LDR 615 Change Initiative Creating Vision Assignment

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Forces Driving Organizational Change

External forces include change triggers outside the organization and mainly beyond the organization’s control. Such forces include economic and political forces, new laws and policies, and competitive pressures (Suri & Yadav, 2020). Social forces are also external and include changing social trends compelling health care organizations to respond appropriately. For instance, the COVID-19 pandemic has increased the proportion of depressed people from 1 in 10 to 4 in 10 adults in the United States (Panchal et al., 2021). Such social changes force health care organizations to make plans for the increasing number of patients and develop strategies for addressing their needs satisfactorily. Internal forces include structural changes, shifts in workplace dynamics, and reorganization, among other factors made up and shaped by specific rules. Mostly, internal forces seek to improve health care outcomes. Suitable examples include demographic and technological forces.

In terms of the origins of internal and external driving forces, it is correct to conclude that changes are unavoidable in an evolving world. Systems and processes must be replaced as time passes in order to improve efficiency. To effectively adapt to changing social and political environments, similar changes are required. Policies governing paper-based medical records, for example, cannot be applied to electronic records. When using electronic records, the privacy risk is high, and different control measures are required. Furthermore, technology allows for more efficient care and has become indispensable in today’s health-care system. Given this, the forces are natural and unavoidable in all human sectors, and the health care industry will be significantly impacted.

Internal and external forces have a significant impact on the viability of an organization, whether acting independently or jointly. For starters, they influence how care is delivered and the resources needed by the organization to achieve its objectives. A good example of this connection is technological forces. Technology has emerged as a critical enabler of the safe, accessible, and high-quality health care required for patient-provider communication, detailed patient analysis, and remote patient monitoring (Mitchell & Kan, 2019). Because of its increased use, the organization must make the necessary adjustments in various departments to accommodate technology-related changes. Failure to respond has a negative impact on the quality of care. Overall, the forces force the organization to be dynamic and adaptable to change. They also force it to adopt change-supportive cultures if it improves health outcomes and aligns with its mission.

Specific Issues and Demographic Forces

Every day, a wide range of patients seek medical attention for various diseases at health care facilities. Health outcomes are determined by the type of care received, which is further determined by the patient-provider relationship and the level of competence of health care professionals. Because of the diversity of patient demographics, health care organizations must be equally diverse in terms of gender, cultures, ages, and experience. The need for a diverse health care team forces health care organizations to be highly inclusive as an internal driving force.

There is a high possibility of changed workplace relationships, policies, and cultures as a result of the need for a diverse workforce. For example, an inclusive workplace will compel health care providers to collaborate in groups. Such groups form the foundation of holistic and culturally competent care (Nair & Adetayo, 2019). Another possible outcome is the development of new human resource policies to guide the acquisition and development of human capital. Aside from skills, the human resources department must prioritize inclusivity and diversity during the recruitment process. More programs promoting inclusivity and diversity within the organization will also be needed.

In a written paper of 1,250-1,500 words concerning , evaluate the current forces driving change in your field or industry. As a leader, or considering the role of a leader, assess your organization and evaluate how well it is responding to the forces, and identify where there is a need for change. Develop a vision to inspire this change. Include the following:

Describe your organization, include the organization’s mission, and identify the various stakeholders.

Identify the external and internal forces that drive organizational change in your field or industry. Explain the

LDR 615 Change Initiative Creating Vision Assignment

LDR 615 Change Initiative Creating Vision Assignment

origin or reason for these internal or external driving forces. Explain how these forces directly affect the viability of your organization.

Choose one of the driving forces. Describe the specific issues this driving force creates, or will potentially create, for your organization or department.

Explain how your organization or division will respond to this impetus.

Predict the reactions of employees at various levels of the company to your proposed change initiative.

Create a vision for the future and make it a reality. Describe the relationship between your vision and the organization’s mission, as well as how you plan to deliver your vision to key internal stakeholders.

Be specific about how your vision will help internal stakeholders support the reform effort. Stakeholders may raise concerns, and you should discuss how you will respond to them. Assignment: LDR 615 Creating a Vision for the Future

Use the APA Style Guide in the Student Success Center to format this . There is no need for an abstract.

Use a rubric to grade this LDR 615 Change Initiative Assignment. Preparing for the task requires familiarity with the rubric, so please study it before beginning.

