The Periodic Table 1A 2A 3B 4B 5B 6B 7B <- 8B

The Periodic Table

<—

—>

Fill in symbols from Z=1 to 20.

Say the names of elements 1 to 20.

Fill in modern group numbers above the “traditional” group numbers.

Place the zig-zag line that separates metals and non-metals.

Label: Alkali metals, alkaline earth metals, halogens, noble gases.

Place braces: { } around the groups collecting representative elements, transition elements, noble gases.

Name the two elements with properties most similar to Sulfur.

Going down the groups, do atoms get larger or smaller?

Going across the rows, do the atoms get larger or smaller?[supanova_question]

The Periodic Table 1A 2A 3B 4B 5B 6B 7B <— 8B

The Periodic Table

<—

—>

Fill in symbols from Z=1 to 20.

Say the names of elements 1 to 20.

Fill in modern group numbers above the “traditional” group numbers.

Place the zig-zag line that separates metals and non-metals.

Label: Alkali metals, alkaline earth metals, halogens, noble gases.

Place braces: { } around the groups collecting representative elements, transition elements, noble gases.

Name the two elements with properties most similar to Sulfur.

Going down the groups, do atoms get larger or smaller?

Going across the rows, do the atoms get larger or smaller?[supanova_question]

The Periodic Table 1A 2A 3B 4B 5B 6B 7B <— 8B

The Periodic Table

<—

—>

Fill in symbols from Z=1 to 20.

Say the names of elements 1 to 20.

Fill in modern group numbers above the “traditional” group numbers.

Place the zig-zag line that separates metals and non-metals.

Label: Alkali metals, alkaline earth metals, halogens, noble gases.

Place braces: { } around the groups collecting representative elements, transition elements, noble gases.

Name the two elements with properties most similar to Sulfur.

Going down the groups, do atoms get larger or smaller?

Going across the rows, do the atoms get larger or smaller?[supanova_question]

The Periodic Table 1A 2A 3B 4B 5B 6B 7B <— 8B

Writing Assignment Help The Periodic Table

<—

—>

Fill in symbols from Z=1 to 20.

Say the names of elements 1 to 20.

Fill in modern group numbers above the “traditional” group numbers.

Place the zig-zag line that separates metals and non-metals.

Label: Alkali metals, alkaline earth metals, halogens, noble gases.

Place braces: { } around the groups collecting representative elements, transition elements, noble gases.

Name the two elements with properties most similar to Sulfur.

Going down the groups, do atoms get larger or smaller?

Going across the rows, do the atoms get larger or smaller? [supanova_question]

The Periodic Table 1A 2A 3B 4B 5B 6B 7B <— 8B

The Periodic Table

<—

—>

Fill in symbols from Z=1 to 20.

Say the names of elements 1 to 20.

Fill in modern group numbers above the “traditional” group numbers.

Place the zig-zag line that separates metals and non-metals.

Label: Alkali metals, alkaline earth metals, halogens, noble gases.

Place braces: { } around the groups collecting representative elements, transition elements, noble gases.

Name the two elements with properties most similar to Sulfur.

Going down the groups, do atoms get larger or smaller?

Going across the rows, do the atoms get larger or smaller?[supanova_question]

1 3 2replies Replies with a minimum of 250 words each must

2replies

Replies with a minimum of 250 words each must be
Support your assessment with two scholarly sources and discuss to what extent they align with your response.

Reply to Neil

Coaching is a multifaceted term that provides constructive feedback to foster growth in one’s career and knowledge base. Coaching can provide the necessary tools in the encouragement of a pupil to evolve into a leader. On the other hand, consulting and training provides an individual provides resources to better equip an individual to perform his or her job functions. While these two concepts are intrinsically different, there is a great deal of overlap between the two. Coaching versus managing is a very important determination to make from a leadership perspective. The main difference between coaching and consulting is that while coaching looks to answer a client’s questions, consulting looks to advise the client. To elaborate, coaching provides the strategies and techniques to derive an answer, while consulting provides the tools to achieve a desired outcome. A main staple of coaching is the concept of capacity development. Capacity development is the improvement in an individual or organization’s facility “to produce, perform or deploy.” Whereas consulting is designed to aid a client in rectifying a specific issue (Boysen, 2018).

