I would like to do a research (Dissertation) about costmetic. (Starting my own business).
1. Introduction:
a) The purpose
b) Why it is important.
2. Review of the literature-This will include the opinions of those already published.
3. Methodology: how you go about answering the research question in your paper is your methodology. It is your strategy for discovering the answer systematically. Define terms, review of the literature, describe the setting, time pbserved, survey if interviews who, etc, and indicate the focus of your observation.
4. Bibliotraphy-see the example on the Web site : http://aabss.org/journal2003/Mefleh.htm.

Please do a research and use this information for my business ideal. I would like to have my own business and export to Southeast Asia. I would like to know the possibility.
Please make sure you Include all infomation as follow :
Paper Assignment : This paper will form the beginning portion of your MBA project. The assignment should be 10 to 12 pages (typed, double-spaced, 12-pt font- Times New Roman). It should be written in the third person and include the following:

1. Introduction:

a. The purpose.

b. Why it is important.

2. Review of the literature?This will NOT include your opinion, but rather, the opinions of those already published. An example of the review of the literature will be available at the following Web site written by me at the Journal, fall 2001: http://iba-website.org/



3. Methodology: how you go about answering the research question in your paper is your methodology. It is your strategy for discovering the answer systematically. Define terms, review of the literature, describe the setting, time observed, survey of interviews?who, etc, and indicate the focus of your observation.

4. Bibliography?see the example on the Web site: http://aabss.org/journal2003/Mefleh.htm



A copy of the MBA Project Handbook that describes what is expected of students in preparing for the project class (MGT 610C/EXE696) can be obtained from the following Web site: http://www3.nu.edu/schools/SBIM/syllabiList.html

Here is the source:

MKT 602
Marketing Management
Dr. Alex P. Pacheco

Strategic Personal Marketing Plan

By Nuttawipha Burk
National University
School of Business for Information Management
29 Palms, Ca
22 October 2004














Abstract


With global commerce in a shakeout phase, it is difficult to find a business to begin that offers an excellent chance of success, but yet has a relatively low start-up cost. Cosmetics is one possibility, and, despite the competition in the industry, offers several advantages, especially for a young businessperson in the Pacific Rim nations. Cosmetics is an ever-changing field, so that there are always new products and services to offer. In addition, cosmetics is an industry that has historically survived economic upheavals very well, making it relatively attractive to financing companies. It demands a skill set that combines both the organizational (planning, accounting) and the interpersonal (sales and service), but I have experience in both of those areas. There are, to be sure, threats to such a venture, but in relation to the low entry fee, the growing popularity of Western-style cosmetics in Asia, and the skill set I bring to the venture, it seems to be the best possible choice right now.










The industry I have decided to get involved in is the cosmetic and toiletries business. I have always had an interest in opening my own business offering a product that is affordable, and of good quality. The current products that are available to the consumer have a lot of room for improvement; most of the products are poor quality and mass produced, or just too expensive for what you are actually getting. There are a couple of exceptions in the industry, Bath and Body Works and the Body Shop are what I would consider modeling my business after.
A report that came out in 2002 from Wilson Select talks about how new product development in several markets is expected to drive margin growth for the cosmetic and toiletries industry in the future. The reason why the future is improving in the quality of products is that there are ingredients that were never used because the benefits were never known until recently. They are referring to these products as having multi benefits when it comes to the effectiveness of the product. (Wilson Select Overview of the U.S. cosmetics and toiletries market, 1997).
The company the Body Shop has an understanding on what it means to change to fit the customer?s needs, and take advantage of the research that is available with current technology. The company was founded by entrepreneur Anita Roddick who, in 1976, started retailing homemade products with minimal packaging. By 1982, there were Body Shop stores opening at the rate of two per month. Now, the Body Shop is operating in 50 countries with over 1,900 outlets spanning 25 languages and 12 time zones. The consumer trust in the product is also very strong. The pursuit of being innovative and able to conform to the needs of their customers has enabled the Body Shop to grow since they
opened in 1976 (Biesada, 2004).
The Bath and Body Works company has 1,600 stores throughout the U.S. the company sells natural body and hair care products as well as personal care products and fragrances. They also have a line of aromatherapy and at-home spa treatments. The success of this company is due to the consistant quality products at an affordable price. The constant changing of product lines is similar to The Body Shop, they are not afraid to try something new. (Biesada, 2004).
Companies like Wal-Mart, grocery stores and other large retailers are a threat to some of the smaller toiletry businesses. They buy large amounts of product for a minimal price, and usually poor quality, and then sell it at for a very inexpensive price. Teenagers have become a new target for color cosmetic companies and products are being launched specifically for preteens. People are also interested in products that have natural ingredients in them. The push for products that are not tested on animals is also on several of consumer?s minds. The cost to effectively Market multifunctional products utilizing new ingredients and the need to generate greater return on investment has led personal hygiene companies to consolidate their range of brands-getting rid of smaller or slow-selling lines, and focus on their biggest names. This prompted manufacturers not normally involved in the category to develop brand extensions into the area. This ?mega brand? strategy depends on conveying a similar image to existing products under the same brand name. However, with customer loyalty to products diminishing, the company providing a product must be equally worried about the quality they are offering to the public. ( Koser, 2001).
It is difficult to believe that cosmetics will fail to thrive, in Asia or anywhere else. A report three years ago form AsiaInfo Services noted that even Chinese herbal medicine cosmetics were gaining market share, however small at that point, because of their all-natural character, which appeals to buyers globally (Green cosmetics, 2001).
Two years ago, China displayed a booming cosmetics market, as evidenced by visitors to Cosmoprof Asia, a trade show held at the Hong Kong Convention Center in November, 2002. A report in a trade journals, Soap, Perfumery & Cosmetics Asia, noted that cosmetics ?clearly acts as an effective tool for creating business ties between Asia and the rest of the world (2003),? making an investment in a Body Shop or similar company a perfect one for the coming decade.
Manufacturers would arguably not have been interested in exhibiting if they were not sure that the market for cosmetics in Asia will expand in the coming years. That show hosted a total of 750 exhibitors from 33 countries. The show attracted 35,071 visitors, which was a 13% increase over 2001. It also demonstrated a very vibrant market for cosmetics from European companies selling to the Asian market. ?We have had a very good response in terms of companies coming from the US, and there has also been very good performance from Spain, Italy and France. These countries are participating at this show more and more,? according to Laura Zaccagnini, marketing director of Cosmoprof Asia (Quoted in Soap, Perfumery & Cosmetics Asia, 2003). As examples of how growth had expanded in Asia, the Korean market grew by 10 to 13% in 2002, with the Chinese mainland growing at 7 to 8%; that market was expected to grow 13-15% by 2010, reaching US $9.76bn. Zaccagnini did note that the Chinese expansion was greater than in most other Asian nations (Soap, Perfumery & Cosmetics Asia, 2003), possibly because of the pent-up demand. However, the entire Pacific Rim was seen as a growth area.
While the current project is specifically a Body Shop franchise, the wealth of interest in Thai cosmetic products shown at Cosmoprof Asia is a good indicator of the substantial interest in cosmetics in Thailand. ?The Bangkok Herb Company was looking for a distributor for its new breast enlargement skincare product, Beauty Breast Lotion, which contains dimethicone, isopropyl palmitate, soya extract, ginseng extract and horsetail extract? (Soap, Perfumery & Cosmetics Asia, 2003), something which might be an item added to the Body Shop merchandise for the Thai market.
A spokesman for another company noted that ?Asian women want to be 20% slimmer than the average woman. They particularly want slimmer faces, they do not want the chubby cheeks that Asians have which gives the impression that they are fatter than they really are. The Japanese spend three times more on beauty products than US women,? (Soap, Perfumery & Cosmetics Asia, 2003). Body Shop cosmetics products and the accompanying cosmetic application instruction will be an added advantage in marketing to this need in the Thai marketplace.
The potential for growth in the Pacific Rim nations was noted by Soap Perfumery & Cosmetics as early as 1993. At the time, the publication noted, ?Body Shop expects to boost its 25 outlets in the region to 150 via its local franchise agent, concentrating on Indonesia, the Philippines and Thailand? (Soap Perfumery & Cosmetics, 1993).
My idea of a successful business for myself would be a product that could be compared to the products that are offered at Bath and Body Works and The Body Shop. Finding my own niche in the cosmetic and toiletry industry will be the biggest challenge that I will have to overcome.
The cosmetic industry is saturated by many types of businesses that are not very successful because of their lack of creativity. I believe that I have a very good idea on how to introduce my product to the market. The most important part other than name recognition is the ability to catch the consumer?s eye and peek their interest into what kind of new product I have to offer. The advantages that I have in the creativity side of the business would do with my personal experience with products, and what other people think about different products. My main target would be toward women consumers, most women would want a product they could leave in their bathrooms and use at their convenience, but also not having to worry about how it will affect the look of the area that they have taken so much time in decorating. The products would be lotion dispensers, soap dispensers and the containers that they come in. There are items that could be more creative by using different color variations, and would be in the bathtub or shower. These are not as noticeable to people walking into the restroom. I have to be able to find products color schemes that are versatile with the different styles that are used in home decorating today.
My strengths for entering this business are a lifelong interest in beauty and achieving it through the most gentle and cost-effective means possible. I have studied the subject on my own; I also plan to take some basic cosmetology courses, either online or if I can locate some available to non-degree students, at a college of cosmetology. I have an excellent history of financial education; my current job requires that I keep accounts both to comply with government demands and to allow the business to know where it stands financially so that it can plan accordingly. I also have a good sense when it comes to networking, I have been researching some of the most popular brands of body lotions and soaps, and noticed that most of them are not manufactured by the company that is marketing them to the public. I think that proper networking and research on who is making quality products, and finding a vender with a good track record of customer satisfaction would be crucial in getting a positive consumer reaction. Networking is invaluable when you do not miss opportunities that are available just from people talking about your product. Some of the smaller stores are involved in fairs and events that you can get your product introduced to the public without the burden of the larger brand names to compete with. In addition, I think I have a variety of personal strengths that will help me succeed when I start my new business. I am not intimidated by the chance that my business might fail. I know that I will work very hard to make my business successful, and if the business is not successful, I know that I would have done everything possible to make the business succeed. I am not afraid or intimidated if things in my business have to change. I will be able to adapt to different situations that may happen when the business starts to grow.
The best way I have found to get any information about different makers of products is the internet. Information about the production of the product as well as the ingredients is openly available on the internet. The ingredients are very important to research on the internet because if you have a vendor that uses cheap ingredients to cut corners your product will not be successful. Another thing to worry about is if the ingredients that are used can cause allergic reactions with customers. The internet does have its drawbacks because a large amount of information that is available cannot be used because it outdated. There is still plenty of information available that I have found that I will be able to use. There are some manufactures that offer free samples of their product, which for me would be perfect because I can give people samples and see what they prefer and why.
I have passed the word around to friends about my idea of starting my own businesses too see what their reaction would be, and it has been positive. When I ask them why they think it would be a good idea, everyone I have talked to says that I am very persistent and I do not give up once I have made up my mind to do something. I am very proud that people think that I am persistent and will not give up, and they do not see this goal as something that is unreachable for me. This also helps motivate me because I do not always realize the good qualities that I possess that would help me succeed with opening my own business.
The part of my future business that I will have to improve on is my ability to compete. The market in toiletries and cosmetics is flooded with product not only from the United States but also all over the world. My idea is to market my product in the U.S. as well as other countries. In Thailand, where I am from, there is a great demand for anything that is made in the U.S. because there are very few things in the retail market available to people from the U.S. Consumers will spend as much money in Thailand for anything made in the U.S. as Americans spend on things from Italy, France and England. I also have friends that would be willing to work for me and sell my product; this would make it easy for me to keep my business going because it will probably take along time to gain a strong consumer following in the U.S.
The things that I will have to change when running my own business will be my time management. Time management with my regular work schedule, family life and running a successful business will be a challenge for me. Time management is sometimes a problem for me now because I take on too many responsibilities at once. This can be very self destructive for me because I get burned out and have a hard time concentrating and prioritizing the things that are the most important that need to get done first. So I should make sure that I have a plan in action every time I add something to my schedule. Furthermore, I have not run a business on my own before, and it may well be more demanding than I anticipate, although I do anticipate at least a year of 18-hour days.
My challenge will be finding the physical, mental and emotional resources to meet that demand for a long period of time. I might try to look at the aspect of getting someone to help me with my business if it gets to hard to manage my self. This would be a good alternative than stressing myself out over to many tasks, and would also be a good sign hiring someone to help because it would mean my business is growing.
My opportunities, however, are so great that they warrant taking the risk. While the market alone, as described above, supports the idea that this is an excellent opportunity for me, the general tenor of the industry is also practically palpable in its offer of a bright future. An industry report in Soap Perfumery & Cosmetics in 2000 noted that there was ?plenty of opportunity for innovation and expansion. Increasingly, consumer demand is driving the industry, with companies seeking to meet, rather than dictate, market needs, with a particular sensitivity to local diversity.? That is specifically what I intend to do as a Body Shop: meet the market needs for cosmetics and skin care in Thailand.
The threats to my success are the usual ones: lack of independent business experience, and, notably, lack of abundant start-up cash. One threat that probably does not exist in cosmetics is the economic climate; in all economic climates, people want and need, for personal or business purposes, to look and feel good, and cosmetics provides a relatively inexpensive means to do that, affordable to many even when the economy is declining. The fact that I am starting from the bottom with very little money will make it difficult for me to create a business and succeed. The other problem I face are the cost it will take to market such products, with the competition is already in all of the large department stores. I will have to start in the U.S. with privately owned businesses and specialty stores, most of these stores do not have any ties with big name brands. With the ingredients of the products changing, the manufacturing costs are becoming more expensive because the vendors using the newer ingredients know they can charge more money than the product is actually worth. This threatens my future business even more because money will be an issue when I start my company, and this could possibly take more money than expected.
Should I fail to succeed in a career as a Body Shop owner, I will be able to fall back on skills I have already honed in financial control, with the goal of moving into a position as Controller in a major corporation. I am close to finishing my Master?s Degree, which will be helpful if that should become my career path; frankly, it will be helpful in securing the financing and other assistance I would need to open a Body Shop. However, even the research to open a shop will help me if my career path is detoured and I chose, instead, to seek fulfillment in a corporation?s financial departments. Having a broad understanding of how business operates generally is always valuable; having more specific experience with small business, globally responsible for employing more people, it is thought, than large corporations, should also serve to make me a more attractive candidate for high corporate achievement in finance.
Things that I should avoid in my business are, getting into the habit of only selling things that only I prefer. I should always look at the new products offered by my competitors and see why they are marketing these items, and what kind of a consumer groups they are targeting. This is very important to do because it is easy to say that you do not like something, but that does not mean that there is not a strong consumer base to support different products that I may not like. Therefore, keeping an open mind to other people?s opinions is a very important quality to have. I must also continue to do research about the different products that are available to the public. I must also Research on what new fragrances that are offered from vendors that manufacture my product.
The good opportunities that I am facing are the ability I have to try to find my own niche in the market and having a lot of fun doing it. I will be able to go oversees to Thailand and start selling my product on a very small scale. Since I grew up in Thailand, it will be easy for me to understand the way the general consumer will react to my products. I will also have a new outlook on things and not have to fit my product into any specific mold that many other companies are forced to do because the people with new ideas are not always the ones that own the company.
The newest trends that are currently on the market are anti aging products. These products are the future in the industry because they are made with ingredients that are not as harsh on the skin as the traditional products that are on the market. Not everyone can use the older generation of products that are still being used. People with sensitive skin or allergic reactions cannot use these products, which opens up an opportunity to create a product for them. Older products also caused premature aging of the skin because of the ingredients that are used are mixed with harsh chemicals. People?s lifestyles have changed where they want the same type of quality that they had before without the after affects of the harsh ingredients.
Many things have to be done in order to be successful in starting my new business. I will have to be able to target the right consumer groups with quality products. I must also be willing to change my product line with new trends that are available to the consumer. This is what I believe I will be able to do as long as I stay focused, and do not expect to be successful overnight. The more I continue to look at products that are currently available in stores I realize how flooded the market is with toiletry items. If I expect to succeed, I must be persistent and willing to change my product for the consumer.




















References

The Body Shop. (2004) Where we come from. Retrieved October 2, 2004, from
http://bodyshopinternational.com/web/tbsgl/about_where.jsp
Bath & Body Works, Inc. (nd). Retrieved October 2, 2004, from
http://www.hoovers.com/bath-&-body-works/--ID__104462--/free-co-
factsheet.xhtml
Biesada, A. (2004) Hoovers Online. The Body Shop International PLC.
Retrieved October 1, 2004, from http://www.hoovers.com,body-shopmetics
WilsonSelect (2002) Overview of the U.S. cosmetics and toiletries market. Retrieved
October 2, 2004, from http://datel144.nu.edu:2263/WebZ/FSFETCH?fetchtype
=fullrecord:sessionid=sp07sw04-
Koser, G. (2001) Skin Deep. Retrived October 1, 2004, from http://www.globalcosmetic.com/articles/91668.html
Catching the wave. Soap Perfumery & Cosmetics, May 1.
Close encounters. (2003) Soap, Perfumery & Cosmetics Asia, March 1.
Symonds, Peter. (1998) Thailand: A bonanza for international investors. World Socialist Web site. Retrieved 20 October 2004, from http://www.wsws.org/news/1998/mar1998/thai-m26.shtml

Discuss the following case:

?Southwest Airlines is Holding Steady.? Zelner, Wendy, and Arndt, Michael. BusinessWeek Online, February 3, 2003.