This assignment must be turned in to LopesWrite. If you need help, check out the articles in the LopesWrite Technical Support library.

N.D. defines organizational development as an effort to improve an organization’s ability through matching strategy, structure, people, measurements, and management processes. Human resource management, change management, organizational behavior, and research analysis are all part of OD’s scientific foundation. (What Is Organizational Development?, n.d.) ”

When it comes to modern businesses, organizational development (OD) is a critical tool for resolving issues, boosting efficiency, and elevating results.

Organizational development (OD) aids in the implementation of change by ensuring that the company is better equipped to respond to and adapt to market and technology shifts (Sutherland, 2019)

Employee development, product and service enhancement, and more profits are all possible outcomes of OD for the organization (Sutherland, 2019)

. My hospital’s patient mobility safety program is an example of how we’ve improved our company. Employee injuries and patient safety have been the primary goals of this program. Employees in each area received training from key members of the organization’s staff. Several new pieces of equipment and new procedures have been installed. Staff were able to shift patients between beds and between beds and chairs using this equipment. They were also able to move patients within the room. The effective use of the apparatus would reduce worker injuries and patient falls. Previously, if an employee was hurt lifting more than 35 pounds without using the proper equipment, the employer was not responsible for covering the costs of their care. Initially, there was resistance from the staff, but they now welcome the equipment.. Patient mobility has been made easier and safer thanks to the new equipment.

References

 

Sutherland, C. (2019, February 14). 5 key benefits of organizational development. explorance. Retrieved October 9, 2021, from 

 

What is organizational development?(n.d.). Association for talent development. Retrieved October 9, 2021, from 

Resources

Leading Change Through Vision

Read “Leading Change Through Vision,” by Huyer, from Leadership Excellence Essentials (2014).


The Heart of Change: Real-Life Stories of How People Change Their Organizations

Read Chapters/Steps 2 and 3 in The Heart of Change: Real-Life Stories of How People Change Their Organizations.


What Everyone Gets Wrong About Change Management

Read “What Everyone Gets Wrong About Change Management,” by Anand & Barsoux, from Harvard Business Review (2017).

… 

Course Code Class Code Assignment Title Total Points
LDR-615 LDR-615-O500 Change Initiative: Creating Vision 200.0

Criteria Percentage Unsatisfactory (0.00%) Less than Satisfactory (74.00%) Satisfactory (79.00%) Good (87.00%) Excellent (100.00%)
Content 70.0%
Presentation of Organization (Mission, Stakeholders, Driving Forces in the Industry or Field, Viability of Organization, etc.) 10.0% No organizational description is presented. An incomplete description of the organization is presented; significant details regarding the mission and stakeholders have been omitted. Evaluation of organizational viability and driving forces is missing or incomplete. A general description of the organization is provided; some details necessary to understanding the mission of the organization, and its stakeholders are missing. Evaluation of organizational viability and driving forces is incomplete or lacks of support. A description of the organization is provided, including most major details necessary to understanding the mission of the organization and its stakeholders. Evaluation of organizational viability and driving forces provides insight into organizational viability, but evaluation lacks sufficient support and some minor details are missing. A description of the organization is provided, including all major details necessary to understanding the mission of the organization and insight into the various organizational stakeholders. Evaluation of organizational viability and driving forces contains strong support and provides clear insight into organizational viability.

Analysis of the Effect of Specific Driving Force on Organization or Department 15.0% Analysis of specific driving force and the effect of this force on the organization or department is not presented. Analysis of specific driving force is presented, but it is incomplete. Specific organizational or departmental issues resulting from the driving force are not discussed. Analysis of specific driving force is presented, but it lacks details and supporting evidence. Specific organizational or departmental issues resulting from the driving force are generally discussed. Analysis of specific driving force is presented, including major details and general supporting evidence. Specific organizational or departmental issues resulting from the driving force are discussed. Analysis of specific driving force is logically presented, including all relevant details and strong supporting evidence. Specific organizational or departmental issues resulting from the driving force are clearly discussed. Analysis provides unique insight into the effects of the driving force on the viability of the organization or department. LDR 615 Change Initiative Creating Vision Assignment

Proposal of Steps for Responding to Change 15.0% No steps are proposed to respond to change. A general recommendation for responding to change is referenced, but it lacks specific steps. No prediction of stakeholder response to change is presented, or prediction is vague and lacks supportive evidence. Some steps are proposed responding to change, but they lack a logical sequence and major detail. A general prediction of stakeholder response to change is presented, but the prediction lacks major detail and evidence to support claims. Steps are proposed for responding to change through logical sequence. A prediction of stakeholder response to change is presented, with general evidence to support claims. Detailed steps are proposed for responding to change through a clear and logical sequence. A well-developed prediction of stakeholder response to change is presented, with with strong evidence to support claims.

