Thoughts About Proposal Writing7hen Drawing Up A Contract R3

Thoughts About Proposal Writing7hen Drawing Up A Contract

R30firrar Thoughts About Proposal Writing7hen Drawing Up A Contract

r30 Fir.rAr THoUGHTS ABoUT PROPoSAL WRITING \7hen drawing up a contract, an attorrley meticulously includes allof the :1c-h::*":l::fft:l: Chopter 5 Writing the Reseorch Proposol Onceyouhavewrittenwhatyor-rbelievetobeyourfinalproposal,youshouldscrurinizeir one more time, preferably after you l-rave set it asicle for a few more days' Take a critical approach' looking far ttbat's urr,,rg r:nthff tban u'hat's right' The following checklist can provicle guidance about what to look for. ; #;;ilj:';;ti#;1. rhe contract. The proposal writer should prepafe a proposar with the same precision. ln a sense, a proposal is, uncler aartrir-t circumstances, a form of contract' or what rve might call a qta-ri contract' Are you submitting a proposal for a grant to underwrite a research project?, If so, you (as the party of the first part) o.. p-poring to ,rnJ.r.uk ." research project in exchange for a monetary consicleration From the or.,',. p-"iaiig the grant (the party oflhe second part) Regarded from a legal standpoint, your proposal, on u...1ro,-t.e by the g.ur-tiir-rng ug"ncy, is a formal contractr-ral relationship' Evotuoting on Eorly Droft of,o Reseofch,:Propossl Check each i66rn-6p have a friend or colleague in your cliscipline check it-to be sure that your ,rroposal exhibits natte of the following characteristics: Fon Anv RgsraRcu PBoPosal l.Thestatementoftheproblemisvague,oritissoobscuredbydiscussionsofother topics that it is impossible to find' 2.Themethodologyisincomplerelydescribed;anexpianationofexactlyhowthe research will be conducted is not specifically deiineated' 3.Theproposedtfeatmentofeachsubproblemisgeneralandcursory;itdoesnot Conveyclearlyhowthedatawillbeusedundinterpretedtoresolvethesubproblem or the overall research Problem' 4.Theproposallackssharpness'ltisnotlogicallyorganized'\i7ithoutcleardivisions that set lbrth the ^,.u, of.h. research project, it rambles.

Readers have dilficulty iso- latingthedisctlssionoftheproblem,thesubproblems,therelatedstudies,themethodology,theinterpretatio.'ofthtdata,andotherimportantpartsoftheproposal' 1 The proposal is phrased in terms that are too general' ambiguous' or imprecise to be useft,l for evaluation. Such phrases as ..tests will be given,, and ..measurements rvill be taken" are largely meaningless' 6. The format of the proposal deviates from the guidelines set forth by the approval group or funding agency' 7'somecitedsourcesdonotappearinthereferencelist;alternatively,theyarein- completeiY or incorrectlY cited' Assignment 1: LASA 2 Strategic Plan and Self-Reflection Summary Review the initial scenario and the Strategic Business Plan presented in Module 1 to make sure that the requirements of the Board and the Part

II Strategic Plan are met.

In order to meet the requirements of the Board, you will present the final Strategic Business Plan—Part II—Strategic Plan to the Executive Board. Ensure your strategic plan is thorough, succinct, and complete. Challenge yourself to link the targets to specific initiatives you have identified in the Strategic Plan you are developing for Harley Davidson Motor Cycle Company. Your written report should include a title page, table of contents, executive summary, and each of the following sections in an 8- to 12-page report: Part I: Global Economy & Factors Affecting H-D 1. Identify H-D’s Motivations & Risks Motivations for Expansion · Risks in Expansion 2.

Explain H-D’s competitive advantage in Global Markets 3. Determine and explain entry strategies for global expansion 4. Recommend an Internet approach/strategy for H-D How the Internet adds value Internet Business Models · Competitive Strategies · Leverage E-Business Capabilities Part II: Corporate Leadership Develop the following: Current Direction Setting 1. Organizational Culture: In addition, evaluate the culture at Harley-Davidson (H-D) and define what attributes you think team members should possess in reaching the business goals set forth by the organization. If you were part of the management team at H-D, what motivational techniques would you implement to make these teams successful? 2. Organizational Design: As you have been completing the Strategic Business Plan, the management at Harley-Davidson has decided to take a team-oriented approach in various departments rather than the traditional, functional structure. Based on your knowledge of different types of teams and their focus, suggest what kinds of team strategies should be applied to each department. Be sure to explain your recommendations in detail. 3.

Leadership Traits 4. Ethical Organization Characteristics ·Identify elements ·Identify missing elements 5. Learning Organization Characteristics Identify elements Identify missing elements Part III: Strategic Plan Summary ·Conclusions ·Recommendations ·Implementation ·Discuss how you will implement your strategic plans, including how teams should be implemented in each department ·Develop a brief roadmap for implementation Identify the primary benchmarks to assess success or failure Risks Part IV: Self-Reflection Summary Self-reflection is the key to good leadership and good management. Reflect on what you have learned in this class and on what you gained from your Bachelor of Science program.

