The Five Ways Information Will Be Shared Within The University

The quick access emailing, vigorous texting, calling, face-to-face video communication and the open message boards are

”For example in a campus environment, professors working on the same project can send broadcast messages to one another without the necessity of belonging to the same department. This can reduce traffic if the multicasting capability of IP was previously used”[2]. The concept of Virtual work groups seems to be a good one in theory but in practice this does not work properly.

In my senior year of high school, I became the student body Vice President and discovered what it means to be an influential leader on campus. This experience exposed me to develop an array of qualities that can be utilized in the role of being resident assistants (RA). I have gained insightful knowledge of the intricate details necessary to be a productive leader who guides in an encouraging and supportive way. A gift that I posses is my ability to organize creative and innovative ways to build camaraderie among the people I serve. This is crucial and beneficial because it ensures for a safe and welcoming environment where everyone feels confident to seek assistance when needed. As a representative of this university and myself, I bring a dedicated intensity about infusing change by vocalizing the wants, needs, and concerns of the students to make my school resilience to an environment conducive to learning.

We believe that in order for children to receive quality care and early learning that suits their individual needs, parents and staff need to work together in a close partnership. The two-way sharing of information is key to this. The nursery team welcomes parents as partners and this relationship needs to be built on trust and understanding. It is important that we, as practitioners, are able to support parents in an open and sensitive manner. The nursery wishes to ensure parents are an integral part of the care and early learning team within the nursery.

One of the major components that influence change in organizations is communication during the change process. Denning’s (2005) provided an example of how one major merger failed based on how it was communicated. For change to have an opportunity to succeed at Central Valley College, the university needs a trusted individual that Lewis (2011) described as a connector who can bridge the gap between the stakeholders and someone who is able to navigate diverse social

Directly reporting to each Provost and leading each of the functional areas of the college there is an Associate Provost of Academics, an Associate Provost of Student Services, College Operations Officer, and an Executive Director of Business Services. Also, each college has its own public relations office. At the system level there is a Vice President for all four functional areas that are at the college level academics, student services, operations, and business services. The system also has a Vice President of Institutional Research, General Counsel, and a Vice President of

This document details each academic division within the school (at this point the school had not received university status) and each program within the division including outcomes of each, the governance of the unit, the faculty and their credentials, and the courses that comprise each program (Academic Profiles, 2012). The other attachment to the comprehensive report is the Chapter Two Appendices

Jennifer Lewis is the President of the Killington Campus of Green Mountain College (GMC). At the beautiful renovated campus the main focus was bridging the gap between our two campuses and bringing aware of the Killington campus. After all, we are all GMC studentss. The Killington campus is for student who are majoring in Resort and Hospitality Management. It’s only 45 minutes away and the Killington campus also posses the close knit, environmental atmosphere. “ We are selective students who are aspiring to do future management. We are unique because we have chosen a

As mentioned previously, SGA works closely with two different publics. The first and primary publics are the officers and senators of the association, whereas the second publics consist of the rest of the student body at the University of the Ozarks. The characteristic which differentiate the first from the second public is that senators and officers work as the intermediary between the student body and the Board of Trustee and President. Nonetheless, both persona profiles describe students that are involved in the various campus activities and show interest in the different school related affairs. These types of students do not sit back and blindly accept the changes made on campus, but actively take part in the decisions making role. Although the final decisions or outcomes might not always follow the

In addition to connecting with all factors, the plan will include the leader becoming the change agent and motivating the masses together (Fullan, 2011). The Dean of Academic Affairs will “exemplify the curiosity, inquiry skills, and scholarly competencies need to investigate an idea and transform it into meaningful action” (Drexel University EdD Keystone 5, 2017). The plan will met be with resistance because so many at

In the organization that I work at, the Academic Enhancement Center, which is part of Saint Francis College. The center was created in 2003 is to provide academic and skills tutoring to undergraduates at the college. The core objectives of the AEC are to help students gained confidence in themselves, enhance their skills, help them succeed in their studies and retain current students. However, the academic enhancement center must complete with other organizations within the college for financial resources and other assets to run efficiently. In part four of Artistry Choice, & Leadership Reframing Organizations, states that power is crucial in central political thinking. In St. Francis College, power is centralized in the office of the president, then distributed down to the provost of the college, which is subsequently divided by the deans. In the academic enhancement center, assistant dean Monica Michalski is in charge of the Academic Enhancement Center. Dean Michalski however, supervises the Office of Freshman Studies that assists first year undergraduate students making the transition to college as smoothly

-The reasons behind included the importance of being aware of the purpose of doing tasks and taking responsibilities as well as becoming motivated and inspired most specifically in connection with their own role in the project.The third way of communication was through social networks such as Facebook and Telegram:-The frequency of our communication through social networks such as Facebook and Telegram was three times in a week. During this type of conversation, we were trying to inform the staff of the status quo governing the project. -The information mainly included the statistical data about the progress, in addition to some qualitative results reported by the supervisors.-The format of the information included tables and charts.-The reasons behind was to take advantage of advances in social networks in order to make more progress in keeping the project and staff going forward by being informed of the current level of progress of the project.Activity 2D:Q1:What issuesmight you have with communication within your project?A1:The issues we had with communication in our project included, but were not limited to the following:-Language barriersmaking some of our international staff unable to understand and express theirideas with full accuracy;-Personal issues impacting the whole communication network;-Information not provided on-timewhich sometime led a large part of the staff to be unaware of the situation thus making them unable to do the right thing at right

I feel that the first key issue which is ‘sharing of information’ this is a key issue because the practitioners need to know what information is confidential and what isn’t and if the practitioner doesn’t know what information is and isn’t confidential then this can become a problem and can cause the information not being shared. On the other hand the practitioners should know about confidentiality and what sort of information should be kept confidential. As part of training practitioners are trained for all sorts of situations including when to keep confidentiality. If not all of the practitioners get along then this can also cause some issues with passing on information among other practitioners which can cause some practitioners to not have

Confirm identity, gain consent, and share only when and where necessary i.e. the information which is being requested is relevant to the person’s job role or treatment plan. Share and store and send in a secure environment such as encrypted emails. Do not store in unlocked or unattended environments. Do not use any confidential information other than for its intended use. Do not alter, sell or pass on confidential information to any 3rd party. Social media and mobile phones are prohibited in our workplace. Staff face disciplinary action if found in breach of our company policies. Our staffs are also restricted in taking personal information

The Academic Affairs Division comprise of STEM (Science, Technology, Engineering, and Math), Business, Liberal Arts, Social Science, Health Careers, Learning Commons, and the Brunswick University Center. Dr. Janice-Taylor Heard is the Dean of Academic Affairs. I currently report to Dr. Taylor-Heard as the Interim Assistant Dean/Director of the Learning Commons and Academic Support Services. The Academic Affairs objective is to strategize and implement initiatives that geared towards student success, faculty development and adjunct services. Included in its objective is to develop an academic support system for students with tutoring and technology.