Exp22_excel_ch10_hoe – commodities 1.1 | Computer Science homework help

#Exp22_Excel_Ch10_HOE – Commodities 1.1ÿ
#Exp22 Excel Ch10 HOE Commodities 1.1ÿ
#Excel Chapter 10 Hands-On Exercise – Commodities
#Exp22_Excel_Ch10_HOE_Commodities
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Project Description:
You are a financial analyst for a brokerage firm. Your manager wants you to analyze commodity sales patterns of the top five brokers for the first quarter. Unfortunately, the data required to complete the analysis are distributed among several key data sources. You received basic broker information through an email and transaction information from an Access database, and you will need to retrieve real-time NASDAQ trading information from the Web. You do not want to simply copy and paste the data into the worksheet; you want to connect and transform data in Excel so that the constantly changing values are always up to date. You also want to create data visualizations to provide geospatial information and a business dashboard.
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Start Excel. Download and open ÿÿthe file named Exp22_Excel_Ch10_HOE_Commodities.xlsx. ÿÿGrader has automatically added your last name to the beginning of the ÿÿfilename.
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You have a list of client ÿÿinformation stored as a CSV file. You want to use Get & Transform Data ÿÿ(Power Query) to import the file, so the information will update as new clients ÿÿare added.ÿ
ÿÿUse Get & Transform (Power Query) to import the e10h1Client_Info.csv. Load the data. Rename the newly created ÿÿworksheet Clients.
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All commodity transactions are ÿÿstored in an Access database. You will use the Get & Transform tools to ÿÿimport this data while maintaining a connection to the database. You want to ÿÿuse the Power Query Editor to shape the data.ÿ
ÿÿUse Get & Transform (Power Query) to import the transactions table from ÿÿthe e10h1Transactions.accdb ÿÿdatabase. Load the data to a new worksheet.
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The database table you imported ÿÿcontains data that was incorrectly formatted. You will use the Power Query ÿÿEditor to reformat the data. In addition, a coworker created a list of broker ÿÿcontact information as a tab-delimited file in Notepad. You will use the ÿÿPower Query Editor to shape the data by splitting the columns and providing ÿÿunique data labels before importing it to Excel.ÿ
ÿÿUse the Power Query Editor to change the data type of the date field in the ÿÿTransaction query from Date/Time to Date format and the Purchase_Price and ÿÿSelling_Price fields to Currency.ÿ
ÿÿUse Get & Transform (Power Query) to load the e10h1Broker_Info.txt file in the Power Query Editor. Use Tab as ÿÿthe delimiter. Split the Name column using Space as the delimiter splitting ÿÿthe column at the Left-most occurrence. Rename the newly split columns Name.1 ÿÿand Name.2 First and Last respectively.ÿ
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Split the City, State column ÿÿusing Comma as the delimiter. Use Power Query to Trim the excess space off ÿÿthe newly created City, State.2 column. Split the City, State.2 column using ÿÿSpace as the delimiter. Then click or press the X located to the left of the ÿÿstep Changed Type3 in the Applied ÿÿSteps box located in the Query Settings pane.ÿ
ÿÿRename the City, State.1 column City, the City, State.2.1 column State, and the City, State.2.2 column Zip Code. Close & Load the ÿÿtransformed data and then rename the worksheet Brokers.ÿ
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Transactional information for ÿÿQuarter 4 sales are stored in a separate Access database. You will use Power ÿÿQuery to import the Quarter 4 data as a query and then append the ÿÿinformation, from the existing Transactions table.ÿ
ÿÿUse Get & Transform to load the 2024_Q4_Transactions table from the e10h1Q4_Append.accdb database in the ÿÿPower Query Editor. Then append the existing Transactions query with the data ÿÿfrom the 2024_Q4_Transactions query.ÿ
ÿÿUse the Power Query Editor to change the data type of the Date field to Date. ÿÿClose and load the appended query.
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You want to finalize the data in ÿÿyour report so it will not update if the external source is modified. You ÿÿwill ensure the external connection properties are set to not refresh the ÿÿdata when the file is opened. This change will ensure that when your report ÿÿis distributed there will be consistent data with no external connection ÿÿerrors.ÿ
ÿÿEdit the connection properties for each of the external connections so ÿÿbackground refresh and refresh the connection on refresh all are disabled.ÿ
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You have decided to enhance your ÿÿreport by using Power Pivot to create a PivotTable and PivotChart. You will ÿÿfirst enable the Power Pivot add-in, add the existing data to a data model, ÿÿand then create relationships. You want to use Power Pivot to analyze the ÿÿdata that was imported using Get & Transform. Because the data has ÿÿalready been imported, you will add the existing data to a data model.ÿ
ÿÿAdd the transaction information located in the range A1:I76 on the ÿÿTransactions worksheet to the data model.ÿ
ÿÿAdd the broker information located in the range A1:G6 on the Brokers ÿÿworksheet to the data model.ÿ
ÿÿAdd the client information located in the range A1:F19 on the Clients ÿÿworksheet to the data model.
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After adding all imported data ÿÿto the data model, you will define the relationships between the transactions ÿÿdatabase table, the broker information, and client information.ÿ
ÿÿCreate a relationship between the Transactions table Account field and ÿÿe10h1Client_Info Account field.ÿ
ÿÿCreate a relationship between the Transactions table Broker_ID field and ÿÿe10h1Broker_Info Broker_ID.
