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Q1:Question Read “O'Toole, J., & Vogel, D. (2011). Two and a half cheers for conscious capitalism. California Management Review, focus specifically on page 69 (attached in reference section) – categories of business activities. Utilizing this framework identify two companies that operate in cell one, two or three. Depending on where they play – how does this strategy align with their sustainability strategy or is it absent. Reflect on your findings and write 3 pages. Instructions: Write your findings in 3 pages. Read the above case and use the files attached in the reference section. Typed solution needed. Handwritten solution will not be accepted. Follow APA format for references and in-text citations. Do not use AI.See Answer
Q2: Think about a business idea you may have or have thought of in the past. This may be for a for- profit venture, or a social business enterprise, or a non-profit organization. (Or, if you cannot think of one, then consider a business that already exists, and use that as your focus for this assignment.) 1) Create the beginning outline for a business plan by writing your own MISSION STATEMENT. Remember that the "four components of a good mission statement include": The role or contribution that the business makes - is it a voluntary organization or a charity? Are you in business to supply goods and services and make a profit? A definition of the business - this should be given in terms of the benefits you provide or the needs that you satisfy. It should not define what you do or what you make. These should have been outlined as part of the first component. An outline of your distinctive competencies - the factors that differentiate your business from the competition. These will be the skills or capabilities you offer that are not, or cannot be, offered by your competitors. The indications for the future - what the business will do. What it might do in the future and what it will never do. 2) Next, create an outline for a business plan by answering the following “nine questions every business plan should answer": Who is the customer? How does the customer make decisions about buying this product or service? To what degree is the product or service a compelling purchase for the customer? How will the product or service be priced? How will the product reach all the identified customer segments? How much does it cost (in time and resources) to acquire a customer? How much does it cost to produce and deliver the product or service? How much does it cost to support a customer? How easy is it to retain a customer? 3) Finally, provide an “elevator pitch" that you can use to “sell the business idea" to others in 60 seconds or less (the time it takes to ride down a few floors in an elevator). *** If you want to envision yourself starting up a non-profit organization, then consider where you might access sources of funding and ongoing support and discuss this as well. mission statement:http://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vision-mission- statements/main http://en.wikibooks.org/wiki/Getting Started as an Entrepreneur 300 words total 7th edition APA CITATION FORMAT WITH IN TEXT CITATION. The tutor should select starting an online retail business from the suburbs of Illinois USA.See Answer
Q3: Reflect on how you would make a decision by identifying several important criteria, their weights, and the scoring of several alternatives. Explain which alternative would be preferred according to the Bayesian approach, and which would be preferred by a conjunctive approach. Which would be more appropriate and why? Ktalmassov, K. (2019, April 3). Hierarchical Bayesian Modeling in R for marketing program evaluation. https://medium.com/@italmas2010/hierarchical-bayesian-modeling-in-r-for-marketing- program-evaluation-bc4674e69ff1 PyMC Developers. (2020, November 1). A Bayesian approach to media mix modeling by Michael Johns & Zhenyu Wang. [Video] YouTube. https://youtu.be/UznM - 760Y 200 words, 7th edition APA CITATION FORMAT WITH IN TEXT CITATION.See Answer
Q4: Identify a major purchase decision that a household or organization would face. Identify several different people who would have a voice in this decision. Explain the role (leader, veto, consultation, or inform) that each would want to play and the role that each should be allowed to play. Ktalmassov, K. (2019, April 3). Hierarchical Bayesian Modeling in R for marketing program evaluation. https://medium.com/@italmas2010/hierarchical-bayesian-modeling-in-r-for-marketing- program-evaluation-bc4674e69ff1 PyMC Developers. (2020, November 1). A Bayesian approach to media mix modeling by Michael Johns & Zhenyu Wang. [Video] YouTube. https://youtu.be/UznM - 760Y 200 words, 7th edition APA CITATION FORMAT WITH IN TEXT CITATION. Tutor can choose purchase decisionSee Answer
Q5:Come up with an example of a purchase decision referred to affect. In retrospect, whether or not the purchase decision was wise, how appropriate was this process? Come up with an example of a purchase decision referred to an external authority. In retrospect, whether or not the purchase decision was wise, how appropriate was this process? Come up with an example of a purchase decision referred to an intentional randomization. In retrospect, whether or not the purchase decision was wise, how appropriate was this process? Ktalmassov, K. (2019, April 3). Hierarchical Bayesian Modeling in R for marketing program evaluation. https://medium.com/@italmas 2010/hierarchical-bayesian-modeling-in-r-for-marketing- program-evaluation-bc4674e69ff1 PyMC Developers. (2020, November 1). A Bayesian approach to media mix modeling by Michael Johns & Zhenyu Wang. [Video] YouTube. https://youtu.be/UznM - 760Y 200 words, 7th edition APA CITATION FORMAT WITH IN TEXT CITATION. Tutor can choose purchase decisionSee Answer
Q6:/nFor the analysis section of this essay, please edit and include the criteria found in the attached presentation and what I'm missing in the references (make it total 500-600 words)See Answer
Q7:Portfolio Components Component 1: Reflective Statement (approx. 500 words) Write a reflective statement that critically assesses your personal and professional development during the module. You should: reflect on personal skills and weaknesses at the start of the module reflect on how your skills and qualities developed and match your current career goals reflect on how your set goals will help you to move forward/nYou need write it based on student's perspective - Student is studying - Cyber Security Engineering So all the componenets (Component 1 and Component 2) needs to be alligned to it (Cyber Security Engineering)/nComponent 2: Supporting Portfolio of Professional and Employability Skills a) Personal SWOT Analysis (approx. 100 words) - Include your assessment of your strengths, weaknesses, and opportunities supported by examples at the start of the module. b) Personal Action Plan - Your SMART Goals (approx. 150 words) - Outline your specific, measurable, achievable, relevant, and time-bound career goals. c) Curriculum Vitae (CV) (approx. 100 words) - Present an updated CV that highlights your personal profile, academic achievements, skills, and experiences. d) LinkedIn Profile - Create a LinkedIn profile online. Core sections to include: Profile photo, about, education, career, skills, interests. Download as PDF. Take a screenshot of your page 1 profile. You must include the website link to your profile e) Job Vacancy Adverts - Provide the evidence (screenshots) of at least three job vacancy adverts related to your field of study, showing the progression on the career ladder. Include the website links for the reference. f) Cover Letter (approx. 150 words) - Write a cover letter targeted at a specific job advert presenting your key skills and qualities and how they align with the requirements of the position.See Answer
