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Reinventing the California State Military Reserve

Reinventing the California State Military Reserve

Joseph von Sauers | 2016

Abstract

The California State Military Reserve (CSMR) is the official State Defense Force (SDF) for California. California is one of twenty two states plus Puerto Rico which has an SDF. The SDFs are under the control of state governments, and in California, the governor is the CMSR’s Commander. SDF’s are the modern successors to the militias, those “citizen soldiers” who fought in America’s wars since before the revolutionary war. Similar to other SDFs, the CSMR is not considered to be a part of the U.S. federal armed forces. Hence, while the CSMR is part of the California State Military Department, together with the National Guard, the CSMR is not part of the National Guard and cannot be federalized with it. In contrast to the California National Guard, which has dual State and Federal missions, the CSMR is not expected to be prepared to deploy outside the state as a warfighting force. Therefore, the CSMR mission is twofold. First, it is assigned to support the National Guard in both the Guard’s state and federal missions. Second, it has state specific missions. These missions include State Civil Affairs (including Emergency Management, Civilian-Military Liaison Officer (LNO), and Search and Rescue), State Military Police (SMP) and medical, legal and chaplain support. CSMR soldiers include both those with prior military experience as well as those who have no prior service. While the CSMR has significant potential, it also faces significant challenges. Chief among them is the lack of financial support for CSMR operations, training and pay. There are also issues related to organizational design, structure, mission, leader development, culture, learning, recruitment, regulatory support, strategic planning, and political dimensions which have significantly impacted the CSMR’s ability to be a more fully effective component of the California Military Department. Hence, the focus of this project is to analyze the above issues and associated problems and to propose comprehensive solutions.

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The Seventh Dimension of Leadership

The Seventh Dimension of Leadership

Kathy E. Williams | 2016

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The Seventh Dimension of Leadershipis a documentary, a guidebook, and a leadership manual to explore the journey of 21^stcentury leadership. The project uses the woman at the well from the Gospel of St. John, Chapter 4 and her seven relationships of five husbands, a live-in, and Jesus Christ overlaid to the seven dispensations of time – innocence, conscience, authority, promise, law, grace, and sovereign reign. Using her life journey from a traditional upbringing through drug addiction and dropping out of high school, continuing through the saga of single parenting and dealing with poverty, K. Williams offers a road map for others to trace the roots of their own development in leadership. Each chapter includes an application section that speaks as the consultant and executive coach to activate the content into the reader’s organization.

The project includes sections between each chapter titled “Reading Between the Lines” that contain in-depth stories from the author’s experiences. One such story includes a story of the author’s then 8-year old daughter questioning her mother’s feeling about having biracial children. Another includes the story of the shooting of one of her sons with the admonition of “Walk wobbly if you need to, but keep walking.” Other sections address micromanagement, more commonly known as control freaks (and how to be healed from that plague) and the arrival at sovereign reign as the seventh dimension of leadership. The entire project is written toward the perspective of being a leader who is Christian and mastering “love with no agenda.” In our multicultural, global world of the 21^stcentury, this project offers effective tools for truly operating as ambassadors of Christ.

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Disruptive Leadership: Apple and the Technology of Caring Deeply

Disruptive Leadership: Apple and the Technology of Caring Deeply – Nine Keys to Organizational Excellence and Global Impact

Richard Kao | 2016

Abstract

Disruptive leadership is a topic generating intense interest. Companies all over the world are trying to upend their industry through innovative products or services. Becoming a disruptive organization however, is easier said than done. Even more difficult is being a company that continually disrupts. Is it possible to discern a code for how companies can achieve this? In this book, a disruptive leadership framework is proposed in whichcaring deeplyis placed at the center of the model. By turning care into a focal point, a triphasic model is proposed that moves from the personal realm (individual), to the corporate arena (organizational), and then to the global stage (impact). Nine keys are identified along this path for how companies can realize organization excellence. Whilecaremay seem like a soft concept in the rough and tumble world of business, it is argued how it is actually an inspired manner for providing direction, structure, and know-how that leads to powerful outcomes. Apple is profiled as a leading example of leveraging what is termed the technology of caring deeply. Other companies, such as Nike, IKEA, Zappos, Starbucks are also profiled. Finally, a leadership canvas is provided to help activate the lessons shared in the book.

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Leading Strategic Change: The Application of Strategic Influence

Leading Strategic Change: The Application of Strategic Influence

Timothy S. McWilliams | 2016

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Today’s rapidly changing, hypercompetitive, and increasingly globalized strategic environment is filled with competing ideas and interests that divide people, lead to conflict, and create significant challenges for nations and organizations alike. These competing ideas not only create obstacles to success in the external environment, but also create dissention and division within. Amid this environment, governments and organizations often expend considerable resources attempting to shape public opinion, cultivate support across diverse audiences, or influence the thinking or behaviors of others. Unfortunately, many of these efforts miss their mark because their strategic communication efforts lack holistic, long-term direction, credibility, or even power. There are number of reasons for this, but they essentially come down to the failure of strategic leaders to: (1) understand the complex dynamics that exists within the arena of ideas that is part of today’s strategic environment; (2) demonstrate leadership; and (3) communicate strategically.