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You want to summarize the sales ÿÿof each agent in a PivotTable based on commodity. As your last step, you will ÿÿuse the relational data in the data model to create a PivotTable and ÿÿPivotChart.ÿ
ÿÿCreate a PivotTable starting in cell A1 based on the existing data model in ÿÿPower Pivot. Add the Last field to the Rows box, Date field to the Filter ÿÿbox, and Commodity to the Columns box.ÿ
ÿÿAdd the Selling_Price field to the Values box and apply Accounting Number ÿÿformat to the range B5:E10.ÿ
ÿÿAdd a Clustered Column PivotChart based on the PivotTable. Position the chart ÿÿso the upper right corner is in cell F3. Add the chart title Sales Data. Ensure the chart title appears ÿÿat the top of the chart.ÿ
ÿÿRename the worksheet Sales_Analysis.
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You want to create a 3D Map tour ÿÿthat displays your current client locations. You want to visualize locations ÿÿand client salaries.ÿ
ÿÿCreate a 3D map using the City field from the e10h1Client_Info file as the location. Add Earnings as the Height ÿÿdimension and the Account field as the Category dimension.ÿ
ÿÿRemove the legend and save the 3D map.
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After adding the dimensional ÿÿvisualizations to the 3D Map, you want to create a tour to better view the ÿÿdata from different angles.ÿ
ÿÿCenter the map so the United States is in the center of the map area for ÿÿscene 1. Add a new scene that repositions the map to show the Eastern ÿÿseaboard. Edit scene 1 to use the Fly Over effect for a duration of 4 ÿÿseconds. Edit scene 2 to use the Push In effect.ÿ
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Save and close Exp22_Excel_Ch10_HOE_Commodities.xlsx. ÿÿExit Excel. Submit the file as directed.

Exp19_access_ch09_hoeassessment – food inspections 1.0

Exp19_Access_Ch09_HOEAssessment – Food Inspections 1.0
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Project Description:
Your job at the Chicago Health Inspection Agency has been fun and challenging. You have been making daily updates to the Agency’s database with the help of your boss, Anne Serdifone. The database tables may already be normalized; however, you need to examine the tables to verify this. Based on your understanding of the rules of normalization, you decide to recommend some design changes to the database.
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Start Access. Open the ÿÿdownloaded Access file named Exp19_Access_Ch09_HOEAssessment_Food_Inspections.accdb. ÿÿGrader has automatically added your last name to the beginning of the ÿÿfilename.
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Anne has asked you to review the ÿÿtable structure to see if any changes should be made. You decide to apply the ÿÿrules of normalization to the Inspections table.ÿ
ÿÿOpen the Inspections table in ÿÿDatasheet view. Look for repeating groups in the Inspections table. The ÿÿViolation field has multiple values separated by bars. This qualifies as a ÿÿrepeating group. This information has been added to a new table and will be ÿÿremoved from this table. For simplicity?s sake, the information for ÿÿinspection violations has been preloaded to a table called Violations, so ÿÿremoving the Violation field from the Inspections table is required to ÿÿconform to 1NF.ÿ
ÿÿSwitch to Design view. Click the row selector ÿÿfor the Violation field and click Delete ÿÿon the Home tab in the Records group. Click Yes when asked for confirmation, and switch to Datasheet view. ÿÿClick Yes when prompted to save.
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After you remove the Violation ÿÿfield, you will examine the Inspections table and convert to second normal ÿÿform. Examine the Inspections table and notice there are multiple Inspections ÿÿwith Dominick Cortez as the Business Owner.ÿ
ÿÿSwitch to Design view for the Inspections table. Business Owner is determined ÿÿby Business ID and are attributes of the business, not a specific inspection. ÿÿFields will need to be removed to satisfy 2NF. In a real-world scenario, you ÿÿwould need to create a separate table for this information, but the ÿÿBusinesses table is provided so you do not have to perform data entry.ÿ
ÿÿExamine the Inspections table. Click the row ÿÿselector for the Business Owner field and click Delete in the Records group of the Home tab, clicking Yes in response to the warning.ÿÿYou deleted this field because it is not functionally dependent on the entire ÿÿprimary key. Save the Inspections table. Switch to Datasheet view.
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The final step to improve the ÿÿAgency?s Inspections table is to convert to third normal form: The value of a ÿÿnon-key field cannot be functionally dependent on the value of another ÿÿnon-key field. ÿ
ÿÿLook for any non-key field values in the Inspections table that are ÿÿfunctionally dependent on another non-key field value. Facility Type ID ÿÿ(non-key) is functionally dependent on Business ID (non-key). If you know the ÿÿBusiness ID, you can determine the Facility Type ID, which will help you ÿÿdetermine the Facility Type. A table named Facility Types already exists.ÿ
ÿÿSwitch to Design view in the Inspections table. Delete the Facility Type ID field, clicking Yes in response to all warnings you ÿÿreceive. You delete the Facility Type ID field because it is functionally ÿÿdependent on the Business ID field and therefore is not allowed in the ÿÿInspections table. Normally, this would then require you to set up a new ÿÿtable, but as you already have a Facility Types table, you can simply delete ÿÿthe Facility Type ID field. Note that this may not always be the case.ÿ
ÿÿSwitch to Datasheet view, saving the table. The table now meets 3NF criteria. ÿÿClose the Inspections table.
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You will now create ÿÿrelationships for the tables in the database. Due to the changes you made to ÿÿthe design, you will add relationships to ensure the database functions ÿÿcorrectly.ÿ
ÿÿClick the Database Tools tab and ÿÿclick Relationships in the ÿÿRelationships group to show the Relationships window. Click Show Table. Click each table and click Add. Once you have added all five tables, click Close to close the Show Table dialog ÿÿbox.
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Drag the Inspection Type ID field from the Inspection Types table to the ÿÿInspection Type ID field in the Inspections table. The Inspection Types and ÿÿInspections tables are related by the common Inspection Type ID field. Select ÿÿthe Enforce Referential Integrity ÿÿand Cascade Update Related Fields ÿÿoptions. Click Create to create ÿÿthis relationship.
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Repeat the steps to connect the ÿÿBusinesses and Inspections tables via the Business ID field.
