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LDR 615 Change Initiative: Creating a Vision Assignment SAMPLE

LDR 615 Change Initiative: Creating a Vision Assignment SAMPLE

Change creates instability, and effective leaders offer consistency and vision during transitional moments. During the change process, managers work by addressing systems and processes while leaders work together with employees to implement the process to work through their hardships and leverage their strengths (Groves et al., 2017). Imperatively, change executed by effective leaders brings all stakeholder on board and coordinate diverse abilities and skills as well as wide-based energies to attain

practical outcomes (Van Rossum et al., 2016). As such, this essay presents forces driving change in the health care industry. The article also assesses and evaluates our organization’s response to the change forces and if there is an area that requires transformation. The paper also develops a vision focused on inspiring the team to attain the necessary change in the organization.

LDR 615 Change Initiative Creating a Vision Assignment SAMPLE

LDR 615 Change Initiative Creating a Vision Assignment SAMPLE

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Organization Mission, Stakeholders & Driving Forces

Mission

The organization is a significant health facility that is part of a healthcare network which operates across the country. As a hospital, the vision and mission are associated with enhancing healthcare and internal stakeholders’ readiness to embrace health initiatives, mainly preventive health. As a constituent facility of a community health system, the hospital’s mission is “To assist people to attain health for life.” The organization’s vision is the “Creating life-long engagement through changing how health and healthcare are delivered to the communities.” The organization’s core values include safety, integrity, accountability, respect and innovation. The hospital also believes in offering excellent and impactful healthcare services to patients and communities as its rallying call.

Stakeholders

The stakeholders of the organization include both external and internal players. The internal stakeholders include the employees who are care provides with different sets of skills and include physicians, nurses, midwives, psychologists and specialty doctors. Secondly, the management comprises of the organization’s administrators and other governance bodies like the board of directors. The external stakeholders include patients who consume the institution’s services in different ways, the government which takes a substantial regulatory role in the organization as well as sponsoring of various services offered by the facility (Chun-Mei & Zhang, 2017). The communities that the institution serves are critical stakeholders that provide employees as well as clients to the hospital. Health insurance companies are stakeholders that pay for services provided to patients while non-governmental and not-for-profit organizations assist the hospital in delivering some of its critical services.

Driving Forces: Technology and Innovations

The rising costs of healthcare which account for close to 17% of the nation’s GDP implore on organizations to leverage on technology and innovations to remain competitive, provide quality and safe care services and attain better outcomes (Groves et al., 2017). Digitization of medical processes, right from electronic health records to use of artificial intelligence in patient monitoring, is critical in health care delivery. Through these innovations, the model through which patient get care, and reimbursement is changing. These changes are disrupting healthcare delivery organizations (HDOs). The implication is that value-based delivery’s viability requires the integration of systems and applications as well as interoperability and incorporation of functions across the entire healthcare delivery value chain in the organization. Therefore, technology as a driving force is an integral part of change management aimed at increasing quality care delivery and enhancing patient safety through minimizing medical errors. LDR 615 Change Initiative Creative Vision Assignment

Changes affecting the Organization: Internal and External Forces

Organizations face internal and external forces that implore them to make changes in their operations in response to the pressures. The transforming healthcare industry in the country implies that organizations deal with the need to improve care delivery. Quality enhancement standards being utilized in the sector highlight the importance of organizations to focus more on individualized plans as well as adopt safety metrics (Chun-Mei & Zhang, 2017). Through such approaches, a hospital can assess how it can improve patient health outcomes and improve efficiency.

Internal forces are areas of change realized within the organization’s setting. Most of these forces are in response to the external pressures. However, an organization can control and modify these factors. In our organization, internal forces include human resource capacity to create change and provide quality patient outcome. For instance, the management and employees can initiative change since they make decisions and take initiatives focused on change. Currently, the need for more staff, especially nurses, is an internal force in the organization that impacts service delivery. Secondly, organizational structure and activities are a source of change as effective hierarchical leadership motivates and inspires the need to control undesirable internal factors. The delivery of patient-centric outcomes is the basis of changes in policies and procedures that implore on practitioners to engage different stakeholders to enhance care delivery (Groves et al., 2017). Internally, the organization grapples with the need to offer sufficient services and to improve quality as well as safety amidst rising costs of healthcare.

