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This is a video of Master Chief(Ret) April Beldo. In my opinion she is the definition of the benefits of gender diversity as discussed in module 2.

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Fleet Master Chief Beldo Celebrates Women Enlisting in the Navy

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ALL HANDS UPDATE MARCH 30, 2015 #2 Fleet Master Chief April Beldo celebrates Women's History Month with the Surface Warfare Officers School Command Unit.

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Next is an article about diversity in the armed forces. We must remember that diversity does not only include race of gender.

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By Lisa Ferdinando DoD News, Defense Media Activity

WASHINGTON, June 22, 2016 - Diversity in the military makes the force stronger, top Defense Department officials said at a lesbian, gay, bisexual and transgender panel discussion here today.

Speakers at the forum at the National Defense University at Fort McNair included the deputy assistant secretary of defense for operational energy, Amanda R. Simpson.

Simpson, the highest-ranking openly transgender official in the government, recalled that when she was in college she was recruited by the Navy to be a nuclear officer. "But I really couldn't, in good conscience, serve in uniform," she said. "I held a secret that I was still holding from myself."

She said at that time it was "illegal and, quote, 'immoral' for a transperson to serve in the military." Instead, she said, she became a government contractor.

Simpson said she was asked to join President Barack Obama's administration seven years ago. It is important to note, she said, that she was neither selected for the opportunity nor excluded from it because she was transgender.

She was selected because of her qualifications, she said.

"I was recognized as having the capabilities and the skills to manage people [and] complex situations," she said, adding that she became a senior technical advisor at the Commerce Department. She later served as a high-ranking Army civilian.

"As Secretary [Ash] Carter noted last year, I was chosen for my current position as the deputy assistant secretary of defense because I was the best person available for that job," she said.
Diversity Strengthens Force
"As an LGTB service member, my military has spanned seclusion, exclusion and then finally inclusion," Air Force Maj. Gen. Patricia Rose, the military's highest-ranking openly gay officer, said. The focus has always been on what is best for the men and women who serve in the Air Force, she added.

"Now that I am allowed to be my authentic self, I believe that has only added to my value as a military member and as a leader," she said. Diversity and inclusion, the general said, send a powerful message about democracy and strengthen the force. "One of the most potent tools in our arsenal is our diversity," she added.

"It validates that there is one inherent trait that we all possess and that our institutes benefit from, and that's the diversity in each person's unique background and experience," Rose said.
Remembering Pulse Nightclub Victims
The forum held a moment of silence for two members of the military who were killed in the Pulse nightclub shooting June 12 in Orlando, Florida: Army Spc. Angel Candelario-Padro and Army Capt. Antonio Brown.

Simpson said in addition to honoring the victims, she wanted to note that the club's bouncer is a former Marine who engaged the shooter, driving him out of the main dance floor and saving more than 70 lives - "another intersection of service to our community from our service members."

(Follow Lisa Ferdinando on Twitter @FerdinandoDoD)

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Diversity Makes Military Stronger, DoD Panel Says

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By Lisa Ferdinando DoD News, Defense Media Activity WASHINGTON, June 22, 2016 - Diversity in the military makes the force stronger, top Defense Department officials said at a lesbian, gay, bisexual and transgender panel discussion here today. Speakers at the forum at the National Defense University at Fort McNair included the deputy assistant secretary of defense for operational energy, Amanda R.

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Here's a little wake up call...

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Women have come a long way.

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This is where we discussed Global Organizations.  Here is a little comic strip that I found humorous about this module.

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McDonald's is the textbook definition f a global company. It is everywhere. In my military travels, there has not been a country that I have been to that did not have one.

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A world without globalization. What would that be like?

