· Weight 11 of course gradeInstructionsData Instrument and D

· Weight: 11% of course grade
Instructions
Data Instrument and Data Collection Tool
For this assignment, you will complete another portion of the
research paper, which will be included in your final paper in
Unit VII. In part one of this assignment, you will describe your
data instrument. In part two, you will provide the data
collection tool that will be used in your research study
(remember this is a hypothetical research study that you will not
conduct).
For part one, Data Instrument, provide the following:
· What type of research will be conducted (qualitative,
quantitative)?
· Is this a questionnaire with open-ended or close-ended
questions or an interview?
· Will there be a questionnaire, face-to-face interviews, or the
use of the telephone or mail?
· Will there be an interview (one-on-one or group)?
· Who is the study population?
For part two, Data Collection Tool, provide the following:
· Give a short introduction on your research; provide the
purpose of your study and why you chose to conduct it.
· Explain how long participation will take.
· Explain how you will avoid sampling bias.
· Provide a minimum of ten (10) questions for your
questionnaire.
Submit a two to three-page paper (page count does not include
title and references pages). Please adhere to APA Style when
creating citations and references for this assignment. APA
formatting, however, is not necessary.
Resources

10/5/2021 Assignment Print View
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Problem-Solving Application Case—
Incentives Gone Wrong, then Wrong
Again, and Wrong Again
The Wells Fargo scandal demonstrates how a company’s choice
and implementation of performance management incentives can
have
disastrous side effects. This activity is important because it
illustrates why managers must never implement an incentive
scheme without
considering as much as possible any and all effects that it may
have on employees’ behavior.
The goal of this activity is for you to understand the link
between the details of Wells Fargo’s incentive scheme and the
employee behaviors that
resulted from it.
Read about how performance incentives led to scandal at Wells
Fargo. Then, using the three-step problem-solving approach,
answer the
questions that follow.
Money is an important tool for both attracting and motivating
talent. If you owned a company or were its CEO, you would
likely agree and
choose performance management practices to deliver such

outcomes. It also is possible you’d use incentives to help align
your employees’
interests, behaviors, and performance with those of the
company. After all, countless companies have used incentives
very successfully, but not
all. The incentives used by Wells Fargo had disastrous
consequences for employees, customers, and the company itself.
The Scenario and Behaviors
A client enters a bank branch and opens a checking account.
The performance expectations of the banker that helped open
the client's
checking account was that the banker needed to open eight
accounts for each customer, which meant he or she needed to
persuade that
customer to open seven additional accounts! This resulted in the
banker then attempting to open a savings account and maybe a
credit card
account, simple enough. But the problem happened when the
customer left without opening additional accounts and many
bankers did so
anyway—without the customer’s consent. Customers who had
mortgages with the bank sometimes had insurance policies
opened without their
knowledge. The bank also financed automobiles for many
customers, and insurance was also often added unknowingly to
these. Small
business customers were frequently overcharged for credit cards
and other services. More generally, customers for one product
were cross-

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sold other products, and along with many of these additional
accounts were fees. The increased number of accounts helped
employees meet
their numbers, and the fees provided still more income for the
bank.1
Even after all of these efforts, many bankers still fell short of
their goals and opened accounts in family members names. One
branch manager
opened 24 accounts in her teenage daughter’s name and 21 in
her husband’s. Other reports include Wells Fargo bankers
canvassing
employees at stores in which they shopped.2 Pet insurance was
added in some instances!3
Some sham accounts were closed once the employee received
credit, but many remained open, charging fees and affecting
customer’s credit.
The Damage to Customers and Employees
Wells employees created approximately 3.5 million fake
accounts; even now precise numbers are difficult to obtain. But
it seems as if 1.5 million
deposit and 500,000 credit card accounts were opened without
customer consent, and it erroneously foreclosed on over 400
mortgages and
repossessed thousands of cars. Over 800,000 customers with
auto loans were charged for auto insurance.4 The list goes on.
The negative consequences within Wells Fargo also have been