The external forces include the rising costs of healthcare in the country as well as changes occurring to policies like the Affordable Care Act that have made more people lose their medical insurance. Further, changes in reimbursements, as well as an increased focus on patient care and the increased role of healthcare practitioners, means that the organization should adapt effectively. Those not covered pay higher out of pocket costs. Again, the raised part of technology in care provision implores on organizations to respond by embracing these changes. Technology and medical innovations are driving changes in therapy, care delivery models and diagnoses for different conditions. LDR 615 Change Initiative Creative Vision Assignment

Responding to Technology as a Driving Force

Adoption of technology is critical in health care delivery. Hospital organizations need to take necessary steps in responding to technology as a crucial external driver of changes in the industry. The use of technology lowers the overall healthcare costs, for instance, shifting from paper to health records can reduce outpatient costs by a significant percentage. Responding to technology requires the organization to train employees through the change process, where the urgency for its adoption is created by the leadership (Groves et al., 2017).

Secondly, the organization needs to create a collaborative alliance and committee to offer guidelines on the best technologies that the institution can implement and its perceived benefits. It is crucial to involve all internal stakeholders, especially those who will use the system. The institution should respond by considering the cost of the technology and its alignment with the mission and vision of the facility. The involvement of the staff and all stakeholders is critical in attaining buy-in from them for productive and acceptable implementation of the process (Wang et al., 2018). The organization should also consider potential barriers as well as the possibility of change resistance from employees. These should be addressed to avoid adverse outcomes or ineffective implementation. LDR 615 Change Initiative Creative Vision Assignment

Proposal of Steps for Responding to Change

Organizations should recognize the need for change and develop a vision of the future through practical and inspiring leadership. Further, as the new practices and structures are put in place, the administration must create a robust change vision and inspire all participants to engage in the initiative (Wang et al., 2018). Change vision must focus on enhanced service delivery to patients and community stewardship.

Vision: Community Service Delivery

The vision for transformation in the facility is focused on the delivery of quality services to the patients in the community at the most affordable cost by leveraging on technology. Using technology, the organization will develop applications that can monitor patients with chronic conditions, their medication regimens, and their overall response to their situation regularly. With sufficient cooperation from the stakeholders; the organization can launch a program focused on making profits but serving the powerful interests of the community, especially those who cannot afford services (Furxhi et al., 2017). The developed vision is aligned with the organization’s mission of offering quality services efficiently to its patients.

Before engaging stakeholders, it is essential to present the initiative to my unit leader as well as the department to attain buy-in and necessary support. Through the assistance of a committee, the estimates for implementing the program will be developed with the incorporation and participation of stakeholders for its funding.

Evaluation of Stakeholder Response and Change Consideration

In their article, Furxhi and colleagues (2016) posit that change does not alter organizations but its people in those entities that change. Therefore, change agents like leaders in an organization should appreciate that employees have diverse reactions to change initiatives. The different responses to these initiatives emanate from diverse personal experiences, degrees of motivation, knowledge, and values, as well as various behavior, approaches. The implication is that employees will demonstrate different attitudes and feelings based on what makes them comfortable. Emotions like fear and anger should be expected while others may be enthusiastic and ambivalent to the changes (Furxhi et al., 2017). For instance, employees who feel the direct benefits from the use of technology may support the transformation. However, resistance may occur and therefore, requires change agents to involve all people. Imperatively, managers can use the see-feel-change approach for the employees that may not embrace the changes.