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So far, we have been discussing the system created by globalization which is clearly beneficial to the rich corporations. If there was a way to travel back in time and stop globalization before globalization even started, how would the world look like today? Without globalization, the would be a closed system. A closed system meaning we would not know what was going on in other countries. This also means no sharing of inventions and discoveries. We would not have affluent countries colonizing poorer countries because affluent countries would not know about the natural resources found in the poorer countries. Overall, there would not be any categorization of rich and poor countries. There would be no need to form international organizations like IMF and World Bank as the relationship between the countries would be nonexistence.

How would the system within the country look like? Our societies always had some kinds of hierarchy. Few would be leaders and other followers. Among the leaders, some would actually lead the society towards the betterment of their people and other would exploit their followers to stay in power. These leaders are found in our societies even without globalization because it is in human nature to be good and bad, greedy and philanthropy or caring and self-centered. Society would still have people who believe that they deserve to rule and exploit others. The one with powers and riches would call themselves affluent and one without poor. This would create inequality and unjust in the society. The one being oppressed would not think of going against the affluent group because they are told that they worth nothing. They would be telling themselves that this is what's written for them and they had to live this way. They wouldn't know about the countries that treat people equally.

As I am writing the possible struggles of poorer people, I am wishing for ways that would show these people that they don't deserve to live in that situation. We were created equally and no one can treat us inhumanely. I am wishing for an escape. I am wishing for a helping hand that would put a bandage on their misery. A helping hand that would tell them that enough is enough.

I don't seem to imagine a better world without globalization. With or without globalization, there would be problems and suppression of people who think they are not capable. There would be division in the society as we have today. However, without globalization, we wouldn't be as advanced with our technologies and communications as we are today. Poverty and unemployment wouldn't be a global problem. It would be countries problem and countries wouldn't come together to address it, they would have to deal with it individually. In many ways globalization is "good" because globalization has created the world that makes us easier to be connected and share ideas. Despite the failures of international organizations like IMF and World Bank, we still need them because they have taken an oath to support developing countries to come out of poverty. This being said I am not satisfied by the way these international organizations are running. They have shifted from their original goals. We have an outline of a system that is designed to bring equality and justice. Our role would be to modify the current system, cut the parts that are hindering and use the outline that we have to reach the goal.

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How would the world without globalization look like?

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So far, we have been discussing the system created by globalization which is clearly beneficial to the rich corporations. If there was a way to travel back in time and stop globalization before globalization even started, how would the world look like today? Without globalization, the would be a closed system.

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Globalization broken down in 2 mins. From a different perspective.

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The Great Drama that is Globalization (Animation)

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This is a video I made for a 11th grade class about Globalization and how it effects the third world. The teacher told us to do something and then I did something else. It was great. But this video is not well done, I'm thoroughly aware. Thanks for watching it anyway.

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For the business owners in Puerto Rico, I hope they used proper planning tools(as discussed in chapter 5) to prepare for the aftermath of this devastating storm. Local business in this area will never be the same.

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I relate alot of topics in this course to my job, the Navy.  Chapter 6 talks about decision making tools. Here is the concept of the tool we utilize in the navy.  It is called ORM(operation risk management).

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Ok. I laughed really hard at this because it is so true. You can plan, think you have covered all poosibilites and then BAM, something totally different happens. In my opinion tactical planning, what I call "planning on the fly", is mostly used.

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I found this website so useful, and I was actually very surprised at it. I do this on a regular basis. Managing so many Sailors can be difficult at times, but the Navy provided me the proper training to do so. The content of this website is very helpful and I plan to continue to utilize it.

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Communicate your decision, and take action.

Let's look at each of these steps in detail. Each step features a list of related Mind Tools resources to help you further.

Step 1: Investigate the Situation in Detail

Decisions often fail because key factors are missed or ignored from the outset. So, before you can begin to make a decision, you need to fully understand your situation.

Start by considering the decision in the context of the problem it is intended to address. You need to determine whether the stated problem is the real issue, or just a symptom of something deeper.

Look beyond the obvious. It may be that your objective can be approached in isolation, but it's more likely that there are a number of interrelated factors to consider. Changes made in one department, for example, could have knock-on effects elsewhere, making the change counterproductive.