Discuss the:
Mission Statement
Generic Strategy
External Analysis
Internal Analysis
Grand Strategy
Long-term objectives
Short-term objectives
Functional tactics
Control and continuous improvement

Each section should be aprox. ? to ? pages long and clearly noted.

Only the (1) One source is to be used.

PAPER PROJECT OVERVIEW

Part 1: Ford Motor Company ? Acquaint the reader with Ford Motor Company, why it is a good company to be selection to have this project take place, and the Human Resources Department which will be the area of focus. Fully discuss the corporate agenda, its business strategy, its environment, and its objectives. A professional overview of Ford Motor Company?s culture and values should be included in this analysis.

? This information pertains to Ford Motor Company?s business, goals, objectives and mission.

Part 2: Needs Assessment ? Design a needs assessment which analyzes organizational objectives and goals and then examines the factors which affect reaching those goals. Your analysis should look at the organization, person, and tasks levels. Make sure you fully describe the methodologies, process and results.

? Organizational Analysis: organizational analysis will involve determining the appropriateness of training, given the organization?s business strategy, its resources available for training, and support by managers and peer for training activities.

? Person Analysis: person analysis will involve determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem and (2) identifying who needs training and (3) determining employees? readiness for training.

? Task Analysis: task analysis identifies the important tasks and knowledge, skill and behaviors that need to be emphasized in training for employee to complete their tasks.

Part 3: Analyze the Data Collected and Identify Training Needs
? Analyze the data collected and identify at least two training needs for Ford Motor Company. Make sure to fully justify the recommendations and link the recommendations to Ford Motor Company?s business goals.

? The data collected must be viewed in terms of the initial intent of the project paper. Care must be taken to evaluate the data for what it portrays. Insufficient analysis or understanding of data, as well as reading more into data that what it actually portrays, are equally ineffective activities.

Part 4: Develop a Training/Intervention Strategy to Address the Needs ? Outline the plan for developing a training model to meet the results of the needs assessment. It is important to recognize that training is not always the most cost-effective solution to Ford Motor Company?s problem. You must give offer other creative and cost-effective developmental modalities other than training. Professional justification is expected for the choices. Clearly outline the desired leaning outcomes and include specific recommended training methods. Fully address any learning environment/transfer of training issues.

? Create a developmental strategy as part of this investigative segment. The strategy may include:
1. Training Sessions
a. Traditional Classroom
b. Simulations
c. Self-Managed Strategies
d. Opportunity to Perform

2. Career Management Systems:
a. Self-Assessment Programs
b. Mentoring Systems
c. Action Planning

3. Organizational Development Intervention Activities:
a. Team Building
b. Inter-Group Activities
c. Survey Feedback Activities
Part 4 (Continued):

d. Education and Training Activities
e. Structural Activities
f. Process Consultation
g. Blake-Mouton Grid Activities
h. Third Part Peacemaking
i. Coaching and Counseling
j. Career Planning
k. Goal Setting
4. System Redesign:
a. Search Conferences
b. Confrontation Meetings
c. Strategic Planning Meetings

Part 5: Determine the Training/Intervention Cost and Quantify Expected
Results ? Outline the cost of recommended training, the potential return on investment (ROI), and the expected results. The plan should be provided on how to justify the costs.

? Conduct A Cost-Benefit Analysis. Training costs must be evaluated against anticipated results. This will only be palatable if, in the initial assessment, specific behaviors/processes and their impact on the performance on Ford Motor Company were determined. If so, conduct a final analytical segment.

Part 6: Develop a Method of Training Evaluation ? Detail the methods for evaluating the effectiveness of the training after it has been completed. How will Ford Motor Company know if the training has been successful?

? Clearly identify the specific outcomes expected from this project paper. Then develop a method of evaluating the effectiveness of the project paper.


This paper should be 13 pages in length, with 10 distinctive cited references. APA Format Please. Thank You!

There are faxes for this order.

Define and explore a current strategic marketing opportunity, challenge or issue impacting a population, industry, organization product or service.(what is at risk ? so what)
? Describe the overall marketing environment or situation.
? Perform the following detailed analysis:
? Internal analysis
? Customer analysis
? Competitor analysis
? Market analysis
? Environmental analysis
Determine assets and competencies, which support sustainable competitive advantage.
Evaluate the financial risk and rewards of the marketing strategy.
Recommend strategic marketing initiative for the future.


? Internal analysis
Employment practices, Training and development, organizational structure, performance measures Leader ship profile and more.
? Customer analysis.
Market segments, customer motivations and unmet needs


? Competitive analysis
Key competitors, Strategic groups, competitor strength and weaknesses.

? Market analysis.
Market size, market growth, and market forces at work, product /market relation ships, vertical integration, diversification, strategic alliances critical success factor

Environmental analysis: trends and forecasts for economic, technological, regulatory, cultural, political, demographic factors. Also opportunities and threats (OT of SWOT)
Then, promote concepts of a free market economy globally.
Help entrepreneurs or small business owners succeed.
Help others develop personal business skills
Practice ethics and social responsibility in a free market economy. Evaluate learning and how you might apply your learning.

I request that Looneytunes writes this paper.

Project: Review the recruiting and selection process for personnel in a school district.
For each project, the following should be completed:
1. A description of the current system.
2. An analysis of the effectiveness of the system
3. Recommendations for how to improve the system.

The project should be 4 ? 6 pages in length.


Research I did for this paper


Overview of Rio Linda Union District Recruitment and Selection Process.




http://www.gamutonline.net/indexframes40.html

Recognizing the importance of teacher effectiveness in improving student achievement, the Governing Board desires to recruit, hire and train teachers who possess the subject matter knowledge and teaching skills required by the federal No Child Left Behind Act in programs for educationally disadvantaged students and for students in core academic subjects.
(cf. 4112.2 - Certification)
(cf. 4112.21 - Interns)
(cf. 4112.22 - Staff Teaching Students of Limited English Proficiency)
(cf. 4112.23 - Special Education Staff)
All teachers newly hired to teach core academic subjects in a program supported by Title 1 funds shall be "highly qualified" as defined by federal law and the State Board of Education. (20 USC 6319, 7801; 34 CFR 200.55; 5 CCR 6100-6115)
(cf. 6171 - Title 1 Programs)
All teachers teaching in core academic subjects shall be "highly qualified" not later than the end of the 2005-2006 school year. (20 USC 6319, 7801; 34 CFR 200.55; 5 CCR 6100-6115)

Rio Linda Union
Board Policy
BP 4111
Personnel
Recruitment And Selection
Certificated Appointment
Certificated personnel shall be appointed by the Governing Board upon the recommendation of the Superintendent or designee, and properly placed on the adopted certificated salary schedule, subject to all approved rules and regulations.
Because an important factor in student achievement is the quality of the teaching staff, the Board desires to employ the most highly qualified and appropriate person available for each open position.
The Superintendent or designee shall recruit candidates for open positions based on an assessment of the district's needs for specific skills, knowledge and abilities. He/she shall develop job descriptions that accurately describe all essential and marginal functions and duties of each position, and shall disseminate job announcements to ensure a wide range of candidates.
(cf. 4119.3/4219.3/4319.3 - Duties of Personnel)
With a focus on recruiting teachers to low performing schools:
1. The Superintendent or designee may participate in the Teacher Recruitment Program as established by Project Pipeline Northern California Teacher Recruitment Center.
2. The Superintendent or designee may provide incentives grants to attract and retain credentialed teachers in low performing schools, defined as schools ranking in the bottom half of the Academic Performance Index. Such incentives may include, but are not limited to, teacher compensation, improved work conditions, signing bonuses, or housing subsidies.
(cf. 4112.2 - Certification)
The Superintendent or designee shall develop selection procedures that identify the best possible candidate for each position based on screening processes, interviews, observations, and recommendations from previous employers.
No inquiry shall be made with regard to the age, gender, race, ethnicity, religion, national origin, medical condition, disability or sexual orientation of a person seeking employment. During job interviews, applicants may be asked to describe or demonstrate how they will be able to perform the duties of the job. Inquires to assure employment eligibility shall be made in accordance with the law.
(cf. 4030 - Nondiscrimination in Employment)
(cf. 4032 - Reasonable Accommodation)
Legal Reference:
EDUCATION CODE
200-262.4 Prohibition of discrimination on the basis of sex
44066 Limitations on certification requirement
44259 Teaching credential; exception; designated subjects; minimum requirements
44735 Incentive grants for recruiting teachers for low-performing schools
44750-44754.5 Regional teacher recruitment centers
44830-44831 Employment of certificated persons
44858 Age or marital status in certificated positions
44859 Prohibition against certain rules and regulations re residency
52051 Academic Performance Index
GOVERNMENT CODE
12900 Unlawful employment practices
12940-12956 Discrimination prohibited; unlawful practices
UNITED STATES CODE, TITLE 8
1324(a)(b) Immigration and Nationality Act
UNITED STATES CODE, TITLE 42
2000d-2000d-7 Title VI, Civil Rights Act of 1964
2000e-2000e-17 Title VII, Civil Rights Act of 1964 as amended
2000h-2-2000h-6 Title IX, 1972 Education Act Amendments
12101-12213 Americans With Disabilities
Policy RIO LINDA UNION SCHOOL DISTRICT
adopted: September 21, 2001 Rio Linda, California



Project: Review the recruiting and selection process for personnel in a school district.
For each project, the following should be completed:
1. A description of the current system.
2. An analysis of the effectiveness of the system
3. Recommendations for how to improve the system.

The project should be 4 ? 6 pages in length.

Overview of Rio Linda Union District Recruitment and Selection Process.

Recruitment and Selection
Goal (This comes right out of our board policy)
Employ the most highly qualified and appropriate person available for each open position in order to improve student achievement and efficiency in district operations.
Recruitment
Recruit candidates for open positions based on:
Assessment of the district?s needs for specific skills, knowledge and abilities.
? Job descriptions that accurately describe all essential functions and duties
? Dissemination of job announcements to ensure a wide range of candidates.

Job Postings
? Personnel Office
? School
Sites
? Department Sites
? Personal contact
? Employee referrals

Publications
? Ed Cal
? CASBO
? Arcadia News
? ADVANCE
? California Job Journal

Job Fairs
? CSUS
? UC Davis
? CSU Chico
? Chapman
? National
? Counties (P)lacer/San Joaquin)
? Cal Expo
Interview
Personal interview(s) is/are required
? Establish Interview committee
o Rank candidates
o Recommend finalists
o Confidential

Web Sights
? District
? Ed Join
? Craigslist
? Pipeline

Professional Services

? California School Board Association
? School Services

Selection
Select candidates for each position based on:
? Screening process
? Interview(s)
? Observation(s) (as appropriate)
? Recommendations

Screening
? Application on district form
? Verification that applicant holds or qualifies for appropriate certificates, licenses, diplomas, credentials.
? Verification of official transcripts and experience
? Evidence of passing proficiency test(s)
? Direct references
? Screening interview (as appropriate)

Recommendations for Employment

Recommendation by Superintendent of designee for Board approval is based upon:
? Screening, interviews, recommendations
? Equal opportunity guidelines
? Specific needs and best interest of the district.






Interview with Betty Barker Assistant Superintendent of Personnel for Rio Linda Union School District on October 17, 2005

Personnel practices are different in every district. In a lot of districts there is what you call a human resource department that has a whole recruitment department. We don?t have that in this district (Rio Linda Union School District) It goes back to our original superintendent who really didn?t have personnel people working for them or human resources and so originally superintendents did all the hiring themselves and so the superintendent that hired me hired everybody else most of those people have retired but that superintendent did all the personnel hiring. A lot of districts had that model but as they grew and got bigger and things changed they did what is called decentralization. They moved from a superintendent that did all the hiring to a human resource department or personnel department and from there it went further decentralized it went straight to the people who have the openings which in the case that we?re probably talking about would be principals because we are talking about hiring classroom teachers right now. Many districts have moved from personnel or human resources doing it to decentralized where all the recruitment and hiring is done directly by the sights. How that looks is everybody applies on line they have what is called out there Ed Join. Everyone out there applies on line through Ed Join. So if you were a principal you would advertise on Ed Join that you have a third grade, second grade or whatever openings you have People would apply directly to you on Ed Join and you as the principal would paper screen those people applying for your job, you?d set up your own interviews, you would make your own selection and then you would let the assistant superintendent of personnel know that you wanted to hire this person then that person would come over to personnel and then they would go though all the things like signing a contract, choosing a health plan. There are districts that conduct hiring in this manner right now, San Juan, Elk Grove, and Sacramento City. Most districts handle things this way. They are decentralized. So all of their sight administrators have been trained on how to paper screen based on criteria because you must have criteria, trained how to interview and then the principals recommend to personnel who they want to hire. At that point depending on the district the district may conduct another interview or they may just hire that person. In Elk Grove they just hire them. I asked, ?Is that for cost saving purposes?? I think in a district like Elk Grove that would be because they are growing so rapidly that they?ve decided that they had to decentralize. So technology has allowed them to do that. But in RLUSD , I still have a file cabinet over there in the corner that actually has applications in it and these days that is pretty unusual. I have a whole file cabinet because you are required to keep applications on file for a certain number of years. I also have a file cabinet of anyone who has applied in the last three years very handy and forever in another where house. Our district made a choice not to decentralize and again that goes back to originally our district has had very few superintendents and they use to do all the hiring then as education progressed the superintendent started hiring personnel people then from personnel people they went to human resources. We don?t even have a human resource department. We?re still personnel. We do Human resource work, but actually in our district Educational Services does a lot of Human Resources so we have Ed. Services and personnel that actually could be combined into one large human resources department. We are not decentralized because the previous superintendents made a choice that they wanted to maintain one standard for hiring. If there was one basic standard and expectation for hiring that they could control who?s being hired and they could control the standards and expectations if there was one person who was the person who gives it the blessing. So that keeps it so that it is more consistent. Let?s say in our district we?ve got principals who just came to work for us a few years ago there from other districts and now we?re going to let them hire? And decide who?s a fit for our district when they just got here themselves so you know in Elk Grove and Sac City and other places, and I?m not putting down their system at all, but you know that there sight administrators vary greatly. The superintendent and the board feel that it is more difficult to do it that way. I have talked to people in Elk Grove who used to work here who had different roles who have said when they first made the switch from the centralized recruitment to decentralize that it was pretty overwhelming for a few years until they could get their principals trained, because it?s all in the training. I think you can train your people in what?s a fit for your district and you could have really good procedures but you would have to really train, monitor and then retrain your people and then let them do all the selection and recruitment themselves. Other districts have what they call at the District level have a pool of candidates so when people apply They have a group of people that paper screens and then they have a group that calls them in if they make it through the interview of this panel then you go on to the next panel. And then there may be demonstration lessons or video taping that you must present so there?s that model to but it became pretty cumbersome and that?s why some of them went too decentralized. In these large districts you can run as many as 500 people through these panels it?s a pretty big task. We are considered one of the largest elementary districts in California so we aren?t really considered to be a small district but we are still centralized. So when we got a new superintendent, when Frank Porter came on board I asked him how would you like to do your recruitment, selection and recommendation to the board regarding personnel. I explained to him how we currently have a centralized approach which means I?m involved in the paper screening and who the candidates are and in the interviewing. I do meet the candidates and am able to say yes this is a good person for our district and I want to recommend this person on your behalf to the board. Is that they way you want to do it? Or do you want to do it the way some other districts do it. And I explained how some of the other districts do it. Frank Leaflet said he liked the way we had been doing it. So that doesn?t mean that someday it won?t change so I would say that we still have a system that is not new or progressive but I think it is differentiated and individualized I think we get to know our candidates better and I as the personnel person am the person who recommends that the board hires them. I know the person I am recommending to the board.
I have realized that a lot of schools have needs. That is really what has changed for me. It used to be that I would hire them all and give them open contracts and then I would let the principals choose from the pool I?d already hired but now I?m doing less of that and more of letting the principals choose the candidates that meet more of their needs. I believe that change has come about because of the grade level collaboration that?s required. I could go out and hire all the teachers we need for this district and they could be a good fit for what the district needs but they may not be the right person for individual schools that have the opening because there is so much team work and collaboration needed for teachers to be successful these days so that has changed our hiring practice recently. So that?s been the biggest change. Curriculum focus and standards have impacted the way teachers teach and therefore the way we do our hiring and whom we select. Teachers no longer can go in their room and shut their door and teach much collaboration and grade level planning and teamwork is required to meet the challenging needs of our community. So before I could just hire a lot of people that we thought were right and the expectations, standards and the training to deliver a good quality education and also people who can relate to our kids because I?m always looking for people who can relate to our community and to our children They can be fabulous people and teachers but they might not relate to our children but I never had to worry about will they work or put up with diversity with their grade level partners I never had to worry or consider that. So that?s been my biggest change. From a legal standpoint of course every one will say No Child Left Behind is the biggest change and most people believe that NCLB has absolutely changed the way most districts hire, but it really didn?t change our hiring practices because all of our teachers were highly qualified by the new standards in NCLB. We are one of the few districts that have 100 % fully credentialed people. We also happen to be very centrally located in a nest of many universities that are putting out many teachers we do not have a shortage of candidates. So recruitment ?is based on the items that are listed there. So you have to make sure you know what your district is about and that you have the proper job descriptions. I?ve had to revise the application process several times to reflect new laws. Now it?s the ELA (English Language Learner), CLAD, Highly qualified where they have had to pass the CSAT so we are always changing our application.

