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Read the Panama Case Study and provide feedback on how the lessons learned about Readiness and Program Managemen

 Read the Panama Case Study and provide feedback on how the lessons learned about Readiness and Program Management 

Please use structure of the template attached. Rubric also attached. 

APA 7th Edition, Times New Roman 12 

600 words

Please use this manual attached as one of the references 

NCOs take on multiple roles to ensure success in Panama

November 3, 2016 Clifford Kyle Jones

By CLIFFORD KYLE JONES NCO Journal

The NCOs in Panama are selected for their experience, maturity and Spanish-language abilities, and they have clearly defined roles training Panamanian security forces — but they routinely go outside those roles to help the U.S. achieve its goals.

Sometimes that means learning about new equipment; sometimes it means cross-training with other Technical Assistance Field Team members; sometimes it means taking on duties far outside the regular role of an NCO.

Sgt. 1st Class Leobardo Nuno, TAFT Panama’s maintenance NCO, does all three.

TAFTs are deployed by the U.S. Army Security Assistance Training Management Organization, a subordinate organization to the U.S. Army Security Assistance Command. USASATMO currently has 38 TAFTSs and 43 teams in more than 20 countries around the world.

Nuno’s primary responsibility is helping Panamanian security forces maintain their equipment and develop tactics and procedures to keep that equipment running well. On a recent afternoon in a remote jungle outpost, he found himself under the hood of a Jeep J8.

“Jeep J8s are not a regular part of [the U.S. Army’s] inventory, so I have to study and learn them,” he said. “They have to show me some of the issues that they’re talking about in order for me to develop a correct answer for them and also to assist them technically to fix them.”

He and members of Panama’s Servicio Nacional de Fronteras, known as SENAFRONT, were working on the Jeeps’ air conditioning system. The hoses, he said, were too close together and were rubbing against each other.

“He links in with the maintenance personnel and makes sure they’re doing the right things to maintain their fleet of donated equipment,” said Maj. Bernard Gardner, who led the U.S. Army TAFT in Panama until recently. “That also applies for weapons. He has a good background in weapons maintenance and how [the Panamanians] need to get into the parts request system to get spare parts to fix them.”

Nuno also helps with the Panamanians’ cache of night vision goggles — maintaining, testing and getting rid of them as needed and ensuring spare parts are on hand. But when in Panama, NCOs go beyond their military occupational specialty.

“In addition to being a maintenance supervisor assistant for the TAFT here in Panama, I like to assist and cross-train with the other TAFT members,” Nuno said. “Yesterday, I was here supporting them with the range, but by the same token, I was learning the tactical stuff that they show the units and training them on the basic soldier skills.”

Nuno, like many of the NCOs in TAFT Panama, pulls double-duty when he travels from TAFT headquarters in Panama City. He had a maintenance mission at SENAFRONT’s facility, but he coordinated his visit with the tactical training team so he could help with a weeklong marksmanship course for SENAFRONT forces.

“Sometimes [maintenance] is not a full-time job, so it’s a perfect opportunity for him to also cross-train — come out, do tactical training with these guys and focus in that arena as well,” Gardner said. “He’s kind of a jack-of-all-trades.”

Helping the Embassy

One of Nuno’s other trades in Panama is human-rights vetting.

As required by the United States’ Leahy Law, the Defense and State departments are prohibited from providing military assistance to foreign entities that violate human rights standards.

Each person who takes part in the training conducted by U.S. forces must be vetted to ensure they don’t violate the Leahy Law. Panama is what is known as a fast-track country, unlike some other Central and South American nations that have histories of violent factions in regular conflict and many documented human-rights abuses. In Panama, the vetting can be conducted locally, and the U.S. Embassy approves participants in coordination with other U.S. agencies.

The TAFT took over the vetting process more than a year ago, with Nuno and Sgt. 1st Class Rafael Faria Rodriguez conducting most of the work. They link with Panamanian schoolhouses, collect names for requested training, ensure information is recorded correctly, run the data through Embassy computers and files, and then track the process to ensure all agencies are doing the appropriate vetting, Gardner said.

“Since taking it over, about 1,000 have been vetted,” Gardner said about nine months into the TAFT’s new responsibility.

“Panama doesn’t really have human rights problems like some other Central American countries,” he said. “So the check is really for criminal background of trainees. With nearly 1,000 names submitted thus far, we have had three that came back (flagged), and we had to make a decision. It’s usually because they had some sort of connection to a drug-trafficking organization.”

Keeping operations running

Such behind-the-scenes is common for Sgt. 1st Class Freddy Matostoro, the TAFT’s senior logistics advisor.

He said he doesn’t get to travel with members of the TAFT often, but his work is instrumental in ensuring their training happens.

Matostoro is in charge of developing the training budget and ensures that all U.S. Southern Command and U.S. Embassy requirements are met.

His challenges started upon his arrival, just under a year ago. The TAFT had been operating with a cash fund. Panama uses the U.S. dollar as its currency. Unfortunately, unbeknownst to Matostoro, the U.S. government had shifted from using cash to using credit cards.

“It wasn’t until budget close that they noticed I didn’t have a credit card,” Matostoro said in the spring. “Long story short, it took five months to get my credit card. So now halfway through my tour, and I have yet to buy anything.”

Challenges aside, the other members of the TAFT recognize how central Matostoro’s mission is to accomplishing theirs.

Faria said, “We have people right now out at Darien and all the things that we are doing simultaneously here, all that requires — all the resources, the vehicles, the fuel, even the toll pass that we put in the vehicles; all the supplies, wood, nails, hammers, tools all that stuff; and also the ammo when it gets ordered — that’s him who does it.”

Faria said he and the other members of the TAFT could not possibly keep track of all the details.

“He’s the one who keeps track of all that, so that’s what keeps all of us on the road and on the move and doing missions here,” Faria said. “Without him, we couldn’t do it.”

