Describe the document screenshots and how each of them demonstrates skills, knowledge, and real-world application.

How will these skills be beneficial to a future or current employer?

Using this information how was professional growth attained during these courses?

How were your strengths at the beginning of the program and how did you leverage them to succeed. (Strengths-time management, organization, critical thinking, leadership)

What were your weaknesses when you started and how did you address them? (Weaknesses are proper citation usage, getting hung up on research topics, procrastination)

-Are they still weaknesses?

-What professional development can you do to continue to grow these areas?

Include a personal development plan in the executive administrative leadership field over the next 5 years to include in the reflection.

Crisis Management and the COVID-19 Pandemic The COVID-19 pandemic, stemming from the novel COVID-19 SARS-CoV-2 virus, has been an unparalleled global crisis with far-reaching implications. Its rapid and multifaceted nature has disrupted the lives of individuals, communities, and nations worldwide. This crisis has posed severe challenges to public health and overwhelmingly impacted social dynamics and economic stability on a global scale. The magnitude of this crisis has demanded the development and implementation of effective crisis management strategies to address its complexities. This essay explores the nature and understanding of the COVID-19 crisis. It provides diverse perspectives on decision-making processes, collaborative efforts, communication strategies, and the effectiveness of governmental responses during this unprecedented pandemic. By examining these dimensions, we gain a comprehensive view of the multifaceted challenges posed by the COVID-19 crisis and the strategies employed to mitigate its impact. COVID-1% The COVID-19 pandemic is characterized by its specific attributes, posing many challenges such as crisis control. Ghio et al. (2021) emphasized the importance of understanding public responses to health messages in managing infectious diseases. The pandemic threatened global fitness and triggered general worry, incorrect information, and various and non-consistent responses to preventive measures. Government conversation shapes public perceptions and influences behavioral responses (Kim & Kreps, 2020). Additionally, the crisis highlighted challenges to the neighborhood authorities' stage, resulting in an impact on catastrophe resilience. Dzigbede et al. (2020) investigated the catastrophe resiliency of U.S. Local governments throughout the COVID-19 pandemic, shedding light on the perceptions that are vital to strengthening neighborhood responses and restoration efforts. Dzigbede et al's study emphasizes the need for effective disaster control at the lowest level to ensure a coordinated and resilient response. The nonprofit sector confronted challenges during the pandemic, requiring specific disaster-making plans and strategic responses. Fuller and Rice (2022) highlighted the communication strategies adopted by nonprofit businesses, emphasizing the need for disaster- making to navigate the uncertainties introduced by the pandemic. As a critifal part of societal help, the nonprofit sector must adapt quickly to ensure continued assistance to vulnerable populations. Collectively, these resources showcased the complex nature of the COVID-19 crisis, encompassing public health, nearby governance, and nonprofit sectors. The crisis demanded strategic choice-making, collaboration, and robust communication to mitigate its effects. Comparing the COVID-1% Pandemic A pandemic of this magnitude such as the COVID-19 disaster has significantly impacted global society, revealing vulnerabilities in various sectors and altering social and economic norms permanently. Ghio et al.'s (2021) systematic evaluation emphasizes the complexity of coping with infectious discases and highlights public responses' had influence on preventive measures and effectiveness. With its remarkable scale and impact, the pandemic exposed the fragility of present healthcare structures worldwide, requiring quick and adaptive disaster control techniques. The takeaway emphasized the need for continuous assessment of public health messaging to better align with evolving circumstances and effectively manipulate the disaster. The exploration of catastrophe resiliency at the local governme=# 1asal afoan o diffarans perspective on disasters, emphasizing the significance of decentralize S Cre e n S h Ot described by Dzigbede et al.'s (2020). The analysis completed by Dzigbede et al indica. . that deseribed by Dzigbede et al.'s (2020). The analysis completed by Dzighede et al indicates that the pandemic's influences have not been standardized across areas, requiring custom responses based on nearby capacities and vulnerabilities. This decentralized technique requires ongoing assessment and enhancement of nearby authorities' preparedness, which is critical for building resilience to crises. The study also reflects the need for adaptable and context-specific disaster control strategies to cope with the various demanding situations posed by the pandemic. The pandemic also highlighted the particular challenges confronted by the aid of nonprofit businesses, as discussed by Fuller and Rice (2022). The nonprofit zone, traditionally as a source of guidance throughout crises, struggled with the need for crisis planning and strategic responses to preserve effectiveness. Fuller and Rice also highlighted the world's adaptability and the significance of proactive disaster control in sustaining the critical contributions provided by nonprofits. This observation sheds light on the larger societal effect of the crisis, stressing the need for comprehensive strategies that require numerous sectors to address the multifaceted, demanding