what type of communication strategy would you create to address stereotypes in the workplace? Consider the following questions in your response

For this assessment, select a policy issue that is relevant in today’s workplace. Examples could include, but are not limited to, dress code, employee privacy, social media usage, and workplace romance. Conduct research on your selected policy, including legal implications, and find at least two scholarly or professional resources to support your work.

Requirements

Include the following in an executive summary to organizational leadership:

  • Describe the identified policy issue and its relevancy in the workplace.
  • Develop a policy establishing employee expectations and consequences for violating.
  • Describe additional information relevant to the policy implementation. Why is the policy beneficial to employees and an organization?
  • Articulate how HR professionals would implement and manage the policy. Consider relevant laws and regulations that may impact the adoption of the policy.

Additional Requirements

Your assessment should meet the following requirements:

  • Length: 2–3 double-spaced pages, including a references page.
  • Written communication: Communicate in a manner that is scholarly and professional. Your writing should be:
    • Concise and logically organized.
    • Free of errors in grammar and mechanics.
  • Validation and support: Provide at least two relevant and credible scholarly or professional resources.
  • APA formatting: Format all citations and references in accordance with current APA guidelines.

Competencies Measured

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

  • Competency 1: Define the employee relations function of an organization and human resources’ role in its development.
    • Describe the identified policy issue and its relevancy in the workplace.
  • Competency 2: Analyze human resource practices that promote positive employee relations and legal compliance.
    • Articulate how HR professionals would implement and manage the policy.
  • Competency 3: Explain the components of managing employee performance for organizational and personal success.
    • Develop a policy establishing employee expectations and consequences for violating.
    • Describe additional information relevant to the policy implementation.
  • Competency 6: Communicate professionally with all stakeholders.
    • Write in a clear, well-organized manner with the required number of resources to support a central idea, with no technical writing errors, as expected of a business professional.

Discuss The Future of Healthcare Leadership.

Imagine that you have been appointed the director of health at the Kaluyu Memorial Hospital in Nairobi, Kenya—a for-profit hospital. The facility is also a referral hospital and receives severe cases of accidents and chronicle and communicable diseases, and it houses an HIV/AIDS ward. As you settle into your position, you realize that the employees always act scared as they approach their superiors. Some of the employees deliver files and leave your office in a hurry.

As you make your routine departmental visits, you realize that there are tensions between nurses and doctors, and there is a sentiment that the nurses tend to do the majority of the work within patient care but the doctors get all the credit. You realize that the employees are always looking forward to the end of their shifts when they can go home. Some employees even come back to work wearing the same unwashed clothes as the previous day. Too many employees are calling in sick, and many of them give weak reasons for their tardiness.

There is also a sense that employees and nurses dominate other employees in similar positions. In meetings and conference calls, some employees are quiet and never participate. You notice that people with families tend to gather and talk quietly on breaks. The new mothers working for the hospital have to use bathrooms to pump breast milk for their infants, and the refrigerators do not work well. Looking at the financial statements of the hospital, you realize that the hospital’s expenses are higher than the industry standard, and it makes losses year after year.

Note: You may create or make all necessary assumptions needed for the completion of this assignment.

Preparation

As part of your preparation for this assignment, please read the following:

Requirements

Write a 4–6 page paper in which you:

  • Investigate the major demotivational factors at Kaluyu Memorial Hospital. Assess the level of impact that the identified factors could have on specific areas of service and business if the administration does not address the situation. Support your response with at least two examples of the potential negative impact of the identified demotivational factors on the hospital.
  • Read the overviews of the three major motivational theories (Maslow’s hierarchy of needs, Herzberg’s two-factor theory, and McClelland’s acquired needs theory). After reading all three, choose the theory that you think best fits this scenario and defend that choice in your assignment.
  • Formulate a communication system that will have the greatest impact on improving the situation, and specify the major reasons why your system will influence the employee behaviors for the better.

Investigate the major demotivational factors at Kaluyu Memorial Hospital.

Imagine that you have been appointed the director of health at the Kaluyu Memorial Hospital in Nairobi, Kenya—a for-profit hospital. The facility is also a referral hospital and receives severe cases of accidents and chronicle and communicable diseases, and it houses an HIV/AIDS ward. As you settle into your position, you realize that the employees always act scared as they approach their superiors. Some of the employees deliver files and leave your office in a hurry.