And Nuno is happy to be part of the TAFT’s mission in Panama.

“It’s one of those assignments that no one tells you about. But once you get in, you start realizing the impact we have here in Panama and any other country is huge. It’s a huge impact. By the same token, that impact can only be seen with time,” he said. “Every day, we continue to develop relationships with the international forces. The impact from that can be seen at a higher level than we are. The impact that we have here, the training that we do here, it helps the Panamanian forces to develop a good security system. That way they can control the drug flow and the immigration flow from different areas.

“We work as one single team, that’s No. 1,” he continued. “The relationship within our team is huge, because we come from different backgrounds — we have infantry guys, we have armament, we have commo — yet we all come together as one.”

,

FAWA Rubric FY25

The Focused Area Writing Assignment (FAWA) is assessed within the following areas and weighted as shown below: Purpose, Body Content, Analysis, Structure, Conclusion, Accuracy, and Directly Quoted Material. Your FAWA must follow the instructions outlined in Blackboard. Your paper must be in Times New Roman, 12pt font, double spaced, using the current APA STUDENT PAPER style, NO RUNNING HEADS, NO ABSTRACT as found at Purdue OWL. Your paper must be 500 to 1000 words in length not including your title and reference page. Cite at least two references (the case study and one other reference). It must be in MS Word format. IMPORTANT: IAW MLC Standards, any paper with directly quoted material exceeding 24% will be required to be rewritten/resubmitted due to lack of original material or deduct 31% from the Grade Total. "All learner work must be original in nature and properly cited IAW APA standard format" (MLC ISAP). Late work subtracts 10% per day.

  Levels of Achievement

Criteria Far Exceeds Standard

Exceeds Standard

Meets The Standard

Does Not Meet Standard

Purpose: “Bottom Line Up Front”

100.00 %

Exceeds Standard, plus explains what is known about the thesis (problem(s) or positive insight(s)) within the case study. Thesis statement describes what will happen if an NCO C3

80.00 %

Meets Standard, plus clearly supports an answer to the thesis (problem(s) or positive insight(s)) within the case study.

70.00 %

Purpose/ Introduction conveys topic. Thesis statement (in the form of a problem statement or positive insight) clearly tied to the topic.

20.00 %

Purpose/ Introduction does not convey topic. No introduction of main points. Thesis statement was unclear.

Name

Description

Rubric Detail

Weight 10.00%

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  Levels of Achievement

Criteria Far Exceeds Standard

Exceeds Standard

Meets The Standard

Does Not Meet Standard

is applied or not applied to the situation.

Body Content: NCO Common Core Competencies (NCO C3s)

100.00 %

Exceeds Standard, plus two NCO C3s are clearly identi�ed and succinctly explained. The writer provided a convincing and ample evidence. Key components are detailed and evidence is clearly tied to the case study analysis.

80.00 %

Meets Standard, plus two NCO C3s are identi�ed and explained. Includes at least two key components (one for each NCO C3 or two for one of the NCO C3s) but are not fully supported with relevant details and evidence.

70.00 %

Identi�ed and provided a basic understanding of one NCO C3 that accurately describes the competency. Includes at least one key component but is not fully supported with relevant details and evidence.

20.00 %

Did not identify or demonstrate an understanding of an NCO C3.

Analysis: Evidence and Arguments

100.00 %

Exceeds Standard, plus description contains examples (from the case study) directly

80.00 %

Meets Standard, plus major points address implications or consequences. Analysis showed sound reasoning.

70.00 %

Analysis description makes the relevance clear. Examples from the case study are vague in

20.00 %

Analysis description does not show relevance. Does not provide examples from the case study. Major

Weight 20.00%

Weight 25.00%

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  Levels of Achievement

Criteria Far Exceeds Standard

Exceeds Standard

Meets The Standard

Does Not Meet Standard

support the problem statement. Analysis accurately connects evidence to clearly support the issue. At least one source is peer- reviewed research based.

This paper cited three relevant sources, at least one source is scholarly in nature e.g. doctrine.

application. Major points partially support the problem statement. Most of the analysis used research appropriate for the historical event. This paper cited two relevant sources including the case study and the TC 7- 22.7.

points do not support problem statement. Description showed little to no analysis of the historical event. The paper cited less than two sources.

Structure: Organization and Transitions And Concision: The Most Information in the Least Space

100.00 %

Exceeds Standard, plus material organization presents a logical �ow of ideas. Transitions are clear and smoothly link paragraphs. All written paragraphs and pages are concise

80.00 %

Meets Standard, plus material organization supports the writer’s problem statement. Transitions are mostly evident, and reader can easily follow the paper’s �ow. Exceeds the prescribed length by 125 words.

70.00 %

Most material organized by subtopics. Transitions are mostly evident between paragraphs and headings. Exceeds the prescribed length by 250 words.

20.00 %

Material is not organized. No transitions. Exceeds the prescribed length by 500 or more words or is less than the 500 word minimum.

Weight 15.00%

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  Levels of Achievement

Criteria Far Exceeds Standard

Exceeds Standard

Meets The Standard

Does Not Meet Standard

and to the point.

Conclusion: “What, so what, now what”

100.00 %

Exceeds Standard, plus includes relevant details from subtopics. Reinforces the problem statement through concise explanation.

80.00 %

Meets Standard, plus summarizes the main aspects of the paper. Paraphrases the problem statement.

70.00 %

Restates the problem statement. Does not introduce any new ideas.

20.00 %

No conclusion or does not support the problem statement. Conclusion is disconnected from the rest of the paper or introduces new ideas.

Accuracy: Grammar, Spelling, Punctuation, and Syntax (Reducing Reader Distractions)

100.00 %

Exceeds Standard, plus no grammatical error patterns identi�ed. Follows current APA formatting and citation guidelines.

80.00 %

Meets Standard, plus three grammatical error patterns identi�ed. Follows current APA formatting and citation guidelines with no more than three exceptions.

