2.Describe a SWOT analysis. Perform a SWOT analysis of your place of employment providing at least
two key areas for strengths, weaknesses, opportunities, and threats.
A SWOT analysis is tool that is used to measure various internal and external parts of a business;
identifying the strengths, weaknesses, opportunities, and threats a business may have, or may be facing
(Kinicki and Williams, 2016). When a management team is completing a SWOT analysis, all components
of the business should be identified, factors such as the budget, staff, organizational structure,
measurable outcomes in regards to the competition, and various other factors (Kinicki and Williams,
2016). The management team should have the information needed to categorize which facet these
factors should be placed in. Once identified, the management team can then utilize the analysis to build
a strategic plan.
First, when analyzing the agency I have been employed by for fourteen (14) years; the Arkansas
Department of Corrections, this is a very large agency that employees thousands of people that are
responsible for various aspects of corrections. There are 17 units, and all of them implement protocol
and procedures differently, due to the various style leadership styles. Let me explain, the organizational
leadership, or in correctional terminology; the chain of command consists of a Board of Corrections,
Secretary of the Department, a Director, five (5) Deputy Directors, two (2) Assistant Deputy Directors,
multiple Superintendents and Wardens, multiple Administrators, and over a thousand security and
administrative staff. Those listed, are responsible for making several hundred decisions per week; the
control is only taken when an error or incident occurs.
Secondly, the department is not managed in a structured and uniformed way; staff that has been
employed for forty years, implement internal procedures vastly different than an employee that has
been employed for ten years. Due to these facts, this component could fall under a strength or
weakness; if a group of current staff was to take a vote, the outcome of opinion would more than likely
fall equal if measured. Living in the south certainly has its perks; however, the good old boy system is
still in full effect. In my opinion, this is one of the department’s weaknesses, all units should practice the
same protocols, and be held accountable for all decisions implemented that do not represent the
mission statement. The agency’s mission statement reads, “The Mission of the Arkansas Department of
Correction is to provide public safety by carrying out the mandate of the courts; provide a safe, humane
environment for staff and inmates; strengthen the work ethic through teaching of good habits; and
provide opportunities for staff and inmates to improve spiritually, mentally, and physically (Arkansas
Department of Corrections, 2020)”. In my experience, as an Administrator of Reentry and Juvenile
programming, some upper level management believe that strengthening the work ethic, holds a vast
priority over providing opportunity for those about to be released. Many times I have been told that the
management makes decisions through the spirit of the policy; however, in my opinion, we have a
mission and vision statement in place, to allow various incentives and efficient approaches; with the end
goal being to release good neighbors back into society. Furthermore, in following the SWOT process,
the strengths of the agency in my opinion, the agency is currently going through a transformation
period. Before January 2020, the Department of Corrections, Community Corrections, Parole Board, and
Jail Alliance, were all separate entities with their own directors that fell under one board; to say the
least, the agencies did not play well together. Committees were formed to provide ideas and became
the strategic planning team. I am a part of this committee; the strengths are allowing the budget of
multiple agencies to be cross-shared. When the fiscal year ended, money from the budget that was
allocated to certain area was left over; employees would put in requisitions for frivolous merchandise
that was not needed, while other criminal justice agencies were barely scraping by. The Department’s
vision statement promises cost-efficiency; a combined budget, is a strength the department can now
utilize and represents the vision statement, “The Vision of the Arkansas Department of Correction is to
be an honorable and professional organization through ethical and innovative leadership at all levels,
providing cost-efficient, superior correctional services that return productive people to the community
(Arkansas Department of Corrections, 2020, p.1)”. Furthermore, another strength of the agency that
replicates the vision; is placing innovative people in leadership rolls throughout the department. The
Secretary of the DOC, understood that change does not come easily; while strategically planning for the
merge, she placed certain employees under her direct supervision, ensuring these key people, such as
myself; were effectively able to maneuver and implement the changes needed to effectively serve the
population and staff throughout the department.
Next, the department’s weaknesses in my opinion; implementation of procedures within various units
that do not replicate the mission; as described in the last paragraph, and the culture of the agency.
