Category: Business and Management

Write a 1 page paper covering both topics including:
Summary of the article/report
Why is erosion control essential to keeping runoff off of adjacent properties and roads?
What can be the effects of not controlling run-off? 
How is erosion control/runoff related to maintaining a better site for your own project work?
How specifically does this apply to this week’s readings on construction drawings?
Cite your sources
https://learn-us-east-1-prod-fleet01-xythos.content.blackboardcdn.com/blackboard.learn.xythos.prod/585d944cdd625/19549714?X-Blackboard-S3-Bucket=blackboard.learn.xythos.prod&X-Blackboard-Expiration=1716519600000&X-Blackboard-Signature=dWb0fkKV6DaJoZGxqksJV2Wgx3ZVT1BBXIHrara09Yw%3D&X-Blackboard-Client-Id=306191&X-Blackboard-S3-Region=us-east-1&response-cache-control=private%2C%20max-age%3D21600&response-content-disposition=inline%3B%20filename%2A%3DUTF-8%27%27Microsoft%2520Word%2520-%2520Erosion%2520and%2520Sediment%2520Control%2520on%2520Your%2520Construction%2520Site.docx%25281%2529.pdf&response-content-type=application%2Fpdf&X-Amz-Security-Token=IQoJb3JpZ2luX2VjEAcaCXVzLWVhc3QtMSJHMEUCIQDoIBMO%2FofcNxGZ8L7LuazDfMfUVQ2rYtuDyMaw3z5MEQIgPeDVCr%2FEQBniQylrSER60AGX01GQDSx1Fzetns0iL2cqvAUIgP%2F%2F%2F%2F%2F%2F%2F%2F%2F%2FARAAGgw1NTY5MDM4NjEzNjEiDNgLlj7IbIOLCBp%2BHSqQBfVw%2FywyYGmBLa18PaM80OASDGxGp4xAH2rlLGxE2k6cxIcCcn%2BjyKlPJEwpETpApHUbbKGjjDErGlvKw1OQQSnUd5RtosverufBZdDL7XsZylkwPZ3QhvUgVusU%2Bvi0bF4KkweFqAgJGuuY97a4zUMGlZsWTHK%2BvosROkfw1KHo7tu7%2BRqmEZOb%2FTdguN4vuUo2RAH5Getrtdi2Svv7VfXwmVXMOTp5OzozqyLew7MuQ547Rky5ntuhYTzyqLWKYqKYQiM1yB2A0P8W0%2BQQQJwR84k6upQiv%2BpAUkWsUObCECD8gs%2Bb%2FlS66Q7qOPFYuODarfA10x8uiA5iY8zYEC5LJixUa2EY9yJQap4%2B6hcir0KN0%2BtUzeNPixYA3IHZT9rMlHRVxSMNj%2FDXNeExdFktPfBcnV7Lfeoh207tnGf%2BJtsmaETcQq02UElQSsTA%2BeDiqTzwoOhSUScAu6QlZS8OIZOd1ktYEc%2Biq33rHaf0r3xSnxAdndFB7R9CszEeHj0kVgNL%2BHc45RQy%2BYybIBIJ%2B%2BeVidbDBjeTI8PhDAq2J%2B1Ko1Qb8t81ArEUP4Pq7ukeJnXmpWUFMoeuweh%2FF6tCmli%2FcXk%2FAVxk%2BpoqOZdrHfoGWKeTLQlPAWkIdEz4ntPV7mSwttILcaYiwGIfgMH6okbtDeSgy41ktPmwVU8flUjHgBe%2FoRBhWWsMtLVZQWoqPdT%2Fi1bbT1NyDkVqPCJFShP8juR4pBcJIeLGVcUsp8Q%2FyeGca8tVZjUvc3Y%2FESk2P8CeHIqxo4U6TmEM4piWjTtDC%2B1lpBxzMjt8he8ev%2FbYUfyH1YJCGh0KcTEAxE%2FlqNaI6lV2O3u5GksbM57NkCuye%2B6t6n%2BnFqY2mmaOMKKJv7IGOrEBNtOHocXp86%2FOQ3MfJi6boeiwoHEQ4snUKAnr0TxbShLWhz33KWnUiVxttdHt4yuSPKZ3UXdMl%2B%2Bpw2uHCgQJ6LtKszQZIyh4H0w73T7HB0Yq4TNAVg%2BXA%2FhnrMg0gAtg%2F2yW%2FPFh5OB1Ig2JpBcHbupbTcGwZOofW2j2u5iFgvZjE%2B%2BCEOm3QmPtKYBEhYW4ilpZBOCBi6IXcU7CpqrnAaPjssh2elaNvAcbyZjbWDEV&X-Amz-Algorithm=AWS4-HMAC-SHA256&X-Amz-Date=20240523T210000Z&X-Amz-SignedHeaders=host&X-Amz-Expires=21600&X-Amz-Credential=ASIAYDKQORRY73NUWCLP%2F20240523%2Fus-east-1%2Fs3%2Faws4_request&X-Amz-Signature=bf1e33e24a8e69a8fa08f3362179713edab7a152af2fcfd9a6d15d9618f3c929

Each section must be separated  with at least 150 word minimum for each part.