enormous. CEO John Stumpf was ousted along with former head
of community
banking, Carrie Tolstedt. Seventy-five million dollars in
compensation was clawed back from these two executives, as it
was considered ill-
gotten and due to illegal or at least unprofessional behaviors.
The same executives lost additional millions in compensation,
and approximately
5300 employees were fired. Numerous regulatory agencies fined
Wells Fargo for nearly $200 million, the company’s stock
underperformed its
competitors’, and it is difficult to estimate the cost of damage to
the company’s reputation and the resulting lost business.5 And
then there are
the incalculable cost to customers —money, frustration, ruined
credit, lost vehicles, and lost homes.
The Culprits
Much of this carnage has now been attributed to perverse
incentives and poor leadership. Investigations revealed that both
Stumpf and Tolstedt
were well aware of these unethical behaviors, but they turned a
blind eye or even encouraged these behaviors. It was reported
that Tolstedt
repeatedly denied and resisted complaints about goals being
unachievable and problematic.6 But what about the thousands of
employees that
actually opened the accounts? When writing about the Wells
Fargo scandal, Professor Elizabeth Tippett noted, “research
suggests that ethical
behavior is not about who you are or the values you hold.
Behaviors are often a function of the situation in which you
make the decision, even
factors you barely notice.7

Another interesting detail regarding performance expectations is
that the eight-account expectation for every customer was only
three 10 years
earlier. It also is important to note that this sort of cross -
selling—multiple products to the same customer—was
something Wells was known for
and contributed to its past success. It’s been reported that the
reason for eight instead of another number was that CEO
Stumpf said it rhymed
with “great.”
Actions
To be fair, numerous examples exist of Wells Fargo
management explicitly instructing employees not to engage in
such activities, including
ethics training and the deployment of risk professionals to
identify and correct inappropriate conduct. But this obviously
wasn’t enough, and
even though employees were expected to report any misdeeds,
they didn’t. Incentives stayed in place and employees continued
to be
pressured and even fired if they did not make their sales quotas.
Some involved in the scandal argued it isn’t the employees’
fault, they needed
a paycheck and this is what their employer required.8 Tim
Sloan, who worked at Wells for decades, was inserted as the
new CEO and charged
with cleaning up the mess, restoring the bank’s reputation, and
warding off a potential new $1 billion fine.9
Sloan worked in the role for two years before stepping down in
2019, presumably for not being able to turn things around.10
Whoever replaces
him has the same challenges. Assume you are the new CEO,
what would you do?

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Apply the 3-Step Problem-Solving Approach to OB
Use the Organizing Framework in Figure 6.6 and the 3-Step
Problem-Solving Approach to help identify inputs, processes,
and outcomes relative
to this case.
Apply the 3-Step Problem-Solving Approach
Step 1: Define the problem.
A. Look first to the Outcome box of the Organizing Framework
in Figure 6.6 to help identify the important problem(s) in this
case. Remember
that a problem is a gap between a desired and current state.
State your problem as a gap and be sure to consider problems at
all three
levels. If more than one desired outcome is not being
accomplished, decide which one is most important and focus on
it for steps 2 and
3.
B. Cases have key players, and problems are generally viewed
from a particular player’s perspective. You need to determine
from whose
perspective—employee, manager, team, or the organization—

you’re defining the problem. As in other cases, whether you
choose the
individual or organizational level in this case can make a
difference. In this case you’re asked to assume the role of the
new CEO.
C. Use details in the case to determine the key problem. Don’t
assume, infer, or create problems that are not explicitly
included in the case
itself.
D. To refine your choice, ask yourself, why is this a
problem? Explaining why helps refine and focus your thinking.
Focus on topics in the
current chapter, because we generally select cases that illustrate
concepts in the current chapter.
Step 2: Identify causes. Using material from this chapter and
summarized in the Organizing Framework, identify what are the
causes of the
problem you identified in Step 1. Remember, causes tend to
appear in either the Inputs or Processes boxes.
A. Start by looking at the Organizing Framework (Figure 6.6)
and determine which person factors, if any, are most likely
causes to the
defined problem. For each cause, explain why this is a cause of
the problem. Asking why multiple times is more likely to lead
you to root
causes of the problem. There may be few or no person factors
but be sure to consider them. For example, did attributes of the
leaders or
other employees contribute to the problems defined in Step 1?
B. Follow the same process for the situation factors. For each

