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Acct 530 midterm exam (100% correct)

ACCT 530 Accounting Ethics and Related Regulatory Issues
(Keller Graduate School – Spring 2016)

Question 1.

Question :

(TCO A) All of the following characteristics describe the importance of integrity in decision making, except:

Question 2.

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(TCO A) An accountant who goes outside the entity to blow the whistle on financial wrongdoing by his/her employer violates:

Question 3.

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(TCO A) The Public Interest Principle in the AICPA Code of Professional Conduct recognizes:

Question 4.

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(TCO A) When making a donation at the local Goodwill, Martha tells the clerk that her old computer is worth $400 when she knows it is only worth $100, just so she can deduct more on her taxes. Which theory best describes Martha’s behavior?

Question 5.

Question :

(TCO A) Ethical relativism can best be described as a(n):

Question 6.

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(TCO B) Each of the following is a pillar of corporate governance, except for:

Question 7.

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(TCO B) The Institute of Internal Auditors Code of Ethics includes each of the following principles, except:

Question 8.

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(TCO B) The ACFE found that the most common way that fraud is first detected is through:

Question 9.

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(TCO B) Top values included in corporate values statements include:

Question 10.

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(TCO B) In an ethical decision-making model, the first step is to:

Question 11.

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(TCO B) What is the agency problem?

Question 12.

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(TCO C) The ethical domain in accounting and auditing refers to:

Question 13.

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(TCO C) The need to exercise professional skepticism in auditing can be linked to:

Question 14.

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(TCO C) After framing the question, what should be the next step in decision making when faced with an ethical dilemma?

Question 15.

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(TCO C) Thorne’s Integrated Model of Ethical Decision Making can best be described as:

Question 16.

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(TCO H) Wanda is faced with an ethical dilemma. She knows her supervisor, the CFO, wants to accelerate the recoding of revenue to an earlier period in order to “make the numbers.” But Wanda is convinced this would violate GAAP. If Wanda reasons at stage 4 of Kohlberg’s model, she is most likely to:

Question 17.

Question :

(TCO H) Maya is the CEO of Gadget Corporation, a publicly-traded company. She was informed by the CFO that the company’s earnings were down 40 percent from the prior year due to the recession. The company’s stock price has declined by 30 percent. The CFO comes up with a scheme to hide debt and inflate revenues by selling underperforming assets to a special purpose entity affiliated with the company. Maya is concerned about possible effects on the creditors, but ultimately, she agrees to the accounting. Maya is reasoning at:

Question 18.

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(TCO D) The principle of ethical behavior in the AICPA Code that asks questions directly related to ethical behavior is:

Question 19.

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(TCO D) Under the Sarbanes-Oxley Act, the auditor’s responsibility with respect to internal controls can best be stated as:

Question 20.

Question :

(TCO D) A CPA who informs management of a material misstatement in the financial statements can go to the SEC with his/her concerns if:

Question 1:
(TCO A) Susie, a newly graduated BBA in accounting, has started a job with the state budgeting office. Susie has been placed over expense accounts. The state has a travel policy stating that a state employee may be reimbursed up to $90 per night for a hotel room and up to $40 per day for meals, as long as the employee turns in food receipts. On the first expense account Susie works on, the employee has a hotel receipt for $130 a night, but no food expenses. Susie processes the reimbursement for $90. The employee becomes irate as his reading of the travel policy is that he can be reimbursed for $130 a night for hotel and food with a receipt. The employee claims this has never been a problem in the past and has always been reimbursed $130 a night, whether for hotel only or both hotel and food.
Discuss which ethical theory supports Susie and the employee’s take on the travel policy. Which would you choose, and why?

Question 2.
(TCO B) An Internet company has a chance to expand its business into a developing country. This chance would make money for its shareholders, as it would be the first Internet company allowed in the country. However, the conditions demanded by the country is that the Internet company must turn over to the government the history of Internet sites visited by its citizens. Additionally, the company must censor Internet sites requested through the search engine. In the United States and other countries, the Internet company would not monitor, censor, or turn over a history of Internet sites to any government. What should the Internet company do? Use ethical theories and ethical decision-making models to back up your decision.

Question 3.
(TCO C) Paul is quickly moving up in the accounting department of RAC Inc. It is year-end; he has just received news that the estimates of the estimated useful life and salvage values were wrong and must be changed. Of course, that changes the depreciation expense and accumulated depreciation. Paul calls his wife to explain why he will be late again. Upon the conversation, he is pondering on a comment his wife made; she said, “I’m no accountant, but after four years, you would think that the company could get done how its estimates affect expenses and those other accounts.” What might the company be doing, and what should Paul do from an ethical reasoning view?

Question 4.
(TCO D) A young man by the name of Mr. Meeks works at an accounting firm that has a written ethics code of conduct. The code specifically outlines the duties and obligations that every employee must follow without question. One of rules states that every accountant should not lie under any circumstances. Last week, Mr. Meeks sent out a finalized tax return to Wrong Client. Wrong Client called Mr. Meeks from the card attached to the tax return and informed Mr. Meeks that he was sending the tax return back to him overnight. Meanwhile, Right Client called Mr. Meeks and wanted to know where the tax return was. Mr. Meeks told Right Client that he sent it to the wrong address, and he will send it out as soon as he received it back from Wrong Client. Right Client was irritated and called the partner of the firm. The partner scolded Mr. Meeks and wanted to know why he told the client he sent the return to the wrong address. The partner said he should have told the client that the return was in the 2nd partner review or some other excuse to cover up the mistake. Mr. Meeks explained that the ethics code of conduct specifically states that he should not lie under any circumstances, and he was just following his ethical duty. The partner grinned and told Mr. Meeks that the next time this happens, he should consult with the partner first. Using the ethical decision-making model and ethical theories, justify the positions of either the partner, Mr. Meeks, or an alternative solution.