Coaching can be viewed as an internal recipe for growth, while consulting can be viewed as an external guidance. Therefore, a consultant can be described as a subject matter expert who renders clients with technical and professional advice based on their extensive knowledge of the particular issue. A coach, on the other hand, mentors in an effort to encourage the pupil to find their own solution and understanding of the situation while growing as an individual (Boysen, 2018). In a coaching relationship, a client is responsible for cultivating the personal desire to reach full potential. In a consulting relationship, a consultant is responsible for strictly advising a client on the issue at hand and the viable solutions available. Coaching has numerous benefits including developing rapport between leadership and subordinates, increasing productivity and efficiency, and healthier channels of organizational communication (Smither, 2013, p. 247).

Irrespective of whether an individual opts for coaching or consulting, conducting oneself in a Christ-like fashion is paramount. Merida (2015) discusses the importance or living with Christian principles in a time where that is not fashionable. Specifically, he states, “…when it comes to business, politics or internal conflict, they’re tempted to defer to conventional wisdom and what’s in keeping with the times (p. 100).” Data analytics is certainly something that is a reoccurring theme and hot topic in the contemporary world. Merida draws attention to the challenges that a Christian leader faces in today’s fast paced world of valuing success over morality. Regardless, God gives his people the tools necessary to succeed in their respective professions In the Bible it states, “It is the glory of God to conceal things, but the glory of kings is to search things out” (Proverbs 25:2, English Standard Version). This excerpt serves as a testament to the importance of interpreting data but leaves the reader with the guidance that there is no ‘correct’ or incorrect’ method, as it is situation specific.

Today’s organizations are largely multicultural. It goes without saying that the workforce is quite eclectic in nature; however, it is mindfulness that is the glue among employees. According to The Veterinary Record’s (2017) article, Management and mindfulness at the SPVS/VMPA congress, mindfulness can be a binding agent that “provides a strong sense of purpose…that binds a business together (p. 186).” This means that mindfulness can create a sense of unity in a common mission. This can also promote in-house friendly competition, which further increases an organization’s level of productivity. This is no different than athletes competing among each other to be the best that they can be. In the case of the workforce, when employees are enjoying their occupation to the point that a job ceases to be “work,” it is both psychologically and physically healthy for employees.

With that being said, there are characteristics that successful leaders share in common, including charisma, transparency, interpersonal skills and conflict resolution techniques. By incorporating these techniques, in addition to countless others, into a workplace repertoire, a leader has the alluring ability to create a corporate culture that excels and that is contagious. Poor leaders, on the other hand, create an environment of toxicity, where morale plummets, absenteeism runs rampant, and productivity comes to a standstill.

Intrinsically speaking, an organization’s success is based upon its ability to attain established goals for both the organization itself, as well as its individual employees (Rekalde et al., 2015). An executive coach has the niche ability to direct his or her efforts to encourage performance and productivity on the individual, team and organizational thresholds. One particular concept that often times warrants the services of an executive coach is the formulation and rollout of a management competency training program. This is due to the fact that often times, front line managers have not had formal training in on-the-job effective management practices (Rekalde et al., 2015). A management competency training program is designed to compose the ideal blend of both declarative and behavioral knowledge in a program that tactfully and constructively critiques and educates managers with tools necessary to maximize performance. Consequently, executive coaching can be an effective tool in bolstering the productivity of individuals, teams, and the organization as a whole.

References

Boysen, Sheila. (2018). Introduction to Professional and Executive Coaching.

Merida, T. (2015). Exalting Jesus in 1 and 2 Kings (D. Platt & D. L. Akin, Eds.). Nashville, TN. B&H Publishing Group.

Rekalde, I., Landeta, J., & Albizu, E. (2015). Determining factors in the effectiveness of executive coaching as a management development tool. Management Decision, 53(8), 1677-1697

Smither, J. W., & Reilly, S. P. (2013). Coaching in organizations. In How people evaluate others in organizations 247-278. Psychology Press.

The Veterinary Record. (2017). Management and mindfulness at the SPVS/VPMA congress, 174(8), 186.

