Explain how social media and texts from the girl’s phone were used to make this determination as well as the process you had to go through in order to obtain this information.
Imagine that you are the lead investigator in a missing child case. The case involves a teenage girl who is around 14 years of age. Your captain has requested that you present the current status of the case to him and others within your department. Based on information retrieved from social media and texts from the girl’s phone, you have determined that she ran away from home to meet someone she had been talking with online. You will create a PowerPoint presentation in which you will discuss the criteria below:
Explain how social media and texts from the girl’s phone were used to make this determination as well as the process you had to go through in order to obtain this information.
Describe methods that you will use to obtain help from the public in locating the girl.
Your presentation must be at least 10 slides in length, not counting the title and references slides. You must use at least two resources in this presentation. One of these can be your textbook (Brandl, S. G. (2019). Criminal investigation (4th ed.). Thousand Oaks, CA: SAGE Publications, Inc.), and the other must be a scholarly resource found in the CSU Online Library.
Explain the implications of globalization.
Prior to beginning work on this discussion forum, review the following Week 1 and Week 2 required resources that focus on globalization, ethics, and moral reasoning. This will assist you in examining your own development of ethical and moral responsibilities as they relate to your Final Paper and its topic.
Read these articles from Week 1:
Read these articles from Week 2:
Reflect: The change of our world from a local economy to a national economy to a global, international economy means that increasingly diverse populations will have to work together to achieve common goals. However, as the economy becomes increasingly global, local economies and people may suffer economic disadvantage or may find themselves marginalized from the rest of the world. Globalization creates ethical dilemmas for which we will need to find solutions.
Write: For this discussion, address the following prompts:
Explain the implications of globalization.
Identify at least two ethical issues that go along with the global societal topic you have chosen for your final essay.
Explain how globalization contributes to or affects these ethical dilemmas.
Propose solutions to these ethical dilemmas that are feasible financially, socially, and culturally.
Explain how constraints and opportunities impacted system implementation
Competency
In this project, you will demonstrate your mastery of the following competencies:
• Analyze constraints and opportunities of an organization that impact systems decisions
• Analyze a current system to identify solutions to computing problems
Scenario
You are working for the IT department of Garnet Gardens Hotels, a small hotel chain in the midwest region of the United States. Because of a recent boom in business coming to the area, hotel management is looking to become a competitive player in the region’s hospitality industry. Stakeholders are hoping to target a professional clientele in an effort to increase revenue. However, actualization of such a plan would mean careful thought and consideration of guest amenities.
Your manager has approached you about a system upgrade that would focus on meeting the needs of this increased traffic. The hotel’s targeted guest audience is business travelers who need high-speed access, technological support, and flexible on-demand services, as well as a comfortable place to stay.
The chief information officer (CIO) of the company has asked your department to analyze the case study for the intelligent procurement system project of Harvest City, linked in the Supporting Materials section, as a comparative means to ensure due diligence for the stakeholders of this project. Your analysis report will serve to benchmark and identify known unknowns that could potentially impact project success. Stakeholders want to avoid the mistakes of the Harvest City convention complex. Your analysis report will provide useful information to stakeholders in regard to procuring a new system.
Directions
You have been asked to analyze the case study, “Harvest City: The Intelligent Procurement System Project,” and create an analysis report to present to the stakeholders. Using these directions, and based on the results of your analysis, you will prepare a concise summary and recommendations.
Here are some points to consider as you analyze the case study:
• Factors (constraints and opportunities) that impacted the overall system development in the case study. Consider:
o Strategy
o Communication
o Planning
o Governance
• Stakeholder needs that impacted the initial design of the system. Consider:
o Scalability
o Cost
o Time
• Potential risks of the project
• Formal decision making process concerning the organizational parameters of the project design
• Tracking and documentation. Consider:
o Procedures
o Changes
o Issues
Summary and Recommendations
Using the information gathered through your analysis of the case study, you will create an analysis report for your stakeholders. Within the summary section of the report, you must clearly summarize the factors listed below in relation to the case study. Within the recommendations section of the report, you must make recommendations and provide evidence to support them, using APA citations.
