Identify a significant or common situation in your workplace (or a workplace with which you are familiar) that involves intergroup conflict. Then perform the following:  Identify the sources or drivers of the intergroup conflict using the concepts provided in our text and other materials as your perspective for analysis.

 Identify the technique used to bring about a resolution to this conflict. If the conflict was not resolved, recommend a technique or approach.

 Evaluate the effectiveness of the approach taken to bring about resolution. If resolution has not taken place, tell why you think your recommended approach or technique will be effective.  Minimum 500 words, minimum 3 resources APA

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Address the following questions:

1. What other strategic processes are closely tied to ERM?

Performance measurement and budgeting are closely tied to ERM.

1. What three kinds of risks are identified within the City of Edmonton?

The City has strategic, project, and operating risks.

1. What two criteria must be balanced in a successful ERM model?

An ERM model should be simple enough to understand while being complex enough to add value.

1. Who is responsible for dealing with and mitigating risks?

The risk owner is responsible.

1. To what body must the City’s strategic risks be reported?

Risks are reported to the City Council, through the Audit Committee.

Major Homework Requirements

The homework assignments are not opinion compositions, or a book, chapter, or article review. These assignments are positional arguments that are entirely supported by empirical evidence and well-known industry facts. You can include your personal experiences and ideas if it directly relates to the topic, or reinforces your position. However, you must support all statements with evidence. All submissions must adhere to APA guidelines. APA writing is an academic standard; therefore, it is not optional, it is mandatory.

Points are deducted if your submission does not adhere to the following requirements:

1. Be a scholarly submission
   1. Include a title page
   2. Times New Roman font, 1-inch margin, and double-spaced
   3. Be at least two pages in length
      • Should not consist of any bullet-points
   4. Have a reference page with at least three academic references
      • You CANNOT use Wikipedia, LinkedIn articles, blogs, paid vendors, certification websites, or similar sources in academic writing. You CAN use reputable industry articles from publications similar to ComputerWeekly, PCMag, Wall Street Journal, New York Times, or similar sources. Academic journals and popular industry articles are accessible in the university’s library databases and Google Scholar. All references should not have a publication date older than 2005.
   5. Be written in a clear and concise manner
      • Contains contractual phrases, as an example “shouldn’t” “couldn’t” or “didn’t,” or similar
      • Uses vague words such as “proper,” “appropriate,” “adequate,” or similar to describe a process, function, or a procedure.
      • As an example, “proper incident response plan,” “appropriate IT professional,” “adequate security,” or similar. These words are subjective because they have a different meaning to different individuals.
   6. Does not adhere to the University’s academic dishonesty and plagiarism policies.

