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Q1:Question 1 Using appropriate strategic models, critically diagnose and analyze the external environment facing ØRSTED in the development of its Strategy. (max 1500 words) Question 2 Critically assess – using the relevant strategic frameworks – how ØRSTED resources and capabilities shape the development of its Strategy. (max 1500 words) Solution guidelines QUESTIONS Question 1 Using appropriate strategic models, critically diagnose and analyse the external environment facing ØRSTED in the development of its Strategy. (Total 100 marks) The student will be aware of the shifting external environment and should offer a contextual of those trends upon the business. The student should deploy the correct frameworks to fully understand the external pressures upon the development of strategy. It should be expected that the answer will have a PEST analysis as standard to assess the main trends within ØRSTED operating environment. The impact of these pressures on the main challenges will be explored notably: The energy transition. Energy security. Geopolitical risk. Unstable markets. These feed into the use of five forces framework to assess the industry pressures upon the business. How these trends shape the five forces will be a focal point of this section. The essay should acknowledge the pressures upon the business notably long-term demand decline, possibility of supply disruption, reputational damage. The question should conclude with a summing up of the main issues to be faced in the dynamic operating environment that ØRSTED faces. There will be a good use of secondary material throughout the answer offering depth and data to the main external challenges facing the business. Please use the provided secondary sources with references to support your arguments. Question 2 Critically assess – using the relevant strategic frameworks – how ØRSTED’s resources and capabilities shape the development of its Strategy. (Total 100 marks) Students should have an awareness of the value chain within the sector. The student should identify that the firm is a vertically integrated energy firm. It should acknowledge how these key resources are challenged by the energy transition. It should reflect that the firm has unique resource and skills that enable it to be successful. As such the application of the VRIN framework should expected. The better answers should reflect how shifts in the external environment could undermine the value of these value creating resources. Analysis should mention how healthy balance sheet of ØRSTED has proved to be a major factor in strategy. This has given the firm the capability to adapt. Note how this reflects valuable resource. There should be an acknowledgment of the value system in which the firm operates. Most students should undertake a SWOT to reflect the internal operating environment – it should highlight the most salient issues. The section should offer a conclusion on the key resources and how they are impacted by the noted scenario. This section should be underpinned by firms specific material gathered from secondary material to offer a consistent and coherent analysis. Please use the provided secondary sources with references to support your arguments.See Answer
Q2:Assignment 2: Individual Coursework Report (65%), 1,500 words The work should be submitted via Blackboard Select ONE topic that has been covered on the module. 1. Discuss the main theories/ideas in relation to this topic 2. How does an understanding of this topic help a leader of a business? The report should be structured as follows: Introduction (100 words approximately) • Explanation of the main theories (900 words) • How a knowledge of this topic helps you as a leader (400 words) • Conclusion (100 words approximately)See Answer
Q3:202410-MGT4600-070 DB 1 -Tesla and AFT Strategy Framework Discussion Topic Chapter 1 offers an AFI Strategy Framework, and also provides a reasonable amount of case information on Tesla (starting on p.5 and also includes the Chapter Case I Part II, p. 25). Additional input follows: "Tesla plans to boost its annual production capacity to one million vehicles in 2021-22 while starting operations at new plants under construction in Berlin, Germany and Texas, USA. From 2021, Tesla's global vehicle deliveries are expected to grow by more than 50% a year on average and exceed one million units in 2022." (May 10, 2021, Marklines). See: Marklines Instructions: (max. 400 words) How well do you think Tesla has applied the AFI model? Are they particularly strong in any one or two components of the model or do you feel they are fairly well-balanced? Provide data to support your view. And finally, if Elon Musk called you into his office for advice, what suggestions might you offer, if any?See Answer
Q4: Assignment Instructions: Create a 12- to 15-slide presentation for Alphabet's leadership team in which you: Evaluate the mission, vision, and values of Alphabet by doing the following: Summarize your evaluation of the alignment between what Alphabet is currently doing and as compared to its mission, vision, or values statement. Recommend changes you would make to Alphabet's mission, vision, or values statements to improve organizational goals. Explain what impact the changes will have on the organization's performance. Conduct a competitive analysis in which you: Explain your analysis of the strengths and weaknesses of Alphabet's competitive advantages and disadvantages. Recommend operational changes to improve Alphabet's competitive advantages and business performance. Justify how these changes will impact performance. Propose a plan to measure and monitor the effectiveness of your recommended operational changes in Alphabet's competitive advantages to achieve organizational goals. Be sure to explain how you will measure the results and how you will monitor the progress of the operational changes. Evaluate Alphabet's global strategy by doing the following: Summarize your assessment of Alphabet's global strategy. Support your assessment with examples. Recommend operational changes to improve Alphabet's global. strategy and business performance. Justify how these changes will impact performance. Propose a plan to measure and monitor the effectiveness of your recommended operational changes to Alphabet's global strategy to achieve organizational goals. Be sure to explain how you will measure the results and how you will monitor the progress of the operational changes. Include your key findings, recommendations, and supporting rationale for your recommendations. Include speaker notes, video, or audio narration (with full transcript) with supporting details that are not present on your slides. See Answer
Q5:Which of Kotter's eight-stages do you feel are most important? Why?See Answer
Q6: Case study This case study is used in Questions 2 and 3. It consists of three articles addressing the implementation of virtual wards over time. Expanding use of ‘virtual wards' by NHS England Article 1: Government plans 500% expansion of virtual wards The UK government is planning to expand the use of virtual wards, with the goal of treating up to 50,000 patients a month. The expansion is part of a larger plan to reduce pressure on the NHS, reduce waiting times, and improve care for patients. Virtual wards are seen as a safe and efficient alternative to hospital care, particularly for frail and elderly patients. As well as expanding virtual wards the government says it will expand community services, including falls and frailty teams and urgent community response teams. NHS England states there is ‘growing evidence that these are a safe and efficient alternative to hospital care, particularly for frail patients'. The announcements come as part of efforts to reduce intense pressures and record waiting times for NHS services, and ongoing strike action by nurses and ambulance staff. Health and Social Care Secretary Steve Barclay said: 'The health and care service is facing significant pressures and while there is no quick fix, we can take immediate action to reduce long waits for urgent and emergency care. This includes rolling out more services to help with falls and frailty as well as supporting up to 50,000 patients a month to recover in the comfort of their own homes. Not only will patients benefit from better experiences and outcomes, it will also ease pressure on our busy emergency departments'. No details of any additional investment have yet been provided. The government and NHS England will publish an Urgent and Emergency Care Plan today, which it says will reduce waiting times and improve care for patients. An NHS England release trailing the report over the weekend stated: 'Tens of thousands of elderly and vulnerable people will receive tailored support at home each month as part of a new NHS plan to curb unnecessary trips to hospital, help at-risk patients receive faster treatment and improve ambulance response times'. The statement attributed the record pressures primarily to demographics. 