Step 2: Create a Constructive Environment for Your Decision

Can you give your decision the attention it needs? Spend some time preparing yourself before diving in to the facts and figures.

Remember that most decisions will affect other people too, so it helps to create a constructive environment in which to explore the situation together and gain support.

This is especially true when you have to rely on other people to implement a decision that you're responsible for. You'll need to identify who to include in the process and who will be part of any final decision-making group, which will ideally comprise just five to seven people.

Enable people to contribute to the discussions without any fear of the other participants rejecting them and their ideas. Make sure that everyone recognizes that the objective is to make the best decision possible in the circumstances, without blame.

Step 3: Generate Good Alternatives to Decide Between

The wider the options you explore, the better your final decision is likely to be. Generating a number of different options may seem to make your decision more complicated at first, but the act of coming up with alternatives forces you to dig deeper and to look at the problem from different angles.

This is when it can be helpful to employ a variety of creative thinking techniques. These can help you to step outside your normal patterns of thinking and come up with some truly innovative solutions.

Brainstorming is probably the most popular method of generating ideas, but for more tips on how to examine your situation from new perspectives, and how to organize ideas into manageable themes and groups, see the Mind Tools resources in the box, below.

Step 4: Explore Your Options

When you're satisfied that you have a good selection of realistic alternatives, it's time to evaluate the feasibility, risks and implications of each one.

Almost every decision involves some degree of risk. You'll need a structured approach for assessing threats and evaluating the probability of adverse events occurring - and what they might cost to manage. You'll also want to examine the ethical impact of each option, and how that might sit with your personal and organizational values.

The resources highlighted below offer tried-and-true models to help you.

Step 5: Select the Best Solution

Once you've evaluated the alternatives, the next step is to make your decision!

If you have various criteria to consider, use Decision Matrix Analysis to compare them reliably and rigorously. Or, if you want to determine which ones should carry most weight in your decision, conduct a Paired Comparison Analysis.

If your decision is being made within a group, techniques such as multi-voting and the Modified Borda Count can help your team reach an agreement.

When anonymity is important, decision-makers dislike one another, or there is a tendency for certain individuals to dominate the process, use the Delphi Technique to reach a fair and impartial decision. This uses cycles of anonymous, written discussion and argument, managed by a facilitator. Participants do not meet, and sometimes they don't even know who else is involved.

If you're working with an established team, Hartnett's Consensus-Oriented Decision-Making Model is useful for encouraging everyone to participate in making the decision. Or, if you're working with several different teams, or a particularly large group, assign responsibility for each stage of the decision-making process with Bain's RAPID Framework, so that everyone understands their responsibilities and any potential in-fighting can be avoided.

Step 6: Evaluate Your Plan

After all the effort and hard work you've invested in evaluating and selecting alternatives, it can be tempting to forge ahead at this stage. But now, more than ever, is the time to "sense check" your decision. After all, hindsight is great for identifying why things have gone wrong, but it's far better to prevent mistakes from happening in the first place!

Before you start to implement your decision, take a long, dispassionate look at it to be sure that you have been thorough, and that common errors haven't crept into the process.

Your final decision is only as good as the facts and research you used to make it. Make sure that your information is trustworthy, and that you've done your best not to "cherry pick" data. This will help you avoid confirmation bias, a common psychological bias in decision making.

Discuss your preliminary conclusions with important stakeholders to enable them to spot flaws, make recommendations, and support your conclusions. Listen to your own intuition, too, and quietly and methodically test assumptions and decisions against your own experience. BRAIN BRAN BRAND is a useful tool for this. If you have any doubts, examine them thoroughly to work out what's troubling you.

Use Blindspot Analysis to review whether you've fallen prey to problems like over-confidence, escalating commitment, or groupthink. And consider checking the logical structure of your process with the Ladder of Inference, to make sure that a well-founded and consistent decision emerges at the end.