Summary
• Explain how constraints and opportunities impacted system implementation.
• Describe the decision making processes used by stakeholders in the case study and how those decisions impacted system design, implementation, and governance.
• Explain how the needs of the stakeholders influenced the design and implementation of the system in terms of scalability, cost, and time.
• Describe issues and events that occurred in the case study due to the lack of effective documentation and tracking.
Recommendations
• Describe the organizational strategy you would propose and how it would be used to avoid the negative results of the Harvest City project.
• Recommend the decision making process you would use to facilitate effective system implementation. (Graphical representations are often useful supplements to text in describing decision processes.)
• Recommend the measures you would take to meet the needs of the stakeholders, while still considering the scalability, cost, and time requirements.
• Explain the importance of documenting and tracking procedures, changes, and issues that arise during system implementation and how recording this information can reduce the impact of known risks.
What to Submit
To complete this project, you must submit the following:
Analysis Report
You will create a 3- to 5-page analysis report about the intelligent procurement system project of Harvest City, including a summary and recommendations to present to the stakeholders. It is beneficial to get into the practice of creating reports that are high quality, organized, and ready to present to project stakeholders so, while not required, you may want to copy and paste the content below and use it as a table of contents for your analysis report.
Analysis Report (Report should look like the below format)
1. Summary
1.1 Constraints and Opportunities
1.2 Decision Making Processes
1. 3 Scalability, Cost, and Time
1. 4 Documentation and Tracking
2. Recommendations
2.1 Proposed Organizational Strategy
2.2 Recommendations for Decision Making Process
2.3 Recommendations for Scalability, Cost, and Time
2.4 Importance of Documenting and Tracking Procedures
What pressured or motivated Ducati to implement new digital technology?
Company Overview
Ducati Motor Holding manufactures motorcycles known worldwide for their precision engineering, lightning speed, and sleek design and for customers who are passionate about their motorcycles (Table 9.1). Six models make up the product lines, with prices starting at $15,000 to the $90,000 Superleggera Superbike, which produces up to 200 HP at the crankshaft. Ducati is owned by Audi through its Italian subsidiary Lamborghini. Its 2013 net sales were $518 million.
TABLE 9.1Opening Case Overview
Company Ducatiusa.com and Ducati.com
Founded in 1926, the company has 1168 employees.
Ducati’s main factory site and headquarters are located in Bologna, Italy, with an additional assembly factory in Thailand.
Industry Racing-inspired motorcycles characterized by “Desmodromic” performance engines and innovative design and technology.
Product lines Four models: Diavel, Hypermotard, Monster, Superbike, and SuperSportter.
Digital technology New dealer communication application for mobile devices called DCS or Ducati Communication System. The interface lets dealers easily find, send, and receive all the information they need to place orders and track them through production and delivery. The high-performance global communication system serves more than 5,500 users worldwide in seven languages.
Business challenges Because of competition and tough economic conditions worldwide, motorcycle dealerships had to offer customers better value and after-sales services.
Awards
In March 2014, Ducati received five awards at the annual Motorrad des Jahres (Motorcycle of the Year) event in Stuttgart, Germany. Ducati’s Multistrada and Diavel were awarded Motorcycle of the Year in the Allrounder and Cruiser categories, respectively (Figure 9.2). Ducati’s models are benchmarks in innovative design and technology.
FIGURE 9.2 Ducati’s Multistrada and Diavel were awarded Motorcycle of the Year in 2014 in their class for their innovative design and technology.
Product Lines
In addition to six motorcycle brands, the company sells parts, apparel, accessories, and other items to create the Ducati experience. Dealers need to be familiar with thousands of products and customization options for their customers.
Business Challenges
Companies worldwide were faced with tougher competition and economic conditions after the financial meltdown in 2008. And as global manufacturers, geography was a marketing challenge.