Q8:Scenario You work as a middle manager for one of the top U.S. producers of luxury and mass-market automobiles and trucks. The chief technology officer (CTO) of the company from the course scenario has been monitoring new technology developments that the the usefulness of and improve access to the data acquired by the many digital sensors integrated into vehicle subsystems over the past 21 interest is the internet of things (IoT)-the interconnection of embedded devices, such as sensors and computers, over the internet. By ta company can seize an opportunity to provide better service and predictive maintenance to its customers, improving customer satisfactio Based on briefings by the CTO and your Module One memo, senior management has decided to implement loT into its product line. Your take this initiative forward. Your first task is to create a presentation that will include your recommendation for how the company should incremental or discontinuous innovation? Specifically, should the company: A. Design a completely new product line, based on the new technology (discontinuous innovation) or B. Add new technology features first into one model and then incrementally into the broader product line (incremental innovation) The recommendation you and your team will make is an important first step in pursuing this new technology. Your presentation and reco Until senior management approves your approach to this innovation, your cross-functional team will not have a budget and will not be at your work from the Module Two presentation and data analysis when making and justifying your recommendation in this first milestone. to-market strategy. For your project in Module Nine, you will compile your work from Milestones One and Two, and include a proposed o market the new technology./nPrompt In this mentor-focused video check-in, look at the Milestone One Guidelines and Rubric and have an asynchronous discussion with your instructor regarding the points mentioned below. Record a short video sharing your understanding of the guidelines to be followed for Milestone One. Consider the following questions: 1. What are your current thoughts on the recommendation for incremental or discontinuous innovation? • What are your thoughts on the risks and benefits of each option? • How do you think the company from the course scenario will be able to compete in the marketplace? 2. Describe the advantages and disadvantages of both incremental and discontinuous innovation. • How will the costs related to each option differ? • How will the marketing approach for each option differ?See Answer
Q9:Write an essay on BOTH of the following topics: 1. What does it look like to exhibit leadership in the workplace? (600 words) 2. How can bad leadership negatively affect a company's success? (600 words)See Answer
Q10:Instructions A written section which needs to be 1500 words (see the instructions for more details) 6 slides presentation that is complementary to the written section. Plus a script that allows the speaker to speak for about 2-3 minutes on the slides content and more relevant sources could be added also. The references need to be Harvard Manchester Business School style./nPart B- PowerPoint Presentation Prepare a PowerPoint (PPT) presentation addressing the following: Describe your chosen venture's business model using the Business Model Canvas. • Identify the business model's strengths and weaknesses. Identify a challenge or opportunity for improvement in the venture described. Develop a proposal for improvement in response to this, utilizing formal concepts from topics 4, 5, 7 and 8. • Topic 4 concepts and frameworks relate to the business model innovation process. • Topic 5 covers technological concepts and trends that enable new innovative and disruptive business models. ■ Topics 7 and 8 cover the innovation theories, methods and tools supporting entrepreneurs during the different stages of the entrepreneurial journey. The video should be of duration no more than three minutes and the PowerPoint (PPT) presentation of no more than six slides. (ILO: L1, L2, L5) Topic 4 concepts and frameworks relate to the business model innovation process Business Model Canvas Explained https://www.wsj.com/articles/BL-232B-3371 Topic 5 covers technological concepts and trends that enable new innovative and disruptive business models Kurzweil's Law (aka "the law of accelerating returns") MGI Disruptive technologies Full report May2013.pdf Topics 7 & 8 The era of open innovation - Topic 7See Answer
Q11:Instructions A written section which needs to be 1500 words (see the instructions for more details) 6 slides presentation that is complementary to the written section. Plus a script that allows the speaker to speak for about 2-3 minutes on the slides content and more relevant sources could be added also. The references need to be Harvard Manchester Business School style./nInstructions - Part A a) Prepare a Word Document that addresses the following: Describe the venture's entrepreneurial lifecycle and analyze its experience in terms of the concepts described in the EIM course. The analysis should be carried out in terms of the concepts described in topics 1, 2, 3 and 6 below. Participants can also use content from other sources related to the concepts studied in topics 1. 2, 3 and 6. Word count 1,500 +/- 10%. (ILO: L1, L2). The analysis should be carried out in terms of the concepts described in topics 1, 2, 3 and 6. Chosen company for describing entrepreneurial cycle: Air BnB Topic 1 - concepts relate to the stages of the entrepreneurial life cycle (i.e. business opportunities, ideation and testing, business model generation, resource acquisition, management and execution). Business Opportunities Ideation and Testing Business model generation Resource acquisition • Management and Execution Topic 2 - concepts are of identification and assessment of business opportunities. Topic 3 - covers the concepts, frameworks and tools for turning ideas into products or services, measuring the customer response, and learning from this loop. Topic 6 - concepts relate to effectuation and stages for funding a start-up. Related readings for each topic, please read through these materials for reference as the written part needs to fit within this context.. Topic 1 - Stages of the Entrepreneurial Life Cycle https://www.forbes.com/sites/ilyapozin/2012/08/11/turning-an-idea-into-a- business/?sh=7fc2d194672d Topic 2 - Identification and Selection of Business Opportunities Stages of the Entrepreneurial Life Cycle. Section 1.2. Business Opportunity Pages: 10-21. (869 PDF) Entrepreneurship-Innovation-Technology-A-Guide-to-Core-Models-Tools-Chapter-1 Topic 3 - Ideation and Testing (1).pdf https://steveblank.com/2010/01/14/a-startup-is-not-a-smaller-version-of-a-large-company/ Topic 6 Links https://www.forbes.com/sites/martinzwilling/2013/03/06/10-more-creative-ways-to-finance- your-startup/?sh=505ffd6232d9See Answer