Short and Long Run Economic Profits Essay

Your initial post should be 75-150 words in length. A profit-maximizing price searcher will expand output as long as marginal revenue either exceeds or is equal to marginal cost, lowering its price or raising its price until the midpoint of their demand curve and highest total revenues are achieved. Why are oligopolies able to earn both short-run economic profits and long-run economic profits, while price taking firms like perfect competitors can only earn short-run economic profits?Review the characteristics of perfect competition and imperfect competition (monopolistic competition, oligopoly, and monopoly). Barriers to entry don’t exist for perfect competition, but barriers to entry exist for imperfect competition. What are the implications of barriers to entry to the firm and competition? Review consumer surplus and producer surplus; what happens to consumer surplus is price is above equilibrium, or in this case above normal profits? Please provide original work. No plagiarizing.Lecture is below: In Week #5: Price Takers versus Price Searchers, we discussed that markets are most efficient and equitable when perfectly competitive. It was also noted that how competitive a market is determines how much market pricing power firms in aggregate enjoy, as well as the price elasticity of the individual firm’s demand curve. When we assess markets, we base efficiency and equity upon whether it’s a market comprised of price takers or price searchers. Price takers are firms who have no market pricing power, no product differentiation from other competitors, and the market is perfectly competitive and efficient and equitable. Price searchers, on the other hand, are firms who have at least some market pricing power, at least some product differentiation from other competitors, and the market is imperfectly competitive leading to losses in efficiency and equity.So, let’s talk about price searchers now. Price searching firms are also imperfectly competitive. Firms who produce goods with at least some product differentiation can to a certain amount affect market price. are three types of imperfect competitors: monopolistically competitive, oligopoly, and monopoly. With monopolistically competitive, like the perfectly competitive firm, there are many producers, only short-run economic profits can be attained, and products produced are very similar but do have some relative differentiation. Oligopolies and monopolies, on the other hand, have high barriers to entry, and although for oligopolies there is product differentiation but similar products from competitors, there are too few competitors due to high barriers to entry to deny the oligopolies long-run economic profits.For the monopolistically competitive market structure, supply and demand determine market equilibrium and allocation of resources. Individual firms do have their own demand curve, and the market demand curve is made up by adding up all the firms’ demand curves. The demand curve for the individual firm will have some downward slope, and there will be a separate downward-sloping marginal revenue curve. The optimal point where monopolistically competitive firms produce is where marginal costs equal marginal revenues, and then price is set from that point up on the X-axis (horizontal axis) until it meets the demand curve. Any price in the short run above the competitive price (perfectly competitive) where marginal costs equal marginal revenues will result in economic profits; due to a lack of barriers to entry, new firms will enter, shifting the demand curves of individual firms in the market leftward, pulling price down to the ATC (average total cost curve) back to equilibrium, thus eliminating economic profits in the long run and normal profits existing thereafter.In summary, we have four market structures, with perfectly competitive being the benchmark from which efficiency and equity are found. The other three market structures – monopolistically competitive, oligopoly, and monopoly – are not fully efficient and equitable. Oligopoly and monopoly are the least competitive market structures in which long-run economic profits are present due to a downward-sloping demand curve and high barriers to entry, while monopolistically competitive has a downward sloping demand curve but low barriers to entry (low product differentiation) with no long-run economic profits.In Week #6: Economic Profits versus Normal Profits, we discussed that markets are most efficient and equitable when perfectly competitive. It was also noted that how competitive a market is determines how much market pricing power firms in aggregate enjoy, as well as the price elasticity of the individual firm’s demand curve. When we assess markets, we base efficiency and equity upon whether it’s a market comprised of price takers or price searchers. Price takers are firms who have no market pricing power, no product differentiation from other competitors, and the market is perfectly competitive and efficient and equitable. Price searchers, on the other hand, are firms who have at least some market pricing power, at least some product differentiation from other competitors, and the market is imperfectly competitive leading to losses in efficiency and equity.Secondly, price searching firms are also imperfectly competitive. Firms who produce goods with at least some product differentiation can to a certain amount affect market price. There are three types of imperfect competitors: monopolistically competitive, oligopoly, and monopoly. With monopolistically competitive, like the perfectly competitive firm, there are many producers, only short-run economic profits can be attained, and products produced are very similar but do have some relative differentiation. Oligopolies and monopolies, on the other hand, have high barriers to entry, and although for oligopolies there is product differentiation but similar products from competitors, there are too few competitors due to high barriers to entry to deny the oligopolies long-run economic profits.What are some other characteristics of oligopolies that differentiate them from monopolistically competitive. Economies of scale is very high. Usually with oligopolies, the long-run average total cost curve has a relatively long economies of scale section, with relatively smaller constant returns and diseconomies sections. Collusion and mergers tend to pervade this market structure, especially when it becomes difficult to combat diseconomies of scale.Monopolies, on the other hand, have no close competitors, the market demand curve is its demand curve, and no close substitutes exist. Pure monopolies are rare and are either prevented or eliminated due to anti-trust laws, like the Sherman Anti-trust Act of 1890, which break them up. The government can regulate and allow a firm to operate as a monopoly, but the regulated monopoly will not have pure monopoly pricing power nor ultimate economic profits. A regulate monopoly is called a natural monopoly, and the firm is allowed only a fair price at which price is set at its ATC.

Hrm-590 human resource management – course project – includes all 3

Course Project: Recruiting, Hiring, Evaluating, and Compensating HRM590 HR590
Objective | Grading Rubrics | Guidelines | Best Practices

Objective

The final project consists of an accumulation of information throughout the previous seven weeks, which you begin compiling in your Written Assignments 1 and 2 (see details below). Your final paper will be based on these previous assignments, feedback provided, and a final product that you would deliver and review with your HRM leadership team and employee(s). I encourage you to read through all the assignments to understand the complete process expectations. Your role in creating these assignments is that of an HRM manager.

Grading Rubrics

Assignment 1: Job Analysis Due Week 3
Purpose: To create a new job description for a new position in the human resource department. This will require conducting a job analysis and writing a job description. The job will provide administrative support to a 10-employee HRM office. Incumbent will also act as department receptionist. Some duties include maintaining personnel files, performing all administrative functions for the office personnel, assisting the public and employees with personnel questions, following company policy when dispensing information, reviewing and processing forms for personnel changes, monitoring staff time and payroll items, handling directors calendar, handling office mail, filing, typing as requested, answering phones, and other duties as assigned.

Week 8 | MSN5270 | miami regional university

I need replies for those work with 200 words each one
1.This weeks student learning outcome I was able to examine the influence of the various nursing models on nursing practice and research. In particular, I was able to assess how nurse-provided support can benefit a parent who has a child with mental illness. The support is ideal to help the parent deal with various challenges. Both nurse-provided support and the support that comes from the social networks of the patient are important when it comes to promoting the wellbeing of the parents dealing with children who have chronic mental illnesses. In most cases, parents with such children tend to face many challenges when providing their children with the special needs that they need. This shows that such parents require both professional support and support from the social networks to ensure that all the needs of the child are met (Sawyer et al., 2019). For instance, a parent may require the provision of social, economic, and emotional support when providing care to the child. Without such social support, parents may be unable to handle the tasks associated with the provision of care especially when the child is not making progress (Reedtz et al., 2019). Such parents require assurance that their efforts will bear fruits and this may improve the quality of care that is provided to the child. The economic cost of taking care of a mentally ill child is high and family members or the social network of the parent may help in acquiring the necessary resources needed to provide the mentally ill child with care (Sawyer et al., 2019). In addition, the social network of the parents can help with the process of taking care of the sick child when the parents have to handle other roles that are important to the family. This means that having a social network that is supportive can help in reducing the anxiety and stress that comes with dealing with such a child.
On the other hand, professional support is also effective when a parent is dealing with a child with chronic mental illness. For example, a nurse can provide the parent with information on how to take care of the child through the use of different interventions. A nurse can also help in the decision making processes to determine what is effective for the child (Reedtz et al., 2019). Consequently, the support of a nurse can direct a parent to various resources that can be utilized within the community to ensure that the child gets high quality care to enhance their wellbeing.