As you make your routine departmental visits, you realize that there are tensions between nurses and doctors, and there is a sentiment that the nurses tend to do the majority of the work within patient care but the doctors get all the credit. You realize that the employees are always looking forward to the end of their shifts when they can go home. Some employees even come back to work wearing the same unwashed clothes as the previous day. Too many employees are calling in sick, and many of them give weak reasons for their tardiness.

There is also a sense that employees and nurses dominate other employees in similar positions. In meetings and conference calls, some employees are quiet and never participate. You notice that people with families tend to gather and talk quietly on breaks. The new mothers working for the hospital have to use bathrooms to pump breast milk for their infants, and the refrigerators do not work well. Looking at the financial statements of the hospital, you realize that the hospital’s expenses are higher than the industry standard, and it makes losses year after year.

Note: You may create or make all necessary assumptions needed for the completion of this assignment.

Preparation

As part of your preparation for this assignment, please read the following:

Requirements

Write a 4–6 page paper in which you:

  • Investigate the major demotivational factors at Kaluyu Memorial Hospital. Assess the level of impact that the identified factors could have on specific areas of service and business if the administration does not address the situation. Support your response with at least two examples of the potential negative impact of the identified demotivational factors on the hospital.
  • Read the overviews of the three major motivational theories (Maslow’s hierarchy of needs, Herzberg’s two-factor theory, and McClelland’s acquired needs theory). After reading all three, choose the theory that you think best fits this scenario and defend that choice in your assignment.
  • Formulate a communication system that will have the greatest impact on improving the situation, and specify the major reasons why your system will influence the employee behaviors for the better.

explain how the analysis will support future strategic planning and implementation, either as a growth opportunity or a termination of business.

Prior to beginning this discussion, read Chapters 3 and 4 of the course text.

Thinking strategically using strategic models and techniques must be the precursor to strategic planning and implementation. The perception of “thinking” is often considered to be a subjective “out of the box” process with little defense or research of the proposed opportunity. Strategic thinking may contain those same proposed outcomes; however, the process includes defined research models defending and supporting the recommendations for a sustainable business model.

Two companies that are at opposite ends of the spectrum in development and growth are Whole Foods and Kmart. For this discussion, provide a researched summary for   one of the two organizations including its history and current market situation. Define the success or failure of their business model and the potential for future sustainability. Support your thoughts using one or more of the described strategic thinking techniques, such as blue ocean, structured brainstorming, Abell’s three-dimensional business definition model, strategic frontiers, four-action framework, and strategy canvas.

Using the same company, perform a brief external environmental analysis looking at the industry, the competition, the market, and the general environment to defend your strategic thinking choices and explain how the analysis will support future strategic planning and implementation, either as a growth opportunity or a termination of business.

Guided Response: Your initial post must be specific and significant. The initial post must be between 300 and 350 words. You must support your post with at least two scholarly resources in addition to the text to defend your positions and findings. Use the Scholarly, Peer-Reviewed, and Other Credible Sources (Links to an external site.) document for additional guidance.

The Journey and the Destination

The Journey and the Destination

In Chapter 10 of Leading Change, Kotter explains that he believes cultural changes must take place after a major change initiative, to support the changes that have been made.

  • Do you agree or disagree with this viewpoint?
  • Share an example from your own professional life where you have seen cultural norms support or impede progress.
  • What actions can HR leaders take to foster a culture that sustains changes that have been made?

Post your initial response by Wednesday, midnight of your time zone, and reply to at least 2 of your classmates’ initial posts by Sunday, midnight of your time zone.​

1st response

 

“The Journey and the Destination”

In chapter 10 of Leading Change, Kotter explains that he believes cultural changes must take place after a major change initiative to support the changes that have been made.

  • Do you agree or disagree with this viewpoint?
  • Share an example from your own professional life where you have seen cultural norms support or impede progress.
  • What actions can HR leaders take to foster a culture that sustains changes that have been made?

Hello Professor Bodam and Classmates,

I agree that cultural changes must take place after a major change initiative to support the changes that have been made. It is crucial that moving forward after a major change initiative that everyone in the organization understands and is in agreement with those change(s). HR leaders can begin by altering the norms and values of the organization. In some cases, the only way to change the culture of an organization is to change some of employees.