Step 7: Communicate Your Decision, and Take Action

Once you've made your decision, you need to communicate it to everyone affected by it in an engaging, informative and inspiring way.

Get them involved in implementing the solution by discussing how and why you arrived at your decision. The more information you provide about risks and projected benefits, the more likely people will be to support it.

If people point out a flaw in your process as a result, have the humility to welcome their input and review your plans appropriately - it's much better to do this now, cheaply, than having to do it expensively (and embarrassingly) if your plans have failed.

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How to Make Decisions - A Model for Making the Best Possible Choices

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Communicate your decision, and take action. Let's look at each of these steps in detail. Each step features a list of related Mind Tools resources to help you further. Decisions often fail because key factors are missed or ignored from the outset. So, before you can begin to make a decision, you need to fully understand your situation.

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Culture is extremely important to me when working with Sailors. I believe that if you create a "family" like environment, they will WANT to work for you and goals will easily be met. Developing and mentoring Sailors are 2 of my favorite things to do!

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Structure is important in any organization. Being clear on that structure is even more important. In my opinion, an organization without formal structure is doomed. You must know where you fall in the "todem pole" in order to acurately do your jo

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Delegation is a chracteristic that is learned. In order to do it well you will fail at first. My mentor told me a long time ago "You cannot be everywhere and do everything at the same time". A lesson I had to learn the hard way.

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Communication is so vital. It cannot be stressed enough. Remember playing the game "telephone" and how messed up the message would be by the time it made it to the last person? Communication is something that is continuously learned. It is also modified as your audiences change.

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I found this article interesting. I like to think of it as the phrase " there's an app for that" but flip it and say "there's a law for that".

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Related Terms: Employee Manual; Employment Contracts; Employment Practices Liability Insurance

The field of human resources management is greatly influenced and shaped by the state and federal laws governing employment issues. Indeed, regulations and laws govern all aspects of human resource management-recruitment, placement, development, and compensation.

One of the most important pieces of HRM legislation, which affects all of the functional areas, is Title VII of the Civil Rights Act of 1964 and subsequent amendments, including the Civil Rights Act of 1991. These acts made illegal the discrimination against employees or potential recruits for reasons of race, color, religion, sex, and national origin. It forces employers to follow-and often document-fairness practices related to hiring, training, pay, benefits, and virtually all other activities and responsibilities related to HRM. The 1964 act established the Equal Employment Opportunity Commission to enforce the act, and provides for civil penalties in the event of discrimination. The net result of the all-encompassing civil rights acts is that businesses must carefully design and document numerous procedures to ensure compliance, or face potentially significant penalties. Another important piece of legislation that complements the civil rights laws discussed above is the Equal Pay Act of 1963. This act forbids wage or salary discrimination based on sex, and mandates equal pay for equal work with few exceptions. Subsequent court rulings augmented the act by promoting the concept of comparable worth, or equal pay for unequal jobs of equal value or worth.

Other important laws that govern significant aspects of labor relations and human resource management include the following:

Davis-Bacon Act of 1931-This law requires the payment of minimum wages to nonfederal employees.

The Norris-Laguardia Act of 1932-This law protects the rights of unions to organize, and prohibits employers from forcing job applicants to promise not to join a union in exchange for employment.

The Wagner Act of 1935-This law, also known as the National Labor Relations Act, is the main piece of legislation governing union/management relations, and is a chief source of regulation for HRM departments.

Social Security Act of 1935-This law was enacted in order to protect the general welfare by establishing a variety of systems to assist the aging, the disabled, and children.

The Walsh-Healy Public Contracts Act of 1936-This law was designed to ensure that employees working as contractors for the federal government would be compensated fairly.

Fair Labor Standards Act of 1938-this important law mandated employer compliance with restrictions related to minimum wages, overtime provisions, child labor, and workplace safety.