2.Parents of children with disabilities such as chronic mental illness experience many challenges compared to parents of children who do not suffer from these chronic illnesses. These challenges affect not only parents but the whole family unit. Whenever a parent receives diagnostic news that their child is suffering from a chronic condition such as mental illness, many emotions, from shock to grief and even anger towards life, are experienced (Hunter Revell & McCurry, 2020). These emotional experiences are almost similar to when a person loses a particular person to death. These parents need time to adjust to the new normal in their life and its good to note that during this time, their parenting and caregiving to these children and their families may be affected. Note that mental disorders in children may result from adaptive responses to some circumstances in their life. In such a case, intervention is needed to improve and address the child’s mental health and the events leading to that (Efilti, 2022). Children with this type of disability affect their families in some ways, but research shows that parents of these children also experience difficulties. That is why nurse-provided social and social network support is needed for these parents to care for their children properly.
Professional nurse-provided social support
Social support refers to any physical, psychological, monetary, or even emotional support provided by either medics or the community surrounding the affected party (Mburia-Mwalili, 2022). One of the ethical demands in the nursing practice is caring for both the patients and their relatives. This involves focusing on the medical procedures and routines and the affected parties’ mental well-being. Nurses need to gain the trust of the parents of the children with chronic mental illnesses so that they can feel free to address their concerns with these nurses. The nurses connect with these parents by caring for their mentally ill children and, in the process, can offer all the support needed by these parents as they deal with their children’s conditions. In 2012, the International Council of Nurses concluded that problems arising from mental health should be well understood, including supporting the affected families. For a nurse to be able to provide support for both the mentally ill child and their parent, they require to be dedicated, be patient and have the ability to give attention to both the sick child and their parents.
            Nurse-provided support to parents of children with mental illness may vary from giving extra care to the affected child, ensuring their well-being, being empathic with the parents, and providing them with therapy to cope. Studies show that, even after a child is taken through psychiatric medication, it is essential to treat the whole family unit as they are all affected by the child’s mental problem (Efilti, 2022). Through this, the parents and the rest of the family can get the support they need. Another nurse-provided support to parents is enrolling them in specialized support programs that may involve them getting more informational help concerning their children’s psychiatric journey.
Social network support
  A parent’s social network can provide them with social support by giving them affirmations, encouraging words, providing guidance, and just being there for them. Some of the support these networks can offer include informational help, material support as well as emotional support (Hunter Revell & McCurry, 2020). Informational support may include offering helpful information and materials to gather more knowledge on dealing with the situation. Material support may be in terms of finances, while emotional support may consist of talking to these parents, listening to them, and offering guidance. It is believed that high-quality social support can be of great significance to both mentally ill child and their parents, improving their overall well-being.
            In conclusion, parents of children with chronic mental illness experience a lot of distress and depression. This is because the main focus of care is the sick child, and their Parents’ mental health is forgotten in the process. That is why both social network support and nurse-provided social support are essential to these parents because their well-being positively affects their ill children’s well-being.

Stories of change | Human Resource Management homework help

Read the Stories of Change section in Chapter 1 of the textbook that describes how companies such as Hewlett Packard, IBM, Kodak, and McDonalds have addressed significant changes within their organizations.
Write a four to six (5-6) page paper in which you:
1.Using Kotters model, identify the three (3) most significant errors made out of all of the change stories presented and describe the ramifications of those mistakes.
2.Make at least one (1) recommendation for each change story that would have improved the effectiveness of the change process and explain why that recommendation would have altered the outcome of the change process. 3.Attribute a change image to the leading managers or directors in each change story and provide an explanation as to why that change image label is appropriate.
4.Recommend a different strategy for managing change in each of the one change stories presented and provide a justification for your recommended strategy.
5. Use at least three (5) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources. 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; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions. Include a cover page containing the title of the assignment, the students name, the professors name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