The reaction from internal stakeholders concerning change vision will be varied founded on their roles and obligations. In this case, the stakeholders include the management and employees. While the change will impact all the players, it is vital to assess how the vision will help the stakeholders in change initiative and how they will respond (Furxhi et al., 2017). I believe that most of the individuals will support the effort. Potential considerations in this initiative, including funding as well as required personnel. LDR 615 Change Initiative Creative Vision Assignment

Further, practical and in-depth collaboration is an essential consideration for the success of this initiative. The program will consider getting funds from non-governmental health stakeholders that include organizations which sponsor health initiatives. The effort will also entail recruiting more personnel who will be vital in the implementation of the plan, especially laying down the critical infrastructure.

Conclusion

Organizations implementing change processes require effective leadership which can inspire and motivate stakeholders to attain a buy-in. As demonstrated, the change initiative in this institution will lead to enhance and quality care service delivery to all concerned stakeholders. The transforming healthcare industry requires leaders to initiate changes in line with the external forces that impact health care delivery, especially the increasing role that technology plays.

References

Chun-Mei, L. & Zhang, L. (2017). How can collective leadership influence the implementation

of change in health care? Chinese Nursing Research, 4(4), pp182-185.

Furxhi, G., Stillo, S., & Teneqexhi, M. (2016). Organizational Change: Employees Reaction

Towards It. European Journal of Multidisciplinary Studies, 1(1), 303-8.

Groves, P., Kayyali, B., Knott, D., & Kuiken, S. V. (2016). The ‘big data’ revolution in

healthcare: Accelerating value and innovation

Van Rossum, L., Aij, K.H., Simons, F.E., van der Eng, N. and ten Have, W.D. (2016), “Lean

healthcare from a change management perspective: The role of leadership and workforce flexibility in an operating theatre”, Journal of Health Organization and Management, Vol. 30 No. 3, pp. 475-493. https://doi.org/10.1108/JHOM-06-2014-0090

Wang, Y., Kung, L., & Byrd, T. A. (2018). Big data analytics: Understanding its capabilities and

potential benefits for healthcare organizations. Technological Forecasting and Social Change, 126, 3-13.

Re: Topic 2 DQ 1

Vision is an essential element to successful organizational change. Organizational vision has been described as the work essence, a concept that is all-encompassing which included organizational values and guiding philosophies that are engaging and inspiring to the future state of the organization (Haque et al, 2016). The vision emphasizes long-term ideals, values, and strategies and represents an ideal outlook that the organization and employees should aspire to obtain (Haque et al, 2016). The organizational vision should be clear and depict the primary goals and ideas the organization should strive to achieve and motivates employees to achieve by providing superior performance (Haque et al, 2016). The vision of an organization does not change because of technology or the market and incorporates the following three elements: goal orientation, how the facility plans to do business, and the type of environment employees will be working in daily (Haque et al, 2016).

Leadership plays a very important role in organizational change and vision. Collective leadership is one of the best ways to implement change because it unites leaders and staff to create a common vision (Lv, & Zhang, 2017). It ensures the process of continuous quality improvement, motivates staff, and helps the organization adapt to change (Lv, & Zhang, 2017). When the leadership outlines a clear vision of the change, it can arouse the staff’s interest and identify the necessary change needed to incorporate in the current organizational culture (Lv, & Zhang, 2017). Strong transformational leadership can proactively identify common change barriers, such as fear and resistance to change, before the initiation of the change which can prevent problems from occurring (Brito Ferreira et al., 2020).

In my current organization, I had the vision to create a Cardiac Cath Lab program. I worked with the local Fire Department EMS Chiefs and provided by-pass statistics to the organizational leaders of the hospital and provided a detailed outline of the benefits, including the community and financial benefits, of creating this program at the hospital. The organization went through quite a few leadership changes during this time making this organizational change difficult to accomplish. We had six Chief Nursing Officers, two Chief Executive Officers, and three Chief Financial Officers in a four-year period which created instability and prevented progress. Finally, after four years of providing data and the project proposal, the administration created our own Cardiac Cath Lab. In this particular case, the staff had the vision and drive to implement the change, but it took time and persistence due to the instability of the hospital leadership. The change was successful and improved the hospital outlook on change initiatives going forward because it provided a morale booster and employee engagement once it was accomplished. Change is difficult, especially in a complex healthcare setting, but it is necessary to stay competitive and relevant.