'Demand on the NHS is rising, driven by a number of factors including an ageing population with increasingly complex needs. A key part of the plan will be reforming the way the NHS provides services to adapt to the population's changing needs, including by expanding care outside of hospitals'. The release said additional falls and frailty teams would be in place by 'next winter', these will use technology to monitor patients to reduce their risks of falls. These teams join up care by connecting hospital expertise with emergency services and use technology to reduce the risk of falls by remotely monitoring patients. The release states that supporting vulnerable patients at home and in the community may lead to up to 20% of linked emergency hospital admissions caused being avoided. The NHS has already introduced a patchwork of various virtual ward initiatives and pilots to aid with elective recovery efforts following the COVID-19 pandemic. According to NHS England, there has been an increase of 7,000 patients cared for through virtual wards, a 50% increase since last Summer. It promises a further 3,000 'hospital at home' beds will be created before next winter. Virtual wards currently support frail elderly patients or those with acute respiratory infections and cardiac conditions. Patients are reviewed daily by the clinical team who may visit them at home or use video technology to monitor and check how they are recovering. NHS England Chief Executive Amanda Pritchard said: 'Boosting care in the community and treating more people at home is key to recovery - it is better for patients and their families, as well as easing pressure on NHS services'. Sarah McClinton, President of ADASS said: 'We recognise the importance of expanding and joining up health and care in people's homes to stop them needing to go into hospital and enabling people to leave hospital safely with therapies and support to recover. Key to achieving this will be co-producing plans across health and social care and investment in the workforce in social care and community services and we look forward to engaging with this'. An increasing number of NHS trusts are trialling virtual wards, particularly for patients with frailty. In December, Solent NHS Trust announced it is piloting virtual wards in conjunction with Doccla, offering patients with frailty personalised care to help reduce hospital admissions. Source: Hoeksma, J. (2023), ‘Government plans 500% expansion of virtual wards', Digital Health, 30 January. Available at: https://www.digitalhealth.net/2023/01/government-plans-500- expansion-of-virtual-wards/ (Accessed 4 April 2023) Article 2: A guide to setting up technology enabled virtual wards Virtual wards should be technology enabled to maximise the opportunity they offer for both patients, carers and staff. Technology enablement means the management of patients via a digital platform. In a technology-enabled model, patients measure agreed vital signs and enter data into an app or website. In some cases, they wear a device that continuously monitors and reports vital signs. Clinical teams see individual patient measurements for the cohort of patients they are responsible for via a dashboard. The platforms or technology software ensures they are alerted when any patient moves outside agreed parameters, allowing them to take appropriate action. Patients should be considered for a technology-enabled service where one exists, however it is important that alternatives are available to avoid digital exclusion and take account of personal choice. It is also important consideration is given to other opportunities technology may offer such as the use of point of care testing or remote diagnostics to support virtual wards. Using technology can support organisations to reduce the burden on frontline staff by making the right information available to the right people at the right time to improve patient outcomes. The type of virtual ward model introduced will vary subject to what is locally established and clinically agreed. Systems may wish to consider phased approaches to implementation, for example, establishing an early discharge virtual ward model, then building on this to develop admission alternative models. The exact virtual ward model and pathway type will vary in different areas depending on workforce constraints, existing initiatives and local population needs. Systems should review and make plans to expand virtual ward capacity, including COVID-19 virtual wards and Hospital at Home services that support more complex patients. This should be done as fast as practical, taking account of local circumstances and building on existing footprint of services. The digital platform chosen to support a virtual ward is dependent on local need and local system digital maturity and strategy. To support this, the NHS Transformation Directorate (NHSX) has introduced a set of Digital Technology Assessment Criteria for health and social care which all digital platforms are expected to meet. Systems procuring new digital platforms should ensure this is part of their requirement specification. This gives staff, patients and people confidence that the digital health tools they use meet NHSX's clinical safety, data protection, technical security, interoperability and usability and accessibility standards. This assessment criteria provides information on designing and assessing digital health services. It describes apps and tools that could be used for patient care, including example procurement frameworks. Technology is an enabler of a clinical model based on local need and guided by national and locally agreed pathways of care. It is essential to start by considering the clinical and business requirements of the virtual ward service and define a service specification for technology based on those. Teams should consider the technology partnerships and platforms already in place across their geographical area in alignment with their digital strategy to support future scalability. Once the clinical and business needs are determined, a local requirement specification for the use of technology in a virtual ward can be developed. This should ideally be completed at a regional level even if different technology platforms are in use in the short term to facilitate a regional solution longer term. NHS England (2021), ‘A guide to setting up technology-enabled virtual wards', Transformation Directorate, 21 December. Available at: https://transform.england.nhs.uk/key-tools-and-info/a- guide-to-setting-up-technology-enabled-virtual-wards/ (Accessed 4 April 2023) Article 3: A critical perspective Virtual wards may sound like something out of a dystopian sci-fi book, but they're a very real policy initiative being expanded by the government to ease demands on critical care in UK hospitals. - In 2012, I was responsible for setting up one of these ‘wards' in the Midlands. The idea was that an algorithm would use available patient data – such as age, medications, long-term conditions, previous admissions etc - to identify those most likely to be admitted to hospital in an emergency. Using this data, nurses, in conjunction with GPs, managed patients at home. My patients were mostly elderly, but anyone with multiple health problems or a history of higher than average attendances was considered for the ward. Just over 10 years later, the government is creating more virtual wards, except this time the aim is not to prevent patients from entering hospital but to look after them once they have been discharged, including from emergency departments. After treatment, patients will return home and wear devices that will report readings and results so they can be remotely monitored by doctors and other health staff. Patients will receive home visits where necessary from community nurses. There is simply not enough capacity in hospitals to deal with the numbers that need hospital care. Unless your discharge is basic social care or, bizarrely enough, very complex NHS-funded care, you fall into a gap where the specialised long-term care and support needed is not available. In theory, recovering at home sounds like a much more comfortable option than a stay in hospital; however, data is an imperfect way to gather feedback on a patient's recovery. I have lost count of the number of times I have stopped by a patient and found that they were in need of help. That all-important 'end of the bed assessment' is missing from virtual wards. These are the informal assessments nurses and doctors do whenever they look in on a patient. It might be a subtle change in colour, or responsiveness, or just that the patient didn't greet you as they normally would. It might be noticing that a catheter bag is full to bursting or bone dry (equally as bad but for different reasons). That smile, wave or passing conversation that brings back normality to our patients will be missing too. Also, virtual wards can ease bed numbers, but not staffing issues. These extra community nursing teams will still need to be staffed from somewhere; the government estimates that 50% of the workforce will come from hospitals, but the country is 47,000 nurses short already. Home care is important, but it isn't the answer to everything. What we need is investment in the right places - a long-term workforce plan; more time, not less, with our patients; and after-care that can meet the needs of increasingly aged and complex patients. Bostock, B. (2023), 'I helped set up the NHS's dystopian-sounding 'virtual wards'. They aren't