Based on your reflections, discuss the following: · Five or six key “lessons†learned from the textbook and the content that will help you in your career. · Consider what you have learned throughout this

program. Discuss career opportunities that interest you in business. · Include what you have learned about yourself. Evaluate how your personal biases and assumptions have affected your work in the past and how you plan to manage them in the future. Your final product will be in an MS Word document approximately 8–12 pages in length and utilizing approximately 4–6 scholarly/professional sources. Your document should be written in a clear, concise, and organized manner; demonstrate ethical scholarship in accurate representation and attribution of sources; and display accurate spelling, grammar, and punctuation.

Submit your final Strategic Business Plan—Part II—Strategic Plan with your self-reflection summary to the M5: Assignment 1 Dropbox by Sunday, September 4, 2016 . Assignment 1 Grading Criteria Maximum Points Assignment Components Explain the current global economy, the motivational/risk factors affecting H-D, and their competitive advantage. 32 Determine and explain entry strategies for global expansion and recommend Internet approaches for H-D. 44 Explain H-D’s current directional setting, organizational culture, and design. Recommend and explain team strategies for each department. 32 Explain H-D’s leadership traits, ethical characteristics, and its learning environment. 40 Provide a Strategic Plan Summary to include your conclusions, recommendations, implementation, and risks. 56 Identify and explain 5–6 key lessons learned and how they will help you in your current and future career. Include an evaluation of your own personal biases and assumptions and how you plan to manage them in the future. 32 Academic Writing Organization (16) Usage and Mechanics (16) APA Elements (24) Style ( Total: 300

Paper For Above instruction

This comprehensive academic paper combines detailed analysis and strategic planning related to Harley-Davidson Motor Cycle Company's global expansion and leadership development. Drawing upon the initial scenario, the strategic plan reviews key factors influencing the company’s international growth, including motivations, risks, competitive advantage, and entry strategies within the global economy. It applies theories of organizational culture, design, leadership, ethics, and learning organizations to assess Harley-Davidson's current status and to prescribe tailored strategies for its future success.

To begin, the paper explores Harley-Davidson's motivations for expanding into global markets, emphasizing the desire to tap into emerging markets and diversify its customer base. The associated risks, such as cultural differences, legal barriers, and economic fluctuations, are critically evaluated alongside the company's competitive advantages, including brand loyalty, product differentiation, and a strong global

reputation. The analysis identifies the most effective entry strategies for Harley-Davidson, such as joint ventures, licensing, and direct investment, tailored to specific regional contexts.

Next, the strategic plan discusses the Internet as a strategic tool, recommending digital strategies that leverage online business models, e-commerce capabilities, and digital marketing to add value, enhance competitive strategies, and foster customer engagement. The integration of e-business capabilities is presented as essential to Harley-Davidson’s global strategy, allowing for a wider reach and operational efficiency.

Turning to internal organizational factors, the paper evaluates Harley-Davidson's current cultural attributes, emphasizing attributes like innovation, customer orientation, and tradition. Recommendations are made concerning the attributes team members should possess, such as adaptability, multicultural awareness, and motivation, to achieve long-term organizational goals. Motivational techniques—such as incentive programs, recognition, and team-based rewards—are aligned with fostering a cohesive and motivated workforce.

The organizational structure is examined through the lens of team-oriented strategies. Suggestions for applying different team models—cross-functional, autonomous, and project teams—are tailored to various departments, with detailed rationales for each. The importance of leadership traits such as vision, decisiveness, and integrity is emphasized, along with the necessity of cultivating an ethical organizational environment characterized by transparency, accountability, and social responsibility.

In addition, the paper discusses the characteristics of Harley-Davidson as a learning organization, identifying existing elements like continuous improvement and knowledge sharing, while also highlighting missing features like systematic feedback mechanisms and innovative learning strategies.

The strategic plan concludes with insights into how to approach implementation, including developing detailed roadmaps, setting benchmarks, and managing risks. A focus on team integration in each department ensures that the strategic initiatives are operationalized effectively.

Finally, the self-reflection segment discusses key lessons learned about leadership, strategic thinking, and personal growth gained through the coursework and program. It reflects on how personal biases influenced past decisions and outlines strategies to manage assumptions effectively. This reflection aims to demonstrate a comprehensive understanding of leadership, ethical management, and strategic planning, supporting professional development and future career opportunities in business.

References

Johnson, G., Scholes, K., & Whittington, R. (2017). Exploring Corporate Strategy. Pearson Education.

Hambrick, D. C., & Fredrickson, J. W. (2005). Are you sure you have a strategy? Academy of Management Executive, 19(4), 51-62.

Porter, M. E. (1985). Competitive Advantage. Free Press.

Sinkula, J. M., Baker, W. E., & Noordewier, T. (1997). A Framework for Market-Based Organizational Learning: Linking Values, Knowledge, and Behavior. Journal of the Academy of Marketing Science, 25(4), 305-318.

Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120.

Collins, J., & Porras, J. I. (1994). Built to Last: Successful Habits of Visionary Companies. HarperBusiness.

Garvin, D. A. (1993). Building a Learning Organization. Harvard Business Review, 71(4), 78-91.

Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.

Kaplan, R. S., & Norton, D. P. (1996). The Balanced Scorecard: Translating Strategy into Action. Harvard Business School Press.

Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.