Colorado State University Global Campus Elements of Effective Organizations Paper

Option #1: Elements of Effective Organizations

For the Portfolio Project option, your well-written paper will contain an analysis of the elements of effective organizations. Your analysis should address the following:

• Describe the components necessary for an effective organizational structure, evaluating how the structure may differ when working in a global or domestic organization.
• Evaluate communication strategies needed for effective organizations.
• Examine the decision-making and problem-solving processes needed for effective organizations.
• Suggest a leadership approach that could contribute to organizational effectiveness and justify your choice.

Your well-written paper must adhere to the following parameters:

• 8-10-pages in length, not including the title and reference pages.
• Supported by twelve references, with at least ten scholarly references. Remember, you must support your thinking/opinions and prior knowledge with references; all facts must be supported; in-text references used throughout the assignment must be included in an APA-formatted reference list.
• Your submission must conform to APA guidelines in the CSU Global Writing Center (Links to an external site.).

Here are some useful links:

• Karapancheva, M. (2020). The future of organizational culture. Journal of Sustainable Development (1857-8519), 10(25), 42–52.
• Nosratabadi, S., Bahrami, P., Palouzian, K., Mosavi, A., & Foroudi, P. (2020). Leader cultural intelligence and organizational performance. Cogent Business & Management, 7(1), 1–17. https://doi.org/10.1080/23311975.2020.1809310
• Pathiranage, Y. L., Jayatilake, L. V. K., & Abeysekera, R. (2020). A literature review on organizational culture towards corporate performance. International Journal of Management, Accounting & Economics, 7(9), 522–544.
• Anonymous.(2018). 3 Keys to effective culture change. Physician Leadership Journal, 5(4), 14.
• Brown, S., & Chikeleze, M. (2020). A new conceptual model: Integrating ethical leadership into the Assess, Challenge and Support (ACS) Model of leader development. Journal of Leadership Education, 19(4), 147–162.
• McFarlane, D. A. (2019). Sustainability, ethics, social responsibility: Citizenship and the future corporation. Journal of Multidisciplinary Research (1947-2900), 11(2), 73–89.
• Zeng, J., & Xu, G. (2020). Linking ethical leadership to employee voice: The role of trust. Social Behavior & Personality: An International Journal, 48(8), 1–12. https://doi.org/10.2224/sbp.9200
• Blair, C. A., Helland, K., & Walton, B. (2017). Leaders behaving badly: The relationship between narcissism and unethical leadership. Leadership & Organization Development Journal, 38(2), p. 333-346.
• Hallo, L., Nguyen, T., Gorod, A., & Tran, P. (2020). Effectiveness of leadership decision-making in complex systems. Systems, 8(1), 1D. https://doi.org/10.3390/systems8010005
• Better leading and deciding with intuition: Use your potential! in Janson, S. (2019). Strategic decision making: How we decide in cognitive behavior, how managers & organizations learn to improve a decision-making process, concepts, priority setting & problem solving. Best of HR – Berufebilder.de®.
• Learn how to decide: Problem solving in 5 steps in Janson, S. (2019). Strategic decision making: How we decide in cognitive behavior, how managers & organizations learn to improve a decision-making process, concepts, priority setting & problem solving. Best of HR – Berufebilder.de®.
• Nadim, A., & Singh, P. (2019). Leading change for success: Embracing resistance. European Business Review, 31(4), 512-523. https://doi.org/10.1108/EBR-06-2018-0119
• Samal, A., & Chatterjee, D. (2020). Rethinking organizational change: Towards a conceptual framework. South Asian Journal of Management, 27(2), 30–53.
• Schulz-Knappe, C., Koch, T., & Beckert, J. (2019). The importance of communicating change: Identifying predictors for support and resistance toward organizational change processes. Corporate Communications: An International Journal, 24(4), 670–685. https://doi.org/10.1108/CCIJ-04-2019-0039
• Venus, M., Stam, D., & van Knippenberg, D. (2019). Visions of change as visions of continuity. Academy of Management Journal, 62(3), 667–690. https://doi.org/10.5465/amj.2015.1196
• Harnett, T. (2018). Building resilience to changing conditions. Chief Learning Officer, 17(9), 40–41. (To view this reading, please open the link provided and download the “PDF full text”).
• Neves, P., Almeida, P., & Velez, M. J. (2018). Reducing intentions to resist future change: Combined effects of commitment?based HR practices and ethical leadership. Human Resource Management, 57(1), 249–261. (To view this reading, please open the link provided and download the “PDF full text”).
• McClellan, J. L. (2020). Hardy leadership: A model for leadership development in a global society. Journal of International Business Disciplines, 15(1), 1–14.
• Rosari, R. (2019). Leadership definitions applications for lecturers’ leadership development. Journal of Leadership in Organizations, 1(1). https://doi.org/10.22146/jlo.42965
• Sweet, K. M. (2020). A fit model of organizational leadership. Journal of Organizational Psychology, 20(1), 104–119.
• Yadav, R., & Lata, P. (2019). Role of emotional intelligence in effective leadership. International Journal on Leadership, 7(2), 27–32.
• Boomer, L. G. (2019). 10 skills for digital leadership. Accounting Today, 33(1), N.PAG. (To view this reading, please open the link provided and download the “PDF full text”).