situations posed by the pandemic. What Evelved The COVID-19 pandemic, due to the unconventional COVID-19 SARS-CoV-2, spread out as a global disaster with incredible implications for public fitness, govemnance, and societal structures. Initially recognized in Wuhan, China, the virus spread internationally, leading to extensive contamination, loss of lives, and substantial social and economic disruptions (Ghio et al., 2021). The disaster prompted governments, organizations, and individuals to reply rapidly to the unparalleled challenges posed by the pandemic. Ghio et al. (2021) performed a systematic review that examines the general public response to health messages at some point during the pandemic. Their study highlights the dynamic nature of the crisis, with public reactions influencing the effectiveness of preventive measures. The fast unfolding of the virus necessitated important decision-making and adaptive strategies to mitigate its effect on general fitness. Focused on the catastrophe resiliency of the U.S. Dzigbede et al. (2020) rescarched nearby governments at different stages in the COVID-19 pandemic. They look at how the crisis became uniform throughout regions, requiring specific responses on the neighborhood degree. Additionally, local governments faced balancing fitness and safety measures with socio- economic concerns, including emphasizing the complex nature of the disaster. Nonprofit corporations also dealt with the pandemic's effect, as Fuller and Rice (2022) mentioned. Their research sheds light on the challenges nonprofits faced in keeping their offerings even as they were navigating the uncertainties introduced by the disaster. The study completed by Fuller and Rice was crucial in addressing societal needs, but the pandemic demanded adaptive crisis planning and strategic responses to preserve its effectiveness. In essence, what came about all through the COVID-19 pandemic was a global health crisis that spread out with incomparable speed and scale. The virus challenged norms, strained healthcare structures, and prompted various sectors to reconsider disaster management techniques. The crisis highlighted the need for effective selection-mal S Cre e n S h Ot adaptability across diverse govemance and agencies to navigate the pauwecim vonyn o COVID-19 Unfolded COVID-19 Unfolded The development and fast spread of the COVID-19 pandemic produced complex procedures that spread out through a series of activities which related to transmitting the novel COVID-19 SARS-CoV-2, including international responses, and the societal impacts of the crisis. The initial identification of the virus in Wuhan, China, marked the beginning of the pandemic. Ghio et al. (2021) emphasized the importance of knowledge and public response to the health messages while dealing with infectious diseases. The quick spread of the virus, coupled with uncertainties surrounding its transmission and severity, contributed to the global scale of the erisis. Governments worldwide were faced with navigating those uncertainties and making quick selections to mitigate the effect on public health. The decentralized nature of the pandemic's effect is highlighted in Dzigbede et al's (2020) study on the catastrophe resiliency of U.S. Neighborhood governments. The crisis did not affect all regions the same, and nearby governments played an essential position in responding to the specific challenges confronted by their communities. This decentralization, in effect, highlights the dynamic and complicated nature of the pandemic, requiring adaptable crisis management strategies to nearby contexts, Nonprofit organizations also confronted precise challenges in navigating the disaster, as discussed by Fuller and Rice (2022). This observation emphasized the need for crisis-making plans inside the nonprofit sector, highlighting how the pandemic unfolded with specific demanding situations for businesses historically seen as pillars of assistance at some point in crises. The adaptive strategies followed by nonprofits illustrate the intricacies of how the crisis manifested within the organizational landscape. Mitigating and Improving the Crisis As a manager, addressing and improving the crisis involves advocating for adaptive decision-making strategies, promoting collaborative approaches, enhancing local government preparedness, strengthening crisis communication strategies, and investing in crisis planning for nonprofit organizations. Managers are pivotal in navigating crises, including the COVID-19 pandemic, as highlighted in Al-Dabbagh's (2020) qualitative study on selection-makers. In the face of uncertainties and rapid changes, adaptive choice-making is essential. This approach involves continuously assessing information, making timely decisions, and being open to medifying techniques as the state of affairs unfolds. Managers should prioritize agility and flexibility, recognizing that uncompromising plans might not accurately address the dynamic nature of the crisis. By adopting adaptive selection-making techniques, managers can better steer their organizations through the demanding situations posed by the pandemic. Managers must foster collaborative methods that involve numerous internal and external stakeholders. Comfort et al. (2020) emphasizes the significance of collaboration in disaster decision-making on a worldwide scale. Engaging with multiple perspectives and information allows for more effective, complete knowledge of the disaster and helps imnrove nowerful and well-coordinated reaction techniques. This collaborative culture exten S creens h Ot boundaries, encouraging partnerships with government groups, other agencies, and con. anity organizations. By fostering a subculture of collaboration, managers can leverage collective intelligence and sources to enhance disaster management efforts. Dzigbede et al. (2020) observed the disaster resiliency of