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Repeat the steps to connect the ÿÿBusinesses and Facility Types tables via the Facility Type ID field. ÿ
ÿÿYou may also notice the Inspections and Violations tables are not yet linked. ÿÿYou are leaving these tables unlinked intentionally as you want to discuss ÿÿthe contents with your supervisor.ÿ
ÿÿSave the relationships and close the Relationships window.
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Select the Inspections table, and create a basic report using the Report ÿÿtool. Save the report as Inspections Report. Close the report.
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Select the Violations table and create a report using the Report tool. Save ÿÿthe report as Violations Report. Close the report.
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Click the Create tab and click Navigation ÿÿin the Forms group. Select the Horizontal ÿÿTabs option. A new Horizontal Tabs navigation form displays. Drag the Inspections Report from the ÿÿNavigation Pane to [Add New].
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Add Business Report, Facility ÿÿTypes Report, Inspections Types ÿÿReport, and Violations Report, ÿÿin that order to the navigation form.
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Switch to Form View and click each tab to test the form. Save the ÿÿnavigation form with the default name and close the form.
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To simplify the look and ÿÿfunctionality of the database, you will hide the Navigation Pane and set the ÿÿNavigation Form to open automatically when the database is opened.ÿ
ÿÿClick the File tab, click Options, and in the Access Options ÿÿdialog box, click Current Database. ÿÿScroll to the Navigation section of the dialog box and deselect Display Navigation Pane. The ÿÿNavigation Pane will now be hidden from view. ÿ
ÿÿIn the Navigation Options, click the arrow next to Display Form: and select the newly created Navigation Form. Click OK ÿÿto close the dialog box. Click OK.ÿ
ÿÿThe Navigation Form will now display upon opening the database. Save and ÿÿclose the database. Re-open the database to test the changes. The Navigation ÿÿForm should display upon opening the database and the Navigation Pane should ÿÿnot be visible.
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Save the database. Close the ÿÿdatabase, and then exit Access. Submit the database as directed.

La Trobe University Melbourne Campus Opinion piece as per below

OPINION PIECEPlease note that topics listed below can also be used to write an academic essay. If you prefer to write an essay from that list of topics, rather than an opinion piece as listed here that is also okRATIONALE FOR WRITING AN OPINION PIECEIn the academy, we learn to back up opinions with evidence-based arguments. Some would go as far as saying that scholars should not disclose their own personal opinion on a topic. As you know, GSDS was built on redressing the way in which personal everyday lived experiences of the marginal were entangled in political issues that connected to a history of much deeper and broader struggles of inequality, power and justice.Popular opinion about marginalised social groups is often phobic, misleading and harmful, so GSDS scholars often start on the back foot when engaging with public debates. This assignment asks you to rise to the challenge of using your GSDS knowledge to engage with public debate. The aim of such writing is to influence and persuade readers of a position, perhaps introduce a new or nuanced perspective on a tired argument, or even change the very terms of debate.The difficulty with writing an opinion piece with academic knowledge is that the language of the public sphere aligns more readily with mainstream common sense and unfortunately sometimes also with popular prejudice. The task of the opinion piece is to engage the reader and get them thinking, talking and acting. The tone is thus quite different from the supposed position of neutrality and objectivity of much academic writing. The challenge is to find your own voice in your acquired academic knowledge (with as little jargon as possible) to engage with public debate.CHOOSING YOUR AUDIENCE AND TOPICOpinion pieces need to be tailored to a target audience and the topic needs to find a way of connecting to readers. Imagine you are writing for a newspaper or popular journal. The type of opinion piece could suit anything from the Herald Sun, through to TeenVogue, The New Yorker, or Overland. Also have a look at opinion writing on the ABC and SBS websites. Writing a piece for a publication that you read yourself is probably the best way of working out what you want to write about and who you want to talk to.Like the mock tweet exercises on padlet, this assignment also asks you to find something that you are passionate about that relates to democracy diversity and dissent. Feel free to use the same topic you have chosen for your mock tweets, or choose a new one. Contact Carol via email or arrange a zoom meeting if you want to discuss your choice.STRUCTURE OF OPINION PIECEWith a length of 800- 1000 words you will usually around 4 or 5 paragraphs, inclusive of introduction and conclusion.There are plenty of how to guides on the internet ? a simple wikihow high school-ish guide provides a good overview of the structure that can be applied to more complicated topics. The WritetoDone website offers a nice general guide, which is useful for thinking about voice and how to write for an average (non-academic) reader. It is also useful to have a look opinion columnists whose work that you like. Search for opinion pieces by Celeste Liddle, Gary Younge, Alana Lentin, Chelsea Bond, and GSDS lecturer, Yassir Morsi for examples of good op-ed writing.ASSESSMENTYou are assessed on the task of engagement for this assignment, not the end product. You are not expected to write like those who have been doing a couple of op-eds per week for decades. You will be assessed on getting the task done and taking the risk of engaging with a public issue. Please feel free to explore your voice in writing such a piece, and enjoy the process. Possible questions:1. Examine the problem of speaking for others when the matter of legitimate representation is at issue. Use one case or more to illustrate to what extent the identity marker of a representative matters. (think about the following in constructing your answer: Do they have to belong to the identity group that they are representing? What strategies would make the matter of representation more just and enabling for marginalised groups?)2. Assess the claim that ?authentic democracy is not compatible with representation?, particularly for under-represented, marginalised groups. 3. Assess how ?culture wars? take place in relation to constructions of Australian National Identity. Pay particular attention to ways in which one or more of such categories as gender, ethnicity, class, and sexuality play a part in these debates. 4. Assess how controversial artworks have been censored or threatened censorship on the grounds of one of the following: obscenity, blasphemy, sexual explicitness, or propaganda. What does the case reveal about the status of social identity involved, and what does this imply for dealing with comparable cases? 5. To what extent do you think art is a powerful means for inciting social change? Use case studies to illustrate answer 6. To what extent do you agree with Saba Mahmood that laws around free expression are not neutral, but produce ?normative notions of religion and religious subjectivity? (Is Critique Secular? p. 150) Using one case study or more (hijab debates, multiculturalism, cosmopolitanism, satirising religious deities) to answer the question. 7. Pick a case where an identity struggle has been accused of political correctness going mad (eg. Cultural appropriation, no platforming, trigger warnings, call out and pile on culture), and highlight the most important issues that need addressing to move discussion forward.