ask yourself, Why is this a cause? For example, leadership at
the executive
and other levels might have some effect on the problem you
defined. Aside from performance management, did other HR
practices
contribute to the problem? If you agree, which specific
practices and why? By following the process of asking why
multiple times you are
likely to arrive at a more complete and accurate set of causes.
Again, look to the Organizing Framework for this chapter for
guidance.
C. Now consider the Processes box in the Organizing
Framework. Performance management processes are clearly part
of the story, but are
any other processes at the individual, group/team, or
organizational level that caused your defined problem? For any
process you
consider, ask yourself, why is this a cause? Again, do this for
several iterations to arrive at the root causes.
D. To check the accuracy or appropriateness of the causes, be
sure to map them onto the defined problem and confirm the link
or cause
and effect connection.
Step 3: Make recommendations for solving the problem,
considering whether you want to resolve it, solve it, or dissolve
it. Which
recommendation is desirable and feasible?
A. Given the causes identified in Step 2, what are your best
recommendations? Use material in the current chapter that best
suits the cause.
Remember to consider the OB in Action and Applying OB

boxes, because these contain insights into what others have
done.
B. Be sure to consider the Organizing Framework—both person
and situation factors, as well as processes at different levels.
C. Create an action plan for implementing your
recommendations, and be sure your recommendations map onto
the causes and resolve the
problem.
Footnotes
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2. Award: 0.00 points
1. M. Egan, “The Two-Year Wells Fargo Horror Story Just
Won’t End,” MoneyCNN.com, September 7, 2018,
https://money.cnn.com/2018/09/07/news/companies/wells-fargo-
scandal-twoyears/index.html.
2. S. Cowley and J. A. Kingson, “Wells Fargo to Claw Back $75
Million from Two Former Executives,” The New York Times,
April 10, 2017,
https://www.nytimes.com/2017/04/10/business/wellsfargo-pay-
executives-accounts-scandal.html.
3. M. Egan, “The Two-Year Wells Fargo Horror Story Just
Won’t End,” MoneyCNN.com, September 7, 2018,

https://money.cnn.com/2018/09/07/news/companies/wells-fargo-
scandal-twoyears/index.html.
4. G. Morgenson, “Wells Fargo Forced Unwanted Auto
Insurance on Borrowers,” The New York Times, July 27, 2017,
https://www.nytimes.com/2017/07/27/business/wells-fargo-
unwanted-autoinsurance.html.
5. E. Wolff-Mann, “Every Wells Fargo Consumer Scandal Since
2015: A Timeline,” YahooFinance.com, August 8, 2018,
https://finance.yahoo.com/news/every-wells-fargo-consumer-
scandalsince-2015-timeline-194946222.html.
6. S. Cowley and J. A. Kingson, “Wells Fargo to Claw Back $75
Million from Two Former Executives,” The New York Times,
April 10, 2017,
https://www.nytimes.com/2017/04/10/business/wellsfargo-pay-
executives-accounts-scandal.html.
7. Elizabeth C. Tippett, “How Wells Fargo Encouraged
Employees to Commit Fraud,” The Conversation Media Group
Ltd., October 7, 2016,
https://theconversation.com/how-wells-fargo-encouraged-
employees-to-commit-fraud-66615.
8. M. Corkery and S. Cowley, “Wells Fargo Warned Workers
Against Sham Accounts, but ‘They Needed a Paycheck,’” The
New York Times, September
16, 2016, https://www.nytimes.
com/2016/09/17/business/dealbook/wells-fargo-warned-
workers-against-fake-accounts-but-they-needed-a-
paycheck.html.
9. CBS This Morning, January 25, 2019.
10. R. Merle, “After Years of Apologies for Customer Abuses,
Wells Fargo CEO Tim Sloan Suddenly Steps Down,” The
Washington Post, March 28, 2019,
https://www.washingtonpost.com/business/2019/03/28/wells-
fargo-ceo-tim-sloan-step-
downimmediately/?utm_term5.27bf62d146f8.
I have read and reviewed the above case study.

Yes
No
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Workers at Amazon are Not Feeling
Motivated
While Amazon has become the undisputed giant of the e-
commerce world, its growth has come at the expense of
employee motivation. Poor
working conditions in its fulfillment centers suggest an
imminent employee morale crisis. Amazon now faces difficult
decisions about balancing
the needs of its workers with its mandate to deliver growth and
profits to shareholders. This activity is important because it
illustrates such
tradeoffs, which are common in both large and small companies.
The goal of this exercise is for you to consider options that
Amazon might have to address employee motivation and morale
in a number of