Recruitment
Recruit candidates for open positions based on:
Assessment of the district?s needs for specific skills, knowledge and abilities.
? Job descriptions that accurately describe all essential functions and duties.
? Dissemination of job announcements to ensure a wide range of candidates.

This is where we do our job postings:

Job Postings
? Personnel Office
? School Sites
? Department Sites
? Personal contact
? Employee referrals

We do a lot of recruitment from referrals. Our teachers, my current employees are my best resource. Our student teachers are a big resource too. The universities in our area are always wanting us to take more student teachers National University, Chapman University and I keep trying to pull away from them because we have a strong collaboration with CSU, Sacramento and they get a little disturbed when we bring in other universities, but we do still do have student teachers from other places but we have made our biggest commitment to CSUS. The publications?we advertise in

Publications
? Ed Cal
? CASBO
? Sacramento Bee
? ADVANCE
? California Job Journal

CASBO is a classified publication because we hire certified and classified people. We do use the Sacramento Bee, ADVANCE and the California Job Journal but those things are really not that profitable. I?ll tell you what?s profitable and that?s our district web sight.
Web Sights
? District
? Ed Join
? Craigslist
? Pipeline

We also go to job fairs?


Job Fairs
? CSU, Sacramento
? UC Davis
? CSU Chico
? Chapman
? National
? Counties (Placer/San Joaquin)
? Cal Expo

I attend those myself and I take principals with me. But really our partnership with CSUS and Pipeline which is a brand new web sight started by the superintendent in Center Unified School District. He and some other very wise people new we were having a hard time finding certain people to full the positions especially special education. So what pipeline gives us the ability to do is to hire multi subject teachers who are making a switch to special ed and hire them as an intern so they can actually work a special ed job while their getting their special education credential. This is the first year we have been involved in pipeline. Before we were involved in Pipeline just as an advertisement. People would apply to Pipeline and we would look at their application. We have never taken interns before but this year we have taken one intern in special education to see how that works out.
But we?ve also got Web Sights. Ed Join is a really big recruitment vehicle for everybody.

Selection
Select candidates for each position based on:
? Screening process
? Interview(s)
? Observation(s) (as appropriate)
? Recommendations



We advertise on Ed Join but we, unlike other districts, don?t let people apply to our district on Ed Join, We request that they down load the application where other districts are paperless. (They apply on line. The application is in a file so if you want to hire you can just look in a file to see who has applied to the district on Ed Join You could just look on line) but I still just actually have the paper file. The reason I like to look at the paper application vs. the web sight is I like to see how they fill out the application There is a lot about how they fill out the application that tells me a lot about them. I like the fact that they have to bring in the application because we actually get to see whom they are and how they present themselves, how they interrelate with people. So our application process starts from the moment they step into this office to deliver their application and sometimes from the minute they call us on the phone. How do they talk to us on the phone, how do those conversations go see all of that leads us to our decision as to whether that person is good for us. How do they conduct themselves with other people? It?s not just do they have all the right buzzwords and all the correct education lingo.
So we have our job fairs there and of course once we have our candidate pool then we have to select. Then we have to select. Of course first you have to paper screen.

Screening
? Application on district form
? Verification that applicant holds or qualifies for appropriate certificates, licenses, diplomas, credentials
? Verification of official transcripts and experience
? Evidence of passing proficiency test(s)
? Direct references
? Screening interview (as appropriate)


We look at their application and then we have to check it out. We actually have to look at that whole application to make sure all of those things listed are present. We rate their application and then we decide are they somebody who?s given us an application that first of all completed it correctly, that has good references, the next thing would be the things that they presented in their application does it meet our needs. We have a questionnaire that they fill out. We have a screening form that we use to screen the applications because we want to make sure all these things are present. Especially with NCLB (No Child Left Behind) And then once the application is accepted and they are in our pool, we do an interview.

Interview
Personal interview(s) is/are required
? Establish Interview committee
 Rank candidates
 Recommend finalists
 Confidential

They go from the paper pool to the interview pool. If they are interviewed and their screening interview was a strong interview we rank candidates. Sometimes in the interview we might be looking for a particular thing so it?s not like they fail the interview but it could be there ranked high because we are looking for this. Or that they?re not ranked as high because they don?t have some of the things we?re looking for. They might be a viable candidate for something else. So the only way they can really fail the interview is for something to be wrong with their references or the questions that they answer are short or just do not have any kind of depth and most the time you can pick up if they don?t like people or they don?t like kids then they probably are going to have failed the interview. Other than that we kind of put our candidates into categories depending on what we are looking for. A lot of times we are looking for different things. So once they are in our candidate pool we send them out on interviews. From that interview sometimes I will give them an open contract because I don?t want another district to snatch them up. It usually happens if I know this person would be good in several places. Then it?s just a matter of sending them out on interviews to find where the right fit for them is. But in most cases I know who the people are that we really want to consider and then I send those people out for specific jobs. Often times I have principals that conduct interviews with me or they conduct them on their own. I train my principals on the interview process. As an interviewer you have the responsibility to make that interview a successful experience. The interviewee and the interviewer have to come together and make the interview successful for both parties. I always tell my prospective candidates if you leave an interview in my district and your not feeling good, it?s probably not just you that means we haven?t done a good job of getting what we need out of that interview. If both parties feel good after the interview, whether or not you end up working in this district or the principal ends up selecting that person it still can be a successful experience and somewhere it will fit in to the future and it will make a difference. I see the interview as a relationship and on the screening interview (mentioned above) I often will have 4 or 5 principals on that panel. Especially if the principals know they are going to have a lot of openings at their schools it pays off for them to be on the screening interviews because they get the first look at the candidates. Sometimes they may not have any openings at their school but they want to get the experience and see what?s out there. So sometimes I do the first screening and then I send them to the principal and sometimes they go to the principals first and then come to me, but usually I try to put them through 2 interviews prior to going out to a specific interview for a specific job. That doesn?t always happen it depends on the need because if I was doing screening and the principals were doing screening and then all of a sudden we have an opening that we didn?t expect and those principals aren?t available to screen or I?m not available to screen as long as I have paper screened the person I will send them out to a principal and then I will meet them after the principal has met them. So sometimes you have to be flexible. I mean that isn?t the way you want to do it but if all of a sudden a job opens up and its two days before school starts and you have a classroom with no teacher you?ve got to make decisions. Am I going to be able to get 5 principals together to do screening interviews, no so sometimes if I?m not available I?m not going to make that principal wait. But usually I take the people from the pool that?s already been screened. And then of course after they are all rated and then we recommend and it?s all confidential. So no matter if it?s an interview here with me, or an interview with five principals we use the same process. We don?t change the process it?s always the same. The interview questions may change depending on what interview panel the person is with and the job they are applying for. If they are with me I just make sure I use the same questions for everyone I interview. My questions are all based on looking for a fit. When the principals do the interviewing they usually have questions based on the need like right now we need people who are strong on the
State Standards or maybe a school has a need on hiring someone who would be good with collaboration with a certain team of teachers. So when principals establish their questions they are always more curriculum based and pupil management where mine is like where did you go to kindergarten because I want to know about them and where did they come from and all of that because I know when people get stressed they teach the way they were taught so I want to know where because you have this whole influence as a teacher on how you were taught and you know the things that you liked and the things that you didn?t like. I want to find out what those things are. Teachers will teach and implement the things that they liked. Especially if they get stressed out?they will always revert back to what they know, which is usually the way they were taught. I used to always hear about the superintendent of personnel before me from people who had interviews, oh ya he didn?t ask me anything, well really he was asking but they just didn?t know that what were after is about values. Is there a match. Are they going to be someone who can relate to our community. Can they connect with kids because I don?t think it?s all about teaching strategies, I think it?s about connecting with kids. Personally I think you can teach people strategies but you cannot teach people to connect with children. I think you can help them do a better job with connecting to children but you can?t basically change a core value. If it?s not there then it?s not there. And then of course we always recommend for employment.

Recommendations for Employment

Recommendation by Superintendent or designee for Board approval is based upon:
? Screening, interviews, recommendations
? Equal opportunity guidclines
? Specific needs and best interest of the district

Mainly the specific needs and the best interest of the district is the number one priority so that?s what our recommendations are always based on.

Every district is different but every district has a board policy and guidelines on how they do it. They all have procedures and what they use that are based on what they think is most important for them. So I certainly respect what any other district does. The main difference in the last few years has been the use of technology in the interview process. The only thing our district really uses technology for is Ed Join to let people down load the application because Ed Join is a wonderful resource to get your district out there and let people know you have jobs. We get a tremendous response from them.

Things that I feel would improve the system are to begin using technology in interviews. Instead of teachers bringing in portfolios maybe they could present a power point on their beliefs and philosophy of teaching. It would be helpful to see some footage of their teaching. I asked several principals what they think would improve the system and they felt that they would like to see the candidates teaching in a classroom, either a demonstration lesson with a class unfamiliar to them or maybe a class they have done their student teaching in.

Write a 2-page essay about the following personality report, and answer the following three questions:
1) To what degree do you feel this is an accurate assessment of your personality?
2) What are your strengths that will serve you well, especially in terms of a career?
3) What are your weaknesses which might hinder you in your career - and which you might want to work on?

IPIP-NEO Narrative Report
This report estimates the individual's level on each of the five broad personality domains of the Five-Factor Model. The description of each one of the five broad domains is followed by a more detailed description of personality according to the six subdomains that comprise each domain.

A note on terminology. Personality traits describe, relative to other people, the frequency or intensity of a person's feelings, thoughts, or behaviors. Possession of a trait is therefore a matter of degree. We might describe two individuals as extraverts, but still see one as more extraverted than the other. This report uses expressions such as "extravert" or "high in extraversion" to describe someone who is likely to be seen by others as relatively extraverted. The computer program that generates this report classifies you as low, average, or high in a trait according to whether your score is approximately in the lowest 30%, middle 40%, or highest 30% of scores obtained by people of your sex and roughly your age. Your numerical scores are reported and graphed as percentile estimates. For example, a score of "60" means that your level on that trait is estimated to be higher than 60% of persons of your sex and age.
Please keep in mind that "low," "average," and "high" scores on a personality test are neither absolutely good nor bad. A particular level on any trait will probably be neutral or irrelevant for a great many activites, be helpful for accomplishing some things, and detrimental for accomplishing other things. As with any personality inventory, scores and descriptions can only approximate an individual's actual personality. High and low score descriptions are usually accurate, but average scores close to the low or high boundaries might misclassify you as only average. On each set of six subdomain scales it is somewhat uncommon but certainly possible to score high in some of the subdomains and low in the others. In such cases more attention should be paid to the subdomain scores than to the broad domain score. Questions about the accuracy of your results are best resolved by showing your report to people who know you well.
John A. Johnson wrote descriptions of the five domains and thirty subdomains. These descriptions are based on an extensive reading of the scientific literature on personality measurement. Although Dr. Johnson would like to be acknowledged as the author of these materials if they are reproduced, he has placed them in the public domain.
Extraversion
Extraversion is marked by pronounced engagement with the external world. Extraverts enjoy being with people, are full of energy, and often experience positive emotions. They tend to be enthusiastic, action-oriented, individuals who are likely to say "Yes!" or "Let's go!" to opportunities for excitement. In groups they like to talk, assert themselves, and draw attention to themselves.
Introverts lack the exuberance, energy, and activity levels of extraverts. They tend to be quiet, low-key, deliberate, and disengaged from the social world. Their lack of social involvement should not be interpreted as shyness or depression; the introvert simply needs less stimulation than an extravert and prefers to be alone. The independence and reserve of the introvert is sometimes mistaken as unfriendliness or arrogance. In reality, an introvert who scores high on the agreeableness dimension will not seek others out but will be quite pleasant when approached.
Domain/Facet. Score o--------lO--------2o--~-~~-~30--------40--------50--------60--------70--~~~~-~80~~~-----90--------99
EXTRAVERSION 29 *****************************
.. Friendliness 56 ********************************************************
? .Gregariousness 38 **************************************
? . Assertiveness 34 **********************************
? .Activity Level 38 **************************************
.. Excitement~Seeking 36 ************************************
.. Cheerfulness l1 ***********
Your score on Extraversion is low, indicating you are introverted, reserved, and quiet. You enjoy solitude and solitary activities. Your socializing tends to be restricted to a few close friends.
Extraversion Facets
? Friendlines~ Friendly people genuinely like other people and openly demonstrate positive feelings toward others. They make friends quickly and it is easy for them to form close, intimate relationships. Low scorers on Friendliness are not necessarily cold and hostile, but they do not reach out to others and are perceived as distant and reserved. Your level of friendliness is average.
? Gregariousnes~ Gregarious people find the company of others pleasantly stimulating and rewarding. They enjoy the excitement of crowds. Low scorers tend to feel overwhelmed by, and therefore actively avoid, large crowds. They do not necessarily dislike being with people sometimes, but their need for privacy and time to themselves is much greater than for individuals who score high on this scale. Your level of gregariousness is average.
? Assertivenes~ High scorers Assertiveness like to speak out, take charge, and direct the activities of others. They tend to be leaders in groups. Low scorers tend not to talk much and let others control the activities of groups. Your level of assertiveness is average.
? Activity Level. Active individuals lead fast-paced, busy lives. They move about quickly, energetically, and vigorously, and they are involved in many activities. People who score low on this scale follow a slower and more leisurely, relaxed pace. Your activity level is average.
? Excitement-Seeking. High scorers on this scale are easily bored without high levels of stimulation. They love bright lights and hustle and bustle. They are likely to take risks and seek thrills. Low scorers are overwhelmed by noise and commotion and are adverse to thrill-seeking. Your level of excitement? seeking is average.
? Cheerfulnes~ This scale measures positive mood and feelings, not negative emotions (which are a part of the Neuroticism domain). Persons who score high on this scale typically experience a range of positive feelings, including happiness, enthusiasm, optimism, and joy. Low scorers are not as prone to such energetic, high spirits. Your level of positive emotions is low.
Agreeableness
Agreeableness reflects individual differences in concern with cooperation and social harmony. Agreeable individuals value getting along with others. They are therefore considerate, friendly, generous, helpful, and willing to compromise their interests with others'. Agreeable people also have an optimistic view of human nature. They believe people are basically honest, decent, and trustworthy.
Disagreeable individuals place self-interest above getting along with others. They are generally unconcerned with others' well-being, and therefore are unlikely to extend themselves for other people. Sometimes their skepticism about others' motives causes them to be suspicious, unfriendly, and uncooperative.
Agreeableness is obviously advantageous for attaining and maintaining popularity. Agreeable people are better liked than disagreeable people. On the other hand, agreeableness is not useful in situations that require tough or absolute objective decisions. Disagreeable people can make excellent scientists, critics, or soldiers.
Domain/Facet Score 0--------10--------20--------30--------40--------50--------60--------70--------80--------90--------99
AGREEABLENESS 23 ***********************
.. Trust 24 ************************