As a financial analyst or advisor who may be advising organizations

ÿChoose any US publicly traded company of your liking. Let me know which company you choose please, or your maybe two youre considering. Like withinÿ today.
Overview
Risk management is the process of identifying, analyzing, and either accepting or mitigating uncertainty in investment decision making. Risk management occurs everywhere in the financial world: when an investor buys low-risk government bonds over more risky corporate debt, when a fund manager hedges their currency exposure with currency derivatives, and when a bank performs a credit check on an individual before issuing a personal line of credit.
As a financial analyst or advisor who may be advising organizations and/or individuals on effective investment strategies, it is crucial that you understand the sources of risk and how to avoid, minimize, or mitigate risk in order to achieve the investor?s objectives.
The purpose of this final project is for you to demonstrate what you have learned about risk management in a real-world context. You will demonstrate through this project your ability to comprehensively analyze a company as a potential investment opportunity, based on its level of risk and your knowledge of risk mitigation and management techniques. This skill set will serve you well whether you are a managing within a firm, acting as an external consultant to an organization, or handling your own personal investment strategies.
In this assignment, you will demonstrate your mastery of the following course outcomes:

Determine appropriate asset allocation strategies for ensuring optimal portfolio diversification
Analyze organizational characteristics of potential investment opportunities for identifying investments that meet asset allocation and portfolio diversification needs
Assess risk associated with potential investment opportunities for ensuring informed investment decision making that balances risk with return
Propose risk management strategies appropriate to business-specific scenarios for maximizing return
Select appropriate long-term investments from potential opportunities that minimize risk while maximizing return

Prompt
For this final project, you will research a publicly-traded US company of your choice to analyze it as a potential investment opportunity. In your analysis, you will examine risk and techniques for managing it, and synthesize your research and analysis in determining if the company is a feasible investment opportunity.
Specifically, the following critical elements must be addressed:
I. Introduction: Provide a brief overview of the company you have selected with regard to its potential as an investment opportunity. Be sure to include the following items in your overview:
a)What is the size of the company relative to other companies in the industry, both currently and historically?
b)What is the company?s leadership position in its industry? In other words, is this company considered a leader or a follower? Be sure to defend your response.
c)What is the financial position and profitability of the company, both currently and historically?
d)Analyze the company?s major product lines. How important are these major products in generating the company?s revenues? What level of success have the products enjoyed in the marketplace? What is the implication of this on the feasibility of the company as a potential investment opportunity? Consider discussing the interrelationship among product lines, revenue, and investment potential, and be sure to defend your reasoning.
II. Investment Analysis
a)What is the perception in the market of this company?s stock?
b)How would you view this stock as an individual investor? Why?
c)What asset allocation strategy might you recommend for including this company?s stock in a portfolio? Be sure to justify your recommendation(s).
d)How do you feel a portfolio manager would treat this stock and others from the same industry from an asset allocation perspective? What leads you to this conclusion?
III. Risk Analysis
a)What is a specific risk that you have identified as relevant to this company, its product(s), and its industry?
b)As which type of risk would you classify it? In other words, is it considered stand-alone, corporate, or market risk? Be sure to defend your reasoning.
c)What do you feel is the impact of the risk with regard to the company?s external environment (i.e., economic trends, regulatory landscape, and competition), as well as its internal environment (i.e., people, process, and infrastructure)?
d)To what extent do you feel this risk can be effectively balanced with return? Be sure to justify your reasoning.
IV. Risk Management Strategies
a)What risk management technique do you feel would be most appropriately employed to minimize or mitigate the effect(s) of this risk? Why?
b)Similarly, what strategies might you suggest for maximizing return in the face of this identified risk? Why?
c)What recommendations would you make in terms of determining the effectiveness of these risk/return management measures over time? Be sure to justify your recommendations.
V. Feasibility as an investment opportunity
a)Calculate one standard financial ratio from each of the broader categories of leverage, liquidity, operating, profitability, and solvency ratios for the company.
b)Compare the ratios you calculated for your company to those of its competitors/industry average, and identify discrepancies that you find. For example, an analysis of Coca Cola should include a comparison with PepsiCo, since these two companies are similar in size and scope.
c)Analyze the ratio discrepancies between your selected company and its competitors, and explain why you feel these discrepancies exist, as well as their impact on the company?s potential as an investment opportunity. Be sure to defend your reasoning.
d)What do you feel are your selected company?s strengths and weaknesses as a potential investment opportunity? What is it doing well? What do you feel are some areas in need of improvement? Be sure to defend your rationale.
VI. Conclusion:ÿBased on your overall analysis, would you recommend your selected company as an investment opportunity over its competitors? Be sure to justify your rationale.