Q12:Scenario: Congratulations! In your first week as Executive Director at Cedar Lake Community Center, LLC, you have familiarized yourself with your new managerial duties by learning oversight systems and met with your two lower- level managers. While meeting with both managers, you have learned trends, patterns, and needs within the programs for which they are responsible. Yesterday, a letter from a major federal government housing program was received and placed on your desk that was addressed to the former Executive Director. Unbeknownst to you, the second paragraph in the letter indicated that Cedar Lake Community Center, LLC was approved for $500,000 in a federal grant to develop a pilot program to assist with preventing homelessness through the implementation of a social services program. Though approved for the federal grant, the letter states that a final plan would need to be completed in six weeks that details specific plans for how Cedar Lake Community Center, LLC will spend this money towards addressing homelessness. Your leadership role involves being transparent and keeping all stakeholders abreast of the happenings within the organization. You begin this process by educating your employees and developing a letter to the Board of Trustee - noting that the board's next meeting date is held one week before the final plan is due back to the federal government housing program. Instructions: Part I: Presentation Develop a presentation to present to Cedar Lake Community Center, LLC staff: The presentation must include the following: ⚫ Highlight community demographics relative to homelessness locally and throughout the state (*Note: You can choose your own community or another community). ⚫ Describe the complex needs of homeless individuals. о Describe the importance of social services with vulnerable populations. о Describe why the development of this homelessness initiative is necessary, based upon objective research.See Answer
Q13: Outline structure for GEL report Critically evaluation of the strength of corporate governance and the associated ethical issues in light of recent corporate scandals. Introduction • why is CG such a current issue: O numerous recent corporate failings ○ give examples of recent ones (some named in assignment brief) – not old ones like Enron as not reflective of current CG being more than 20 years ago - ○ these show not an isolated incident and raise questions about strength of CG and undermines trust о hence a key issue ○ Therefore this report will evaluate..... Consequences to society/stakeholders of corporate scandals • evaluation of some of consequences to society of such scandals • evaluation of some of stakeholders impacted and how • Integrate in discussion above illustration of CURRENT examples from about 2016 onwards and NOT old cases like Enron Corporate governance failings as a result of significant consequences important to consider the causes of such failures and whether as a result of CG failings • high level explanation of what CG is • need for CG. Can refer to agency theory for example • highlight 2 areas where feel companies failing on (2 of external audit, board of directors, risk management, internal controls) • sub heading for first area identified above: о о O what is best practice (eg if external audit, what would expect standard of audit be, independence etc. If board - how would expect behave, what are their responsibilities etc). Illustrate with different examples of corporate scandals (at least 3 of Patisserie Holdings, BHS, Carillion, Wirecard, Volkswagen and Arcadia)) how they failed to meet this. (for example if external audit- lack of obtaining evidence, independence issues, lack of scepticism etc). - Aim is to integrate the discussion of what should have been done with illustration from these different examples of how did not do that Repeat for second are sub heading for that second area. • • Conclude on CG failing themes and fact not isolated issue NB: you MUST NOT include company examples as headings. This is NOT a case study of one or more companies but an evaluation of CG using different companies as an example and so the focus MUST be on the CG area and NOT on the company. Marks will be lost if you focus on the companies. You MUST use at least 3 of the examples given in the assignment brief, but you can use more or other current examples you are aware of. These examples MUST be current though and so something like Enron is not appropriate as it is over 20 years and not relevant to an evaluation of current CG. Ethics • • • • • • Whilst the number of recent corporate collapses raises CG issues, also raises ethical issues. Identify 2 ethical issues. This must be an individual's unethical behaviour (such as Philip Green in BHS) or a group of individuals (such as the Board of Carillion) and CANNOT be the company as a whole (such as BHS or Carillion). These can be similar to the CG issues but must then be discussed from an ethical point of view. They can also be completely different points. They must however relate to examples of an “individual's behaviour" within one or more of your company examples. Discuss one ethical issue at a time For each ethical issue, use at least one ethical theory discussed in the unit to evaluate the behaviour against. CSR and stakeholder theory are not ethical theories. Ethical theories are anything discussed in weeks 9 - 11 or pristine capitalist, normative, instrumental discussed in CSR. You must use different ethical theories for each example You do not need to explain each theory in full, just how it is relevant to your example, but must cite to a source for the theory Conclusion • You MUST answer the question set - ie you conclusion re the critical evaluation of corporate and governance issues following numerous recent corporate collapses - with supporting evidence Highlight some key points in essay that answer this • ●• Then conclude on key CG and ethical issues and whether CG is strong enough. • Still in 3rd person NB: need citations throughout. You must find your own sources and cannot reference to lecture or tutorial slides. Reference list A complete references list of all citations (and only those citations) is needed at the back in alphabetical order and in accordance with Cite them Right Harvard./n Assessment for the course Assignment title Write a 1,500-word report which critically evaluates the strength of corporate governance and the associated ethical issues in light of recent corporate scandals. In addressing this question, you should specifically include the following sections in your report: Introduction (100 words) • Clear setting of the context as to why corporate governance regulation is currently an important issue. o Highlighting specific examples of recent corporate scandals. o Showing Corporate Governance ("CG") and audit failings is not an isolated issue. A very brief summary of what the report is addressing. Consequences to society/stakeholders of corporate scandals (250-300 words) • Recognition that corporate scandals have an economic impact and damage society/ fail to fulfil Corporate Social Responsibility (CSR) Evaluation of which stakeholders are impacted and how. Illustrate these impacts with specific recent examples. Corporate governance (650-750 words) ⚫ A brief overview of what CG is and why it is needed. • Evaluation of best practice companies should follow for two main areas of CG (choose two of external audit, risk management, internal controls, or board of directors). Critical evaluation of some ways in which companies failed to meet these two chosen CG requirements. You must use at least three of the following specific corporate scandals to illustrate this: Patisserie Holdings, BHS, Carillion, Wirecard, Volkswagen and Arcadia. Ethics (300-350 words) Evaluation of two specific examples of how an individual's unethical behaviour within the corporate scandal's examples discussed above contributed to the scandal. As part of your evaluation, you should refer to relevant ethical theories or models which were specifically discussed during the unit. Conclusion (100-150 words) A brief summary of the main CG failings and unethical behaviours resulting in the corporate scandals discussed in your report. • A conclusion, with support, as