Good job, Class! Your many comments about listening and being obviously engaged with the other person are EXCELLENT POINTS! So let’s talk about the use of cell phones. The appropriate use of cell phones and other electronic devices is extremely important in business settings (and everywhere else) today. Please note that it is very discourteous to monitor your phone, email and text messages, or to take calls in the middle of a conversation with others — unless it is an emergency situation — and that includes checking out groceries with your cashier.

Think about the messages being sent: “You are not important enough to receive my full attention.” “I don’t care about you or our relationship enough to give you my full attention.” “Somebody else, somewhere else, is more important at this moment than you are.” “I’m ignorant and don’t know enough to turn my cell phone off or to pay attention to business.” “I can’t focus.” “I’m rude.” “I don’t care about you or what you have to say.” “Your time is not important to me.” “Your attention can wait.” “Your message is not important enough to receive my full attention.” And the list goes on. Please remember to use good form in all situations — the perception of others is their reality.

OK, it looks like we have a pretty good idea of what it takes to build rapport:

Greet a person pleasantly.
Smile.
Shake hands.
Introduce yourself.
Ask questions.
Search for common ground.
Give positive feedback.
Make eye contact.
Nod your head in understanding.
Use some form of “yes” while they’re talking.
Lean forward.
Listen.
Enunciate clearly with a pleasant voice.
Avoid sensitive topics.
Compliment the person.
Ignore electronic devices.
Verify that you have cadre status if that is important.

Now, let’s see if you can practice this in real life. Select one person, preferably at work, with whom you have not interacted and establish rapport within the next week. Report back to us very briefly about your experience. ~Dr. T

Prompt:

Have you ever experienced the excitement of visiting a new place only to be disheartened and disillusioned? In this powerful narrative, Audre Lorde tells of her eighth-grade graduation visit to Washington, D.C., a place that should symbolize liberty, justice, and equality. However, the reality is actually a heartbreaking lesson in racism and denial. As you read Lorde’s story, note the powerful descriptive details that help to move the narrative forward, illustrate the characters, and illuminate the message. Share at least one of these descriptive examples in your discussion post, and comment on how the idea of a place can sometimes be very different from the reality.

Lorde, A. (2013). The Fourth of July. In J. Nadell, J. Langan, & D. Coxwell-Teague (Eds.) The Longman Writer, 9th edition [VitalSource digital version] (p. 169). Boston, MA: Pearson Education, Inc.

Management of Accounts Receivable is a complex process which allows providers and their practices to get accurately, ethically, and legally reimbursed for services they provide to their patients. During the checkout process, all of the co-payments, coinsurance, and deductibles are collected from patients at that time. This is a major responsibility of the front desk office clerk to collect co-payments or make other appointments.

In Renal Practice Associates, one of the front desk clerks, Silvia, knows the patients very well. In fact, she knows when they are having difficulty paying co-payments and medical-related expenses. Some patients are in life-threatening End Stage III Renal Failure and on dialysis. Sylvia is aware the practice she works for is a big, successful one, and her rationale is no one will care about missing one or two payments from a patient, or stating on the patient account the bill is paid.

When patients with acute or chronic conditions check out at Silvia’s station, she will often tell them they owe no balance, and that she is happy to reschedule them for their next appointment.

After a few weeks of observing this behavior, Lily, her co-worker, is concerned. Lily has only been in her position for six months, while Sylvia has worked in the practice for ten years. Lily is not sure what to do or how to approach this problem. It’s obviously raising a red flag for her, but she can’t possibly lose her job. She’s not sure what to do, and feels these might be her options:

1. Not say anything and ignore this practice is going on.
2. Ask Sylvia if there is a special policy and procedure that she may not be aware of that allows some critically ill patients not to pay for their visit. If so, Lily should ask to see the policy and procedure herself so she is aware of it in writing.
3. Lily should go directly to the supervisor over Sylvia and share what she is witnessing.

Which of the above options is the best choice? Explain why. Does Lily have any other options?

Responce must be 2-3 paragraphs.

requirements:

1. Give a brief description of an event in a specific country’s post-1945 history, and then ask a why question about the event. The more specific and focused the event, the better. Similarly, the why question should be very concise, as in the example given above. (For example: “Why did the 1956 Hungarian Uprising Occur?” )

2. Here you should offer some brief historical background that establishes why the event in question is puzzling. In other words, explain how it was unexpected or broke from the status quo. What about the event marked a change in how things had been up to that point? (For example: “The 1956 Hungarian Uprising is a puzzling event because…”

3. Here you might run through two to three (or more) potential explanations for the event in question. Obviously, these will be very preliminary claims/explanations, as you have yet to do the research. However, your reading so far may provide enough evidence for you to offer some tentative answers. Again, this section is optional. What is most important (and what you will be graded on for the purpose of the proposal) is your “why” question, the puzzle behind it, and the list of two academic sources. (For example: “There are several potential explanations for the 1956 Hungarian Uprising.”

4) Provide the citations for at least two, non-syllabus academic sources, in bibliographic form:

You must list two academic sources (a scholarly book and/or journal articles, or one of each)

5. Papers must be formatted as follows: 12 point New Times Roman type, one-inch margins （ The topic, argument should be narrow, specific!!!!!!!!!!! I point out the example in the requirements 1,2,3)

Blueprint for Personal and Professional Growth (BPPG)

As you have progressed through this Master of Science in Management program, for each course you were asked to complete a Blueprint for Personal and Professional Growth (BPPG) piece. These allowed you to reflect on what you gained from each course and how you could use the new knowledge to improve your management skills. In this Application you will consider your journey through this management program and refer back to the BPPGs you have completed throughout the program.

After you review these previous BPPGs, write a 3-page paper summarizing:

• What three concepts have most impacted your perceptions of management and how managers can impact organizations and effect social change?

• Indicate the area where you think you need or want to improve as a manager and what strategies and resources you will use to further develop the skills obtained in this program to do so.

• Finally, evaluate the strategies and skills you have gained in this class to fulfill the mission of being an agent for positive social change. What does that mean within the context of management and to the role of the manager?

All work in APA format with proper citing!

References:

Toor, S., & Ofori, G. (2008). Leadership versus management: How they are different and why. Leadership and Management in Engineering, 8(2), 61–71.

Jaakson, K. (2010). Management by values: Are some values better than others? Journal ofManagement Development, 29(9), 795–806.

Johnson-Cramer, M., Parise, S., & Cross, R. (2007). Managing change through networks and values. California Management Review, 49(3), 85–109.

Corporations as social change agents: Individual, interpersonal, institutional, and environmental dynamics. Academy of Management Review, 32: 788–793.

Chetkovich, C., Kunreuther, F. 2006. From the ground up: Grassroots organizations making social change. New York: Cornell University Press

Cherry, E. 2010. Shifting symbolic boundaries: Cultural strategies of the animal rights movement. Sociological Forum, 25: 450–475.