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Read Chapter 14 of our text.   http://ezproxy.apus.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=1418653Launch the week seven lesson in the lesson section of the classroom. Read this article – Relationship between leadership styles and organizational innovation. Before beginning this week, please watch the attached Powerpoint presentation.  There is sound attached to this presentation so when you open it, select slide show and allow it to advance automatically.  ENTREPRENEURSEmotional intelligence (EI) is a key element of effective strategic leadership. EI refers to an individual’s capacity for recognizing one’s emotions and those of others. In previous weeks, we focused on ‘what leaders do and how they do it.’ This week, we address ‘who leaders are.’ That is, we focus on individual attributes instead of leader behavior. It is important to point out that these two issues are highly related because successful leaders possess valuable traits that enable them to engage effectively in activities to create value for their organization. Although there have been countless studies of leader traits and skills (e.g., integrity, maturity, energy, intelligence), we address one that has really garnered a lot of attention in both the academic and business presses: Emotional Intelligence (EI). This concept has been popularized by Daniel Goleman who has published best-selling books. Recent studies have found that effective leaders have a high level of EI and that EI is a better predictor of life and career success than IQ (intelligence quotient). The five components of EI are: Self-Awareness, Self-Regulation, Motivation, Empathy, and, Social Skill Globalization is another reason for the increasing importance of empathy (one of the five elements of EI) for business leaders. Cross-cultural dialogue can often result in miscues and misunderstandings. Empathy is a valuable antidote. Managers who have it are attuned to subtleties in body language. They can hear messages beneath the words being spoken. Further, they have a deep understanding of the existence and importance of cultural and ethnic differences. For example, consider the case of an American consultant whose team has just presented a proposal to a Japanese client. When dealing with fellow Americans, the team was accustomed to being bombarded with questions after such a proposal. However, this time it was greeted with a long silence. Most of the members of the team interpreted the silence as disapproval and were ready to leave. However, the lead consultant gestured them to stop. Although he was not very familiar with Japanese culture, he was able to read the client’s face and posture and sensed not rejection but interest – even deep consideration. He was correct. When the client finally spoke, it was to award the consulting firm with the job. Reference Goleman, D. 1998. What makes a leader? Harvard Business Review, 76(6): 93-102. There are some potential drawbacks of EI.   Below are a few flipsides of the benefits of its essential components if taken in the wrong context. 1. Effective leaders have empathy for others (leaders may confuse empathy with sympathy and fail to make ‘hard decisions’) 2. Effective leaders are astute judges of people (leaders may rely too much on their judgment and dismiss others’ insights) 3. Effective leaders are passionate about what they do, and they show it (passion may prevent leaders from other possibilities and ignore realities that others see) 4. Effective leaders create personal connections with their people (if there are too many unannounced visits, it may lead to fear of micromanagement.)Corporate entrepreneurship (CE) refers to building entrepreneurial businesses within existing corporations. It has two primary aims: the creation of new venture opportunities and strategic renewal. In this section, we address corporate growth and renewal via internal venture development. All the factors that influence the strategy implementation process – corporate culture, leadership, features of organizational structure, and rewards and learning systems – will affect how corporations engage in internal corporate venturing. In some large corporations, the spirit of entrepreneurship permeates every part of the organization. It is found in companies where the strategic leaders and the culture together generate a strong impetus to innovate, take risks, and seek out new venture opportunities. Firms using a focused approach typically separate the corporate venturing activity from the other ongoing operations of the firm. That is, CE is usually the domain of autonomous work groups that pursue entrepreneurial aims independent of the rest of the firm. Two forms – new venture groups (NVGs) and business incubators – are among the most common types of focused approaches.Corporations often form new venture groups whose goal is to identify, evaluate, and cultivate venture opportunities. These groups typically function as semi-autonomous units with little formal structure. A NVG’s mandate often extends beyond innovation and experimentation to coordinating with other corporate divisions, identifying potential venture partners, gathering resources, and, in some case, actually launching the venture. Business incubators are designed to ‘hatch’ new businesses. They are a type of corporate new venture group with a more specialized purpose – to support and nurture fledgling entrepreneurial ventures until they can thrive on their own as standalone businesses. A culture of entrepreneurship is one in which the search for venture opportunities permeates every part of the organization. Everyone is attuned to opportunities to leverage the assets and capabilities of the corporation to create new businesses. After reading this week’s material answer ONE (1) of the following three questions in this forum: 1 – In your own words, define Emotional Intelligence (EI) and describe the key elements of EI and discuss how it differs from Intelligent Quotient (IQ).  Why is EI so important to successful strategic leadership?  Do you think that EI or IQ is more important for effective leadership and/or management?  Give an example of a leader you have known with high EI and explain your selection.2 – Discuss turnaround strategies and when an organization needs to develop one.   Give an example of a company that has recently taken on a turnaround strategy.   Did it work?   Explain. 3 – Describe (in your own words) organizational ambidexterity.    What are the pros and cons?    Give an example of an organization who has organizational ambidexterity.