Part 1 (150 wd)
What is your favorite apparel retailer?  Discuss the criteria you used in making your selection?  What can a competing firm do to lure you away from your favorite firm?
What is the purpose of developing a formal retail strategy?  How could a strategic plan be used by a local restaurant chain?
Has the changes in the economy changed the way you shop?
Part 2 (150 wd)
From a retailer’s perspective, explain the advantages and disadvantages of having a Website? How has social media and online reviews affected retailers?
Part 3 (150 wd)
How can retailers attract and retain more women and minority workers?
How would you supervise and motivate a Milenial employee versus a Baby Boomer employee, working for a retail store. 
Part 4 (150 wd)
Choose a Point of Sale System. Discuss the pros and cons of the product.
Part 5 (150 wd)
What information should a department store gather before adding a new women’s apparel brand to its product mix?
What are the benefits of quick response inventory planning?
Part 6 (150 wd)
Why is it sometimes difficult for a retailer to convey its image to consumers?  Give an example of a specialty store retailer with a fuzzy image.
What aspects of the store’s exterior are controllable by the retailer?  Which are                       uncontrollable?
What are meant by selling, merchandise, personnel, and customer space?

Please write a paper that addresses the feedback provided by
the professor and makes it a thoroughly thoughtful submission and addresses
everything the professor mentions in the feedback. Do more research on MSA
Safety. Provide any additional questions you would ask to understand more about
the organizational change.
Organizational Change Project
Feedback from the
professor:
It’s OK to use the syllabus assignment questions as a guide
for your proposal, though I’d strongly recommend against using them as an
outline for the structure of your paper. The intention of the questions is to
inform and guide your analysis.
This sounds like a retirement-driven reorganization that has
impacted the organization. Stated differently, a staffing change that has
driven changes in structure. It will be important to be as specific as possible
regarding the nature of the structural changes (e.g., org charts showing before
and after). If evaluating stakeholders, consider their goals and sort their
positions towards the change to assess potential coalitions for or against the
change. A vision for change is something different than a mission, and a
retiring CEO isn’t a vision for change.
Overall, your proposal is describing what happened in the
organization rather than proposing how you’d analyze the change using course
frameworks, concepts and tools. I encourage you to develop a plan for data
collection (who you’ll interview, and ideally do a survey), questions you’ll
plan to ask, etc. Think of course concepts and tools that will be most useful
for your analysis. Focus most of your paper on analyzing the change through the
lens of course concepts, frameworks and tools, not just describing it. Be sure
your recommendations flow logically from your analysis (e.g., alignments or
misalignments among the Ss, sources of resistance, etc.). Looking forward to
the final project!
Original Submission
1. What
was the organizational context?
MSA
Safety, a safety technology company headquartered in Cranberry Township,
Pennsylvania, underwent a significant organizational change with the retirement
of former CEO Nish Vartanian in April 2024. With this retirement, former VP of
the Americas, Steve Blanco, stepped up as the new CEO. As Steve’s role had to
be replaced, this shuffle in the executive team led to an overall change in the
executive team’s roles and responsibilities and the way the entire company
would be structured. VPs took on new functions and reporting structures that
trickled the change throughout MSA Safety. In addition to Vartainian’s
retirement, several other executives, including CMO Dave McArthur and COO Anne
Herman, announced their retirement. With former CLO Stephanie Sciullo taking
the new VP of the Americas position and VP of Product Development and Strategy
Greg Martin expanding his role to take on the responsibility of the IT group,
the organization saw significant change in operations, legal, R&D, and
marketing segments of the company. 
2.           Why
was the change initiated?