Sometimes, it is in the best interest of an agency; for employees that have been around for multiple
decades to retire. The State of Arkansas, allows employees to retire and return in the same position
they retired in. This is a great incentive for those retiring; however, double-dipping is draining the
retirement funds that they did not contribute to; effecting current employees that are now contributory,
in addition to making the implementation of evolving practices very difficult. An employee that has
been around for multiple decades are often set in their ways; in my experience, those that are not onboarding the changes needed, or evolving with the times, are not held to a high standard or
accountable. It seems as if these employees have an alliance and loyalty from those within the
leadership realm. These employees feel as if they are untouchable, and make the implementation of
procedural change, take years to implement, not weeks.
Thirdly, the agency provides a wealth of opportunity internally and externally; the turn-over rate for
correctional staff is extremely high. If an employee wishes to promote internally, the opportunity is
there is the employee is willing to re-locate to various areas of the state. Furthermore, those that hold
positions that are rare; such as administrators, coordinators, mental health staff, and various other
titles, the opportunity to gain experience, and promote within another state agency or foundation is
very probable. A state employee has a greater chance of being chosen by another department within
the state if they already have their foot in the door and experience. Externally, this is a great incentive
for state employees.
Lastly, in my opinion, the threat category can be summed up with employee turn-over rate and federal
take-over. Every unit across the state is short officers; some of the maximum security sites are down
forty (40) to ninety (90) officers. The department has a very bad reputation for the way the security
staff is treated, which in return is another threat; the department is now employing living breathing
bodies; not valuable or efficient employees. This not only hurts the agencies external reputation, but
also hurts the agency internally; veteran staff begin looking else-ware due to the work environment, the
un-safeness of environment, and the culture the new adolescent staff bring. The Department of Justice,
has directed a procedural change in regards to punitive and isolative measures; the entire United States
has begun decreasing their statistical number of incarcerated individuals they are assigning to solitary
confinement, except Arkansas (Whites-Koditschek, 2015). The Department Secretary, has warned the
leaders managing the units on several occasions of the statistics, and noted if they do not re-evaluate
their approach, the department could go under a federal review and take-over.
In conclusion, when initiating and completing a SWAT analysis; several officials, administrators, and lowlevel managers are vital for the strategic planning process. All ideas should be heard, and the most
effective plan should be initiated and implemented once all verified information is received.
Furthermore, once implemented, accountability is key and vital for success.
Resources
Arkansas Department of Corrections (2020). ADC Mission, Vision, Core Values and Goals. State of
Arkansas.
Kinicki, A. & Williams, B. K. (2016). Management: A practical introduction (7th ed.). New York, NY:
McGraw-Hill/Irwin.
Whites-Koditschek, S. (2015). Arkansas Hold Highest Percentage of Inmates in Isolation Nationwide.
University of Arkansas-Little Rock News and Culture for Arkansas.
3. What are the steps to decision-making and four general decision-making styles? Describe a situation
how you have applied the steps in rational decision-making.
There are several ways to handle conflicts and the way in which the decision-makers can approach
conflict resolution and decision making. First, I have always told my children and subordinates to never
make a decision about something when they are mad; nearly every time I have made a decision when I
was mad, I ended up being regretful.
First, a decision-maker must identify few components, followed by asking oneself a few questions. The
steps in making a decision are; first, gathering all the information of the conflict or question, then
applying critical thinking to the resolution; ensuring the best answer is compiled before finalizing the
decision, and then implementation of the final decision (Kinicki and Williams, 2016).
The four general decision making styles are direct, analytical, conceptual, and behavioral (Kinicki and
Williams, 2016). One important component of decision making that is vital, is ensuring the decision is
rational, and not based off of emotion.
After reviewing the varied approaches to decision-making, I would have to say that I utilize a direct and
analytical approach. One study suggests that intuitive decision-making, is the most effective approach
of decision-making when dealing with subordinates (Remenova and Jankelova, 2019), and I also believe
that my decision-making approach includes an intuitive approach as well.
In my experience, I was promoted to replicate a reentry program that I developed within a correctional
unit, at thirteen more units. I had an extremely hard time in gaining the buy-in from those that were
responsible for the units, the Wardens. I continued to have major conflicts; every time II would return
to audit and measure the effectiveness of the program, nothing was happening. At first, I let my
emotions lead me, I was angry all the time, and that anger soon led to stress. I began making decision
based on the need to have these Warden’s held accountable, they would not make the changes needed
that I had continued to ask for. Finally, after one meeting after another with the agency director; I
finally came to realize that the immediate changes that I wanted, could not be implemented that
quickly, and that I would have my work cut out in regards to gaining their buy-in. After I realized this, I
changed my approach, brain-storming a long-term resolution, and not an immediate resolution. I found
that including them; showing them they are a part of the change, and not the change; I was gaining a
more effective stance with them. I had to provide statistics and preliminary numbers; communication
was key. Today, making the decision to work with these nay-sayers, instead of directing corrective
action, has made the process less stressful and has assisted with evolving from a once stand-still.