critical areas.
Read about Amazon’s working conditions and employee morale
crisis. Then, using the three-step problem-solving approach,
answer the
questions that follow.
Across the globe at over 175 fulfillment centers, more than
125,000 workers frantically “pick, pack, and ship millions of
Amazon.com customer
orders to the tune of millions of items per year.”1 Amazon’s
innovations, like free 2-day shipping for Prime members, dash
buttons, and in-home
delivery, have made the retail giant a standout in customer
service. The company has consistently received award-winning
customer satisfaction
ratings.2 Amazon became the most valuable public company and
second largest e-commerce company in the world in 2019 by
being hyper-
focused on customer experiences.3
But many of Amazon’s fulfillment center workers are unhappy
with what they are required to do to assure these esteemed
customer
experiences.4 The result has been public outcry, boycotts, poor
attitudes and health, and extremely high turnover rates among
workers. What’s
making employees so miserable inside Amazon fulfillment
centers?
Working at an Amazon Fulfillment Center
Amazon designs its fulfillment center jobs for efficiency, with
managers constantly monitoring and tracking employees in three
primary areas.

First, workers are monitored for productivity as they race to fill
as many orders as possible to meet or exceed daily quotas.
Those who don’t
meet their quotas are written up, and excessive write-ups can
lead to termination.5 A recent undercover investigation revealed
that some
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employees are so fearful of missing their quotas that they
forego taking necessary bathroom breaks and instead urinate in
bottles and trash
cans inside the warehouses.6 The company is so dedicated to its
productivity goals that workers reportedly don’t speak to one
another during
their shifts, saying that managers strongly discourage any kind
of camaraderie.7
Second, management monitors fulfillment center workers for
security purposes. One employee described the environment as
resembling a
prison, noting time-consuming scans for contraband (e.g.,
sunglasses, phones, hoodies) and stolen items at the beginning
and end of shifts.8
There’s also a custom of publicly shaming employees who steal
from the company on flat-screen TVs and bulletin boards
around the

warehouses.9
Third, fulfillment center managers track employee attendance.
Workers can be fired for excessive missed work days, or, as
Amazon calls it,
going into negative unpaid time off (UPT). Employees have
reported being so terrified of missing work that they show up
even when they are
too sick or injured to work safely, in spite of the extremely
physically demanding nature of the job.10
How Does Amazon Attract Fulfillment Center Workers?
How is it that news of a new Amazon fulfillment center is still
seen as cause for celebration, given what has been reported
about working
conditions? Employment opportunities are one key explanation.
The company tends to locate fulfillment centers on the outskirts
of major
metropolitan areas, often in regions that have yet to recover
from the recent economic recession and are desperate for
increased jobs.11 In
other words, if Amazon opens a fulfillment center in your town,
chances are your employment prospects will be better than those
you’ve got
right now.
Even so, many Amazon fulfillment center employees feel the
compensation they receive is not commensurate with the
extreme working
conditions and job demands. Worker retention thus seems to be
a function of a lack of viable alternatives rather than positive
employee
attitudes toward the company. As one worker stated, “that’s

what makes people not want to quit—the pay” . . . “you can
treat me any type of
way, since this is the best money we can get out here . . .”12
Amazon does provide some additional incentives to increase
productivity at its fulfillment centers. For example, managers
often hold
competitions that reward employees with “swag bucks”—tokens
to spend inside the warehouse on things like t-shirts, water
bottles, or cafeteria
meals.13 Other rewards reportedly include small gift cards and
even cookies. Said one employee, “I don’t want a cookie or a
gift card. I’ll take it,
but I’d rather a living wage. Or not being timed when you’re
sitting on the toilet.”14 Another worker found these incentives
insulting, saying that
“around this time of year the managers, if their targets are met
or exceeded, they get a bonus.”15
Amazon implemented a policy guaranteeing a minimum wage of
$15 per hour after receiving such negative attention in the press.
This resulted
in raises as small as 25 cents per hour, which many viewed as
“damage control.”16 For some tenured workers, the new policy
meant their wages
became compressed and they lost important benefits they
previously received, such as stock options and bonus
opportunities.17
What’s Next?
Stacy Mitchell, co-director of the Institute for Local Self-
Reliance, said “There’s this way in which Amazon’s warehouses

are perceived to be a
good thing for a community, but that’s only because the context
in which they are being proposed and built is so devoid of better
opportunities.”
Said a current employee, “They’re walking a fine line in the
community—everybody knows someone who’s worked there,
and no one says it’s a
good place to work.”18
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Some Amazon workers have attempted to generate interest in
union representation but have been unable to gain the
momentum necessary for
an organizing campaign. This is likely due to two main causes.
First, the fact that Amazon has one of the highest turnover rates
in the United
States means that employees aren’t around long enough for a
movement to take shape. Second, workers have expressed they
are afraid to
speak up and participate in organizing campaigns for fear of
retaliation from the company.19
It’s unlikely we’ll see any sweeping changes to the way Amazon
manages its fulfillment center workers in the near future. This is
because