? . Moral i ty 29 *****************************
.. Altruism 22 **********************
? . Cooperation 11 ********************************************
.. Modesty 55 *******************************************************
? . Sympathy 21 *********************
Your score on Agreeableness is low, indicating less concern with others' needs Than with your own. People see you as tough, critical, and uncompromising.
Agreeableness Facets
? Trust. A person with high trust assumes that most people are fair, honest, and have good intentions. Persons low in trust see others as selfish, devious, and potentially dangerous. Your level of trust is low.
? Moralit~ High scorers on this scale see no need for pretense or manipulation when dealing with others and are therefore candid, frank, and sincere. Low scorers believe that a certain amount of deception in social relationships is necessary. People find it relatively easy to relate to the straightforward high-scorers on this scale. They generally find it more difficult to relate to the unstraightforward low-scorers on this scale. It should be made clear that low scorers are not unprincipled or immoral; they are simply more guarded and less willing to openly reveal the whole truth. Your level of morality is low.
? Altruism. Altruistic people find helping other people genuinely rewarding.
Consequently, they are generally willing to assist those who are in need. Altruistic people find that doing things for others is a form of self? fulfillment rather than self-sacrifice. Low scorers on this scale do not particularly like helping those in need. Requests for help feel like an imposition rather than an opportunity for self-fulfillment. Your level of altruism is low.
? Cooperation. Individuals who score high on this scale dislike confrontations.
They are perfectly willing to compromise or to deny their own needs in order to get along with others. Those who score low on this scale are more likely to intimidate others to get their way. Your level of compliance is average.
? Modesty. High scorers on this scale do not like to claim that they are better than other people. In some cases this attitude may derive from low self? confidence or self-esteem. Nonetheless, some people with high self-esteem find immodesty unseemly. Those who are willing to describe themselves as superior tend to be seen as disagreeably arrogant by other people. Your level of modesty is average.
? Sympath~ People who score high on this scale are tenderhearted and compassionate. They feel the pain of others vicariously and are easily moved to pity. Low scorers are not affected strongly by human suffering. They pride themselves on making objective judgments based on reason. They are more concerned with truth and impartial justice than with mercy. Your level of tender-mindedness is low.
Conscientiousness
Conscientiousness concerns the way in which we control, regulate, and direct our impulses. Impulses are not inherently bad; occasionally time constraints require a snap decision, and acting on our first impulse can be an effective response. Also, in times of play rather than work, acting spontaneously and impulsively can be fun. Impulsive individuals can be seen by others as colorful, fun-to-be-with, and zany.
Nonetheless, acting on impulse can lead to trouble in a number of ways. Some impulses are antisocial. Uncontrolled antisocial acts not only harm other members of society, but also can result in retribution toward the perpetrator of such impulsive acts. Another problem with impulsive acts is that they often produce immediate rewards but undesirable, long-term consequences. Examples include excessive socializing that leads to being fired from one's job, hurling an insult that causes the breakup of an important relationship, or using pleasure-inducing drugs that eventually destroy one's health.
Impulsive behavior, even when not seriously destructive, diminishes a person's effectiveness in significant ways. Acting impulsively disallows contemplating alternative courses of action, some of which would have been wiser than the impulsive choice. Impulsivity also sidetracks people during projects that require organized sequences of steps or stages. Accomplishments of an impulsive person are therefore small, scattered, and inconsistent.
A hallmark of intelligence, what potentially separates human beings from earlier life forms, is the ability to think about future consequences before acting on an impulse. Intelligent activity involves contemplation of long-range goals, organizing and planning routes to these goals, and persisting toward one's goals 1n the face of short-lived impulses to the contrary. The idea that intelligence involves impulse control is nicely captured by the term prudence, an alternative label for the Conscientiousness domain. Prudent means both wise and cautious. Persons who score high on the Conscientiousness scale are, in fact, perceived by others as intelligent.
The benefits of high conscientiousness are obvious. Conscientious individuals avoid trouble and achieve high levels of success through purposeful planning and persistence. They are also positively regarded by others as intelligent and reliable. On the negative side, they can be compulsive perfectionists and workaholics. Furthermore, extremely conscientious individuals might be regarded as stuffy and boring. Unconscientious people may be criticized for their unreliability, lack of ambition, and failure to stay within the lines, but they will experience many short-lived pleasures and they will never be called stuffy.
Domain/Facet Score 0--------10--------20--------30--------40--------50--------60--------70--------80--------90--------99
CONSCIENTIOUSNESS 24 ************************
.. Self-Efficacy 1 *
.. Orderliness 66 ******************************************************************

? . Dutifulness 17 *****************
? . Achievement-Striving ..... 17 *****************
? . Self-Discipline 68 ********************************************************************
? . Cautiousness 30 ******************************
Your score on Conscientiousness is low, indicating you like to live for the moment and do what feels good now. Your work tends to be careless and disorganized.
Conscientiousness Facets
? Self-Efficacy. Self-Efficacy describes confidence in one's ability to accomplish things. High scorers believe they have the intelligence (common sense), drive, and self-control necessary for achieving success. Low scorers do not feel effective, and may have a sense that they are not in control of their lives. Your level of self-efficacy is low.
? Orderlines~ Persons with high scores on orderliness are well-organized. They like to live according to routines and schedules. They keep lists and make plans. Low scorers tend to be disorganized and scattered. Your level of orderliness is average.
? Dutifulnes~ This scale reflects the strength of a person's sense of duty and obligation. Those who score high on this scale have a strong sense of moral obligation. Low scorers find contracts, rules, and regulations overly confining. They are likely to be seen as unreliable or even irresponsible. Your level of dutifulness is low.
? Achievement-Striving. Individuals who score high on this scale strive hard to achieve excellence. Their drive to be recognized as successful keeps them on track toward their lofty goals. They often have a strong sense of direction in life, but extremely high scores may be too single-minded and obsessed with their work. Low scorers are content to get by with a minimal amount of work, and might be seen by others as lazy. Your level of achievement striving is low.
? Self-Discipline. Self-discipline-what many people call will-power-refers to the ability to persist at difficult or unpleasant tasks until they are completed. People who possess high self-discipline are able to overcome reluctance to begin tasks and stay on track despite distractions. Those with low self-discipline procrastinate and show poor follow-through, often failing to complete tasks-even tasks they want very much to complete. Your level of self-discipline is high.
? Cautiousnes~ Cautiousness describes the disposition to think through possibilities before acting. High scorers on the Cautiousness scale take their time when making decisions. Low scorers often say or do first thing that comes to mind without deliberating alternatives and the probable consequences of those alternatives. Your level of cautiousness is low.
Neuroticism
Freud originally used the term neurosis to describe a condition marked by mental distress, emotional suffering, and an inability to cope effectively with the normal demands of life. He suggested that everyone shows some signs of neurosis, but that we differ in our degree of suffering and our specific symptoms of distress. Today neuroticism refers to the tendency to experience negative feelings. Those who score high on Neuroticism may experience primarily one specific negative feeling such as anxiety, anger, or depression, but are likely to experience several of these emotions. People high in neuroticism are emotionally reactive. They respond emotionally to events that would not affect most people, and their reactions tend to be more intense than normal. They are more likely to interpret ordinary situations as threatening, and minor frustrations as hopelessly difficult. Their negative emotional reactions tend to persist for unusually long periods of time, which means they are often in a bad mood. These problems in emotional regulation can diminish a neurotic's ability to think clearly, make decisions, and cope effectively with stress.
At the other end of the scale, individuals who score low in neuroticism are less easily upset and are less emotionally reactive. They tend to be calm, emotionally stable, and free from persistent negative feelings. Freedom from negative feelings does not mean that low scorers experience a lot of positive feelings; frequency of positive emotions is a component of the Extraversion domain.
Domai n/Facet. Score 0--------1 0--------20--------30--------4()--------50--------60--------70--------80--------90--------99
NEUIWTlCISM 62 **************************************************************
.. Anxiety 45 *********************************************
.. Anger 60 ************************************************************
.. Depression 55 *******************************************************
.. Self-Consciousness 58 **********************************************************
.. Immoderation 48 ************************************************
.. Vulnerability 85 *************************************************************************************
Your score on Neuroticism is average, indicating that your level of emotional reactivity is typical of the general population. Stressful and frustrating situations are somewhat upsetting to you, but you are generally able to get over these feelings and cope with these situations.
Neuroticism Facets
? Anxiety. The Hfight-or-flightH system of the brain of anxious individuals is too easily and too often engaged. Therefore, people who are high in anxiety often feel like something dangerous is about to happen. They may be afraid of specific situations or be just generally fearful. They feel tense, jittery, and nervous. Persons low in Anxiety are generally calm and fearless. Your level of anxiety is average .
? Ange~ Persons who score high in Anger feel enraged when things do not go their way. They are sensitive about being treated fairly and feel resentful and bitter when they feel they are being cheated. This scale measures the tendency to feel angry; whether or not the person expresses annoyance and hostility depends on the individual's level on Agreeableness. Low scorers do not get angry often or easily. Your level of anger is average.
? Depression. This scale measures the tendency to feel sad, dejected, and discouraged. High scorers lack energy and have difficult initiating activities. Low scorers tend to be free from these depressive feelings. Your level of depression is average.
? Self-Consciousnes~ Self-conscious individuals are sensitive about what others think of them. Their concern about rejection and ridicule cause them to feel shy and uncomfortable abound others. They are easily embarrassed and often feel ashamed. Their fears that others will criticize or make fun of them are exaggerated and unrealistic, but their awkwardness and discomfort may make these fears a self-fulfilling prophecy. Low scorers, in contrast, do not suffer from the mistaken impression that everyone is watching and judging them. They do not feel nervous in social situations. Your level or self-consciousness IS average.
? Immoderation. Immoderate individuals feel strong cravings and urges that they have have difficulty resisting. They tend to be oriented toward short-term pleasures and rewards rather than long- term consequences. Low scorers do not experience strong, irresistible cravings and consequently do not find themselves tempted to overindulge. Your level of immoderation is average.
? Vulnerability. High scorers on Vulnerability experience panic, confusion, and helplessness when under pressure or stress. Low scorers feel more poised, confident, and clear-thinking when stressed. Your level of vulnerability is high.
Openness to Experience
Openness to Experience describes a dimension of cognitive style that distinguishes imaginative, creative people from down-to-earth, conventional people. Open people are intellectually curious, appreciative of art, and sensitive to beauty. They tend to be, compared to closed people, more aware of their feelings. They tend to think and act in individualistic and nonconforming ways. Intellectuals typically score high on Openness to Experience; consequently, this factor has also been called Culture or Intellect. Nonetheless, Intellect is probably best regarded as one aspect of openness to experience. Scores on Openness to Experience are only modestly related to years of education and scores on standard intelligent tests.
Another characteristic of the open cognitive style is a facility for thinking in symbols and abstractions far removed from concrete experience. Depending on the individual's specific intellectual abilities, this symbolic cognition may take the form of mathematical, logical, or geometric thinking, artistic and metaphorical use of language, music composition or performance, or one of the many visual or performing arts. People with low scores on openness to experience tend to have narrow, common interests. They prefer the plain, straightforward, and obvious over the complex, ambiguous, and subtle. They may regard the arts and sciences with suspicion, regarding these endeavors as abstruse or of no practical use. Closed people prefer familiarity over novelty; they are conservative and resistant to change.
Openness is often presented as healthier or more mature by psychologists, who are often themselves open to experience. However, open and closed styles of thinking are useful in different environments. The intellectual style of the open person may serve a professor well, but research has shown that closed thinking is related to superior job performance in police work, sales, and a number of service occupations.
Domain/Facet Score 0--------10--------20--------30--------40--------50--------60--------70--------80--------90--------99
OPENNESS TO EXPERIENCE ..... 19 *******************
.. Imagination 28 ****************************
.. Artistic Interests 40 ****************************************
.. Emo t i ana li t y .....??...... 22 **********************
.. Adventurousness 28 ****************************
.. Intellect. 18 ******************
.. Liberalism 43 *******************************************
Your score on Openness to Experience is low, indicating you like to think in plain and simple terms. Others describe you as down-to-earth, practical, and conservative.
Openness Facets
? Imagination. To imaginative individuals, the real world is often too plain and ordinary. High scorers on this scale use fantasy as a way of creating a richer, more interesting world. Low scorers are on this scale are more oriented to facts than fantasy. Your level of imagination is low.
? Artistic Interest~ High scorers on this scale love beauty, both in art and in nature. They become easily involved and absorbed in artistic and natural events. They are not necessarily artistically trained nor talented, although many will be. The defining features of this scale are interest i~ and appreciation of natural and artificial beauty. Low scorers lack aesthetic sensitivity and interest in the arts. Your level of artistic interests is average.
? Emotionalit~ Persons high on Emotionality have good access to and awareness of their own feelings. Low scorers are less aware of their feelings and tend not to express their emotions openly. Your level of emotionality is low.
? Adventurousness. High scorers on adventurousness are eager to try new activities, travel to foreign lands, and experience different things. They find familiarity and routine boring, and will take a new route home just because it is different. Low scorers tend to feel uncomfortable with change and prefer familiar routines. Your level of adventurousness is low.
? Intellect. Intellect and artistic interests are the two most important, central aspects of openness to experience. High scorers on Intellect love to play with ideas. They are open-minded to new and unusual ideas, and like to debate intellectual issues. They enjoy riddles, puzzles, and brain teasers. Low scorers on Intellect prefer dealing with either people or things rather than ideas. They regard intellectual exercises as a waste of time. Intellect should not be equated with intelligence. Intellect is an intellectual style, not an intellectual ability, although high scorers on Intellect score slightly higher than low-Intellect individuals on standardized intelligence tests. Your level of intellect is low.
? Liberalism. Psychological liberalism refers to a readiness to challenge authority, convention, and traditional values. In its most extreme form, psychological liberalism can even represent outright hostility toward rules, sympathy for law-breakers, and love of ambiguity, chaos, and disorder. Psychological conservatives prefer the security and stability brought by conformity to tradition. Psychological liberalism and conservatism are not identical to political affiliation, but certainly incline individuals toward certain political parties. Your level of liberalism is average.

http://www.techdirt.com/
http://gizmodo.com/
http://www.wirelesswatch.jp/index.php
http://news.zdnet.com/
http://www.networkworld.com/
http://www.podtech.net/?cat=45




review each of these sites in search of what seem to be the seven (plus or minus two) most significant emerging technologies under discussion across these information sources.
For each of the seven (plus or minus two) technologies that you identify as being most important, please explain what it is, what it does, why you think it's important and what you think its applications and implications will be for individuals and organizations, and what you see as the major barriers to its rapid and widespread deployment. When you've finished summarizing the technologies in question, please conclude your paper (approximately 5 to 7 pages in length) with a paragraph or two outlining your overall expectations for technological change over the next few years and your evaluation of its prospective effects.

In this paper, careful citation of sources for information (footnotes) are required.

additional refrences

Thomas M. Lodahl and Kay Lewis Redditt (2005) AlignCo: Improving profit margin by aligning IS with business managers? goals

Ziff-Davis Media (2005) The Myth of Process Improvement
Colin Snow (2005) Executive Report: Managing Process InnovationBusiness Intelligence Pipeline

Lynn Karoly and Constantijn Panis. RAND Report: The Future at Work ? Trends and Implications

AC305 Intermediate Accounting II
Financial Analysis Project

Description
The Financial Analysis Project will be a thorough examination of British Airways 2008/09 Annual Report and Accounts that is included with the required text. You will be required to analyze British Airways? financial statements and notes, as well as research the company and a major competitor for comparison.

Objective
The objective of this project will be to apply financial and analytical knowledge in evaluating an existing company, exercise research skills in acquiring and assessing pertinent information, and demonstrate written communications skills in the preparation of a professionally executed final report.

Instructions
? Review British Airways 2008/09 Annual Report and Accounts (included with the required text)
? Research British Airways? via the Internet and provide an analysis of their:
o History
o Product Lines
o Competitors
? Research and provide a summary of recent news related to British Airways
? Provide a detailed review of accounting methods used (depreciation, inventory valuation, etc.)
? Perform a high-level analysis of changes between 2008 (restated) and 2009 for the following:
o Sales, Net Income
o Total Assets, Total Liabilities, Total Equity
o Cash from Operating, Cash from Investing, Cash from Financing
? Perform a detailed financial analysis of British Airways and a comparison to a major competitor of your choice.
o A minimum of two (2) ratios should be chosen from four (4) different categories
? The text contains the following categories of financial ratios for you to consider:
? Liquidity (Chapter 3)
? Profitability (Chapter 5)
? Activity (Chapter 5)
? Performance (Chapter 21)
? Sufficiency (Chapter 21)
? Formulate recommendations to improve future financial performance
? Include charts/tables to support your narratives
? Format your report using APA style including a cover page and work cited page
? Refer to Financial Analysis Project Grading Rubric for point distribution

I DO NOT NEED THIS REQUEST FILLED UNTIL MAY 25th...

Garmin Analysis - Following the Business Decisions
?It's time to revisit the story of Garmin's rise and fall in the fast-paced world of high-technology. In the first part of this three-part project, we asked you to examine Garmin's story from a financial standpoint. We asked you to examine the trends and patterns that emerged from within the company's financial statements, using knowledge you picked up earlier in this course. Now, your assignment is to continue that process, but this time, we?re asking that you demonstrate your understanding of the actual decisions that were made and the financial results those decisions produced.
?Your job is to apply the knowledge you have acquired to retell the corporate story, using the language of the financial decision-maker. This requires that you carefully examine actual business decisions that the Garmin management team was making at the time. Remember, it?s all about understanding the context in which financial decisions are made.
?To do this, you're going to have to analyze reports from the financial media and other public sources. The media are always a great way to understand corporate actions over time. We supplied you with a few sources just to help you begin, but certainly don?t feel restricted to these articles alone-they're merely a head start. Other good sources include analyst?s reports (which sometimes can be found via Google) or presentations that the company itself is making to its investors. (These typically can be found on a company?s website).
?Get inside the heads of the management team at Garmin and explain how the strategic decisions they made helped create the financial reality of the company that has unfolded over the past 5 years.
?Don't merely tell us what happened. Tell us why you think it happened based on the numbers. Put yourself in the shoes of the business's decision-makers and explain the events of the past 5 years through the lens of Garmin?s financial performance.
?Here are a few sources just to get started:
?http://www.businessweek.com/investor/content/jun2006/pi20060620_778234.htm
?http://www.thestreet.com/story/10353479/garmin-points-to-strong-future.html
?http://www.gpsbusinessnews.com/Garmin-s-mobile-strategy-Hardware_a631.html
?http://money.cnn.com/2008/03/31/technology/moritz_garmin.fortune/index.htm
?http://www.wired.com/gadgetlab/2008/09/pnd-shipment-gr/
?http://seekingalpha.com/article/145637-garmin-s-future-is-just-too-cloudy
?http://www.forbes.com/2009/08/14/garmin-gps-device-personal-finance-investing-ideas-technical-analysis.html
?http://www.businessweek.com/news/2010-05-05/garmin-declines-as-earnings-miss-analysts-estimates-update3-.html
?http://www.reuters.com/article/idUSTRE64425K20100505
?http://www.fool.com/investing/general/2010/05/27/garmins-last-gasp.aspx


Write a 3-4 page paper in which you:
1.Conduct an in-depth analysis of balance-sheet ratios, effectiveness ratios, and ROIC trends.
2.Discuss trends in free cash flow.
3.Examine major capital expenditures.
4.Analyze working capital management trends.
5.Discuss changes in the company's capitalization structure.

