What was your initial reaction to learning about your strengths and weaknesses in these areas? Were your results expected or were you surprised?

Assignment 1 SubmissionAssignment 1: Personal Assessment of Managerial SkillsDue Week 3 and worth 125 pointsPreparationTo complete this assignment, you will need to complete the “Apply Your Skills Experiential Exercise: Aptitude Questionnaire” on pages 30-31 in Chapter 1 of the textbook. (This was assigned to do in Week 1.) Interpret your assessment findings based on the provided scoring and interpretation instructions.InstructionsReview your assessment findings from the Aptitude Questionnaire exercise, and write a three to four (3-4) page double-spaced paper in which you address the following:For each skill area, conceptual, human and technical, summarize your findings (where you were stronger, and where you were weaker). What was your initial reaction to learning about your strengths and weaknesses in these areas? Were your results expected or were you surprised?Identify at least one (1) resource (for a total of at least three (3) to help you improve in each area: conceptual, human, technical. Use Strayer University Library at https://research.strayer.edu or in your Blackboard classroom, go to Career and search Lynda.com to locate resources.Describe how your strengths in these skill areas can transfer to promoting a positive culture in a global environment.Go to https://research.strayer.edu to locate two (2) quality academic resources. 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 format. Check with your professor for any additional instructions.Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.The specific course learning outcomes associated with this assignment are:Examine the concepts of management related to modern-day work environments.Analyze the corporate environment, culture, and challenges for managing in a global environment.Use technology and information resources to research issues in modern management.Write clearly and concisely about modern management using proper writing mechanics.Part 1 INTRODuCTION TO MANAgEMENT301. How do you feel about having management responsibilities in today’s world, which is characterized by uncertainty, ambiguity, and sudden changes or threats from the environment? Describe some skills and competencies that you think are important to managers working in these conditions. 2. Assume that you are a project manager at a biotechnology company and that you work with managers from research, production, and marketing on a major product modification. You notice that every memo you receive from the marketing manager has been copied to senior management. At every company function, she spends time talking to the big shots. You are also aware that sometimes when you and the other project members are slaving away over the project, she is playing golf with senior managers. What is your evaluation of her behavior? As project manager, what do you do? 3. Jeff Immelt, CEO of GE, tweeted for the first time in September 2012, prompting this response: “ @JeffImmelt how come my grandfather got on twitter before you?” Do you think managers should use Twitter and other social media? Can you be an effective manager today without using new media? Why? 4. Why do some organizations seem to have a new CEO every year or two, whereas others have top leaders who stay with the company for many years (e.g., John Chambers’s nearly 20 years at Cisco)? What factors about the manager or about the company might account for this difference?5. Think about the highly publicized safety recall at General Motors (GM) for defective ignition systems. One observer said that a goal of efficiency had taken precedence over a goal of quality within this company. Do you think managers can improve both efficiency and effectiveness simultaneously? Discuss. 6. You are a bright, hard-working, entry-level manager who fully intends to rise up through the ranks. Your performance evaluation gives you high marks for your technical skills, but low marks when it comes to people skills. Do you think people skills can be learned, or do you need to rethink your career path? If people skills can be learned, how would you go about learning them? 7. If managerial work is characterized by variety, fragmentation, and brevity, how do managers perform basic management functions such as planning, which would seem to require reflection and analysis? 8. A college professor told her students, “The purpose of a management course is to teach students about management, not to teach them to be managers.” Do you agree or disagree with this statement? Discuss. 9. Discuss some of the ways that organizations and jobs have changed over the past ten years. What changes do you anticipate over the next ten years? How might these changes affect the manager’s job and the skills that a manager needs to be successful? 10. How might the teaching of a management course be designed to help people make the transition from individual performer to manager in order to prepare them for the challenges they will face as new managers?ch1 Discussion QuestionsAptitude Questionnaire Rate each of the following questions according to the following scale: 1 I am never like this. 2 I am rarely like this. 3 I am sometimes like this. 4 I am often like this. 5 I am always like this. 1. When I have a number of tasks or homework to do, I set priorities and organize the work around deadlines. 1 2 3 4 5 2. Most people would describe me as a good listener. 1 2 3 4 5 3. When I am deciding on a particular course of action for myself (such as hobbies to pursue, languages to study,which job to take, or special projects to be involved in), I typically consider the long-term (three years or more) implications of what I would choose to do. 1 2 3 4 5 4. I prefer technical or quantitative courses rather than those involving literature, psychology, or sociology. 1 2 3 4 5 5. When I have a serious disagreement with someone, I hang in there and talk it out until it is completely resolved. 