Amazon already loses money on e-commerce and subsidizes the
losses with other segments of its business. Any changes to the
current state
of affairs could mean a loss of our coveted cheap wares and free
two-day shipping.20
Apply the 3-Step Problem-Solving Approach
Step 1: Define the problem.
A. Look first at the Outcome box of the Organizing Framework
in Figure 5.11 to help identify the important problem(s) in this
case. Remember, a
problem is a gap between a desired and current state. State your
problem as a gap and be sure to consider problems at all three
levels. If more
than one desired outcome is not being accomplished, decide
which one is most important and focus on it for steps 2 and 3.
B. Cases have protagonists (key players), and problems are
generally viewed from a particular protagonist’s perspective.
Identify the perspective
from which you’re defining the problem—is it the perspective
of Amazon or its workers?
C. Use details in the case to identify the key problem. Don’t
assume, infer, or create problems that are not included in the
case.
D. To refine your choice, ask yourself, why is this a
problem? Explaining why helps refine and focus your thinking.
Focus on topics in the current
chapter, because we generally select cases that illustrate
concepts in the current chapter.
Step 2: Identify causes of the problem by using material from
this chapter, summarized in the Organizing Framework shown

in Figure 5.11.
Causes will appear in either the Inputs box or the Processes
box.
A. Start by looking at Figure 5.11 to identify which person
factors, if any, are most likely causes to the defined problem.
For each cause, ask: Why is
this a cause of the problem? Asking why multiple times is more
likely to lead you to root causes of the problem.
B. Follow the same process for the situation factors.
C. Now consider the Processes box in Figure 5.11. Consider
concepts listed at all three levels. For any concept that might be
a cause, ask: Why is
this a cause? Again, do this for several iterations to arrive at
root causes.
D. To check the accuracy or appropriateness of the causes, be
sure to map them onto the defined problem.
Step 3: Make recommendations for solving the problem,
considering whether you want to resolve it, solve it, or dissolve
it. Which
recommendation is desirable and feasible?
A. Given the causes identified in Step 2, what are your best
recommendations? Use the content in Chapter 5 or one of the
earlier chapters to
propose a solution.
B. You may find potential solutions in the OB in Action boxes
and Applying OB boxes within this chapter. These features
provide insights into what
other individuals or companies are doing in relationship to the
topic at hand.

C. Create an action plan for implementing your
recommendations.
Footnotes
1. See “Our Fulfillment Centers,” Aboutamazon.com,
https://www.aboutamazon.com/amazon-fulfillment/our-
fulfillment-centers, accessed March 20, 2019; and “Amazon’s
Fulfillment Network,”
Aboutamazon.com, https://www.aboutamazon.com/working-at-
amazon/amazons-fulfillment-network, accessed April 2, 2019.
2. See E. Feinberg, “How Amazon Is Investing In Customer
Experience by Reimagining Retail Delivery,” Forbes, January 4,
2018,
https://www.forbes.com/sites/forbescommunicationscouncil/201
8/01/04/how-amazon-is-investing-in-customer-experience-by-
reimagining-retail-delivery/#5c78fd7f2c2e; and B. Morgan,
“Costco Takes Top Spot In Online Customer Satisfaction over
Amazon,” Forbes, February 27, 2019,
https://www.forbes.com/sites/blakemorgan/2019/02/27/costco-
takes-top-spot-in-online-
customer-satisfaction-over-amazon/#1290d33949a7.
3. See L. Feiner, “Amazon Is the Most Valuable Public
Company in the World after Passing Microsoft,” CNBC, January
7, 2019, https://www.cnbc.com/2019/01/07/amazon-passes-
microsoft-
market-value-becomes-largest.html; and A. Levy, “The 7
Largest E-Commerce Companies in the World,” The Motley
Fool, December 26, 2018,
https://www.fool.com/investing/2018/12/26/the-
7-largest-e-commerce-companies-in-the-world.aspx.
4. S. Liao, “Amazon Warehouse Workers Skip Bathroom Breaks
to Keep Their Jobs, Says Report,” The Verge, April 16, 2018,
https://www.theverge.com/2018/4/16/17243026/amazon-
warehouse-jobs-worker-conditions-bathroom-breaks.
5. A. Semuels, “What Amazon Does to Poor Cities,” The
Atlantic, February 1, 2018,