References

Brito Ferreira, V., Coelho Amestoy, S., Reis da Silva, G. T., de Lima Trindade, L., Reis dos Santos, I. A., & Alves Galhardo Varanda, P. (2020). Transformational leadership in nursing practice: challenges and strategies. Revista Brasileira de Enfermagem73, 1–7. https://doi.org/10.1590/0034-7167-2019-0364

Haque, M.D., TitiAmayah, A. & Liu, L. (2016). The role of vision in organizational readiness for change and growth. Leadership & Organization Development Journal37(7), 983–999. https://doi.org/10.1108/LODJ-01-2015-0003

Lv, C.-M., & Zhang, L. (2017). How can collective leadership influence the implementation of change in health care? Chinese Nursing Research4(4), 182–185. https://doi.org/10.1016/j.cnre.2017.10.005

Re: Topic 2 DQ 2
I believe the statement is true and relevant for organizations growing and responding to change especially because of the rapid technological and cultural changes. People’s preferences are evolving and, as a result, accelerated customization is an important factor that businesses recognize. Behavior evolves in a better direction as companies attempt to improve people’s emotions rather than try to change their thinking by presenting the findings of the study. Emotional change is directly proportional to the adoption of different changes. The most inspired people are because there are more influences on emotions. As a result, businesses should concentrate on presenting the right image and shifting feelings rather than showcasing the analysis.There are many responsibilities that a leader holds to honor stakeholder concerns when “feelings” are the primary basis for the concern. For instance, leaders are responsible to listen patiently to employees and share their suggestions and complaints. Leaders also motivate people and help them evolve and develop their skills (Huyer, 2014). They also consider their employees’ outputs and feelings to ensure they are heard. This can all be done through emotional intelligence.Emotional intelligence plays a role in leadership because of its four dimensions: self-awareness, self-management, social awareness, and relationship management. Self-awareness and self-management are abilities to determine how to manage ourselves which helps with managing others’ feelings (Kreitner & Kinicki, 2013). Being self-aware can help a person impact their situation and environment because they are aware of their strengths, weaknesses, and emotions (Kreitner & Kinicki, 2013). Self-management is taking responsibility for your thoughts and actions while managing your emotions. Being able to self-manage allows maximization of productivity and performance in the workplace; therefore, having this skill represents a great role in demonstrating self-leadership abilities. Understanding yourself emotionally as a leader helps with understanding the feelings of others as a great responsibility of a leader (Kotter & Cohen, 2002). Social awareness is understanding the tone or mood of your surroundings, such as recognizing facial expressions, body language, and other physical actions (Vann, et. al., 2017). In leadership, being socially aware can help you better adapt to certain situations and control your behaviors and emotions. Relationship management is using the sense of self-awareness and social awareness to interact with others appropriately. Relationship management plays a big role because it helps improve your ability to communicate, lead, and develop others and yourself (Kotter & Cohen, 2002).All four dimensions of emotional intelligence play a role in leadership because besides knowing technical and practical skills, you can also influence your thoughts and emotions to understand others. Having emotional intelligence can improve communication and collaboration within the workplace due to the ability to manage and influence your own emotions as well as those around you.References:Huyer, D. (2014). Leading change through vision. Leadership Excellence, 31(6), 19.

Kotter, P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business Press. ISBN-13: 978-1422187333

Kreitner, R., & Kinicki, A. (2013). Organizational behavior (10th ed.) New York, NY: McGraw Hill. ISBN-13: 9780078029363

Vann, V., Sparks, B., & Baker, C. (2017). A study of emotional intelligence and self-leadership. SAM Advanced Management Journal (07497075)82(3), 18–77. Retrieved from https://search-ebscohost-com.lopes.idm.oclc.org/login.aspx?direct=true&db=bth&AN=133942309&site=eds-live&scope=site

Resources

The Heart of Change: Real-Life Stories of How People Change Their Organizations

Read Chapters/Steps 2 and 3 in The Heart of Change: Real-Life Stories of How People Change Their Organizations.