U.S. Nearby governments to shed light on the significance of local-stage preparedness during the pandemic. Managers ought to actively participate in tasks that beautify nearby authorities' preparedness. This consists of advocating for establishing robust communication channels, accomplishing ordinary drills, and investing in resources that empower nearby entities to cope with network-unique challenges throughout a crisis. By strengthening local governments' capability, managers contribute to an extra decentralized and effective crisis reaction, a higher ideal to cope with the various influences of the pandemic throughout exceptional areas. Effective communication is the foundation of crisis control, as Kim and Kreps (2020) emphasized in their analysis of government communication throughout the COVID-19 pandemic. Managers must be aware of transparent and well-timed conversations, providing clear direction and information to stakeholders. This entails using various channels to disseminate statistics, deal with issues, and counteract misinformation. By learning successful government conversation techniques, managers can build public acceptance, as accuracy and cooperation are critical elements for a coordinated reaction to a disaster. Strengthened crisis communication fosters resilience, and allows supporting organizations to successfully navigate the pandemic's Managers should prioritize disaster-making plans within businesses, ensuring they have flexible strategies to adapt to converting occurrences. Fuller and Rice (2022) discovered the challenges faced by nonprofit businesses during the pandemic, emphasizing the need for crisis planning. This entails investing in technological infrastructure, remote painting talents, and a organization of workers and members. By doing so, managers can revamp the resilience of nonprofit organizations, allowing them to hold their essential helping features for the duration of the crises. This proactive technigue to disaster-making plans guarantees that nonprofits can continue serving their groups, even in the face of demanding situations. Conclusion In conclusion, the COVID-19 pandemic has presented unprecedented challenges to the global community, profoundly impacting public health, governance, and societal structures. This analysis has explored various aspects of the pandemic, drawing insights from articles that shed light on decision-making, collaboration, communication, and crisis management at the local and organizational levels. The COVID-19 crisis, characterized by its rapid spread and complex nature, has highlighted the importance of understanding public responses to health messages in managing infectious diseases. Effective government communication has shaped public perceptions and influenced behavioral responses. The crisis has also revealed the significance of decentralized disaster management, with local governments facing unique challenges and demanding more custom responses. Screenshot Nonprofit organizations have struggled with the need for crisit strategies to continue providing essential services. Additionally, the pandemic has showcased the decentralized disaster management, with local governments facing unique challenges and demanding more custom responses. Nonprofit organizations have struggled with the need for crisis planning and adaptive strategies to continue providing essential services. Additionally, the pandemic has showcased the adaptability of organizations historically seen as pillars of support during crises. To mitigate and improve the crisis, managers have a pivotal role to play. Adaptive decision-making, collaboration, local government preparedness, effective crisis communication, and proactive crisis planning for nonprofit organizations are all essential to an effective crisis management strategy. Managers must prioritize agility, collaboration, and transparent communication to navigate the uncertainties and complexities of the pandemic successfully. The COVID-19 pandemic has been a global health crisis of unprecedented scale and impact. It has challenged existing norms, strained healthcare systems, and necessitated adaptive crisis management strategies. The lessons from this crisis should inform future preparedness efforts and stress the importance of proactive, flexible, and collaborative approach to crisis management in a rapidly changing world. 10 REFERENCE Al-Dabbagh, Z. S. (2020). The Role of Decision-maker in Crisis Management: A qualitative Study Using Grounded Theory (COVID-19 Pandemic Crisis as A Model). Journal of Public Affairs, 20(4). https://doi.org/10.1002/pa.2186 Comfort, L. K., Kapucu, N., Ko, K., Menoni, S., & Siciliano, M. (2020). Crisis Decision-Making On a Global Scale: Transition from Cognition to Collective Action under Threat of COVID-19. Public Administration Review, 80(4), 616-622. https://doi.org/10.1111/puar. 13252 Dzigbede, K. D., Gehl, S. B., & Willoughby, K. (2020). Disaster Resiliency of U.S. Local Governments: Insights to Strengthen Local Response and Recovery from the COVID-19 Pandemic. Public Administration Review, 80(4), 634-643. https://doi.org/10.1111/puar. 13249 Fuller, R. P., & Rice, R. E. (2022). Nonprofit organization communication, crisis planning, and Strategic responses to the COVID-19 pandemic. Journal of Philanthropy and Marketing, 27(3). https://doi.org/10.1002vsm.1750 Ghio, D., Lawes-Wickwar, S., Tang, M. Y., Epton, T., Howlett, N., Jenkinson, E., Stanescu, S., Westbrook, J., Kassianos, A. P., Watson, D., Sutherland, L., Stanulewicz, N., Guest, E., Scanlan, D., Carr, N., Chater, A., Hotham, S., Thorneloe, R., Armitage, C. J., . Keyworth, C. (2021). What influences people's responses to public health messages for managing risks and preventing infectious diseases? A rapid systematic review of the evidence and recommendations. BMJ Open, 11(11), e048750-e048750. https://doi.org/10.1136/bmjopen-2021-048750 Screenshot