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The first item you want to highlight is your customer satisfaction record. Over the past 18 months of employment you have worked with 25 clients, and according to the customer satisfaction surveys all clients are asked to take after their contract is completed, 22 of them rated you with the highest level of satisfaction. Use this information to find the best predicted probability of having a new client give the highest level of satisfaction.However, having a single satisfied customer is not enough. It is very important to G & B Consulting that they maintain high ethical standards and continue to receive the highest rating from the Better Business Bureau consistently. In order to maintain this rating, the company must maintain at least 85% or higher of customers giving you high customer satisfaction ratings. Internal projections predict that G&B Consulting will serve 60 clients over the next year. If you become the project manager and use your prior record as an indicator, find the probability that 85% or more of new clients will give the highest level of customer satisfaction rating. Show all calculations and formulas used. If you use Excel for your calculations include that along with your submission. Use this information to make a convincing argument that you are a good choice for the position. Slide 1· Calculate the probability of getting a satisfied client based off of your prior work history at G& B Consulting. Show all work.· Explain how you found your solution.Slide 2· Using your prior work history, calculate the probability of getting at least 85% of clients giving you high customer satisfaction ratings.· Explain how you found your solution.Slide 3· Interpret your results from slide 2 and use them to make an argument on why you would be good for the position.Part 2The other item you wish to highlight comes from some work done for a local manufacturer. They believed that a competitor was illegally using one of their patents in their own manufacturing process and were considering litigation. This competitor’s product were directly cutting into the manufacturer’s profit, so they wanted to prevent the competitor’s product from being made and recoup those lost profits. Of course, the litigation process is long and costly, and the outcome is not guaranteed and would likely result in a countersuit brought by the competitor. Before continuing with costly legal counsel, the manufacturer hired G&B Consulting to help them determine their best strategy.This was potentially a very lucrative contract, and a high profile one too since the manufacturer is one of the biggest employers in the area. Therefore, several analysts at G&B Consulting, including you, were asked to tackle the problem independently to help ensure the best possible results. Before compiling a final report to give to the manufacturer, the results were presented to the project lead:The first solution brought up was given by one of your coworkers. Using the manufacturer’s projections of profits solely, he was able to create the following payoff matrix where each entry is in millions of dollars annually:  Competitor ManufacturerSueDon’t Sue Sue(5,   -5)(20,   -20) Don’t Sue(-15,   15)(-10,   10)This coworker concluded that the manufacturer should always do the opposite of the competitor chooses making this a strictly competitive game.Slide 4· Using the payoff matrix shown above, determine if the manufacturer has a dominant strategy. Show and explain all steps.· Using the payoff matrix shown above, determine if the competitor has a dominant strategy. Show and explain all steps.Slide 5· Find all Nash equilibrium points. Show and explain all steps.· Identify the optimum strategy of the game.Slide 6· Do your results match those of your coworkers? Explain why you agree or disagreePart 3The second solution was brought by a different coworker. She also created a payoff matrix for the scenario but did some independent research to estimate the competitor’s profits in each outcome independent of the manufacturer’s profits and came up with the following payoff matrix, again, the values represent millions of dollars in annual profits.  Competitor ManufacturerSueDon’t Sue Sue(5,   -5)(20,   10) Don’t Sue(10,   20)(15,   15)This coworker concludes that under these circumstances, the manufacturer should sue 50% of the time and not sue the other 50% of the time, and they should expect their competitor to do the same.Slide 7· Use the mixed strategy algorithm to find the optimum strategy for the manufacturer. Show all of your steps.Slide 8· Use the mixed strategy algorithm to find the optimum strategy for the competitor. Show all of your steps.Slide 9· Do your results match those of your coworker’s? Explain why you agree or disagree.Part 4You present your own solution that is based on a non-simultaneous game where the manufacturer first has to decide whether or not they wish to pursue litigation. If they do so choose, then their competitor will also have to decide if the wish to file a counter-suit. You utilized the same payoff matrix that the second coworker provided that contains information about both companies’ projected profitsSlide 10· Create the game tree for this scenario, exclude any non-credible threats.· Explain how you identified the non-credible threat.Slide 10· Perform the first step of backwards induction. Shown and explain your work.Slide 11· Perform the second step of backwards induction. Show and explain all your work.Slide 12· Identify the optimum strategy for the game.

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