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
2
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
3
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
4
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
5
(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.
- 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)
- Citations for each of the evidence-based practice (EBP) interventions included in your plan
- 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 .
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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
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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.