Development of Vision for Change 20.0% No vision is presented. A vision is presented, but it lacks rationale. Vision does not correlate with the mission of the organization, or the mission is not stated. Steps for presenting the vision to stakeholders are incomplete or missing. A vision is presented with some supporting rationale. Vision loosely correlates with the mission of the organization. Steps for presenting the vision to stakeholders are generally presented. A vision is presented with rationale. Vision correlates with the mission of the organization. Steps for presenting the vison to stakeholders are presented. Overall, vision contains elements conducive to supporting a change initiative. A detailed vision is presented with strong supporting rationale. Vision correlates directly with the mission of the organization. Detailed steps for presenting the vision to all internal stakeholders are presented. Presentation of vision facilitates stakeholder involvement. Overall, vision is strongly conducive to supporting a change initiative.

Evaluation of Stakeholder Response and Considerations to Change and Vision 10.0% No stakeholder evaluation is presented. A partial stakeholder evaluation of response to change is presented, but it is incomplete. A stakeholder evaluation of response to change is generally presented. Stakeholder considerations to change and proposed vison are generally discussed; no clear plan for responding to these considerations is proposed. A stakeholder evaluation of response to change is presented. Stakeholder considerations to change and proposed vison are discussed; a general plan for responding to these considerations is proposed. A detailed evaluation of stakeholder response to change is presented. Stakeholder considerations to change and proposed vison are clearly identified and discussed in detail; a clear and well-supported plan for responding to these considerations is proposed.

Organization and Effectiveness 20.0%
Thesis Development and Purpose 7.0% Paper lacks any discernible overall purpose or organizing claim. Thesis is insufficiently developed or vague. Purpose is not clear. Thesis is apparent and appropriate to purpose. Thesis is clear and forecasts the development of the paper. Thesis is descriptive and reflective of the arguments and appropriate to the purpose. Thesis is comprehensive and contains the essence of the paper. Thesis statement makes the purpose of the paper clear.

Argument Logic and Construction 8.0% Statement of purpose is not justified by the conclusion. The conclusion does not support the claim made. Argument is incoherent and uses noncredible sources. Sufficient justification of claims is lacking. Argument lacks consistent unity. There are obvious flaws in the logic. Some sources have questionable credibility. Argument is orderly, but may have a few inconsistencies. The argument presents minimal justification of claims. Argument logically, but not thoroughly, supports the purpose. Sources used are credible. Introduction and conclusion bracket the thesis. Argument shows logical progressions. Techniques of argumentation are evident. There is a smooth progression of claims from introduction to conclusion. Most sources are authoritative. Clear and convincing argument that presents a persuasive claim in a distinctive and compelling manner. All sources are authoritative.

Mechanics of Writing (includes spelling, punctuation, 5.0% Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice or sentence construction is used. Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) or word choice are present. Sentence structure is correct but not varied. Some mechanical errors or typos are present, but they are not overly distracting to the reader. Correct and varied sentence structure and audience-appropriate language are employed. Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of effective sentence structures and figures of speech. Writer is clearly in command of standard, written, academic English.

Format 10.0%
Paper Format (use of appropriate style for the major and assignment) 5.0% Template is not used appropriately or documentation format is rarely followed correctly. Appropriate template is used, but some elements are missing or mistaken. A lack of control with formatting is apparent. Appropriate template is used. Formatting is correct, although some minor errors may be present. Appropriate template is fully used. There are virtually no errors in formatting style. All format elements are correct.

Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style 5.0% Sources are not documented. Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors. Sources are documented, as appropriate to assignment and style, although some formatting errors may be present. Sources are documented, as appropriate to assignment and style, and format is mostly correct. Sources are completely and correctly documented, as appropriate to assignment and style, and format is free of error.

TOPIC 2 DQ 1

Why is ? What is the correlation between a leader’s role/vision and a successful change initiative? Describe a vision that you have seen/heard/read/viewed that you felt inspired successful change. How did this vision influence people’s behavior and attitudes toward a major change initiative?

