Reply to Peer’s Discussion Question

I have to reply to 4 peer’s post. Please find the attachment of all 4 peers reply. Please compose reply for all 4 posts in the attached documents.I have also attached Grading Rubric and Requirement for Peer’s reply. Please compose post accordingly. We need to use Socratic Method to reply peers posts.Post should be limited to 1-2 decent size paragraph.
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Discussion Rubric
Your active participation in the discussion forums is essential to your overall success this term. Discussion questions are designed to help you make meaningful
connections between the course content and the larger concepts and goals of the course. These discussions offer you the opportunity to apply critical thinking to
your analysis and peer exchange of ideas
Requirements for Discussion Board Assignments
Students are required to post an original anchor post by Wednesday evening and then respond to 3 different peers on three separate days utilizing critical
thinking questions to enhance the dialogue. In essence you will be posting a minimum of nine posts each week.
For your initial post (1) you must:
• Compose a post of one to two paragraphs
• Complete the initial post by Wednesday at 11:59 PM EST of the module
week. Post needs to reflect APA formatting: Citations & references.
• Take into consideration material such as course content and other
discussion boards from the current module and previous modules, when
appropriate.
For your response posts you must:
• Reply to at least three different classmates outside of your own initial
post thread
• Complete posts by Sunday at 11:59 PM EST
• Demonstrate more depth and thought than simply stating “I agree” or
“You are wrong.” Apply Critical thinking methodology (Socratic
Methodology) to your questions.
Rubric
Critical Elements
Comprehension
Timeliness
Engagement
Critical Thinking
Writing
(Mechanics)
Exceptional
Develops an initial post with an
organized, clear point of view or idea
using rich and significant course
detail i.e. models/theories
Submits initial post on time and is
active in the threads at least five
different days.
Provides relevant and meaningful
responses to peers that includes
supporting theory
(6 plus Academic posts ) Reflecting
critical thinking, modeling the
Socratic principles of Socratic
Questions supported by course
theory
Draws insightful conclusions that are
thoroughly defended with evidence
and examples. Challenges peer ideas
in supportive ways to deepen the
dialogue and creates a virtual
learning community
Initial post and responses are easily
understood, clear, and concise using
Competent
Develops an initial post with a
point of view or idea using
appropriate detail and APA
citations
Submits initial post by Wednesday
and remaining posts on nonconsecutive days per guidelines
Provides relevant response posts
that model conversational
dialogue.
(4-6) Academic posts)
Developing
Develops an initial post with a
point of view or idea but without
any supporting research
Poor
Does not develop an initial
post with an organized point
of view or idea
Submits minimum required posts
that reflect required frequency
Submits initial posts all on one
day
Posts are all related to individual
perspectives without engaging
peers.
(1-3 Academic posts)
Provides response posts that
are generic with little
explanation or detail
(1-3 posts conversational in
nature)
Draws informed conclusions that
are justified with evidence of some
organization principles
Personal opinions without any
evidence of academic rigor
Does not draw logical
conclusions
Initial post and responses are
easily understood using proper
Initial post and responses are
understandable and do not
Initial post and responses are
not understandable and no
proper citation methods where
applicable with no errors in citations
Comments: Grades
A
citation methods where applicable
with few errors in citations
B
reflect evidence of APA protocol
C
Grades reflect Rivier University system A (94-100), A-(90-93), B (84-89), B- (80—83), C (74-79), and F (0-73)
evidence of any APA protocol
F
Peer 1 Response
When I was a college student back in my country, I worked in a team of students. We
were picking strawberries and blackberries during one summer season. The company
that I worked for was one of the best produce companies in my country with the great
reputation and good leadership. The produce company was one of the largest supplier
of the berries to the local supermarkets. The culture in this company compared to other
companies in the same field was phenomenal.
“Organizational culture is a system of shared assumptions, values, and beliefs
indicating what is appropriate and inappropriate behavior in a given organization.”
(Bauer, Erdogan; 2015).
According to the characteristics in our book our company had an innovative culture.
They used the latest agricultural technologies and very advanced machines. The culture
was also outcome – oriented. Employer’s knowledge and employee’s hard work leaded
to high harvest despite unpredictable weather conditions every year. I would say the
culture was people – oriented too, because in our free from work time we could rent a
bicycle at the rent shop, we could use a gym. Every weekend they organized parties for
us and we could visit a mini movie theater.
This strong culture had only positive influence on employees, because students
had desire to come back when the new season begins. I think it’s a success.
Agricultural business constantly depends on weather conditions and the amount of
seasonal workers. My company was facing changes on a regular basis. But the leaders
and managers were always ready for a change.
“Organizational change – is the movement of an organization from one state of affairs to
another. ” (Bauer, Erdogan; 2015).
