check attachments. I need three different answers for three of my classmates. All three should be different. Follow instructions and template for ppt

Please review the Lesson 3 powerpoint and readings to gain an understanding of FMFIA and the Statement of Assurance process under DODI 5010.40, DOD Enterprise Risk Management and Risk Management and Internal Control Program, and OMB CircularA-123, Management’s Responsibility for Enterprise Risk Management and Internal Control.

For the Discussion Board for Lesson 3 – Please describe how the RMIC program works at your agency.Who coordinates it?Is it based on a self-assessment or is it informed by an internal control review team?Provide a synopsis of results and whether you find it is effective or not and why.How might it be improved?

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Assignment Directions:

Week 8 Final Exam: End of Chapter Exercises (25pts each)

1. Question 2, Chapter 8 of Analytics for Managers: With Excel
2. Question 3, Chapter 7 of Analytics for Managers: With Excel
3. Question 1, Chapter 6 of Analytics for Managers: With Excel
4. Question 3, Chapter 4 of Analytics for Managers: With Excel

Once you completed all questions, please submit your Excel Worksheet here.

Submission Instructions:

• A 35-page Word Document
• Must include a title page, abstract, and references. These are not counted in the page count/slide count.

Formative 1:

Group development and cohesion are valuable to any organization.

Through the past activities in this competency, you tackled the topics of group dynamics, cooperation, conflict, innovation, and cohesion.

Use this information to complete this assessment to prepare for your assessment 2 summative.

Create a chart reflecting the various teams within your department or division including the positions/titles that work within each team. You will use this information to look at group dynamics regarding conflict, cooperation, and innovation.

Remember you are using the same organization. Additionally, you will use information that you gather across this course to develop your final summative assessment project.

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Document Type/Template:

• Word Document or PDF

Formative 2:

Create an outline of how your team/department functions and consider the following questions:

1. How cooperative and collaborative is it?
2. Provide a brief example and explanation.
3. How is conflict handled?
4. Provide a brief example and explanation.
5. What type of innovations have been presented or adopted by the team?
6. Provide a brief example and explanation.
7. What suggestion(s) do you have for making your team/department better or more functional?

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Document Type/Template:

• This outline can be a bulleted list, a mind map, a formal outline, or another brainstorming tool you want to use.
  • Word Document or PDF

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• 
  

Summative:

• 
  
• You will continue to develop your organizational structure from your formative assessment by expanding to the full organization on the various concepts discussed within this assessment. Your paper should include: Using your alignment visual, discuss the concepts of cooperation, conflict, and innovation. How does this occur between your team and the other teams within the organization?
  • Cooperation: provide examples (and explanations) of how your team uses cooperation internally and with other teams to meet the organization’s needs.
  • Conflict: provide examples (and explanations) of conflict within your team and with other teams that impede the progress of a project or initiative.
    • The example(s) of conflict should include detailed information on how the departments or people were in conflict, what the conflict was that impeded the progress of a project, how they communicated, and how it was resolved.
      • It can also be an internal conflict that impedes the success of the team.
      • How were these resolved?
  • Innovation: provide examples (and explanations) of innovative processes, approaches, ideas, and projects that your team has developed and how this has impacted the organization or your specific team.
    • Detailed example(s) of innovation should include:
      • who in the department were being innovative together,
      • what the innovation is,
      • why it was developed,
      • and the impact on the department or organization.

  Document Type/Template:

  • Word Document

Part 1 Discussion response. Should be at least 200 words with in text citations that are scholarly articles.

Leaders play a central role in establishing and sustaining organization values and ethical behavior by shaping both the ethical climate and the systems that reinforce expected conduct. While formal codes of ethics and compliance programs are important, leadership behavior ultimately determines whether ethical values are embedded in daily organizational practice. Research on ethical leadership emphasizes that employees look to leaders for cues about acceptable behavior, particularly when facing ambiguity or competing pressures (Brown et al., 2025). As a result, ethical behavior is most effectively encouraged when leaders consistently model ethical standards and align organizational practices with state values.

Ethical leadership theory, grounded in social learning theory, provides a useful framework for understanding how leaders influence ethical behavior within organizations. Brown et al. (2005) defines ethical leadership as the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, along with the promotion of such conduct through communication, reinforcement, and decision-making. This perspective highlights that employees learn ethical norms by observing leaders, especially those who hold authority and control valued organizational outcomes. Ethical leadership therefor extends beyond personal integrity to include active management of ethical expectations.

From a practical standpoint, ethical leadership is implemented when leaders openly communicate ethical standards, act consistently with those standards, and reinforce ethical behavior through rewards and accountability systems. Leaders signal the importance of ethics not only through policies, but through daily decisions such as how misconduct is addressed or how performance trade-offs are managed (Brown et al., 2005). When ethical behavior is visibly rewarded and unethical behavior is corrected, employees receive clear guidance regarding acceptable conduct within the organization.

Ethical leadership also reduces ambiguity in decision-making by making moral considerations more salient. Joness (1991) issue contingent model suggests that ethical behavior varies based on how individuals perceive the moral intensity of a situation. Leaders can influence this perception by framing decisions in ethical terms and encouraging employees to consider broader consequences. By doing so, leaders integrate ethics into routing decision making rather than treating it as a separate or secondary concern (Jones, 1991).

Overall, ethical leadership demonstrates that maintaining organization values is an active leadership responsibility rather than a passive organizational function. Through consistent modeling, communication, and reinforcement, leaders can create ethical climates that guide behavior even in complex or high-pressure situations (Brown et al., 2005).