Nish
Vartanian announced his retirement in early 2024, but the changes to the
organizational structure began in mid-2023. Vartanian prepared Blanco to take
over the CEO position and expanded his role to have most executive members
report to him. This allowed Blanco to make restructuring changes to the
organization and appoint new roles.
3.           Who
were the relevant stakeholders and what are the implications?
The
entire executive team was most directly impacted by the change in structure,
but this was just the start of the changes to come for the remainder of the
organization. Each VP took the opportunity to restructure their part of the
organization in a way that better aligned international business units with the
Americas, consolidating roles in areas where there was overlap, promoting
others into vacant roles as the entire organization shifted upwards into
positions previously occupied, and opening new roles across functions such as
engineering, operations, and marketing globally.
4.           What
were the objectives/vision for the change?  
With
Vartanian ready to conclude is 30+ year career at MSA, his succession plan
focused heavily on putting individuals in roles that would ensure the success
and continued single digit year over year revenue growth of the company. With a
heavy focus on investing in new technology development in addition to
maintaining the existing portfolio of products, the shift in the executive team
and the remainder of the company was done to ensure the mission of advancing
safety and safety technology was being led by those in the company with not
only strong competencies in their new roles, but also years of experience and
dedication to the company. As these leaders assumed their new roles, the
changes across the organization included aligning global functions, promoting
cross-functional and international collaboration, and introducing new roles to
focus on inorganic growth strategies such as M&A and partnership
strategies. 
5.           How
was the change implemented?
Initially,
the change began in mid-2023 with Blanco assuming most of the executive team as
direct reports, enabling him to start to restructure the organization with his
vision of success. In early 2024, Vartanian and other executives coordinated
the announcement of their retirement with the appointment of Blanco as the
incoming CEO. As the new and existing VPs stepped into their new roles/expanded
their responsibilities, each took their own approach to restructuring their
segment of the organization. In marketing, new leadership positions were
created to oversee global marketing strategies. In R&D, strategic
partnership leadership roles were created to allow those with technical skills
to evaluate new technologies for partnership and acquisition opportunities.
Across the organization, existing employees stepped into rolls in different
functions or moved upwards to fill vacant positions. Changes within the company
are still ongoing as the restructuring of the organization is executed through
a phased approach.
6.           How
would you assess the effectiveness of the change and why?
While
it’s early to recognize the impact of the organizational change due to the
recency of the transition, MSA continues to report successful metrics in
earnings calls with investors. Incoming and invoicing remain on track, with new
strategic corporate initiatives focusing all employees on key growth and
sustaining plans. 
7.           What
recommendations would you make about the change process?
The
process itself has been difficult for employees due to the multi-phased
approach of restructure the new executive team has taken. Employees are
uncertain if their roles will stay the same or be eliminated, potentially
creating some fear of job security within the organization. A recommendation
would be to be upfront with the changes coming up and communicate clear
milestones and progress during the change. It should be treated as a program
and a Sr Program Manager should be 100% assigned to this so it can help ease
the transitions.

For Leader Analysis Paper #2, please submit a 4-6 page
(minimum, not counting title page, abstract, table of contents, or references
pages) double-spaced paper that details the following:
1.   Specifically, how
did Barbara Corcoran display (or not display) aspects of Communication
and Leadership (Unit 4), Recognizing and Leveraging Organizational
Culture and Climate (Unit 5), and Developing High
Performing Teams  (Unit 6).
2. Please include citations and references to Units 4, 5, and 6
reading materials (attached) that support your
answers as well as any other citation and references of the leader from online sources.
3.  How can you apply the
conclusions of your assessment and analysis to leadership roles and
responsibilities in your organization?
Your paper must include ALL the
following:
Title Page
Executive Summary
Summary of points made
Table of Contents
Introduction (~0.5 page)
Outline of points you
will make concerning your leader’s communication skills, influence on
organizational climate, and team leadership.
Sec. 1 – Communication
and Leadership (~1-1.5 pages)
How Barbara Corcoran
demonstrates (or fails to demonstrate) effective intra-organizational
communication.
A.   
What means of
communication does the leader use? Prefer?
B.   
How does she or he
verify that communication is received and understood?
C.   
How (by what means and
in what attitude) does the leader receive feedback?
Sec. 2 (~1-1.5 pages) –
Recognizing and Leveraging Organizational Culture and Climate
A.   
How Barbara Corcoran
promote (or fails to promote) a positive intra-organizational climate?
B.   
How does Barbara
Corcoran affect the “5 indicators of a positive climate”:
1.   