Interesting post Crystal! The in the outcome of success for change. According to HHHE (n.d.) vision reflects where the organization is desired to go, and leaders help guide and shape the culture of the organization. I agree having a vision does help prepare for the future of the organization along with helping the leadership team promote and demonstrate the vision within their team members.  Communication is essential within the organization to promote a successful change. It is essential for leaders and team members to be able to communicate effectively to have personal and organizational growth within the organization (CFI, n.d.).  With leadership teams that demonstrate and promote the organizations vision, helps with positive moral by promoting recruitment of new team members and keeping current team members with a decreased turn-over rate.

I found it interesting how your organization changed their process from new hires through their vision. My organization has had a similar change in their process of new hires to help promote the vision of delivering healthcare as it ought to be (Maple Grove Hospital, n.d.). We have incorporated all new hires to attend a customer services training along with all new leadership team members such as educators, managers, etc. to precept/shadow with a nurse on the nursing floor for a couple shifts to see what all goes on during their shift and to help relate through each other’s experiences. I would agree the first time I had the new educator precepting/shadowing me on the unit it felt strange; however, at the end of the shift I realized how neat the experience had been and the aspects we were both able to take away from the experience. I have found through this new process it has helped for team members to get to know each other along with understanding each other’s roles while building a positive rapport and team-based approach to patient care in the healthcare setting. This new process has also allowed the leadership team to help make changes and improvements that have been needed on the nursing unit through their observations from being present on the unit. Being able to build trust throughout the healthcare team is a huge aspect of delivering positive healthcare as it ought to be! Interesting to see similar approaches in different organizations in the healthcare industry!

References

Corporate Finance Institute (CFI). (n.d.). Communication. 

Head, Hear and Hands Engagement (HHHE). (n.d.). The importance of organizational vision, mission, values, and competencies. 

Maple Grove Hospital. (n.d.). Philosophy & culture. 

Re: Topic 2 DQ 1

Vision is critical to any successful organizational change because it gives meaning to the actions that must be taken. A shared vision helps to unite and motivate all members of an organization to work toward a common goal (Haque et al., 2020). Companies lack direction and alignment in the absence of a vision. Visions must be adaptable and evolve in tandem with the company and industry. A company’s vision statement helps propel future projects and large-scale changes.

Visions are important not only for leaders, but also for all employees in a company. A leader is in charge of making the company’s vision a reality. Leaders help employees understand the vision and how their role fits into the overall plan. True visionaries are those who lead through transformation. This leadership style possesses characteristics such as stimulating innovation, instilling confidence, coaching, transparency, and self-awareness (Murari & Mukherjee, 2021). Leaders with this leadership style and strong visions can effect long-term change in their organizations. By guiding and assisting our people, we foster trust, which leads to more long-term change (Haque et al., 2020).

A successful vision I recently witnessed was within my own company. One of our clinical directors suggested that we make our virtual interview program more interactive with our clients (hospitals and medical offices). This director desired greater collaboration with our clients in order to better and more quickly place our travel nurses. She used images of nurses and patients during her presentation, which touched our hearts because the patient is always the bottom line in the medical field. She included images of our two companies’ integration for our clients. It appeared to be a collaborative effort. Her pilot has been a success so far thanks to the use of Microsoft Teams and Excel. We were able to set up channels for each of our clients who participated in the pilot. I have yet to participate in this new change with my clients, but it has been very inspiring. The clients were extremely pleased with their level of involvement and contributions, which made them feel like true partners. I believe this was so successful because we sold our clients on a collaborative relationship, which we were able to deliver. People in any organization want to feel involved and important in their roles, and I believe this was an excellent example of how a vision can result in significant change.

.

Resources

Haque, M. D., Li Liu, & Titi Amayah, A. (2020). The relationship between vision and organizational readiness for change: The Mediating Effects of Empowerment and Trust in the Leader. Journal of Organizational Psychology, 20(2), 159–174.

Murari, K., & Mukherjee, U. (2021). Role of authentic transformational leadership for managerial excellence and sustainability. Ilkogretim Online, 20(4), 2592–2605. https://doi-org.lopes.idm.oclc.org/10.17051/ilkonline.2021.04.297

Resources

Leading Change Through Vision

Read “Leading Change Through Vision,” by Huyer, from Leadership Excellence Essentials (2014).


