Chat with us, powered by LiveChat Implementing Strategy The following Course Outcome is assessed in this assignment: GB580-3:?Develop an implementation action plan using strateg | WriteDen

Implementing Strategy The following Course Outcome is assessed in this assignment: GB580-3:?Develop an implementation action plan using strateg

ASSIGNMENT DETAILS

Implementing Strategy

The following Course Outcome is assessed in this assignment:

GB580-3: Develop an implementation action plan using strategy tools.

In this assignment, you will develop a narrated PowerPoint® presentation to deliver a strategy implementation plan with an embedded action plan to direct the staff of the Turul Winery to carry out a strategy for expansion into domestic and international markets. To successfully complete this assignment, immerse yourself in the following scenario.

Scenario:

As the general manager of the Turul Winery, you developed a strategic plan for expansion into domestic and international markets. The owner of the Turul Winery provided feedback on your strategic plan, but predominantly agreed with your overall direction you proposed for the business. Now it is time to implement the strategy. Choose either the domestic or international expansion strategy you created, and develop a strategic implementation action plan.

It is going to require enthusiastic cooperation and a great deal of work from your staff if you are going to implement a successful strategy. This strategic implementation plan will be addressed to the Turul Winery staff. It must be enthusiastic, concise, and straightforward. However, it must be detailed enough to synergize your team. You will present this strategic implementation plan to the staff of the Turul Winery within one week's time. Use the following criteria to develop your strategic implementation plan with an embedded action plan to direct the staff on how to carry out the work necessary to achieve the goals and objectives of the approved strategic plan.

Assignment Requirements:

Strategy Implementation Presentation

  • Design a professional title slide.
  • Format and build a table of contents.
  • Use a consistent and professional presentation design throughout the PowerPoint.

Introduction & Scope of Work

  • Describe the characteristics of a successful strategy implementation.
  • Explain the format of your strategy implementation action plan.
  • Present the chosen expansion idea and the strategic goals and objectives.
  • Present the chosen domestic or international market, including the target marketing details.
  • Explain the use of incentives and rewards that encourage superior performance in reaching the identified strategic goals and objectives through successful strategic initiatives.

Balanced Scorecard Methodology

  • Explain how the balanced scorecard methodology will be used as a tool to implement the strategy.
  • Develop a balanced scorecard strategy map to outline specific details about the strategy as it pertains to the topic of each quadrant.
  • Provide information in a minimum of three bullet points in each quadrant of the balanced scorecard strategy map.

Strategic Initiatives

  • Develop measurable strategic initiatives to work toward the achievement of strategic goals and objectives.
  • Write a broad statement of what is to be accomplished in relation to each identified strategic initiative. Be specific.
  • Indicate how the accomplishment of each strategic initiative is monitored and measured.

Key Performance Indicators

  • Explain how key performance indicators (KPIs) are used as a tool to implement strategy.
  • Construct a key performance indicator (KPI) tree to illustrate a path to success for strategic goals and objectives.
  • Explain the key performance indicator (KPI) tree is used to measure success completion of strategic goals, objectives, and initiatives.

Systems, Resources, & Accountability

  • Determine the systems needed to implement each task in a strategy.
  • Determine the allocation of resources (financial, labor, capital assets, time, supplies, etc.) necessary to implement each task in a strategy.
  • Determine what employees will be assigned and be held accountable for the execution of each goal, objective, and strategic initiative.

Timeline

  • Illustrate a timeline for the completion of each goal (strategic, stretch, & financial), objective, and strategic initiative for the chosen domestic or international strategy implementation.
  • The timeline should consist of no more than five phases of action.
  • Assign a creative title to each phase of the timeline.
  • Concisely explain each phase of the timeline.

Phase One of Action Plan

  • Develop actions (work effort) for all employees that are supportive of the organizational structure within phase 1 of the action plan.
  • Identify the employees by job title that are accountable for the success of each strategic initiative.
  • Explain the process for decision-making and approvals.
  • Identify who monitors progress and how progress is monitored.
  • Develop a process for making adjustments to improve the implementation of the strategy continuously.

Audience, Reasoning, and Research

  • The strategy report addresses the staff of the Turul Winery.
  • Uses reasoning skills to support your statements, ideas, and decisions.
  • Uses a minimum of three peer-reviewed, academic research resources to substantiate your thoughts, opinions, and ideas.