70.00 %

Paper is mostly active voice. Five grammatical error patterns identi�ed. Inconsistent use of APA formatting and guidelines.

20.00 %

Paper is mostly passive voice. Six or more grammatical error patterns identi�ed that made the paper unreadable or hard to follow. Does not follow APA formatting and citation guidelines for layout.

Directly Quoted Material

100.00 % 80.00 % 70.00 % 20.00 %

Weight 10.00%

Weight 15.00%

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  Levels of Achievement

Criteria Far Exceeds Standard

Exceeds Standard

Meets The Standard

Does Not Meet Standard

(or SafeAssign Text Matching Score)

8% or less directly quoted material (excluding the title and reference pages).

16-9% directly quoted material (excluding the title and reference pages).

24-17% directly quoted material (excluding the title and reference pages).

24.1% or more directly quoted material (excluding the title and reference pages).

Weight 5.00%

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,

What Insights can we derive from Operation Anaconda regarding the NCO Common Core

Competencies (NCO C3s) of Operations and Communications?

Kenneth P. Mullan

Department of the Army, Fort Bliss

Master Leader Course Class 008-24

MSG Brian Brown

January 12, 2023

jasonhenderson
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What Insights can we derive from Operation Anaconda regarding the NCO Common Core

Competencies (NCO C3s) of Operations and Communications?

It is imperative that leaders take operations and communications seriously; because the

doctrinal knowledge as well as the ability to apply the requisite skills equate to life and death for

the Soldiers they lead. Fleri et al. (2003) identified the end results of leading without a clear

understanding of the NCO Core Competency (NCO C3) of Operations, specifically the aspect of

shared understanding within the joint operational environment. Operation Anaconda also reveals

how the NCO C3 of Communications, when effectively executed according to doctrine, leads to

successful conduct of large scale operations. This paper analyzes Operation Anaconda Case

Study through the perspectives of operations and communications.

The NCO C3 of Operations

The NCO C3 of Operations is a combination of operational skill sets that, when mastered

by senior leaders can save lives and ensure effective unified action. Some of its key tenets

include: Large-scale combat operations; understanding operational and mission variables;

resolving complex, ill-structured problems with the use of mission command; and understanding

how to integrate the different branches of the military into successful joint operations

(Department of the Army [DA], 2020a). This final principle of conducting joint operations

becomes increasingly important as contemporary conflicts continue to venture further into the

realm of multi-domain warfare (Marr, 2018). In order to execute such a complex task, Joint

Force Commanders (JFC) must “integrate, synchronize, and direct joint operations” through the

use of seven Joint Functions (Joint Chiefs of Staff [JCS], 2017, p. III-1). One of these functions,

command and control, is how the JFC directs the forces toward accomplishment of the mission,

and its essential task is to “Communicate and ensure the flow of information across the staff and

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Thesis statement

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joint force” (JCS, 2017, p. III-2). This task is critical to the creation of a shared understanding,

which allows the separate branches to work seamlessly together toward a common goal. The

absence of this unifying component hinders missions and increases casualties.

Case Study Example

In the case study of Operation Anaconda, JFC Major General (MG) Hagenbeck failed to

create such a shared understanding with his subordinate Air Force assets, which contributed to

increasing the amount of casualties his forces incurred. Although the warning order was

published on 6 January, MG Hagenbeck did not notify the Combined Force Air Component

Commander of Operation Anaconda until 23 February, just days before the operation began

(Fleri et al., 2003).

Insights Derived from the Example

This failure to ensure the flow of information across the joint force, caused downstream

effects in planning and preparation that led to diminished air support during the initial stages of

the operation. As noted by Lambeth (2005) in his comprehensive analysis, “because so little air

support had been requested…coalition troops entered the fight virtually unprotected by any

preparatory and suppressive fire” (pp. 204-205). Operation Anaconda provides a clear case of

how proficiency in the realm of Operations can result in fewer U.S. casualties. Alongside the

importance of the leadership competency is the communication competency.

The NCO C3 of Communications

The NCO C3 of Communications is the figurative string that connects all NCO C3s

together and is the basis for the overall impression and judgement of a leader. Different types of

communication include verbal, non-verbal, written, listening, visual, response and feedback,

collaborative, and many others. Communication is something that everyone does, whether

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deliberate or instinctual; it can be something as subtle as a gesture when walking past someone,

or as complex as a written manual. All good leaders are good communicators who use the

various forms of communication in positive ways, as in interpreting and applying the concepts of

Army doctrine. Leaders at all echelons know how to use the abundance of Army doctrinal and

regulatory publications to help them succeed in their implied and directed tasks. As an example,

a squad leader who wants to know how to properly counsel a Soldier would rely on the Army

Training Publication (ATP), The counseling process (ATP 6-22.1), found on the Army

Publishing Directorate website. As an example, the Department of Army (2014) states that

effective leaders and counselors will talk less and spend more time listening. Although this

concept is simple, it is profoundly important to counseling and other communication forums for

a leader. Many Army publications, like ATP 6-22.1, specifically help leaders understand

communication and ways to enhance their communicative ability in their specific military

occupational specialties (MOSs).

Case Study Example

Another example Army publication that illustrates important communication techniques

is the signal support to operations (FM 6-02) publication which “describes how signal Soldiers

support Army forces as they shape operational environments, prevent conflict, conduct large-

scale combat operations, and consolidate gains against a peer threat in joint operations” (DA,

2019, p. V). During Operation Anaconda Case Study, leaders were responsible for conducting

Satellite Communications (SATCOM) in order to order to effectively transmit messages on the

battlefield across vast distances. Specifically, the Combined Joint Task Force (CJTF)

headquarters was miles away from their field elements but was able to exercise regular

situational reports (SITREPs), Medical Evacuations (MEDEVACs) and Close Air Support

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(CAS) requests, with minimal delays or interruption to operations. The leaders and Soldiers who

operated the SATCOMs were proficient with knowledge from their respective Army doctrine,

Explain how the patient, family, or population problem impacts the quality of care

Explain how the patient, family, or population problem impacts the quality of care, patient safety, and costs to the system and individual.