Leading Change Through Vision


What Everyone Gets Wrong About Change Management

Read “What Everyone Gets Wrong About Change Management,” by Anand & Barsoux, from Harvard Business Review (2017).

… 

Assessment Description

In a written paper of 1,250-1,500 words, evaluate the current forces driving change in your field or industry. As a leader, or considering the role of a leader, assess your organization and evaluate how well it is responding to the forces, and identify where there is a need for change. Develop a vision to inspire this change. Include the following:

  1. Describe your organization, include the organization’s mission, and identify the various stakeholders.
  2. Identify the external and internal forces that drive organizational change in your field or industry. Explain the origin or reason for these internal or external driving forces. Explain how these forces directly affect the viability of your organization.
  3. Choose one of the driving forces. Describe the specific issues this driving force creates, or will potentially create, for your organization or department.
  4. Propose the steps needed for your organization or department to respond to this driving force.
  5. Predict how employees at various levels in the organization will respond to your proposed change initiative.
  6. Develop a vision for change. Describe how this vision correlates with the organization’s mission, and how you will present this vision to internal stakeholders.
  7. Predict how you think your vision will assist internal stakeholders in supporting the change initiative. Identify potential considerations posed by stakeholders, and discuss how you will respond. LDR 615 Change Initiative Creative Vision Assignment

Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are required to submit this assignment to LopesWrite. A link to the LopesWrite technical support articles is located in Class Resources if you need assistance.

Change Initiative: Creating Vision – Rubric

Presentation of Organization

Criteria Description

Presentation of Organization (Mission, Stakeholders, Driving Forces in the Industry or Field, Viability of Organization, etc.)

5. Excellent

20 points

A description of the organization is provided, including all major details necessary to understanding the mission of the organization and insight into the various organizational stakeholders. Evaluation of organizational viability and driving forces contains strong support and provides clear insight into organizational viability.

4. Good

17.4 points

A description of the organization is provided, including most major details necessary to understanding the mission of the organization and its stakeholders. Evaluation of organizational viability and driving forces provides insight into organizational viability, but evaluation lacks sufficient support and some minor details are missing.

3. Satisfactory

15.8 points

A general description of the organization is provided; some details necessary to understanding the mission of the organization, and its stakeholders are missing. Evaluation of organizational viability and driving forces is incomplete or lacks of support.

2. Less than Satisfactory

14.8 points

An incomplete description of the organization is presented; significant details regarding the mission and stakeholders have been omitted. Evaluation of organizational viability and driving forces is missing or incomplete.

1. Unsatisfactory

0 points

No organizational description is presented.

Analysis of the Effect of Specific Driving Force on Organization or Department

Criteria Description

Analysis of the Effect of Specific Driving Force on Organization or Department

5. Excellent

30 points

Analysis of specific driving force is logically presented, including all relevant details and strong supporting evidence. Specific organizational or departmental issues resulting from the driving force are clearly discussed. Analysis provides unique insight into the effects of the driving force on the viability of the organization or department.

4. Good

26.1 points

Analysis of specific driving force is presented, including major details and general supporting evidence. Specific organizational or departmental issues resulting from the driving force are discussed. LDR 615 Change Initiative Creative Vision Assignment

3. Satisfactory

23.7 points

Analysis of specific driving force is presented, but it lacks details and supporting evidence. Specific organizational or departmental issues resulting from the driving force are generally discussed.

2. Less than Satisfactory

22.2 points

Analysis of specific driving force is presented, but it is incomplete. Specific organizational or departmental issues resulting from the driving force are not discussed.

1. Unsatisfactory

0 points

Analysis of specific driving force and the effect of this force on the organization or department is not presented.

Proposal of Steps for Responding to Change

Criteria Description

Proposal of Steps for Responding to Change

5. Excellent

30 points

Detailed steps are proposed for responding to change through a clear and logical sequence. A well-developed prediction of stakeholder response to change is presented, with with strong evidence to support claims.