The Heart of Change: Real-Life Stories of How People Change Their Organizations

Read Chapters/Steps 2 and 3 in The Heart of Change: Real-Life Stories of How People Change Their Organizations.


What Everyone Gets Wrong About Change Management

Read “What Everyone Gets Wrong About Change Management,” by Anand & Barsoux, from Harvard Business Review (2017).

… 

Change Initiative: Creating Vision – Rubric

Presentation of Organization

Criteria Description

Presentation of Organization (Mission, Stakeholders, Driving Forces in the Industry or Field, Viability of Organization, etc.)

5. Excellent

20 points

A description of the organization is provided, including all major details necessary to understanding the mission of the organization and insight into the various organizational stakeholders. Evaluation of organizational viability and driving forces contains strong support and provides clear insight into organizational viability.

4. Good

17.4 points

A description of the organization is provided, including most major details necessary to understanding the mission of the organization and its stakeholders. Evaluation of organizational viability and driving forces provides insight into organizational viability, but evaluation lacks sufficient support and some minor details are missing.

3. Satisfactory

15.8 points

A general description of the organization is provided; some details necessary to understanding the mission of the organization, and its stakeholders are missing. Evaluation of organizational viability and driving forces is incomplete or lacks of support.

2. Less than Satisfactory

14.8 points

An incomplete description of the organization is presented; significant details regarding the mission and stakeholders have been omitted. Evaluation of organizational viability and driving forces is missing or incomplete.

1. Unsatisfactory

0 points

No organizational description is presented.

Analysis of the Effect of Specific Driving Force on Organization or Department

Criteria Description

Analysis of the Effect of Specific Driving Force on Organization or Department

5. Excellent

30 points

Analysis of specific driving force is logically presented, including all relevant details and strong supporting evidence. Specific organizational or departmental issues resulting from the driving force are clearly discussed. Analysis provides unique insight into the effects of the driving force on the viability of the organization or department.

4. Good

26.1 points

Analysis of specific driving force is presented, including major details and general supporting evidence. Specific organizational or departmental issues resulting from the driving force are discussed.

3. Satisfactory

23.7 points

Analysis of specific driving force is presented, but it lacks details and supporting evidence. Specific organizational or departmental issues resulting from the driving force are generally discussed.

2. Less than Satisfactory

22.2 points

Analysis of specific driving force is presented, but it is incomplete. Specific organizational or departmental issues resulting from the driving force are not discussed.

1. Unsatisfactory

0 points

Analysis of specific driving force and the effect of this force on the organization or department is not presented.

Proposal of Steps for Responding to Change

Criteria Description

Proposal of Steps for Responding to Change

5. Excellent

30 points

Detailed steps are proposed for responding to change through a clear and logical sequence. A well-developed prediction of stakeholder response to change is presented, with with strong evidence to support claims.

4. Good

26.1 points

Steps are proposed for responding to change through logical sequence. A prediction of stakeholder response to change is presented, with general evidence to support claims.

3. Satisfactory

23.7 points

Some steps are proposed responding to change, but they lack a logical sequence and major detail. A general prediction of stakeholder response to change is presented, but the prediction lacks major detail and evidence to support claims.

2. Less than Satisfactory

22.2 points

A general recommendation for responding to change is referenced, but it lacks specific steps. No prediction of stakeholder response to change is presented, or prediction is vague and lacks supportive evidence.

1. Unsatisfactory

0 points

No steps are proposed to respond to change.

Development of Vision for Change

Criteria Description

Development of Vision for Change

5. Excellent

40 points

A detailed vision is presented with strong supporting rationale. Vision correlates directly with the mission of the organization. Detailed steps for presenting the vision to all internal stakeholders are presented. Presentation of vision facilitates stakeholder involvement. Overall, vision is strongly conducive to supporting a change initiative.

4. Good

34.8 points

A vision is presented with rationale. Vision correlates with the mission of the organization. Steps for presenting the vison to stakeholders are presented. Overall, vision contains elements conducive to supporting a change initiative.

3. Satisfactory

31.6 points

A vision is presented with some supporting rationale. Vision loosely correlates with the mission of the organization. Steps for presenting the vision to stakeholders are generally presented.

2. Less than Satisfactory

29.6 points

A vision is presented, but it lacks rationale. Vision does not correlate with the mission of the organization, or the mission is not stated. Steps for presenting the vision to stakeholders are incomplete or missing.