Internally, its sales staff struggled with conflicting or outdated data on product inventory, availability, and ordering time schedules. The source of the problem was multiple communication systems and data silos that were not coordinated.
To resolve these challenges and grow the business, Ducati focused on the following:
1. Improving the sales process
2. Engaging the customer in the design of its motorcycles
3. Decreasing the cost of operations
The plan was to redesign dealer operations, business processes, and communication tools to align them with leading industry practices.
Partnership with Accenture and Apple
Ducati selected Accenture to help redesign operations and processes and to roll out a new integrated communication application for its dealers worldwide. Ducati equipped its sales network with iPads and developed a custom in-house app called DCS or Ducati Communication System. The DCS app gives dealers a single point of access to Ducati’s back-end systems. The DCS is an SAP-based interface used by dealers to easily find, send, and receive data necessary to place orders through a point-of-sale (POS) device and then to track orders through the production and delivery processes. (SAP is a global software company that specializes in Enterprise Resource Program (ERP) applications.)
Authorized dealers receive updates directly through the Apple App Store. They also have access to a configurator app on their iPads to configure a customer’s dream motorcycle. An e-mail detailing the customized motorcycle and accessories is then sent to the customer. Dealers communicate in real time with colleagues and complete the sale without delay.
Intuitive User Experience
The familiar user experience was designed to be the same for desktop computers, iPads, and iPhones.
Cristiano Silei, vice president of Global Sales at Ducati, said: “It was clear from the start that iPad was the right device. It’s the simplicity, the immediate usability. Everyone understands how it works in just a few minutes.”
Visiting a dealership is a very emotional experience for customers. Dealers want to make the experience unforgettable. According to Silei, the iPad helps gives the future Ducati owner a richer experience.
In addition to providing real-time sales support, the DCS app on iPad acts as a training interface to keep dealers updated on Ducati’s evolving product line. A change management program helped dealers transition smoothly from the old solution to DCS. DCS was quickly embraced by Ducati dealers, whose positive feedback included comments such as “It’s a game changer” and “a great time saver.”
Performance Improvements
Ducati’s high-performance global DCS was deployed in 88 countries across four continents. DCS serves more than 5,500 users worldwide in seven languages. By leveraging dealer communication, Ducati is able to capture and consolidate local and global sales activity, spare parts, warranty, and service activity. As a result:
• Ducati is able to capture and consolidate local and global sales activity, spare parts, warranty, and service activity, improving the company’s ability to respond daily to changing consumer demand.
• Dealers run all parts of their business and have a robust tool to execute their operational, growth, and customer objectives.
• Dealers respond more quickly to customer demands and market conditions, making each dealership easier for customers to do business with.
• Dealers are equipped with leading practices for their processes to help them better serve customers in a simple, streamlined manner.
The dealer system is one of the most innovative and effective user experiences in the industry. It is user-friendly and sleek and reinforces Ducati’s brand.
Questions
1. What pressured or motivated Ducati to implement new digital technology?
2. What costs could Ducati cut? What costs could it not cut? For example, could Ducati cut its R&D budget? Explain your answers.
3. Why did Ducati need to improve communications with dealers?
4. Explain the capabilities and benefits of the DCS.
5. Why was it important to implement a change management program?
6. What other factors contributed to the success of DCS? Explain their contributions.
7. Visit the Apple iPad store at apple.com/ipad and search for “Ducati.” Review the Ducati Communication System app. Explain how the DCS app gives the future Ducati owner a richer experience.
Sources: Compiled from Ducati websites (2014), LexisNexis company profiles (2014), Apple.com (2014), Accenture.com (2014).
Tech Note 12.1
SWOT Analysis
The SWOT analysis is a useful tool in developing and confirming the goals of the corporate and IT strategies.
The SWOT analysis begins with the evaluation of internal strengths and weaknesses in your organization, followed by an examination of the external opportunities and threats that may affect the organization based on the market and the overall environment of the organization. Examples of some of the strengths, weaknesses, opportunities, and threats commonly experienced by organization are shown in Figure 12.2.
