's Leadership System?

The training staff must work very hard to help the leadership system to be effective. They must work hard to get leaders into leadership training programs to improve their leadership competencies.
    The leadership system is the central organizing system and the collective effectiveness of the leaders in the system is critical to the organization's health and success.
    The CEO must be able to control and direct individual leaders and the leadership system for them to succeed.

Question 30
Which of the following statements accurately describes Integral Leaders?

    It is built for complexity, designed for leading change within complex systems amid volatile, ambiguous, and rapidly changing environments.
    The leader is capable of working effectively with people of all types and with people at every stage of Leadership Development.
    The Leader has the ability to hold large conflicts, opposite visions, and redundant polarities in tension without reacting to them, trying to problem-solve them, or turning them into win-lose battles.
    The Leader is in full possession of the entire array of gifts, strengths, and competencies that are required to lead effectively.
    All of the above.

LDR531 Week 5 Strategic Change Case Study

Purpose of Assignment

The purpose of this assignment is to provide a chance for the student to examine an existing organization and apply research to identify opportunities for strategic change. 

Assignment Steps

Develop a 1,050-word essay to identify one global creative organization, as defined in Ch. 10 and 11 of Mastering Leadership. 

Analyze the opportunities for strategic change that are evident, citing evidence. 

Include considerations of culture and structure in addressing those opportunities. 

Include the following: 

• Identify one organization that could be considered creative, based on definitions in Mastering Leadership.
• Determine whether or not you believe the organization meets those criteria. Explain why.
• Discuss the impact of organizational culture and structure on that opportunity for strategic change.
• Formulate conclusions including personal learning on your analysis.
  

 

 

LDR531 Week 5 Creative Organizations and Strategic Change

Identify and discuss several global creative organizations using the criteria and descriptions in Ch. 10 and 11 of Mastering Leadership. 

Include the strategic opportunities for change the organizations have. Each team member must write at least two substantive responses (with a minimum 350 words each)that include the following before submitting them via the Assignment Files tab:

·         Discuss why those organizations could be considered creative.

·         Explore alternative views.

LDR531 Week 3 Learning Team Communication Challenges Conversation

Purpose of Assignment

The purpose of this assignment is to provide students with an opportunity to apply communications theories, research, and conversation with class colleagues to actual business situations, through the development of applicable strategies. 

Assignment Steps 

Read Case 2: Global Shared Services, McDonald's Corporation located in Mastering Leadership.

Analyze in 1,050 to 1,225 words the communications and group behavioral issues that might arise in an organization hiring employees for their first job based on the discussion from your learning team. 

Include a strategy to address these challenges.

Format your assignment consistent with APA guidelines.

LDR531 Week 3 Learning Team Communication Challenges Conversation

Purpose of Assignment

The purpose of this assignment is to provide students an opportunity to apply communication theories and research to actual business situations. The discussion with other learning team members is designed to identify and consider different perspectives. 

Assignment Steps

Read Case 2: Global Shared Services, McDonald's Corporation, located in Mastering Leadership. 

Discuss in your learning team the communications and group behavioral issues that might arise in an organization that hires employees for their first job.

Note: Each team member must write at least two substantive responses (with a minimum 350 words each) and submit them via the Assignment Files tab.

Note: Grades are awarded based upon individual contributions to the Learning Team assignment. Each Learning Team member receives a grade based on his/her contributions. Not all students may receive the same grade for the team assignment.