Verbal Narration and Notes

  • Speaks loudly enough to be heard; varying voice pitch and volume to ensure audience interest and attention.
  • Pronounces words correctly and enunciates clearly.
  • Each slide has professionally written notes substantiated with research.

APA Style

  • Apply APA style to in-text citations with no errors.
  • Apply APA style to references with no errors.
  • Resources should be from reliable and/or scholarly sources.

Writing Conventions

  • Writing should be focused, concise, and organized.
  • Articulate at a college level.
  • There should be few or no grammar or punctuation errors.
  • Use non-offensive, inclusive, and respectful language.

Your FLIGBY® Profile Flow-Leadership Report

’s

This Report was prepared for

Jamin Trinidad Using "Flow is Good Business" Gaming Analytics Developed by Mihaly Csikszentmihalyi and ALEAS Simulations, California

2 May 2022

Report for Jamin Trinidad 1

FLIGBY® is the official Flow Program for decision-makers by Professor Mihaly

Csikszentmihalyi and ALEAS Simulations. FLIGBY’s leadership development

program combines videogame learning experience with benchmark-based

competence assessment.

FLIGBY has won the Gold Medal of the “International Serious Play Awards” in the

category of Corporate Games. A global panel of experts selected FLIGBY as the

best digital game for managers of the year 2012. FLIGBY also gained the

Certification of the American Serious Games Association, which draws the

attention of the corporate decision-makers to innovative and forward-looking

training solutions.

©2017 ALEAS Simulations, Inc., California, All Rights Reserved

“FLIGBY”, “FLOW is Good Business for You”, “Turul Winery”; “Spirit of the Wine Award”

and all logos, characters, artwork, stories, information, names, gameplay, feedback

mechanisms and other elements associated thereto are the sole and exclusive property

of ALEAS.

www.fligby.com, www.flowleadership.org

Report design & layout by Robert Fekete – www.behance.net/robtmc

Report for Jamin Trinidad 2

1. Welcome

1.1. GREETINGS BY PROF. CSIKSZENTMIHALYI

Dear Jamin,

On behalf of our FLIGBY team, I would like to thank you for having invested your

time and effort into playing the Game. I sincerely hope that you have been

enlightened and enriched by the experience.

Being a manager or a leader is never easy. Our decisions shape not only our

organization’s competitive performance but also the fate of our colleagues. This is

a huge responsibility, whether one is managing a small California winery, a giant

multinational, an NGO, or a government bureau.

We have attempted to weave into the Turul Winery story many of the dilemmas

typically encountered in managing an organization: strategy, competition,

technology, profitability, and environmental sustainability. The main emphasis,

however, is on people management. One aspect of it is creating the conditions and

advancing the trust in others that are preconditions for experiencing Flow.

It was 50 years ago that I started to study people who loved what they were doing

1. Welcome

Report for Jamin Trinidad 3

– chess players, mountain climbers, actors, and business persons – trying to

understand what made them do those things, and to do them well. Most said that

experiencing the activity itself was the main reward. I labeled this experience

“Flow”.

There has been growing recognition in recent years that getting into Flow is one of

the most important factors in improving individual, group, and community

performance. The problem we have been working on with the FLIGBY team is this:

“Why is it that so few jobs and workplaces are designed to make Flow possible?”

This is a fact even though it is in the power of managers/leaders to take many easy

steps to facilitate Flow.

FLIGBY is an innovative extension of my Good Business book, published in 2003.

Our aim is to help every decision-maker – a role we often play even as individuals

without fancy titles – to have attitudes and to make choices that will improve not

only our own well-being and the effectiveness of our organizations, but also that of

the community and of society at large.

It is my sincere hope that this personal report will assist you in your lifelong

personal development journey. This Report shows your apparent strengths to build

upon and seeming weaknesses to overcome so that you can be an ever-more-

successful manager/leader.

May you experience Flow often! And may you have the wisdom to help others to

experience it, too.

P.S. Please check p. 8, inviting you to help us, with a few simple steps, to disseminate

the idea of Flow-promoting leadership.