Trust
2.   
Teamwork
3.   
Communication
4.   
Job satisfaction
5.   
Social cohesiveness
Sec. 3 (~1-1.5 pages) –
Developing High Performing Teams
A.   
What sort of team did
your Barbara Corcoran build around herself, how did she lead
it, and how did the team help Barbara Corcoran to succeed?
B.   
How did Barbara Corcoran
manage the “5 Rs”:
1.   
Roles
2.   
Rules
3.   
Relationships
4.   
Responsibilities
5.   
Results
Summary (~0.5 page)
Be sure to include
answers to this question in your summary: How can you apply the
conclusions of your assessment and analysis to leadership roles and
responsibilities in your organization? (I can write this section )
References (separate
page(s))
APA style (parenthetical
references in the text [e.g., (Lewis, 2003)], only cited works in the
References, “hanging indent” format)
Rubric:
Accurately described the leader’s style, traits and/or behaviours.
This criterion is linked to a Learning OutcomeApplied course material to what you learned about the leader.
Cited applicable required course readings and sources from leader research.
Wrote with sufficient detail.
Used appropriate grammar, punctuation and masters-level writing style.

Workforce planning is a complex research and design problem. Decisions made during this process have broad financial, legal, and operational implications. Decisions made in the job analysis and job design phases also have a significant impact on motivation, satisfaction, and retention.
Your Task
In your third rotation, you are reporting to the firm’s Chief Human Resources Officer, who is also the Workforce Planning consulting lead. The CHRO is interested in reality (market) testing the job description template used for client firms and evaluating technology adoption and hiring trends. Your task is to use the Summary Report for a Human Resource Manager on O*Net to answer the CHRO’s questions and develop a reference job description.
Based on O*Net, what is the career outlook for a Human Resource Manager? Under Technology Skills, what software was cited as “Hot Technology” or a frequently cited job requirement? Cite two “Work Context” factors that would contribute to job satisfaction and motivation based on job design theories. Convert the Summary Report into a job description, with reference to the following elements:
Job Title
Reporting Relationships
Job Summary
Essential Functions
Job Specifications
What is the legal significance of the Essential Functions section?

Part 1
Describe some of the personal and psychological factors that may influence what consumers buy and when they buy it.
Identify the ways in which business-to-business (B2B) markets differ from business-to-consumer (B2C) markets.
Part 2
Please describe a product you like that you believe more people should purchase. As a marketer, how would you reposition the product in the customer’s mind to increase its purchase? Outline your strategy. Create a new tagline for this product.
Think about some of your friends and what you have discovered by visiting their homes. Do they buy different things than you do? If so, why? How might a company distinguish you from them in terms of its targeting? 

In this assessment, you’ll begin to explore mean group differences in your courseroom data. Is it possible that being in a particular group results in higher or lower mean achievement levels? You’re going to explore possible differences in final exam scores for students who attended a review session versus students who did not attend a review session.
For this assessment:
Use the Data Analysis and Application template (DAA Template [DOCX] Download DAA Template [DOCX]).
For help with the statistical software, refer to the JASP Step-by-Step: t Tests [PDF] Download JASP Step-by-Step: t Tests [PDF]document.
View JASP Speedrun: t Test [Video] for a brief tutorial video on this assessment.
For information on the data set, refer to the 7864 Data Set Instructions [PDF] Download 7864 Data Set Instructions [PDF]document.
The grades.jasp Download grades.jaspfile is a sample data set. The data represent a teacher’s recording of student demographics and performance on quizzes and a final exam across three sections of the course.
You will analyze the following variables in the grades.jasp Download grades.jaspdata set:
Variables and Definitions
Variable Definition
Review Attended review sessions? 1 = no; 2 = yes.
Final Final exam: number of correct answers.
Step 1: Write Section 1 of the DAA: Data Analysis Plan
Name the variables used in this analysis and whether they are categorical or continuous.
State a research question, null hypothesis, and alternate hypothesis for the independent samples t-test.
Step 2: Write Section 2 of the DAA: Testing Assumptions
Test for one of the assumptions of t tests – equality (homogeneity) of variances.
Create statistical output showing the Levene’s Test for Equality Variances.
Paste the table in the DAA template.
Interpret the Levene’s test.
Step 3: Write Section 3 of the DAA: Results & Interpretation
If the homogeneity assumption is not violated (Section 2), run the “Student” version of the independent samples t-test in the statistical software.