1 2 3 4 5 6. When I have a project or assignment, I really get into the details rather than the “big picture” issues. 1 2 3 4 5 7. I would rather sit in front of my computer than spend a lot of time with people. 1 2 3 4 5 ch1 apply Your Skills: Experiential Exercise NOT FOR SALEIntroductIon 1Cha Pter 1 THE WORLD OF INNOVATIVE MANAgEMENT 31 8. I try to include others in activities or discussions. 1 2 3 4 5 9. When I take a course, I relate what I am learning to other courses I took or concepts I learned elsewhere. 1 2 3 4 5 10. When somebody makes a mistake, I want to correct the person and let her or him know the proper answer or approach. 1 2 3 4 5 11. I think it is better to be efficient with my time when talking with someone, rather than worry about the other person’s needs, so that I can get on with my real work. 1 2 3 4 5 12. I have a long-term vision of career, family, and other activities and have thought it over carefully. 1 2 3 4 5 13. When solving problems, I would much rather analyze some data or statistics than meet with a group of people. 1 2 3 4 5 14. When I am working on a group project and someone doesn’t pull a fair share of the load, I am more likely to complain to my friends than to confront the slacker. 1 2 3 4 5 15. Talking about ideas or concepts can get me really enthusiastic or excited. 1 2 3 4 5 16. The type of management course for which this book is used is really a waste of time. 1 2 3 4 5 17. I think it is better to be polite and not hurt people’s feelings. 1 2 3 4 5 18. Data and things interest me more than people. 1 2 3 4 5 Scoring and interpretation Subtract your scores for questions 6, 10, 14, and 17 from the number 6, and then add the total points for the following sections: 1, 3, 6, 9, 12, 15 Conceptual skills total score ________ 2, 5, 8, 10, 14, 17 Human skills total score ________ 4, 7, 11, 13, 16, 18 Technical skills total score ________ These skills are three of the skills needed to be a good manager. Ideally, a manager should be strong (though not necessarily equal) in all three. Anyone noticeably weaker in any of these skills should take courses and read to build up that skill. For further background on the three skills, please refer to the explanation in the Management Skills section.Your best and Worst Managers Step 1. On your own, think of two managers that you have had—the best and the worst. The managers could be anyone who served as an authority figure over you, including an instructor, a boss at work, a manager of a student organization, a leader of a student group, a coach, a volunteer committee in a nonprofit organization, and so on. Think carefully about the specific behaviors that made each manager the best or the worst and write down what that manager did. The best manager I ever had did the following: ________________________________________________________________________________________________________________________________________________________________The worst manager I ever had did the following: ________________________________________________________________________________________________________________________________________________________________ Step 2. Divide into groups of four to six members. Each person should share his or her experiences, one at a time. On a sheet of paper or on whiteboard, write separate lists of best-manager and worst-manager behaviors. Step 3. Analyze the two lists. What themes or patterns characterize “best” and “worst” manager behaviors? What are the key differences between the two sets of behaviors? Step 4. What lessons does your group learn from its analysis? What advice or “words of wisdom” would you give managers to help them be more effective?ch1 apply Your Skills: Small Group BreakoutNOT FOR SALE1Part 1 INTRODuCTION TO MANAgEMENT32Can Management Afford to Look the Other Way?77 Harry Rull had been with Shellington Pharmaceuticals for 30 years. After a tour of duty in the various plants and seven years overseas, Harry was back at headquarters, looking forward to his new role as vice president of U.S. marketing. Two weeks into his new job, Harry received some unsettling news about one of the managers that he supervised. During a casual lunch conversation, Sally Barton, the director of human resources, mentioned that Harry should expect a phone call about Roger Jacobs, manager of new product development. Jacobs had a history of being “pretty horrible” to his subordinates, she said, and one disgruntled employee asked to speak to someone in senior management. After lunch, Harry did some follow-up work. Jacobs’s performance reviews were stellar, but his personnel file also contained a large number of notes documenting charges of Jacobs’s mistreatment of subordinates. The complaints ranged from “inappropriate and derogatory remarks” to charges of sexual harassment (which were subsequently dropped). What was more disturbing was the fact that the number and the severity of the complaints had increased with each of Jacobs’s ten years with Shellington. When Harry questioned the company president about the issue, he was told, “Yeah, he’s had some problems,but you can’t just replace someone with an eye for new products. You’re a bottom-line guy; you understand why we let these things slide.” Not sure how to handle the situation, Harry met briefly with Jacobs and reminded him to “keep the team’s morale up.” Just after the meeting, Barton called to let him know that the problem that she’d mentioned over lunch had been worked out. However, she warned, another employee had come forward and demanded that her complaints be addressed by senior management.What Would You Do? 1. Ignore the problem. Jacobs’s contributions to new product development are too valuable to risk losing him, and the problems over the past ten years have always worked themselves out anyway. There’s no sense starting something that could make you look bad. 2. Launch a full-scale investigation of employee complaints about Jacobs and make Jacobs aware that his documented history over the past ten years has put him on thin ice. 3. Meet with Jacobs and the employee to try to resolve the current issue, and then start