Your assignment must follow these formatting requirements:
?Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow JWMI style guide and writing format. Check with your professor for any additional instructions.
?Include a cover page containing the title of the assignment, the student?s name, the professor?s name, the course title, and the date. The cover page and the reference page are not included in the required page length.

Write a short paper that differentiates between Critical Path Method (CPM) and Critical Chain Method (CCM). How is CCM an improvement over CPM?

Discuss some possible reasons why improvements in technology and management systems have not been matched by improvements in safety and health performance. Be specific and provide examples in your response.

These are the subjects that were covered:

01 Routine and Goodwill Emails
02 Persuasive Memos
03 Negative Letters
04 Presentations
05 Employment Communication
06 Integration and Reflection


Your module 6 task:

You are to prepare a reflective essay in which you address each of the following items:

1. Descriptions of how you feel you improved your knowledge, skills, abilities, and yourself in this session through this course.

2. Evaluation of the work you did during the session for the class and explanations of ways you could have performed better.

3. Topics you have identified that you did not understand or were not successful in trying to implement and suggestions you may have about how to improve the course material on those topics.

4. Ways you might measure the future effects of what you have learned in this course or your future progress/improvement;

5. State whether you achieved the course objectives (listed on the module 6 home page and course syllabus page)

This Self Reflective Essay is a REQUIRED course component (but not part of your final grade). You need to upload the essay in the corresponding area of CourseNet.

Assignment Expectations:

Write a short essay reflecting on what you have learned in the course and how you may use this knowledge in the future.

Title "The Relationship between Anxiety and Athletes? Performance"

I. Objective: It should highlight the following.:
Provide an Understanding of Why Athletes? Physical and Mental Ability Is Affected by Anxiety and the
Cognitive Approach to Improving Mental and Physical Performance

II. Body:
A. What is Sport Psychology As It Relates to Anxiety?
1. Concentration
2. Emotional Control
3. Confidence

B. The Factors that Affect Athletes? Social Anxiety
1. Competitive Anxiety
2. Managing Arousal

C. How Athletes Can Manage Their Anxiety
D. How psychological interventions contribution will help reduce anxiety

III. Article Summaries
A. Conclusion
B. Main Points

This five-page paper should include 10 citations, of which at least three are from reputable, peer-reviewed journals.

Develop the strategic objectives for your business in the format of a balanced scorecard. Review information on Balanced Scorecard in the Materials Forum and in the course texrbooks. The strategic objectives are measures of attaining your vision and mission. As you develop them consider the vision, mission, and values for your business and the outcomes of your SWOTT analysis. Consider the following four quadrants of the balanced scorecard when developing your strategic objectives:

? Shareholder Value or Financial Perspective, includes strategic objectives in areas such as:

o Market share
o Revenues and costs
o Profitability
o Competitive position

? Customer Value Perspective, includes strategic objectives in areas such as:

o Customer retention or turnover
o Customer satisfaction
o Customer value

? Process or Internal Operations Perspective, includes strategic objectives in areas such as:

o Measure of process performance
o Productivity or productivity improvement
o Operations metrics

? Learning and Growth (Employee) Perspective, includes strategic objectives in areas such as:

o Employee satisfaction
o Employee turnover or retention
o Level of organizational capability
o Nature of organizational culture or climate
o Technological innovation

Develop at least three strategic objectives for each of the following four balanced scorecard areas identified above (Financial, Customer, Process, Learning and Growth). Your objectives should be selected, in part, based on an evaluation of a number of potential alternatives to the issues and/or opportunities identified in the SWOTT Analysis paper and table you completed in Week Three. Base your solutions on a ranking of alternative solutions that includes an identification of potential risks and mitigation plans, and a stakeholder analysis that includes mitigation and contingency strategies. You should also incorporate the ethical implications of your solutions into your selection.

? For each strategic objective, develop a metric and target using a balanced scorecard format. (For example, a strategic objective in the shareholder or Financial Perspective is to increase market share. A metric to actually measure this strategic objective of market share increase is, "The percentage of increase in market share." The target is the specific number to be achieved in a particular time period. The target for the metric of "Increase market share" could be "Increase market share by 2% for each of the next 3 years" of an increase of 2% per year for 3 years.)

Write a 700- to 1,050-word summary that explains your critical thinking on how you derived your objectives from your vision, mission, values, and SWOTT analysis.

Format paper consistent with APA guidelines.
SWOTT Analysis
Legal and regulatory:
S-pro-small business regulations, regulatory crackdowns on large competitors.
W-still a number of hurdles for a new business (inspections, double taxation for the corporate structure).
O-regulations weakening large business in this field.
T-other small competitors.
T-new small business taking over for Starbucks and other large retailers.

Global:
S-opportunities to expand, growing global demand for Americanized coffee products
(Frappuccino?s, and etc.).
W-difficult for small business to sustain international-related cost.
O-Filling niche in European cities such as London or Prague.
T-global competition, foreign coffee shops.
T-Americanized companies and products popping up everywhere.

Economic:
S-people shopping more at small businesses recently.
W-product price shill relatively high.
O-?buy local? and small business buying movements.
T-other small business competitors.
T-more small businesses entering marketplace.
Technological:
S-new gift cards, espresso machines, Frappuccino makers.
W-new technology available to upstarts.
O-demand for new products created with new technology.
T-other competitors with the same technology.
T-technology more important to the business.

Innovation:
S-small business can afford to innovate.
W-no blockbuster innovations.
O-relatively new business.
T-other competitors innovating faster.
T-more innovation.

Social:
S-more demand for coffee and local coffee businesses.
W-Considerable amount of competition.
O-always demand for local businesses.
T-lost revenue from other small coffee shops.
T-coffee shops will grow smaller and more local.

Environmental:
S-more demand for sustainability and green tech.
W-higher costs.
O-small businesses can cater to these environmental needs.
T-customer will not want to pay for any of it.
T-greener coffee shops.

Comparative analysis:
S-better labor, lower costs because of supply chain.
W-volume and consistency.
O-a small, community-based coffee shop, which does hospitality better that competitors.
T-unresponsive public.
T-smaller coffee shops with higher prices.

Strategies:
S-based off logic, statistics, analysis of key factors.
W-mostly newcomers in the business.
O-a comprehensive, metric-based strategy.
T-professional strategies.
T-more local and metric-based strategies.

Structure:
S-simplicity.
W-lack capacity for change.
O-a simple business structure.
T-more efficient structure.
T-simpler structure.

Processes:
S-tested as efficient using time-and motion study.
W-little experience.
O-a simple, results-based process.
T-more experience-based processes.
T-simpler processes.

Resources:
S-direct, grower-to-retailer resource relationships.
W-expensive.
O-people support direct relationship for resources.
T-innovation to lower prices.
T-more sustainable resources.

Goals:
S-modest, mostly short-term.
W-few long-term goals.
O-more effective for coordinating business plans.
T-more sophisticated goal-setters.
T-more short-term.
Capabilities:
S-appealing expertly to the local area.
W-not enough capital to go far beyond the local area.
O-becoming a dominant player in the local market.
T-competition.
T-more small, region or city-based businesses.

Culture:
S-pro-coffee shop culture.
W-culture can easily change.
O-culture can be supportive of local coffee shops almost no matter what.
T-competition also taking advantage of this culture.
T-culture not changing.

Intellectual Property:
S-relatively unimportant problem; coffee has already been invented.
W-hard to utilize.
O-a great new idea.
T-other companies coming up with that idea.
T-more minor ideas.

Leadership:
S-local leadership.
W-cannot have substitutes without hiring or promoting.
O-a strong local leader to coordinate concepts.
T-well experienced leadership.
T-new, direct leaders.

The SWOTT analysis is important for the development of this business and the different factors, which should be kept in mind when founding this business. However, if the company tries to focus on all of them equally it will not be productive in the short term or the long term. It must focus on the seven areas of economic trends; environmental trends; laws; regulations; society; culture, and leadership.
Perhaps the greatest strength of this business lies in one of the strongest economic trends of the past few years. The question to focus on here is how does the economic crisis affect the development of small coffee business? As the effects of the economic crisis began to take hold in the late 2000s, there was a new focus on the size and practices of businesses where customers shopped. Price was no longer the most important thing and people began to frequent small businesses, which may have charged higher prices, but higher prices, but hired local workers and sourced their food in a sustainable way (Gilligan, 2009).
The retail coffee business was one of these businesses which was affected by the small business trend. Starbucks has begun to decline, and it has closed many locations in recent years. That has given an opportunity for some local businesses to fill the void and cover the still-growing demand for coffee among the public. This strength and opportunity is balanced against the negative of high wages and expensive products which the public demands from such a location.
There is, of course a threat here when concerning a new businesses entering the market. This is not an incredibly difficult market to enter. If a company can meet rent, supply, and labor costs, it usually can offer coffee, espresso, pastries, and other breakfast-type foods, which will cater to the kind of people who want to eat at such establishments. Therefore, there are almost no barriers to new entrants and new competition, which can drive down prices and carve up an already limited pie for business owners. Even the few barriers, which exist now are being torn down by coffee shops carried by bicycles and in food trucks. Such economic trends and threats must be taken into consideration by any coffee business that wants to start up anytime soon. Businesses such as mine must make it a point to coordinate the most efficient supply chains possible. The company does not want to needlessly waste money developing inefficiencies in such a chain.
Rather, the company should craft relationships with individual suppliers and producers so that they can cut out the middleman and keep costs to a minimum. Having a contract with a family in Colombia or a baker 10 miles away may be difficult to arrange. It may take a number of trips and calls to find the right partner. However, once that partner is found eliminating wholesale costs and possible quality problems with a large supplier will mean that my company can offer product at a much lower price level, but with all the perks that the public is looking for out of a local coffee shop.
Another important concept to consider is: what is the impact of the recent notion of environmental trends and how can these trends aid small coffee businesses in particular? Environmental trends are increasingly leaning toward sustainably raised coffee beans, which are sold in green stores that use less energy and water than other stores. This is both a strength and a weakness for relatively small businesses. Although small coffee shop business is able to make changes and decisions much faster than a massive franchise such as Starbucks, larger companies are better able absorb the extra costs associated with them (Schultz, 2011).
Such sustainable business requires a sophisticated supply chain which does not simply work through the cheapest and most economical wholesalers on the market. However, the trend of consumers frequenting environmentally friendly businesses is one, which is continuing to grow and will continue to grow over the new few years. Therefore, there is a serious opportunity for companies, which want to undergo the somewhat costly changes that will result in greater customer numbers in the future (Sherman, 2013).
These concepts are all important concerning this research question: What is the impact of laws and regulations in the coffee business? The coffee business will be supported that the regulatory environment has been increasingly favorable to small businesses in recent years. There has been a recognition that small businesses create a considerable number of jobs that they should be supported by government policies. This is one of the few notions that policymakers could agree upon in recent years (Gilligan, 2009).
As a result, they gave been able to pass laws that provide for small business loans, tax credits, and optimistic polices against large corporations. Such laws give all kinds of businesses including coffee businesses, such as mine a strength against the entrenched coffee giants such as Caribou Coffee, and Starbucks. However, the major weakness and threat is that it eases the barriers for new companies to enter the market in a way that will reduce prices. It still creates an opportunity for companies such as mine. Because the economy is still somewhat troubled, and the government is still interested in policies that will combat the weak economy, it is clear that there will still be a trend of more investments in small businesses.
Another question to consider is: how does society and culture influence the future of this business in ways, which are not directly controlled by economics? Social and cultural trends both support purchases from local coffee shops such as mine. There is the continued social trend of long work hours and pressure to perform in the workplace and other areas of life. Such trends help fuel the national caffeine addiction.
People are continuing to need caffeine, and they keep the demand for caffeinated beverages high. While coffee is not the only caffeinated beverage, worries about the health of products such as soda kept it as the most popular source of caffeine. At the same time, cultural trends have resulted in people continuing to frequent coffee shops and businesses such as mine. The culture of the coffee shop with its couches and fashionable interiors have resulted in the proliferation of such shops. People will come into a coffee shop to study, work, or pursue recreational interest in ways that they will not frequent other establishments.
The coffee shop has become a place where people with class come together for meetings or pursue other interests. As a result, people are much more willing to pay more money for a cup of coffee that they would pay at either their house or a gas station. People are willing to pay for the numerous trappings that go along with the local coffee shop in ways that they would not be willing to pay in other areas. Because this is cultural concept it cannot be relied on (Schultz, 2011). The prestige of coffee shops ebbs and flows with the passage of time. Companies such as mine should not rely on such concepts but should try to take advantage of them whenever they can.
Finally, leadership can never be ignored when concerning small business such as this one. The question is: how can leadership be helpful in such a business? I believe that having the creative brains behind starting the business will be important in running the business. The hands-on approach of a small business will make it so the business can react to trends and changes in the workplace (Taylor, 2009). However, there are of course possible problems with having one group of owners run the business as well, because if those owners, or managers cannot come into work for some reason the company will not be effectively ran.
It is clear that these different fields will lead to the company?s success. Since they sell a millennia-old product, coffee shops can easily change, but it is possible for them to change too much. They can change as a result of such factors as I have described, but they should not change any concepts vital to their brand. When it comes to concerning both changes and the adaption of a business plan, there should be somewhat of a holistic approach. The company should not ignore concepts such as goals and resources. Rather, it should focus on these seven while taking them all of them into consideration when formulating a comprehensive business plan.
Scoreboard:

FINANCIAL
To succeed financially, how should we appear to our shareholders?


CUSTOMER
To achieve our vision, how should we appear to our customers?
LEARNING & GROWTH
To achieve our vision, how will we sustain our ability to change and improve?
INTERNAL BUSINESS PROCESSES
To satisfy our shareholders and customers, at which business process must we excel?
Balanced

This is my final dissertation for my program. I would like the writer to read the following information very carefully. Because the dissertation report needs to be made on this format:

Writing up

Your project cannot exceed 10,000 words (+/- 10%).

It must have the following layout ??" it should be:

Typed or word processed using double-spacing with margins of 1.5 inches;
Numbered on each page;
Spell-checked (use the spelling check in Word for convenience!);
Submitted electronically in .pdf format - (make sure you keep a copy for yourself);
Submitted on time.
The Project should have the following sections:

Header Sheet
Title page
Acknowledgements (optional)
Abstract
Table of contents
List of tables (where relevant)
List of figures (where relevant)
INDIVIDUAL CHAPTERS:
Chapter 1 ??" Introduction, research questions and hypotheses
Chapter 2 - Literature review
Chapter 3 - Methodology
Chapter 4 - Data presentation, evidence, analysis and discussion
Chapter 5 - Summary and conclusions
Bibliography
Appendices (where relevant).
(This chapter structure is only indicative and may be modified according to the specific needs of the research.)

Title page

The title page should contain:

Your first and last names, with your student ID;
The programme in which you are enrolled, and your starting date (MA International Business, University of Greenwich, Business School, September 2011 starter);
The course title and code (Project MA/MBA IB, BUSI1359);
The title of your project;
The name of your supervisor.

Abstract

It should not exceed 250 words. It serves to highlight the main ideas, findings and implications of the research. It may be organised according to the following template:

Purpose
Research design/methodology
Findings
Limitations
Recommendations
Value
Keywords.
See the example attached (it is only indicative and you may choose a different format according to the specific needs of your research.)

Individual chapters

In general, it is advisable to ensure that each chapter has a short and concise introduction and conclusion. The introduction sets the scene, and the conclusion sums up and announces what comes next.

Make sure your structure and presentation are up to standards. Divide each chapter into shorter, numbered subsections. Remember to also number and label any tables, equations, and figures. Cite the sources of your work (both literature and data) as appropriate.

To improve your written expression, you may find it useful to consult this website, which aims to help especially non-native speakers of English to improve their writing in academic contexts: http://www.phrasebank.manchester.ac.uk/

Chapter 1 ??" Introduction, research questions and hypotheses

It should be general in nature and present the background to the Project, the questions you aim to answer, and the plan.

It serves few main purposes:

Contextualises the research within a larger disciplinary framework and signals how you intend your work to be considered.
Identifies the main focus or research problem with which you are concerned about.
Defines your research questions. Remember that research questions should be structured and framed in a way that allows a definite, clear and unambiguous answer. They should be sufficiently narrow and precise to be testable.
Identifying the explanatory variables and dependent variables of your research.
Chapter 2 - Literature review

As discussed above, the literature review is a description of what is already known on your topic, what policy or business implications have been derived out of this, what gaps in knowledge remain to be addressed, and what suggestions for future work emerge.

Make sure you give adequate consideration to the classics in your topic area, the landmarks, and the most recent developments.

Present the literature in critical perspective, either chronologically (tracing the development of the field over time) or comparing similarities and differences between authors and schools of thought.