1. Welcome

Report for Jamin Trinidad 4

1.2. HOW TO GET THE MOST OUT OF THIS REPORT?

The time you spent playing FLIGBY was a valuable investment. This detailed

Report is built on the basis of those decisions you have taken throughout the

Game. The Report consists of four sections:

WELCOME

Summarizes the main messages and key values of the FLIGBY

Simulation. Invites you to join our network to benefit yourself and

others by spreading the idea of a value-driven and Flow-promoting

workplace.

YOUR GAMEPLAY RESULTS

This part of your Report lists the “key performance indicators” (KPIs) and

the virtual characters’ subjective feedback

on your performance, given your Game results.

YOUR LEADERSHIP SKILLS PROFILE

This part of your Report is an unbiased analysis

of your 29 Flow Leadership Skills. Your skill measures are based on your

gameplay responses when key managerial decisions were called for.

IF YOU WANT TO KNOW MORE

More details and explanations about the Game. You’ll find a discussion

of the following topics: FLIGBY’s game-based analytics to identify your

real leadership potential; additional KPIs; and Mr. Fligby’s subjective

opinions about your leadership practice.

1

2

3

4

FEEDBACK ON YOUR

FLIGBY PERFORMANCE ARE SUMMARIZED

IN TWO CHAPTERS

1. Welcome

Report for Jamin Trinidad 5

1.3. CONTENTS

1. Welcome 1.1. Greetings by Prof. Csikszentmihalyi 2 1.2. How to get the most out of this Report? 4 1.3. Contents 5 1.4. Flow and Good Business 6 1.5. Join our Global Flow-promoting Leadership Network 8

2. Your Gameplay Results 2.1. Your gaming progress 9 2.2. Spirit of the Wine Award 10 2.3. Flow trophies 11 2.4. Corporate atmosphere 12 2.5. Profitability 13 2.6. Sustainability 14 2.7. Your colleagues’ “no-holds-barred” comments on you as their manager 15

3. Your Leadership Skills Profile 3.1. What skills are measured and how to interpret them? 17 3.2. Your 29 leadership skills 19 3.3. Distribution curve and Percentile rankings 20 3.4. Your top 3 Skills identified, compared and explained 21 3.5. Your most to-be-improved skills identified, compared and explained 22

4. If You Want to Know More 4.1. A Game-based approach to identifying your leadership potential 27 4.2. More about winning the Spirit of the Wine Award 28 4.3. More about the “Hit” Percentage of Your Decisions 29 4.4. More about the “Flow Map” 30 4.5. More about Your “Sum Flow” Index 32 4.6. Your colleagues’ final positions on the Flow Map 33 4.7. The 29 leadership skills: definitions 35 4.8. Mr. Fligby’s “no-punches-pulled” opinion on you as a leader 39

QUICK FINDER – OVERVIEW OF YOUR FLIGBY RESULTS

Spirit of the Wine Award 10 Your 29 leadership skills 19 Your colleagues’ final positions on the Flow Map 33 Mr. Fligby’s personal feedback 39

1. Welcome

Report for Jamin Trinidad 6

1.4. FLOW AND GOOD BUSINESS

FLIGBY was created as a guide for conducting business that is both successful and

humane. While most people enjoy working when it provides Flow, too few jobs are

designed to make Flow possible. This is where management can make a real

difference. For a manager or leader who truly cares about the bottom line, in the

broadest sense of that term, the first priority is to eliminate the obstacles to Flow

at all levels of the organization and to put in place practices and policies designed

to make work meaningful and thus enjoyable, especially for “knowledge workers”.

WHY IS FLOW IMPORTANT?

When we are in the state of Flow, we perform at our peak. Not only do our productivity

levels soar, but we also experience a deep sense of satisfaction. Work becomes a source

of enjoyment.

Flow is being in the zone, getting into the groove – in other words, being in a totally optimal

state for peak performance. It is that magical time when everything seems to come

together – you become fully immersed in the activity, fears and insecurities melt away,

action becomes spontaneous, and you feel fully alive and in the present moment.

Prof. Csikszentmihalyi’s term, “good business”, means a meaningful and enjoyable

work environment, through which a business’ (or any organization’s) “balanced

scorecard” improves, thereby contributing to healthier and more sustainable

workplaces and societies at large.

The best way to manage people is to create an environment where employees find

meaning in their work and grow while doing it. Organizations whose co-workers

are happy are more productive, have a higher morale, and lower turnover.

