Western Governors University c200 task 2 organization and leadership evaluation – Description
INTRODUCTION
For this task, you will write a paper on an existing organization with which you have had personal experience. The organization can be a business or a nonprofit, and you may represent any level of the organization (e.g., team, department, division, whole) in your analysis.
You will first describe the chosen organization. Your description of the organization should convey personal experience, rather than information gained from secondhand sources or media coverage. You will then perform a SWOT analysis on that organization. Last, you will analyze that organization’s leadership.
Note: Any information that would be considered confidential, proprietary, or personal in nature should not be included in the actual task submission to WGU. Do not include the actual names of people, suppliers, the organization(s), or other identifiable information. Fictional names should be used. Also, organization-specific data, including financial information, should not be included but should be addressed in a general fashion as appropriate. Work performed for clients and employers is their property and should not be used without written permission.
REQUIREMENTS
Your submission must be your original work. No more than a combined total of 30% of the submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from sources, even if cited correctly. The originality report that is provided when you submit your task can be used as a guide.
You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.
Write a paper (suggested length of 10–16 pages) by doing the following:
A. Describe an existing organization with which you have had personal experience and its objective(s).
1. Describe three leadership practices of the current leader, other than yourself, in the existing organization.
Note: Leadership practices are routine actions, behaviors, functions, and responsibilities that the current leader performs.
2. Discuss how the current leader has affected organizational culture.
Note: You may represent any level of the chosen organization (e.g., team, department, division, whole) and the respective current leader in your description.
B. Conduct a SWOT analysis evaluating the chosen organization by doing the following:
1. Evaluate two of the organization’s current strengths.
2. Evaluate two of the organization’s current weaknesses.
3. Evaluate two of the organization’s current unmet opportunities.
4. Evaluate two of the organization’s current unresolved threats.
Note: The accepted model for a SWOT analysis defines strengths and weaknesses as internal to the organization, and opportunities and threats as external to the organization.
C. Conduct a leadership evaluation of the current leader discussed in part A1, using one of the scholarly leadership theories below that is different from task 1, by doing the following:
transformational leadership
transactional leadership
situational leadership
participative leadership
servant leadership
behavioral leadership
trait theory of leadership
1. Evaluate three strengths of the current leader, using the chosen scholarly leadership theory, including how each strength relates to the theory. Support the evaluation of the leader’s strengths with at least one scholarly source.
2. Evaluate three weaknesses of the current leader, using the chosen scholarly leadership theory, including how each weakness relates to the theory. Support the evaluation of the leader’s weaknesses with at least one scholarly source.
3. Recommend three actionable items to improve the effectiveness of the current leader, including how each actionable item relates to the chosen scholarly leadership theory. Support the recommendations of actionable items with at least one scholarly source.
Note: The recommendations need to address the current leaders identified leadership weakness.
Note: A scholarly source could be a reputable journal, a published book, or any source from a university faculty member or business leader. Scholarly sources also include any article or book in the online WGU library.
D. Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or summarized.
E. Demonstrate professional communication in the content and presentation of your submission.
File Restrictions
File name may contain only letters, numbers, spaces, and these symbols: ! – _ . * ‘ ( )
File size limit: 200 MB
File types allowed: doc, docx, rtf, xls, xlsx, ppt, pptx, odt, pdf, txt, qt, mov, mpg, avi, mp3, wav, mp4, wma, flv, asf, mpeg, wmv, m4v, svg, tif, tiff, jpeg, jpg, gif, png, zip, rar, tar, 7z
RUBRIC
A: ORGANIZATION DESCRIPTION:
NOT EVIDENT
A description of an existing organization and its objective(s) is not provided.
APPROACHING COMPETENCE
The description does not include specific details about the existing organization or its overall objective(s).
COMPETENT
The description includes specific details about the existing organization and its overall objective(s).
A1: LEADERSHIP PRACTICES:
NOT EVIDENT
A description of 3 leadership practices of the current leader in the existing organization is not provided.
APPROACHING COMPETENCE
The description does not include specific details of each of the 3 leadership practices of the current leader in the existing organization, or the current leader identified is the candidate.
COMPETENT
The description includes specific details of each of the 3 leadership practices of the current leader in the existing organization, and the current leader identified is not the candidate.
A2: EFFECTS OF CURRENT LEADER ON CULTURE:
NOT EVIDENT
A discussion of how the current leadership has affected organizational culture is not provided.
APPROACHING COMPETENCE
The discussion does not include specific details about the organization’s culture or is not supported by specific examples of the current leader’s effect on the organizational culture.
COMPETENT
The discussion includes specific details about the organization’s culture and is supported by specific examples of the current leader’s effect on the organizational culture.
B1: CURRENT STRENGTHS:
NOT EVIDENT
An evaluation of 2 of the organization’s current strengths is not provided.