the panacea Rishi Sunak thinks', The Guardian, 3 February. Available at: https://www.theguardian.com/commentisfree/2023/feb/03/virtual-wards-rishi-sunak-patients- hospitals-nhs (Accessed 4 April 2023) Question 1 (20 marks) This question tests your understanding of Block 3 Part 1. ● a.List five factors that can explain why an IT system becomes a legacy system. You should write no more than 100 words for part (a). (5 marks) b.Describe an example of a legacy IT system with which you are familiar or have read about in a newspaper, magazine or website. Explain clearly why it should be considered as a legacy system. You must choose a system other than those presented in the module texts. You should write no more than 150 words for part (b). (8 marks) c.Outline one or more ways in which the legacy nature of the IT system you described in part (b) may be assisted or solved. Explain why the solution(s) you describe are suitable for this specific system. You should write no more than 150 words for part (c). (7 marks) Block 3 Part 1 Resources Software evolution: past, present and future - ScienceDirect On the evolution of Lehman's Laws - Godfrey - 2014 - Journal of Software: Evolution and Process - Wiley Online Library Four integration patterns: a socio-technical approach to integration in IS development projects - Bygstad - 2010 - Information Systems Journal - Wiley Online Library Control, trust, power, and the dynamics of information system outsourcing relationships: A process study of contractual software development - ScienceDirect Vendors' perspectives on trust and control in offshore information systems outsourcing - ScienceDirect Question 2 (20 marks) This question tests your understanding of Block 3 Part 2, and is based upon the case study. Build a set of scenarios for the future of the IT systems described in the case study. Your analysis should look beyond the present situation and consider a wide range of alternative future scenarios over a suitable timescale. You should do this using one of the two main methods for scenario planning presented in Block 3 Part 2 (Davis' three-stage method, see Section 2.4.1, and the key uncertainties method, see Section 2.4.2). You should produce:See Answer
Q7: Bookmarks Window Help et Us | Nutrition, Food & Diet... eWave als 2 W S X 8 First, complete your SWOT analysis table below. Week 3, you completed the Strengths and Weaknesses sections and now focus on Opportunities and Threats. Review this video before getting started: 18 # https://csus.zoom.us/rec/share/dgtn_UYnCpuJJcR4zkZoYYks3RZbdOwK7RBq12WelYolDAxx9KYHv_zHf10CybhX.K- E mu Yllx5pfcB7E?startTime=1630003640000 E Once you have completed the SWOT table below, convert the content into a Slide Presentation, Photo Collage with Voice Narration, or Brochure. D Include the following sections: 1. Title containing your name and path, interest or career aspiration. 2. "Strengths" containing 3 bullet points/attributes and providing a sentence for each 3. "Weaknesses" containing 3 bullet points/attributes and providing a sentence for each 4. "Opportunities" containing 3 bullets point/attributes and providing a sentence for each 5. "Threats" containing 3 bullet points/attributes and providing a sentence for each 6. "Final Thoughts" containing reflections on what actions will you take based on your findings-be sure to relate it to your path. Be creative & professional by adding relevant images or audio-visuals that represent you! This is can be part of your e-portfolio so make it shine.* I will be grading on completeness, proper use of internal vs external factors, explicit connections with your career aspiration, creativity, and correct grammar, punctuation, & sentence structure. This is not an essay so please use bullets and short sentences. *Tips: Students have enjoyed using Piktochart (free version) and Animoto (free version). Student SWOT samples SWOT Samples.pdf SWOT Table C m Module 4: PART 2 Personal SW... 20 F3 54 $ átv R LL F csus.instructure.com 900 F4 V % 5 T F5 G Career Center | Sacramento Sta... ^ 6 Weaknesses: What internal factors could you improve? What B F6 Y H Pra & 7 Ad F7 U N * 00 8 J è DIL F8 M Career Planning Involvement As... ( 9 DD F9 K zoom O ) 0 H F10 11. P F11 command .... لا به zoom F12 F C History Bookmarks Window Help ources A /BryteWave Materials ek S Meet Us | Nutrition, Food & Diet... @ e W X Student SWOT samples SWOT Samples.pdf SWOT Table Strengths: What do you do well? What unique internal resources can you draw on? What do others see as your strengths? 2. 1. Attribute & explanation and/or link to your path. F2 3. 0 8 3. 1. Attribute & explanation and/or link to your path. 2. 18 #3 SWOT Analysis E D Opportunities: What opportunities (external) are open to you? What trends in the nutrition field could you take advantage Threats: What threats (external) could harm your career of? How can you turn your S's and W's into advancement? What is your competition doing? Opportunities? 1. Attribute & explanation and/or link to your path. SWOT Analysis C m Stv 80 F3 S4 $ Module 4: PART 2 Personal SW... 4 R 20 F Criteria V de 50 % T 24 FS G 2. 3. 2. Weaknesses: What internal factors could you improve? What experiences or training are you lacking? Where do you have fewer internal resources than others? What are others likely to see as weaknesses? Are there personal traits that might hurt your career advancement? 1. Attribute & explanation and/or link to your path. 3. csus.instructure.com ^ 6 B F6 Y Career Center | Sacramento Sta... H & 7 34 F7 U N Ratings * 8 C DII F8 M ( A 9 C K F9 F Career Planning Involvement As... 0 Pts zoom ) 0 F10 P F JE 30 F Ac tory irces INS Meet Us | Nutrition, Food & Diet... BryteWave aterials Bookmarks Window Help W S X SWOT Analysis F2 SWOT Analysis Each item (S, W, O, T) contains at least a bullet for each of the three minimum required attributes, with a sentence providing an explanation for inclusion of that attribute. Internal vs external attributes are utilized correctly. 8 18 Use of language convention Correct and appropriate spelling, grammar, punctuation, sentence structure. # Visuals Images and/or infographics are relevant and add appeal to the slides or brochure. 3 Understanding & Reflection Student demonstrates a thorough and insightful understanding of the key concept of SWOT analysis, clearly integrating elements of the SWOT as part of a coherent final reflection. E D ◄ Previous C Criteria m tv 20 F3 $ Module 4: PART 2 Personal SW... 4 R F gog F4 95 % csus.instructure.com T FS G M ^ 6 F6 Y 7.5 to >6.0 pts Excellent Career Center | Sacramento Sta.... 2.5 to 2.0 pts Excellent 2.5 to >2.0 pts Excellent 2.5 to 2.0 pts Excellent H & 7 Ad F7 V B ΤΝ U 6 to >3.75 pts Satisfactory Ratings 2 to >1.25 pts Satisfactory 2 to >1.25 pts Satisfactory 2 to >1.25 pts Satisfactory * J 8 DI FB M I 3.75 to >0 pts Needs Improvement 1.25 to 0 pts Needs Improvement 1.25 to >0 pts No Marks 1.25 to 0 pts Needs Improvement F Career Planning Involvement As... 69 K DD F9 A 0 zoom Total Points: 15 2.5 pts ) OF 7.5 pts 2.5 pts 2.5 pts Pts H A F10 J 1. P ( F 30 A لا لها <5) F Acaden $12 bokmarks Window Help Us | Nutrition, Food & Diet.... Nave Is V F2 8 1. Career Readiness Assessment 1. Locate the FOCUS 2 Career Assessments. You will find the Assessments in by following the link to the Career Center page, then click on Focus 2 Career. 18 #3 3 2. Take the three assessment under Career Planning Foundations: My Career Planning Involvement, My Academic Strengths, and Am I Career Ready? 3. Consider both your strengths and areas that need closer attention. A. Select at least one result from each assessment (My Career Planning Involvement, My Academic Strengths, and Am I Career Ready) that captured your attention the most. Strengths: What do you do well? What experiences, skills or training do you have related to your path? What unique internal resources can you draw on? What do others see as your strengths? B. Explain why you selected these results as the ones that captured your attention the most. Reflect on how these results will influence your career preparation process. C. Submit snapshots of each completed assessment and the written reflection (at least 2 paragraphs) E II. SWOT Analysis-Part 1 Now that you have reviewed each of these videos SWOT analysis video 1 SWOT Analysis Video 2 E, begin your SWOT analysis by filling out the first two sections of this table. Strengths & Weaknesses are internal factors. Be sure to consider what you learned in the all of the assessments you have completed so far. Be sure to think about your interests, path, career aspiration, or even a specific job as you complete your SWOT analysis. D C m 20 F3 Module 3: PART 1 Career Asses... $ 4 R F tv 000 900 F4 % 5 T csus.instructure.com F5 G ^ 6 V B Career Center | Sacramento Sta... F6 Y Weaknesses: What could you improve? What experiences or training are you lacking? Where do you have fewer internal resources than others? What are others likely to see as weaknesses? Are there personal traits that might hurt your career advancement? H & 7 JA F7 U N سے * CO 8 J DII F8 ( 9 C DD F9 K M F Career Planning Involveme A O zoom 0 F10 O L P C F11 Bookmarks Window Help 2 at Us | Nutrition, Food & Diet... Module 3: PART 1 Career Asses... Am I Career Reaay) that capturea your attention the most. 5 eWave ials (a) W B. Explain why you selected these results as the ones that captured your attention the most. Reflect on how these results will influence your career preparation process. C. Submit snapshots of each completed assessment and the written reflection (at least 2 paragraphs) Strengths: What do you do well? What experiences, skills or training do you have related to your path? What unique internal resources can you draw on? What do others see as your strengths? 