If the homogeneity assumption is violated, run the “Welch” version of the independent samples t-test in the statistical software.
Also run the “Descriptives” option to obtain the means and standard deviations for each group.
Paste the statistical software output of the t test into the DAA template. Below the output:
Report the means and standard deviations for each group.
State the results of the t test.
Interpret the statistical results against the null hypothesis and state whether it is rejected or not rejected.
Step 4: Write Section 4 of the DAA: Statistical Conclusions
Provide a brief summary of your analysis and the conclusions drawn about this t test.
Analyze the limitations of the statistical test and/or possible alternative explanations for your results.
Step 5: Write Section 5 of the DAA: Application
Analyze how you might use the independent samples t test in your field of study.
Name an independent variable and dependent variable that would work for such an analysis and why studying it may be important to the field or practice.
Submit your DAA Template as an attached Word document in the assessment area.
The following statistical analysis software is required to complete your assessments in this course:
Jeffreys’s Amazing Statistics Program (JASP).
Refer to the Tools and Software: JASP page on Campus for general information. Make sure that your statistical software is downloaded, installed, and running properly on your computer.

Business Environment Applications I: Business Structures and Legal Environment – D078
COMPETENCIES
3078.1.1 : Designing Effective Organizations
The graduate explains how the structure of an organization impacts its effectiveness in the context of critical circumstances.
INTRODUCTION
Today’s business environment requires leaders to have competency in designing organizations to effectively achieve strategic goals. In this task, you will choose an organizational structure that will positively affect a consulting firm’s ability to effectively achieve goals and explain your choice in relation to the four factors that affect organizational design. You will also be asked to evaluate the impact of an organizational structure on one of the consulting firm’s goals.
SCENARIO
You have decided to create a consulting business to address increasing market needs for sustainability and innovation in the community. You want to emphasize how businesses can make incremental changes in the workplace to achieve sustainable results that increase profitability and brand reputation. The mission of the company is to “facilitate sustainable social, economic, and environmental development opportunities for the good of businesses in the community.” Your goals for this company include the following:
•   Be a mission-driven, for-profit organization that will create partnerships that result in sustainable changes for the community.
•   Achieve a level of success so your consulting firm can raise your city’s ranking in the “Most Sustainable and Innovative Communities” list from the top 20% of all U.S. communities to the top 10%.
•   Assess the sustainability and innovation needs of 30 businesses in the local community in the first year. You will then share the results of those assessments with all business stakeholders to generate feedback that will be used to develop and implement proposals for consulting. 
•   Hire three university students as part-time interns to help you develop an organizational structure.
Before you design a business venture plan that includes its organizational design, you will identify how the business will generate revenue. You are interested in seeking investors in the business community who want to take a leadership role in the business and its decision-making.
You are excited about this opportunity and begin considering the organizational structure for your consulting business.
Note: Additional employees may be hired in the future.
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 similarity 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.
Tasks may not be submitted as cloud links, such as links to Google Docs, Google Slides, OneDrive, etc., unless specified in the task requirements. All other submissions must be file types that are uploaded and submitted as attachments (e.g., .docx, .pdf, .ppt).
A.   Describe the organizational structure you would choose for the consulting business in the scenario by doing the following:
1.   Describe the main features of one of the following organizational structures and how this structure applies to the scenario:
•   functional
•   divisional
•   matrix
•   teams
2.   Using the chosen organizational structure described in part A1, explain how each of the following four factors works within the chosen organizational structure for the consulting business in the scenario:
•   functions or departments
•   chain of command
•   centralized or decentralized structure
•   level of formality
B.   Describe one of the following organizational theories, including how it can be used to support the organizational structure described in part A1:
•   scientific management
•   bureaucratic
•   administrative
•   neoclassical
•   modern
•   contingency/situational
C.  Explain how organizational structure can impact business effectiveness by doing the following: 
1.  Identify one of the goals from the scenario for the consulting business.
2.   Explain how the chosen organizational structure from part A1 can impact the consulting business’s ability to meet the goal identified in part C1.
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, csv, 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
A1:CHOSEN ORGANIZATIONAL STRUCTURE
NOT EVIDENT
The submission does not describe the main features of a functional, divisional, matrix, or teams organizational structure. Or the submission does not explain how the selected organizational structure applies to the scenario.
APPROACHING COMPETENCE
The submission describes the main features of a functional, divisional, matrix, or teams organizational structure, but the description is inaccurate. Or the submission does not accurately describe how the selected organizational structure applies to the scenario.