APA Format
13-18 pgs
Please see attached Rubric

Organizational Development and Change Case

Module 5 – Case Organizational Development and Change Case Assignment    Organizational Development and ChangeIn this module?s Case Assignment, we will again use an experiential approach. You will engage in a personal applied case on the topic of organizational development. As in earlier modules, use the following outline to structure your 4- to 6-page paper. You may use the subtitles as headings within your paper.Introduction: Discuss the topic of the paper and how you will approach it. It is best to write this section after you have written the rest of the paper.Concrete Experience: Begin with a specific situation/event. Describe a change that occurred at your workplace that was significant and meaningful to you. It may have been an extraordinarily good experience?or it may have been an experience that did not work out very well at all! The important point is that it should be an experience which you would like to understand better. Be objective and focus on just the facts: who, what, where, when, and how?as if you were composing a newspaper article.Reflective Observation: Reflect upon that change experience from multiple perspectives of persons involved or affected in the organizational change. Step back from the situation, look at the organizational change from your own viewpoint, and from the perspective of all other parties involved or affected. You want to look at the circumstances surrounding the experience from every relevant point of view. Why did you react and behave the way that you did? Why did others behave the way that they did? Did others have the same positive (or negative) experience? Explain. (Note: your discussion of theories and models from your module materials belongs in the following section.)Abstract Conceptualization: Use critical thinking skills in order to understand and interpret the change experience at a deeper, more generalizable level. Interpret and understand the events you have described by drawing on the concepts, theories, and models in the background material from this module. Explain how they apply to your experience. For example, what steps in the change process were undertaken in the change process you experienced. Which Organizational Development technique, if any, was applied and used in your actual experience? Which Organizational (OD) Development technique do you think should have been applied and why? Compare the actual experience with the change plan you develop from your chosen OD technique. Be sure to apply at least three concepts, theories, and/or models and cite all references to concepts, ideas, and/or quotes that you use from any outside source.(This Abstract Conceptualization section is the ?heart? of your paper. Using critical thinking skills, provide a clear, specific discussion on the logic, theories, and models and how they apply to your experience.)Active Experimentation: Identify ways to respond to the next occurrence of a similar experience. What have you learned about the way organizational development and change can take place from this analysis? What have you learned from any mistakes? How are you going to put what you have learned to use? What actions will you take to lead effective change at a business or organization?Conclusion: Sum up the main points of your analysis and the key learning you are taking from it.Reference List: List all references that you have cited in the paper using APA formatting. References include materials from the required background readings as well as any outside internet or library sources you used in researching and writing your paper.Your paper will be evaluated using the criteria as stated in the Case rubric. The following is a review of the rubric criteria:Action ResearchOrganizational Development refers to the theory and practice of how organizational leaders can implement interventions that lead to effective organizational change and improve organizational performance. Organizations consist of multiple departments, managers, and individual employees each with their own issues. Each industry also has its own sets of concerns. Diagnosing the problems faced by an organization can be a very difficult task.Fortunately, there are techniques available to help both diagnose problems faced by organizations as well as find solutions to these problems. The basic building block for Organizational Development is a technique called Action Research.A good place to start is this introductory video on organizational development:Weiher, A. (2014). Artifact: Organization Development. To supplement the video, read the following introductory book chapter. Pay special attention to the section on action research as applied to organizational development which starts on page 20:McLean, G. N. (2006). Chapter 1: What is organization development? Organization Development: Principles, Processes, Performance. San Francisco: Berrett-Koehler Publishers. [EBSCO eBook Collection. In the EBSCO book collectionNow read up in more detail on action research with the following two chapters:Haneberg, L. (2005). Chapter 3: The action research approach to change. Organization Development Basics. Alexandria, VA: American Society for Training & Development. [EBSCO eBook Collection]Lurey, J. & Griffin, M. (2013). Section 2: Chapter 4: Action research: The anchor of OD practice. In Vogelsang, J. (ed). Handbook for Strategic HR: Best Practices in Organization Development from the OD Network. Saranac Lake, NY, USA: AMACOM Books, pp. 46-52. [EBSCO eBook Collection]Large Scale InterventionOrganizational Development also involves large-scale organizational change. A key contribution of organizational development is identifying the value of the wide range of opinions and information that a large number of employees at different levels of the organization can provide. Rank-and-file employees and mid-level managers will certainly be more likely to go along with any change decision if they have input. For any large-scale change, valuable information and input can be obtained if a wide range of employees are involved in the planning process.However, it can be very difficult to involve a large number of employees in a decision-making process. There is always the danger of ?too many cooks spoiling the broth? or an inability to reach some type of agreement. Fortunately, Organizational Development experts have created several techniques called Large Group Interventions that are specially designed to involve a larger number of employees in an organizational change process. Large Group Interventions typically involve holding a conference for two or three days with a large number of participants.There are quite a few Large Group Interventions that are widely used. For this module, we will be focusing primarily on two techniques. Future Search is a relatively focused and structured method developed by Sandra Janoff and Marvin Weisbrod. The focus of Future