working with Barton and other senior managers to develop stronger policies regarding sexual harassment and treatment of employees, including clear-cut procedures for handling complaints.ch1 apply Your Skills: Ethical Dilemmach1 apply Your Skills: Case for Critical analysisSmartStyle Salons Jamika Westbrook takes pride in her position as salon manager for SmartStyle Salon, one of six local hair salons associated with a large retail store chain located in the Southeast and one of five chain store groups under the Gold Group umbrella. She oversees a staff of 30, including hairdressers, a nail technician, receptionists, shampoo assistants, and a custodian. She enjoys a reputation as a manager who works very hard and takes care of her people. Hairdressers want to work for her. Following the salon’s new-hire policy, Jamika began as a shampoo assistant and quickly became a top hairdresser in the company through a combination of skill, a large and loyal client base, and long hours at work. In 2007, retiring manager Carla Weems hand-picked Jamika as her successor, and the board quickly approved. Initially, the salon, located in a suburban mall, managed a strong, steady increase, holding its position as one of the corporation’s top performers. But economic woes hit the area hard, with increases in unemployment, mortgage woes, and foreclosures among current and potential customers. As families sought ways to save, the luxury of regular visits to the hair salon was among the first logical budgetcuts. The past year has reflected this economic reality, and Jamika’s salon saw a sharp decrease in profits. Jamika’s stomach is in knots as she arrives at the salon on Monday. Scheduled to fly to Atlanta the next morning for a meeting at corporate, she fears potential staffing cuts, but more important, she fears the loss of opportunity to secure her dream job: replacing the retiring manager at the Riverwood Mall location, which is the top-performing salon and is located in an upscale area of the city. Distracted, Jamika walks past the receptionist, Marianne, who is busily answering the phones. Hanging up the phone, Marianne tells Jamika that Holly and Carol Jean, two popular hairdressers, called in sick, and Jamika now has to reschedule their clients. Jamika had denied their earlier request to travel out of town to attend a concert, and her irritation is obvious. She orders Marianne to call both women and instruct them that, when they return to work, they are to bring a doctor’s statement and a copy of any prescriptions that they were given. “They had better be sick!” Jamika shouts as she enters her office, slamming the door more forcefully than she intended. Startled employees and early-morning customers hear the outburst, and, after a momentary pause, they resume their activities and quiet NOT FOR SALEIntroductIon 1Cha Pter 1 THE WORLD OF INNOVATIVE MANAgEMENT 33 conversation, surprised by the show of managerial anger. Jamika knows she has let Holly and Carol Jean get away with unwarranted absences before and worries that she will do it again. She needs every head of hair that they can style to help the salon’s profit. Jamika takes a deep breath and sits at her desk, turning on the computer and checking e-mails, including one from the group manager reminding her to send the salon’s status report in advance of tomorrow’s meeting. She buzzes Marianne on the intercom to request final figures for the report on her desk by 1:00 p.m. Picking up the phone, she calls Sharon, a manager at another SmartStyle salon. “I really lost my cool in front of everyone, but I’m not apologizing,” Jamika admits, adding that she wished she had the guts to fire both stylists. “But this is not the day for that drama. I’ve got that report hanging over my head. I have no idea how to make things look better than they are, but I have to come up with something. Things look pretty dismal.” Sharon assures her that she did the best she could dealing with two “irresponsible” employees. “What will you do if they show up tomorrow with no doctor’s statement?” “I don’t know. I hope I scared them enough so that they’ll come in with something.” “I know you’re worried about the report and the effect it might have on the Riverwood job,” Sharon says. “But everyone knows you can’t control the economy and its effect on the business. Just focus on the positive. You’ll be fine.” At 10:30, as Jamika struggles to put the best possible spin on the report, she is paged to the receptionist desk to speak to an angry customer. “Another interruption,” Jamika fumes to herself. Just then, the door opens and top stylist/assistant manager Victoria Boone sticks her head into the office. “I know you’re busy with the report. I’ll handle this,” she says enthusiastically. “Thanks,” Jamika replies. No sooner has she handed off the irate client to Victoria than she second-guesses the decision. In addition to her talents as a hairdresser, Victoria had experience as the manager of a successful salon in another city before moving to the area. Recognizing her organizational and people skills, Jamika promoted Victoria to assistant manager soon after her arrival. Now each “I’ll handle this” remark by Victoria convinces Jamika that her assistant manager is positioning herself as a potential rival for the Riverwood job. Jamika appreciates her enthusiastic attitude, but she’s also trying to limit her opportunities to lead or appear too competent before staff, customers, and company officials. Jamika finds herself wanting to hide Victoria’s competence, and she has condescendingly reminded management that Victoria is a “great help to me.” Now, thinking of Victoria’s cheerful “I’ll handle this,” Jamika rises from her desk and marches to the door. No, Jamika thinks, I’ll take care of this personally. Questions 1. What positive and negative managerial characteristics does Jamika possess? 2. How do these traits help or hinder her potential to get the top position at the Riverwood Mall salon? 3. How do you think Jamika should have handled each of the incidents with Marianne? Holly and Carol Jean? Victoria?