1. Welcome

Report for Jamin Trinidad 7

Work should be meaningful and also fun (as much as possible). Companies should

of course care about the bottom line, but not only about maximizing short-term

profits. If there is Flow in your business, employees perform at their peak and work

becomes a source of enjoyment and personal growth. Your organization will

become a place that people look forward to being a part of.

Our jobs have a significant influence on the quality of our lives. Happiness is not

something that happens to us, but rather, it is something we make happen. As

such, work can be one of the most fulfilling aspects of life, provided that

employees have an opportunity to do their best and to contribute to something

greater than themselves.

“… Today business leaders are among the most influential members of

society. While they are all trained to generate profits, many of them are

oblivious to the other responsibilities that their new societal leadership

entails. To be successful you have to enjoy doing your best while at the

same time contributing to something beyond yourself. Perhaps the most

important distinguishing trait of visionary leaders is that they believe in a

goal that benefits not only themselves, but others as well. It is such a vision

that attracts the psychic energy of other people, and makes them willing to

work beyond the call of duty for the organization.”

Mihaly Csikszentmihalyi GOOD BUSINESS: LEADERSHIP, FLOW, AND THE MAKING OF MEANING

1. Welcome

Report for Jamin Trinidad 8

1.5. JOIN OUR GLOBAL FLOW-PROMOTING LEADERSHIP NETWORK

Here are a few simple, no-cost suggestions on how you can support the

dissemination of the Flow-promoting Leadership in any organization:

Find out more! – Discover the “missing link” and read the FLIGBY story1. with Csikszentmihalyi’s thoughts: flowleadership.org/our-new-book/

Invite others! – If you have a friend or colleague who you think might be2. interested in leadership development simulations, we are glad to send a demo account. Let us know on [email protected]

Help to spread the idea! – Do you know any organizations that the “good3. business” approach might make stronger and more effective? Please send us your suggestions, we would be glad to get in touch with them: [email protected]

Be part of the discovery! – Would you, or others you know, be interested4. in joining our official “Leadership & Flow” research program that studies innovative approaches of leadership? We are happy to welcome you at flowleadership.org/contact-us/

Please stay in touch with us on our social media interfaces:

Official FLIGBY Blog:

Linkedin:

Facebook:

Youtube:

Pinterest:

fligby.com/blog

linkedin.com/company/fligby

facebook.com/fligby

youtube.com/fligby

pinterest.com/fligby

Report for Jamin Trinidad 9

2. Your Gameplay Results

2.1. YOUR GAMING PROGRESS

GAME DATA

Game registration mail sent:

Game started:

Game finished:

Your gameplay time:

Gameplay time of all the players (average):

Media Library Items Opened* by you:

Media Library Items Opened* by all players:

7 April 2022 11:34AM

7 April 2022 11:52AM

2 May 2022 2:11PM

03 h 13 m

05 h 52 m

1%

24%

*Shows what percentage of the information available in Media Library you have clicked on.

If you have further questions, contact your Host(s). You can find your

Host(s)' profiles on "My Group" page.

2. Your Gameplay Results

Report for Jamin Trinidad 10

It is important to stress that winning or not winning the Game, and the other

performance indicators listed below, are not directly linked to your skills profile.

In other words, it is possible to win or not to win the Award (and to show

impressive or poor gameplay results) with all sorts of skills profile

combinations.

2.2. SPIRIT OF THE WINE AWARD

Although you did not win the Award,

you have impressive leadership skills

and other Game results.

The winning-ratio in the full FLIGBY

population is 45%

“Spirit of the Wine Award” is the

ultimate prize to win in FLIGBY.

It is a measure of the Player’s

success in skillfully balancing

difficult tradeoffs, such as

generating individual Flow,

improving the corporate

atmosphere, earning satisfactory

profit, and adequately protecting

the environment.*

* For more information about the Award, refer to section 4.2. below, “More about winning the Spirit of the Wine Award”

2. Your Gameplay Results

Report for Jamin Trinidad 11

2.3. FLOW TROPHIES

Each time your decisions helped put a colleague into Flow, you won a Flow

trophy. Your trophy inventory at the end of your gameplay is as follows:

YOU EARNED 12 OF MAX 21 FLOW TROPHIES! The average number of Flow trophies earned by all FLIGBY players is 13.2

A key task of FLIGBY is to create an environment that promotes teamwork and

enhances Flow. Thus, one of the key aims of the Game was to bring as many

colleagues as possible – even if just for a short time – into a Flow state. Please

note that expanding too great an effort to put someone repeatedly into Flow can

move others away from their Flow state.