  • Cite evidence that supports the stated impact.
  • Note whether the supporting evidence is consistent with what you see in your nursing practice.
  • Explain how state board nursing practice standards and/or organizational or governmental policies can affect the problem's impact on the quality of care, patient safety, and costs to the system and individual.
    • Describe research that has tested the effectiveness of these standards and/or policies in addressing care quality, patient safety, and costs to the system and individual.
    • Explain how these standards and/or policies will guide your actions in addressing care quality, patient safety, and costs to the system and individual.
    • Describe the effects of local, state, and federal policies or legislation on your nursing scope of practice, within the context of care quality, patient safety, and cost to the system and individual.
  • Propose strategies to improve the quality of care, enhance patient safety, and reduce costs to the system and individual.
    • Discuss research on the effectiveness of these strategies in addressing care quality, patient safety, and costs to the system and individual.
    • Identify relevant and available sources of benchmark data on care quality, patient safety, and costs to the system and individual.

The patient problem is obesity. 

    You have a newly diagnosed, type 2 diabetic, 16-year-old female in your clinic

     

    You have a newly diagnosed, type 2 diabetic, 16-year-old female in your clinic. The patient is the goalie of her high school soccer team.  Her BMI is 37. 

    1. Your treatment plan for the new diagnosis of type 2 diabetes – structure your plan using the format outlined in the SOAP note assignment instructions (e.g. diagnostics, therapeutics, educational, consultation/collaboration)
    2. Citations for each of the evidence-based practice (EBP) interventions included in your plan
    3. For each article, you cited in support of an element of the plan, provide your thoughts about the strength of the evidence presented in the article(s)

    Please be sure to validate your opinions and ideas with citations and references in APA format.

      Technology and your life :How do you use technology to access information?

      It is expected in 300-level discussions that resources from government agencies, professional organizations, and the literature will be cited and referenced in the posts. So, when the discussion prompt asks to cite/incorporate sources, please realize that it needs valid sources cited and referenced (no Wikipedia, no WebMD, no Instagram or social media platforms…)

      ————————————————————————————————————————————————- 

      The triple revolution is the confluence of three significant advancements, including the internet, mobile communication, and social media networks (Chayko, 2022). Technology is ever-present in our lives.

      Respond to all of the following in a minimum total of 175 words:

      -How do you use technology to access information? Would it be hard to disconnect from technology and still access information?

      -What social networks do you use to access information? How often do you access these networks?

      -Describe how social media has created the pathways for these social networks in which you obtain and share resources, opportunities, and information amongst yourself and the groups of networks you belong to.

      Include & cite at least 1 source (no Wikipedia or "wiki" type sources allowed) & have reference formatted according to APA guidelines.

      If 1 source not incorporated and cited/referenced in your initial response, 5 points will automatically be deducted from week 1 participation score. 

        Professional reflection: Write 1000 word reflection from that video simlab

        1. Word limit 1000

        2. Please open Assessment task pdf you will find what to do, please click simlab link you can see my one drive video basically you need to write 1000 word reflection from that video,

        3.AI&Plagiarism report required.

        4.Sample Assessment attached.

        5.My simlab topic was Business Management.

        6.https://drive.google.com/file/d/1Qh8JowExMmpwUMltsLWOknqIyA9VoSrE/view?usp=sharing

         please click this link for my simlab video.

        Professional Reflection on my Micro-Teaching

        Introduction

        Pre-service teachers get experiences through Micro-teaching Sim Lab on how to manage

        classroom behavior, involving diverse students, and applying teaching strategies. During my class

        on Business demographics, I focused on structured teaching, engagement of students, and

        differentiation. I was successful in creating organized content and increasing participation. Despite

        my efforts, I faced several challenges, like student disengagement and a lack of motivation to

        participate in class activities. My classroom experience reflection can be analyzed by following

        Gibbs' Reflective Cycle (1988) and also analyzing the experiences, evaluating challenges, and

        developing strategies for future growth.

        Description of my Experiences

        I recently conducted a session on Business Demographics. Throughout the session, I try to give an

        insight into how important to know your target market based on Business Demographics. The

        lesson includes concepts, segments of business demographics, and the target market.

        I started my class by greeting to build rapport and capture students' attention for maintaining a

        classroom learning environment advised by McGrath(2016). Meanwhile, I observed that some

        students were gossiping with each other.

        Once the classroom has calmed, I delivered the lesson, where the main motive is to explain the

        significance of understanding Business demographics as well as the target market. At that moment.

        an incident occurred where one student accused another student of using a mobile phone and

        not paying attention to the class. This incident creates chaos in the classroom. I tried to listen to

        them and addressed the issue.

        Again, I started to deliver the lesson. I asked students to write down what I was saying to

        understand the key concept. I gave examples such as Apple, Nike, Bunnings, and eBay’s target

        market. After that, I gave an individual task. Students’ active participation was seen when I gave

        them the individual task. Still, some students were inattentive and struggled to keep the peace in

        the class. In the meantime, one of the students fell asleep in the classroom. I called his name and

        said he had to be involved in an individual task. Then I gave them a model answer for that task.

        After greeting everyone, I conclude my class.

        Feelings and Thoughts About the Experience

        Conducting the session with the students gave me a valuable insight into my teaching styles, it

        also showed the challenges of classroom management.

        Initially, I felt frustrated when the students kept talking with each other. I tried to shift their focus

        to class by calling them by their name. Without confrontation, I re-center the students' focus on

        the class by following the techniques of Wong &Wong’s (2009). Then I was able to calm down the

        classroom.