The cycle of work was seasonal, and because of that, they had extra time to plan a
change and inform employees about the change. I didn’t observe any resistance from
the employees towards any changes, because it seemed that every detail of change
was planned ahead of the beginning of the season, all the employees were informed
and they knew that the change was for the better and it was necessary. The company
had a long history of successful changes, so the employees didn’t feel any uncertainty.
Peer 2 Response
Organizational culture refers to a system of shared assumptions, values, and beliefs
that indicate what is appropriate and inappropriate behavior within a given organization
(Bauer and Erdogan 2015).
My previous workplace (educational institute) was in an expensive area, which made
the rent expensive for the company. We had to generate enough sales to cover our
company’s costs. Our CEO always came up with several learning packages which
allowed for multiple options for customers to choose from. I would describe the
company culture as outcome-oriented. The OCP framework describes outcomeoriented cultures as those that emphasize achievement, results, and action as important
values. Outcome-oriented cultures hold employees as well as managers accountable
for success and utilize systems that reward employee and group output. (Bauer and
Erdogan 2015). Relying on outcome based on employees’ performance created a lot of
pressure for employees to generate the sale and created a competitive environment
among employees due to a commission from selling learning packages. This outcomeoriented culture slightly damaged employee’s morale and made us afraid of failure if we
couldn’t generate enough sales. The lack of individual sales could cause us to be fired.
However, this outcome-oriented cultures had a high impact on motivating employees to
perform their jobs at a high level due to “company failed, you failed” structure. I
understood this wasn’t a healthy culture within the organization and I would recommend
that the company focuses more on building a business model around advertising and
value of our school in order to attract customers and build customer loyalty instead of
focusing on having sales representatives push monthly packages.
Peer 3 Response
The company I work for is without a doubt a people-oriented culture. The text describes
this type of culture as seeing value in “fairness, supportiveness and respect for
individual rights (Bauer & Erdogan, 2015).” I would add to that description to include
that our culture cares about the customer, the employees and the community in which
we reside. Our culture does not stop once you walk out the doors of our building, it is
emanated in every act that represents the company. While there is not a formal mission
statement of the company, the following quote from our internal website explains what
drives our culture “Our innovative ideas come from our inspired workforce. We are
inspired by each other, our customers and the work that we do (Kronos, 2018). The
culture started with the founder and has strengthened and expanded over the 40+ year
history.
The company culture is communicated with the first contact an individual makes with
the organization. In the first HR phone screening of a candidate our company culture of
people first is evident and is carried through in the interview, hiring and onboarding
processes. The culture also continues within the day to day operations of the company
from the work that each member of our organization does to the different programs that
the employees benefit from. Such a strong people focus is almost contagious within the
organization and for the most part causes people to work together well, toward a
common goal of delighting our mutual customer.
The structure within the organization is very supportive of our culture. There is flexibility
to allow for individual needs to be met while still having the ability to be customer
focused and meeting or exceeding the expectations of the customer. Leadership of all
levels is very well aligned to the company culture, and with the exception of a few
mismatches, the leaders all live and breathe company culture. Within our organization,
there is mixed feeling about change. We find that individuals welcome change if it is in
line with the corporate culture. For instance, if a process change were to be proposed
that would make the customer experience better, individuals are usually open to the
change. It is when the proposed change is not well aligned with corporate culture that
we see a resistance to change.
In terms of recommendations for cultural improvements in the organization, I do not
have any major suggestions. Some small suggestions would be to address the mismatches in employees that do not embrace the culture or push against the culture. This
could be either retraining the resources or assisting the resource to transition out of the
organization and find a better fit for them and for the company. Having been at the
organization for almost ten years, I have found that I am well aligned with the
culture. This is a culture that I operate well within and I also feel is important to
represent to my direct reports.
Peer 4 Response
Organizational culture is the made up of the values and norms an organization has
adopted that tells its employees both the type of behaviors expected and
unexpected. For, my organization our expectations are as follows:
•
•
•
•
•
•
Assume positive intent (Have trust and confidence in one another)
Make decisions that are student focused and data driven (Reach out to the
knowledge base)
Be timely, be prepared, be fully present
One team, one voice (Internal consensus before outside communication)
Be respectful by allowing expression of complete thought and disagree with ideas,
not people
Caring, support, celebration and humor are essential
My organization has a both a solid list of strengths and weaknesses as it continues to
work through its growing pains into maturity. Below is a chart of some of the company’s
greatest strengths and most challenging weaknesses.