Search is ?getting the whole system in the room? and involving representatives of key stakeholder groups within the organization to find common ground on what kind of future is desired for the organization and how to reach this desired future outcome.Another method that we will cover is Open Space Technology. This method is less structured and much more informal than Future Search. Open Space Technology can involve a huge number of participants, and also allows any participant to come up with an idea for discussion. Any participant can propose a discussion topic and schedule a time and place for discussion during the two or three days of the Open Space Technology conference. After sessions are scheduled, participants can pick and choose which sessions to attend. The choice of topics discussed as well of the schedule of an Open Space Technology conference are set almost entirely by the participants. At the end of the conference, reports and recommendations from each session are shared with all of the participants. For background on organizational development through large-scale intervention, view these two videos for a basic introduction to the large group intervention methods Open Space Technology and Future Search. These are short animated videos that will explain the basics of these methods.Pashley, S. (2012). Open Space. NHS Research and Development Forum. Kaapz. (2010). Kaapz and Future Search Now read these two articles for a basic overview of large group interventions such as Future Search and Open Space Technology:Nixon, B. (1998). Creating the futures we desire – getting the whole system into the room: Part I. Industrial and Commercial Training, 30(1), 4-11. [ProQuest]Leith, M. (1996). Organizational change and large group interventions. Career Development International, 1(4), 19-23. [ProQuest]Finally, take a closer and more detailed look at Future Search and Open Space Technology with these final two readings:Norum, K. E. (2005). Chapter 15: Future Search conversation. In Dialogue as a Means of Collective Communication (pp. 323-333). Springer Science & Business Media B.V. / Books. [Business Source Complete]Rogers, J. (2010). Large group interventions. Facilitating Groups. Maidenhead: McGraw-Hill Education. Pp. 98-104 [EBSCO eBook Collection. Note: this is a section at the end of Chapter 3Appreciative InquiryAnother organizational development technique is called Appreciative Inquiry (AI). AI is an alternative approach to Action Research. Usually standard Organizational Development techniques focus on identifying problems. AI involves a considerably different approach. Instead of focusing on problems, AI involves identifying what has worked well in an organization in the past. An AI consultant might collect information from employees on what has worked well in the past, and then work with the team or organization to build upon these positive aspects. It is not clear if AI is preferable to standard OD techniques in all situations, but it is nonetheless a useful alternative approach that has become widely popular and worthwhile to learn about and consider.To start, view this short introduction to the basic concept of Appreciative Inquiry:Hayes, J. (2009). Appreciative inquiry. Aarhus School of Business Now take a look at this slightly more detailed video. Pay close attention to the discussion of the ?4D Model? towards the end of the video:Kelm, J. (2011). What is Appreciative Inquiry? Appreciative Engagement. Now take a close look at these two short but important articles which provide direct comparisons between Appreciative Inquiry and traditional Organizational Development techniques as well as some of the main advantages and disadvantages of Appreciative Inquiry:Venter, J. (2010). Appreciative inquiry. Accountancy SA, , 42-44. [ProQuest]Zemke, R. (1999). Don’t fix that company! Training, 36(6), 26-33. [ProQuest]Finally, read up in more detail with these more comprehensive chapters on Appreciative Inquiry. For the first of these readings, pay special attention to Table 1 and the comparison between Appreciative Inquiry and traditional Action Research (Deficit-Based) problem solving methods. For the second reading, pay special attention to the discussion of what is involved in each of the ?4 D? steps:Whitney, D. K., & Trosten-Bloom, A. (2010). Chapter 1: What is Appreciative Inquiry? The Power of Appreciative Inquiry: A Practical Guide to Positive Change. San Francisco: Berrett-Koehler Publishers. [EBSCO eBook Collection]Lewis, S., Passmore, J., & Cantore, S. (2016). Chapter 4: Appreciative inquiry: How do you do it? In Appreciative inquiry for change management: Using AI to facilitate organizational development. London: Kogan Page. [EBSCO eBook Collection]Haneberg, L. (2005). Chapter 3: The action research approach to change. Organization Development Basics. Alexandria, VA: American Society for Training & Development. [EBSCO eBook Collection]Hayes, J. (2009). Appreciative inquiry. Aarhus School of Business Kaapz. (2010). Kaapz and Future Search Kelm, J. (2011). What is Appreciative Inquiry? Appreciative Engagement. Leith, M. (1996). Organizational change and large group interventions. Career Development International, 1(4), 19-23. [ProQuest]Lewis, S., Passmore, J., & Cantore, S. (2016). Chapter 4: Appreciative inquiry: How do you do it? In Appreciative inquiry for change management: Using AI to facilitate organizational development. London: Kogan Page. [EBSCO eBook Collection]Lurey, J. & Griffin, M. (2013). Section 2: Chapter 4: Action research: The anchor of OD practice. In Vogelsang, J. (ed). Handbook for Strategic HR: Best Practices in Organization Development from the OD Network. Saranac Lake, NY, USA: AMACOM Books, pp. 46-52. [EBSCO eBook Collection]McLean, G. N. (2006). Chapter 1: What is organization development? Organization Development: Principles, Processes, Performance. San Francisco: Berrett-Koehler Publishers. [EBSCO eBook Collection. In the EBSCO book collectionMorris, D. (2011) AI in business renewal: Turning around a manufacturing Division at John Deere. Retrieved from Nixon, B. (1998). Creating the futures we desire – getting the whole system into the room: Part I. Industrial and Commercial Training, 30(1), 4-11. [ProQuest]Norum, K. E. (2005). Chapter 15: Future Search conversation. In Dialogue as a Means of Collective Communication (pp. 323-333). Springer Science & Business Media B.V. / Books. [Business Source Complete:Pashley, S. (2012). Open Space. NHS Research and Development Forum. Rogers, J. (2010). Large group interventions. Facilitating Groups. Maidenhead: McGraw-Hill Education. Pp. 98-104 [EBSCO eBook Collection. Note: this is a section at the end of Chapter 3Venter, J. (2010). Appreciative inquiry. Accountancy SA, , 42-44. [ProQuest]Weiher, A. (2014). Artifact: Organization Development. Whitney, D. K., & Trosten-Bloom, A. (2010). Chapter 1: What is Appreciative Inquiry? The Power of Appreciative Inquiry: A Practical Guide to Positive Change. San Francisco: Berrett-Koehler Publishers. [EBSCO eBook Collection]Zemke, R. (1999). Don’t fix that company! Training, 36(6), 26-33. [ProQuest]Weisbord, M. R., & Janoff, S. (2010). Future Search: Getting the Whole System in the Room for Vision, Commitment, and Action. San Francisco: Berrett-Koehler Publishers [EBSCO eBook Collection]Owen, H. (2008). Open Space Technology: A User’s Guide (3rd Edition). Williston, VT, USA: Berrett-Koehler Publishers. [EBSCO eBook Collection]Cooperrider, D. L., Whitney, D. K., & Stavros, J. M. (2008). Appreciative Inquiry Handbook: For Leaders of Change. Brunswick, OH: Berrett-Koehler Publishers. [EBSCO eBook Collection]Morris, D. (2011) AI in business renewal: Turning around a manufacturing division at John Deere. Retrieved from