        In the middle of the session, when one student accused another that he was using the mobile phone,

        I realized I had to give more attention to the students' activity.. In that moment, I also realized that

        before beginning a class, a clear classroom behavior setting can reduce the chance of this type of

        disruptive behavior (Evertson & Emme, 2017).

        Observing one student fall asleep during my lecture reflects the necessity of maintaining the

        learning environment and increasing engagement. Only the content will not be able to hold the

        student's attention.

        In the session, some students were positively engaged with the activities and the lesson. For others,

        students who were inattentive in the class, interactive elements like group discussion or learning

        tools can increase the engagement. (Tomlinson, 2014).

        Though there were some challenges, some students actively engaged with every task, which gave

        me relief that the content was good. I just have to be more aware of the classroom management

        skills.

        Positive Aspects

        • Calling students by their names reinforced the attention of the students.

        • The content was well structured as a result, it can be easily grasped by the students.

        • Real-life examples like Apple and Nike’s target market made the learning relatable

        • Individual tasks engaged the students with encouraged participation.

        Challenges Faced

        • Using the mobile phone in the classroom created disruption in the learning environment.

        • Falling asleep during class indicated the student's low motivation and disengagement.

        • Persuading students who were low-motivated to participate in the class work was

        difficult.

        • Reinforcing their attention again and again is the biggest task in classroom management.

        Analysis of the Situation

        The teaching experience showcases the need to follow several teaching techniques. Some of these

        are-

        1.Clearer classroom behavior expectation: In my session, if I had given them prior instruction

        about not using the mobile phone, the situation would not have arisen. They would know what is

        not expected of them. According to Marzano (2007), Disruptive behaviors can be minimized by

        setting the expected behavior in the classroom before starting the class.

        Clearer classroom behavior expectation: During the session, I saw some are talking, using mobile

        phones, which hampers the Learning environment. In my session, if I had given them prior

        instruction about not using the mobile phone, the situation would not have arisen. They would

        know what is not expected of them. According to Marzano (2007), Disruptive behaviors can be

        minimized by setting the expected behavior in the classroom before starting the class.

        2. Different Instructional strategy: During the class, some students were inattentive. Give them

        a task to increase their engagement. From passive listening to Active participation in the class work

        can increase the engagement. It will also enhance the participation and reduce disruptive behavior,

        and maintain a learning environment. Introducing Multimedia and group-based work can re-center

        the attention of the students in the classroom (Freeman et al.,2014).

        Different Instructional strategy: During the class, some students were inattentive. They did not

        actively participate in the class work. Different interactive task could increase their engagement.

        Like, short quiz exam, virtual simulation experience on different business case scenarios, case

        study, group discussion, etc. From passive listening to Active participation in the class work can

        increase the engagement. It will also enhance the participation and reduce disruptive behavior, and

        maintain a learning environment. Introducing Multimedia and group-based work can re-center the

        attention of the students in the classroom (Freeman et al.,2014).

        3. Student-focused activities: In my class, I tried several techniques, but some situations, like

        sleeping in the classroom, happened because of a lack of motivation. To overcome the situation, I

        can add different learning tasks. Learning activities and collaboration with others increase the

        engagement among students (Freeman et al.,2014). Jigsaw, Muddiest point, case studies, and

        simulation are some examples of active learning tasks. These help students to actively participate

        in the class work, also enable their critical learning.

        4. Observing Classroom dynamics: In the session, I wasn’t able to control some incidents like

        mobile phone use and sleeping in the classroom. This disruptive behavior can be controlled by

        being proactive in the classroom and understanding the classroom energy. Being attentive in the

        classroom is pre prerequisite to maintain an effective learning environment. Its helps to solve

        conflict quickly and effectively (Strong, 2018).

        5. Conflict Resolution: Classroom conflicts can be tackled through fairness and positivity.

        (Taggart, 2005). While I was resolving the conflict by addressing it but it can be prevented by

        setting an expected behavioral goal for the classroom.

        According to (Marjazano,2007), effective conflicts resolution can be done without confrontation

        by using non-verbal techniques to re-shift students' focus. For Instance, directly addressing the

        issue can worsen the situation; instead, taking a pause can remind students what their expected

        behavior. Active listening is key to resolving conflict smoothly. When students feel they are heard,

        their gestures change and refocus on the class (Allen& Wright,2014). For reducing disruptive

        behavior, Active participation in the class task works like magic. Students feel they are part of the

        class, and it increases collaboration and smooth communication, which reduces future

        disputes (ACARA,2020).

        Conclusion: Insight gained and possible adjustments

        The challenges I faced during the session I conducted, given the opportunity for growth. I realized

        that only the content of the lesson will not help me to capture students’ attention. It’s necessary to

        understand the student pulse. Every student is unique in their own way to increase the engagement,

        I have to use different tools and techniques in the class. Now I have a better understanding of the

        adaptability and emotional intelligence presence necessity in the classroom. In the Future, for

        better outcomes, I will integrate different techniques and tasks, set clear expected behavior,

        and ensure accessibility of educational resources.

        The Modifications for future lessons, based on this insight-

        1. Clear communication of expectations to reduce the disruptive behavior and maintain a learning

        environment.

        2. Group discussion, visual aids, and interactive tasks for engaging students.

        3. Support the diversity of students and act according to their needs. Spread positivity, practice

        inclusivity.

        Teachers should adjust according to the diverse students, also ensuring the accessibility for all

        suggested by ACARA(2020).

        4. Structured intervention to reduce unexpected behavior in the classroom

        Action Plan: Strategies for Improvement

        1. Structured classroom management: Before starting a class, set clear expectations and

        structured interventions to reduce disruptive behavior.

        2. Interactive Teaching: Students can be more interactive by following various methods such as

        role playing, learning tools, and case studies.

        3. Communication and Accessibility: For EAL/D students, and for attentive Students, ensure

        accessibility of educational resources. encourage the engagement of the students in the class

        activity

        4. Resolve dispute: Mediation techniques to reduce such kind of behavior in the classroom

        By applying these reflections, I will handle the classroom properly and ensure a learning

        environment in the classroom. In my teaching Journey, the class reflects the areas where I have to

        work and emphasizes the continuous improvement in my professional growth.