Palmer?Dunford?Akin: Managing Organizational Change: A Multiple Perspectives Approach, Second Edition 1. Introduction: Stories of Change Text © The McGraw?Hill Companies, 2009 1 Chapter1 Introduction: Stories of Change Learning objectives On completion of this chapter you should be able to: Understand why change is both a creative and a rational process. Identify why there are limits on what the manager of change can achieve. Recognize how stories of change can illuminate key issues in managing change. Appreciate the roadmap for this book and the multiple images approach that underlies it. Changing organizations is as messy as it is exhilarating, as frustrating as it is satisfying, as muddling-through and creative a process as it is a rational one. This book recognizes these tensions for those involved in managing organizational change. Rather than pretend that they do not exist, it confronts them head on, identifying why they are there, how they can be managed, and the limits they create for what the manager of organizational change can achieve. It shows how the image(s) we hold about how change should be managed, and of what we think our role should be as a manager of change, affects the way we approach change and the outcomes that we think are possible. As a way into these ideas, we commence this chapter by visiting four prominent companies to look at stories of recent changes. The Hewlett-Packard story concerns Carly Fiorinas attempts to establish and then manage the merger with Compaq Computer; the IBM story shows how change to this organization has occurred both from the staff within as well as from management at the top; the Kodak story shows how pursuing changes to digitalize the company has provoked reactions from both staff and investors; and the McDonalds story points to the pressures on organizations to change in order to reestablish themselves in the marketplace. The stories contain both similar and different elements about managing organizational change and the broader tensions and choices this entails. In the last part of the chapter, we draw these out, identifying some key lessons that emerge and indicating where they are addressed in the chapters that follow. We also provide a road map that indicates the position taken by this book, that our understanding of the issues addressed in subsequent chapters is affected by our underlying images of managing change. Palmer?Dunford?Akin: Managing Organizational Change: A Multiple Perspectives Approach, Second Edition 1. Introduction: Stories of Change Text © The McGraw?Hill Companies, 2009 2 Chapter 1 Introduction: Stories of Change Stories of Change A Hewlett-Packard Change Story: Managing a Merger Around 7 a.m. on March 19, 2002, Hewlett-Packards CEO Carly Fiorina and CFO Bob Wayman were on the phone to Deutsche Bank trying to make one last ditch effort to convince them to vote yes. 1 The vote, scheduled for later that morning, was an important one. It would determine the future of the proposed Hewlett-Packard (HP) and Compaq Computer Corp. merger and the future of HP as a major player in the technology industry. 2 The months preceding the vote had been tumultuous. After the announcement of the proposed merger had taken place in September 2001, Walter Hewlett, the son of the co-founder of HP, had publicly opposed the proposition, which required shareholder approval. 3 Fiorina and her team faced serious and accumulating opposition to the merger, but there was also growing concern for HPs future if the deal was rejected. A Merrill Lynch portfolio manager said at the time, If the deal is voted down, I dont know what Im left with. I dont know if the board will stay, if management will walk out the door, or what the strategy will be. Sometimes the devil you know is better than the devil you dont. 4 In the lead up to the vote, HP was confident that a yes vote by Deutsche Bank was a sure thing. Representatives of Deutsche Bank such as George D. Elling had been public supporters of the merger and had reportedly even given HP a $1 million contract to uncover the voting plans of other institutions. 5 Word of a change in Deutsche Banks thinking reached Wayman and, despite reassurances from his contacts that the merger would be supported, talk strongly suggested that they had, in fact, reversed their decision. On the morning of the vote, Fiorina and Wayman were given their first and only opportunity to pitch the deal to the investment team at Deutsche Bank. Fiorina, using her innate ability to impress, gave a compelling and persuasive argument questioning the companys future if the merger did not go ahead. The Deutsche Bank team decided that a failure to continue with the merger would be more disastrous than the merger itself. 6 On March 19, 2002, the merger was approved by a shareholder vote 7 a result that would have been more difficult had Deutsche Bank not supported the merger. 8 Premerger Back in 1999 when Fiorina joined HP, the company was in serious need of guidance. The personal computer division faced growing competition, the sales force needed better coordination, and the company was losing market share to rivals such as Dell and Sun Microsystems.9 Fiorina joined the organization with aspirations, and external pressures, to change how it functioned. In her view, the culture of HP could be changed by going back to the roots of the place. 10 One of the ways she set out to achieve this was by working with a local ad agency and the head of Human Resources to create a set of Rules from the Garage that outlined what she hoped the culture at HP would become. The customer defines a job well done and Invent different ways of working became signifiers of the companys direction and aspirations. 11 She decided to restructure the company. Customers such as Ford and Boeing were frustrated by the separate sales teams from HP that were constantly marketing individual products to them. They wanted a complete package that addressed the needs they had in their entirety. 12 In light of these uncommunicative operational units within HP, Fiorina reorganized the company into quadrants, creating two front-end sections that Palmer?Dunford?Akin: Managing Organizational Change: A Multiple Perspectives Approach, Second Edition 1. Introduction: Stories of Change Text © The McGraw?Hill Companies, 2009 Chapter 1 Introduction: Stories of Change 3 consisted of sales and marketing and two back-end functions where manufacturing and research occurred. 13 There was considerable, but subtle, employee resistance to the change. Fiorinas vision of HP creating a new interface with customers may have been sound, but, as a radical change, it was not widely welcomed by many who were part of the HP system. 14 Post-Merger In the aftermath of the merger, and the ensuing lawsuit that opposed the merger and attempted to dissolve it, 15 Fiorina had a huge task ahead of her. The integration of the two corporate cultures was made more difficult by the strained relations Fiorina had with her own staff, many expressing serious concerns regarding the merits of the merger. 16 The transition was made slightly easier by the 65,000 new personnel who became a part of the HP community after the merger. They were more at ease with creating an organization in the way that Fiorina envisioned. According to Fiorina, the necessary cultural adjustment was simplified by this injection of new DNA. 17 Following the merger, Fiorina embarked on a series of technological symposiums and coffee talks with HP engineers. 18 Although the merger had already been undertaken by HP and Compaq, there were still many employees who were not convinced of the validity of HPs riskiest move, some of whom faced being victims of the job cuts resulting from the merger. 19 To win over the 147,000 employees worldwide, Fiorina used a range of methods of communicating including the management by walking around style that Packard and Hewlett had originally advocated within the organization. A company employee commented on her style and interaction with all members of the company by saying that her actions and down-to-earth nature earned her a lot of points with transferees from Compaq. 20 The company faced challenges in the way of significant competition from both Dell in the PC business and IBM as a service provider. 21Communicating a vision for the future of the company post-merger remained a key issue for Fiorina. 22 Three years later, in February 2005, Fiorina was ousted from HP and replaced by Mark Hurd.23 In one of his first acts as the new CEO, Hurd undid some of the radical changes from his predecessors reign. 24 He cut jobs and engaged in a restructure, breaking down the four quadrants into product divisions because they were too matrix in design. 25 Some commentators, in referring to the debacle of the Carly Fiorina years, argue that many of the changes Hurd has made are designed to unscramble the forced attempt at synergy attempted by his predecessor, instead handing back clearer responsibility to divisional managers for their own operations. 26 Greater attention to becoming more efficient and getting better at execution appears to be producing results: in August 2007, Hurd announced HPs best sales growth for seven years. 27 An IBM Change Story: Transformational Change from Below and Above Change from Below 28 Before using the Internet became as commonplace as watching television, David Grossman and John Patrick took on the mammoth task of convincing their superiors and co-workers at IBM that the Internet was even worth looking at. Their subsequent actions helped to revolutionize Big Blue and drastically change its path into the future. 