Evaluate the perimeter security, make a list of access points internal and external (remote), identify vulnerabilities and make suggestions for improvements to perimeter and network security.

• From the devices and systems identified in the GFI Corporate Network Topology, conduct a thorough asset inventory, assign monetary values to each asset (quantitative), and assign a priority value for each asset (qualitative) that could be used to determine which assets are most critical for restoral in the event of a catastrophic event or attack.• Evaluate the perimeter security, make a list of access points internal and external (remote), identify vulnerabilities and make suggestions for improvements to perimeter and network security.• Evaluate the remote access infrastructure, identify vulnerabilities and suggest security improvements to mitigate risks to remote access.• Address the COO’s concern over the mobility security and design a secure mobile computing (smart phones, tablets, laptops, etc.) in terms of authentication technologies and data protection.• Identify wireless vulnerabilities and recommend what safeguards, authentication technologies,and network security to protect data should be implemented.• Evaluate the authentication protocols and methodologies within the wired, wireless, mobility and remote access environments and suggest improvements to secure authentication forGFI.• Evaluate the web system protocols and vulnerabilities within the Intranet server and suggest secure protocol improvements to improve security for web authentication.• Design a cloud computing environment for the company with a secure means of data protection at rest, in motion and in process.• Assess all known vulnerabilities on each asset in this environment and impacts if compromised.• Using the asset inventory and the assigned values (monetary and priority) conduct a quantitative and qualitative risk assessment of the GFI network.• Recommend risk mitigation procedures commensurate with the asset values from your asset inventory. Feel free to redesign the corporate infrastructure and use any combination of technologies to harden the authentication processes and network securitymeasures.• Provide an Executive Summary.• You are welcome to make assumptions for any unknown facts as long as you support your assumptions.• The Title Page, Table of Contents and References page(s) don’t count in your 15 page minimum!!!

What key information will be required for change requests?

III. Project Execution A. Determine the best implementation approach—agile or waterfall project—for the organization based on its organizational structure. Provide examples to support your rationale. B. Explain how the project schedule can be resource leveled, fast-tracked, or crashed if needed based upon execution results. C. Propose communication approaches and the frequency that should be used to keep leadership apprised of the project execution. Include examples to support your claims. IV. Project Control A. Describe how you will handle changes in scope to your project management plan. What change management process will be used? What key information will be required for change requests? B. Describe the risk management process that is the best fit for effective project control over your plan. C. Explain how you will document issues and what process will be used to manage the issue to completion. Include examples to support your claims. V. Project Closeout A. Identify what needs to be done to close your project management plan. Include examples supporting how you will minimize the chances of overlooking a step in the project process. B. Justify the need for a warranty period and how the project will transition to business C. Complete a lessons-learned template for the case study project.