Earning many Flow trophies is positive, up to a point. However, earning fewer than

the average number of trophies is not necessarily bad; it may show that you gave

higher priorities to some of the other Game objectives.

2. Your Gameplay Results

Report for Jamin Trinidad 12

These labels and colors are used further on in this Report:

#1 Your first gameplay’s result fl Average of all FLIGBY players

2.4. CORPORATE ATMOSPHERE

CORP. ATM.%

#1 48 fl 60

The “CORPORATE ATMOSPHERE” METER of the

Turul Winery shows the level of workplace satisfaction

by the entire workforce.

A good corporate atmosphere is one where the goals are clear to everyone;

relevant information is available to all; and the challenges faced by everyone are

manageable because they match each employee’s skill level. In other words, there

is a highly satisfactory and productive atmosphere for all internal stakeholders,

which would maximally support the sustainable advancement of the organization.

This KPI shows, in percentage terms, how far your managerial decisions have

created a satisfactory atmosphere for all internal stakeholders.

The graph below shows the scene-by-scene evolution (for each of the 23 Scenes)

of Turul’s Corporate Atmosphere, as a function of your decisions:

100

75

50

25

0

2. Your Gameplay Results

Report for Jamin Trinidad 13

2.5. PROFITABILITY

PROFIT %

#1 53 fl 67

This indicator shows the impact of your decisions on

the Winery’s revenue-generating potential, in percent

terms, relative to the maximum achievable.

It shows the direction of the Winery’s profit-generating capability rather than

actual profit data.

The graph below shows the scene-by-scene evolution of Turul’s Profitability, as a

function of your decisions:

100

50

0

-50

-100

2. Your Gameplay Results

Report for Jamin Trinidad 14

2.6. SUSTAINABILITY

SUSTAINABILITY %

#1 64 fl 63

This indicator shows whether your decisions have

improved, maintained, or decreased the environmental

sustainability of the Turul Winery.

You did not win the Sustainability Badge

in the Game this time.

California wine making can be a perfect

example of “good business” policies

through its sustainability practices; they

are being adopted by many organizations

worldwide.

Each time you made an

important decision that also

helped to protect the

environment (since “good

business” practices include

sustainability) you moved closer

to obtaining the Sustainability

Badge. Winning it is a good

indicator that you made sure

that Turul’s products and

production processes are

environmentally sustainable and

fit harmoniously with the local

community.

2. Your Gameplay Results

Report for Jamin Trinidad 15

2.7. YOUR COLLEAGUES’ “NO-HOLDS-BARRED” COMMENTS ON YOU AS THEIR MANAGER

Your colleagues’ comments below are responses to the decision-path you,

yourself, chose during the Game:

WHAT DO YOUR TEAM MEMBERS THINK ABOUT YOUR LEADERSHIP?

ELLEN JOE LARRY REBECCA CHRIS ALEX

Ellen: “I will love to move to HR! Thanks for thinking creatively about my options here, and not discriminating against me due to my age. ”

Joe: “I wanted to thank you for dealing with time management. I am learning to work more effectively with my colleagues. ”

Larry: “I just wanted to thank you for letting me leave the Bacchus Boutique meeting… early that day. You showed real empathy for me. I wouldn't have wanted to miss the birth of my child. ”

Rebecca: “I'm glad you supported my decision to leave. I'm sure I'll be happy at Top Dog winery. And this party is wonderful! I'm so impressed with Jen. However, she is a fantastic assistant, I know she'll be hard to replace in her role. ”

Chris: “Larry and I learned to work together as a team. It was thanks to your intervention. So enjoy the party. ”

Alex: “I wanted to thank you for your commitment to discontinuing our "jug" wine. You showed integrity. I respect that. Have a good time tonight. ”

2. Your Gameplay Results

Report for Jamin Trinidad 16

You have the option also to hear their opinions from their own mouths. Check out these brief clips!

ELLEN JOE LARRY

REBECCA CHRIS ALEX

Report for Jamin Trinidad 17

3. Your Leadership Skills Profile

3.1. WHAT SKILLS ARE MEASURED AND HOW TO INTERPRET THEM?

In FLIGBY, your leadership profile is comprised of your scores on each of the 29

leadership competences. Good skill combinations are helpful for creating and

maintaining a Flow-promoting organizational culture.