This book is about the effective application of strategic influence to create strategic change—both in the external strategic environment and internally in the form of organizational culture and climate change. Strategic influence is the ability to influence the attitudes, values, beliefs, and behaviors of multiple differing audiences in the strategic environment simultaneously to achieve long-term strategic goals. It is the product of effective strategic leadership rooted in legitimate power and authority, and is manifested in both strategic actions that focus on strategy implementation and strategic communication that focuses on conveying specific messages to different target audiences. This book is unique because it not only explains the symbiotic relationship between strategic leadership and strategic communication required to produce effective influence, but also demonstrates how to leverage this symbiotic relationship to affect strategic change to address an important issue in every organization or institution—ethical change.

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Exploring the Electronic Health Record, Interoperability and Patient Engagement: The App Solution

Exploring the Electronic Health Record, Interoperability and Patient Engagement: The App Solution

Stephanie Morish | 2016

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The healthcare industry in the United States is considered broken based upon published reports which rank the United States healthcare system last compared to other industrialized nations (Commonwealth Fund, 2014). The ranking of 8^th(The Commonwealth Fund) has government agencies (The Department of Health and Human Services, through the Centers for Medicare and Medicaid Services-CMS) and healthcare organizations scrambling to address cost, decrease waste and utilization while remaining viable entities in their communities. The facts state 31% of primary care physician’s (PCP’s) in the U.S are able to receive routine notifications electronically of a patient encounter in the hospital setting, although the use of electronic health records has increased from 10% in 2012 to 69% in 2015 (Health IT Dashboard).

The issues around the lack of effective communication are rooted in understanding the internal and external culture and subcultures that inhibits organizational goals in healthcare institutions nationally. The American Hospital Association reports approximately, “100,000 people die annually in hospitals from medical errors—and 1 out of every 370 people admitted to a hospital dies due to medical errors”. These numbers also state that hospitals are becoming very dangerous environments, where there is vulnerability and the absence of detail (Houle and Fleece, 2012).

A major contributing factor associated with the aforementioned statistics is receiving medical histories and relevant facts with the details that are buried in electronic folders within the electronic health records (EHR). Most EHR’s inhibit the ability to make effective care decisions timely, and in the case of the transient patient—the correct past medical history is absent and therefore inhibits proper care management. The U.S. is respected internationally for initiating the best trauma services, but weak providing concurrent care (continued care post trauma care) contributing to low quality scores. Within the healthcare arena, emergent care is supported in most cases by an assigned hospitalist physician whose potential practice patterns are absent of co-management by the PCP (who has the best knowledge of the hospitalized patient). Another factor is increasing hospital length of stay (LOS) with physicians waiting on pertinent health details that could impact the treatment plan and prevent hospital-borne (nosocomial) infections and sentinel (adverse) events that contribute to readmissions.

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The Impact of Globalization, Culture and Ethics on the Leadership Development Process in the Global Consulting Industry of the Sub-Saharan Africa Culture

The Impact of Globalization, Culture and Ethics on the Leadership Development Process in the Global Consulting Industry of the Sub-Saharan Africa Culture

Taiwo Ojo | 2016

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This study examines the important role, globalization, values, and ethics played on the entire leadership development process in the global consulting industry of the Sub-Saharan Africa culture. The concept of organizational strategy and design, values, culture and ethics, strategic and global leadership, and other human sides of leadership development shall be critically examined. However, the resultant effect of globalization coupled with the dominant force of culture especially in the context of the Sub-Saharan Africa culture and how they affect the global consulting industry both in a profit (commercial business) and non-profit based entities with further recommendations for any future research are made. Furthermore, the two basic consulting tools that could bring about a positive improvement on the organization’s effectiveness and change the entire consulting landscape in this cultural cluster shall be deployed by the researcher. The consulting interventions are Organizational Culture Assessment Instrument (OCAI) and Strategic Team Review Action Tool (STRAT) which shall be administered in the two nations of Nigeria and Ghana, where relevant data are to be collected and collated using questionnaires and surveys to support this research and consulting reports shall be prepared. Lastly, the values and visions of a global consultant that want to operate effectively within the Sub-Saharan Africa culture are listed and explanations about the heart of the matter where some biblical perspectives are given.

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Three Cords of Apostolic Leadership

Three Cords of Apostolic Leadership

Amy Olson | 2016

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Inspire and challenge your ministry leaders and significantly improve the impact of your church administration with this thorough study of leadership and organizational development. This resource presents a realistic approach to help you build a team with powerful direction.