FIGURE 12.2 SWOT analysis consists of a realistic evaluation of internal strengths and weaknesses and external opportunities and threats.
SWOT analysis is the most useful when it is completed in the early stages of the strategic planning process. In the IT Toolbox at the end of this chapter, you will learn how to conduct a SWOT analysis of a business and of yourself.
In what ways did the baggage-handling project fail?
Denver International Airport Learns from Mistakes Made in Failed Baggage-Handling System Project
This classic project management case illustrates almost every possible project management mistake and the lessons that were learned from it. It documents a project disaster that occurred in the development of the baggage-handling system at Denver International Airport (DIA) in the late 1980s and early 1990s. The failure of the baggage-handling system propelled DIA into newspaper headlines across the country, and people joked that if you were flying to Denver, you had to go to Chicago to pick up your luggage! To this day, it remains the classic example of how not to conduct a project.
The purpose of the DIA project was to create the most advanced automated handling of baggage in the world by integrating baggage handling at all three concourses into a single system. The terms “most advanced, automated, and integrated” clearly indicate that the system was going to be extremely complex, risky, and subject to delays. Unfortunately, an unrealistic schedule was planned and the project approved despite the fact that experts warned that the project was infeasible and that any delay would postpone the opening of Denver’s new state-of-the-art international airport.
As a result of the project’s failure, the newly completed international airport designed to service multiple major airlines remained idle for 16 months while engineers dealt with the complexities of the baggage-handling system. During that time, the project had to be scaled down from the original project plan to servicing all concourses to servicing only one concourse. The system was working, but only in segments. Only baggage handling on outbound flights for one concourse was automated. Instead, baggage to/from other concourses had to be handled using a manual tug-and-trolley system that was quickly built when key players finally acknowledged that the automated system would never meet its goals. The problem appeared to be with the software required to get different systems to talk to each other.
The delay resulted in an additional $560 million to build DIA and a U.S. Securities and Exchange Commission probe into whether Denver officials had deliberately deceived bondholders about how equipment malfunctions would affect the opening of DIA. In addition, at least one major airline that was scheduled to occupy DIA pulled out, resulting in one entire concourse remaining unused for several years. The cost of maintaining the empty airport and interest charges on construction loans also cost the city of Denver $1.1 million per day throughout the delay. Ten years after its implementation, the automated baggage-handling system was scrapped because it still did not work correctly.
The System
DIA’s $200 million baggage-handling system was designed to be state of the art. Conventional baggage-handling systems are manual, and each airline operates its own system. DIA wanted an automated one-baggage-system-fits-all configuration that it could lease back to multiple airlines.
The system would consist of 100 computers, 56 laser scanners, conveyor belts, and thousands of motors. The system would contain 400 fiberglass carts, each carrying a single suitcase through 22 miles of steel track. Operating at 20 miles per hour, the system would deliver 60,000 bags per hours from dozens of gates. The system was designed to carry luggage from airplane to baggage carousel in less than 10 minutes. The goal was that the luggage would be waiting at the carousel for deplaning passengers. No more waiting for baggage at the end of a long trip—so customer satisfaction would soar.
The baggage-handling system would be centered on track-mounted cars that slow down, but don’t stop, as a conveyor ejects bags onto their platform. A scanner reads the bar-coded label and transmits the data through a programmable logic controller to an RFID tag on a passing car. In this way, the car knows the destination of the bag it’s carrying, as does the computer software that routes the car to its destination. Imagine thousands of driverless taxi cabs in New York City being controlled by a computer as they pick up and dispatch passengers throughout the streets.
The Team
The city of Denver selected two companies to assist in the project management process. Greiner Engineering—an engineering, architecture, and airport planning company—and Morrison-Knudsen Engineering—a design-construction organization. The City of Denver, Greiner, and MKE made up the project management team that coordinated schedules, controlled costs, managed information, and administered approximately 100 design contract, 160 general contractors, and more than 2,000 subcontractors.