Chapter 3 - Methodology

Be careful: this is NOT a broad overview of research methods in business and/or the social sciences. You need to describe and explain YOUR own choice of research methods: tell the reader exactly what you did, and why; whether you were successful or not; what difficulties you encountered.

You should think of the methodology section as a set of instructions you are giving to readers so that they can replicate your work exactly as you did it. Think of it as a sort of recipe which needs to be very precise on the ingredients, the combination of them and the timing so that someone else can reproduce the result.

You can have a look at the methodology sections of scientific articles available from the Library portal Electronic Journals, to see how they have presented their methods and draw inspiration from them (without plagiarising, of course!).

Be as precise as you can, and rely on your records for any details.

If you did a primary data collection, your methodology section must tell the reader must explain:

How you defined and selected your sample.
How you identified and recruited relevant subjects.
How you approached them.
How many you approached, and how many actually responded.
What are the sample characteristics (in terms of gender, age, geographic location etc.).
Whether you used questionnaires or in-depth interviews or focus groups etc., and why.
Whether you surveyed/interviewed your participants face-to-face, or by phone, mail, email etc.
When and where you distributed the survey (or did the interviews, focus groups etc.).
Whether you obtained participants consent.
Whether you experienced any difficulties (e.g. due to non-response) and what you did as a correction.
If you used secondary data, you must tell your reader:

What database(s) you selected (for example which one(s) of the above).
How you accessed them (for example, if freely online or through ESDS registration, or through the University portal).
What are the main characteristics of the database (you can refer here to the metadata provided by the authors of the study, as indicated above).
Whether you extracted parts of the database, and which ones (for example, financial information on just one particular company instead of a whole group; or just one particular year instead of a time trend);
Which variables you used, what they mean, and how they are measured.
Whether you modified any of the variables and/or added new variables built from existing ones (for example, if you built indices or rates of growth based on a succession of quarterly GDP figures).
Remember to cite the data and the metadata, as indicated above.

Chapter 4 - Data presentation, evidence , analysis and discussion

While the form in which you present your findings will depend on your methodological choices, a generally accepted good practice for quantitative data is to present them in tables and figures. Comment them in an effort to guide the reader through the significant and important points ??" you may wish to point out trends in the table, for example. As you move across categories of the independent variable, what happens to the dependent variables? You may wish to highlight the more theoretically or empirically interesting findings in the table. You must make sure that the table, as a whole, warrants inclusion in your paper and that you make reference to it in your text.

Remember to appropriately number and label tables and figures. If you re-use tables and figures from external sources, remember to cite them.

Chapter 5 - Summary and conclusions

Give a brief explanation of why things appear as they are, state whether or not your initial hypotheses are confirmed or rejected, and provide possible reasons for that. Consider how aspects of the research process, the design of your investigation, the sample you constructed and the interview schedule you used, could be modified in order to generalize results to a broader variety of settings. Outline the implications f your research for public policy or company strategy, if any. Think about limitations of your work and directions for future improvements.

Bibliography

Your bibliography (list of references) should be:

in an alphabetical order ??" according to author(s) surname
books, journal articles and web pages should be integrated in the same list
Use the Harvard referencing system.

The detailed description is as follows:

Introduction:

The Project builds on the learning outcomes of your other courses, particularly Foundations of Scholarship and Research and Business Research Methods. You have selected a research area and a topic, conducted a preliminary literature review, reflected on issues of data and methodology. You have also been trained in research ethics and you have gone through an ethical check. You have understood the seriousness of plagiarism allegations and you have learned how to use the Harvard referencing system. At the end you have submitted a Project Proposal & Plan, in which you should have outlined:

the rationale for the proposed research;
the research questions and/or hypotheses;
the potential data for, and methodology of, the research;
the probable structure of the project; and
the time-table for your research work.

Remember, in particular:

Manage your time: keep to set deadlines, and take into account family and work commitments, library closures, public holidays, etc.
Attend weekly meetings with your supervisor (as per your timetable).
Save your work regularly and keep back-up copies.
Check regularly your University of Greenwich email, and the Project Moodle site, for relevant information (deadlines, announcements etc.) and resources (data, software, literature etc.).
Remember that it is your work and therefore ultimately it is your responsibility to meet all deadlines and obtain a satisfactory result.
There are some slight differences in requirements, assessment criteria and deadlines depending on when you started your master's programme. If you are a September 2010, January 2011, or September 2011 starter, please refer to the appropriate course guide (I have sent it as a resource).

Literature review:

Make sure you give adequate consideration to:

the classics in your topic area: those who founded the field and first contributed key questions, approaches, and results (e.g. Ricardo on comparative advantage, in the theory of international trade).
the landmarks: very important authors that have made substantial contributions to the field and constitute a reference for all others (e.g. Michael Porter on the competitive advantage of nations).
the most recent developments: work done in the last few years, ongoing research, current tendencies. You need to look at the latest issues of scientific journals that are important in your field, and possibly look at working paper series or papers presented at conferences (which are available more quickly than journal articles).
You should read the different contributions in critical perspective: trace the evolution of your field of research over time, or compare the similarities and differences you observe among different writers, works, and schools of thought. Consider debates (e.g. Keynesians vs. neoclassicals on state intervention, in debates on economic policy), and their impact both on subsequent scholarship, and on policy and/or business decision-making.

Following are the websites that you can use (as suggested by my course leader) to write the dissertation. I would like you to use as many of them as possible:

UK Data Archive: http://www.data-archive.ac.uk/

Guidance for first-time users is available at http://www.data-archive.ac.uk/help/first-time-user

The data catalogue can be searched at http://www.esds.ac.uk/Lucene/Search.aspx

Many of their datasets can be explored online at http://nesstar.esds.ac.uk/webview/


The Poverty Site: http://www.poverty.org.uk/index.htm


Some enterprise data are available at https://www.enterprisesurveys.org/

(Beware: only aggregate indicators are available to students and can be freely downloadable from the web).

Other business data (with special emphasis on governance and regulation issues) are at: http://www.doingbusiness.org/data


World Bank: http://data.worldbank.org/

Principal Global Indicators: http://www.principalglobalindicators.org/default.aspx


VERY IMPORTANT:

If you use data from a secondary source (such as the databases mentioned above), first look carefully at what data professionals call the metadata, i.e. information about the data themselves.

This information is available in all the above websites: it accompanies individual datasets and is usually also offered for each individual variable. In particular, look at:

Presentation or abstract of the study: how, where and when it was done; what issues, countries (or companies, or regions) it covers; which periods of time it refers to (years, quarters, months; whether it contains latest figures or time trends, or both).
Definitions and measures of the variable(s) you are interested in. For example, is it total amount or percentage change? Is it measured in, say, USD or GBP? This information is usually provided in variable descriptions that accompany the data.
If you are using survey data, remember to have a look at the questionnaire to know exactly what participants have responded to. This information is usually provided in variable descriptions that accompany the data.
Always have a preliminary look at the characteristics of the sample, even though they may not be directly central to your study: for instance if the data are from a survey of the population, note how many respondents, how many women/men, where they were located geographically, what were their levels of education and their occupations etc.
You will need to report this information (though briefly) in the Methodology section of your Project.

You also need to CITE the data that you are using (and any accompanying metadata and description) and you have to explicitly acknowledge the authors of the study and the provider. You need to do so for the same reasons why you need to avoid using text written by others as if it were your own: it would be a form of plagiarism.

The websites mentioned above offer practical indications of how to cite their data. In addition, you can rely on the following template:

[Author(s)], [Title], [Type e.g. Computer file], [Date created], [Date retrieved], [Distributor ??" e.g. UKDA-store, UK Data Archive], Part of [e.g. oai:store.ac.uk:archive:n]

Other guidelines on how to cite data can be found at: http://www.icpsr.umich.edu/icpsrweb/ICPSR/support/faqs/8707350211996719508
There are faxes for this order.

BACKGROUND

XCG

THE EXCELLENT CONSULTING GROUP

COMMUNICATION FROM ART:

Let's wrap up this project and put another feather in our caps.

So far Microsoft and Skype like what we've been doing. I have this last project which involves analyzing Skype's feedback loops and organizational learning opportunities.

I want you to take a look at the feedback loops in Skype, Inc.

REQUIRED READING:

Refer to the background readings on System Feedback Loops.
Background Reading for Case 5 (Below is info )

While most of models of organizational diagnosis that we have been exposed to in this class recognize the existence of feedback loops, none of them really offer a thorough discussion of the complexity of feedback or how it can be used to promote organizational improvement and development. To get a better view of this topic, we turn to the work on systems thinking and organizational learning. Much of this literature is based on the work of Peter Senge whose seminal book The Fifth Discipline popularized the notion that organizations are capable of learning.

In all of the readings, pay partiular attention to the two types of Feedback Loops: Reinforcing Feedback that causes growth, and Balancing Feedback that provides stabilizing effects.

This first reading is a good overview.

Bellinger, G. (2004) Introduction to systems thinking. Retrieved from http://www.systems-thinking.org/intst/int.htm on 2/20/12.

This second reading is quite long and reviews much of the work in the area of learning organizations. Read it all if you like (see menu on left side of the page), but the most relevant part of the paper for this course is part VI, which covers systems thinking:

Larsen, K., McInerney, C., Nyquist, C., Santos, A., & Silsbee, D. (1996) Learning Organizations (Part VI: Systems Thinking) Retrieved from http://leeds-faculty.colorado.edu/larsenk/learnorg/index.html on 2/20/12

IF YOU ARE STILL CONFUSED ABOUT FEEDBACK LOOPS, [retrieved on 2/20/12]here is another tutorial on this complex concept.



Optional Case 5 Reading:

Bellinger, G. (2004) theWay of systems. http://www.systems-thinking.org/theWay/theWay.htm Retrieved on 2/20/12.

Bellinger, G. (2004) Archetypes. http://www.systems-thinking.org/arch/arch.htm Retrieved on 2/20/12.

This is the home page for the extensive site from which much of the material for this module was taken. http://www.systems-thinking.org/index.htm Retrieved on 2/20/12.

CASE 5 ASSIGNMENT:

Identify one Balancing Loop and one Reinforcing Loop. These feedback loops should be critical to Skype's performance and success. So you should have a good idea of what these are from your previous analysis.

Explain each one of these loops - what are the causal factors and how do they affect each other. for the Reinforcing loop, you should look for an area where there is growth and for the Balancing loop, you need to look for goal behavior. Once you have identified and explained these critical feedback loops, you need to identify how Skype has generated organizational learning, AND how they can go further and generate additional organizational learning. What do they need to do to improve their performance further?

Be sure to include references. Turn in the 5-6 page paper by the end of the module.

KEYS TO THE ASSIGNMENT:

This is what you need to do:

Determine the two critical feedback loops. Describe each Feedback Loop that you identify in your organization and explain why you selected them. Make sure you explain the Loop, the cause and effect process within the Loop. You could also include a Causal Loop Diagram. If you do, show the arrows and direction of effect (+ or -). Also, determine what the warrant is for your case.
Briefly discuss the theory of organizational learning so that you provide a summary of this information to the executives - establish this as common ground.
Identify the learning activities in each feedback loop that Skype has already taken.
Then identify the opportunities for organizational learning in each Feedback Loop. Make a Case that these are learning opportunities. Logically show how the feedback process provides an opportunity for the organization to learn and improve its performance. Be precise. Depth and breadth in your discussion is always a good thing.

ASSIGNMENT EXPECTATIONS

Your paper will be evaluated on the following seven (7) points:

Precision - Does the paper address the question(s) or task(s)?
Breadth - Is the full breadth of the subject, i.e., all the keys to the assignment, addressed?
Depth - Does the paper address all elements of the topic in sufficient depth? Does it include and apply the background readings and other background resources? Are they included as references?
Critical thinking ??" Are the concepts of this module applied accurately, logically, and relevantly?
Organization - Is the paper organized in a coherent and systematic manner? Are headings included in all papers greater than 2 pages?
Clarity - Is the writing clear and the concepts articulated properly? Are paraphrasing and synthesis of concepts the primary means of response to the questions, or are thoughts conveyed through excessive use of quotations?
Referencing (citations and references) - Does the paper use citations and quotation marks where appropriate? Are all references listed in the bibliography used and referred to via citation?

TIPS AND SUGGESTIONS

You may use a simple diagram to highlight important factors. However, do not use the diagram in lieu of valuable analysis (or to take up valuable writing space) - it should be in addition to your paper of 5-6 pages of analysis.
Just because you have written the minimum five pages does not mean that you have adequately covered the topic. Err on the side of writing more rather than less.
Choose the data you use carefully. Is it relevant and important?
Include a cover page and reference page, in addition to the 5-6 pages of analysis described above.
Include headings within the paper
Cite AND reference all sources that you use in your work, including those that you do not quote but paraphrase. This means include citations and quotation marks for direct quotes of more than 5 words, and citations for that information which you have "borrowed" or paraphrased from other sources.

There are faxes for this order.

Customer is requesting that (Christiew) completes this order.

Capstone Project
Draft Design for Change Assignment Guide/Rubric
PURPOSE
Creation of a draft ?Design for Change? proposal inclusive of your PICOT and Literature review information from your Course Project Milestone #1. Your plan is to convince your management team of a nursing problem you have uncovered and you feel is significant enough to change the way something is currently practiced. In the event you are not currently working as a nurse, please use a hypothetical clinical situation you experienced in nursing school, or nursing education issue you identified in your nursing program.
COURSE OUTCOMES
This assignment enables the student to meet the following course outcomes:
CO1: Applies the theories and principles of nursing and related disciplines to individuals, families, aggregates, and communities from entry to the healthcare system through long-term planning. (PO #1)
CO2: Proposes leadership and collaboration strategies for use with consumers and other healthcare providers in managing care and/or delegating responsibilities for health promotion, illness prevention, health restoration and maintenance, and rehabilitative activities. (PO #2)
DUE DATE
Milestone #2 consists of the draft proposal for your Design for Change Capstone Project. Submit your draft to the Dropbox by the end of Week 4.
POINTS
This milestone is worth 100 points.
DIRECTIONS
1. Create a Draft proposal for your Design for Change Capstone Project. You will include the information from Milestone #1, your PICO question and literature review, as you compose this draft. Your plan is to convince your management team of a nursing problem you have uncovered and you feel is significant enough to change the way something is currently practiced.
2. The format for this proposal will be a paper following APA 6th edition.
3. The paper is to be 3-4 pages excluding Title page and Reference page.
4. As you organize your information and evidence, include the following topics:
a. Introduction ? to the plan with evidence-based problem identification and solution.
b. Change Plan overview using the six steps of the Rosswurm and Larrabee Model (1999).
i. Assess need for change (problem identified)
ii. Link problem-intervention-outcomes
iii. Synthesize best evidence (incorporation of the literature review)
iv. Design practice change
v. Implement and evaluate change (evaluation must be measureable and time bound)
vi. Integrate and maintain change
c. Summary
5. Citations and References must be included to support the information within each topic area. Refer to the APA manual ? Chapter 7 ? for examples of proper reference format. Citations are to be noted for all information contained in your paper that is not your original idea or thought. Ask yourself ?how do I know this?? and then cite the source. Scholarly sources are expected, which means using peer-reviewed journals and credible websites.
6. Tables and Figures may be added as appropriate to the project should be embedded within the body of the paper (see your APA manual for how to format and cite). Creating tables and figures offers visual aids to the reader and enhances understanding of your literature review and design for change.
GRADING CRITERIA: CAPSTONE PROJECT MILESTONE #2
Category Points % Description
Introduction 15 15% Introduction to the plan is nursing focused, with evidence-based problem identification and potential solutions clearly identified.

Change Plan (Steps 1-3) 30 30% Activities to achieve the first three steps of change are fully described in detail and are based on the first three steps of the Rosswurm and Larabee six- step model: Assesses need for change, links problem-interventions-outcomes, and synthesizes best evidence (literature review).

Change Plan (Steps 4-6) 30 30% Activities to achieve the last three steps of change are fully described in detail and are based on the last three steps of the Rosswurm and Larabee six- step model: Design practice change, implement and evaluate change (with measurable goals and a specified time frame), integrate and maintain change.

Summary 15 15% Clear, solid summary summarizing the key points and six-steps of the change plan is included; ways to maintain the change plan are described.

APA Format 10 10% No errors to one error.

Total 100 points 100%

GRADING RUBRIC: CAPSTONE PROJECT MILESTONE #2
Assignment Criteria Outstanding or Highest Level of Performance
A (92-100%) Very Good or High Level of Performance
B (84-91%) Competent or Satisfactory Level of Performance
C (76-83%) Poor, Failing or Unsatisfactory Level of Performance
D-F (0-75%) Total
Introduction Introduction to the plan is nursing focused, with evidence-based problem identification and potential solutions clearly identified.

14-15 Introduction to the plan is nursing focused, with evidence to support the problem and potential solution identified but convincing areas are missing.

12-13 Introduction to the plan is provided; however, evidence to support the problem and potential solution is not convincing.

10-11 Introduction lacks evidence to support need for change and/or potential solution is not realistic.