        References list

        Australian Curriculum, Assessment and Reporting Authority (ACARA). (2020). The shape of

        the Australian curriculum: Economics and business. ACARA. Retrieved from ACARA.

        https://www.acara.edu.au/docs/defaultsource/curriculum/the_shape_of_the_australian_cu

        rriculum_version5_for-website.pdf

        Evertson, C. M., & Emmer, E. T. (2017). Classroom management for middle and high school

        teachers. Pearson. Retrieved from Pearson. https://www.pearson.com/en-us/subject-

        catalog/p/classroom-management-for-middle-and-high-school-

        teachers/P200000000997/9780136837978

        Freeman, S. et al. (2014). Active learning increases student performance in science,

        engineering, and mathematics. PNAS, 111(23), 8410–8415.

        Henderson, D., Kennedy, K., & Marsh, C. (2021). Becoming a teacher (7th ed.). Pearson.

        Rogers, B. (January 2013). Behaviour management.: A Bill Rogers top

        10. https://teacherhead.com/2013/01/06/behaviour-management-a-bill-rogers-top-10/

        Marzano, R. J. (2007). The Art and Science of Teaching: A Comprehensive Framework for

        Effective Instruction. ASCD.

        https://books.google.com/books/about/The_Art_and_Science_of_Teaching.html?id=JBeF

        D6sTx_IC

        McGrath, M. (2007). Teaching for Student Learning: Becoming a Master Teacher. SAGE

        Publications. https://www.cengageasia.com/title/default/detail?isbn=9780357765838

        Marsh, C. J., Clarke, M & Pittaway, S. (2014). Marsh’s becoming a teacher (6th ed.).

        Pearson. Equity, ethics and legal issues in teaching. Chapter 19

        Tomlinson, C. A. (2014). The Differentiated Classroom: Responding to the Needs of All

        Learners. ASCD. https://www.ldonline.org/ld-topics/teaching-

        instruction/books/differentiated-classroom-responding-needs-all-learners

        The Australian student wellbeing framework

        (2018). https://studentwellbeinghub.edu.au/media/9310/aswf_booklet.pdf

        Taggart, G. L., & Wilson, A. P. (2005). Promoting reflective thinking in teachers: 50 action

        strategies (2nd ed.). Corwin Induction Programs That Keep New Teachers

        Teaching and Improving – Harry K. Wong, 2004

        Wong, H.K., & Wong, R.T. (2009). The First Days of School: How to Be an Effective Teacher

        (4th ed.). Harry K. Wong Publications.

        ,

        Simlab one drive link given below:

        SimlabLink Press ctrl and click here to access the my simlab recording

        Summary:

        Purpose: The purpose of this assignment is to enable preservice teachers to use reflection as a valuable tool for self-improvement and professional development. Preservice teachers will reflect on their micro-teaching to identify strengths and weaknesses and suggest areas for ongoing professional development.

        Description: Pre-service teachers demonstrate this by analysing the teaching techniques that resonated with students or hindered the learning experience, classroom management, and overall teaching effectiveness. The reflection should address the following questions:

        1. Evaluation of Learning Objectives:

        How effectively did you articulate and communicate your learning objectives to students?

        In what ways did the teaching methods align (or not align) with the defined learning objectives? How did this impact the learning experience?

        2. Assessment of Student Engagement: What moments did the students seemed really interested in the lesson, and when did they seem not interested at all?

        How did your instructional approach accommodate the diverse learning styles among students, and what were the implications for their engagement?

        3. Analysis of Effective Teaching Strategies: What specific aspects of your teaching approach proved to be particularly effective, and what were the underlying reasons for their success?

        4. Identification of Teaching Challenges:

        What challenges or obstacles did you encounter during the teaching process, and how did these challenges affect student learning outcomes?

        5. Strategies for Enhancing Future Teaching:

        How do you plan to apply the knowledge you have gained from the unit readings to improve your teaching in future opportunities?

        Risk Communication: Understanding Environmental Health

        Chapter 3 in the textbook, Understanding Environmental Health, (3.1 Identifying Acceptable Risk) presents the concept of risk communication. Review this section of the text, paying attention to the explanation of why public perceptions of risk may be more or less serious depending on the characteristics of the hazard.

        Complete the following:

        • Think of an environmental risk that occurs in nature. You can look ahead to Chapter 4, “Living with Nature,” if needed. Briefly describe the risk.
        • Assess the likelihood of public outrage related to this natural risk based on its characteristics and the outrage-related features listed on page 47.
        • Why is it important to recognize the likelihood of outrage when communicating with the public about a risk?

        Be sure to respond to at least one of your classmates' posts.

        Importance of aligning projects with organizational strategy

         Complete the project charter using a real project      that you either have worked on, are currently working on, or will work on.      Hangar Renovation Project continues while the flying mission is      underway. 

        For this week’s assignment, we will create a project charter and work on ensuring it appropriately emphasizes key elements of strategy alignment for a project. The project charter should be between 1-3 pages double-space with 12-point font.

        The purpose of this assignment is to explain the importance of aligning projects with organizational strategy. See the rubric,

        Description of project–Project charter adequately describes the project

        Business Case–Charter clearly states the business case for the project

        Organization Strategy–Charter clearly references organizational strategy

        Formatting–Charter formatting is clean and easy to read for a broad audience

        INSTRUCTIONS:

        To complete this work, execute the following steps:

        1. Complete the project charter using a real project that you either have worked on, are currently working on, or will work on. Hangar Renovation Project continues while the flying mission is underway.

        2. Remember to ensure that your charter adequately communicates the “why” and not just the “how” of the project.

        Submission Details:

        1. Please submit your Project Charter as a Word document.

        2. Be thoughtful in your response. Responses should be as long as necessary to fully engage with the assignment. Typically, project charters should be no more than three pages.