1. assume that virginia enacted a law prohibiting, until further

1. Assume that Virginia enacted a law prohibiting, until further notice, all grocery stores in Virginia from selling all powdered spices manufactured in, or shipped from, Maryland. This law was enacted because it was discovered that the spices recently manufactured in Maryland were infected with bacteria. Determine the constitutionality of the Maryland statute. The statute is:A. Unconstitutional; it violates grocery store owners’ substantive and procedural due process rights under the 5th and 14th Amendments because they are private businesses.B. Unconstitutional; the statute imposes an undue burden on interstate commerce.C. Constitutional; it is a valid exercise of Maryland’s police power.D. Constitutional; the statute involves the sale of goods which is valid under UCC rules, thus, the state constitution does not apply.2. Dan went to Doctor to have an x-ray. Dan did not sign a written contract, and Dan and Doctor did not make an oral agreement regarding the x-ray. When Doctor billed Dan $500 for the x-ray, Dan refused to pay. Doctor sued Dan to recover the $500. Which of the following is true about Doctor’s lawsuit?A. Doctor can recover under the quasi-contract theory of promissory estoppel.B. Doctor can recover under an implied contract theory.C. Doctor cannot recover because there was no express contract.D. Doctor cannot recover because Dan did not give consideration for the bargain.3. Sam orally agreed to sell Jamie some land for $500,000. Jamie paid Sam the $500,000; Sam gave Jamie the deed to the land. Jamie took possession of the land and began building a cabin on it. One month later, Sam tried to retake possession of the land by arguing that the contract for the sale was invalid because it was oral, not written. Sam sued Jamie to invalidate the contract and retake the land.The court will likely conclude that Sam will:A. Win; the sale exceeded $500 so the contract must be written to be valid under the Statute of Frauds.B. Win; all land sales contracts must be written.C. Lose; because the contract was fully executed Sam cannot rescind the contract.D. Lose; because Jamie had begun building a cabin on the property, Sam cannot rescind the contract.4. Roxy, while driving through Wyoming to her home in Montana, accidentally lost control of her car and drove it through a window into a store owned by Colt. Colt sued Roxy in a Wyoming court for damages to his store.Will the Wyoming court likely be able to exercise jurisdiction over Roxy?A. No, because Wyoming has no in personam (personal) jurisdiction over Roxy, and cannot exercise its long arm statute only in cases involving automobile accidents.B. No, because Wyoming has no in personam jurisdiction over Roxy, and cannot justify minimum contacts in this case.C. Yes, Wyoming can exercise jurisdiction in this case because there is a federal question involved due to the diversity of citizenship between the parties.D. Yes, because Wyoming can assert in personam jurisdiction over Roxy under the minimum contacts test.5. Assume a salesperson intentionally made one of the following statements – knowing that the statement was false – to a customer considering a purchase. Which statement could create liability for fraudulent misrepresentation if the customer made the purchase?A. “In my opinion, this car is in flawless mechanical condition.”B. “This crane will probably lift about 10,000 pounds.”C. “This car is a real gem.”D. “This is an original painting by the artist, Pablo Picasso.”6. Kim carelessly parked her car on a steep hill, leaving the car in neutral and failing to engage the parking brake. The car rolled down the hill and knocked down an electric line. The sparks from the broken line ignited a grass fire that spread to a barn several yards away. The roof of the burning barn fell and damaged a passing car owned by Ray. Can Ray likely recover damages from Kim under ordinary negligence?A. Yes, because Kim was negligent in parking the car.B. Yes, because Kim set in motion the chain of events that resulted in damage to Ray’s car, even though Kim did not directly hit the car.C. No, because of the unforeseeable intervening force doctrine.D. No, regardless of Kim’s negligence in parking the car as her negligence was not the proximate cause of the accident and harm that occurred to Ray.7. Lee sued Don in negligence. Lee’s losses total $100,000. Under a contributory negligence system, if Lee is found to be contributorily negligent for her own injuries, what damages will Lee like recover from Don?A. None.B. $100,000.C. $100,000, less the percentage of fault (e.g., 20%, 60%, etc.) for which Li was responsible.D. $100,000, less the percentage of fault for which Li was responsible, so long as Li was not more than 50% responsible for the injuries.8. X and Y agreed that X would sell Y his small business, including the land on which the business was situated, for $500,000. Both X and Y knew at the time the contract was formed that the business was actually worth $800,000. Is this a valid, enforceable contract?A. Yes, provided the contract was in writing, in accordance with the Statute of Frauds and the parties freely consented.B. Yes, provided the contract was in accordance with state statutory law that permits real estate sales for 40% or more below market value.C. No, because $500,000 is not valid consideration for a business worth $800,000.D. No, because X has no pre-existing legal duty to sell his business.9. Ralph, a 16-year old minor, is manager for the high school football team. Ralph signed a contract to purchase alcoholic beverages from Liquormart, Inc. for the team party. This contract is:A. Void as a matter of law because it is illegal to sell alcohol to minors by state law.B. Void only if Ralph misrepresented his age and told Liquormart he was an adult.C. Valid and enforceable, but Ralph has the right to disaffirm because he is a minor.D. Valid and enforceable, if Liquormart knew that Ralph was a minor.10. Reg offered to sell his motorcycle to Thelma for $8,000. Thelma replied, “Your price is too high. I will purchase your motorcycle for $7,000”. Reg agreed and they committed their agreement to writing. This transaction can be