to whether CG regulation is strong enough to prevent further corporate scandals. The number of words included for each section above is purely as guidance to assist you rather than definitive numbers as there is flexibility within this. The upper limit assumes that you will use the 10% additional allowance in the word count. You are expected to include a header page comprising a relevant heading for the report and your name as author of the report. The allocation of marks will be as follows: Section Percentage Introduction 10 Consequences 15 Corporate governance failings 25 Ethics 20 Conclusion 10 Presentation 10 Referencing 10 The assignment brief in the assignment section on Moodle provides further detail on the background to the assignment. It also includes the assessment criteria, an important document. It is key that you review and ensure that you include everything referred to on the assessment criteria in your assignment as you will be marked on your performance against each of the criteria. You should also use the proposed structure included on Moodle and the assignment podcast/notes General Information on the assignment One coursework for accignment with 100% weightingSee Answer
Q14:Joan that no one had ever complained about her work or her relationship with the other office personnel until the past week. The president then addressed the manner in which Joan had dealt with the member earlier that day. She referred to the policy that the member is always right and that the employee is there to serve the needs of the member without question. Joan agreed, and she apologized for her rude behavior. She then returned to her desk; however, she spoke to no one the rest of the day. Joan left that afternoon as usual without a nice word to anyone. Improper Work Procedures Three weeks later Joan came to office as usual without saying a word to anyone. She began working on her insurance account immediately because it was due that day. In order for the statement to be posted by the computer on that day, Joan had to be finished by 11:30 A. M. But at 11:00 she still could not balance the debits and credits of her account. This posed a serious problem because of the time factor. Joan had not asked for anyone to help her; instead, she had worked over the same papers for days. At 11:20, Joan decided to change a few of the entries to balance the accounts and sent the work to the data processing agency for compiling. Joan knew that this was not going to be tolerated and that she would be caught when the accountant reviewed the information. The next day the processing agency called to inquire about the discrepancies in the data. After talking with the accountant, they talked with the president concerning this matter. That afternoon there was a meeting of the president, the vice president, the accountant, and Joan. The president told Joan about the error and asked if she knew anything about the problem. The president then showed Joan the evidence that proved that Joan had "adjusted" the figures to cover the difference that had existed. Knowing she had been caught, Joan said that she knew everyone in the office was against her. She said that she made the changes so she could get the work to the processors on time and that she was going to correct the errors as soon as she could find the problem. This defense was completely unacceptable to the officers. Joan had violated the policy of the Credit Union and tried to hide her mistakes by changing the figures to balance the account. Joan took the next several days off to give the officers time to forget about her mistakes. She had decided after discussing the situation with the president that it would be best if she took the time off. When Joan returned to work she met again with the president. However, at this meeting Joan turned in her resignation. This surprised the president because she knew Joan was not satisfied with the job but she had no idea that Joan would quit. The president later agreed that this was probably the best solution for all involved./nJoan had developed a normal working relationship with everyone in the office. She had even become a close friend of Kim, the director of marketing, winning her confidence and trust. One day in late February, the two persons discussed something very personal to Kim. This conversation concerned the private life of Kim and had nothing to do with the Credit Union or its operations. Kim did not expect this conversation to be repeated. She definitely did not expect it to be spread around the office as "office gossip." However, Joan told several people in the office of Kim's problem. Everyone realized that Kim did not want Joan to repeat the contents of the conversation; therefore, everyone began to defend Kim from the gossip. The conflict became so intense that the president was forced to call a meeting of the entire office staff so that they could clear up the misunderstanding. During the staff meeting, Kim assaulted Joan verbally for violating their trust. Joan reacted by claiming that she was not under the impression that their conversation was "top secret" and she had no idea that it would cause such a scandal. Because Joan was the newest employee, it was plain to see that everyone had sided with Kim and that no matter what Joan said, she was going to be found guilty of "office gossip." After the staff meeting, Joan, who felt as if she had just been scolded by everyone, returned to her desk and resumed working. She later went to the president's office to discuss the events of the staff meeting in private. When she returned from the office, she was even more upset than before. The president had told her that she had damaged the personal intraoffice relationship and had established an environment of distrust among the employees. Joan took the remainder of the afternoon off and left the office without speaking to anyone. Dealing with a Member About a week after the staff meeting, Joan went to work as she had done every morning since the scolding. She walked into the office, put away her purse and coat, booted up the computer and switchboard, and took her seat at her desk without speaking to anyone in the office. She had not talked with anyone in the office except to give them messages or ask them a work-related question. On this particular day, a member with a discrepancy in his insurance policy had called to clear the matter for his own personal records. The member could not understand a part of the policy that Joan had arranged for him. After trying to explain the policy to him, Joan became upset with him and slammed the receiver down on the phone base. This caused a scene in the office because Joan's desk was located in the front of the office. Joan had not only been extremely rude to a member but also caused a very disrupting scene in the office. The member to whom Joan had been rude called back and wanted to speak to the president. Joan told him that the president was not in and that she did not know when the president would return. It was later discovered that he had left a message for the president that Joan did not relay to her. Joan also knew that the president would be back at the office at 11:00 A. M. and that the president was scheduled to be gone for the next three days. Joan continued to give the irate member no cooperation until he hung up without satisfaction. That afternoon one of the tellers told the president of the earlier scene that Joan had caused and commented on how Joan had been acting toward everyone lately. The president immediately called Joan to her office. Joan sat down and began listening to the president. Midway through the conversation Joan interrupted the president and began explaining her