A system formed by the interaction of a community of organizations and their environment is referred to as a(n)

MGT 550 Week 5 Chapter 5 QuizIn the context of mechanisms for institutional adaptation, benchmarking is a:The traditional adversarial orientation is characterized by loose performance measures, equity, and fair dealing.The niche is usually large in the early stages of an organization and reduces in size over time._____ are the external pressures exerted on an organization to adopt structures, techniques, or behaviors similar to other organizations._____ is defined as the general perspective that an organization’s actions are desirable, proper, and appropriate within the environment’s system of norms, values, and belief.According to the population-ecology view, when looking at an organizational population as a whole, the changing environment determines which organizations survive or fail.Interorganizational linkages encourage risk taking.Getwel Corp. and Sebastian Inc. are two computer manufacturers that share with each other the details of commonly occurring issues and customer complaints. This enables them to work together and provide better service to their customers and also saves the time required to diagnose the issues. Which of the following does this scenario illustrate?Acquisition offers the greatest amount of control over joint outcomes.The goal of supply sourcing is to reduce risk and overdependence on one company in the supply chain.Which of the following is a reason for a mimetic process to occur in an organization?A strategic alliance is more formal and binding than a joint venture._____ is the process that causes one unit in a population to resemble other units that face the same set of environmental conditions.Which of the following statements is true about mimetic forces?All of the following except _____ are the stages of the population ecology model of organizations.The social basis for the mimetic process is that the innovations are culturally supported.In resource-dependence relationships, large independent companies have power over smaller suppliers or partners.A system formed by the interaction of a community of organizations and their environment is referred to as a(n):Which of the following is an assumption of the population-ecology perspective?Which of the following statements is true about the population-ecology perspective?

Define what kind of secondary and syndicated data would be helpful in addressing the issue of changing the brand logo. What is the role played by such data?

Read the Case 2.2 Baskin- Robbins: Can It Bask in the Good Ole Days? Page 783.Write a 3 to 5 Page paper (1000 to 1500 words) in APA formatBelow is a recommended outline.1. Cover Page (See APA Sample paper)2. Introductiona. A thesis statementb. Purpose of paperc. Overview of paper3. Bodya. Assume Kimmel decides to conduct a study to address the marketing research problem,describe what research design should be adopted? Relate the different phases of theresearch design to specific aspects of the marketing research problem.b. Define what kind of secondary and syndicated data would be helpful in addressing theissue of changing the brand logo. What is the role played by such data?c. Discuss the criteria to evaluate the usefulness of applying the secondary data toaddressing the market research problem.4. Conclusion – Summary of main pointsa. Lessons Learned and Recommendations5. References – List the references you cited in the text of your paper according to APA format.(Note: Do not include references that are not cited in the text of your paper)

Discuss the role that the electoral process and government plays in one’s daily work and family life.

WEEK 71) Discuss the role that the electoral process and government plays in one’s daily work and family life.2) As nurses, health policy can influence both arenas of our lives. What policy issues might drive nurses to lobby Congress and/or get involved in campaign politics?3) What strategies might nurses use to have their voices heard?The American Nurse:http://www.theamericannurse.org/2014/10/22/time-for-nurses-to-get-out-the-vote/**As a reminder,all questions must be answered to receive full credit for this discussion.please include your name in the title of the discussion. Also, make sure to use scholarly sources to support your discussion.

Identify Java two-dimensional array bugs in a program using development tools.

Assessment InstructionsIn this assessment, you will debug and fix a given Java console application that uses two dimensional arrays, but the application does not compile nor execute.Your program output should look like the sample output provided in the “Debug and Fix a Two-Dimensional Array Java Console Application Instructions” course file resource. Full instructions for successfully completing this assessment are included in this resource. Use the submission template (WeekXSolutionSubmissionTemplate.docx).Your assessment will be scored on the following criteria:Identify Java two-dimensional array bugs in a program using development tools.Code an application to fix all bugs.Test the application and document that testing.Explain the approach taken to complete the application and the major decisions made.Identify relevant fundamental constructs in a submitted program.

Looking at the situation what communication principles could be used to create effective communication?