Statistics show, team empowerment in decision-making is a powerful initiative; allowing others to feel
as if they are a part of something larger than the day-to-day tasks, in addition to changing their behavior
and attitude about certain things (Barnard, 1999).
Resources
Barnard, J. (1999). The Empowerment of Problem-solving Teams: is it an effective management tool?
Journal of Applied Management Studies, 8(1), 73.
Remenova, K., & Jankelova, N. (2019). How Successfully Can Decision-Making Style Predict the
Orientation toward Well- or Ill-Structured Decision-Making Problems. Journal of Competitiveness, 1, 99–
115. https://doi-org.bethelu.idm.oclc.org/10.7441/joc.2019.01.07
4. Review the seven rules for brainstorming. Select three of the rules and discuss how you have applied
these rules and concepts.
Three of the seven rules I chose for brainstorming are, deferring judgement, building on the ideas of
others, and one conversation at a time (Kinicki and Williams, 2016).
First, in regards to deferring judgement; when I first started the reentry initiative in the correctional
facilities, all I received was judgement. It was very hard and stressful, and I often returned home every
night feeling discouraged, anxious and detached. Furthermore, I was tired of hearing statements such
as, that’s the way it has always been, that is ridiculous, you’re babying these convicts, and the list of
negativity goes on. The pendulum varies from treatment to punishment from state to state; in the
south we were all about some punishments for those that were sentenced for a social abnormality.
Furthermore, in experiencing judgement from my co-workers, I decided that I would never want to
make anyone feel less that worthy, or that their ideas were idealistic. If one person is brainstorming,
there is only one set of ideas, if more than one person is brainstorming several great ideas are brought
to the table that can be implemented.
Next, building on the ideas of others is a pro-active approach to having an effective program. When
implementing the reentry initiative, I was not a subject matter expert; I relied on evidence-based
curriculum, and then built on the evidence-based approach by gathering ideas from incarceratedindividuals that had been incarcerated more than once. In doing this, I was able to continue to build a
program that was not a one size fit all approach; allowing me to add several components that were
valuable to groups of incarcerated people with cognitive behavior errors.
Lastly, initiating one conversation at a time is very valuable for multiple reasons. When multiple people
begin talking or arguing, not only is this ineffective time management, as nothing is resolved or focused
on, but the goal is not reached due to ineffective listening. If someone is asked their opinion, it is a
courtesy to hear them out (Kinicki and Williams, 2016); usually a new perception is gained that was
never reviewed or thought of, and the speaker feels valued and heard.
In conclusion, diversity is key when brainstorming; in addition to providing a multi-faceted approach to
idea building, varied people bring various wisdom and experience (Kavadias and Sommer, 2009).
Furthermore, the approach known as the Osborne’s guideline to brainstorming, depicts group
brainstorming as the most valuable type of idea generating; allowing enthusiastic thinking that is fun
and allows some of the best thinking to surface (Kalargiros, Xin Geng, and Pittz, 2019).
References
Kalargiros, M., Xin Geng, & Pittz, T. G. (2019). A Revival of Osborn’s Original Propositions: The Role of
Inspirational Facilitation in Divergent Thinking Effectiveness. Journal of Managerial Issues, 31(2), 151–
171.
Kinicki, A. & Williams, B. K. (2016). Management: A practical introduction (7th ed.). New York, NY:
McGraw-Hill/Irwin.