11.9.

DelegatingConflict- management

8.

Diplomacy

10.

Emotional intelligence

Communi- cation

7.

Feedback

15.

Execution

14.

Future orientation

16.13. Empower-

ment

12.

Entrepreneur- ship

Analytical skill

2.

Active listening

1.

Assertive- ness

3.

Balancing skill

4. Engage-

ment and trust

5.

Business- oriented thinking

6.

Information gathering

17.

Prioritizing

22.

Organizing

21. Intuitive thinking

18.

Involvement

19.

Motivation

20.

Time- pressured decisions

23.

Personal strengths

24.

Social dynamics

25.

Stakeholder management

26.

Strategic thinking

27.

Teamwork management

28. Time

management

29.

The four skills – shown in green with white borders – are those that contribute

most directly to the attainment of a Flow-promoting workplace. For the definition

of each skill, see: section 4.7.

3. Your Leadership Skills Profile

Report for Jamin Trinidad 18

Your skill measures are based on your gameplay responses when important

managerial decisions were called for. Your skill measures are objective and

unbiased. However, a game such as FLIGBY could give you only limited

opportunities to display the leadership skills you may possess. At the same time,

what you did reveal by the decision choices you made has been carefully

interpreted, in terms of their skill implications, by a prestigious group of

psychologists and leadership-development experts.

Lower skill levels show, first and foremost, that you made rather infrequent use of

those skills during the gameplay. Thus, lower skill levels do not necessarily mean

that your skills are notably weak in those areas. Nevertheless, low skill levels may

indicate that a purposeful strengthening of those skills would likely to improve

your managerial/leadership performance. The numbers in the charts below

represent the percentage (max 100) achievable skill levels in the Game.

“In creating one’s self, it makes sense to build on one’s strengths. Often,

however, we don’t have good notion of what our talents are, because we

have never had a chance to try them out. The more opportunities one is

willing to explore, the better chances one has of discovering one’s

strengths.”

Mihaly Csikszentmihalyi GOOD BUSINESS: LEADERSHIP, FLOW, AND THE MAKING OF MEANING

3. Your Leadership Skills Profile

Report for Jamin Trinidad 19

3.2. YOUR 29 LEADERSHIP SKILLS

Active listening 65 63

Analytical skill 80 64

Assertiveness 67 57

Balancing skill 64 65

Building engagement 67 67

Business-oriented thinking 63 62

Communication 58 64

Conflict-management 63 62

Delegating 44 63

Diplomacy 80 67

Emotional intelligence 83 72

Empowerment 64 62

Entrepreneurship (Risk-taking) 73 66

Execution 90 63

Feedback 75 69

Future orientation 78 68

Information gathering 85 72

Intuitive thinking 71 63

Involvement 89 70

Motivation 71 69

Organizing 75 67

Prioritizing 50 56

Recognizing personal strengths 67 68

Social dynamics 81 67

Stakeholder management 70 64

Strategic thinking 80 63

Teamwork management 80 62

Time management 60 56

Time-pressured decision-making 44 58

3. Your Leadership Skills Profile

Report for Jamin Trinidad 20

3.3. DISTRIBUTION CURVE AND PERCENTILE RANKINGS

Your scores are systematically juxtaposed with all FLIGBY players’ average as well

as median scores. In this Report, the term “average” is the arithmetic mean, while

the “median” shows the dividing point – the middle number – where the exact

same number of players have higher as well as lower scores. The basic advantage

of the median in describing data compared with the mean (often simply described

as the "average") is that it is not skewed so much by extremely large or small

values, and so it may give a better idea of a 'typical' value.

THIS GRAPH SHOWS THE DISTRIBUTION OF THE MEASURED SKILL VALUES

OF ALL FLIGBY PLAYERS

0 25 50 75 100

YOUR SCORE MEDIAN VALUE

Your “percentile ranking” shows that you did better than the percentage of all

players shown.

3. Your Leadership Skills Profile

Report for Jamin Trinidad 21

3.4. YOUR TOP 3 SKILLS IDENTIFIED, COMPARED AND EXPLAINED

1 EXECUTION Execution is the act of performing, the completion of managerial tasks (execution of a plan, a task, etc.), and the readiness of doing something successfully. Managing the business aligned with the common values. Executing strategic goals is by far the greatest challenge in business today.