        3. Please put your name at the top of the document and double-space your responses in a 12-pt. font.

        ,

        [Type here]

        PROJECT NAME HERE

        Project Charter

        Executive Summary/Background Why is the project being undertaken? Describe an opportunity or problem that the project is to address. Typically, the executive summary also provides the background information and general statements regarding the project’s purpose or justification which will be covered in more detail in the appropriate section(s) of the charter.

        Objectives & Key Results

        Objectives

        Key Results

        Objective #1:

        a. Key Result (may be multiple)

        Objective #2:

        a. Key Result

        Objective #3:

        a. Key Result

        Objective #4:

        a. Key Result

        Project Duration & Milestones

        Recommend high-level only. Dates and additional milestones to be noted within the project backlog.

        Date

        Milestone

        High level key results should be included here (add additional lines as needed); however, also include the following:

        Project Kickoff

        Quarterly Project Status Update to Sponsor(s)

        Project Closure with Project Team

        Final Project Presentation to Sponsor(s)

        Project Meeting Schedule

        Meeting Type

        Frequency

        Time

        Weekly Sprint

         

        Daily Standups

         

        Scope

        What will be the end result of the project? Describe what phases of work will be undertaken. It’s also important to mention what activities will not be included in this project.

        This project will follow an [agile / hybrid] project management approach. [The project team will meet weekly, with [xx] daily standups.] Additional Stakeholders will be added as necessary into the weekly meetings by the Project Manager at the Project Owner’s discretion.

        All meetings, project documentation, and the project backlog will be maintained in Microsoft Teams.

        Key Stakeholders

        Project Sponsor

        Project Owner

        Project Manager(s)

        Project Team Members

        Additional Stakeholders

        Approval Signatures

        *Section should reflect Sponsor, Owner, Project Manager, and PMO Director.

        NAME & TITLE HERE: _____________________________Date: ___________

        NAME & TITLE HERE: _____________________________Date: ___________

        NAME & TITLE HERE: _____________________________Date: ___________

        NAME & TITLE HERE: _____________________________Date: ___________

        ,

        65

        Chapter 7 Setting Priorities Before Starting Your Project by Ron Ashkenas

        In a rush to demonstrate initiative and take action, new

        project managers often launch activities without fi rst get-

        ting a sense of which ones are the most critical and what

        the sequence should be. As a result, they unwittingly slow

        things down.

        Take this example: Plant managers at a global man-

        ufacturing company kept getting peppered with un-

        necessary, often redundant, data requests from corpo-

        rate headquarters. To reduce this burden, the head of

        manufacturing asked a senior engineer to lead a project

        team to streamline data sharing. Upon receiving the as-

        signment, the engineer enthusiastically (1) fi red off an

        e-mail requesting that all heads of corporate functions

        nominate team members and send lists of the data they

        wanted from the plants; and (2) sent a note to a dozen

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        C o p y r i g h t 2 0 1 3 . H a r v a r d B u s i n e s s R e v i e w P r e s s .

        A l l r i g h t s r e s e r v e d . M a y n o t b e r e p r o d u c e d i n a n y f o r m w i t h o u t p e r m i s s i o n f r o m t h e p u b l i s h e r , e x c e p t f a i r u s e s p e r m i t t e d u n d e r U . S . o r a p p l i c a b l e c o p y r i g h t l a w .

        EBSCO Publishing : eBook Collection (EBSCOhost) – printed on 8/12/2024 4:02 PM via VILLANOVA UNIVERSITY AN: 675205 ; Harvard Business Review.; HBR Guide to Project Management (HBR Guide Series) Account: s8877782.main.ehost

        Build-Up

        66

        plant managers asking for their views about which re-

        ports to eliminate. Within hours, the new project man-

        ager was overwhelmed and confused: Some of the cor-

        porate executives balked at her requests because this was

        the fi rst they’d even heard of the project; others said they

        needed more details about the problem before they could

        respond; and still others sent long lists of required re-

        ports. The plant managers, too, came back with an odd

        mix of questions and requests. So instead of getting off

        to a fast start, the project manager stirred up resistance,

        created extra work for herself and others, and ended up

        with a pile of information that wasn’t very useful.

        It’s not as diffi cult as you might think to avoid a situ-

        ation like this. Here are three simple steps you can take

        to get your priorities right before you set your project in

        motion:

        1. Clarify the assignment

        Do not start any activities until your stakeholders have

        blessed your charter. You can easily spin your wheels

        on all sorts of misguided tasks if you’re not clear on the

        overall objectives of the project and how success will be

        measured (what); the business context for it (why); the

        resources available (who); the timing (when); and any

        key constraints or interdependencies (how). Though it

        would be nice if your boss or project sponsor had sorted

        out these issues before giving you the assignment, the

        reality is that most projects are not commissioned with

        this level of specifi city and clarity—so it will be up to you

        to get it. In the example above, if the project manager

        had done this before sending e-mails, she would have

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        Setting Priorities Before Starting Your Project

        67

        discovered that the head of manufacturing had talked

        only in general terms to the other corporate functional

        leaders about the data-overload problem—and had not

        told them he was starting a specifi c project with a defi ned

        goal and timetable.

        2. Organize your troops

        Once you’ve fi gured out what needs to be accomplished

        and recruited team members, get people engaged quickly

        so they feel ownership of the project. Ask for their reac-

        tions to the charter and their experiences regarding the

        issues, and treat them as partners rather than tempo-

        rary subordinates. Work with them to develop a “modus

        operandi” for your team—how often you will meet, how

        you will communicate with one another, when you will

        review progress with the sponsor, and so on. If you don’t

        get organized from the beginning, you’ll waste time later

        chasing down people, coordinating calendars, and re-

        peating key messages.