I know that this example is different, but it does show the response of management when employees did not agree with culture. I recall a company that used to work for put its clients first which did not go over well with many of the employees working in the service department. Employees were upset by the fact that managements decisions made it impossible to do their job effectively. However, instead of management admitting their error or listening to employee opinion, management got rid of those who were not on board with their ideas.

HR leaders can implement cultural values and practices that allow them to use smaller change initiatives as a proven ground for team building and refining HR’s approach to change leadership (JWI556, notes). HR leaders can accomplish this goal by providing the following:

  1. Voice and Dignity– all people want and deserve to have their ideas, opinions and feelings heard and their work and effort respected.
  2. Candor– the willingness to be open about what they think and to speak up. Candor generates 1- richer ideas, as more people get into the conversation, 2- more speed as ideas are debated and acted upon more quickly, and 3- cost reductions through the elimination of meaningless meetings and reports.
  3. Flat Organizational Structures and Empowerment to Take Action– reflects and reinforces a culture of personal empowerment and accountability.

Paula

Resources:

JWI 566 Leading Change by Putting People First, Week #5 Lecture Notes

John P. Kotter (2012) Leading Change. Harvard Business Review Press

2nd response

 

Good afternoon Class and Professor,

I agree that cultural changes must take place after a major change to support the changes made because the new initiative will most likely not have the shared values of the old company culture. It is important to realize that a business’ old company culture has been probably been around since its inception and needs to be upgraded to shared values of groups that work the business. Businesses’ have to think about the younger generation of workers and that their viewpoints of the culture are different from the older generation or even the business culture, itself.

The company I work for hasn’t changed its mission and values in 90 years since its inception. The culture hasn’t changed much. The only thing I would say that is changing is how we serve our customers to fit norms already put in place. They are always trying to make the concept of Customer First better and being the best food retailer out of all the competition in the same market. I don’t think the culture has shared values among certain groups because most employees are under the age of 40 or have been there for over 25 years. I think they should focus on employees first because if everyone’s values are being supported in a change initiative they are most likely to stay loyal employees. After all, culture has to benefit younger and older generations, alike.

As Kotter described, their ways to anchor change to make sure it stays sustained, like evaluating the results because management has to focus on the actions of change to see if clearly works and is above the old cultural norms. The other important focus is having consistent communication without talking about the new changes and how it fits into shared values among employees then it will be hard for people to get on board and support the changes. The last one I think that can be hard for management is that if some people just aren’t as supportive of the change and not really attempting then it may be time to reconsider their employment, which means having to let some people go and bring in new employees that will be open to change (1). It is necessary to changes the culture in a business at some point and management has to think about all the different groups and how it will benefit all employees. If not, there could be regression and it will be harder to move on in integrating new change to old norms and shared values.

1. John Kotter. Leading Change. 2012.

Discuss Flat Organizational Structures and Empowerment to Take Action

The Journey and the Destination

In Chapter 10 of Leading Change, Kotter explains that he believes cultural changes must take place after a major change initiative, to support the changes that have been made.

  • Do you agree or disagree with this viewpoint?
  • Share an example from your own professional life where you have seen cultural norms support or impede progress.
  • What actions can HR leaders take to foster a culture that sustains changes that have been made?

Post your initial response by Wednesday, midnight of your time zone, and reply to at least 2 of your classmates’ initial posts by Sunday, midnight of your time zone.​

1st response

 

“The Journey and the Destination”

In chapter 10 of Leading Change, Kotter explains that he believes cultural changes must take place after a major change initiative to support the changes that have been made.

  • Do you agree or disagree with this viewpoint?
  • Share an example from your own professional life where you have seen cultural norms support or impede progress.
  • What actions can HR leaders take to foster a culture that sustains changes that have been made?

Hello Professor Bodam and Classmates,

I agree that cultural changes must take place after a major change initiative to support the changes that have been made. It is crucial that moving forward after a major change initiative that everyone in the organization understands and is in agreement with those change(s). HR leaders can begin by altering the norms and values of the organization. In some cases, the only way to change the culture of an organization is to change some of employees.

I know that this example is different, but it does show the response of management when employees did not agree with culture. I recall a company that used to work for put its clients first which did not go over well with many of the employees working in the service department. Employees were upset by the fact that managements decisions made it impossible to do their job effectively. However, instead of management admitting their error or listening to employee opinion, management got rid of those who were not on board with their ideas.