4. Good

26.1 points

Steps are proposed for responding to change through logical sequence. A prediction of stakeholder response to change is presented, with general evidence to support claims.

3. Satisfactory

23.7 points

Some steps are proposed responding to change, but they lack a logical sequence and major detail. A general prediction of stakeholder response to change is presented, but the prediction lacks major detail and evidence to support claims.

2. Less than Satisfactory

22.2 points

A general recommendation for responding to change is referenced, but it lacks specific steps. No prediction of stakeholder response to change is presented, or prediction is vague and lacks supportive evidence.

1. Unsatisfactory

0 points

No steps are proposed to respond to change.

Development of Vision for Change

Criteria Description

Development of Vision for Change

5. Excellent

40 points

A detailed vision is presented with strong supporting rationale. Vision correlates directly with the mission of the organization. Detailed steps for presenting the vision to all internal stakeholders are presented. Presentation of vision facilitates stakeholder involvement. Overall, vision is strongly conducive to supporting a change initiative.

4. Good

34.8 points

A vision is presented with rationale. Vision correlates with the mission of the organization. Steps for presenting the vison to stakeholders are presented. Overall, vision contains elements conducive to supporting a change initiative.

3. Satisfactory

31.6 points

A vision is presented with some supporting rationale. Vision loosely correlates with the mission of the organization. Steps for presenting the vision to stakeholders are generally presented.

2. Less than Satisfactory

29.6 points

A vision is presented, but it lacks rationale. Vision does not correlate with the mission of the organization, or the mission is not stated. Steps for presenting the vision to stakeholders are incomplete or missing.

1. Unsatisfactory

0 points

No vision is presented.

Evaluation of Stakeholder Response and Considerations to Change and Vision

Criteria Description

Evaluation of Stakeholder Response and Considerations to Change and Vision

5. Excellent

20 points

A detailed evaluation of stakeholder response to change is presented. Stakeholder considerations to change and proposed vison are clearly identified and discussed in detail; a clear and well-supported plan for responding to these considerations is proposed.

4. Good

17.4 points

A stakeholder evaluation of response to change is presented. Stakeholder considerations to change and proposed vison are discussed; a general plan for responding to these considerations is proposed.

3. Satisfactory

15.8 points

A stakeholder evaluation of response to change is generally presented. Stakeholder considerations to change and proposed vison are generally discussed; no clear plan for responding to these considerations is proposed.

2. Less than Satisfactory

14.8 points

A partial stakeholder evaluation of response to change is presented, but it is incomplete.

1. Unsatisfactory

0 points

No stakeholder evaluation is presented.

Thesis Development and Purpose

Criteria Description

Thesis Development and Purpose

5. Excellent

14 points

Thesis is comprehensive and contains the essence of the paper. Thesis statement makes the purpose of the paper clear.

4. Good

12.18 points

Thesis is clear and forecasts the development of the paper. Thesis is descriptive and reflective of the arguments and appropriate to the purpose. LDR 615 Change Initiative Creative Vision Assignment

3. Satisfactory

11.06 points

Thesis is apparent and appropriate to purpose.

2. Less than Satisfactory

10.36 points

Thesis is insufficiently developed or vague. Purpose is not clear.

1. Unsatisfactory

0 points

Paper lacks any discernible overall purpose or organizing claim.

Argument Logic and Construction

Criteria Description

Argument Logic and Construction

5. Excellent

16 points

Clear and convincing argument that presents a persuasive claim in a distinctive and compelling manner. All sources are authoritative.

4. Good

13.92 points

Argument shows logical progressions. Techniques of argumentation are evident. There is a smooth progression of claims from introduction to conclusion. Most sources are authoritative.

3. Satisfactory

12.64 points

Argument is orderly, but may have a few inconsistencies. The argument presents minimal justification of claims. Argument logically, but not thoroughly, supports the purpose. Sources used are credible. Introduction and conclusion bracket the thesis.