What Went Wrong
DIA’s baggage-handling system was a critical component in the city of Denver’s plan to construct a new state-of-the-art airport that would position Denver as an air transportation hub. By automating baggage handling, aircraft turnaround time was to be cut to as little as 30 minutes. Faster turnaround meant airlines could minimize on-ground time, which would be DIA’s competitive advantage.
Following is the timeline of the major events and project management mistakes:
• November 1989: DIA construction work starts.
• Ignored experts In 1990, the City of Denver hired Breier Neidle Patrone Associates to do a feasibility analysis to build a fully integrated baggage system. Reports advised that complexity made the project unfeasible. Experts from Munich airport advised that the much simpler Munich system had taken two full years to build and that it had run 24/7 for 6 months prior to opening to allow bugs to be ironed out.
• Summer 1991: A decision is made to go ahead with the DIA project and the DIA project management team asked for bids for the automated baggage-handling system.
• Underestimated complexity Fall 1991: Of the 16 companies included in the bidding process, only 3 responded. None could complete the project in time for the October 1993 opening. All three bids were rejected, and the urgent search for a company that would meet the deadline continued.
• Poor planning and impossible expectations In April 1992, DIA went to contract with BAE Systems to complete the project in time for the October 1993 opening—ignoring expert evidence that the timeline was impossible to achieve.
• Lack of due diligence Contract terms between DIA and BAE and project specifications were hammered out in only three meetings. The rush to contract ignored the feasibility analysis. The pressure to move quickly drove them to skip critical due-diligence steps.
• Excluded key stakeholders BAE and the airport project management team excluded key stakeholders—the airlines that had contracted with DIA—during the negotiations. Excluding stakeholders from discussions in which key project decisions are made is always a losing strategy.
• Scope creep 1992–1993: Numerous changes in the scope of the project are made. For instance, Continental Airlines requested ski equipment handling facilities be added to its concourse, and the scope of the baggage-handling system expanded from handling only Concourse “B” baggage to handling baggage for the entire airport.
• Ignored interface design The baggage-handling system had to interface with the airport. That is, because the design of the building was started before the baggage system design was known, the designers of the physical building only made general allowances for where they thought the baggage system would go. The allowance of spaces in which the baggage system would operate represented the interface between the design of DIA and the baggage system. To make effective decisions about how to design DIA, the DIA designers should have worked with experts in designing the baggage system. DIA had sharp corners that required turns that baggage carts cannot navigate. To keep carts from falling off the rails, the speed of the system had to be decreased to 30 cars per minute. This change frustrated passengers who had to wait inordinately long times to pick up their baggage, thus eliminating DIA’s competitive advantage of fast baggage turnaround time.
Lessons Learned
Despite the fact that they are 6 months into formal negotiations for the project, as of March 7, 2017, DIA officials are still not ready to ink the deal with the bid team for a massive planned renovation of Jeppesen Terminal. Although 6 months was the length of time allotted for negotiations as part of a “predevelopment agreement,” DIA spokesman Heath Montgomery said airport officials are still working out project details and design that could be worth hundreds of millions of dollars. When asked how much longer it would take to complete the deal, Montgomery declined to estimate how soon the two sides would propose a full development agreement for public scrutiny and said “We have the ability to stretch it out as long as we need to.” Under the council-approved predevelopment contract, DIA CEO Kim Day can extend the negotiations period by up to six additional months without council approval.
Conclusion
From a project management perspective, the baggage-handling system was doomed from the start. Nobody knew how to design the baggage-handling system or realized the complexity of the software requirements. The decision to proceed with a single integrated system at DIA knowing that the deadline could not be met, not considering possible risks and making other irrational decisions, contributed heavily to project failure.
As a result, the DIA baggage-handling project was a spectacular failure that teaches us a lot about project communication and scope creep and has become the classic example of how not to manage a project. And, at DIA, the massive project failure has led to better project management practices.
