OBSERVATIONAL AND ANALYTIC SKILLS Written assignment should be 7-10 pages, not including notes and appendices.

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Hello buddy this one is very important please focus and be careful what you have to do is to write about Hijrah mosque https://hijrah.org/ from 7 to 10 pages and first part you have to mention the unwritten rules that happens in the mosque and see the steps below please I attached you two example below also please make sure you read them carefully,also I attached you pictures of the mosque so that you can describe the details of the mosque from inside through you observation

i am not really sure if i have to interview some one there but let me know if I have to

Written assignment should be 7-10 pages, not including notes and appendices.

ASSIGNMENT : OBSERVATIONAL AND ANALYTIC SKILLS: EXERCISES AND QUESTIONS Designed by Janine R. Wedel and Ann C. Baker Exercise: Observation within your workplace or organization. Explore either your current workplace or an organization where you have considerable experience such as a community group or organization where you regularly volunteer.

Part A:

Participant Observation and the “Rules of the Game” Select at least 4-6 specific extended periods of time that you intentionally focus on your ethnographic observations in the organization. Be sure that at least a few of these times would be considered typical occurrences/interactions, such as weekly staff meetings or monthly reporting sessions. Carry out “participant observation” and record your observations. Include observations related to relevant cultural patterns that we studied during the semester, such as use of language, framing, and metaphor; social networks; and brokers.

What do you notice? How does the organization work? What is happening? How do people behave? Include observations in not only times and places and with people that are a part of your normal routine, but also include some observations in other settings or times in your organization. Do some informal interviewing as one aspect of you observations. Ask questions. Include observations of written and printed materials that are intended for internal or external use, such as annual reports or typical e-mail messages.

Describe the “rules of the game” in your organization. How does the organization differ from other organizational settings in which you have worked or participated? Which activities, contacts, and communications are encouraged? Which ones are discouraged? You might think of this part of the exercise as if you were instructing an outsider on how to behave and perform successfully in your organization.

Part B:

Uncovering the Structure: How are Influence and Resources Organized in Practice? Guiding Questions for Observation in and around (an) Organization(s) and for Analyzing a Wicked Issue, Problem, or Conflict (copyright 2004: Janine R. Wedel) Reflect on an ongoing issue, problem, or conflict over which there are competing interests in or around your organization. Organizations that are changing their practices (e.g., introducing new management or new management styles) or undergoing reorganization (e.g., mergers, acquisitions, downsizing) lend themselves to such reflection. The following questions should get you started:

1. Who are the parties involved (e.g., managers, technical specialists, support staff, unionized employees, contractors or subcontractors, civil servants, employees at headquarters, employees in the “field,” other entities) in an issue, problem, or conflict?

2. What is the larger context/circumstances of power and resources in which the parties and their organizations are embedded (e.g., a consulting firm dependent on government contracts; a government agency subject to internal and external auditors, congressional oversight, public and media scrutiny; a government department or agency that has been merged into a mega agency; a company that has been bought out by another company; declining demand for the product the company manufactures; new regulations imposed on the industry)? How do features of the larger context/circumstances constrain, enable, or otherwise affect the parties and organizations involved in the issue, problem, or conflict?

3. What are these parties’ respective interests, agendas, incentives, goals, motivations, operating assumptions, and expectations with regard to the issue, problem, or conflict? (Clue: how do people frame what they want or define what is going on?) Who has power and influence, and on what does that depend?

4. What assumptions do each of these parties make about the interests, agendas, goals, motivations, operating assumptions, and expectations of the other parties? (Clue: how do people frame the interests of their own and other parties?)

5. What categories of people can serve as potential brokers/intermediaries among parties (e.g., people who are, or have been associated with more than one party, outsiders, bosses, relatives or friends)? What difference can these mediators make—or not? 6. How do the interests of the various parties and other factors combine to produce outcomes?