29Palmer?Dunford?Akin: Managing Organizational Change: A Multiple Perspectives Approach, Second Edition 1. Introduction: Stories of Change Text © The McGraw?Hill Companies, 2009 4 Chapter 1 Introduction: Stories of Change When David Grossman, a computer programmer, stumbled across a rogue Internet site for the 1994 Winter Olympics in Lillehammer, Norway, he was troubled. IBM had the official broadcast rights to the Games, but Sun Microsystems was taking the raw footage and making it available on the Internet under their logo. Although his position as a programmer did not require him to act on his findings, Grossman was deeply concerned about the implications of the branding of the Internet broadcast and the potential effects on IBM. He pursued the issue by contacting the IBM marketing team for the Olympics. The rogue site was eventually shut down, but the lesson had not been learned. IBM had not even begun to comprehend how the Internet could become an integral part of their business dealings. 30 Grossmans persistence landed him a meeting with the head of marketing, Abby Kohnstamm, and some of her colleagues. It was here that Grossman was able to give a detailed explanation of the benefits of the Internet. He captivated one member of his audience wholeheartedly. John Patrick, a member of the strategy task force, attended the presentation that day and he immediately became Grossmans ally in the Internet Revolution and an important link to the world of senior management. 31 As a team, Grossman and Patrick complemented each other. Grossman had the more developed technical know-how. 32 Patrick knew how to make the boundaryless culture at IBM work to his advantage. 33 Together they created an underground community of Web fans who shared technical information that ultimately helped IBM into the Internet era, albeit working, for the most part, unofficially. 34The grassroots Web community infiltrated all corners of the company in a way that would have been difficult for an officially sanctioned, top-down group. It was through the advocacy of the lower-level personnel that the Internet message was spread through IBMs culture. 35 Of course, the downside of being an unofficial part of an organization is the potential lack of financial backing for a groups projects. However, when it came to finding money for IBMs first-ever display at an Internet World trade convention in 1995, Patrick was not fazed. By coordinating the funds and the Web technology from various business units and becoming a relentless campaigner for the project, he gained support and expertise from multiple parts of the organization. 36By sharing experienced personnel and resources from many departments, Patrick and Grossman were able to provide departments with more expertise and highly trained personnel when they were returned to the area from which they came. This strategy reinforced internal support for the change. 37 Over the years, Patrick and Grossman succeeded in creating a system that revolutionized the way in which IBM does business. Coupled with the leadership of Lou Gerstner, the period from 1993 to 2002 was one of reinvention and change. 38 IBM transformed from a computer manufacturer to a global service provider, focusing on e-business and the Internet. By the late 1990s, IBMs trading in the e-business sector began to reflect in the bottom line, accounting for almost a quarter of its revenue. 39 Change from Above In 2002, Samuel Palmisano, a lifetime IBMer, took over leadership of the company from Gerstner. Palmisanos focus changed to emphasize teamwork and collaboration. One of his first steps in demonstrating his new management style, to investors and employees alike, was a readjustment in executive compensation. 40 This involved a cut in the controversial Palmer?Dunford?Akin: Managing Organizational Change: A Multiple Perspectives Approach, Second Edition 1. Introduction: Stories of Change Text © The McGraw?Hill Companies, 2009 Chapter 1 Introduction: Stories of Change 5 CEO bonus that was redistributed within the top management team. Palmisano claimed that in order to function as a team, the gap between the CEO and his team must be reduced. 41 Insiders said that the amount pooled was $3 to $5 million, approximately half Palmisanos personal bonus. 42 This was an effective way of communicating to the entire organization his intentions and commitment to his vision. In a BusinessWeek e-mail interview, Palmisano wrote that in planning for change, I kept thinking about an approach that would energize all the good of the past and throw out all the bad: hierarchy and bureaucracy. 43 To this end, he disbanded the executive management committee and created three teams with which he would work directly. These management teamsin the areas of strategy, technology, and operationswere composed of people from all over the company, not exclusively top management. 44 His aim in restructuring was to make IBM a flatter, more creative organization striving to meet consumer needs. 45 In addition to the restructure, Palmisano saw a lack of skills in IBM around the delivery of global services. In 2002, IBM acquired PwC Consulting as a way of bringing to it highly specific consulting skills and expertise to assist IBM in providing a full range of services to its clients, from high-end technology consulting to low-end support. 46 IBM also put in place other techniques to make sure that it listens closely to its people. For example, it introduced the concept of jams, which are online brainstorming sessions where any employee can share his or her ideas about management issues or new product development. Palmisano subsequently expanded the use of jams to include clients, consultants, and employees family members in order to share ideas and help the company innovate.47 It is as a result of such changes from the top that IBM hopes to meet the challenges of the future. A Kodak Change Story: Provoking Reactions Could this be the beginning of one of the biggest turnarounds in American corporate history or one of the most public and embarrassing busts? After more than a century of producing traditional film cameras, Kodak announced in September 2003 that it would cut this line of production. In Western countries, this involves a complete move away from traditional products within the film industry and a full-scale launch into digital technology. 48 The move is slated to generate . . . $20 billion by 2010. 49 At an investor conference, CEO David A. Carp said: We are at the dawning of a new, more competitive Kodak, one that is growing, profitably, that has a more balanced earnings stream, and that will have a dramatically lower cost structure . . . To compete in digital markets, we must have a business model that lets us move even faster to take full advantage of the profitable growth that digital promises. 50 Implementing this change required Kodak to cut their dividend and raise capital for new technology purchases. 51 Further elaboration of this strategy occurred in January 2004 when it was announced that to reach the proposed savings of between $800 million and $1 billion by 2007, Kodak needed to make two physical changes to the organization. 52 First, there would be a reduction in the square footage of Kodak facilities worldwide by consolidating current operations and divesting unnecessary assets. Second, Kodak intended to reduce employment worldwide with up to 15,000 jobs to be cut by 2007. 53Palmer?Dunford?Akin: Managing Organizational Change: A Multiple Perspectives Approach, Second Edition 1. Introduction: Stories of Change Text © The McGraw?Hill Companies, 2009 6 Chapter 1 Introduction: Stories of Change Investor Reactions The announcement in September 2003 took many external experts by surprise. 54At a series of post-announcement meetings with investor groups, their reactions were not overly supportive,55 particularly to the news that their dividends would be severely cut. 56 They were conscious of promises to increase the companys revenue that were not realized. 57 It was feared that this would become another half-hearted transition 58as with the $1 billion launch into APS cameras in 1996 that ended in failure. 59 They also pointed to the risk in moving in this direction given the competitive market with rivals such as Hewlett-Packard, Canon Inc., and Seiko Epson Corp., which were already ahead in digital technology research and product development. 60 Carps response was to stand firmly by his decision to pursue digitalization of Kodak. 61 Staff Reactions For many of Kodaks employees, the future looked bleak regardless of the success of the company in moving into digital technology. Employees were rightly concerned about losing their jobs in light of the proposed 20 percent worldwide cutback in employment. 62 Downsizing is not new at Kodak. From 1997 to 2003, the company reduced its workforce by 30,000. 63 As argued in The Wall Street Journal, this type of change moves parallel [to] those at many companies whose comfortable business models have been threatened by rapid changes in information technology. 64 As one union representative explained, the stress on workers in one Kodak production plant has been made worse than necessary because management has not sought to reassure [Kodak employees] that they have got any long term future. When people have families to raise, financial commitments, thats a very difficult environment to work in. 65 Hence, along with having to convince investors that the path of change is the right one for Kodak, Carp also had to manage the adverse effects of an ongoing program of downsizing and restructuring. The Next Phase In June 2005, Antonio Perez replaced Carp as CEO. 66 He continued on the path of downsizing and eliminating plants. From 2004 to 2007, Kodak reduced its head count from 63,900 to 30,600 and offloaded a factory that it owned in Xiamen, China. 67 Perez is also engaging in a process of acquisitions in order to grow new businesseswith some concern from the financial community about the amount of debt that the company is accumulating.68 As Guerrera argues, For now, Kodaks position illustrates the problems that many companies face mid-turnaround, when the tough choices have been made but the results are still unclear. Management, under intense pressure from investors and buy-out groups, faces a critical test of nerve. 