HR leaders can implement cultural values and practices that allow them to use smaller change initiatives as a proven ground for team building and refining HR’s approach to change leadership (JWI556, notes). HR leaders can accomplish this goal by providing the following:

  1. Voice and Dignity– all people want and deserve to have their ideas, opinions and feelings heard and their work and effort respected.
  2. Candor– the willingness to be open about what they think and to speak up. Candor generates 1- richer ideas, as more people get into the conversation, 2- more speed as ideas are debated and acted upon more quickly, and 3- cost reductions through the elimination of meaningless meetings and reports.
  3. Flat Organizational Structures and Empowerment to Take Action– reflects and reinforces a culture of personal empowerment and accountability.

Paula

Resources:

JWI 566 Leading Change by Putting People First, Week #5 Lecture Notes

John P. Kotter (2012) Leading Change. Harvard Business Review Press

2nd response

 

Good afternoon Class and Professor,

I agree that cultural changes must take place after a major change to support the changes made because the new initiative will most likely not have the shared values of the old company culture. It is important to realize that a business’ old company culture has been probably been around since its inception and needs to be upgraded to shared values of groups that work the business. Businesses’ have to think about the younger generation of workers and that their viewpoints of the culture are different from the older generation or even the business culture, itself.

The company I work for hasn’t changed its mission and values in 90 years since its inception. The culture hasn’t changed much. The only thing I would say that is changing is how we serve our customers to fit norms already put in place. They are always trying to make the concept of Customer First better and being the best food retailer out of all the competition in the same market. I don’t think the culture has shared values among certain groups because most employees are under the age of 40 or have been there for over 25 years. I think they should focus on employees first because if everyone’s values are being supported in a change initiative they are most likely to stay loyal employees. After all, culture has to benefit younger and older generations, alike.

As Kotter described, their ways to anchor change to make sure it stays sustained, like evaluating the results because management has to focus on the actions of change to see if clearly works and is above the old cultural norms. The other important focus is having consistent communication without talking about the new changes and how it fits into shared values among employees then it will be hard for people to get on board and support the changes. The last one I think that can be hard for management is that if some people just aren’t as supportive of the change and not really attempting then it may be time to reconsider their employment, which means having to let some people go and bring in new employees that will be open to change (1). It is necessary to changes the culture in a business at some point and management has to think about all the different groups and how it will benefit all employees. If not, there could be regression and it will be harder to move on in integrating new change to old norms and shared values.

1. John Kotter. Leading Change. 2012.

What actions can HR leaders take to foster a culture that sustains changes that have been made?

The Journey and the Destination

In Chapter 10 of Leading Change, Kotter explains that he believes cultural changes must take place after a major change initiative, to support the changes that have been made.

  • Do you agree or disagree with this viewpoint?
  • Share an example from your own professional life where you have seen cultural norms support or impede progress.
  • What actions can HR leaders take to foster a culture that sustains changes that have been made?

Post your initial response by Wednesday, midnight of your time zone, and reply to at least 2 of your classmates’ initial posts by Sunday, midnight of your time zone.​

1st response

 

“The Journey and the Destination”

In chapter 10 of Leading Change, Kotter explains that he believes cultural changes must take place after a major change initiative to support the changes that have been made.

  • Do you agree or disagree with this viewpoint?
  • Share an example from your own professional life where you have seen cultural norms support or impede progress.
  • What actions can HR leaders take to foster a culture that sustains changes that have been made?

Hello Professor Bodam and Classmates,

I agree that cultural changes must take place after a major change initiative to support the changes that have been made. It is crucial that moving forward after a major change initiative that everyone in the organization understands and is in agreement with those change(s). HR leaders can begin by altering the norms and values of the organization. In some cases, the only way to change the culture of an organization is to change some of employees.

I know that this example is different, but it does show the response of management when employees did not agree with culture. I recall a company that used to work for put its clients first which did not go over well with many of the employees working in the service department. Employees were upset by the fact that managements decisions made it impossible to do their job effectively. However, instead of management admitting their error or listening to employee opinion, management got rid of those who were not on board with their ideas.