0-9 /15
Change Plan Overview
(Steps 1-3) Activities to achieve the first three steps of change are fully described in detail and are based on the first three steps of the Rosswurm and Larabee six- step model: Assesses need for change, links problem-interventions-outcomes, and synthesizes best evidence (literature review)

28-30 Activities to achieve the first three steps of the change are described, not in detail, and are based on the first three steps of the Rosswurm and Larabee six-step model: Assess the need for change, links problem-interventions-outcomes, and synthesizes best evidence (literature review).

25-27 Activities to achieve the first three steps of the change are vague. The first three steps of Rosswurm and Larabee?s six-step model are not clearly identified. The literature review does not incorporate current literature supporting the need for change.

23-24 Activities to address and support change are not specifically addressed. The literature review is absent. Portions of the first three steps are missing or absent.

0-22 /30
Change Plan Overview
(Steps 4-6) Activities to achieve the last three steps of change are fully described in detail and are based on the last three steps of the Rosswurm and Larabee six- step model: Design practice change, implement and evaluate change (with measurable goals and a specified time frame), integrate and maintain change.

28-30 Activities to achieve the last three steps of the change are described, not in detail, and are based on the last three steps of the Rosswurm and Larabee six-step model. Design practice change, implement and evaluate change (with measurable goals and a specified time frame), integrate and maintain change.

25-27 Activities to achieve the last three steps of the change are vague. The last three steps of Rosswurm and Larabee?s six-step model are not clearly identified. The goals are not measurable or do not have specified time frames.

23-24 Activities to achieve the last three steps of change are not addressed. The last three steps of Rosswurm and Larabee?s six-step model are missing or absent.

0-22 /30
Summary Clear, solid summary summarizing the key points and six-steps of the change plan is included; ways to maintain the change plan are described.

14-15 A clear summary summarizing the key points and part of the six-steps of the change plan is provided; ways to maintain the change plan are mentioned, but not in detail.

12-13 A summary is present but is vague; parts of the six-steps of the change plan are highlighted; ways to maintain the change plan are not clear.

10-11 A summary is difficult to determine or absent. Key points of the change plan and six-steps are not recapped or are absent.

0-9 /15
APA format 6th edition: third person, grammar, sentence structure, punctuation, and spelling; sources correctly cited and referenced; title page, headers, and page numbers No errors to one error.

9-10 Two to three errors.

7-8 Four to five errors.

5-6 Multiple errors

0-5 /10
Total Points /100

Reference:

Rosswurm, M. A., & Larrabee, J. H. (1999). A model for change to evidence-based practice. Image, 31, 317-322.

This is an action and management plan individual project (organizational behavior), MBA
________________________________________________________________________

The purpose of this paper is: Transform an unproductive meeting into an effective one and apply clearly organizational Behavior concepts to serve the purpose.

The organizational problem: Board members volunteered to meet regularly to go over issues that impact the quality, set organizational policy and regularly oversee its administration. As the number of meetings increased gradually from monthly to biweekly, and finally to once a week, the quality and value of meetings became debatable. While there are many positive behaviors that attendee like and appreciate, they are few others that caused distraction and poor outcome, for example:
* Receiving cell phone calls
* Holding side conversations
* Disputing the information presented
* Dominating the discussion
* Taking discussions off on tangents

How is this problem impacting the organization?
* Difficulty to clarify and assure adherence to the purposes of the organization and monitor effectiveness in achieving results.
* Unproductive meetings draining our energy.

What are the organizational behavior problems?
* Low morale
* Poor communication
* Lack of team work

What are you going to do to address this problem/challenge/opportunity?
* Individual meeting or phone discussion with board members/attendees to recognize the strengths and weaknesses associated with current meeting practices.
* Create survey to evaluate and collect opinions about how meetings are viewed, used and managed.
* Improve goal setting skills in addition to use new measures e.g. PowerPoint presentations to attract attention.

What OB areas will you utilize to address this problem?
* Understanding cultures
* Make good use of your time in meeting
* Emotional intelligence and performance
* Social influence
* Motivate attendee performance through goal setting
* When teams work best
________________________________________________________________________________________________


Overall guidelines:
The paper is 5 pages long, single-spaced, 12-point font with margins 1 inch

Specific guidelines:
1. Describe the problem in 4-6 sentences
Describe the action to address this problem in 2-4 sentences
The problem should focus on organizational behavior concepts

2. In bulleted form, write the different steps designed to address this problem
The date supposed to complete these steps (within 3 weeks from today)
Include any measurement or assessment of the steps
Charts may be used to do this
Avoid describing this more than once

3. What happened?
Very briefly describe what happened, No more than 1 page.
Focus this on the organizational behavior aspects of the project with minimal description of the technical aspects of the project. OR, if you do describe the technical aspects of the project, connect those to the OB aspects.

4. Analysis
In the next 2 ??"3 pages, analyze the effectiveness of the project
Overall, how successful was your project?
What was successful? What not?
How do you know this? What did you do well?
What could you have done differently to improve your efforts?
How well did your action steps work? Which ones worked? Which didnt? Why?
In retrospect, what could you have done differently?
Why would this have been better? What have you learned? A
Avoid generalizations. Use specific examples to demonstrate or support the analytical points you are making. These specific examples prove the point you are making.

This paper should demonstrate the ability to analyze the problem from an organizational behavior perspective, make decisions about what to do based on that analysis, and evaluate the success of the steps you implemented, ability to scope out a problem, create OB steps to execute that project, the actual execution of the steps, and the analysis of the outcome.

MAR 3023.04
Marketing Management


Term Paper Assignment


Student will prepare a research paper describing an array of marketing and marketing related aspects of their respective company of choice. This assignment document provides guidelines for selecting a company, managing the scope of the project, the specific items that must be considered, acceptable coverage, and writing style.

Selecting a Company:

In order to complete the assignment, each student will need to select a company for which adequate information is available. The first step is to review this assignment document, particularly the Content Outline (things that must be described about the chosen company). Before settling on a particular company, be sure there are adequate sources of information related to the various items on the list.

Usually, larger publicly held corporations pass the information test. Unfortunately, they may often be so large and complex that the scope of the project is unmanageable in the context of this assignment. On the other hand, small, privately held companies may be quite manageable as project subjects. However, there is rarely enough information about them to produce the required research results.

One solution to this dilemma involves focusing on a major brand, division, or product line in the case of a large organization. For example, better known consumer brands are often just part of a product line division of a company with many consumer and commercial product lines. It would be impossible to prepare this assignment, for example, on all of Proctor and Gamble, Kraft Foods, or IBM. Select a major brand, product line, or division. In the case of Kraft, for example, there are over 61 brands with revenues over $100 million. The company market its products in 145 countries. The brands include Kraft, Maxwell House, Nabisco, Oscar Meyer, and Post. To use a company of this size for your project you would have to select a manageable scope within their total array of businesses. The company web site is a good place to start.

In a smaller organization try obtaining the cooperation of a principal, e.g., owner, partner, top executive, etc. Very small businesses can be difficult to study if the amount of information is limited and only a single source is available to interview.
Sources of Information:

The Content Outline contains a diverse range of the marketing related topics you are studying. For example, there are items related to environmental influences, consumer/buyer characteristics, targeting strategies, and components of the marketing mix. Some of these items cannot be adequately investigated without a search of public information sources. Running a search on an internet search engine will often lead you to the important sources. Similarly, a database search covering major business publications can be quite productive. For larger, established companies, there may even be books about the history of the organization and/or notable issues in their history. All publicly held corporations must file reports required by the SEC. These are available to anyone, along with the annual report to the shareholders. There may also be extensive access to public relations materials, although caution is advised since these materials are produced by the company in their best interest. For smaller and/or privately held companies, there is no substitute for personal contact.

You must cite any source you use in your paper. Citations apply to direct quotes, paraphrased and/or adapted information, and any other information you use in the paper. Do not use footnotes! The ?References? page (see the appendix) is an alphabetical list of all of the sources used in the paper. (You can also include sources that are not specifically cited in the paper.) To cite a source in the body of the paper, simply include the number of the reference (from the References page) enclosed in brackets at the end of the text portion to which it relates.

Organization of the Paper

The paper must include a cover sheet, Table of Contents, body, references, and appendices (if applicable). The appendix to this document provides a format guide for the organization of the paper. Note that you are required to include page number references in the Table of Contents for each item in the Content Outline.

Content Outline

The content of the paper is a partial marketing management audit based on the outline provided below. The paper must conform to the outline as illustrated in the attached appendix example of the Table of Contents. Depending on the specific company and industry, you will find more information regarding certain items in the Content Outline than others. You are required to comment on all of the items, and your comments should be based on research findings for most of the items. The issue of item coverage will be discussed further in class.





CONTENT OUTLINE

I. Marketing Environment Audit

A. Microenvironment

1. Demographic What major demographic developments and tends pose opportunities or threats? What actions has the company taken in response?

2. Economic What major developments in income, prices, savings, and credit will affect the company? What actions has the company been taking in response?

3. Technological What are the major changes in product and process technology? What is the company''s position in these technologies.

4. Political What changes in laws and regulations might affect marketing strategy and tactics? What is happening with these areas that affects marketing strategy?

5. Cultural What is the public''s attitude toward business and toward the company''s products? What changes in customer lifestyles and values might affect the company?

B. Task Environment

1. Markets What is happening to market size, growth, geographical distribution, and profits? What are the major market segments?

2. Customers What are customers'' needs and buying processes? How do customers and prospects rate the company and its competitors on reputation, product quality, service, sales force, and price? How do different customer segments make their buying decisions?

3. Competitors Who are the major competitors? What are there objectives, strategies, strengths, weaknesses, sizes, and market shares? What trends will affect competition and substitutes for the company''s products?

4. Distribution and What are the main trade channels for bringing
Dealers products to customers? What are the efficiency levels and growth potentials of the different channels?


5. Suppliers What is the outlook for the availability of key resources? What are trends among suppliers?

6. Facilitators and What is the outlook for transportation
Marketing Firms services, warehousing facilities, and financial resources? How effective are the company''s advertising agencies and marketing research firms?

7. Publics Which publics represent particular opportunities or problems? What steps has the company taken to deal effectively with each public?

II. Marketing Strategy Audit

A. Business Mission Is the business mission clearly stated in market-oriented terms? Is it feasible?

B. Marketing Objectives and Are the company and marketing objectives
Goals and goals stated clearly enough to guide marketing planning and performance measurement? Are the marketing objectives appropriate?

C. Strategy Has management articulated a clear marketing strategy for achieving its objectives? Is the strategy convincing? Is the strategy appropriate to the stage of the product life cycle, competitors'' strategies, and the state of economy? Is the company using the best basis for market segmentation? Does it have clear criteria for rating segments and choosing the best ones? Has it developed accurate profiles of each target segment? Has the company developed an effective positioning and marketing mix for each target segment? Are marketing resources allocated optimally to the major elements of the marketing mix?

III. Marketing Function Audit

A. Products What are the company''s product-line objectives? Is the current product line meeting the objectives? Should the product line be stretched or contracted? Which product should be phased out? Added? What are the buyers knowledge and attitudes toward the company''s and competitors'' product quality, features, styling, brand names, and so on? What areas of product and brand strategy need improvement?

B. Price What are the company''s pricing objectives, policies, strategies, and procedures? To what extent are prices set on cost, demand, and competitive criteria? Do the customers see the company''s prices as being in line with the value of its offer? What does management know about the price elasticity of demand, experience curve effects, and competitors'' prices and pricing policies? To what extent are price policies compatible with the needs of distributors and dealers, suppliers, and government regulation?

C. Distribution What are the company''s distribution objectives and strategies? Is there adequate market coverage and service? How effective are distributors, dealers, manufacturers'' representatives, brokers, agents, and others? Should the company consider changing its distribution channels?

D. Promotion

1. Advertising, Sales What are the company''s advertising objectives? Is
Promotion, Publicity, the right amount being spent on advertising? What
and Direct Marketing do customers and the public think about the advertising? Are the media well chosen? Is the internal advertising staff adequate? Is the sales promotion budget adequate? Is there effective and sufficient use of sales promotion tools such as samples, coupons, displays, and sales contests? Is the company making enough use of direct, on-line, and data base marketing?


2. Sales Force What are the sales force''s objectives? Is the sales force large enough to accomplish the company''s objectives? Is the sales force organized along the lines? Are there enough sales managers to guide the field sales representatives? Does the sales force show high morale, ability, and effort? Are procedures adequate for setting quotas and evaluating performance? How does the company sales force compare to competitors'' sales force?


Writing the Paper

It is assumed by the instructor that you have been trained previously in research and writing for college-level papers. If you need help organizing and producing your paper, there are resources in the library and at the bookstore. No one particular style is required, but you must use a generally accepted style for college research papers. Neatness, effective communication, and thorough citations/documentation of sources are all expected. The following are general guidelines, not an exhaustive list. NOTE: POINTS WILL BE DECUCTED FOR ANY VIOLATION OF STATED GUILDELINES!

1. All project assignment papers should include a cover sheet. On the cover sheet include your name, the course and section number, and the title of the assignment (e.g., ?First Project Report?).
2. DO NOT USE ANY FORM OF BINDER, FOLDER, PLASTIC COVER, ETC. Simply staple the pages of your paper together.
3. Use 1-inch margins on all four sides.
4. Be sure that the entire project is typed in the same font and size (e.g., this document is typed in 12-pitch, Ariel font).
5. Use a consistent paragraph style and double space lines. Above all, use good sentence and paragraph structure to make the organization of your paper apparent to the reader. Lengthy, complex sentences and page-long paragraphs are not good style.
6. Use the method of citing sources described earlier in this assignment document and illustrated in the appendix.
7. Pages must be numbered sequentially and page references must be shown in the Table of Contents.
8. Use figures and tables where appropriate, but leave long lists, large tables, etc. in appendices.
9. In the final paper include a Table of Contents. The Table of Contents should provide page numbers for each of the section headings.
10. If in doubt, refer to the appendix for guidance regarding format of the paper and/or ask the instructor (preferably in class discussion or the class conference on the WebBoard).

Appendix

Format Guide for Term Paper


The following pages illustrate the following:

Cover Sheet
Table of Contents
Reference List
Appendix

{Your Name}
MAR 3023.04
{Date}
Dr. G


{Title of Paper}

Table of Contents


INTRODUCTION ???????????????????????????? i

MARKETING ENVIRONMENT AUDIT ??????????????????. 1

Microenvironment ????????????????????????.. #

Demographic ??????????????????????????. #

Economic ?.??????????????????????????. #

Technological ..?????????????????????????. #

Political .??.??????????????????????????. #

Cultural {page referencing continues throughout as above}

Task Environment

Markets

Customers

Competitors

Distribution and Dealers

Suppliers

Facilitators and Marketing Firms

Publics

MARKETING STGRATEGY AUDIT

Business Mission

Marketing Objectives and Goals

Strategy

MARKETING FUNCTION AUDIT

Products
References

1. Kerin, Roger A. et al, Marketing (2nd ed), McGraw-Hill/Irwing (New York, NY, 2002) pages #-#.

2. XXXX

(Use any acceptable citation style for all references. List in alphabetical order and then number the list sequentially. In the body of the paper, use the number on the reference list to cite a source. When citing a source, include a page number if applicable.)

Appendix

(Use one or more appendices for extensive tables of data, examples of promotional material, or any other significant items referenced in the text, but to large to conveniently insert there. Each appendix should have both the word ?Appendix? and a title at the top of the first page. Page numbers for appendices continue sequentially from the body of the text and are shown in the Table of Contents.)

I would like my research paper topic to be on

NUTRITION & WORK PERFORMANCE. I will fax guidelines on Thursday morning.
There are faxes for this order.

Dear Sir/Madam

I am a medical doctor studying for an MBA degree at a prestigious UK university. I am currently in the process of writing my dissertation. The topic is medical management in the private healthcare sector. In addition to the plethora of information that I have already ploughed through in order to complete my literature review, I would like to receive some additional information from yourselves, either in the form of research papers or dissertations on a relevant topic.

In my dissertation, I am comparing the private healthcare sector (Nuffield Hospitals) to the public (NHS) system. I am looking at such things as differing standards of service between the two sectors, patients differing expectations in both of these sectors, the organisational culture of both sectors, management and leadership styles in both sectors, how these factors contribute significantly to the overall effectivity of both sectors, and recommendations for organisational change.

I am looking for relevant essays/papers written on medical management that contain some or all of the above-mentioned information/research. The papers need to be at least 5000 ? 10 000 words long.


Regards

Dr J Konovalov.
P.S. Please read the information below. There are some bits of my dissertation just to give you an idea about what to do. You need to write something similar to it!
Abstract

This paper will take an holistic view on both the private and public healthcare market, but with more emphasis on the private healthcare market. For the purposes of this paper two representatives have been identified: The Royal Devon and Exeter hospital which is a part of the NHS and also the Exeter Nuffield private hospital.

This paper will explore the current issues and challenges that both organisations are facing in their mission to provide first class healthcare to all of their patients. The purpose of this paper is to illustrate potential market problems and the paper aims to offer practitioners guidance and consultation on potential changes within modern healthcare delivery. The paper also highlights the great potential that organisations have to learn from each other. This paper aims to highlight the current challenges faced by both public and private sector hospitals, elaborating particularly upon the role of progressive technology and knowledge, the importance of relationships at all functioning levels of medical profession in contributing to an organisations success.