Kavadias, S., & Sommer, S. C. (2009). The Effects of Problem Structure and Team Diversity on
Brainstorming Effectiveness. Management Science, 55(12), 1899–1913. https://doiorg.bethelu.idm.oclc.org/10.1287/mnsc.1090.1079
Philip, I enjoyed your discussion topic, you highlighted some great points regarding management, and
how important perception can be for someone in a supervisory realm. You mentioned the importance
of how someone is perceived by upper management and subordinates; this statement is certainly multifaceted; in my experience, it seems in some professions there is a popularity vote amongst groups,
sometimes a supervisor can initiate procedures by the book, and the interdisciplinary staff and
subordinates have a negative still have a perception; some do not wish to be held accountable for
ineffectiveness. There are other supervisors that initiate little to no direction regarding company policy,
and this style of supervisor will often receive an employee of the year award. In my opinion, perception
is in the eye of the holder, and the way in which the agency or company is managed.
Next, I completely agree with you in regards to the engagement of employees; I do not believe a
supervisor that is un-approachable or rarely present for their employees is effective. Engagement and
presence is a huge and valuable part of management; demonstrating dependability, priority, and
diligence.
Lastly, again I agree with your findings in regards to having trustworthy and motivated staff. An
effective supervisor will motivate their people to be the best they can be; providing a positive work
environment that is conducive of learning and future promotion. I believe in training those that work
under my supervision, allowing them to have the knowledge and experience to replace me one day.
Time and time again, I have worked under management that is negative, and thrives on threating
employees with their employment on a day-to-day basis. In my opinion, the correctional realm is one of
the most stressful environments for employees; not because of the inmate population, but those that
are in leadership roles. I have always said, corrections is the only profession you can clock in and then
wonder if you will still be employed when you leave. I cannot speak for all law enforcement agencies,
but it seems everyone is replaceable within the agency I am employed by; unless an employee is a part
of the cliché groups, then it seems they are untouchable.
Phillip, I look forward to reviewing more of your discussion topics; you give great detail and provide
great information every week. Best of luck on unit 5 and all future endeavors!
Thomas, great discussion reply! I was totally engaged when I opened your reply, and viewed your
statement regarding the varied perception of multiple people. You stated one might view a supervisor
taking a break as lazy, while the other may recognize the break as needed; this is a very true statement,
and probably happens more than we realize. Furthermore, providing an example of the preacher
coming out of a liquor store with a brown bag; that was a powerful description of how perceptions can
initiate positive or negative feelings; all perceptions and feelings of others, lead to an opinion being
formed by others.
Next, your idea of a positive perception is on point! You mentioned that you are of service to the
people, and that you would not jeopardize your reputation by doing things that are considered evil, or
frowned upon in the workplace; one being, having a member of the opposite sex in your office with
door closed; Thomas, I think you’re ready to teach a class on ethics and integrity; again you are on point,
this type of conduct also promotes an evil perception. Many individuals in a supervisory or leadership
realm could care less about those perception, as it benefits them. I could write a book on perceptions
and the dos and don’ts, but this is only a short reply.
Lastly, I love your conclusion regarding assisting others that fell under your supervision; it is about team
work. Supervisors should be willing to get in there and assist when needed; it all goes back to that age
old saying, don’t expect your people to do something you are not willing to do. Great read, and I look
forward to reviewing next week’s discussion topic. Good Luck!
What is human resource management, its purpose, and describe the three concepts important to it?
A company’s employees are the most valuable resource they can obtain and sustain; that is if the
employees being chosen are ethical, experienced, pleasant, and motivated. The Human Resource
management must be efficient in the screening of applicants; ensuring they are a good fit for the
position and the company; this is their priority, but not their sole purpose or responsibility (Kinicki and
Williams, 2016). The human resource department has other priorities that are more prevalent to the
employee; being paid their earnings, insurance benefits, and the management and entry of approved
time off, ensuring fair labor laws are followed, employee evaluation, worker’s comp liaison, and much
more (Kinicki and Williams, 2016). There are three concepts that are important to human resource
management; they are described as human capital, knowledgeable employees, and social capital (Kinicki
and Williams, 2016).
First, human capital; employees are the number one asset to a company, these are the laborers, and the
resource that is vital in sustaining the good-nature of the business and the money flow. Human
resource managers are responsible for identifying skilled applicants that will be beneficial to the
company, and a good fit for not only the organization and management staff, but also the culture of the
other employees (Hollenbeck and Jamieson, 2015). Furthermore, through the utilization of knowledge
and experience; employees are the first-line staff that is responsible for production, inventory, customer
service, and all other vital procedures that ensure a functional organizations.