HR leaders can implement cultural values and practices that allow them to use smaller change initiatives as a proven ground for team building and refining HR’s approach to change leadership (JWI556, notes). HR leaders can accomplish this goal by providing the following:

  1. Voice and Dignity– all people want and deserve to have their ideas, opinions and feelings heard and their work and effort respected.
  2. Candor– the willingness to be open about what they think and to speak up. Candor generates 1- richer ideas, as more people get into the conversation, 2- more speed as ideas are debated and acted upon more quickly, and 3- cost reductions through the elimination of meaningless meetings and reports.
  3. Flat Organizational Structures and Empowerment to Take Action– reflects and reinforces a culture of personal empowerment and accountability.

Paula

Resources:

JWI 566 Leading Change by Putting People First, Week #5 Lecture Notes

John P. Kotter (2012) Leading Change. Harvard Business Review Press

2nd response

 

Good afternoon Class and Professor,

I agree that cultural changes must take place after a major change to support the changes made because the new initiative will most likely not have the shared values of the old company culture. It is important to realize that a business’ old company culture has been probably been around since its inception and needs to be upgraded to shared values of groups that work the business. Businesses’ have to think about the younger generation of workers and that their viewpoints of the culture are different from the older generation or even the business culture, itself.

The company I work for hasn’t changed its mission and values in 90 years since its inception. The culture hasn’t changed much. The only thing I would say that is changing is how we serve our customers to fit norms already put in place. They are always trying to make the concept of Customer First better and being the best food retailer out of all the competition in the same market. I don’t think the culture has shared values among certain groups because most employees are under the age of 40 or have been there for over 25 years. I think they should focus on employees first because if everyone’s values are being supported in a change initiative they are most likely to stay loyal employees. After all, culture has to benefit younger and older generations, alike.

As Kotter described, their ways to anchor change to make sure it stays sustained, like evaluating the results because management has to focus on the actions of change to see if clearly works and is above the old cultural norms. The other important focus is having consistent communication without talking about the new changes and how it fits into shared values among employees then it will be hard for people to get on board and support the changes. The last one I think that can be hard for management is that if some people just aren’t as supportive of the change and not really attempting then it may be time to reconsider their employment, which means having to let some people go and bring in new employees that will be open to change (1). It is necessary to changes the culture in a business at some point and management has to think about all the different groups and how it will benefit all employees. If not, there could be regression and it will be harder to move on in integrating new change to old norms and shared values.

1. John Kotter. Leading Change. 2012.

Determine what you plan to do, and explain your reasoning as well as the ethical considerations behind your decision.

Prior to beginning work on this discussion, read Chapter 8 of the textbook and the articles Ethical Nursing Care Versus Cost Containment: Considerations to Enhance RN PracticeProbing Our Moral Values in Health Care: The Pricing of Specialty Drugs (Links to an external site.); and Unpredictable Drug Shortages: An Ethical Framework for Short-Term Rationing in Hospitals.

Work through the simulation titled Resource Allocation from the end of Chapter 8 of your course text. Review the various options in the simulation, then create a solution to the scenario to meet the requirements.

You will need to provide your accounting of each area you will be keeping with the total at the end at the beginning of your post before you provide your discussion. Here is a brief synopsis of the simulation regarding the hospital’s budget and dilemma:

  • One 35-year-old cancer patient who needs significant time with the doctor, medical supplies, tests, and around the clock care. Cost: $135 million
  • Emergency Room operations for daily care and treatment of about 100 people. Cost: $155 million
  • Two senior patients who need hip replacement surgery. Cost: $50 million
  • 10 patients (ranging in age from 18 to 45) receiving assistance in your inpatient drug/alcohol rehab unit. Cost: $100 million
  • An MRI unit that is on the fritz and could die any day. Replacement cost: $170 million
  • One of your two X-ray machines is inoperable and must be replaced. Cost: $40 million
  • Ambulance drive-in area was damaged and needs to be repaired. Cost: $15 million
  • Training needs for nursing staff for certification requirements. Cost: $35 million
  • TOTAL: $700 million.

For this discussion, address the following:

  • You have $700 million in expenses and only $500 million to work with. How do allocate your resources?
  • Who gets treated, who should wait, and why?
  • What about your facilities?
  • Determine what you plan to do, and explain your reasoning as well as the ethical considerations behind your decision.

Your initial response must be 150 to 250 substantive words minus the accounting of your work.

research two to three healthcare issues affecting the local community.