1. Unsatisfactory

0 points

No vision is presented.

Evaluation of Stakeholder Response and Considerations to Change and Vision

Criteria Description

Evaluation of Stakeholder Response and Considerations to Change and Vision

5. Excellent

20 points

A detailed evaluation of stakeholder response to change is presented. Stakeholder considerations to change and proposed vison are clearly identified and discussed in detail; a clear and well-supported plan for responding to these considerations is proposed.

4. Good

17.4 points

A stakeholder evaluation of response to change is presented. Stakeholder considerations to change and proposed vison are discussed; a general plan for responding to these considerations is proposed.

3. Satisfactory

15.8 points

A stakeholder evaluation of response to change is generally presented. Stakeholder considerations to change and proposed vison are generally discussed; no clear plan for responding to these considerations is proposed.

2. Less than Satisfactory

14.8 points

A partial stakeholder evaluation of response to change is presented, but it is incomplete.

1. Unsatisfactory

0 points

No stakeholder evaluation is presented.

Thesis Development and Purpose

Criteria Description

Thesis Development and Purpose

5. Excellent

14 points

Thesis is comprehensive and contains the essence of the paper. Thesis statement makes the purpose of the paper clear.

4. Good

12.18 points

Thesis is clear and forecasts the development of the paper. Thesis is descriptive and reflective of the arguments and appropriate to the purpose.

3. Satisfactory

11.06 points

Thesis is apparent and appropriate to purpose.

2. Less than Satisfactory

10.36 points

Thesis is insufficiently developed or vague. Purpose is not clear.

1. Unsatisfactory

0 points

Paper lacks any discernible overall purpose or organizing claim.

Argument Logic and Construction

Criteria Description

Argument Logic and Construction

5. Excellent

16 points

Clear and convincing argument that presents a persuasive claim in a distinctive and compelling manner. All sources are authoritative.

4. Good

13.92 points

Argument shows logical progressions. Techniques of argumentation are evident. There is a smooth progression of claims from introduction to conclusion. Most sources are authoritative.

3. Satisfactory

12.64 points

Argument is orderly, but may have a few inconsistencies. The argument presents minimal justification of claims. Argument logically, but not thoroughly, supports the purpose. Sources used are credible. Introduction and conclusion bracket the thesis.

2. Less than Satisfactory

11.84 points

Sufficient justification of claims is lacking. Argument lacks consistent unity. There are obvious flaws in the logic. Some sources have questionable credibility.

1. Unsatisfactory

0 points

Statement of purpose is not justified by the conclusion. The conclusion does not support the claim made. Argument is incoherent and uses noncredible sources.

Mechanics of Writing (includes spelling, punctuation,

Criteria Description

Mechanics of Writing (includes spelling, punctuation,

5. Excellent

10 points

Writer is clearly in command of standard, written, academic English.

4. Good

8.7 points

Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of effective sentence structures and figures of speech.

3. Satisfactory

7.9 points

Some mechanical errors or typos are present, but they are not overly distracting to the reader. Correct and varied sentence structure and audience-appropriate language are employed.

2. Less than Satisfactory

7.4 points

Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) or word choice are present. Sentence structure is correct but not varied.

1. Unsatisfactory

0 points

Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice or sentence construction is used.

Paper Format (use of appropriate style for the major and assignment)

Criteria Description

Paper Format (use of appropriate style for the major and assignment)

5. Excellent

10 points

All format elements are correct.

4. Good

8.7 points

Appropriate template is fully used. There are virtually no errors in formatting style.

3. Satisfactory

7.9 points

Appropriate template is used. Formatting is correct, although some minor errors may be present.

2. Less than Satisfactory

7.4 points

Appropriate template is used, but some elements are missing or mistaken. A lack of control with formatting is apparent.

1. Unsatisfactory

0 points

Template is not used appropriately or documentation format is rarely followed correctly.

Documentation of Sources

Criteria Description

Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style

5. Excellent

10 points

Sources are completely and correctly documented, as appropriate to assignment and style, and format is free of error.

4. Good

8.7 points

Sources are documented, as appropriate to assignment and style, and format is mostly correct.

3. Satisfactory

7.9 points

Sources are documented, as appropriate to assignment and style, although some formatting errors may be present.

2. Less than Satisfactory

7.4 points

Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors.

1. Unsatisfactory

0 points

Sources are not documented.

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