views concerning the other office personnel. She claimed that no one had ever liked her and that she could never please anyone, including the president of the board. The president pointed out to/nThe Credit Union The Credit Union is a fast-growing financial institution that is serving the banking needs of educators and other members of the 17 counties surrounding the local university. The Credit Union, unlike other banking institutions, is completely owned by its members; therefore, the members have a large degree of control over its operations. The office personnel of the Credit Union consists of the following: a president, a vice president in charge of loans, an accountant, a marketing director, two credit officers (part-time student employees), a head teller, five regular tellers, an accounts clerk, and a receptionist. The receptionist is also in charge of handling the insurance coverage that the credit union offers to its members through a local insurance firm. She makes the insurance payments for each member through the electronic funds transfer system. The Credit Union strives to maintain a personal approach in dealing with its members. It prides itself on the friendly atmosphere of the office and the high quality of interpersonal relationships among the staff members. The personality of each employee reflects the commitment to "individual attention and personal caring for each member." By visiting the office frequently, the board of directors ensures that the ambience of the office is maintained. This keeps the employees alert and insures that they will treat the members with the respect that each member has become accustomed to expect. The board, which is made up of five elected members, meets monthly to discuss the progress of the Credit Union and any needs that should be addressed. The board has complete control over the actions of the president and any other employees or persons acting on behalf of the Credit Union. Before a person is hired, a "team spirit" is stressed to the prospective employee so that the applicant understands the "organization culture" that exists in the Credit Union. A new employee is allowed to meet the other employees and is encouraged to interact with them by asking questions and engaging in conversation. During an interview with a new employee, it is emphasized that employees work together as a team and that each employee can depend on other team members for support and assistance. Prospective employees are made to understand that they don't just perform their assigned tasks with several different employees; it is a team effort with trust and friendship as the foundation upon which is built the strong working relationship. Hiring a New Employee In October 1984 Joan Woodward applied for the position of receptionist at the Credit Union, which she had been referred to by a close friend. She had moved to the Richmond area from a large city in upstate New York. Her husband had been transferred to this area by his company. Joan and her husband had not been in Richmond, and they did not know anyone in the area. Joan applied to the Credit Union so that she would have something to do with her spare time. This was Joan's first job. She was 53 and did not have any previous employment experience or any higher educational qualification for a professional job. After the interview, Joan was hired. The president, who was in charge of all the hiring and firing, felt that Joan could learn the process required to perform the insurance billings and could answer any questions that the members might have after she was trained. Joan began working in late October and seemed to understand and enjoy her work. Breach of Confidence/nBased on the case above, please provide responses to the following items (in three separate answers): 1. Identify and describe the major and minor problems of the company as depicted in the case distinguish the type(s) of conflict and if it is interpersonal and/or organizational/team conflict. Define all terms. 2. Provide a detailed analysis of the problems you described in the first question using models and methods from Hocker, Rahim and/or other sources from class. Clearly identify what approach(es) you are using in the analysis. You can use more than one as long as it is clearly stated. 3. Provide realistic, detailed and practical recommendation(s) for alternative courses of action using solutions and ideas from class content and discussions. These should flow logically from your analysis.See Answer
Q15: INSTRUCTIONS Apply communication theories to organisational communication challenges Analyse and assess the communication dynamics of an organisation through the completion of a communication audit SHRM Competency: Consultation - The ability to provide guidance to organizational stakeholders. PROBLEM What are the communication challenges organizations face today? Once they are identified, how does an organization overcome these challenges and improve their communication flow? A communication audit is a method of research that reveals how your stakeholders view your organization's communication methods and effectiveness. For this assignment, we will provide you with a checklist (below) that you will use to analyse the communication in your organization and see where improvement can be made. Communication Checklist The completed checklist must be attached to your presentation. You will select one critical communication challenge in your organization, conduct research and develop suggestions for addressing that specific communication challenge. Lastly, you will present the suggestions for improvement in a presentation. Your report should be professional and creative. You must have a minimum of 3 reliable sources in your citations. Use APA format for the in-text citations you use to support your arguments. Don't forget to check your spelling! As a friendly reminder, all words must be yours and your own typing. You may not copy text directly from a source. You may use presentation software of your choice. Examples include (but are not limited to): Need to make the ppt in 5 - 6 slides with speaker notes and report in 2 - 3 pages and it should contains 3 sourcesSee Answer
Q16: INSTRUCTIONS Apply communication theories to organisational communication challenges Analyse and assess the communication dynamics of an organisation through the completion of a communication audit SHRM Competency: Consultation - The ability to provide guidance to organizational stakeholders. PROBLEM What are the communication challenges organizations face today? Once they are identified, how does an organization overcome these challenges and improve their communication flow? A communication audit is a method of research that reveals how your stakeholders view your organization's communication methods and effectiveness. For this assignment, we will provide you with a checklist (below) that you will use to analyse the communication in your organization and see where improvement can be made. Communication Checklist The completed checklist must be attached to your presentation. You will select one critical communication challenge in your organization, conduct research and develop suggestions for addressing that specific communication challenge. Lastly, you will present the suggestions for improvement in a presentation. Your report should be professional and creative. You must have a minimum of 3 reliable sources in your citations. Use APA format for the in-text citations you use to support your arguments. Don't forget to check your spelling! As a friendly reminder, all words must be yours and your own typing. You may not copy text directly from a source. You may use presentation software of your choice. Examples include (but are not limited to): Need to make the ppt in 5 - 6 slides with speaker notes and report in 2 - 3 pages and it should contains 3 sourcesSee Answer