The Three Cords of Apostolic Leadershipaddresses three central aspects of church leadership:

The spiritual disciplines upon which apostolic leadership is built;
Leadership practices, with in-depth models of servant leadership and transformational leadership; and
Innovation, outreach, and team-building practices to improve the community aspect of your church.

Whether you’re new to church leadership or you’re looking to improve a long-standing institution, you will gain clarity in how to empower every aspect of your church. From its spiritual core to the outer community, your church will grow from the inside out.

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Wielding the SWORD of Leadership: Using the Paladin Approach© to Leadership Development

Wielding the SWORD of Leadership: Using the Paladin Approach© to Leadership Development

Thom Owens | 2016

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This course curriculum is an answer to a perceived gap in Christian leadership in business and is the culmination of three years of work at refining my knowledge, skills, and attitudes of what it means to be a Christian leader on a course to change the world. This curriculum, the leadership model it is based on, and the leadership development journey it represents, encapsulates that refinement and allows me to fulfill my purpose. Designed to develop Christian leaders, at all levels, to embrace their own unique purpose, this approach seeks to imbue the knowledge, skills, and attitudes of a spiritual warrior using a biblically-based leadership model known as the Paladin Approach© Leadership Model.

Knowing that God has a purpose for each of His children that include plans to prosper us and not harm us but to give us a hope and a future (Jeremiah 29:11) is not enough. We must develop the life infrastructure to carry the weight (responsibility) of that God-sized dream before we can take part in that plan. Between the God-sized dreams, the center of which is our purpose, and the solid foundation of Christ, lies the main beam of our character that keeps the support pillars of the structure, stewardship, worship, ownership, relationship and discipleship, in contact with the foundation of our lives – Jesus.

Using the Analyze, Design, Develop, Implement and Evaluate (ADDIE) Model, this seven-module course was created to highlight the knowledge, skills, and attitudes needed in those critical areas by students of the course. The final output for this project is the course curriculum for “Wielding the SWORD of Leadership” complete with a program of instruction, courseware including slides, instructor notes and evaluation sheets, and a student workbook. Students who complete this course are better able to embrace their role as Paladins – warriors for Christ and engage in the spiritual battle to develop as a leader as they fulfill their purpose through the integration of their faith in business.

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The Transformer in You

The Transformer in You

Lawrence Powell | 2016

Abstract

Leadership may involve many things, but it is primarily about influence. The power of influence is the standard of leadership in leading others toward achieving shared goals and turning visions into living realities. Leaders are not lone soldiers. They function in partnership with followers to make change happen. In the absence of capable followers, leaders are ineffective and destined to fail in their attempts to realize transformation. Today’s societal issues are complex and many. Even so, there is really nothing new under the sun. Since the rise of humanity history’s pages reveal that there has always been scores of problems to solve, hurdles to overcome and crises to manage. Repeatedly without exception, extraordinary men and women have risen to the occasion as leaders and faced each dilemma head on to initiate and implement significant change with favorable outcomes. Change is an inevitable part of life. Things change every day and all the time. Change may be welcomed or it may be resisted, but change will always occur in life and business. Exceptional leaders understand this well. These individuals are notably proactive rather than reactive. They anticipate change and respond accordingly leading the way to creating a preferred future. Inside every leader is the potential to conceive and create positive change. Often this capacity is overt, common among certain leaders and in constant display. However, sometimes its covert and simply needs to be stirred a bit to get the leader’s creative juices flowing. Whatever the case, there’s always room for improvement in every leader regardless of competence and experience. This manuscript is about the power of leadership to affect change in society, organizations and groups of every kind. It presents practical and critical insights for leaders who earnestly desire to improve their leadership skills and capacity. Some argue that individuals are born leaders. Others contend leaders are developed. Actually, it is correct to say prospective leaders are “born to be made” leaders. Hence, with this view in mind, this book is fundamentally about leader and leadership transformation.

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Coca-Cola, IBM, The Red Cross and The Salvation Army: Similarities and Dissimilarities in Risk Management Between For-profit and Non-profit International Organizations

Coca-Cola, IBM, The Red Cross and The Salvation Army: Similarities and Dissimilarities in Risk Management Between For-profit and Non-profit International Organizations

James Martyn Rickard | 2016

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Risk management styles and techniques vary from organization to organization and this manuscript will briefly touch upon differing techniques used by four major companies both non-profit and for-profit. The research criteria for this project consists of viewing four diverse organizations that have successfully been in existence for over one hundred years. Each organization is wide-ranging and international in scope in providing products and services to people without regard to their country of origin or their culture. Each company will be viewed from its historical basis, with the risk section of each company viewed in its relationship with other standard functional departments and how risk relates to each, as a total organizational body. The Key Performance Indicators (KPI’s) or Metrics will also be reviewed along with the presence and strength of any Succession Planning and Management programs within each organization. Also within this manuscript will be a definition and comparison of Risk Management versus Enterprise Risk Management (ERM) and the benefits and differences of each method. Each view of the various risk departments will follow the same format for ease of comparison during review and for further research.

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