69 A McDonalds Change Story: Responding to Pressure Imagine eating nothing but McDonalds for a month. Morgan Spurlock, independent filmmaker, did just that, restricting his diet with the following limitations: No food or drink other than McDonalds menu items. Meals supersized when given the option. Every item on the menu had to be eaten at least once. 70Palmer?Dunford?Akin: Managing Organizational Change: A Multiple Perspectives Approach, Second Edition 1. Introduction: Stories of Change Text © The McGraw?Hill Companies, 2009 Chapter 1 Introduction: Stories of Change 7 Spurlock spent one long month traveling across the United States interviewing various community groups about the implications of eating fast food and using himself as a guinea pig.71 Before embarking on this journey, Spurlock underwent a full medical examination and was deemed to be a physically healthy man. One month later, the diagnosis had changed.72 After three square McDonalds meals a day for 30 days, Spurlock had gained 25 pounds, his cholesterol level had jumped from 168 to 230, 73 and his liver was in a state that an alcoholic would have envied. 74 The result of this personal experience was a documentary called Super Size Me, an entrant in the 2004 Sundance Film Festival. The aim? Spurlock claims his objective was to uncover the link between foods like McDonalds and obesity, 75 a correlation that the company had long denied. 76 Nevertheless, the films release coincided with the launch of McDonalds new Happy Meal for adults, comprised of a salad, a bottle of water, and a stepometer. Despite valiant attempts by McDonalds to counteract the claims of the film, Super Size Me became one of the five biggest-grossing documentaries in American history.77 Highlighting health issues related to fast food has only added to other worldwide pressures on McDonalds operations. Externally these include an epidemic of mad cow disease, foot-and-mouth disease, the SARS epidemic in the Asia-Pacific region, a fall in economies leading to weaker foreign currencies, and high commodity costs. 78 Internally these problems were compounded by McDonalds aggressive international expansion strategy that made future growth more difficult. 79 As the then-CEO, James Cantalupo, admitted, we took our eyes off our fries and paid a price. 80 The problems that the company faced went beyond superficial fluctuations in sales and revenue. The year 1996 was a turning point, with McDonalds experiencing four consecutive quarters of declining sales and beginning to lose market share to competitors such as Wendys and Burger King. 81 Jack Greenberg, the former CEO, implemented the highly unsuccessful Made for You kitchens with disastrous results. 82 The result was slower service in contrast to its aim of flexibility with new menu items. 83 Franchisees became frustrated. Take Paul Saber. For 17 years, he was a McDonalds franchisee, but in 2000 he recognized the lack of fit between the product offerings at McDonalds and consumer tastes. The McDonalds-type fast food isnt relevant to todays consumer,84 he commented as he sold his 14 stores back to the company. Others stuck it out with McDonalds. Richard Steinig remembers getting a 15 percent profit from the $80,000 sales at his two stores in the 1970s. 85 This was quite a comfortable income given that the minimum wage was less than $2 an hour. By 2003 he was struggling to make ends meet. Even the $1 menus advertised worldwide resulted in a loss for Steinig: as he said at the time, we have become our own worse enemy. 86 Getting Back to Basics In 2003 Cantalupo was brought in to rectify the declining state of the organization. 87 He previously held the position of vice chairman and headed McDonalds international expansion. His vision for the organizations future was in a back to basics 88 approach with organizational changes to refocus the organization on core values of quality and service. However, Cantalupo died in 2004 of a heart attack and his successor, Charlie Bell, left soon after (and subsequently died from cancer). In 2004 Jim Skinner took over as CEO. 89Palmer?Dunford?Akin: Managing Organizational Change: A Multiple Perspectives Approach, Second Edition 1. Introduction: Stories of Change Text © The McGraw?Hill Companies, 2009 8 Chapter 1 Introduction: Stories of Change As part of the new strategy called Plan to Win, new store openings were cut back. 90 The aim was to increase sales from existing sites instead of growth through a rapid implementation of new stores. 91 For example, in 2004, 300 new stores were proposed, in comparison to 1995, when 1,100 new restaurants were opened. 92 There was also a complete overhaul of the advertising campaign. By introducing the Im lovin it slogan and commercials featuring pop singer Justin Timberlake, 93 the hope was to reinvent the companys image and connect it with the younger generation. 94 Another part of the revitalization of the McDonalds business was the introduction of the new salads menu. 95 McDonalds, in the past, had expressed little concern at the claims that its products are directly linked to obesity, but some critics saw the launch into the fresh salads menus as a sign that the unhealthy reputation of fast foods may have been identified internally as a threat to the organization. 96 This new menu has helped to draw in female customers who had previously been reluctant to dine at their restaurants 97 and increase the number of customers during the evening. 98 In the past, McDonalds had tried creating low-fat menu options for their patrons with the McShaker salads and McLean Deluxe burger, but with limited success. 99 Now, responding to external pressures, customers are given healthier and tastier menu options. 100 One of McDonalds newer goals is loved by kids, approved by moms, focusing their nutritional efforts on these two key customer groups. 101 Franchisees in Colorado, for example, have joined forces to introduce Smart Mealsactively promoting meal combinations that meet specific nutritional standards and include two Happy Meal options for children. 102 Other franchisees have revamped their PlayPlace, the traditional childrens play area, by introducing the R Gym, encouraging physical coordination and aerobic activity. 103 McDonalds also implemented an online training program for all U.S.-based employees to address customer service issues. 104 The aim was to bring the company back on the road to providing the basic, speedy service and quality products that it became famous for so many years ago. Together, these changes reflect the companys most recent better, not just bigger mantra to bring the company back in touch with its customers. 105By 2007 this seemed to be working, with the company declaring some of its strongest business results in 30 years. 106 Drawing out the Change Issues and Where They Are Found in the Chapters that Follow As outlined in Table 1.1 , these four stories carry in them a wide variety of lessons and issues relating to managing organizational change. We now highlight the key issues and indicate how they are picked up in the chapters that follow. Images of Managing Change . . . Chapter 2 One of the intriguing features of the IBM story is how David Grossman took on the role of manager of change without a formal mandate to do so. Many in his position would not have seen it as their responsibility to drive change through the organization in this way. They would more likely have experienced change as recipients rather than as initiators of change. Carly Fiorinas use of persuasion to get Deutsche Bank representatives to vote Palmer?Dunford?Akin: Managing Organizational Change: A Multiple Perspectives Approach, Second Edition 1. Introduction: Stories of Change Text © The McGraw?Hill Companies, 2009 Chapter 1 Introduction: Stories of Change 9 TABLE 1.1 Managing Change: Some Lessons from the Four Stories Hewlett-Packard Change Story Different interests need to be recognized and addressed during an organizational change These interests are likely to provoke different reactions to change Organizational politics and lobbying are likely aspects of an organizational change that will need managing Negotiation and persuasion are key communication skills More successful communication strategies are likely to be those that touch the people to whom they are addressed Communicating change often entails providing a vision of the future that is compelling Pressures to change come from both outside and inside organizations Restructuring is a common organizational change when confronted with problems Any organizational change usually involves paying attention to organizational culture IBM Change Story Innovative changes often emerge from below in organizations Making change stick requires persistence over time and actions that need to be taken on multiple fronts Change needs appropriately placed champions to gain support throughout the organization The informal network of the organization is an important part of mobilizing and communicating organizational change Change requires marshalling of appropriate resources Some changes are incremental, others transformational Some smaller change actions often convey powerful symbolic messages to help reinforce the sincerity and credibility that senior management attaches to the larger change Kodak Change Story Organizational change involves handling reactions of both internal and external stakeholders Communication strategies need to be designed for internal and external groups Reactions to change are likely to be influenced by the success of previous changes and the extent to which there has been delivery on past promises Change involves risk and uncertainty The consequences of change cannot always be predicted Managers of change need to address the question for staff of How will I be affected? McDonalds Change Story Organizational changes occur in a competitive, international business environment This means that to prepare for the future, change may need to occur even when things still appear to be going well Organizations face external pressures to change such as providing socially responsible products and services Some changes fail to deliver on their intended outcomes Change in and of itself is not necessarily good for a company; careful assessment is needed of the relevance and likely success of a proposed change