Q17: STANFORD BUSINESS SCHOOL OF GRADUATE STANFORD JING 1991 CASE: OB-91(A) DATE: 07/15/15 HUNTINGTON HOSPITAL (A): EMPOWERING STAFF That's why I've been in this business for as long as I have, because I love helping people. Medical billing and collecting is with the patients, and they get bills, and EOBs from their insurance that they don't understand. It's nice to have someone on the other end who's patient, and who will walk you through what you're looking at. I think all of us enjoy helping the patients. That's why we're here. ―Terry Craft, Unit Lead, Commercial Billing & Collections Kim Markey began as executive director of revenue cycle at Huntington Hospital (HH) in November 2012. Located in Pasadena, California, HH was a 625-bed non-profit regional medical center that was named among the top-performing hospitals in 2012 by U.S. News & World Report. To further HH's focus on high-quality, patient-centered care, Jim Noble, executive VP-COO/CFO, was looking for a change in direction, particularly in the Business Services Office. Instead of a manager with a day-to-day mindset, he was looking for someone with a strategic approach. Accounts Receivable (AR), a key billing metric, was at 64 days— Markey explained that while that was fine, “for an organization like this, it should really be in the 50's, and because of the payer mix and where we're located, it should really be in the low 50's." Noble hired Markey with the mandate to do whatever was needed to improve performance. Markey's long-term vision involved re-examining the revenue cycle and the hospital's processes to ensure that HH would become a stronger performer. She needed to get her metrics under control as a first step before transforming the departments she oversaw—Admitting, Business Services, Data Services, Medical Records, and Revenue Integrity—into truly patient-focused business centers (see Exhibit 1). Her approach was that revenue cycle was not a science but Davina Drabkin and Professor Sarah Soule prepared this case as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Unless otherwise noted, all information and quotes in this case come from the following interviews: Lisa Marshall and Matt Warfield, Groundswell Software, January 6, February 25, and April 22, 2015; Kim Markey, Executive Director, Revenue Cycle; Terri Craft, Commercial Unit Lead; Pilar DeMonica, Medi-Cal Unit Lead; Armine Kalanjian, Medicare biller/collector; David Trepp, Managed Care Senior Analyst; Lillian Taruc, Medicare Unit Lead, March 10-11, 2015. Copyright © 2015 by the Board of Trustees of the Leland Stanford Junior University. Publicly available cases are distributed through Harvard Business Publishing at hbsp.harvard.edu and The Case Centre at thecasecentre.org;please contact them to order copies and request permission to reproduce materials. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means electronic, mechanical, photocopying, recording, or otherwise without the permission of the Stanford Graduate School of Business.Every effort has been made to respect copyright and to contact copyright holders as appropriate. If you are a copyright holder and have concerns, please contact the Case Writing Office at cwo@gsb.stanford.edu or write to Case Writing Office, Stanford Graduate School of Business, Knight Management Center, 655 Knight Way, Stanford University, Stanford, CA 94305-5015. Huntington Hospital OB-91A p. 2 rather followed the 80/20 rule-80 percent of the money resided in 20 percent of the patient accounts. Thus, “if I want to drive my AR days down, that's where I need to focus. It's very metric driven." The next step would be removing barriers for patients and evolving the mindset of her departments so that HH would become known as “an organization that is going to work with you to help you understand what's going on [and how to make sense of the bills and EOBS¹ that you get]." BUSINESS SERVICES OFFICE Guided by this mandate for change, Markey was deliberate in how she introduced herself to the Business Services Office staff. At her first staff meeting, she talked about who she was, her experience, and her approach and policies. She emphasized that she was very transparent—she was a horrible poker player—and that she would not make change just because she could. Instead, she was going to observe and be thoughtful so that she could make the right changes. Markey found the staff to be warm and welcoming. She quickly understood, however, that a sense of doubt and anxiety existed in the office and that people were worried about getting in trouble. Line staff in particular seemed to feel that leadership did not pay much attention to them and provided little direction on how to improve the business processes. Markey reflected, “I think they were looking for a change. I think they were looking for something different. And I could feel that walking in." I don't know how to explain how you know it, but you just kind of know it by the way they approach you. When they're sitting down talking to you, they're open.” Staff Perspective Pilar DeMonica was a senior lead biller/collector for the Medi-Cal team and reported to the government manager, one of three managers in the Business Services Office. She felt that the group did not have a cohesive working relationship largely due to the approach of the manager at the time. Staff did not feel that they could raise issues with that manager because “you were questioned as to why you wanted to do this, and how come it had to be done [a certain] way." It had gotten to the point “where [staff] just didn't say anything. They just did what they needed to do in their daily work. They felt like no matter what they went to the manager for, it would not be received well." Armine Kalanjian, who had been at HH for eight years and was a biller/collector for the Medicare group, talked about how morale was low and the atmosphere was tense and stressful. "It was just a lot of nitpicky, tedious, ... and unnecessary things that caused tension or frustration or friction.” One example was the restriction on communication: “We [had to] go through our manager if we wanted to speak to anybody, and only through email. We couldn't just go to someone's desk to speak with them.” Kalanjian also talked about drowning in paperwork— many spreadsheets and processes that were very time consuming. When members of her group explained that the spreadsheets or processes were ineffective, the response made her feel like “it was one of those 'sit down...do what I say and that's it' work places." Kalanjian summarized 1 Explanation of Benefits—a detailed form explaining how a patient's insurance was applied to a specific claim. Huntington Hospital OB-91A p. 3 that “communication was broken all throughout [the department] and I think it was because there were so many restrictions on us.” DeMonica described the sense of frustration and tension in the Medi-Cal office. "When [that] manager wasn't there, everyone worked well together. When she was there, the tension was there. It was frustrating because they felt like they were being watched." Her group was always described as being very quiet and DeMonica explained why: “We only asked questions amongst one another when we needed to." Several staff members described the processes in place as ineffective and inefficient. According to Kalanjian, “There were zero policies and procedures for doing anything in the business office. Everything was through e-mail and even that wasn't a guarantee that that's the way you should do something." Procedures and guidelines would change depending on which manager she asked. A typical example was clocking out to go to a non-work hospital event: “One manager would tell their employees, 'You must clock in, clock out, do this a certain way.' Another manager would say, 'No, you must do it like this.' And then another manager would say, 'No, like this.' All the employees were confused. 