Questions
1. In what ways did the baggage-handling project fail?
2. What red flags indicated that the baggage-handling project was likely to be a failure?
3. Which red flags were ignored in the DIA automated luggage-handling project?
4. Why do you think each of these best practice and red flags were ignored?
5. In your opinion, who are the ones responsible for the failure of this important project?
Sources: Calleam.com (2008), Grimes (2013), Coolman (2014), Perkins (2014), and Murray (2017).
What are the reasons for states to abide by or comply with international agreements and treaties?
International law and treaties and their binding effect
In your view what are the reasons for states to abide by or comply with international agreements and treaties?
Describe how the five Es (emergency response engineering, enforcement, education, and economic incentive) of prevention and mitigation are implemented in your plan.
Throughout this course, you are developing a community risk reduction (CRR) plan for a risk that your community faces.
For this assignment, prepare a formal documented outline of the entire CRR plan for your community.
Include data that you have utilized to date in the class, and incorporate that data into your CRR plan.
Also, identify budget requirements and potential funding sources. This plan should utilize charts, graphs, and visuals, which may be placed in the appendix. Since this is a formal outline, you should use complete sentences in all sections of the outline.
Include an introduction that provides supporting information and discussion about how you determined the risk and mitigation activities. Describe how the five Es (emergency response, engineering, enforcement education, and economic incentive) of prevention and mitigation are
implemented in your plan.
You may include the following headers in the outline of your plan. Create subheadings as necessary to break down individual components.
Introduction
Risk Topic, Problem and Purpose Statement, and Demographic and Department Information
Analysis of Community Demographics and Risks
Risk Prioritization and Potential Community Effects
Mitigation Tactics and Strategies
Budget Requirements and Funding Sources
Appendix
Your completed outline must be at least three pages in length and should cite and reference at least two outside sources that support your discussion. Follow APA Style when creating citations and references for this assignment.
Define the role and scope of marketing research in contemporary marketing organizations,
Measuring Performance
Canadian businesses spend tens of billions of dollars on marketing communications each year. With the move to digital, improvements in measurability, and an increasing pace of technological change, marketers in Canada are increasingly expected to do more with less. This requires a systematic approach to measurement that is incorporated from the beginning of the planning process.
Content
Learning Outcomes
By the end of this module, you should be able to:
• define the role and scope of marketing research in contemporary marketing organizations,
• distinguish between qualitative data and quantitative data,
• describe the methodologies for collecting primary research data,
• determine the influence of primary and secondary data and information on the development of marketing communications plans,
• assess a variety of marketing research procedures and methodologies that measure and evaluate behavioural responses to communications messages, and
• identify the unique methods that measure the effectiveness of individual components of marketing communications.
Marketing Research Planning
Marketers use research to understand what’s happening in the markets they serve. It is generally used on an as-needed basis to answer specific questions, define marketing opportunities, test assumptions, monitor trends, and monitor marketing performance.
The second reading provided below is a great introduction to the marketing research process, but it is briefly outlined here:
1. Identify the Problem: The research process starts with identifying the purpose of the study and how it will be used in decision making. This is used to formulate a research objective and questions that will influence research strategies and techniques.
2. Develop the Research Plan: This is the development of a framework for conducting the research that identifies what information is needed and how it will be used in decision making. It is the selection of the research strategies and techniques, including who will do what. The development of the research plan is guided by what is already known.
3. Conduct the Research: Data collection is typically the longest and most intensive part of the marketing research process. It is what we think of when we talk about research (e.g., survey, focus groups, etc.). This stage will likely involve a much larger team to implement the research plan, who must be properly supported to minimize data-collection errors.
4. Analyze and Report Findings: This is where data is organized, reviewed, modelled, and interpreted with the goal of finding insights and supporting decision making. The findings might include customer trends, attributes, and behaviours. The entire project will be presented in a report that addresses the research questions asked, describes the plan and process, and presents the insights and conclusions.
5. Take Action: If your research is properly done, and relevant findings are discovered, you will use marketing research to guide your marketing investment (and perhaps organizational strategy!). Actional insights will validate or alter your strategies, guide the implementation of your tactics, and prioritize the allocation of your resources.