2. Less than Satisfactory

11.84 points

Sufficient justification of claims is lacking. Argument lacks consistent unity. There are obvious flaws in the logic. Some sources have questionable credibility.

1. Unsatisfactory

0 points

Statement of purpose is not justified by the conclusion. The conclusion does not support the claim made. Argument is incoherent and uses noncredible sources.

Mechanics of Writing (includes spelling, punctuation,

Criteria Description

Mechanics of Writing (includes spelling, punctuation,

5. Excellent

10 points

Writer is clearly in command of standard, written, academic English.

4. Good

8.7 points

Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of effective sentence structures and figures of speech.

3. Satisfactory

7.9 points

Some mechanical errors or typos are present, but they are not overly distracting to the reader. Correct and varied sentence structure and audience-appropriate language are employed.

2. Less than Satisfactory

7.4 points

Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) or word choice are present. Sentence structure is correct but not varied.

1. Unsatisfactory

0 points

Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice or sentence construction is used.

Paper Format (use of appropriate style for the major and assignment)

Criteria Description

Paper Format (use of appropriate style for the major and assignment)

5. Excellent

10 points

All format elements are correct.

4. Good

8.7 points

Appropriate template is fully used. There are virtually no errors in formatting style.

3. Satisfactory

7.9 points

Appropriate template is used. Formatting is correct, although some minor errors may be present.

2. Less than Satisfactory

7.4 points

Appropriate template is used, but some elements are missing or mistaken. A lack of control with formatting is apparent.

1. Unsatisfactory

0 points

Template is not used appropriately or documentation format is rarely followed correctly.

Documentation of Sources

Criteria Description

Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style

5. Excellent

10 points

Sources are completely and correctly documented, as appropriate to assignment and style, and format is free of error.

4. Good

8.7 points

Sources are documented, as appropriate to assignment and style, and format is mostly correct.

3. Satisfactory

7.9 points

Sources are documented, as appropriate to assignment and style, although some formatting errors may be present.

2. Less than Satisfactory

7.4 points

Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors.

1. Unsatisfactory

0 points

Sources are not documented.

Name:  Discussion Rubric

  Excellent

90–100

Good

80–89

Fair

70–79

Poor

0–69

Main Posting:

Response to the Discussion question is reflective with critical analysis and synthesis representative of knowledge gained from the course readings for the module and current credible sources.

40 (40%) – 44 (44%)

Thoroughly responds to the Discussion question(s).

Is reflective with critical analysis and synthesis representative of knowledge gained from the course readings for the module and current credible sources.

No less than 75% of post has exceptional depth and breadth.

Supported by at least three current credible sources.

35 (35%) – 39 (39%)

Responds to most of the Discussion question(s).

Is somewhat reflective with critical analysis and synthesis representative of knowledge gained from the course readings for the module.

50% of the post has exceptional depth and breadth.

Supported by at least three credible references.

31 (31%) – 34 (34%)

Responds to some of the Discussion question(s).

One to two criteria are not addressed or are superficially addressed.

Is somewhat lacking reflection and critical analysis and synthesis.

Somewhat represents knowledge gained from the course readings for the module.

Cited with fewer than two credible references.

0 (0%) – 30 (30%)

Does not respond to the Discussion question(s).

Lacks depth or superficially addresses criteria.

Lacks reflection and critical analysis and synthesis.

Does not represent knowledge gained from the course readings for the module.

Contains only one or no credible references.

Main Posting:

Writing

6 (6%) – 6 (6%)

Written clearly and concisely.

Contains no grammatical or spelling errors.

Adheres to current APA manual writing rules and style.

5 (5%) – 5 (5%)

Written concisely.

May contain one to two grammatical or spelling errors.

Adheres to current APA manual writing rules and style.

4 (4%) – 4 (4%)

Written somewhat concisely.

May contain more than two spelling or grammatical errors.

Contains some APA formatting errors.

0 (0%) – 3 (3%)

Not written clearly or concisely.

Contains more than two spelling or grammatical errors.