'So what do we do?"" DeMonica recalled how the Medi-Cal team manager would call quick five-minute meetings to explain how something should be coded: “It was all done verbally. When you see a 179 on a claim, make sure it's a 171 or 172 so it gets billed out correctly." The Medi-Cal staff made a point to ask that all instructions be put in writing or at least in an e-mail “because they were afraid that if they did it [on verbal directions] the manager could come back and say ‘I never said that. Trust was low, a factor that contributed to the overall sense of anxiety within the team. Due to confusion and miscommunications, the manager asked DeMonica to take minutes for every meeting: “I would write up the minutes and give them to her and she'd say, ‘well, that's not what was said.' Or, ‘that's not really what I meant.” """ When asked about the source of the tension, Kalanjian speculated that it trickled down from upper management. “It was probably a lack of trust from management to the employees. Not all employees are perfect so if they do something wrong, [management] put that restriction on all of us." It seemed to her that control was the issue. David Trepp, commercial billing and collections manager, explained that managers also had to follow specific guidelines. Trepp confirmed that the atmosphere was one where “ideas were not given much thought." As a manager, he felt that he was expected to be in control of his team and that much of his time was “spent on 'did they get here on time, did they clock in on time, did they clock in at their desk or in the parking structure.” Commercial Insurance was the largest of the three groups, bringing in approximately 55 percent of the revenues that the billing department collected. Trepp's feeling was that "the goal was to manage productivity and make sure everyone was productive the entire time they were working in order to achieve cash goals." Managing productivity was manifested in many different ways. Trepp described the time and attendance policy: “You could clock in five minutes before you started and [clock out] five minutes after the time you left but you [only] had that five-minute leeway." He explained that the goal of the policy was to ensure that when in the office, employees were supervised by a manager at all times. Lillian Taruc, a biller for the Medicare team, commented: “If you took your break at 9:30 every morning, and you happen to be on the phone and you forgot to take Huntington Hospital OB-91A p. 4 your break because you're calling to get your claim paid, [managers] say 'how come you didn't e-mail me that you're going on break late?”” To Taruc, it felt like management was more worried about managing breaks than helping employees achieve their goals and get the job done. She had initially started on the Medi-Cal team before moving over to Medicare. New to the Medicare group, Taruc needed guidance and was surprised to find out that her manager was not able to offer it: “If you're new to the job you think that your manager knows [how to train you], but you realize after two weeks that ‘oh, she doesn't.' And so you work with your team instead of working with [your] manager. The Medicare [group] has a close bond because we rely on each other so much.” Taruc would bring issues to her manager's attention with the thought that addressing them would help the group increase revenue collection. She felt that the response, instead, was often based on distrust, as if the manager's primary concern was that employees would speak out against her. “They've entrusted us to collect millions of dollars and yet they cannot trust us to talk to somebody regarding our issues. You know, how can I go to a war without weapons? You need to give me tools. You need to give me guidance so I can move these accounts and get [them] paid and move on to the next one." Terry Craft, an insurance collector for the Commercial Billing and Collections group, talked about the frustration that staff felt. “If we needed to change a process or had any questions regarding a process, we'd go to our manager. But, sometimes you just hit a wall...[and issues]...did not get resolved. We kept reviewing and revisiting the same issues over and over and over, and things would... continue to pile up. You...felt like your hands were tied." Kalanjian summed up the feeling on the Medicare team: “Why bother?” Sometimes Craft was able to find a way to get beyond the barriers. “They were using a general letter for correspondence with patients and insurance [companies] and it had too much information on it. It was not what was needed specifically for the patient or the insurance [company] so I just drafted up my own. I didn't know if I was going to get in trouble or what.” When her colleagues complained about problems with the correspondence letter, Craft shared her letter, explaining that she was getting immediate responses from insurance companies and avoiding mix-ups that were common in the past. Her teammates adopted the letter as well and when her manager eventually came across it, “he never said anything. He just let them use it.” Craft noted that there were many times when she felt that her manager was also hampered by the lack of flexibility. When faced with being written up for taking her lunch one minute late, she assured her manager that she would still be taking the full 30 minutes. According to Craft, the response was, “I know. But this is coming down from my manager." She also talked about restrictions that her manager faced in adjusting larger accounts since he needed to wait for approval from upper management. “He couldn't do anything…..until they allowed him to adjust [those] claims." The rigid culture and focus on managing productivity did little to inspire maximum effort from employees. Taruc explained, “When your hands are tied there's not much you can do. And yet they expect the maximum productivity. It's just not going to happen.” This played out in meeting each employee's weekly quota of closing out 150 accounts. “You want [to close] 150 account, oh, start with the low dollar amount. If productivity is [measured] by the number, then Huntington Hospital OB-91A p. 5 it's not about quality. So, you could have 150 accounts with $0.02 and $0.05 and you just say ‘small balance adjustment.' You're done for the day. It's not quality." Small Changes Employees were optimistic about Kim Markey and what she could do for the Business Services Office. Taruc's first impression was that help had arrived―Markey was innovative and “a fresh breath of air.” When Markey said that she had an open door policy, Kalanjian was impressed to see that her office door really was open: “She is caring and open and approachable.” DeMonica was struck by the impact that Markey had just by saying hello to employees in the hallway. Markey would “have a conversation with everybody and even chitchat about her chickens. It made staff feel very comfortable." According to Taruc, “Those first two months [Markey] said hello to us more than the previous director in my ten years here." DeMonica thought it was a good thing that Markey wanted to observe before making any changes because “she was able to base her own perceptions and her own judgment on what she saw versus what the managers would tell her." What Markey immediately noticed was “a sense of fear