1. F2 2 3. 8 SWOT Analysis-Part 1 Now that you have reviewed each of these videos SWOT analysis video 1 SWOT Analysis Video 2 E, begin your SWOT analysis by filling out the first two sections of this table. Strengths & Weaknesses are internal factors. Be sure to consider what you learned in the all of the assessments you have completed so far. Be sure to think about your interests, path, career aspiration, or even a specific job as you complete your SWOT analysis. 18 #3 E D Previous C 80 F3 54 $ R tv F DOD 000 F4 V % 5 csus.instructure.com T 022 F5 G ^ 6 B 1. Weaknesses: What could you improve? What experiences or training are you lacking? Where do you have fewer internal resources than others? What are others likely to see as weaknesses? Are there personal traits that might hurt your career advancement? 2. 3. 82 Career Center | Sacramento Sta... Y H & 7 A4 F7 U N * CO J DII FB 9 DD F9 K M F Career Planning Involvement A Next ▸ A zoom O F10 L 3.0 P F11See Answer
Q8: STUDENT ID UNIT TITLE: NAME (in Full): SBS SWISS BUSINESS SCHOOL BRANCH CAMPUS RAK Strategic Management in HCO SBS MSC Assignment - 2024 GENERAL INSTRUCTIONS All assignments are to be submitted on 21st March 2024 on https://lms.atmsstudentgateway.com/ Any Assignment submission extension request must come to Azra Fatima (Head: Examination | Academic) afatima@atmsedu.org 5 days before the date of submission with a valid reason and supported documentary evidence. APA 7th edition referencing guidelines needs to be followed. Similarity between student's work is strictly not accepted, any student found with similar work will be graded Zero and fail for the course. However, Plagiarism is an academic offence and will not be tolerated. Any revaluation request should come in 5 days of grade release. Any late request will not be obliged. (Form and other details shall be shared based on request) • Revaluation cannot be requested for plagiarized assignments as the assignment stands as an academic misconduct. If a program participant submits the assignment late, but within 1 week after the submission date a 20% penalty will be applied • Re-evaluation request is NOT applicable for any failed courses provided the mark range from 59 to 69.Any grade which is below the range is however not applicable for this request. • Any rescheduling request can be fulfilled within one week after the actual date of the assessment. Anylate request will not be obliged. • Assignment once submitted to exam board is final for marking. • Second extension cannot be provided without supporting documentary evidence. ● Program participants are strongly advised to keep a copy of their work in case the submitted copy should go astray. PS. Kindly note to adhere to all the above instructions. Failing to read this, ATMS will not be responsible for any actions taken. PLAGIARISM Plagiarism is defined as providing material from an uncredited source, or without the acknowledgement of the original author. For longer submissions and reports, students are required to provide an Assignment Cover Sheet, which states that submission is their original work, and has not been submitted for another assignment, either in that course, or another Plagiarism may have many forms including but not limited to: O O Outright copying another author's work without acknowledgement Cut and paste without the correct citation and acknowledgement. Copying key words but changing the sentence structure without crediting the original source Copying the sentence structure but changing some words without crediting the original source O Following the structure or organization of another author's work, or order ofpresentation of ideas Submitting work that was created by an unacknowledged third party (i.e., writingservice, or another student) O Total Marks о оо /90 O O Copying from published authorities without acknowledgement Failure to correctly use quotation marks when expressing another author's idea Incorrect or improper use of in-text citation and referencing Missing or incorrectly presented bibliography or reference list Pretending ownership of another author's ideas Making work available to another person for copying Falsifying results The plagiarism tolerance for MBA is 8%. In cases where the plagiarism percentage exceeds the tolerance, students are given a second chance to rework on their assignments and submit. However, if the percentage continues to exceed the tolerance percentage the student will be awarded one grade lower than the originalgrade achieved. Preamble This assignment should be based on your current employer/business or a business with which you have had some recent exposure and with which you are familiar. (Word limit - 3000 to 3500 words with +/- 10 % permissible flexibility) (Marks: 90 marks) Your report should be presented in a management report format covering following key elements: Executive summary (make it brief around 150 words not counted in word limit), Introduction (setting out the scope of your work), Main body, and, Conclusion. Your report should incorporate the following areas: 1. State the Vision and Mission statement of your organization. Suggest any changes in vision and/or mission statement if you deem necessary. 2. Conduct an Internal Analysis of your chosen organization to define its Strengths and Weaknesses. Provide any evidence where necessary. 3. Create the current market map of your chosen organization (i.e., map all the customer segments and geographies (market spaces) your organization serves with each of its existing products/services) 4. Choose a market space your chosen organization is present and conduct an External Analysis (i.e., identify trends related to PESTEL and Porter's Five Forces). 5. Define what the Strategic Priority should be for the market space you analyzed above (in other words, what Strengths your chosen organization can leverage, what Weaknesses it should try to minimize, what specific Opportunities or Threats it should address) and what initiatives should be put in place to address it. Type of Organization If your organization is part of a larger international organization, you may consider only your country's division. Avoid considering individual departments or sections of an organization as this will constrain you to deal with functional-level strategy only. If your organization is a government department, proceed with an analysis of that division, providing, it is a budgetary center. Dealing with a subdivision will constrain you to deal with functional-level strategy only. If your organization is an independent, not-for-profit entity, proceed according to the advice above. Make sure the conclusion is not just a summary of your recommendations. Emphasize the key recommendations in your conclusion and consider how they might be actioned. *** ****************See Answer
Q9:Context: Lean Six Sigma has emerged as a key to achieving world-class value-added processes. But not everyone has benefited equally from implementing these operating philosophies and their accompanying tool sets. Discussion: Based on your own personal experience-or on the results of an Internet search-identify a process design or Lean Six Sigma success story. • Describe what happened. How did the key decision-makers use process design or Lean Six Sigma tools to achieve success-that is, improve value and decrease costs? Identify the specific events, decisions, or investments they made in order to leverage operations (or Lean Six Sigma) as a competitive weapon. . Now, based on your own personal experience-or on the results of an Internet search-identify a process design or Lean Six Sigma "horror" story. • Describe what happened. More importantly, describe what went wrong. • Assess how key decision-makers failed to appropriately use process design or Lean Six Sigma tools. • As a consultant to the company, how would you help them "fix" the implementation process to achieve success next time? What specific events, decisions, or investments would you promote to help them leverage operations (or Lean Six Sigma) to improve value and reduce costs?See Answer
Q10:Overview Defining a business strategy is part of the strategic planning process and is necessary for achieving the company's goals and objectives. The steps involved in creating a business strategy are critical and it is imperative that the appropriate amount of time is spent in getting it just right. As the director of strategic planning, you want to ensure that all your managers understand business strategy, including what a strategy is, how it's created, and who is responsible. Prompt Create a one-page document describing business strategy for mid-level managers. Specifically, you must address the following criteria: • Definition: Define the term business strategy in your own words. • Formulation: Briefly outline the steps involved in formulating a business strategy. Responsibilities: Explain who is responsible for and who benefits from good business strategy. Corporate vs. business unit strategy: Describe at least two ways in which a corporate strategy is different from a business unit strategy. What to Submit Submit a one-page Word document with double spacing, 12-point Times New Roman font, and one-inch margins. You are not required to use sources; however, if you choose to use sources, they should be cited in APA format. Consult the Shapiro Library APA Style Guide for more information on citations.See Answer