Does not adhere to current APA manual writing rules and style.

Main Posting:

Timely and full participation

9 (9%) – 10 (10%)

Meets requirements for timely, full, and active participation.

Posts main Discussion by due date.

8 (8%) – 8 (8%)

Meets requirements for full participation.

Posts main Discussion by due date.

7 (7%) – 7 (7%)

Posts main Discussion by due date.

0 (0%) – 6 (6%)

Does not meet requirements for full participation.

Does not post main Discussion by due date.

First Response:

Post to colleague’s main post that is reflective and justified with credible sources.

9 (9%) – 9 (9%)

Response exhibits critical thinking and application to practice settings.

Responds to questions posed by faculty.

The use of scholarly sources to support ideas demonstrates synthesis and understanding of learning objectives.

8 (8%) – 8 (8%)

Response has some depth and may exhibit critical thinking or application to practice setting.

7 (7%) – 7 (7%)

Response is on topic and may have some depth.

0 (0%) – 6 (6%)

Response may not be on topic and lacks depth.

First Response:

Writing

6 (6%) – 6 (6%)

Communication is professional and respectful to colleagues.

Response to faculty questions are fully answered, if posed.

Provides clear, concise opinions and ideas that are supported by two or more credible sources.

Response is effectively written in standard, edited English.

5 (5%) – 5 (5%)

Communication is mostly professional and respectful to colleagues.

Response to faculty questions are mostly answered, if posed.

Provides opinions and ideas that are supported by few credible sources.

Response is written in standard, edited English.

4 (4%) – 4 (4%)

Response posed in the Discussion may lack effective professional communication.

Response to faculty questions are somewhat answered, if posed.

Few or no credible sources are cited.

0 (0%) – 3 (3%)

Responses posted in the Discussion lack effective communication.

Response to faculty questions are missing.

No credible sources are cited.

First Response:

Timely and full participation

5 (5%) – 5 (5%)

Meets requirements for timely, full, and active participation.

Posts by due date.

4 (4%) – 4 (4%)

Meets requirements for full participation.

Posts by due date.

3 (3%) – 3 (3%)

Posts by due date.

0 (0%) – 2 (2%)

Does not meet requirements for full participation.

Does not post by due date.

Second Response:
Post to colleague’s main post that is reflective and justified with credible sources.
9 (9%) – 9 (9%)

Response exhibits critical thinking and application to practice settings.

Responds to questions posed by faculty.

The use of scholarly sources to support ideas demonstrates synthesis and understanding of learning objectives.

8 (8%) – 8 (8%)

Response has some depth and may exhibit critical thinking or application to practice setting.

7 (7%) – 7 (7%)

Response is on topic and may have some depth.

0 (0%) – 6 (6%)

Response may not be on topic and lacks depth.

Second Response:
Writing
6 (6%) – 6 (6%)

Communication is professional and respectful to colleagues.

Response to faculty questions are fully answered, if posed.

Provides clear, concise opinions and ideas that are supported by two or more credible sources.

Response is effectively written in standard, edited English.

5 (5%) – 5 (5%)

Communication is mostly professional and respectful to colleagues.

Response to faculty questions are mostly answered, if posed.

Provides opinions and ideas that are supported by few credible sources.

Response is written in standard, edited English.

4 (4%) – 4 (4%)

Response posed in the Discussion may lack effective professional communication.

Response to faculty questions are somewhat answered, if posed.

Few or no credible sources are cited.

0 (0%) – 3 (3%)

Responses posted in the Discussion lack effective communication.

Response to faculty questions are missing.

No credible sources are cited.

Second Response:
Timely and full participation
5 (5%) – 5 (5%)

Meets requirements for timely, full, and active participation.

Posts by due date.

4 (4%) – 4 (4%)

Meets requirements for full participation.

Posts by due date.

3 (3%) – 3 (3%)

Posts by due date.

0 (0%) – 2 (2%)

Does not meet requirements for full participation.

Does not post by due date.

Total Points: 100

Name:  Discussion Rubric

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