Next, knowledgeable human resource managers are just as vital as knowledgeable employees. The HR
department should utilize a uniformed assessment and procedure to employ competent employees
(Kinicki and Williams, 2016). The HR managers should have the knowledge to identify exactly what the
needs of the organization are in regards to the education, experience, and competency of applicants;
this could include labor experience, sales, customer service, engineering etc. (Kinicki and Williams,
2016).
Lastly, social capital is important in regards to the socialism between the employees and the
management team. Social capital is grouping the right employees together with an accountable
management for the best outcome of the organization; these groups may be very diverse, however
through the utilization of planned socialism, a positive measurable outcome can be initiated (Ströbele
and Wentges, 2018).
In conclusion, the human resource department has a vital responsibility in regards to hiring effective and
competent employees; if the human resource management guideline was not strategic, a rise and fall of
an organization can become very prevalent rapidly. Employees are an organizations priority and most
valuable asset; finding and hiring a trustworthy and competent employee, that will stick around during
hard economic times, or a conflicted environment is very hard during this era, and will continue to
become increasingly hard to find and sustain. All employees, including the management team should be
willing to complete advanced training, to include interpersonal communication training.
Resources
HOLLENBECK, J. R., & JAMIESON, B. B. (2015). Human Capital, Social Capital, and Social Network
Analysis: Implications for Strategic Human Resource Management. Academy of Management
Perspectives, 29(3), 370–385. https://doi-org.bethelu.idm.oclc.org/10.5465/amp.2014.0140
Kinicki, A. & Williams, B. K. (2016). Management: A practical introduction (7th ed.). New York, NY:
McGraw-Hill/Irwin.
Ströbele, A., & Wentges, P. (2018). The Role of Organizational Social Capital in the Design of
Management Control Systems. Journal of Management Accounting Research, 30(2), 187–205.
https://doi-org.bethelu.idm.oclc.org/10.2308/jmar-52071
What is performance management and the four steps involved with it?
Describe orientation, training, and development.
If you were a consultant for your place of employment, what advice would you give to senior
management about improving the organization’s performance management culture, employee
orientation, training and development? If you are currently not employed, research an organization and
provide a recommendation.
After reviewing Chip Conley’s theories regarding the innovation and motivation of organizational
employees; in my opinion, every large organization, foundation, and agency could retain positive
measurable outcomes by implementing a positive and grateful work culture for their employees. Below,
I will describe why the Conley theories would be a pro-active approach to all organizations.
First, after further review of Chip Conley’s innovative and motivational theories, I found that Mr. Conley
implemented a program for new employees called Fresh Eyes; this program gathers the opinion of
employees after the first thirty (30) days of employment; allowing the employee to ask questions
regarding the company, and why they do the things the way do (Webber and LaBarre, 2001). What a
great concept, not only to communicate with new staff, but also ask their opinion of functionality, in
addition to allowing the new employee to express fresh and new ideas. In my experience, employees
are usually not asked to provide feedback, nor are they engaged about new ideas or opinions regarding
procedures that could be implemented in a better way. In communicating with employees this way, the
employee would feel like they were a part of the team, valuable to the organization, and motivated; as
they have a voice that is heard early into their new career (Kinicki and Williams, 2016).
Next, Mr. Conley has a very distinct description of innovation and how it works within organizations,
stating “Innovation can be a clerk who finds a way to make filing 20 percent more efficient. It's
important that we notice innovation, nurture it, and reward it (Webber and LaBarre, 2001, p. 1)”. In my
opinion, I feel it is very important to criticize in private and commend in public. However, it seems as if
the exact opposite is initiated in large organizations; many employees are belittled or criticized in front
of other co-workers, whereas those that have met goals and are considered an efficient employee,
rarely receive credit for a job well done in public or private.
Lastly, in my opinion, Maslow’s Hierarchy of Needs, is spot on in regards to what employees and people
in general need in order to have a sense of fulfillment and happiness. An employee wants to feel
important, validated, and appreciated in any facet within their personal or professional lives (Kellerman,
2014). In knowing this, when I promoted into my current position and became responsible for multiple
programs, I created an award and began giving them out on a month-to-month basis to employees
located around the state, in addition to sending out an email to all program employees, Wardens,
Deputy Wardens, and Directors; providing a description of why the employee was chosen. It has been
nearly four years since I began this incentive, and the employees still look forward to the awards every
month. A person that does not feel appreciated will not continue to be motivated or innovative as an
employee; they will simply drift by and become clock riders in most cases. Furthermore, when an
employee becomes disgruntled by the way they are treated; their negative feelings will spread like a
plague to other employees, and before the organizational management can blink; rumors, turn-over
rates, and hostile employees will increase quickly and drastically.