Boldness | Literature homework help

Assignment #1
You learned the definition of the American Dream in this weeks lecture. You also learned about the American identity. Traits often associated with the American identity include boldness, confidence, perseverance, and integrity. These traits are often demonstrated through a characters words or actions. This week, well focus on boldness. How is boldness reflected in the characters of Rebecca Harding Daviss story? Choose two characters from “Life in the Iron Mills” and explain how boldness applies to them in the story.

300 words minimum (excluding quotations and citations)
Include two properly integrated and cited direct quotations (one related to each character) to support your claims. See the Literary Analysis Tools Module from this week’s activities for information about integrating and citing direct quotations.

https://www.gutenberg.org/files/876/876-h/876-h.htm – this is the article it is in reference to

There is a no-research policy in place for this class. Using any material other than the assigned readings and lectures, even if it is correctly quoted and cited, will result in a failing grade for this assignment. Contact your instructor if you have questions about this policy.

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Assignment #2
Creative writing in response to literature is a way for students to respond to literature in a personal way. Creative writing provides a way for students to practice critical thinking and develop a stronger understanding of literary criticism while showing creativity and a bit of their own personalities. For this creative writing assignment, you will do a character analysis to allow you to get inside the mind of one of the characters. “Rip Van Winkle” and “Young Goodman Brown” are told as third-person narratives, not as first-person narratives. The difference is that a third-person narrative presents the characters to us in the words of a narrator rather than from the words of the characters themselves. The story contains descriptions such as Rip Van Winkle did this or Young Goodman Brown said that, but its not as if the characters themselves are telling everything from their perspective. Of course, sometimes they speak in the story, but they do not get to tell the story or what they thinking or feeling. It is up to the reader to determine what the characters might be thinking or feeling. For this assignment, choose one of the following options: (A) Imagine you are Rip Van Winkle’s daughter, Judith, writing a journal entry after her father reappears after 20 years. Try to get into the mind of Judith. Be imaginative and creative. Pretend you are Judith and have just seen your father after he has been missing for 20 years. You will not be retelling the plot of the story; you will be Judith reflecting on the events of the day. In this journal entry you can put down whatever thoughts she might have using absolute frankness and honesty.? OR(B) Imagine you are Young Goodman Brown writing a journal entry the day after the events described in the story. Try to get into the mind of Goodman Brown. Be imaginative and creative. Pretend you are Goodman Brown and have just experienced the events described in the story. You will not be retelling the plot of the story; you will be Goodman Brown interpreting and reflecting on the events of the day. In this journal entry you can put down whatever thoughts Goodman Brown might have using absolute frankness and honesty.? Criteria:

Write a minimum 400 words in paragraph form, using Times New Roman 12-point font (or similar) with double spacing. A title page is not required.
Submit as a Microsoft Word attachment on the submission page (click title above). Assignments not submitted in this way may be returned to you ungraded

Art 7 | Architecture and Design homework help

THE BASICS: You will write an short responce (roughly 1,000 words) that compares and contrasts two artworks. How are they similar? How are they different? In the process, we will uncover the connections between two different people in two different times and places.
Choose one of the possible pairs listed below:
OPTION 1:

Buddhist Temple of Borobodur, 9th century CE (Southeast Asia) – image found here
Great Mosque of Isfahan, originally begun 9th century CE (Islamic) – image found here

You will discuss the similarities and differences between two examples, based on:

Visual analysis (what do they look like)

Describe in detail how the artworks are similar or different.
Be sure to take into account whether the work of art you selected is a two-dimensional or three-dimensional, whether it is a work of art or architecture, functional or decorative, etc.
Is one colorful whereas the other one lacks color? How do the colors relate to the materials used? What might color communicate in these examples?
What is the subject matter of each artwork? Is it a representation of something or is it nonrepresentational?
If it is representational, is it an abstraction of something? Are certain elements exaggerated? Is one example much larger or smaller in scale than the other?

Context (external factors that may have influenced the objects appearance or function)

How are these two artworks similar or different based on the particular religious, historical, social, political, or other events going on at the time of its creation?
Do they both tell us about the development of a particular religion in a certain part of the world?
Does one represent a time of peace, whereas the other example represents a time when that region was at war?
How do we see that context represented in the two artworks?

FORMATTING: The short responce should be typed in Times New Roman or Arial, 12pt font, double-spaced, with 1 margins. No extra spaces between paragraphs.
Do NOT conduct outside research, do not copy/paste text from an online source, do not use A.I. to generate a response…your answer should come from your own observations and/or the assigned readings/videos, the powerpoint, etc. If you do include any outside research, you must cite your sources within the text and include a Works Cited page. Cases of suspected plagiarism will be addressed by the instructor and in egregious cases the student may receive a 0.
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dis 7
As we wrap up the term and finish up the compare and contrast short responce, it’s time to reflect on what we’ve learned.For this week’s discussion board, please share (at least 300 words):

Out of all the artworks we learned about this term, which artwork challenged your preconceived ideas or views about art (its purpose, function, and/or aesthetics, etc.) — or about a particular region? Explain — is it different from the kinds of art forms that you were already familiar with? Was the material unique?
Do you think this artwork should have a place in the “art historical canon“ — the list of “greatest hits” of art history, among masterpieces like the Mona Lisa, for example? Explain.
Please include an image of the artwork you chose and include the title, artist’s name (if known), country or region of origin, medium, and date that it was created.

Note: this discussion board post is worth 40 points rather than 20, so make sure that your post reflects the extra effort (at least 300 words, address all discussion prompts). Make sure to respond to at least two classmates (at least 75 words each) to push the conversation forward in some way.
sidenote: the art work i choose was “Crowned Head of a Yoruba Leader,” Ife (West Africa), bronze, 15th Century

Reflective essa’y first draft | English homework help

Week 15 – Assignment B – Reflective Essa’y First Draft Due
RESOURCES
Sample Student Reflection Essa’ys
Sample Reflective Essa’y.docx
Sample Reflective Essa’y_Sage.docx
Sample Reflective Essa’y_DJ.docx
Compiling a Portfolio
As we work on our final portfolios lets once again consider some of the running rhetorical ideas weve been considering in English 10, purpose and audience, and how they might relate to how you choose to frame your Final Portfolio in your reflective cover letter. Your final portfolio is a chance for you to show what you’ve learned throughout the semester, and as you compile it there are some rhetorical moves you can make in your reflective cover letter to contextualize the materials you choose to put in your portfolio.

Read AWR: C4 Preparing a portfolio; reflecting on your writing 36-40. As you read, reflect on your audience and purpose in compiling your own final portfolio.
Your audience for the portfolio as a whole will be your instructor and your peers – what do you want to tell them? What do you want to convey about your experience in English 10 through your portfolio?

Writing a Reflection Letter
In addition to the final drafts of Writing Project #2 and #3 (but you may also discuss Writing Project #1 if you’d like) you will be revising one more time for your final portfolio, you will write an additional 2-3 page (600-900 word) reflection. The purpose of reflecting on the course, your writing, and your beginning of the semester reflections is to take stock on what you have learned over time. This writing project is meant to help me, you, and your peers understand what you learned over the course of the semester; this will support you in making goals for developing your literacy abilities in English 10 and other classes you take as a college writer.
Content
Over the course of the semester, we have focused on developing definitions, contexts, and applications for several key terms. These terms are listed in the schedule and include: 1) Rhetoric, 2) Inquiry, 3) Conversation, 4) Report, 5) Genre, 6) Audience, 7) Purpose, 8) Process, 9) Analysis. Using your Writing Project #2: Evaluations Essa’y as a starting point, and then reflecting on Writing Project #3 choose two to three terms above and discuss what you have learned about those concepts in our class and how you will use those ideas in other writing contexts.
For definitions of these terms
Final Product
The genre of this writing is a letter, so be sure to use what you know about letters, including a direct address for your readers and an informal tone, with a signature at the end, to create this piece. Additionally:

Name the key term you want to discuss.
Be sure to define what it means to you and discuss how you developed an idea of that meaning.
Tell readers also how you apply it to writing. Use examples to show readers how you think about and apply it.
Think about how you might use that concept in other writing or communication situations that are not from this class.

PLEASE NOTE:
The point is for you to write a focused, purposeful, reflective piece of writing that demonstrates what you learned in this class using evidence from your writing and the class to substantiate your claims, and analysis and reflection to consider the significance of those claims. NOTE: Please do not use this pape’r to talk about what a great class this was (or not) or how much you liked me as a teacher (or not).
Specifications
2-3 pages (600-900 words), double-spaced.
Post here.