of doing things and getting in trouble.” She likened the atmosphere to being in grade school where students could only color on a certain page and only within the lines. Staff members were professionals and Markey quickly began to make small changes to treat them as such. One of the first was changing the five-minute clock- in-early rule. Staff would stand outside in hallway holding their bags or sitting on the floor, waiting for the office doors to open at 7:55 am, and, as Markey explained, “that is just not the way that I want to come into the business office. There's no reason why they can't come in, put their stuff down, and go to the cafeteria. I don't want people to feel they have to ask permission to come to work." Markey pushed to have the doors opened at 7:30 am and “that change alone skyrocketed [the employees'] approach. It was incredible. It made them so happy." Trepp, a manager, was aware that one of Markey's goals was to improve morale. Early on, she implemented a suggestion box and Trepp recalled, “as a management team, we all went ‘oh, here it comes. Be careful what you wish for."" Markey encouraged suggestions around how things could be done better and received many notes that focused on improving morale. Craft commented, “I could tell that she was listening to the people. She was observing what was going on in the office as she's walking through. She can see what the morale is, how people are feeling, how they're working, so I could tell that she was focused on improving the morale as a whole." The suggestion box showed Craft that Markey “wanted to hear from us and see what the needs were." Markey would share suggestions at the department meeting and give her responses. Changing the five-minute clock-in-early rule came out of the suggestion box as well as a move to flexible start and end times. Craft added, "At some point, people started indiscreetly complaining about management styles.... [Markey eventually] had the managers get up and read what was in the suggestion box and address it if it pertained to something they should be handling."/n INSTRUCTIONS Using the template (Week 6_Discussion_Culture.pptx Download Week 6_Discussion_Culture.pptx Open this document with dissect the components of Huntington Hospital's Business Services Office's culture - in terms of behaviours, values, and mechanisms displayed (based on the case: Huntington Hospital Empowering Staff (A).PDF Download Huntington Hospital Empowering Staff (A). Upload your response and briefly explain its contents in the text box. How does it differ from a Process Improvement Culture (PIC) as described in the lecture? Respond to the discussion prompt in approximately 300 APA Style and fill the given templateSee Answer
Q18: INSTRUCTIONS : For this assignment, please research and investigate (Only Four) out of eight tourism and hospitality concepts. Here are the categories you should make your selections from Full-Service Hotels, Convention & Visitors Bureaus (CVB), Destination Management Companies (DMC), Food Concept, Beverage Concept, Eco Spa & Resort, Casino, and Sport Tourism Management Companies (STMC) Please share your reflections using the (Notes Option In PowerPoint) focusing on the key concepts you learned about each organization. You should type over 75 words for each slide to share your thoughts as if you were executing a face-to-face or in-class presentation. For each PowerPoint slide please explore your selected concept's aspects: Concept, Demographics Impacting this Business, Human Resources, Marketing, Social Responsibility, Innovation, and Sustainability. Before you select your four concepts be sure to confirm that you can share to company's position pertaining to (Social Responsibility and Sustainability) Those are examples that added. Student have chosen 4 concepts and have companies for them : food concept/Slutty Vegan, Berverage Concept/La Colmbe, Full-servive hotel/Salamander Resort&spa, Middleburgh VA, Convention&Visitors Bureaus(CVB)/Visit Orlando Need to make ppt in 4 slides with speaker notes (75 words each slides) Sample ppt are attached in the question sectionSee Answer
Q19:Task specification: You are to prepare a 1000 word Business Report in response to a request from the commercial director of the company you are employed. In order to write the report you will need to carry out research and analysis on the company you are employed by (You must choose from the list below and agree with your tutor). The report must contain 'current' and relevant information from the last two years, an analysis of the business environment, a discussion of the companies' structure and culture, relevant stakeholders and conclude with recommendations for the future sustainability of the company. As this is a report you will use headings to structure your written analysis on your chosen company. ⚫ Analysis of the Business Environment (micro and macro) and the impact of stakeholders • The influence the Business Environment has on the organisation structure and culture. • Recommended strategies for the future sustainability of the company. The 1000-word Business report will be typed in word and the following structure can be used: 1. 2. 1234567 Title - (not included in the word count) Contents - (not included in the word count) 3. Executive Summary - (not included in the word count) 4. Introduction - (included in the word count - 150) 5. Main Body - (included in the word count - 500) 6. 7. Conclusion and Recommendations - (included in the word count -250) Appendices - Charts & tables - (not included in the word count) **Note there will be further guidance on how to write your report available on moodle *You can choose a company from the following list (Note these companies are listed on the alternative stock market AIM-You can find more information here) 1. Audioboom Group plc 123 2. 3. Goodenergy Group plc Arena Events Group plcSee Answer
Q20:Instructions Need this work in 4 pages Personal coop experience: personal equity investment in Beijing combine personal experience and published academic and business press materials you can use 12pt Times New Roman, 1,5-2 spacing, and reference use MLA or APA/nTopic: Advantages and disadvantages of flat organizational structure Research Question: What are the key advantages of implementing a flat organizational structure in comparison to traditional hierarchical structures, and how do these advantages impact employee satisfaction and organizational performance? You will be preparing a critical analysis paper by combining your own papers, and an overview of published academic and business press materials which help answer three fundamental questions: 1. What are the commonalities/differences in your experiences? (essentially, you are using your own papers as additional data points) 2. What is the current state of knowledge about these issues and problems? Contents of final paper: Contents of this paper is fairly standard for a critical literature review paper. You will start with your introduction, where you set the scene for your research question, peek readers' interest and share your thesis. The body (bulk) of the paper will be your synthesis of your references. Depending on the topic you chose, you will have 3-4 subheadings. Conclusion would distill your learnings and answer the research question you set out to answer. There are some websites shared in the Canvas modules for further details of a critical lit review. Other details: As a format, you can use 12pt Times New Roman, 1,5-2 spacing, and Normal margin settings (1" all around). Expected length of the paper would be about 4 pages, though this is not a set-criteria.See Answer

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