Taft-Hartley Act of 1947-This law created provisions that severely restrict the activities and power of labor unions in the United States.

Landrum-Griffin Act of 1959-Also known as the Labor-Management Reporting and Disclosure Act (LMRDA), the Landrum-Griffin Act deals primarily with the relationship between a union and its members. This law grants certain rights to union members and protects their interests by promoting democratic procedures within labor organizations.

Age Discrimination in Employment Act of 1967-This legislation, which was strengthened by amendments in the early 1990s, essentially protects workers 40 years of age and older from discrimination.

Occupational Safety and Health Act of 1970-This act, which established the Occupational Safety and Health Administration, was designed to force employers to provide safe and healthy work environments and to make organizations liable for workers' safety. Today, thousands of regulations, backed by civil and criminal penalties, have been implemented in various industries to help ensure that employees are not subjected to unnecessarily hazardous working conditions.

Family and Medical Leave Act of 1993-This law was passed to provide employees who qualify with up to 12 work weeks of unpaid, job-protected leave in a 12-month period for specified family and medical reasons. It also requires group health benefits to be maintained during the leave as if employees continued to work instead of taking leave. The Act became effective on August 5, 1993 and applies to companies who employ 50 or more people.

The network of state and federal laws that exist to regulate employment and labor relations is extensive. In many cases, rules only apply to firms with a specified minimum number of employees and thus do not regulate small companies. But, other regulations apply to all employee/employer relationships, regardless of enterprise size. So, companies of all sizes must make an effort to stay abreast of legislative and regulatory developments in this area. Trade associations are a good source of news on new regulations as is the Society of Human Resource Managers (SHRM). The SHRM tracks developments at the state and federal level regarding human resource matters and makes much of this available on its Web site, located at http://www.shrm.org/.

BIBLIOGRAPHY

Armstrong, Michael. Handbook of Human Resource Management Practice. Kogan Page, 1999.

Mathis, Robert L., and John H. Jackson. Human Resource Management. Thomson South-Western, 2005.

Rossiter, Jill A. Human Resources: Mastering Your Small Business. Upstart Publishing, 1996.

Society of Human Resource Managers. "Federal Government Information." Available from http://www.shrm.org/issues/ps/federal.asp Retrieved on 22 March 2006.

U.S. Small Business Administration. Roberts, Gary, Gary Seldon, and Carlotta Roberts. "Human Resources Management." n.d..

U.S. Social Security Administration. "Legislative History." Available from http://www.ssa.gov/history/35actinx.html Retrieved on 15 March 2006.

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Related Terms: Employee Manual; Employment Contracts; Employment Practices Liability Insurance The field of human resources management is greatly influenced and shaped by the state and federal laws governing employment issues. Indeed, regulations and laws govern all aspects of human resource management-recruitment, placement, development, and compensation.

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Email is such an affective way to communicate important matters. In the Navy that is the #1 choice of communications. Leave out all the fluff and go straight into the BLUF(bottom line up front).

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Never knew there were stages in forming a group. In my studies I came across this website that was helpful and made the process simple for me to understand.

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Page 358 in our text states 5 strategies in building trust in a group.   I utilize these DAILY and i couldn't agree with this more
1. Communicate often
2. Show respect
3. Be fair
4. Be predictable
5. Demonstrate competence

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Motivation. presented by Peter Griffin. No matter your delivery, you must watch what you say. subordinates are listening.

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I was always trained to be the kind of leader that you would want to follow.

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As a leader, the conversations we have with our employees can motivate them without you even knowing it. I like to share my stories with my Sailors. It helps them to realize/remember that I was once in their shoes and they can acheive anything they want.

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In the Navy we use a term called "Deckplate Leadership". and we encourage all leaders to use this definition when leading ANYTHING.  It is defined as visible leaders who set the tone, know the mission, know their people and develop their people beyond their own expectations as a team and as individuals. In my opinion this definition summs up chapter in our textbook.

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I found this guide useful.