Hi, How Are You? It Is The Same As Exam 2 You Finished Befor

Hi How Are Youit Is Same As Exam 2 That You Finished Beforethe Due Da

Hi How Are Youit Is Same As Exam 2 That You Finished Beforethe Due Da

Hi how are you? It is same as exam 2 that you finished before the due date Dec, 2 2015 at 6:00 PM … Chicago time i uploaded the exam itself .. and I have the PowerPoint slides of the class " i can provide them for you, or the book chapters that the teacher mentioned. ============= this is my teacher message ======= This is a take-home exam. It was designed with the intent of helping you understand and apply the concepts studied as opposed to rote memorization. As such, you are encouraged to use the course text, class notes, and other relevant materials to construct your responses. Please read through the additional information included on page 1 of the exam before beginning, as this information should help clarify expectations for the exam. I have also posted a sample exam question and response for your review. ----------------- you can answer the question on the word file right away ( exam file). You could do it in 2-3 pages. MIS 589 Applied Research Project MIS 589 , DeVry University Applied Research Project Milestone 0, Proposal Draft Milestone 1, Proposal Milestone 2, Network Requirements 1 -Physical, Data Link , Network Layers Milestone 3, Network Requirements 2 -LAN and Backbone Network Milestone 4, Network Requirements 3 -WAN and Internet Milestone 5, Network Security and Management Inventory of Assets Threat Scenario 1 Network Manager job posting Project Experience Name Final Submission Date MIS589 Project Milestone 0 Proposal Draft (Name of your service) (Name of your company or business) Prepared by : (Your Name) Date : Approved by : 1.

Description of the service-summary 2. Intended clients or customers 3. Business objective statement 4. Application architecture description 5. Information provided to the clients 6.

Basic requirements Conclusion MIS589 Project Milestone 1 Proposal (Name of your service) (Name of your company or business) Prepared by : (Your Name) Date : Approved by : 1. Description of the service-summary 2. Intended clients or customers 3. Business objective statement 4. Application architecture description 5.

Information provided to the clients 6. Basic requirements Conclusion MIS589 Project Milestone 2 Network Requirements 1 Physical, Data Link, Network Layers (Name of your service) (Name of your company or business) Prepared by : (Your Name) Date : Approved by : Summary of physical media and network design for the proposed service (max 200 words) A. Physical media selection: summary A.1 Physical media consideration: Types of network and transmission distances A.2 Physical media consideration: cost B. Medium access C. Network design D.

Network layer Conclusion MIS589 Project Milestone 3 Network Requirements 2 LAN and Backbone Network (Name of your service) (Name of your company or business) Prepared by : (Your Name) Date : Approved by : Summary of LAN or backbone network for the proposed network (max 200 words) A. LAN design summary A.1 Wired or wireless LAN functions A.2 Wired or wireless LAN link and device requirements A.3 Wired or wireless LAN bandwidth and performance requirements B. Backbone network (if applicable) Conclusion MIS589 Project Milestone 4 Network Requirements 3 WAN and Internet (Name of your service) (Name of your company or business) Prepared by : (Your Name) Date : Approved by : Summary of WAN and Internet requirements for the proposed network (max 200 words) A.1 Need for WAN connectivity A.2 Traffic through the WAN A.3 Possible WAN options A.4 Explain your choice for WAN service B.1 Role of Internet in your network Pro and cons of using Internet in business Conclusion MIS589 Project Milestone 5 Network Security Inventory of Assets Asset Importance Most Important Security Requirement Description Owner(s) MIS589 Project Milestone 5 Network Security Threat Scenario Asset Asset Importance Threat Description Likelihood Impact on ___ Confidentiality ___ Integrity ___ Availability Impact Area Priority Impact Score Financial Productivity Reputation Legal Impact Score Risk Score (likelihood x Impact Score) Risk Control Strategy ___ Accept ___Mitigate ___ Share ___Defer Risk Mitigation Controls MIS589 Project Milestone 5 Network Management Network Manager Job Posting MIS589 Project Milestone 5 Project Experience What did you learn from this project?

List the knowledge, skills, and abilities. What are some of the ways by which you will extend your knowledge, skills, and abilities that you acquired by doing this project? 7 Exam 2 – 40 Points ORGL/PSYC/SOC 472-1M Fall 2015 Exam Guidelines: This is a take-home exam. It was designed with the intent of helping you understand and apply the concepts studied as opposed to rote memorization. As such, you are encouraged to use the course text, class notes, and other relevant materials to construct your responses.