Your Score:

EXECUTION

#1 90 fl 63

Database Median Score:

60

Your Percentile Ranking:

99

Explanation of the Execution distribution curve

Most people’s overall Execution score is between 32 and 79. In fact, 93% of all

people have Execution within that range. 57% of people score between 48 and 66.

0 25 50 75 100

90 60

32 48 7966

3. Your Leadership Skills Profile

Report for Jamin Trinidad 22

2 STRATEGIC THINKING Strategic thinking helps managers to set goals, to determine priorities, to review policy issues, and to perform long term planning. Clear goals are necessary to reach the flow-state. For a person to become deeply involved in any activity it is essential that he or she knows precisely what tasks he or she must accomplish moment by moment. Of course the ultimate goals of an activity are also important but true enjoyment comes from the steps one takes toward attaining a goal, not from actually reaching it.

Your Score:

STRATEGIC THINKING

#1 80 fl 63

Database Median Score:

61

Your Percentile Ranking:

95

Explanation of the Strategic thinking distribution curve

Most people’s overall Strategic thinking score is between 42 and 82. In fact, 94%

of all people have Strategic thinking within that range. 51% of people score

between 53 and 67.

0 25 50 75 100

80 61

42 53 8267

3. Your Leadership Skills Profile

Report for Jamin Trinidad 23

3 TEAMWORK MANAGEMENT Teamwork management is the readiness to form, facilitate and monitor teamwork and teams.

Your Score:

TEAMWORK MANAGEMENT

#1 80 fl 62

Database Median Score:

61

Your Percentile Ranking:

95

Explanation of the Teamwork management distribution curve

Most people’s overall Teamwork management score is between 41 and 78. In fact,

93% of all people have Teamwork management within that range. 53% of people

score between 53 and 69.

0 25 50 75 100

80 61

41 53 7869

3. Your Leadership Skills Profile

Report for Jamin Trinidad 24

3.5. YOUR MOST TO-BE-IMPROVED SKILLS IDENTIFIED, COMPARED AND EXPLAINED

1 DELEGATING Delegation is the readiness to confer functions or powers on another person so he or she can act on behalf of the manager. Delegation empowers a subordinate to make decisions, i.e. it is a shift of decision-making authority from one organizational level to a lower one.

Your Score:

DELEGATING

#1 44 fl 63

Database Median Score:

62

Your Percentile Ranking:

9

Explanation of the Delegating distribution curve

Most people’s overall Delegating score is between 34 and 78. In fact, 94% of all

people have Delegating within that range. 57% of people score between 45 and

67.

0 25 50 75 100

44 62

34 45 7867

3. Your Leadership Skills Profile

Report for Jamin Trinidad 25

2 TIME-PRESSURED DECISION-MAKING Decision-making under time pressure is a readiness that enables effective decision-making when limited time and inadequate information is available. This is the skill to decide authoritatively and to be consistent with one's decisions.

Your Score:

TIME-PRESSURED DECISION- MAKING

#1 44 fl 58

Database Median Score:

57

Your Percentile Ranking:

9

Explanation of the Time-pressured decision-making distribution curve

Most people’s overall Time-pressured decision-making score is between 36 and

77. In fact, 94% of all people have Time-pressured decision-making within that

range. 50% of people score between 48 and 63.

0 25 50 75 100

44 57

36 48 7763

3. Your Leadership Skills Profile

Report for Jamin Trinidad 26

3 PRIORITIZING Prioritization is the readiness to evaluate a group of items and ranking them in their order of importance or urgency.

Your Score:

PRIORITIZING

#1 50 fl 56

Database Median Score:

57

Your Percentile Ranking:

25

Explanation of the Prioritizing distribution curve

Most people’s overall Prioritizing score is between 37 and 75. In fact, 93% of all

people have Prioritizing within that range. 56% of people score between 52 and

64.

0 25 50 75 100

50 57

37 52 7564

Report for Jamin Trinidad 27

4. If You Want to Know More

4.1. A GAME-BASED APPROACH TO IDENTIFYING YOUR LEADERSHIP POTENTIAL

FLIGBY was designed to identify your leadership skills and potential. The Game creates

an environment that offers a new type of platform for observi

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