Communication EthicsInterpersonal communication affects more than just us, it impacts others. Our interactions have ethical considerations. As learned in our textbook interpersonal communication involves ethical choices (Principle 3).For your share in your own words what Interpersonal Communication is and why it’s important to study.Then share an interpersonal situation that involved an ethical issue. This can be from personal experience, current events, or seen on television. Give a detailed definition of what the ethical issue is (what makes it ethical) and what communication practices or principles were used to address the issues. Looking at the situation what communication principles could be used to create effective communication?Provide a detailed analysis of the situation incorporating reading and textbook material. For instance, how does the situation relate to Maslow’s Hierarchy of Needs, was dual perspective used, etc.Your paper should be 350 words (roughly 1.5 pages double spaced) double spaced and font Times New Roman size 12.

Using the perspective of a business owner of a mid-size manufacturer, select the approach/approaches you would recommend for this company (mid-size manufacturer).

BMGT 496 E421 Business Ethics (2202)BMGT 496 – Exam (25%)Step 1: Read the instructions to understand what is requiredYou are responsible for reading the instructions below prior to starting the exam to understanding the requirements and expectations of completing the exam. You are expected to use the course materials to support the ideas and reasoning presented.Step 2: InstructionsYou have between Thursday 12:00 a.m. and Saturday, 11:59 p.m. eastern time to complete the final exam. There is a 30 minute-grace period. If the exam is turned in after the due date, the Late Assignment policy applies. No exam will be accepted after 11:59 p.m. eastern time on the last day of class.You will answer in a question-answer format (only the question number as a heading and not the scenario). For each of the following questions, prepare a response that addresses all questions asked, fully supported with concepts from the course materials including the course eBook. You are required to draw from the course materials unless indicated. All source materials must be properly cited using APA. Not using the course materials will negatively impact the grade.Step 3: Answer the following questions using the course materials to support the reasoning.QUESTION 1Environmental IssuesThe text, Business Ethics, Chapter 14 provides several models and frameworks for a business approach to the environment and sustainability including;accelerate and innovatemonetize and countexpress corporate responsibilityUsing the perspective of a business owner of a mid-size manufacturer, select the approach/approaches you would recommend for this company (mid-size manufacturer). Support the selection by explaining the approach, describing which of the five (5) environmental positions you espouse, and how the approach and positions relate to key ethical theories we have studied.QUESTION 2 Data SecurityFor this question, please select one of the breaches listed in the Business Insider Biggest Hacks article, research it (beyond the Business Insider article), and prepare your response to the following questions.Business Insider Biggest Data Hacks of 2018https://www.businessinsider.com/data-hacks-breaches-biggest-of-2018-2018-12Discuss the nature of the breach in terms of WHO was harmed. Use a stakeholder orientation as we studied to evaluate the harmed.Define and explain the overarching ethical issues demonstrated by the data breaches. Refer to our course text to define the issues. Explain how such breaches prevail?Discuss the level of governance that you espouse for the industry? Be sure to support your position with information from our course learning and other well researched reliable sources.QUESTION 3 Government RegulationThe two (2) crashes of Boeing Airlines’ 737 Max 8 present an opportunity for examining the interaction of regulators (Government), industry and society. The ongoing examination of the crashes include investigation of the Boeing/FAA relationship and the role of regulators including whether the airline manufacturing industry can / should self-govern. The following articles provide background information on the Boeing Airlines case.How Did the F.A.A. Allow the Boeing 737 Max to Fly? | The New Yorker www.newyorker.comRetrieve April 17 from: https://www.newyorker.com/news/our-columnists/how-did-the-faa-allow-the-boeing-737-max-to-flyBoeing’s Not Alone In Companies That Government Agencies Have Let Self-Regulate | NPR Heard onAll Things Considered Retrieved May 20 from: https://www.npr.org/2019/04/02/709203191/boeings-not-alone-in-companies-that-government-agencies-have-let-self-regulateFor this question, you will consider the relationship of Government, Business and Society and specifically the concept of Government Regulation of Business, using the Boeing case presented as an example. SELECT A POSITION ON THE REGULATION CONTINUUM AS DEMONSTRATED BELOW.Define and discuss the type of regulation espoused using concepts from the eBook and examples from the case to support your recommendations. When referring to a concept, you must include the definition from the eBook to establish its meaning.Applying the regulation continuum selection and reasoning as a guide, answer the following specific questions.Explain the arguments for and againstairline manufacturers being allowed to self-regulate airplane’s safety testing and features? Which arguments support your position on the continuum?Explain the arguments for privately owned companies being allowed to lobby against safety regulations? Which arguments support your position on the continuum?What examples, beyond Boeing support your selection and recommendations? Be specific. This question will require research.Step 4:Review the ExamRead the paper to ensure all required elements are present. Use the grading rubric to ensure that you gain the most points possible for this assignment.Proofread the paper for spelling and grammatical issues, and third person writing.Read the paper aloud as a first measure;Use the spell and grammar check in Word as a secondmeasure.Step 5:Submit the exam in the Assignment Folder (The exam submitted to the Assignment Folder will be considered thestudent’s final product and therefore ready for grading by the instructor. It is incumbent upon the student to verify the assignment is the correct submission. No exceptions will be considered by the instructor).How to Set Up the ExamCreate a Word or Rich Text Format (RTF) document that is double-spaced, 12-point font.The final product will cover all questions provided and should not exceed 5 pages in length excluding the title page and reference page. Write clearly and concisely with complete sentences and indented paragraphs.Completing the ExamIn order to complete this exam, you will want to first read the module, Learn How to Support What You Write, as this assignment requires you to use the course material and research to support what you write. Also,Read and use the grading rubric while completing the exam to ensure all requirements are met that will lead to the highest possible grade.Third person writing is required.Third person means that there are no words such as “I, me, my, we, or us” (first person writing), nor is there use of “you or your” (second person writing).If uncertain how to write in the third person, view this link:http://www.quickanddirtytips.com/education/grammar/first-second-and-third-person.Contractions are not used in business writing, so do not use them.Paraphrase and do not use direct quotation marks. Paraphrase means you do not use more than four consecutive words from a source document. Instead put a passage from a source document into your own words and attribute the passage to the source document. Not using direct quotation marks means that there should be no passages with quotation marks and instead the source material is paraphrased as stated above. Note that a reference within a reference list cannot exist without an associated in-text citation and vice versa. You may not use more than four consecutive words from a source document, as doing so would require direct quotation marks. Changing words from a passage does not exclude the passage from having quotation marks. If more than four consecutive words are used from source documents, this material will not be included in the grade and could lead to allegations of academic dishonesty.You are expected to use the weekly course materials to develop the analysis and support the reasoning. Materials used from a source document must be cited and referenced. A reference within a reference list cannot exist without an associated in-text citation and vice versa. Changing words from a passage does not exclude the passage from having quotation marks. If more than four consecutive words are used from source documents, this material will not be included in the grade and could lead to allegations of academic dishonesty.Use in-text citations and provide a reference list that contains the reference associated with each in-text citation.The only book you may use is the course eBook. You may not use a dictionary or Wikipedia, or Encyclopedias.Provide the page or paragraph number in every in-text citation presented. If the eBook does not have pages, provide the chapter title and topic heading.Note that this is not an APA requirement but an Attention to Instructions requirement.