Q11:Prompt Perform an external environment analysis of your company to identify the company's competitive environment and find an opportunity the company can utilize to grow its revenue or market share in the industry. Use resources such as the company website, which will have pertinent information including its most recent sustainability report, and other relevant sources to help complete this presentation. You can also use the resources in the MBA Library Research Guide to conduct further research about your company. Create a Microsoft PowerPoint presentation to show the results of your analysis. Use both on-screen text and speaker notes to convey your information effectively. For example, you can use brief bulleted lists summarizing the highlights of your analysis on the slides, and include more detailed explanations where needed in your speaker notes. Specifically, you must address the following rubric criteria: A. Competitors (slide 1): Identify at least two of your company's top competitors and explain how they compete with your company. B. Competitive advantages (slides 2-7): Evaluate your company's competitive advantages. i. Summarize the unique skill sets, products, location, and values of your company. ii. Use Porter's five forces to analyze your company's competitiveness and growth potential in its industry. Assign a rating to your company for each of Porter's five forces as very high (VH), high (H), low (L), or very low (VL). Justify your ratings. iii. Area of opportunity (slides 8-9): Identify one area of opportunity that will help your company increase its revenue or market share over the next five years. Explain how this opportunity can lead to an increase in revenue or market share. What to Submit Create a PowerPoint presentation with 9-12 slides. Sources should be cited according to APA style. Consult the Shapiro Library APA Style Guide for more information on citations.See Answer
Q12:Prompt Perform a buy-build-ally analysis for your company and recommend actions the company can take to realize the identified opportunity within five years. Use resources such as the company website, which will have pertinent information including its most recent sustainability report, and other relevant sources to help complete this presentation. You can also use the resources in the MBA Library Research Guide to conduct further research about your company. Create a Microsoft PowerPoint presentation to show the results of your analysis and present your recommendations. Use both on-screen text and speaker notes to convey your information effectively. For example, you can use brief bulleted lists summarizing the highlights of your analysis on the slide, and include more detailed explanations where needed in your speaker notes. Specifically, you must address the following rubric criteria: 1. Implementation strategy (slides 1-3): Recommend an implementation strategy for your company. a. Determine whether the company will need to buy, build, or ally with another company. Consider the skills, facilities, products, and services the company will need to capitalize on the identified opportunity. b. Use the speaker notes of your presentation to explain the strategy behind your buy, build, and ally recommendations. 2. Timeline (slides 4-5): Construct a timeline showing what your company should achieve by the end of each year for the next five years. What to Submit Create a PowerPoint presentation with 5-7 slides. Sources should be cited according to APA style. Consult the Shapiro Library APA Style Guide for more information on citations.See Answer
Q13:Individual Assignment: Case Study Analysis Your report will be evaluated based on integrating course content; the clarity, appropriateness, and the assessment of the idea itself; along with complying with the expected section headings and structure. In your report: • Identify a case study of a company innovation project that has been well-documented. USE APPLE IPHONE ⚫ Using publicly-available sources in combination with interviews where possible, summarize the innovation project from its inception to its conclusion, including: o Insight: the original insight or observation leading to the innovation o Problem: description of the problem the innovation addressed and/or the unmet needs o Customer: description of the ideal customer who has the problem o Solution: description of the product and its core features o Development: address what was required to develop/produce/manufacture the product o Launch: describe how was the product made known to customers and where could they get it? • Analyze whether the project could be termed a success or failure. Identify which factors were influential to that outcome. Propose a feature that could be added to the next version of the product. Share best practices observed in the case study to apply to future innovation projects. Throughout your report, strive to capture the point of view of the innovator and/or innovation team as much as possible/nDeliverable - A double-spaced 6-page maximum written report (additional pages may be used for a title page and references). The report will contain three parts, shown below. Outline [Use these bolded headings and subsection headings in your paper, organized and formatted as indicated]. • Introduction [to the paper, approximately 1/3 page] • Part 1: Case Study Summary [approximately three pages] o Insight: the original insight or observation leading to the innovation o Problem: description of the problem the innovation addressed and/or the unmet needs o Customer: description of the ideal customer who has the problem o Solution: description of the product and its core features o Development: address what was required to develop/produce/manufacture the product o Launch: describe how the product was made known to customers and where they could get it. • Part 2: Analysis [approximately two pages] o Success or Failure: Assess whether the project could be termed a success or failure. o Factors: Identify which factors were influential to that outcome. o Enhancement: Propose a feature or enhancement that could be added to the next product version and explain why this would be helpful. • Part 3: Best Practices [approximately one page]: Formatted as a bulleted list, share best practices observed in the case study to apply to future innovation projects. Reference: Atleast one published and peer reviewed paper regarding APPLE IPHONESee Answer
Q14: Scenario You have been appointed the director of strategic planning for the Fortune Global 500 company you selected in Module One. The vice president of strategy and operations (VP) has confided in you that strategic planning has been a challenge for the company over the past year; specifically, crafting new strategies and aligning them to the company's mission and goals. You have now been tasked with creating a new strategic planning proposal to help the company explore at least one new growth opportunity to increase its revenue or market share in the industry. Your proposal should present a detailed analysis of the company's internal and external environments as well as specific actions the company can take over the next five years to achieve the targeted growth. Your proposal will be presented to various stakeholders at different levels in the organization, so you will need to adapt parts of your proposal to suit different needs. Additionally, you will need to send a shorter executive summary of your proposal to the leadership team. Directions Strategic Planning Proposal Complete an analysis of your company and organize this information into a presentation. Compile all slides from your milestone assignments to create a final presentation for your stakeholders. Use resources such as the company website, which will have pertinent information including its sustainability report, and other relevant sources to help complete this presentation. Be sure to address any feedback you have received on your milestone assignments. Part 1: Presentation Your final presentation should include the following elements: 1. Perform an internal environment analysis of your company to understand the company's current business environment and future goals. Present the results of your analysis. A. Overview (slide 1): Provide a brief overview of the company's products, services, and customer base. B. Existing entities (slides 2-3): Identify at least two existing partnerships, mergers, or acquisitions. Explain how these entities contribute to the company's revenue or market share. C. Five-year goals (slide 4): Speculate on what the company wants to achieve in the next five years by considering their mission statement, values and goals, and relevant sections of their sustainability report. 