HA405-4: Develop a plan for healthcare advocacy.

In this module, you will communicate a healthcare advocacy plan. You will contact either a local healthcare agency (i.e., County Health Department, etc.) or healthcare facility (i.e., clinic, hospital, or nursing home) to research two to three healthcare issues affecting the local community.

Explain the issues facing your community, possible methods to alleviate the concern, and how you would ethically advocate for the respective population. You are required to research the specific issues presented with credible sources (e.g., Centers for Disease Control and Prevention, National Institute of Health, Census Bureau, etc.). In a 3-page paper, present a healthcare advocacy plan that addresses your research findings. Provide a summary of your findings, including at least three (3) credible references to support your advocacy plan in APA format.

Requirements:

  • Research two to three healthcare issues affecting your local community.
  • Propose a healthcare advocacy plan that addresses your research findings.
  • Include three (3) academic references.

Minimum Submission Requirements

  • This Assessment should be a Microsoft Word (minimum 2 page) document, in addition to the title and reference pages.
  • Respond to the questions in a thorough manner, providing specific examples of concepts, topics, definitions, and other elements asked for in the questions. Your paper should be highly organized, logical, and focused.
  • Your paper must be written in Standard English and demonstrate exceptional content, organization, style, and grammar and mechanics.
  • Your paper should provide a clearly established and sustained viewpoint and purpose.
  • Your writing should be well ordered, logical and unified, as well as original and insightful.
  • A separate page at the end of your research paper should contain a list of references, in APA format. Use your textbook, the Library, and the internet for research.
  • Be sure to cite both in-text and reference list citations where appropriate and reference all sources. Your sources and content should follow proper APA citation style. Review the writing resources for APA formatting and citation found in Academic Tools. Additional writing resources can be found within the Academic Success Center.
  • Your submission should:
    • include a cover sheet;
    • be double-spaced;
    • be typed in Times New Roman, 12 -point font;
    • include correct citations
    • be written in Standard English with no spelling or punctuation errors; and
    • include correct references at the bottom of the last page.

If work submitted for this competency assessment does not meet the minimum submission requirements, it will be returned without being scored.

Explain the issues facing your community, possible methods to alleviate the concern, and how you would ethically advocate for the respective population.

HA405-4: Develop a plan for healthcare advocacy.

In this module, you will communicate a healthcare advocacy plan. You will contact either a local healthcare agency (i.e., County Health Department, etc.) or healthcare facility (i.e., clinic, hospital, or nursing home) to research two to three healthcare issues affecting the local community.

Explain the issues facing your community, possible methods to alleviate the concern, and how you would ethically advocate for the respective population. You are required to research the specific issues presented with credible sources (e.g., Centers for Disease Control and Prevention, National Institute of Health, Census Bureau, etc.). In a 3-page paper, present a healthcare advocacy plan that addresses your research findings. Provide a summary of your findings, including at least three (3) credible references to support your advocacy plan in APA format.

Requirements:

  • Research two to three healthcare issues affecting your local community.
  • Propose a healthcare advocacy plan that addresses your research findings.
  • Include three (3) academic references.

Minimum Submission Requirements

  • This Assessment should be a Microsoft Word (minimum 2 page) document, in addition to the title and reference pages.
  • Respond to the questions in a thorough manner, providing specific examples of concepts, topics, definitions, and other elements asked for in the questions. Your paper should be highly organized, logical, and focused.
  • Your paper must be written in Standard English and demonstrate exceptional content, organization, style, and grammar and mechanics.
  • Your paper should provide a clearly established and sustained viewpoint and purpose.
  • Your writing should be well ordered, logical and unified, as well as original and insightful.
  • A separate page at the end of your research paper should contain a list of references, in APA format. Use your textbook, the Library, and the internet for research.
  • Be sure to cite both in-text and reference list citations where appropriate and reference all sources. Your sources and content should follow proper APA citation style. Review the writing resources for APA formatting and citation found in Academic Tools. Additional writing resources can be found within the Academic Success Center.
  • Your submission should:
    • include a cover sheet;
    • be double-spaced;
    • be typed in Times New Roman, 12 -point font;
    • include correct citations
    • be written in Standard English with no spelling or punctuation errors; and
    • include correct references at the bottom of the last page.

If work submitted for this competency assessment does not meet the minimum submission requirements, it will be returned without being scored.