STRENGTHS
WEAKNESSES
Provide services that are in high demand
High burnout/turnover
Strong customer service
Difficulty hiring highly qualified staff
Large, newly remodeled facility and current Time wasted repeatedly interviewing
technology
perspective staff
17 different services for all student abilities,
Teaching to state standards is a challenge
including Adult (22+) vocational programs
According to our text, “corporate culture is as important as corporate strategy.” A strong
culture can often be more effective in managing employee behaviors than creating a
system of rules. Reading the text and using it to analyze my own company’s
organizational culture, I had and “ah-ha” moment when reading about the three levels –
assumptions, values and artifacts. I realized, we have minimal artifacts! We get to the
value level. Our value level looks good on paper and is often repeated verbatim
throughout the work day and then – almost nothing regarding artifacts. We do have
clean and organized work spaces and common areas and 10 minutes of positive shout
outs on Friday mornings. We do not have a dress code that carries throughout the
company (some dressed for business, some in jeans and t-shirts), ceremonies or group
activities that are repeated, or true recognition of those who embrace our organizational
values (Bauer & Erdogan, 2015, pp. 425-426).
Regarding structure, we are continuing to make adjustment to help build a strong
foundation. We have been working feverishly in the rethink/try again box. Perhaps it’s
time to open the floor to new suggestions and move into the invent/perfect box. Change
is hard, however, and often met with resistance. Some behaviors I have seen while we
go through our changes are worry over job loss, fear of not being successful, and a
desire for leaders to fail. Sometimes, this can be negated by putting time and effort into
finding the right way to present change to the employees.
Some recommendations for my company would be as follows:
•
•
•
•
Encourage more employees to step up as leaders by creating jobs such as Team
Lead or Head Clinician – offering a stipend as a reward.
Create artifacts that can stick (end of year parties, staff night out, and a company
wide dress code).
Create a type of advertising campaign or offer sign on incentives for highly qualified
individuals to maintain solid staff numbers
Engage a team of individuals who maintain the values and beliefs of the company to
be role models for employees who might be struggling
Taxonomy of Socratic Questioning
Paul, Richard, Critical Thinking: How to Prepare Students for a Rapidly Changing World, 1993.
The taxonomy of Socratic questions, created by Richard Paul, is not a hierarchy in the traditional sense. The categories build upon each other,
but they do not necessarily follow a pattern or design. One question’s response will lead into another category of questioning not predetermined
by the teacher/facilitator. In keeping with the PBL philosophy, this aspect of the model is most conducive! The role of the skilled
teacher/facilitator is to keep the inquiry “train on track,” but, also, to allow the students to “travel to a viable destination” of their own design.
Questions that Probe Reasons and Evidence
Questions of Clarification
Questions that Probe
Assumptions
Questions that Probe Reasons
and Evidence
Questions about Viewpoints
or Perspectives
What do you mean by ____?
What are you assuming?
What would be an example?
What is your main point?
What is Jenny assuming?
How do you know?
The term “imply” will require
clarification when used with
younger students.
How does _____ relate to
_____?
What could we assume instead?
Why do you think that is true?
What are you implying by that?
You seem to be assuming _____. Do you have any evidence for
Could you put that another way? Do I understand you correctly?
that?
When you say _____, are you
implying _____?
Questions that Probe
Implications and
Consequences
How can we find out?
What does this question
assume?
Would _____ ask this question
differently?
How could someone settle this
But,
if
that
happened,
what
else
question?
Is your basic point _____ or
All of your reasoning depends on What difference does that make?
would
happen
as
a
result?
_____?
the idea that _____. Why have
Why?
you based your reasoning on
Can we break this question
What are your reasons for saying
_____ instead of _____?
down at all?
What do you think is the main
that?
What effect would that have?
issue here?
You seem to be assuming _____. What other information do you
Is this question clear? Do we
Would that necessarily happen understand it?
Let me see if I understand you; How do you justify taking that
need?
or only possibly/probably
do you mean _____ or _____? for granted?
Is this question easy or hard to
Could you explain your reasons to happen?
Is
that
always
the
case?
Why
do
answer? Why?
How does this relate to our
us?
you
think
the
assumption
holds
What
is
an
alternative?
problem/discussion/issue?
here?
Does this question ask us to
Are these reasons adequate?
If
_____
and
_____
are
the
evaluate something? What?
What do you, Mike, mean by
Why
would
someone
make
that
case,
then
what
might
also
be
this remark? What do you take
Why do you say that?
assumption?
true?
Mike to mean by his remark?
Do we all agree that this is the
question?
What led you to that belief?
If we say that ____ is ethical,
Jane, can you summarize in your
how about _____?
own words what Richard said? . .
To answer this question, what
. Richard, is this what you
other questions must we
meant?
How does that apply to this case?
answer first?
Could you give me an example?
What would change your mind?
Would this be an example, . . .?
But, is that good evidence for that
belief?
I’m not sure I understand how
you are interpreting this
question. Is this the same as
_____?
Is there a reason to doubt that
evidence?
How would _____ state the
issue?
Who is in a position to know that
is true?
Why is this issue important?
Could you explain this further?
Would you say more about that?
Why do you say that?
What would you say to someone
who said that ____?
Can someone else give evidence
to support that view?
By what reasoning did you come
to that conclusion?
How could we find out if that is
true?
Is this the most important
question, or is there an
underlying question that is
really the issue?

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