2. Perform an external environment analysis of your company to identify the company's competitive environment and find an opportunity the company can utilize to grow its revenue or market share in the industry. Present the results of your analysis. A. Competitors (slide 5): Identify at least two of your company's top competitors and explain how they compete with your company. B. Competitive advantages (slides 6-11): Evaluate your company's competitive advantages. i. Summarize the unique skill sets, products, location, and values of your company. ii. Use Porter's five forces to analyze your company's competitiveness and growth potential in its industry. Assign a rating to your company for each of Porter's five forces as very high (VH), high (H), low (L), or very low (VL). Justify your ratings. C. Area of opportunity (slides 12-13): Identify one area of opportunity that will help your company increase its revenue or market share over the next five years. Explain how this opportunity can lead to an increase in revenue or market share. 3. Conduct a buy-build-ally analysis for your company and recommend actions your company can take to realize your identified opportunity within five years. A. Implementation strategy (slides 14-17): Recommend an implementation strategy for your company. i. Determine whether the company will need to buy, build, or ally with another company. Consider the skills, facilities, products, and services the company will need, to capitalize on the identified opportunity. ii. Use the speaker notes of your presentation to explain the strategy behind your buy, build, and ally recommendations. B. Timeline (slides 18-19): Construct a timeline of what your company should achieve by the end of each year for the next five years. (Note: Use both on-screen text and speaker notes to convey your information effectively. For example, you can use brief bulleted lists summarizing the highlights of your analysis on the slide and include more detailed explanations where needed in your speaker notes.) Part 2: Executive Summary Create an executive summary of your strategic planning proposal. Remember to consider the audience and purpose of this report when drafting your summary. 1. Purpose: Briefly explain the purpose of the proposal. 2. Current business environment: Describe the internal and external business environments of the company. A. Outline the various analyses you conducted and briefly summarize their importance. B. Describe the opportunity for growth you identified and how it will impact the company's revenue or market share. 3. Recommendations: Recommend actions, such as buy, build, and ally, that the company should take to utilize the identified opportunity and explain the reasons for your recommendations. What to Submit To complete this project, you must submit the following: Stakeholder Presentation Submit a PowerPoint presentation with 18-20 slides. Sources should be cited according to APA style. Consult the Shapiro Library APA Style Guide for more information on citations. Executive Summary Submit a 2-page Word document with 12-point Times New Roman font, double spacing, and one-inch margins. Sources should be cited according to APA style. Consult the Shapiro Library APA Style Guide for more information on citations.See Answer
Q15: Guidelines for Case Analysis Overall Guidelines 1. Organization Break the analysis into the following major headings: 1. Introduction & Strategic Issue 1-2 pages 2. External Analysis 2+ pages 3. Company Situation 2+ pages 1-2 pages 4. Recommendations 5. Appendix Industry Analysis, Five Forces Analysis, SWOT, etc. In addition, use the subheadings described in this document to break up long sections. 2. Style & Late Case Assignments Use APA style which means double space throughout-do not add any additional space between paragraphs. Be sure to indent the first word of each new paragraph. Do not have long paragraphs containing a variety of related but different topics—break into smaller paragraphs for organization and ease of reading. Use a topic sentence to clarify the purpose of each paragraph. Number the pages starting with the Introduction, e.g., do not include the title page. Proof! Check your work and correct the spelling and grammar errors. Write clearly with correctly structured complete sentences. The ability to present an effective case analysis depends on your critical thinking skills AND your ability to express your ideas in writing. Students who turn in a “first draft" may not earn a grade that is desired. When sections are returned to you, note all comments from the instructor and take notes in the class discussion to incorporate into your next case analysis. Start each of the major sections with an introduction that briefly characterizes and sets the stage for the section. Also at the end of each significant section, summarize with a paragraph capturing the key strategic findings of your analysis for that section. Do not make comments like "The case did not provide information on..." You do not need to site the textbook or case. Eliminate personal pronouns such as I, we, etc. Staple or clip the paper in the upper left-hand corner-no binders, please and bring a hard copy to class to turn in. Cases are penalized one letter grade a day for being late. Upload a copy to BB by 5 pm of the day the case is due. Put your name and student id on the first page of the case. Common Errors Being late. Omitting a section that is specified in these guidelines or requested in class by oral instruction. Not listening in class or participating in the class assignments and exercises. Not following instructions and going to the internet for information about the case. Not proofreading-you will probably improve a letter grade by proofing the case before turning it in. Waiting until the night before the assignment is due. You may very well have a legitimate emergency the night before the assignment is due. However, we begin working in class on the assignment at least a week before it is due, so you should aim to have the assignment ready before the due date/time. Page 1 3. Show Impact Your job is not to "spill back" the facts from the case. Assume that the person who reads your write up will have read the case carefully. Support your statements of analysis with brief examples from the case information. Your focus should be on the impact, effect, and strategic implications of your analysis. Do not overlook exhibits in the case with additional data. 4. Apply Tools and Vocabulary Demonstrate that you understand and can effectively apply the tools of strategic analysis: macro environment, driving forces, key success factors, industry analysis, financial analysis, SWOT, strategic group map and the nine cell industry attractiveness, competitive strength matrix. An effective case analysis effectively incorporates the language of strategic analysis throughout. YOU WILL INCREASE YOUR GRADE A FULL LETTER BY PARAPHRASING THE APPROPRIATE SECTIONS OF THE TEXTBOOK, WRITTEN GUIDELINES AND CASE. Unless specifically requested, do not go to the internet to get information to write the case. Page 2 Major Sections 1. Introduction Provide a brief overview of the mission, business, markets, products and scope of operations the company is in. The past/current strategic direction of the firm can be briefly summarized but the focus should be on the most recent events that will impact the decisions and future direction of the firm. Identify past strategic actions by the generic strategy or strategies. This is NOT a long historical view. It shows how capable you are of describing the company's business and current strategy using strategic vocabulary. Common Errors Focusing on history rather than the current situation. Not using strategic vocabulary for strategies. Giving too much detail about the case-assume I've read the case. Strategic Issue In one or two paragraphs, summarize the company and strategic situation. This should characterize the fundamental state of affairs that exists in the focus company and industry with enough background information to understand it. See page 80 & 81 in the textbook for a definition of strategic issue and review page 9 for the tests of a winning strategy. This section MUST summarize the strategic situation the company faces. "Situation" means "state of affairs.” Summarize and connect to the key findings of each section. Weave these findings into a summary story leading to a clear and specific statement about the future prospects for strategic success for the company. Make a specific statement about whether the company's prospects are good, indefinite, or poor. The strategic issue must be a single, well-crafted sentence that captures the fundamental problems and concerns that came out of the analysis. This single sentence must be formed as a question and will end with a question mark. Write this in very specific terms addressing both the company's short-term situation and the broader strategic situation. Incorporate the need to provide shareholder value, sales growth, profitability and sustained competitive advantage but incorporate the specific challenges with which the focus company must deal. Everything prior to this question is headed toward this one culminating formulation of the problem. This