How did the study support Ms. Pham’s case?

You will complete the Aquifer case, Internal Medicine 14: 18-year-old female for pre-college physical, focusing on the “Revisit three months later” for this assignment.After completing the Aquifer case, you will present the case and supporting evidence in a PowerPoint presentation with the following components:Slide 1: Title, Student Name, Course, DateSlide 2: Summary or synopsis of Judy Pham’s caseSlide 3: HPISlide 4: Medical HistorySlide 5: Family HistorySlide 6: Social HistorySlide 7: ROSSlide 8: ExaminationSlide 9: Labs (In-house)Slide 10: Primary Diagnosis and 3 Differential Diagnoses – ranked in priorityPrimary Diagnosis should be supported by data in the patient’s history, exam, and lab results.Slide 11: Management Plan: medication (dose, route, frequency), non-medication treatment, tests ordered, education, follow-up/referral.Slide 12-16: An evaluation of 5 evidence-based articles applicable to Ms. Pham’s case: evaluate 1 article per slide.Include title, author, and year of articleBrief summary/purpose of the studyHow did the study support Ms. Pham’s case?Course texts will not count as a scholarly source.If using data from websites you must go back to the literature source for the information; no secondary sources are allowed, e.g. Medscape, UptoDate, etc.Slide 17: Reference List You will submit the PowerPoint presentation in the Submissions Areabythe due date assigned.Name your Case Study Presentation SU_NSG6430_W7_A2_lastname_firstinitial.doc

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