What perspectives do bank managers have on critical factors that should be implemented in ethics training for employees to ensure there is consistency in staff engagement?
Purpose
The purpose of this qualitative descriptive research study is to explore from the perspectives of bank managers on how ethics training procedures and methods for employees can potentially be applied consistently with high quality that are transformational in nature for bank managers located in Southern California. The study will be achieved by interviewing employees, questionnaires, and document analysis to identify the bank’s current ethics training guidelines and whether they are being implemented within the Southern California area. The study uses a qualitative approach with descriptive research design. The proposed study’s research design is used to identify trends with accuracy by use of systematic data collection with participant perspectives.
Research Questions
The purpose of this qualitative descriptive research study is to explore the perspectives of bank managers on how ethics training procedures and methods for employees can potentially be applied consistently with high quality that are transformational in nature for bank managers located in Southern California. The knowledge will be developed by questionnaires, document analysis, and interviewing participants employed at a financial institution in the Southern California area who have undergone ethics training. The related research questions below are developed to aid the researcher with an adequate assessment of the banking sectors ethics training program. Accordingly, the following research questions are fundamental in guiding the researcher through the process of knowledge development.
RQ1: What perspectives do bank managers have on critical factors that should be implemented in ethics training for employees to ensure there is consistency in staff engagement?
RQ2: What perspectives do bank managers have on critical factors that should be implemented in ethics training for employees to ensure there is quality in staff engagement?
RQ3: What perspectives do bank managers have on critical factors that should be implemented in ethics training for employees to ensure there is transformation in staff engagement?
How and why have divisions persisted in the project of defining the French “nation” during the twentieth and twenty-first centuries?
For this class, you will be taking two, out-of-class exams that will ostensibly be argumentative essays responding to different prompts. The purpose of the exams is to assess your ability (1) to explain how the concept of the French “nation” was created and transformed over the last two centuries, (2) to effectively employ primary and secondary sources as evidence in an historical arguments, and (3) to demonstrate that you sufficiently completed the assigned readings and participated in class sessions.
Exam essays should be 2000-2500 words in length. Essays must include a proper introduction, a fully formed argument (with a specific thesis) grounded in the analysis of evidence, a conclusion that clearly highlights the main points of the essay, and a works cited list. You must use and cite all the various types of materials that you have been presented in this class (e.g. primary sources, books, articles, lectures). Do not do outside research for these exams. The exams are designed for you to respond in a compelling way using only the materials from the course.
Here are the prompts for the two exams:
Exam #2
Though the founders of the Third Republic claimed to have brought unity and consensus to France, the reality is that conflicts remained at the heart of French political, social, and cultural life. How and why have divisions persisted in the project of defining the French “nation” during the twentieth and twenty-first centuries?
In addition to formulating responses to these prompts, you must also abide by the following guidelines:
1. Course Materials: Part of the purpose of this assignment is to ensure that you have completed the readings and understood the material presented in class. It is imperative that you show your mastery of the material by working in specific examples, anecdotes, and evidence from these sources. You must include evidence from primary sources, class lectures, monographs (a.k.a. the books that you’re reading for class), and journal articles. More specifically, you must use examples from numerous primary sources, numerous lectures, all of the books that you read for that unit of the class, and at least two articles.
2. Citations: Whenever you use a source, you must cite it. Citations must be included in footnotes and correctly formatted according to the Chicago Manual of Style. If you do not know how to cite something using the Chicago Manual of Style, consult this quick guide. I have also provided examples of citations from course materials below. Remember to cite every specific example that you pull from another source.
3. Works Cited: At the end of the exam, you must include a works cited page that lists all of the sources that you used in the paper. You must organize and format the works cited list according to the Chicago Manual of Style (again, see above for more information).
Writing: Your exam is a formal, argumentative essay, so you must use formal English with correct grammar. It cannot include typos or significant grammatical mistakes. Although the main purpose of this assignment is not to test your writing ability, strong written communication is a prerequisite for effective argumentative writing.