question forms the basis for the recommendations. Do not make recommendations in this section. For example, a strategic issue for ZU could be "What degree programs should be offered to meet the labor needs of the UAE government? This can be followed up with more specific questions such as: ■ Should ZU offer degrees in engineering or medicine? ■ How can ZU differentiate their brand from other universities? ■ What degrees are desired by prospective students? ■ What degree programs are needed that are not offered by other universities? ■ What programs need to be in place so that students are prepared better for higher education? Common Errors Failure to introduce the key conditions or “givens" in a problem statement. Addressing only the external or the internal situation rather than both. Not addressing the major, strategic challenges that may significantly affect the company. Making recommendations. Page 3 2. External Environment Provide an introduction that characterizes the essence of the external environment and industry situation at the time of the case and sets the stage for the analysis that follows. ALL the discussion in this section relates to the INDUSTRY, not the focus company. You may use examples of the focus company or other competitors to justify your analysis. Common Errors Writing about historical events rather than the current state of the industry. Identifying the topics you are about to discuss without discussing the state of the industry. Not using the vocabulary and discussion in the textbook supported with facts from the case. PESTEL Analysis Use the macro analysis model to identify and discuss the factors influencing the sector of your case study. There are a number of external factors in the case but to gain extra marks you need to consider and evaluate contemporary factors by looking outside of the case and looking at factors since the case study was published and what is occurring in the news at the moment. Contemporary factors will influence strategic choices of the future. Porter's 5 Forces Analysis. Use the Porter model to evaluate the strength of the five forces that affect the strategic choices of all firms in the industry. Discuss the balance of power in the industry. Relatively weak forces (low threats) place power in the hands of the firms that comprise the industry, and, therefore, broaden their freedom of choice of strategic actions. Relatively strong forces (high threats) reduce the power of the industry firms and limit their strategic choices. An industry with strong forces tends to be less attractive than an industry with weak forces. Specifically state your assessment of the strength of each of the 5 forces-intense, strong, moderate or weak. Justify and show why you reached your conclusion. For example, it is not enough to write, "Competitive rivalry is strong because the number of competitors is high, barriers to entry are low and product differentiation is low." A better explanation is, “The many competitors in this industry must aggressively battle for market share in this slow-growth market. They each have considerable investments in the physical plant, which makes it difficult to leave the industry. The products are difficult to distinguish from one another, so companies must focus on aggressive, marketing programs to win customers away from their competitors. All these factors contribute to a strong rivalry and continued downward pressure on profit margins." Put the actual diagram of the model in the APPENDIX and discuss each force in the body of this section. Include a closing paragraph on the implications of the analysis to the overall attractiveness of the industry and the potential for companies to be profitable. Common Errors Not completing a PESTEL analysis Making the PESTEL analysis too generic so that applies to any industry Not identifying the strength of a force or the conditions that lead you to your finding of a force as being strong or weak. Getting supplier, firm and buyer mixed up. Overlooking key factors you previously identified in the external/industry analysis. Not recognizing the strength of competitive rivalry. Page 4 Industry Profile and Attractiveness. Summarize the characteristics of the industry. Draw together all of the key findings from each area of the external analysis. What conclusions can you draw about the nature of the industry? How attractive is it to its current incumbents? What are the future prospects for the industry? Why? What challenges does the industry face? Provide a summary statement about whether it is highly attractive, moderately attractive, etc., to current players re profits, sales and competitive intensity. 3. Company Situation SWOT Analysis. Discuss each of the four legs of the SWOT fully-strengths, weaknesses, opportunities and threats in this section. Be clear that events are not the same as attributes. SWOT is about attributes, not events. An attribute describes the characteristics of the company. For example, you might say, "The company isn't profitable." True, but what is its weakness attribute? What characteristics of the company drives its lack of profitability? A better way to express it is, “The company has not managed costs in its value chain. This is supported by the sustained increase in cost of goods sold accompanied by flat sales reflecting a weakness that must be overcome to improve profitability." Summarize the SWOT analysis in a one-page table and place in the APPENDIX. Discuss the table in the body of the paper. SWOT is the "integrator" of the analysis. SWOT draws from the findings resulting from the Macroenvironment, Industry Analysis, and Financial Analysis. No new information is provided. Use the terminology in the previous sections. For example, “An opportunity identified in the discussion of the competitive analysis. . .” Another example, “The dumping of foreign products into this industry, identified earlier as a driving force, is a significant threat to incumbents." Common Errors Not linking the findings to the previous analysis through the use of common terminology. Omitting important findings discussed previously. Focusing on historical events rather than inherent strengths and weaknesses. Not recognizing obvious strengths and weaknesses in the business functions: financial analysis, marketing (product, price, place and promotion), human resource management, operations, etc. 4. Recommendations Strategic Issue. This is the same question that is presented at the end of Section 2. Strategy Recommendations. Identify the GENERIC and functional strategy recommendations. These will tie closely to the SWOT analysis. The recommendations should play into the company's strengths and opportunities. They should minimize the company weaknesses and overcome its threats. Discuss each strategic initiative in detail including the actions required in the functional areas to support the strategic recommendations: marketing, operations, human resource management, finance, etc. Objectives. Specify the performance objectives that should be monitored and result from the strategic recommendations and earlier analysis. What key performance indicators should be reported and what are the appropriate targets? For example, what are the sales and profitability goals? What goals should be established for nonfinancial indicators? Strategic Justification. Justify why your recommendations are the best option and why other options are not. This is a comparative analysis. Develop this fully, tying it back to the various factors in your strategic analysis. Evaluate the pros and cons of the recommended direction. Demonstrate that you understand the implications of your recommendations. Page 5See Answer
Q16: D21 MD21 MD21 D21&MIATA21D2D2 SMD202D2 MO ← CA Q https://mylearning.suny.edu/d2l/le/content/1191631/viewContent/30711694/View Competitive Advantage III: Hybrid Organizations and Antagonistic Assets Starts Mar 19 Must post first. Congratulations, you've had the great fortune to secure the services of Tony Soprano! For whatever reason though, he only insists on tutoring you in your Strategic Management course. Not to worry, he's a legitimate businessman. Enter the following prompt into ChatGPT and fuhgeddaboudit! (Bonus points if you convert the output to actual speech here.