In conclusion, appreciation, concern, and passion goes along way with employees; there is no extra cost
to show employees that they are cared for, appreciated, and valued. In implementing this style of
culture, statistically I believe employee turn-over rates would drastically decrease and employee
satisfaction would sky rocket; the consequence being personal growth and development by the
employee (Kellerman, 2014).
Resources
Kellerman, A. (2014). The Satisfaction of Human Needs in Physical and Virtual Spaces. Professional
Geographer, 66(4), 538–546. https://doi-org.bethelu.idm.oclc.org/10.1080/00330124.2013.848760
Kinicki, A. & Williams, B. K. (2016). Management: A practical introduction (7th ed.). New York, NY:
McGraw-Hill/Irwin.
Webber, A. M. and LaBarre, P. (2001). The Innovation Conversation. Research Technology
Management, 08956308, September/October 2001, Vol. 44, Issue 5.
Phillip, I enjoyed reviewing your discussion topic in regards to Chip Conley’s methods of motivation
within an organization. I work within a large agency where multiple supervisors are present, so I believe
implementing the motivational method would be reachable within my organization. I can see where
implementation within a factory may be a little harder, but through accountability measures, I feel
supervisors would put a higher priority on employee satisfaction.
Secondly, I could not agree with you more in regards to employees being an organizations number one
asset, and agree with your statement that employees should never feel under-valued. Within my
organization, I feel the employees are feeling under-valued and unappreciated within several
institutions, the turn-over rate unfortunately depicts this. Furthermore, you mentioned a trickledown
effect; that is so true, an organization should ensure this effect is positive and not negative. All team
members of an organization should be on one page, however within large organizations the
communication is either lacking, or everyone is so busy within their own responsibilities a robust and
dynamic culture is never given a second thought.
Lastly, you mentioned that certain companies draw a certain consumer; I agree with this statement as
well. One chain that you did not mention is Chick-Fil-A; this organization not only draws a certain
consumer, but also draws a certain type of employee. Chick-Fil-A, holds a high standard for their
employees, but also motivates their employees through incentives. In my opinion, I can only imagine
that this is a top-notch organization to work for; within my perception, the organization is all about their
customers and is all about their employees equally.
It has been a pleasure reading your discussion topics over the last five weeks. I wish you the very best of
luck in all future endeavors.
Robert, you provided a great discussion topic with an amazing insight on Chip Conley’s motivational
method for organizations, and great insight on Maslow’s Hierarchy of Needs. I agree that a paycheck is
a great motivator of employees, and managers can really inspire and drive their workforce by initiating
motivation and appreciation. I was really inspired by your discussion when you covered individual’s
willingness to take any job to survive, but followed up that statement by covering the need for people to
feel a purpose within a company. I could not agree with that statement more, people gain satisfaction
by feeling needed; that feeling is needed in one’s personal and professional life.
Furthermore, I agree with you in regards to Chip Conley’s theory in grouping employees together, and
initiating a bond. Many years ago, I did not feel like I belonged in my current profession; there were
many clicks/groups within my organization; however, I toughed it out the best way I could and moved
up the ladder. Today, through the relationships I have made over the years, I finally feel like I belong to
the small group of management within my organization; it is a totally different feeling, and I have
identified my purpose.
Lastly, I also agree with you in regards to Conley’s innovative idea of creating a unique environment for
his customer base and staff. If an organizational CEO or management team takes their time, and
strategically plans for success of all facets of the business; I believe the barriers would be minimal, and
the return of investment would continue to increase as long as the need never decreased. The people
within the organization are the vital nucleus to a thriving organization.
I have really enjoyed reviewing your discussion topics over the last four weeks, and I wish you the best
of luck on all future courses!
Describe the five job attributes of the job characteristics model.
Explain the equity, expectancy, and goal-setting theories.
What is motivation and how does it work? Discuss nonmonetary ways of motivating employees.
If you were a consultant for your place of employment, what advice would you give to senior
management about improving motivation efforts using nonmonetary methods? If you are currently not
employed, research an organization and provide a recommendation.