Analysis of a current and relatable issue

write a 8 to 10 page researched argument convincing your reader of a problem that exists that directly affects you and your peers and a possible solution for the problem.

develop an analysis of a current and relatable issue, propose a solution, and explain the reason(s) your solution is the best course of action
be based on an appropriate, manageable topic using at least ten credible, relevant, in-depth, and current sources
use a variety of sources appropriate to the topic, such as books, popular and scholarly periodical articles, websites, interviews, surveys, or audiovisual material (Note: of the final sources, only two general Internet sources, such as websites or articles published on the open web that do not appear in a reputable publication, will count towards the 10 required sources)
develop an analysis or persuasive argument related to the topic, rather than present a report on information about the topic (convince the reader that you are correct, versus just laying out information)
Integrate at least 3 multimodal elements—or ways of presenting your ideas other than text (e.g. images, video, audio, etc.)—into the report
be written to engage a college-level a

 

Sample Solution

mpliance and punish non compliance from the group, the leader has reward and coercive power (French and Raven, 1959). To obtain complete power over the group the leader must gain the trust and belief of the group that they are capable of success, by ensuring the group are both satisfied and meeting performance goals.
The importance of establishing a hierarchy became evident during the planning stage of the outdoor management course for the red team, the coordinators within the team assumed leadership roles but were unable to gain positional power due to the team being a peer group (Pettinger, 2007). The leaders selected had little authority and influence over the group as everyone was perceived to have the same rank, status and occupation, hence the leaders had none of French and Ravens five bases of power (Pettinger, 2007). The result was leaders with no positional power over the group, so could not direct the group with the method of leadership required for the situation. The task had significant constraints, particularly a short time frame and a large group size, for this situation Chelladurai recommends an autocratic leadership style would be most favourable (Chelladurai and Madella, 2006). The leaders attempted an autocratic leadership style, setting individual tasks for the group, however due to the poor leader member relations and lack of positional power the leadership structure quickly became a democracy. The product was an extremely unproductive workforce initially because of the time spent discussing how was best to approach the task. Because of how the leaders were perceived by the group there was little mutual trust, respect or confidence that the leaders were making the correct decisions, and as a result any management style they tried to implement would have been unsuccessful (Pettinger, 2007). Ultimately, if the leaders had analysed their position and the group they would have realised this and chosen a more democratic approach initially the group would have gained trust for the leaders, making future policy implementation easier.

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