characterized as:A. An enforceable contract because Reg’s acceptance of Thelma’s offer was a clearly communicated acceptance.B. An enforceable contract because Thelma’s counteroffer was less than Reg’s original offerC. An unenforceable contract because Thelma’s offer was not the mirror image of Reg’s original offer as is required under common law contract rules.D. An unenforceable contract unless either Reg or Thelma is a merchant, as defined by the UCC, because sale of personal property contracts are valid only if one of the parties to the contract is a merchant.11. Someone who recovers damages for breach of contract typically can recover:A. Only those compensatory damages/losses that can be proven with reasonable certainty.B. For all consequences of the breach, e.g., pain and suffering, whether or not the damages are foreseeable.C. Only for foreseeable damages.D. Punitive damages.12. Ed and Nora signed a contract that included a statement, “No evidence of oral negotiations may be used to change the terms of this contractual writing.” Later Ed sued Nora for a breach of contract. In court, Nora testified that she did not breach their agreement because, after signing the written contract, she and Ed orally agreed to change the contract terms. Nora’s testimony will:A. Be admitted by the court as evidence that Nora did not breach the contract.B. Be admitted as a valid exception under the Parol Evidence Rule.C. Be admitted if Nora is a minor because the Parol Evidence Rule does not apply to contracts with minors.D. Not be admitted under the Parol Evidence Rule.13. A city ordinance permits street vendors to operate only within certain commercial areas of the city to prevent dangerous traffic congestion. The street vendors sued the city claiming that the restrictions were a violation of their equal protection rights as other businesses are not restricted to operating only in certain commercial areas within the city.How would you classify the ordinance?A. Constitutional; because the city has a justifiable purpose in enacting the ordinance, it does not violate the equal protection rights of street vendors.B. Constitutional; because street vendors are private businesses, they are not protected by the equal protection clause of the 14th Amendment.C. Unconstitutional; the ordinance unduly discriminates against street vendors as compared to other business owners and thus, violates the vendors’ equal protection rights.D. Unconstitutional; privately owned vendors, unlike public businesses, have a constitutional right to conduct business in any commercial area of their choice.Part 2 of 4 – Part 2: Two Multiple-Choice Questions Based on the Same ScenarioAnswer the next two questions regarding the following scenario:Scenario: Jones, a resident of Arizona, booked reservations for a vacation at World Hotels, Inc. in Cabo Mar, Mexico. World Hotels is an international hotel chain incorporated in Delaware with hotels in North and South America; World Hotels has no hotels in Arizona but does advertise and book reservations for all its hotels over the internet, in any state. World Hotels has booked reservations in the past with residents of Arizona.While a guest in the hotel in Cabo Mar, Jones was walking across the hotel lobby, and slipped and fell on the wet marble floor that had been just washed by the maintenance staff. The staff had placed a “wet floor” sign on the lobby floor on the side wall of the lobby.Jones was taken to the nearest Mexican hospital where surgery was necessary to place a pin in his broken leg. Anxious to return home and see his regular doctor, Jones flew out of Mexico shortly after the surgery. He required two plane seats and an ambulance to meet him at various airports. His health insurance would not cover his hospital stay in Mexico as it was located outside the U.S. When back in Arizona, Jones was unable to work for 8 weeks and required another surgery to remove the pin. He also required several weeks of physical therapy.14. Jones wants to sue World Hotels, Inc. for negligence for $450,000 to recover all his medical expenses in Mexico and the US; for $50,000 for the cost of the plane trip from Mexico to Arizona, the 2 plane seats and ambulance costs in various airports; $10,000 for 8 weeks of lost wages; and $50,000 for pain and suffering resulting from the injury. Can he sue in federal court?A. Yes, because federal court always has jurisdiction over citizens of different states.B. No, because federal court does not have jurisdiction in cases that do not involve federal laws.C. Yes, because the federal court may have jurisdiction over citizens of different states and the lawsuit involves damages greater than $75,000.D. No, because the federal court has no jurisdiction over an accident that occurred in Mexico.15. It would be easier for Jones to bring the lawsuit in Arizona state court, but he wonders if the court can get World Hotels to come to Arizona. Can the Arizona state court impose jurisdiction over World Hotels to bring the company to court in Arizona?A. No, because the subject of the lawsuit took place in a foreign country.B. No, because the corporation does not have sufficient minimum contacts with Arizona to allow the Arizona court to use the long arm statute to establish jurisdiction in Arizona.C. Yes, because the Jones is a resident of Arizona and he is the plaintiff in the lawsuit.D. Yes, because World Hotels has sufficient minimum contact with the state of Arizona to justify the court’s use of the long arm statute.16. Clarkson and Lee did not have a contract, but Clarkson completed extensive landscaping in Lee’s yard by mistake while Lee was away on vacation. Clarkson sent Lee a bill for the landscaping service but Lee refused to pay.Determine the likely result if Clark sues Lee to recover the costs of the landscaping.
17. Bob is at the Boston Biceps Bodybuilding Club riding an exercise bike. Bob wants to change the channel on the television that is mounted high on a nearby wall. He reaches for the remote control device and finds that another member has accidentally taken the remote control and left behind a cellular phone. Bob drags the exercise bike over to the television. He stands on the seat of the exercise bike in order to reach the television, but the seat post breaks and Bob falls to the floor. Bob is injured and cannot control his temper. He puts his entire 170 pounds into destroying the bike and throws it across the room against the wall, breaking off several pieces, with the handlebars landing on the running track. Half an hour later, another patron, Randy, trips over the handlebars as he is running on the track and is injured. Randy and Bob both sue the manufacturer and the health club under products liability for their injuries. Randy also wants to bring suits against Bob and the club for negligence. Discuss their cases.Randy v. Manufacturer (products liability) Bob v. Manufacturer (products liability)
Randy v. Bob (negligence) Randy v. Club (negligence)