Reply to Michelle

Professor and Class,

Mentoring can be referred to as a mutually beneficial relationship that AIMS at developing a particular skill than achieving a task. On the other hand, professional coaching is all about partnering with clients in a creative and thought-provoking process that motivates them to maximize their professional and personal potential. Mentoring is a process in which a professional relationship is used in achieving operational results. Mentoring also depends on the type of leadership relationship leaders and followers have based on the outcomes that are supposed to be achieved. The role of a mentor is to impart expertise and knowledge and wisdom to subordinates or colleagues with less experience. The leadership behaviors demonstrated by the team leader as a mentor helped me in developing my leadership potentials and motivated me to a large extent in moving forward. When I became a team leader the lessons and experiences, I had gained from my team leader were of great support. I used to share knowledge and experience with my team members with less experience so that the shearing process could become more effective. I have also learned many new things from my team members as a mentor and believed that the mentoring process is more about our sharing process. I have developed a cordial relationship with my team members that help me and them to share and exchange knowledge and experience better.

In one of my past organizations, I had the opportunity to achieve professional development with the help of the mentoring role of one of the team leaders that had helped me in motivating to move forward to a large extent. The team leader was more than a mentor to all of us. He was more concerned with imparting expertise, knowledge, and wisdom to every member of the team and supported us to develop particular skills. From his conduct, I have learned that the authority of a mental gets derived from the esteem of the mentees. It is a mutually beneficial relationship in which both the mentors and mentees gain insights from the process of sharing. This kind of relationship is supposed to be developed naturally at work and our team leader was capable of developing such a relationship where the team leader and the team members became confidants and friends. I have also learned that a successful mentoring program can help in promoting diversity and retaining employees and workers. It also helps in facilitating knowledge transfer and grooming potential leaders (Napolitano, 2020).

A mentor can always support the mentees by discussing ideas and improving focus and the process of mentoring can Insight certain drives in subordinates or mentees to do better. In motivating others, as a mentor, I would always promote self-discovery through helping others. I would also motivate others who want to succeed by allowing them to share and collaborate skills, knowledge, and expertise that would in turn help in increasing the productivity and retention of employees.

Mpofu and Chimhenga (2016), have mentioned that mentors are supposed to be good models and understanding to treat subordinates or mentees not only with instructions and guidance but also with constructive feedback. The role of a mentor in an organization is very important because mentoring is an effective way of developing the quality of the mentors through training or sharing knowledge and experience (Mpofu & Chimhenga, 2016). On the other hand, Kutsyuruba and Godden (2019), have mentioned that mentoring helps in motivating meant by supporting their well-being in a variety of contexts and roles. It is more focused on the development of mentors than the achievement of any particular task (Kutsyuruba & Godden, 2019).

The bible has offered a number of stories of people who were effective mentors. The relationship between Elisha and Elijah is a perfect example of the relationship between mentee and mentor. Elijah Instructed and adopted him as his successor. From the story, we have learned about the fact that a great mentee would never overshadow the success of the mentor. Similarly, a mentor would always motivate mentees and help them to develop skills and knowledge and the mentees would always be loyal to their mentors (Merida & Platt, 2015).

References

Kutsyuruba, B., & Godden, L. (2019). The role of mentoring and coaching as a means of supporting the well-being of educators and students. International Journal of Mentoring and Coaching in Education 8(4), 229.

Manning, G., & Curtis, K. (2019). The Art of Leadership. McGraw-Hill Education.

Merida, T., & Platt, D. (2015). Exalting Jesus in 1 & 2 Kings (Christ-Centered Exposition Commentary) . Paperback.

Mpofu, M. J., & Chimhenga, D. S. (2016). The Importance of Mentoring: Findings from Students Doing Post Graduate Diploma in Education at Zimbabwe Open University, Bulawayo Region. IOSR Journal of Research & Method in Education (IOSR-JRME) 6(3)(1), 27-31.

Napolitano, A. (2020). Manager, Coach or Mentor? Different Roles for Different Goal. Retrieved from business: https://www.business.com/articles/manager-coach-or-mentor-different-roles-for-different-goals/[supanova_question]