        The same goes for identifying and reaching out to

        stakeholders. Have your team help you create a “map”

        of the people who will be affected in some way by the

        project. Sketch out how they relate to one another and

        to the project—and then do a political analysis of the

        key players. Which individuals or groups will be sup-

        portive and enthusiastic about your project? Which

        ones might be anxious or even resistant? Who will

        need to be won over or given special attention? Such

        analysis would have revealed to the project manager

        in our manufacturing example that some (or all) of

        the corporate functional leaders—who would have to

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        Build-Up

        68

        SAMPLE CHARTER FOR DATA-STREAMLINING PROJECT

        What: Reduce corporate’s requests for data from

        plants by 50%—and free up at least four hours per

        week for the plant managers and staff .

        Why: The plants need to focus on increasing

        equipment utilization while managing a greater mix

        of products. This means spending more time plan-

        ning and leading and less time reporting. Currently,

        every corporate function is asking for information

        from the plants—often the same information in dif-

        ferent forms at diff erent times.

        Who: The project manager will recruit team

        members from plant operations, corporate fi nance,

        quality assurance, and human resources. Others

        may be called upon as necessary. All members will

        change their way of collecting data to comply with her

        requests—would not be supportive of her project and

        may in fact be hostile. And with that insight, she might

        have approached them differently.

        3. Pull your project plan together

        You’re now ready to develop a project plan, or at least a

        good working draft, given what you know about your ob-

        jectives and your stakeholders. Conduct a brainstorming

        session with your team to identify all the activities that

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        Setting Priorities Before Starting Your Project

        69

        be part-time but may have to dedicate 25% of their

        time to this eff ort.

        When: The project should commence immediately.

        Develop an inventory of current reporting require-

        ments within 30 days and recommendations for

        consolidation and streamlining within 60 days.

        Start eliminating redundant reports within 90 days.

        Complete implementation within 120 days.

        How: The corporate functions must reach consen-

        sus about which common data requests can be met

        with existing systems and standardized reports.

        Data requests that are unique for particular plants

        should be exceptions, not the rule, and should

        involve minimal customization.

        might be required to complete the project—including

        data collection, completion of “quick wins,” stakeholder

        meetings, and presentations. Encourage your team to

        be creative and not to worry at this point about timing.

        Write each item on a sticky note, and post the notes on

        the wall.

        Once all the activities are up there, organize them

        into categories and put the groupings in sequence.

        Some of the categories will “run” in parallel and rep-

        resent separate (but probably related) work streams.

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        Build-Up

        70

        The notes on the wall, taken together, represent your

        project plan.

        Now take a hard look at that total picture. Give each

        team member 100 “units” to allocate to the various activi-

        ties (without discussion); ask them to pay close attention

        to which ones must be done successfully to achieve the

        project’s objectives. Then compare the allocations and

        see which activities are considered critical as opposed to

        “nice to do.” This should lead you to the tough discussion

        of which ones to drop or delay so the highest priorities

        will get the focus and the resources they require. After

        you’ve completed this exercise, go back to the overall

        project plan and make the necessary adjustments: Re-

        move the low-value steps, and load the high-value ones

        for success.

        Clearly, it’s counterproductive to get things moving

        without prioritizing tasks. But controlling the all-too-

        natural impulse to jump the gun only at the beginning

        of your project is not suffi cient. New opportunities, is-

        sues, ideas, and threats will continue to materialize, as

        will new steps and work streams—often without anyone

        understanding how these items even made their way

        onto the table. You’ll need to keep setting and resetting

        priorities to make sure you and your people are always

        on target. To do this, bring your team together at least

        once a month to step back and reassess the project plan.

        At each of these meetings, ask your team two questions:

        First, “Has anything changed that should make us re-

        think our priorities?” And second, “If we were just given

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        Setting Priorities Before Starting Your Project

        71

        this assignment now, would we approach it differently?”

        This will help you keep your priorities clear—and your

        project on track.

        Ron Ashkenas is a senior partner at Schaffer Consulting

        in Stamford, Connecticut, and the author of Simply Ef-

        fective: How to Cut Through Complexity in Your Organi-

        zation and Get Things Done (Harvard Business Review

        Press, 2009). He is a regular blogger for hbr.org.

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        How Does it Enhance Teamwork and Cooperation?

        By maintaining the same team across multiple matches, the 'Persistent Matches' system in Black Ops 7 fosters a sense of camaraderie and teamwork among players. When you play with the same group of teammates repeatedly, you develop a better understanding of each other's playstyles, strengths, and weaknesses. This allows you to strategize more effectively, coordinate your actions, and work together seamlessly to achieve victory.

        Moreover, the 'Persistent Matches' system encourages players to form lasting bonds with their teammates. As you continue to play together and build rapport, you develop a sense of loyalty and camaraderie that goes beyond a single gaming session. This promotes a positive and inclusive gaming community where players support and uplift each other, creating a more welcoming and collaborative environment for all.

        The Benefits of 'Persistent Matches'

        Improved Communication: Playing with the same team consistently helps you develop a shared language and communication style, making it easier to coordinate your movements and strategies in-game.

        Enhanced Strategy: Understanding your teammates’ strengths and weaknesses allows you to develop more effective tactics and adapt your playstyle to complement each other.

        Greater Immersion: Sharing victories and defeats with the same group of players creates a deeper, more engaging gameplay experience.

        Team Bonding: The Persistent Matches system encourages friendships and camaraderie, fostering a positive and supportive multiplayer community.

        Call of Duty: Black Ops 7’s Persistent Matches system is a significant innovation for online multiplayer gaming. By allowing players to maintain the same team across multiple matches, it emphasizes teamwork, communication, and cooperation. Even in sessions that include a BO7 Bot Lobby, this system promotes strategy, camaraderie, and community, resulting in a more enjoyable and fulfilling experience for all players.U4GM brings you custom lobbies in Black Ops 7 packed with bots for easy kills, XP, and unlocks.

          Platinum Essays