Evbp | Nursing homework help

PeerResponse 1:The 2 models of change that I chose to discuss are the transtheoretical model and the socioecological model. Each model has a different approach to change, but they also complement each other well. The transtheoretical model focuses on the idea that behavior is changed on a continuum of 5 definitive stages of motivation to change. The 5 stages are precontemplation which is the stage before change is a thought. Contemplation where the person has a desire to make a behavior change soon which would be up to 6 months away. Preparation is the stage where the pros outweigh the cons to change a particular behavior in the coming future. Action stage is where there are efforts made to change. The last stage is the maintenance phase where the person has been consistent with the change and continues to work on not relapsing. The key to this model of change is the concept of change being fluid and that the individual may move up and down the different stages multiple times before they have effectively changed a behavior. It is not a linear process and once you reach the maintenance phase that does not mean that you may not be in the precontemplation phase again on the same behavior. Socioecological model focuses more on the individual person and the social and environmental factors that are barriers to change and contribute to causes of negative or unhealthy behaviors. This model talks about the varying intrapersonal, interpersonal, cultural norms, social networks and public and federal policies that contribute to reasons change has not been made. Both models discuss behavior change with one being more focused on how change is made and the other on why change is not made. The best example that I can think of to show how both models are used together would be in the case of substance abuse. An individual with addiction has many factors that are mentioned in the socioecological model that hinder their ability to change their habits and addictions. There are many personal, social, environmental and public and federal factors that hinder an individuals choice to change. The person may live in an area where drug use is rampant and may even come from a family of addicts. They may only socialize with addicts and frequent places that hinder their ability to want to change. According to the transtheoretical model when the individual has no thoughts of changing, perhaps due to their circumstances, they are in the precontemplation phase. Some people can fight against their social and economic status and enter the next stages of change.
Respond to your peers by evaluating the strength of the argument for implementing the project. Was this an important project based on need (the epidemiologic significance)? Please limit this to 2-3 paragraphs
Peer Response2:The Health Belief Model and the Health Promotion Model are based on individual behavior patterns and subjective health choices. Behavioral patterns, such as smoking, diet, and exercise account for nearly 40% of premature deaths (Nash et al., 2019). With the advancements of technology, and EHR data collection, it is easier to establish trends that account for correlation between personal health behavior and health outcomes (Nash et al., 2019). Both models focus on individual behavior, however personal health affects relationships and communities. Improving individual well-being and behavior can have a positive impact on population health.
The Health Belief Model focuses on individual perceptions of expectations and threats. Individual perceptions of susceptibility, severity, benefits, and barriers are the motivators behind health care decisions (Turner et al., 2004). Cues to action are external factors that can influence a behavior. Such cues to action could be information received by healthcare providers, educational sessions, social media campaigns (Turner et al., 2004). Self-efficacy is another aspect to include as a persons belief on their own ability to change their behavior (Turner et al., 2004). The example that Turner et al. (2004) discuss is related to osteoporosis prevention and highlights the impact that a health prevention program can have on the changes of lifestyle and behaviors of the target group. The authors accounted for individual motivators and barriers to increase perceived severity, perceived susceptibility, perceived benefits and self-efficacy to minimize risk of osteoporosis.
The Health Promotion Model, by contrast outlines three groups- individual characteristics and experiences, behavior specific cognitions and situational influences. While this theory is still greatly focused on individual perceptions, it recognizes the influence family, peers, social norms, and situational variations have on outcomes. The example that Srof and Velsor-Friedrich (2006) discuss highlights the extent interpersonal influences and vicarious experience affect adolescents physical activity level.
Nash, D. B., Skoufalos, A., Fabius, R. J., & Oglesby, W. H. (2019). Population health: Creating a culture of wellness : creating a culture of wellness. Jones & Bartlett Learning, LLC.
Srof, B. J., & Velsor-Friedrich, B. (2006). Health promotion in adolescents: a review of Pender’s health promotion model. Nursing science quarterly, 19(4), 366373. https://doi.org/10.1177/0894318406292831
Turner, L. W., Hunt, S. B., DiBrezzo, R., & Jones, C. (2004). Design and implementation of an osteoporosis prevention program using the health belief model. American Journal of Health Studies, 19(2), 115-121.
Respond to your peers by evaluating the strength of the argument for implementing the project. Was this an important project based on need (the epidemiologic significance)? Please limit this to 2-3 paragraphs

Option pricing p | Management homework help

Prepare a report (2-3 pages) that discusses derivative financial instruments and evaluates the purchase of a hypothetical currency option.
Introduction
This assessment will allow you to practice two approaches for hedging an exposure to the change in a foreign currency.
Demonstration of Proficiency
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies through corresponding scoring guide criteria:

Competency 1: Apply advanced accounting techniques to organizational situations.

Discuss the nature of derivative financial instruments.
Indicate the factors that might influence the value of the USD against the Ghanaian Cedi.
Explain how much was won or lost by purchasing a 90-day option.
Discuss how a defined purchase contract could hedge against a change in exchange rate between the USD and the Ghanaian Cedi.

Competency 5: Communicate in a manner that is professional and consistent with expectations for members of the business professions.

Communicate in a manner that is professional and consistent with expectations for members of the business professions.

Scenario
Hopkins Chocolate Company buys green cocoa beans that are processed into consumer products. Cocoa beans are currently selling for $2,000 United States Dollars (USD) per metric ton. Hopkins buys 100 tons at a time from Abamo Chocolate in Ghana, Africa. Normal purchase procedures stipulate that the purchase contract is denominated in Ghanaian Cedi and payment in Cedi is due 90 days after purchase.
Recently, the treasurer of Hopkins became concerned that the U.S. Dollar would change in value against the Ghanaian Cedi. Consequently, Hopkins bought a 90-day option.
Your Role
You are the controller for Hopkins Chocolate Company.
Requirements
As the controller of Hopkins Chocolate Company, you work closely with the treasurer. She has requested that you prepare a report to help explain the recent purchase of the 90-day option to members of the board of directors. Address the following in your report (35 pages):

Discuss the nature of derivative financial instruments.
Explain the factors that might influence the value of the USD against the Ghanaian Cedi. Discuss at least three factors.
Hopkins bought a 90-day option to exchange $200,000 USD for 900,000 Cedi. They paid $8,000 USD for the option and today it has been 90 days. Locate today’s value of the Cedi at XE.com’s Live Exchange Rates and calculate how much Hopkins won or lost by purchasing the 90-day option. Explain your calculations in detail.
Discuss how Hopkins could use a defined purchase contract to hedge against a change in exchange rate between the USD and the Cedi.

Deliverable Format
Since you plan to share your report with the treasurer and the board of directors, you want this report to be clear, well-organized, and readable. Your supervisor has requested that your report be 2-3 pages so that you have enough space to develop your ideas and provide some scholarly and/or professional context.

Communication: Communicate in a manner that is scholarly, professional, and consistent with the needs and expectations of senior corporate leadership and other stakeholders. For this scenario, assume the treasurer and the board of directors expect original work, critical thinking, and scholarly sources. Your writing must be free of errors that detract from the overall message.
Your report is a professional document and should therefore follow the corresponding MBA Academic and Professional Document Guidelines, including single-spaced paragraphs.
Resources: At least three resources that are scholarly and/or professional. So that your imaginary board of directors can locate more information about derivative instruments and currency options, include a reference page at the end of your report.
Report length: Minimum of 2-3 pages, not including reference pages.
Font and font size: Times New Roman, 12 pt.

Faculty will use the scoring guide to review your deliverable as if s/he were a director on the board. Review the scoring guide prior to developing and submitting your assessment.