APPROACHING COMPETENCE
The evaluation of 2 of the organization’s current strengths does not include specific details, or the strengths identified do not have a positive impact on the organization.
COMPETENT
The evaluation of 2 of the organization’s current strengths includes specific details, and the strengths identified have a positive impact on the organization.
B2: CURRENT WEAKNESSES:
NOT EVIDENT
An evaluation of 2 of the organization’s current weaknesses is not provided.
APPROACHING COMPETENCE
The evaluation of 2 of the organization’s current weaknesses does not include specific details, or the weaknesses identified do not have a negative impact on the organization.
COMPETENT
The evaluation of 2 of the organization’s current weaknesses includes specific details, and the weaknesses identified have a negative impact on the organization.
B3: CURRENT OPPORTUNITIES:
NOT EVIDENT
An evaluation of 2 of the organization’s current unmet opportunities is not provided.
APPROACHING COMPETENCE
The evaluation of 2 of the organization’s current unmet opportunities does not include specific details, or the opportunities identified do not have the potential to benefit the organization.
COMPETENT
The evaluation of 2 of the organization’s current unmet opportunities includes specific details, and the opportunities identified have the potential to benefit the organization.
B4: CURRENT THREATS:
NOT EVIDENT
An evaluation of 2 of the organization’s current unresolved threats is not provided.
APPROACHING COMPETENCE
The evaluation of 2 of the organization’s current unresolved threats does not include specific details, or the threats identified do not have the potential to threaten the organization.
COMPETENT
The evaluation of 2 of the organization’s current unresolved threats includes specific details, and the threats identified have the potential to threaten the organization.
C1: STRENGTHS OF THE CURRENT LEADER:
NOT EVIDENT
The submission does not evaluate 3 strengths of the current leader.
APPROACHING COMPETENCE
The submission evaluates 3 strengths of the current leader, but the evaluation does not use the chosen scholarly leadership theory or does not include specific details of each strength or specific examples to support how each strength relates to the chosen theory. Or the evaluation is not supported by at least 1 appropriate scholarly source.
COMPETENT
The submission evaluates 3 strengths of the current leader using the chosen scholarly leadership theory and includes specific details of each strength and specific examples to support how each strength relates to the chosen theory. The evaluation is supported by at least 1 appropriate scholarly source.
C2: WEAKNESSES OF THE CURRENT LEADER:
NOT EVIDENT
The submission does not evaluate 3 weaknesses of the current leader.
APPROACHING COMPETENCE
The submission evaluates 3 weaknesses of the current leader, but the evaluation does not use the chosen scholarly leadership theory or does not include specific details of each weakness or specific examples to support how each weakness relates to the chosen theory. Or the evaluation is not supported by at least 1 appropriate scholarly source.
COMPETENT
The submission evaluates 3 weaknesses of the current leader using the chosen scholarly leadership theory and includes specific details of each weakness and specific examples to support how each weakness relates to the chosen theory. The evaluation is supported by at least 1 appropriate scholarly source.
C3: RECOMMENDATIONS FOR THE CURRENT LEADER:
NOT EVIDENT
The submission does not recommend 3 actionable items to improve the current leader’s effectiveness.
APPROACHING COMPETENCE
The submission recommends 3 actionable items to improve the current leader’s effectiveness, but the recommendations do not align to the chosen scholarly leadership theory or do not include specific examples to support how each actionable item relates to the chosen theory. Or the recommendations are not supported by at least 1 appropriate scholarly source.
COMPETENT
The submission recommends 3 actionable items to improve the current leader’s effectiveness, and the recommendations align to the chosen scholarly leadership theory and include specific examples to support how each actionable item relates to the chosen theory. The recommendations are supported by at least 1 appropriate scholarly source.
D: SOURCES
NOT EVIDENT
The submission does not include both in-text citations and a reference list for sources that are quoted, paraphrased, or summarized.
APPROACHING COMPETENCE
The submission includes in-text citations for sources that are quoted, paraphrased, or summarized and a reference list; however, the citations or reference list is incomplete or inaccurate.
COMPETENT
The submission includes in-text citations for sources that are properly quoted, paraphrased, or summarized and a reference list that accurately identifies the author, date, title, and source location as available.
E: PROFESSIONAL COMMUNICATION
NOT EVIDENT
Content is unstructured, is disjointed, or contains pervasive errors in mechanics, usage, or grammar. Vocabulary or tone is unprofessional or distracts from the topic.
APPROACHING COMPETENCE
Content is poorly organized, is difficult to follow, or contains errors in mechanics, usage, or grammar that cause confusion. Terminology is misused or ineffective.
COMPETENT
Content reflects attention to detail, is organized, and focuses on the main ideas as prescribed in the task or chosen by the candidate. Terminology is pertinent, is used correctly, and effectively conveys the intended meaning. Mechanics, usage, and grammar promote accurate interpretation and understanding.
The post Western Governors University c200 task 2 organization and leadership evaluation first appeared on .