References

Brown, M. E., Trevio, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117134.

Jones, T. M. (1991). Ethical Decision Making by Individuals in Organizations: An Issue-Contingent Model. The Academy of Management Review, 16(2), 366395.

Leaders play a central role in shaping organizational values and ethical behaviors because they establish the moral tone and behavioral expectations that guide daily decision-making (Brown et al., 2005). Leaders do not cultivate ethics through policy alone; instead, they embed ethical behavior through consistent modeling, reinforcement, and accountability mechanisms (Brown et al., 2005). Among leadership theories, transformational leadership offers a particularly robust framework for embedding ethical behavior into organizational culture because it emphasizes moral influence, vision alignment, and value-based motivation (Bass & Steidlmeier, 1999).
Scholars typically describe transformational leadership through a set of interrelated behavioral orientations that emphasize moral influence, motivational vision, cognitive challenge, and individualized development (Bass & Steidlmeier, 1999). When leaders consistently model ethical conduct, they legitimize moral standards through their behavior and decision-making (Bass & Steidlmeier, 1999). When leaders demonstrate integrity in ambiguous or high-pressure contexts, employees internalize those standards as organizational values rather than treating them as compliance requirements (Brown et al., 2005).
Leaders further reinforce ethical behavior through inspirational motivation when they articulate a vision that integrates performance goals with moral purpose (Brown et al., 2005). When leaders explicitly link organizational purpose to social responsibility and fairness, employees engage more consistently in ethical decision-making, even in the absence of direct supervision (Brown et al., 2005). This alignment transforms ethics from an abstract ideal into a shared organizational identity.
Transformational leaders promote ethical climates by encouraging intellectual stimulation, which empowers employees to challenge unethical practices without fear of retaliation (Bass & Steidlmeier, 1999). When leaders cultivate psychological safety alongside moral leadership, they reduce the likelihood of ethical fading, a process through which individuals overlook ethical dimensions under performance pressure (Tenbrunsel & Messick, 2004). Leaders operationalize this approach when they reward principled dissent and integrate ethical reflection into strategic discussions rather than relying solely on compliance training (Tenbrunsel & Messick, 2004).
Leaders further operationalize ethics through individualized consideration when they recognize that situational constraints shape moral decision-making (Bass & Steidlmeier, 1999). Leaders who provide tailored guidance, mentorship, and ethical coaching enable employees to navigate complex trade-offs rather than defaulting to rule-based minimalism. Over time, this leadership approach fosters moral competence rather than passive conformity.
To sustain ethical leadership, organizations must support leaders through ethical performance metrics, leadership development programs, and transparent accountability structures (Brown et al., 2005). Leaders must embed ethics within evaluation systems to ensure consistency between espoused values and enacted behaviors.
Ultimately, transformational leadership sustains ethical cultures not by enforcing morality through authority but by cultivating shared moral commitment. This distinction becomes critical in global and complex organizations where ethical behavior must persist even in the absence of direct oversight.
References
Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2), 181217.
Brown, M. E., Trevio, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117134.
Tenbrunsel, A. E., & Messick, D. M. (2004). Ethical fading: The role of self-deception in unethical behavior. Social Justice Research, 17(2), 223236. art 3

Leadership, Values & Ethics
Write a literature review analyzing the relationship between leadership, personal values, and
ethics in an organizational context. Based on your research, formulate at least one hypothesis
about the relationship.
For example, you might select a particular leadership style (such as transformational leadership
or servant leadership) and a concept related to values or ethics (such as corporate social
responsibility or environmental sustainability). The literature review should discuss these
concepts as well as any antecedents or outcomes of the relationship between them. The
research might also reveal another variable which may mediate or moderate the relationship
between these constructs. Formulate at least one hypothesis based on the literature review.
Following APA, the essay should consist of in-text citations and a reference list, which reflect
the research supporting the analysis. All of the sources mentioned in-text should be on the
reference list. There should be no sources on the reference list, which have not been mentioned
in-text.
Following APA, format the essay using MSWord, 1 margins, double-spaced, Times New Roman,
12 font. It should reflect impeccable grammar, spelling, style, logic, and critical thinking. There
is no minimum or maximum length.
Your literature review should be prepared and presented in essay format following APA; it
should consist of the following elements:
A cover page and abstract
An introduction which engages the reader, sets the tone for the essay, and describes the
problem or topic the essay will explore
A clear thesis statement which states the purpose and focus of the essay
Reference to at least 10 peer-reviewed journal articles
Headings to organize the flow of the essay
A conclusion that summarizes and contextualizes the essay

TEXTBOOK: Leading Organizational Change
Author: Art Heinz
Edition: 1st

The self-reflection paper must be a minimum of 500 words, double-spaced, and in current APA format. Please note that the stated word count is a minimum. Therefore, students are encouraged to ensure they have thoroughly researched and responded to each question/prompt provided below. Each assignment must include properly formatted references. Use at least 2 scholarly sources (published within the last 5 years), the course textbook, and biblical integration.

Based on the Six-Images Framework, this paper will focus on demonstrating an understanding of the six images, how those images approach change management, assessing your personal image(s), and then discussing how you, using the image or images, would have addressed the transition at Sears (Chapter 1). Begin this assignment by reviewing the text regarding the framework and then take the self-assessment to determine your dominant image(s). As you reflect on the framework, your personal image(s), and how change was approached by Eddie Lampert at Sears, respond to the following prompts:

What are the six change management images, and how would you define them?