The demands of modern business have called for an increasingly mobile and flexible workforce. This means that less emphasis is placed on loyalty towards an organisations employees than at any time in the past. In the present employment climate, recruiting, retaining and motivating the right employees is an increasingly difficult task. Senior managers must come quickly to the stark realisation that it is their communication that sets the standard for the company. Senior managers now need to recognise and shoulder their responsibility in becoming real role models for effective communication.

The main players in the modern healthcare market are diverse and also have differing interests. For this reason it is anticipated that conflict, tensions and opposing priorities are likely to arise in a potential change management process. This paper is able to identify potential problems and using a set of contemporary business management suggestions, offer some ready solutions to these problems as they are manifested at The Royal Devon & Exeter Hospital. The broad aims of this paper will be met using the following research tools - qualitative research, data and organisational analysis and theoretical models.

Communication methods and function are not the only features that have undergone some major changes in recent years. With market conditions in a constant state of flux, many organisations are finding that significant and continuous changes are necessary if they are to remain competitive. Not surprisingly, one of the most significant and continuous changes is seen in an organisations culture. Examples of effective culture change programmes illustrate how the remit of the communication professional has changed over the last five years. Their work may now contain elements of the change manager, the general manager and the strategist, as well as the more traditional writer, editor and speaker.
1 Introduction

Present day management and leadership styles in a modern and growing healthcare environment need to be flexible in order to suit the changing needs of medical professionals. Organisations change their structure in order to improve efficiency, both financial and human. This type of structural adaptation can take place no matter how large the organisation is. Size is not a major issue any more. Managers have come to realise that they are, for wont of a better phrase, instruments of change. Managers have to use their workforce as a tool to successfully achieve objectives and also to cope with the uncertain situations that are a part and parcel of everyday business life. Medical staff, particularly consultants, play a key role in today?s highly volatile political and business environment. They shoulder a great deal of responsibility whilst also under the pressure of having to reach agreed objectives and targets. Such a wide and heavy burden of responsibility leads to problems within the NHS. This paper will analyse the private medical sector (Exeter Nuffield hospital) and take the view that it is high time the NHS (Royal Devon and Exeter hospital) looked to the private sector of the medical profession.

In both the public and the private sectors, managers who are leaders themselves have to develop strategies for finding and evaluating problems quickly, and thereafter implementing practical solutions that will satisfy both the patients (who fulfil the role of customer) and the medical staff (the workforce) to achieve a continuously high standard in healthcare service. However, only those managers/leaders who initiate the required change on time and who are also sensitive towards changing environments and relationships between those people within the organisation can achieve success. Chia (2003) believes that general managers will need to have the ability to undertake three generic tasks in order to initiate the correct organisational changes. According to Chia these are strategic thinking including sense making (creating meaningful patterns and plans, making choices (decisions) and dealing with obstacles/conflicts (problem solving).

Although this paper does not deliberately set out to draw comparisons between the RD&E (NHS) and Exeter Nuffield (Private) Hospital, invariably the reader may feel compelled (as did the author) to draw conclusions as to how, as Chia (2000) puts it, ?organisations may learn from each other.? In the authors opinion, the NHS may be developed into a better and more productive healthcare service using the highly functionalised, quick and responsive professional mechanisms that are found at the Exeter Nuffield Hospital.

In achieving this goal, the first aim will be to discover how the centralised control and coordination of managers can influence nursing and medical practice in both the public and private sectors. This will involve an analysis of current skills and knowledge and the source of such knowledge; for example, what is the role of modern technology in the current healthcare systems? Analysis of qualitative data will lead to a broader understanding of the organisation of the Nuffield private hospital and current issues of healthcare knowledge particularly where the interaction between management and clinical practice is required. As Brown and Duguid (1991) say, ?knowledge is to be found in the day-to-day reflections and actions of practitioners themselves.?

This paper aims to assess the Exeter Nuffield private hospital regarding its construction as a function of the attitudes, behaviours, values, abilities and beliefs of nurses, consultants, and healthcare managers. Such an analysis is intended to reveal the strengths and weaknesses of the Nuffield organisation and how management and clinical behaviour may be changed and improved.

5 Conclusion

Both the Exeter Nuffield hospital and the RD&E are different types of organisation but both of them have a shared goal in trying to achieve higher standards of patient care. However, the Nuffield is significantly outperforming the RD&E in most of the comparable areas. Is it not time then, that the NHS looked to the private sector to see what it might do to improve?

One of the key differences between Exeter Nuffield Hospital and the RD&E is relationships between staff at all levels. The NHS seems to have employed a good deal more managers than it actually needs. In addition, the managers at the RD&E seem to be under performing in comparison with the managers at the Exeter Nuffield hospital. Managers at the Nuffield are strongly motivated by profit and as has already been mentioned, they appreciate the value of their consultants for this reason. Therefore, the managers at Nuffield Hospitals are really prepared go the extra mile in order to satisfy and work with the consultants and medical staff. For this reason the relationship between managers and consultants at the Nuffield Hospitals is extremely close. This type of organisational culture with its own particular norms values and attitudes ensures that the Nuffield private hospital is a success. This automatically produces higher standards in the delivery of medical care at the Nuffield Hospitals. This accounts for the rapid progression of the Nuffield hospital over the last ten years in delivery of the best medical practice.

At the NHS the goals and objectives are different. The NHS is not a profit led organisation. However, the issue of organisational culture and relationships between medical professionals at all levels is very important and needs significant change and development. A crucial development as well as an excellent starting point would be for the NHS to empower its consultants. The NHS must make significant improvements if it is to survive and it would not go amiss for the NHS to take a good look at the private sector before it begins to implement any such changes. As it stands the NHS could learn a great deal from the Nuffield private hospitals.

Writer Request: Jennifer L. Jones


An ex-ante analysis of California?s school finance system suggests that it has achieved substantial equity. We have a foundation system that guarantees each district an amount of money (the revenue limit), at a tax rate of one percent of assessed value. The State pays each district the difference between its entitlement and what is raised through the property tax system. Evidence suggests that some 97 percent of the students in the state are located in school districts where general revenue limit revenues are within the Serrano band that today is just over $300 per ADA. Moreover, the state has an extensive categorical grant program that should lead to high levels of vertical equity if the funds are allocated on the basis of need.

Yet, other analyses of California school finance suggest that an ex-post analysis of California?s school finance system leads to the conclusion that there are substantial inequities across the state. The filing of a lawsuit by the ACLU two years ago leads one to suspect that others feel the same way. Moreover, because of California?s low ranking nationally in per pupil spending, many argue that our system does not provide adequate funding for public school children.

What do you think? Does California have an equitable funding system? Also, are the funds available adequate? Or are improvements needed. Draft a 10 page paper defending your point. If you feel the system is acceptable as it currently operates, indicate why and provide evidence. If you feel that the system needs to be changed, indicate why, and provide suggestions as to how it can be done.

A critical element in thinking about reform of California school finance is Proposition 13. Since this is a constitutional amendment which is unlikely to be changed in the near (or even distant) future, you must consider current property tax laws and systems as fixed in your effort to reform the finance system. If you feel Proposition 13 should be repealed or modified, you may suggest what changes should be made, and how they would help improve the system, but you must also offer suggestions as to how the system would be designed under the current Proposition 13 property tax system.

What I am after here is your thinking and critical analysis of the current system given what you learned in class this summer. Any and all options are possible. Be sure to consider equity, adequacy, and if you want, alternative distribution options such as school based funding. As always, the paper should be properly referenced and documented.

Leadership scholars recognize that the most successful leaders revitalize and transform their organizations. Accordingly, these leaders? style is often referred to as ?transformational leadership.? Transformational leadership is perceived as a leadership approach that effects change in individuals and in groups. In its ideal form, it creates valuable and positive change in followers with the end goal of developing followers into leaders. In its authentic form, transformational leadership enhances the motivation, morale, and performance of followers through a variety of mechanisms. These include connecting the followers' sense of identity and self to the mission and the collective identity of the organization; being a role model for followers that inspires them; challenging followers to take greater ownership for their work, and understanding the strengths and weaknesses of followers, so the leader can align followers with tasks that optimize their performance.

Required Reading

Carless, S. A., Wearing, A. J., & Mann, L. (2000). A short measure of transformational leadership. Journal of Business and Psychology, 14, 389-405.

This article can be found in the ABI/INFORM (Proquest) database.

Assignment

Read the article by Carless, Wearing, & Mann, L. (2000). Then after gaining a clear idea of the meaning of the seven behavioral manifestations of transformational leadership, determine your transformational leadership score following these rules:
1.Give yourself a score between 1 (rarely or never) and 5 (very frequently) on each of the seven dimensions.
2.Add up your scores and divide them by 7 to get your average score on the scale.
3.Ask someone who knows you well (preferably someone who works with you) to rate your leadership behavior on the scale and calculate the average score.
4.Compare the results obtained by yourself and your friend/peer.
5.What do you think about your scores on that scale? Are they high/low? What does it say about your leadership style?
6.Based on the results you obtained, what aspect of your leadership behavior do you think you should focus on to improve your leadership style? How might this translate into actual behaviors at the workplace? What might be the results of such an improvement?

It is vital that you get a second opinion about your leadership behavior from someone who knows you, preferably in the work context. If you cannot get a second opinion as part of this exercise, be sure that you provide a thorough explanation of why it's not possible. Just ignoring this part of the exercise will cost you part of a grade.

Your paper should be short (2-3 pages, not including the cover sheet, references, and assessment sheet) and to the point. You are expected to deal with these issues in an integrated fashion, rather than treating them as a series of individual questions to be answered one by one.

Keys to the Assignment

The key aspects of this assignment that should be covered in your paper include:
?Complete the assessment according to the guidelines and interpret the results.
?Include the actual instrument and results.
?Based on your results, explain how you could improve your leadership behaviors and under what conditions.
?Based on your results, explain how improving your leadership behaviors might translate into actual behaviors at the workplace? And what might be the results of such an improvement?

Assignment Expectations

Your paper will be evaluated on the following points:
?Precision - Does the paper address the question(s) or task(s)?
?Breadth - Is the full breadth of the subject, i.e., the Keys to the Assignment, addressed?
?Depth - Does the paper address the topic in sufficient depth and include the background readings and other background resources as references?
?Critical thinking - Is the subject thought about critically, i.e., accurately, logically, relevantly, and precisely?
?Clarity - Is the writing clear and are the concepts articulated properly? Are paraphrasing and synthesis of concepts the primary means of responding to the questions or are points conveyed through excessive use of quotations?
?Organization - Is the paper well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are headings included in all papers longer than two pages?
?Referencing (citations and references) - Does the paper include citations and quotation marks where appropriate? Are the references from the background readings and assignment present and properly cited? Are all the references listed in the bibliography present and referred to via citation?
?Application - Are the concepts of the module appropriately applied to the subject?

Tips and Suggestions

Please note the following tips and suggestions:
?Include a cover page and reference page in addition to the 2?3 pages of analysis described above.
?Include headings for all papers longer than two pages (basically all papers), but do not use headings as "space fillers."
?Cite and reference all sources that you use in your work, including those that you do not quote but paraphrase. This means include citations and quotation marks for direct quotes of more than five words, and include citations for information that you have "borrowed" or paraphrased from other sources.

Using Feldmans 3-stage model of organizational socialization, how would you describe the way you were socialized into an organization where you have worked? Evaluate how well the model fits your experience.


First: Write an initial essay of 500 words in response to the above question.
Include an analysis, synthesis, and evaluation of the topic.
Include Textbook reference (See attached file)
Include at least 1 additional scholarly resource.
Include Bible references.
Include an assessment/analysis of your Christian worldview as it relates to the topic.
Include both in-text citations and references in APA format.
Include clear topic sentences for each paragraph, supporting sentences, and a conclusion sentence/paragraph.


Second write 2 Response essays of 300 words each, to the following two essays. Each response essay must also
Include at least 1 additional scholarly resource.
Include Textbook reference (see attached file)
Include Bible references.
Include an assessment/analysis of your Christian worldview as it relates to the topic.
Include both in-text citations and references in APA format.
Include clear topic sentences for each paragraph, supporting sentences, and a conclusion sentence/paragraph.

Response Essay 1:
Werner and DeSimone (2012) defined organizational socialization as the process of adjusting to a new organization (p.256). Depending on the individual and their personality the way they would adjust to an organization could vary tremendously. Many have attempted to create methods for describing organizational socialization. Among that group is Daniel Feldman. Feldman constructed a three-stage model of organizational socialization. This model is as follows: anticipatory socialization, encounter, and change and acquisition. As stated before, these stages may vary according to the individual or new hire. Some may not experience the first stage, while others will. Anticipatory socialization occurs when a person forms an impression about what membership in an organization is like (Werner & DeSimone, 2012, p.262).
Within this stage one attempts to obtain information about the organization, its mission, and vision. In a recent a job opportunity, I experienced the first stage of Feldmans model. Before applying and attending the interview for the job, I wanted to know everything about the company, such as its history, role, mission, vision, reputation, and more. Therefore, attempted to gain any information I could obtain by researching the company online and asking others who have been involved with the company in some way, shape, or form. Thus, within the anticipatory socialization stage, one develops their own view and expectations for the organization they desire to pursue a career in. The second stage of the Feldmans model is the encounter or as Kennedy and Leigh would call it accommodation. According to Kennedy and Leigh (1990), in this stage newcomers undergo initiation to their tasks and to their workgroups with goals of changing and reshaping inaccurate, unrealistic expectations This stage begins when one decides to take the position/join the organization (Werner & DeSimone, 2012, p.263). As from my situation, my experience within this stage was a positive one. The expectations that I had for the organization were confirmed instead of being denied. Whereas, some individuals establish large expectations for their new job and then are disappointed because those expectations were not met. Finally the third stage of Feldmans model is change and acquisition.
This stage occurs when new employees accept the norms and values of the group, master the tasks they must perform, and resolve any role conflicts and overloads (Werner & DeSimone, 2012, p.263). Therefore, the individual has adapted to the organizations standard and obtained the skill set to complete their job, whether individually or as a team. As I continued to train and work in the organization, I obtained skills to complete the given tasks for the day, and resolve problematic situations with my best capability. Teamwork within my organization is an important factor and learning to adapt to disagreements and random conflicts is a skill one must obtain. When evaluating my experience with the organization, I can say that Feldmans model fits my experience well. Though there are areas that may not apply, the model is still relevant to my experience. When looking at Feldmans model in a biblical perspective, I am reminded of Ecclesiastes 7:25 and Colossians 3:23.
The Bible says in Ecclesiastes 7:25, I turned about, and my heart was set to know and to search out, and to seek wisdom and the reason of things, and to know that wickedness is folly, and that foolishness is madness. When looking at this verse compared to Feldmans model, it may pertain to the first stage. In this stage one is seeking to know more and develop an impression and expectations for the organization. In order to do so, one has to seek wisdom, knowledge, and understanding concerning that organization. For we are not to conform to the ways of the world (Romans 12:2). Knowing about the organization and developing an impression or discernment is key. When considering Colossians 3:23, whatever you do, work at it with all of your heart, as working for the Lord, not for men, the final two stages are incorporated. These stages focuses on the commitment and process of working within this organization. The Central Intelligence Agency (2014) defines organizational socialization as the process through which individuals are transformed from outsiders to participating, effective members of an organization. Thus, even though one is adapting to the organization and its culture, they are not conforming but working as if to please the Lord not man. Therefore, the application to Feldmans three-stage model of organizational socialization will vary in its relevance to various people and their situation, because no situation or experience is exactly the same.

Response Essay 2
There are four different levels of evaluation that make up Kirkpatricks framework of evaluation. These levels of evaluation are the reaction, learning, behavior, and results level (Werner and DeSimone, 2012). The reaction level focuses on the trainee perception of the program and its effectives (p.206). During a training class, which I was a participant, I had the opportunity to experience training where every trainee was engaged and had feedback to give during the class. Everyone was enthused to answer questions and learning more about the topic
The level of learning measures the trainee understanding of the objective and if all objectives have been mastered. The learning level that was presented in the training program was measure by a test at the end of the class the score you on if you mastered the content that was provided.
The behavior level focus on the trainee ability to apply what was learned to the job. This level also measures whether the information transferred to the job. An observation is required to gather information to see if an impact is made on the employees effectiveness. This observation of the behavior will allow the organization to see improvements on the job.
Results level raises the question whether a training or HRD effort improved the organizations effectiveness. It allows an organization to see if the training made the organization more profitable or more efficient to better serve its customers (Werner and DeSimone, 2012). When evaluating the results level it is suggested that you should measure before and after the training or class (evaluating training programs 2014). My experience with measuring results has allowed data to be gathered to determine if the program had an effect on the improvement of the office overtime. Did this training allow employees to advance processes to complete assignments more proficiently and accurately?
Evaluating training is a critical tool that will allow the success of an organization and the effectiveness of the program or class. Now therefore perform thedoing of it; that as there was a readiness to will, so there may be a performance also out of that which ye have(2 Corinthians 8:11). Kirkpatrick framework for training evaluation is a useful way to measure reaction, learning, behavior, and results in important ways.

There are faxes for this order.

Total quality management (TQM) has emerged in practice as a proven practical concept for bettering performances of businesses around the globe. Describe the role of leadership in TQM. Next, describe the importance of the concept of quality ownership throughout the company.