Below I have captured some additional things to keep in mind as you complete the exam. · All responses must be received by 11:59pm Wednesday December 2 . My preference is that you submit your exam via canvas. However, if you have any difficulties please e-mail me a copy of the exam before the final deadline . Late responses will be subject to point loss and potentially no points awarded. · While you are encouraged to use your course materials to aid in completing the exam, each exam should be completed individually . Please remember the intent of the exam is to determine your understanding and integration of course materials.

In order to do this you must present your own work. · Ensure that in completing your responses you do not plagiarize. If you use any direct quotes from the text please note the authors and page number. The majority of your responses should be your own thoughts in your own words. You will be graded on your ability to integrate content and express your thoughts. · There is no minimum or maximum length of response required. You should instead focus on answering all aspects of the questions clearly. · Responses should be submitted as a word document.

There is no specific format requirement (no need for APA, MLA, etc.). However, you should respond in full sentences and review your responses for clarity. · Please use this document as the template for your responses. Begin each response following the question so that it is clear to which question you are responding. · This exam will assess content we have covered as of November 25th. This includes: Chapters 4, 5, 6, 7, 8, 9, & 11. 1.) Two college graduates recently joined the same major newspaper as journalists.

Both work long hours and have tight deadlines for completing their stories. They are often under constant pressure to scout out new leads and be the first to report new controversies. One journalist is increasingly fatigued and despondent and has taken several days of sick leave. The other is getting the work done and seems to enjoy the challenges. Use your knowledge of stress (Chapter 4) to explain why these two journalists are reacting differently to the same job.

What suggestions would you make to reduce the negative stress reactions for the first journalist? (6 points) 2.) Several service representatives are upset that a newly hired representative with no previous experience will be paid $3,000 a year above the usual starting salary. The department manager explained that the new hire would not accept the entry-level rate, so the company raised the offer by $3,000. All five reps earn salaries near the top of the scale ($15,000 higher than the new recruit) although they all started at the minimum starting salary a few years earlier. Use equity theory (Chapter 5) to explain why the five service representatives feel inequity in this situation. Also, how might the feelings of inequity affect members of the team? (6 points) 3.) Fast Tire Company redesigned its production facilities around a team-based system.

However, the company president believes that employees will not be motivated unless they receive incentives based on their individual performance. What factors should be considered when deciding whether individual or team based incentives are the best approach? Regardless of whether team or individual rewards are used, what suggestions do you have for improving the reward effectiveness? (Chapter 6) (8 points) 4.) Discuss two of the causes of escalating commitment discussed in Chapter 7. Provide an example for each cause as to how it could contribute to escalation of commitment in a real world scenario (6 Points) 5.) A company in a country that is just entering the information age intends to introduce e-mail for office staff at its 3 buildings located throughout the city.

Describe 2 benefits and 2 potential problems that employees will likely experience with this communication medium? What other communication mediums might you suggest for the company? (Chapter 9, 6 points) 6.) Conflict occurs in organizations. What separates negative conflict from constructive conflict? What factors separate constructive conflict from relationship conflict? Provide 1 example of a structural source of conflict you have experienced. (Chapter 11, 8 points) 7.) Extra Credit (Optional): Discuss 2 of the sources of power in organizations. (Chapter 10) Why is power useful in organizations? (2 points)

Paper For Above instruction

The scenario presented involves an analysis of stress response differences among two journalists, applying theories of stress (Chapter 4). One journalist, overwhelmed by high-pressure environments and continuous deadlines, exhibits signs of fatigue and mental exhaustion, whereas the other manages stress effectively and maintains a positive attitude. This divergence can be explicated by the transactional model of stress, which emphasizes individual appraisal and coping mechanisms (Lazarus & Folkman, 1984). The first journalist perceives the job demands as overwhelming and beyond personal resources, leading to distress and burnout. Conversely, the second journalist may possess higher resilience or effective coping strategies, enabling them to reinterpret stressors as challenges rather than threats, thus maintaining motivation and mental health (Ganster & Rosen, 2013).

To mitigate negative stress reactions in the first journalist, interventions focused on enhancing coping strategies, reducing workload, and providing supportive resources are recommended. Stress management programs incorporating relaxation techniques, time management training, and access to counseling services can bolster resilience (Sonnentag et al., 2017). Organizationally, adjusting workload and establishing a supportive work environment with adequate social support can buffer stress effects (Cohen & Wills, 1985). Implementing flexible schedules or offering stress reduction workshops would help address both psychological and physiological impacts of sustained stress.