*) Notes: - you may have to remind the program to wait for your response. - there are no bonus points a. You are an upbeat, encouraging tutor for senior-level college business students who helps students understand concepts by explaining ideas and asking students questions. Adopt the speaking style of Tony Soprano. Start by introducing yourself to the student as their Al-Tutor who is happy to help them with any questions. Only ask one question at a time. First, ask them what they would like to learn about. Wait for the response. Then ask them what the knowlmondahout the tonic thay houn chocan Wait for Tab Esc F1 A- F2 +日 F3 F4 C F5 門 F6 L' F7 F8 PP F9 םם @ # 1 2 3 S4 % & 5 CO 6 7 8 9 D W E R T Y CapsLk A S D Shift Ctri Fn 45 N FL F10 G H J K X C V B N M Alt D21D21 D21 0211 DIMMEDIATA D21 MD21 MD21 D21 MIATA DE COMMEME DDDD Mon 300 CAQ https://mylearning.suny.edu/d21/le/content/1191631/viewContent/30711694/View Notes: - you may have to remind the program to wait for your response. - there are no bonus points a. You are an upbeat, encouraging tutor for senior-level college business students who helps students understand concepts by explaining ideas and asking students questions. Adopt the speaking style of Tony Soprano. Start by introducing yourself to the student as their Al-Tutor who is happy to help them with any questions. Only ask one question at a time. First, ask them what they would like to learn about. Wait for the response. Then ask them what they know already about the topic they have chosen. Wait for a response. Given this information, help students understand the topic by providing explanations, examples, analogies. These should be tailored to students learning level and prior knowledge or what they already know about the topic. Give students explanations, examples, and analogies about the concept to help them understand. You should guide students in an open- ended way. Do not provide immediate answers or solutions to problems but help students generate their own answers by asking leading questions. Ask students to explain their thinking. If the student is struggling or gets the answer wrong, try asking them to do part of the task or remind the student of their goal and give them a hint. If students improve, then praise them and show excitement. If the student struggles, then be encouraging and give them some ideas to think about. When pushing students for information, try to end your responses with a question so that students have to keep generating ideas. Once a student shows an appropriate level of Esc F1 1 Q Tab AI 22 @ F2 A+ F3 F4 F5 S4 # 3 WE A S D CapsLk Shift 囚 L' W F6 F7 F8 $ 4 915 % & 6 27 R T Y U 8* " 8 F9 四區 ( 9 F10 LL F G H J K Z X C V B N M MDR MODEL AAS D2LD21 JJ WSB 3 https://mylearning.suny.edu/d2l/le/content/1191631/viewContent/30711694/View what they would like to learn about. Wait for the response. Then ask them what they know already about the topic they have chosen. Wait for a response. Given this information, help students understand the topic by providing explanations, examples, analogies. These should be tailored to students learning level and prior knowledge or what they already know about the topic. Give students explanations, examples, and analogies about the concept to help them understand. You should guide students in an open- ended way. Do not provide immediate answers or solutions to problems but help students generate their own answers by asking leading questions. Ask students to explain their thinking. If the student is struggling or gets the answer wrong, try asking them to do part of the task or remind the student of their goal and give them a hint. If students improve, then praise them and show excitement. If the student struggles, then be encouraging and give them some ideas to think about. When pushing students for information, try to end your responses with a question so that students have to keep generating ideas. Once a student shows an appropriate level of understanding given their learning level, ask them to explain the concept in their own words; this is the best way to show you know something, or ask them for examples. When a student demonstrates that they know the concept you can move the conversation to a close and tell them you're here to help if they have further questions. b. Then, paste the entirety of the conversation into a document (distinguish the program's text with italics, although it should be obvious with this one) and answer these questions straight from the man himself. i. So, did you feel like we were cookin' up some real business insights with a sprinkle of Soprano charm? How'd that mix work out for you in a SP Esc 1 F1 F2 A+ 575 F3 @2 F4 C F5 % 25 14 # $ #3 囚 F6 f F7 回 6 & 27 F8 F9 19 8 C D21 MD21 MD2ID21QMIAIAD2LD21 D2IX 100 DZEDZE Q https://mylearning.suny.edu/d2l/le/content/1191631/viewContent/30711694/View them some ideas to think about. When pushing students for information, try to end your responses with a question so that students have to keep generating ideas. Once a student shows an appropriate level of understanding given their learning level, ask them to explain the concept in their own words; this is the best way to show you know something, or ask them for examples. When a student demonstrates that they know the concept you can move the conversation to a close and tell them you're here to help if they have further questions. b. Then, paste the entirety of the conversation into a document (distinguish the program's text with italics, although it should be obvious with this one) and answer these questions straight from the man himself. i. So, did you feel like we were cookin' up some real business insights with a sprinkle of Soprano charm? How'd that mix work out for you in unraveling the concept of turning antagonistic assets into compliments? ii. I once said, "More is lost by indecision than wrong decision." How does that pearl of wisdom apply to what we dug into today? Did you find yourself making decisions about your company in the Airline Simulation with a bit more gusto as we unraveled this idea? iii. Now that you've seen how turning antagonistic assets into compliments is like making the perfect pasta sauce - a blend of different flavors that just work - how can you use this idea in your future business ventures? iv. In the hybrid world, it's all about getting those unlikely assets to have each other's backs. Picture this: you're building a team for a new gig. Esc E F1 F2 1 To @ 2 +4 F3 x F4 C F5 囚 F6 F7 Q > 6 & 7 CO 25 $ % s4 #3 WE P F8 P 8 D21 MD21 MD21D21 QMIAIA D2LD21 CHAMMERISME D21X 021D21 Mo 021 ← C a https://mylearning.suny.edu/d21/le/content/1191631/viewContent/30711694/View b. Then, paste the entirety of the conversation into a document (distinguish the program's text with italics, although it should be obvious with this one) and answer these questions straight from the man himself. i. So, did you feel like we were cookin' up some real business insights with a sprinkle of Soprano charm? How'd that mix work out for you in unraveling the concept of turning antagonistic assets into compliments? ii. I once said, "More is lost by indecision than wrong decision." How does that pearl of wisdom apply to what we dug into today? Did you find yourself making decisions about your company in the Airline Simulation with a bit more gusto as we unraveled this idea? iii. Now that you've seen how turning antagonistic assets into compliments is like making the perfect pasta sauce a blend of different flavors that just work - how can you use this idea in your future business ventures? - iv. In the hybrid world, it's all about getting those unlikely assets to have each other's backs. Picture this: you're building a team for a new gig. Which two team members - fictional or real - would you pair up for a combo that's like spaghetti and meatballs? Give it a shot, and let's see who's got that synergy. v. Last stop on our little journey - if you had to sum up today's chat with a touch of Jersey flair, how would you do it? Go ahead, lay it on me. You must start a thread before you can read and reply to other threads Esc 1 区 F1 a L BI @ 72 F2 + F3 X F4 с F5 25 $ % s4 #3 . ☑ F6 L + F7 6 & 27 F8 P 8See Answer
Q17:Assignment. How does the price water house coppers segment its customers, identify the requirements for each segment, and measure the customer perceptions of how well they are meeting the requirements? How do they design and develop new and derivative products and services? Include how the key customer requirements are translated into product and service features, functions, benefits, and offerings. Note - You do not actually answer these questions. Instead, you study and analyze the design of the organization's systems that address the questions in the analysis section. The questions set the scope; limit your analysis to systems that address the questions. (Analysis, Strength, and OFI = 3 pages maximum) Analysis Based on the customers and products questions above, analyze how well the organization's systematic methods (a) are explicitly defined and repeatable, proactively prevent problems, and address all aspects of the questions, (b) include systematic learning and improvement of the methods, (c) are aligned with applicable key aspects of the organization including stakeholders, strategy, scorecard, culture, and the unique context of the organization, and (d) are integrated with other applicable systems (inputs and outputs). Identify the strengths and opportunities for improvement for each of the four analysis dimensions. Strength Identify ONE strength following the instructions and example in the Week 3 vclass slide deck. Opportunity for Improvement (OFI) Identify ONE OFI following the instructions and example in the Week 3 vClass slide deckSee Answer
Q18:6. What additional information would you like to have to help improve your recommendations in this case? Justify why you would need it and how you would use it.See Answer
Q19:5. What types of obstacles are you likely to face (resistance) when implementing needed change? How do you overcome these obstacles?See Answer
Q20:4. What types of leadership skills (hard and soft) are required to lead employees through the problem solving phase of the company's current challenges?See Answer

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