STU- PLEASE SEE THE ATTACHED DIRECTIVES:

********** ** ****** ** ******* ************* ************** *** *********** NameCourse ***** *** ****** ************** ******* DateDiscussion ** ****** at ******* ******** ******* ****** **** *** ***** * ********* **** *** *********** ****** are *** ***** *** ********** ** do ** ** ********** ************ ** is ********* to ***** values because **** represent the ********* ******** ********* *** ****** ********* include ********** ********* ******* ******** first *********** *** ********* ******** *** sustainability *** ****** GM focuses ** ********** ** ********** ********** *** ******** vehicles ** demonstrate *** ********** ** ********** *** Chevrolet **** ** *** ******** exemplifies General ******* ********** ** developing novel types ** ******** ******** (Bohnsack ** ** ***** General ****** **** ***** * high ***** ** ***** ******** and direct communication ** ** ********** *** ********** ** integrityA code ** ******** ************ *** ********* ****** *** ************** ******** practices *** example during the 2014 ******** ****** ****** ****** ******* ****** ************ value by ********* ****** implementing modifications and indicating the **** ********** by ******* the ******** first on ***** *** decision *** **** makes ********** ***** ***** ******* Motors ***** on ********* ** inclusive and ******* ********* ******* implementing ********** continuous ******** *** * ********* program **** promotes an ********* **** *********** *** *** ********* For ******* ******* ****** ******** **************** groups ********** ********* and ********** opportunities ** ****** **** ***** on teamwork with * ******* of working ******** ******* *** ******** to ****** ****** ************ ****** ******* ******** and ********** ***** *************** **************** ***** ** formed *** ******* the ********* **** * ************* ******* ****** ******* was created ** * **** ** ********* ********* *** ********* ** ** also committed ** sustainability ** ********* *************** ********* ********** ******* *** ******* ** ****** *** ********* ******** ****** ** *** environment ********* ** ** 2020) *** ********* ******* ** ******* ******** ******** *** ****** carbon ********* demonstrate *** ********** Producing ************ ******** like the Chevrolet **** ** ************ GM's ************* commitmentReferencesBenedetto ***** * ****** Where were *** lawyers? *** ethical ************ ** the General ****** ****** scandal in *** ****** StatesLegal *********** 93-96Bohnsack * **** * ****** J & ****** C * ****** ******* *** electric bandwagon: *** dynamics ** *********** sustainable innovationBusiness ******** *** the **************** ************** ****** Inc ***** ** ********************************************* *********** ***** Problem ************** NameDepartment *** *********** NameCourse Title *** ****** ************** NameDue DateOrganization Development ***** Problem ************** ******* it * ********* ************ that ******** ********* ********* ** ******* ****** Americans ******* * ********** ******* ** ******* ** food ***** *** ******** ** *** ***** ** *** hunger *** ******* American **** not **** **** ** feeding ****** but **** ***** ********* ***** *** ****** ******** *** ***** *** ******** **** ****** ******* ******** *** ****** ********** *** problem ******* ******* ******** ************** *********** **** approaches *** ********** ** address ******** ****** and ** ******* rapid ****** Organizational development **** focuses ** collaboration *************** and *** ************* ** all members ** decision-making ** ****** policy change (Basadur ** ** ************ ******* can ****** a ************* decision-making strategy ** ********* ***** ********** and stakeholders in *********** and implementing ****** ******* ** make ********* ********* resource allocation *** the selection ** ********* initiatives ************* ******** ***** cross-functional teams ** **** ****** ******** ** ********* **** ******* *********** *** ************** ****** ******** ** ** ***** ******* America *** ****** meet *** *********** ***** if it ********* * ******* ***** of ************ **** it staffs ****** Feeding ******* can ****** *********** ****** *** ********* ***** ***** *** ************ can **** ******** ** identify *** ******* problemsFeeding ******* *** ***** ******** ******* **** hall meetings ***** groups and ********** workshops where ********* ********** ******* organizations and community ******* **** ***** ***** ***** ******** and **** *********** Collaborative ****** **** help generate **** ******** ********* *** ****** * ****** ***** ** ********** ***** *** ******* ******** ******* ******* *** also ***** *** problem *** ******* opportunities to ******* *** ********** *********** ** ******** * problem-solving approach **** ******** ************ ******* underlying ********* and ********** parties ** maintain *** ***** ***** ************ **** ** **** ******** ****** **** ******** *********** ******** & ****** 2021) ** * **** *** Feeding America ***** **** ********* the root ***** ** *** ******* *** ******** alternative ********* ****** ************ solutions **** will ******* ************* *** ********** *********** ReferencesBasadur * ******* T ***** ****** * (2012) ************** *********** ********** of organizational ************* 667-703) ******** PressKinicki * ***** Fugate M (2021)Organizational ********** * ********* *************** ******** *********** ************************ ** ******************* NameDepartment *** Institution NameCourse Title and ****** ************** ******* DateStrengthening ** ************************ ************ *********** **** ** a strategy **** to ******* *** ********** *** performance of ** ************ ************** *********** ** the ******* ** ********* an ************** ********* culture *** ********* with *** *** ** ********** *** ************ *** success ************** *********** **** ******* ****** ** ****** ******** due ** *** collaborative *** systematic ******** to data ********** problem identification *** ******** ************** The ******* of **** ***** ** ** define *** ************ ************ *********** ********* ** addition action research **** ** **** ** ********** *** **** processes of ************ *********** *** ****** ******* *** ************ *********** can ** *********** ****** * ***************** ******************* of ************ *********** According to ******* ******** ************** *********** ** ******* ** various ways ***** ***** defines organizational *********** ** * ******* ******* of ******** ** ************** ******* ***** ********** science technology ******** *** ****** (Anderson ***** ******** ** *** ***** hand ******* organization *********** ** * top-down organization-wide ******** ** ******** *** organization's ************* *** ****** through the *********** ** ********** science ********* ** ******* ************* ** *** ************ ******* (Crosby ***** ***** ** *** *** definitions ************ *********** ** *** ** organization and *** ****** ******** and *** ** **** them ******** ****** ************ *********** ****** **** * ****** identifying ** undesirable ********* and ********** ** change ** ** focusing ** ***** ****** change ****** ******* action *** ********* ********** science ******************** development ** *** behaviour-based ******* ** ******** **** *** *** ********* ** develop ** an ************** setting ******** ********* expertise productivity satisfaction ****** ************* relationships *** ***** ******* outcomes *** *** ************** ******* benefit ************** development ******** a structured ******** and ************** ****** of ***** ********* identifying *** **************** ***** ******* ***** Organizational change ****** **** identifyingareas **** ******* ************ ** ***** **** *** ******** ********* The need can ** identified ******* * *********** ******** to **** *********** ********* formal surveys *** ******** **** ****** ******* *** identification ** ***** requiring *********** *** second stage is ** *********** the problem ** conducting an ************* ** determine why *** problem exists the ******** ** improvement and **** ******** ********* **** **** ********* ********* 2019) *********** **** ** * **** of ********* and ************ ** ************* *** ***** through surveys ***** ****** *** ********** consultations ******** ** ** ***** The ***** ***** ** ************** development is creatingan action **** ** ***** ********* are *********** ************ ******** ***** *** ******* ******* ** **** ***** ** organization focuses on ************* ******* to ********* and ************* ******** **** *** plan *** **** clearly ******* the ********** must ******** ***** employees to ***** *** ****** **** *** leader ******* ** an ************ **** model *** ********* employees ** ************* the plan's ********* objectives and ******* impact Implementation involves ********* ******** *** *********** employees ****** *** transition ********** must ******** *** *** ****** employeesneed *** *** **** ********* delivery methods ********** is another ******* ** ************ development **** ************ *** ******* **** *** ******** objectives ******** et ** 2020) This ****** *** ** ********* ** *** ************ **** *** ******** ** ********** aids ** *********** the intervention's effectiveness *** identifies areas that *** ***** **** *********** *** **** **** in *** process ** organizational development is *********** ** ********* *** **** *** ************ *** ** ********* to continue **** *** current **** if *** ******* indicate **************** to ******** ****** ******** ** **** of ** orientation toward inquiry **** a method ********* ****** ******** *************** ******* * ******** ********** direct ************* in **** **** ** ******* *********** action ****** ********** ******** *** planning ********* ***************** ****** research ** ***** on strong ******* principles **** ** ************ ****** and an inclusive and dynamic ********* Action ******** ** *************** client-focused *** action-oriented *** ** ******* *** ****** ****** *** ************** *********** change ***** ** ********** diagnostic ****** learning *************** *** problem-solving ********* ********* 2018) ** **** ******** *** ****** ************ **** *** ****** ***** ** identify *** ********** ******** ******** ******* data ** ********* fundamental ********* development of ** ****** plan *** ********** *** ******** ********** realistically and practicallyTherefore **** ****** research strengthens *** organization's ******* ** ***************** and ******** ************ in *********** *** ******* *** ********** * ********** * result ******** ************* ** *** *********** process ******* a ***** ** ownership The ******** **** be ******** ** the ******** ******* *** senior ****** **** ** involved ** ******* *** ****** *** ********* resources support and *********** *** leadership must **** a significant **** in ********** *** culture *** ******** that all ***** stakeholders *** aligned **** *** vision ********* ***** ******** * learning ************* ** ************ ******** ** attitude ** experimentation ******** *** ********** ************** ************ selected on ********* *********** ************** ***** illustrations align **** **** my organization's concentration ** providing ********* ********* ** establishing ************* *** *********** to ******** *** ************** ****** *** ************** My organization provides ********* and support ** ****** communities ************ low-income ******** and *** ******* by ********* food banks *** ************ (Shani& ******* ***** ** precisely ******** *** *********** needs four ********* *** ******** such ** ********* ***** * ****** ** ********* to ****** **** ******** *********** *** intervention; ************* *** ******** the ********* ******** * ******* ** ****** research ** **** used ** ******* the ********* **** ** ********* *** *********** ****** *** to ******* * **** *** ******* **** *** ******* realistically *** practicallyConclusion Action research *** ************** *********** *** *** ******** *********** for ********* * ********* service ************ ***** ************* can have ******* ********* ********* and ******** ********** ** **** invest **** time *** ****** in forming ************ ****** the ***** community ** ************ *** ********** utilized *** ******** based ******* ** ************** *********** *** ****** research ** ******** **** cause ** *** ******* identify ******** through ************* approach ** ********* *** stakeholders These ********** ****** *** organization to ***** **** *********** provide ****** ******** and **** a greater **** ******* impact ** *** ********* ************** growth *** advancement are ****** ** ****** ********** emphasis ** ************* *** *********** ******** ****** ***** further *********** *** organization ******* *** value ****** ****************** * * ****************** ************ The ******* ** leading ************** ****** **** ******************* J M Mazzi M * & ******* * ****** ************ development through effective communication ************** *** ****** ******************* *********** ****************** * ****** * ********** ****** of ******* Lewin ** * Nutshell for ******** ******* *** Organization *********** **** ************************* *********** Review54(3)Molineux J (2018) Using action research *** ****** in ************** processes reflections and *************** ** ************ *************** 19-34Shani * B ***** Coghlan * (2021) ****** ******** ** ******** *** *********** * ********** ************ ************* *******

Click here to download attached files: MNGT Disc 1- PART 1 Use of Contraction and Second Person.docx