https://www.theatlantic.com/business/archive/2018/02/amazon-
warehouses-poor-cities/552020/.
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1. Award: 0.00 points
6. N. Godlewski, “Amazon Working Conditions: Urinating in
Trash Cans, Shamed to Work Injured, List of Employee
Complaints,” Newsweek, September 12, 2018,
https://www.newsweek.com/amazon-drivers-warehouse-
conditions-workers-complains-jeff-bezos-bernie-1118849.
7. C. Lieber, “Bernie Sanders Called Out Jeff Bezos for Poor
Treatment of Amazon Workers. In a Rare Move, the Company
Fired Back,” Vox, August 30, 2018,
https://www.vox.com/2018/8/30/17797786/amazon-warehouse-
conditions-bernie-sanders.
8. S. Liao, “Amazon Warehouse Workers Skip Bathroom Breaks
to Keep Their Jobs, Says Report,” The Verge, April 16, 2018,
https://www.theverge.com/2018/4/16/17243026/amazon-
warehouse-jobs-worker-conditions-bathroom-breaks.
9. E. Fox, “Amazon Reportedly Has Scoreboards to Shame Its
Workers,” Vanity Fair, March 8, 2016,
https://www.vanityfair.com/news/2016/03/amazon-warehouse-
theft.
10. I. A. Hamilton and Á. Cain, “Amazon Warehouse
Employees Speak Out about the ‘Brutal’ Reality of Working
during the Holidays, When 60-Hour Weeks Are Mandatory and

Ambulance
Calls are Common,” Business Insider, February 19, 2019,
https://www.businessinsider.com/amazon-employees-describe-
peak-2019-2.
Ambulance
Calls Are Common,” Business Insider, February 19, 2019,
peak-2019-2.
Ambulance
Calls Are Common,” Business Insider, February 19, 2019,
peak-2019-2.
16. A. Bhattarai, “Amazon Is Doling Out Raises of as Little as
25 Cents an Hour in What Employees Call ‘Damage Control,’”
The Washington Post, September 24, 2018,
https://www.washingtonpost.com/business/2018/09/24/it-feels-
like-damage-control-amazon-warehouse-workers-say-company-
is-quietly-doling-out-small-raises/?

noredirect=on&utm_term=.57415d467603.
17. K. Weise, “Some Amazon Workers Are Fuming About Their
Raise,” The New York Times, October 9, 2018,
https://www.nytimes.com/2018/10/09/technology/amazon-
workers-pay-
raise.html.
https://www.theatlantic.com/business/archive/2018/02/amazo n-
I have read and reviewed the above case study.
Yes
No
BMAL 500
Discussion Assignment Instructions
Overview
You will participate in a Discussion based on concepts from the
required reading for the given Module: Week, organizational
situations, and your own research. Each Discussion is completed

in 2 parts: a thread and 2 replies to classmates’ threads.
Instructions
Thread: Choose only one of the two provided business cases
from the module textbook Learn items. At the end of each
problem-solving case, you will be required to attest that you
read the case which will be worth zero points. Once completed,
you will respond in the proper discussion to the case using the
problem-solving framework. Each thread must be 500–750
words.
The following 4 sources must be included in your thread:
· The textbook,
· The chosen case study,
· At least 1 peer-reviewed journal article,
· 1 passage of Scripture
All sources must be used in current APA format, the
aforementioned is a minimum list.
Replies: Provide 2 thoughtful replies to the threads of
classmates. Each reply must include an analysis of your
classmates’ threads, based on any experience from your own
professional career (if applicable) that might be relevant. All
replies must be 200–250 words. Also, be sure to integrate the
required reading in a logical and relevant manner.
You must cite:
· The textbook,
· 1 passage of Scripture, and
· 1 peer-reviewed journal article
Submit your thread by 11:59 p.m. (ET) on Thursday of the
assigned Module: Week, and submit your replies by 11:59 p.m.
(ET) on Sunday of the same Module: Week.
The only exception for the Sunday deadline is the Discussion in
the final week of class. Replies will be due Friday 11:59 p.m.
(ET) of Module 8: Week 8.
NOTE: This course utilizes the Post-First feature in all
Discussions. This means you will only be able to read and

interact with your classmates’ threads after you have submitted
your thread in response to the provided prompt.

· Weight 11 of course gradeInstructionsData Instrument and D

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· Weight 11 of course gradeInstructionsData Instrument and D