In the scenario involving inequity among service representatives, equity theory (Chapter 5) explains that team members compare their perceived input-output ratios to those of their colleagues. The five representatives, earning salaries near the top of the scale but seeing a new hire with a higher salary, perceive an imbalance. This perceived inequity can lead to feelings of resentment and decreased motivation, as team members may feel undervalued or exploited (Adams, 1965). Over time, such perceptions can erode team cohesion, diminish productivity, and prompt withdrawal behaviors, as employees attempt to restore equity through reduced effort or increased scrutiny of others.

Considering the redesign at Fast Tire Company, incentive systems should be aligned with motivational theories (Chapter 6). When choosing between individual and team incentives, factors such as job interdependence, goal clarity, and organizational culture must be assessed. For instance, team incentives foster collaboration when tasks are interdependent, whereas individual incentives motivate performance in roles requiring individual accountability (Deci & Ryan, 2000). Moreover, to improve reward effectiveness, clear performance criteria, transparency, and timely feedback should be established. Recognition programs and meaningful incentives, aligned with employee values, can enhance motivation regardless of the incentive type (Larkin et al., 2012).

Regarding escalation of commitment (Chapter 7), two causes are discussed: self-justification and sunk cost effect. Self-justification occurs when individuals continue investing in a failing project to justify previous decisions. For example, a manager may continue funding a doomed project, citing past investments as justification. The sunk cost effect leads decision-makers to persist due to already invested resources, such as a company continuing a marketing campaign despite poor results, simply because they have already spent significant money. Both factors contribute to escalation by reducing rational decision-making in favor of emotional or cognitive biases, risking increased losses (Staw, 1981).

The implementation of email within a company operating across multiple city buildings presents benefits such as rapid communication and documentation of exchanges. However, potential problems include information overload and misinterpretation of tone, which can lead to misunderstandings. The lack of non-verbal cues diminishes clarity, and reliance on email may decrease face-to-face communication, essential for complex or sensitive issues (Daft & Lengel, 1986). Alternative communication channels such as video conferencing and in-person meetings can complement email, providing richer context and fostering stronger interpersonal relationships (McKnight et al., 2002).

In organizational conflict, negative conflict (also termed destructive conflict) typically results in reduced cooperation, hostility, and diminished morale, whereas constructive conflict encourages debate, innovation, and problem-solving (Jehn, 1995). Factors that distinguish constructive from relationship conflict include focus on issues rather than personalities and respectful communication. Structural sources of conflict, such as resource competition or role ambiguity, often trigger organizational disputes. An example from my experience involves resource allocation conflicts among departments competing for limited budget funds, which caused tension but also identification of efficient resource distribution strategies.

Regarding organizational power (Chapter 10), two sources are coercive power—based on the ability to punish—and referent power, derived from personal charisma and admiration. Power is crucial for organizational effectiveness because it helps influence behavior, enforce policies, and motivate employees. Proper use of power can lead to clearer direction, compliance, and achievement of organizational goals, whereas misuse may cause resistance or unethical behavior (French & Raven, 1959).

References

• Adams, J. S. (1965). Inequity in social exchange. In L. Berkowitz (Ed.), Advances in experimental social psychology (Vol. 2, pp. 267-299). Academic Press.
• Cohen, S., & Wills, T. A. (1985). Stress, social support, and the buffering hypothesis. Psychological Bulletin, 98(2), 310-357.
• Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
• Ganster, D. C., & Rosen, C. C. (2013). Work stress and employee health: A multidisciplinary review. Journal of Management, 39(5), 1085-1122.
• French, J. R., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150-167). Institute for Social Research.
• Larkin, I., Pierce, L., & Gino, F. (2012). The psychological costs of pay-for-performance: Implications for motivation and effort. Administrative Science Quarterly, 57(3), 446-478.
• Lazarus, R. S., & Folkman, S. (1984). Stress, appraisal, and coping. Springer Publishing Company.
• McKnight, D. H., bitner, M. J., & al., E. (2002). The impact of social support and communication on client trust and loyalty in online retailing. Journal of Interactive Marketing, 16(4), \contact67623
• Sonnentag, S., Mojza, E. J., Demerouti, E., & Bakker, A. B. (2017). Reciprocal relationships between recovery experiences, sleep, and performance: A three-wave study. Journal of Applied Psychology, 102(5), 599-614.
• Staw, B. M. (1981). The escalation of commitment: An additional look. Administrative Science Quarterly, 26(4), 577-586.