COMPETENT
The submission accurately describes the main features of a functional, divisional, matrix, or teams organizational structure and accurately describes how the selected structure applies to the scenario.
A2:CHOSEN ORGANIZATIONAL STRUCTURE AND THE FOUR FACTORS
NOT EVIDENT
The submission does not use the organizational structure described in part A1 to explain how the 4 given factors (i.e., functions or departments, chain of command, centralized or decentralized structure, level of formality) work within the chosen organizational structure for the consulting business in the scenario. Or 1 or more of the given factors are missing.
APPROACHING COMPETENCE
The submission uses the organizational structure described in part A1 to explain how the 4 given factors (i.e., functions or departments, chain of command, centralized or decentralized structure, level of formality) work within the chosen organizational structure for the consulting business in the scenario, but the explanation of 1 or more of the given factors is not logical. Or the explanation does not accurately explain how 1 or more of the given factors work within the selected organizational structure for the consulting business in the scenario.
COMPETENT
The submission uses the organizational structure described in part A1 to logically and accurately explain how each of the 4 given factors (i.e., functions or departments, chain of command, centralized or decentralized structure, level of formality) works within the chosen organizational structure for the consulting business in the scenario.
B:ORGANIZATIONAL STRUCTURE ALIGNED WITH ORGANIZATIONAL THEORY
NOT EVIDENT
The submission does not describe 1 of the given organizational theories (i.e., scientific management, bureaucratic, administrative, neoclassical, modern, contingency/situational) or does not include how the theory can be used to support the organizational structure described in part A1. Or the submission does neither of these.
APPROACHING COMPETENCE
The submission describes 1 of the given organizational theories (i.e., scientific management, bureaucratic, administrative, neoclassical, modern, contingency/situational), including how the theory can be used to support the organizational structure described in part A1, but the description of the organizational theory is inaccurate, or it is unclear how this theory can be used to support the organizational structure described in part A1.
COMPETENT
The submission accurately describes 1 of the given organizational theories (i.e., scientific management, bureaucratic, administrative, neoclassical, modern, contingency/situational), including a clear description of how this theory can be used to support the organizational structure described in part A1.
C1:BUSINESS GOAL
NOT EVIDENT
The submission does not identify 1 goal for the consulting business.
APPROACHING COMPETENCE
The submission identifies 1 goal for the consulting business, but the goal is not from the scenario.
COMPETENT
The submission identifies 1 of the goals from the scenario for the consulting business.
C2:ORGANIZATIONAL EFFECTIVENESS OF CHOSEN STRUCTURE
NOT EVIDENT
The submission does not explain how the organizational structure described in part A1 can impact the consulting business’s ability to meet the goal in part C1.
APPROACHING COMPETENCE
The submission explains how the organizational structure described in part A1 can impact the consulting business’s ability to meet the goal in part C1, but the explanation is not clear, contains inaccuracies, or omits required information.
COMPETENT
The submission clearly and accurately explains how the organizational structure described in part A1 can impact the consulting business’s ability to meet the goal identified in part C1.
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.
My submission failed question C2
just need that part rewritten.
A1. CHOSEN ORGANIZATIONAL STRUCTURE
Competent
A2. CHOSEN ORGANIZATIONAL STRUCTURE AND THE FOUR FACTORS
Competent
B. ORGANIZATIONAL STRUCTURE ALIGNED WITH ORGANIZATIONAL THEORY
Competent
C1. BUSINESS GOAL
Competent
C2. ORGANIZATIONAL EFFECTIVENESS OF CHOSEN STRUCTURE
Not Evident
Not EvidentThe submission does not explain how the organizational structure described in part A1 can impact the consulting business’s ability to meet the goal in part C1.
EVALUATOR COMMENTS: ATTEMPT 3
The submission describes why the learner did not choose the matrix structure. The aspect calls for how the team structure can impact the consulting business’s ability to meet the identified goal. 
D. SOURCES
Competent
E. PROFESSIONAL COMMUNICATION
Competent

please review the attachment
Assignment 1 is due 6/9
Assignment 2 is due 6/23
Assignment 3 is due 7/14
Assignment 4 is due 7/28
Assignment 5 is due 8/18
Assignment 6 is due August 26th.

Explain the communication process and elaborate on methods to prevent communication failures.
Double spaced, 12pt font, New Times Roman, 3 peer reviewed sources APA format