This document outlines an assignment to develop a research proposal measuring self-regulation. Students are instructed to use published research and theories to create a 3-5 page annotated outline or 10-minute PowerPoint presentation proposing how to measure self-regulation. The proposal must include operational definitions, limitations, assumptions, hypotheses, and data analysis plans. It should also address potential deficiencies critics may identify in the limitations and assumptions. The proposal must measure self-regulation in one of the following fields: environmental psychology, forensic psychology, health/sports psychology, or industrial/organizational psychology.

1. Title
ABC/123 Version X
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Self-Regulation of Learning
PSYCH/635 Version 2
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University of Phoenix MaterialSelf-Regulation of Learning
Use published human and animal research and behaviorist,
social cognitive, information processing and constructivist
theory to develop an outline of a research proposal to measure
self-regulation in one of the following fields:
· Environmental or evolutionary psychology
· Forensic psychology
· Health or sports psychology
· Industrial/organizational or engineering psychology
Select and complete one of the following assignments:
Option 1: Self-Regulation Presentation
Prepare this outline of a research proposal as a 10-minute
Microsoft® PowerPoint® presentation with speaker notes as if
your audience were members of a foundation grant screening
committee.
Address the following in your presentation:
· A description of how you are proposing to measure self-
regulation
· The operational definitions, limitations, assumptions,

2. hypotheses, and data analysis plans
· The deficiencies a critic might identify in your statement of
limitations and assumptionsOption 2: Self-Regulation Outline
Prepare a 3- to 5-page annotated or expanded outline for review
by members of a foundation grant screening committee.
Address the following in your outline:
· A description of how you are proposing to measure self-
regulation
· The operational definitions, limitations, assumptions,
hypotheses, and data analysis plans
· The deficiencies a critic might identify in your statement of
limitations and assumptions
Copyright © XXXX by University of Phoenix. All rights
reserved.
Copyright © 2016, 2012 by University of Phoenix. All rights
reserved.
Strategy for the Internal Environment
Presentation prepared by Dr. Debra Louis Connelley
Touro University International
Click on the speaker icon for sound.
Looking AheadCompetitive advantage: Value creation, low
cost, & differentiationThe building blocks of competitive
advantageBusiness functions, the value chain and value
creationDistinctive competencies, resources, and

3. capabilitiesThe durability of competitive advantageWhy do
companies fail?Avoiding failure and sustaining competitive
advantage
Competitive Advantage: Value Creation, Low Cost &
DifferentiationValue: Value to the customer – cost
A firm can increase value by lowering costs or increasing the
value to the customer (design, quality, etc.)
Low cost (Compaq)
Differentiation (Nordstrom’s)
The concept of value creation lies at the core of competitive
advantage.
A company has high profits when it creates more value for its
customers.
The Building Blocks of Competitive Advantage
Superior
efficiency
Superior
quality
Superior
innovation
Superior
customer
responsiveness
Competitive Advantage:
Low costDifferentiation
Business Functions, the Value Chain, and Value Creation

4. Research &
development
Production
Marketing
and sales
Service
Outputs
Inputs
Primary Activities
Company infrastructure
Human resources
Materials management
Support
Activities
Distinctive Competencies, Resources, & Capabilities
Resources
Capabilities
Distinctive
Competencies
Superior
EfficiencyQualityInnovationCustomer
responsiveness
Low Cost
Differentiation
Value
Creation
Higher

5. Profits
The Durability of Competitive AdvantageBarriers to Imitation
Imitating resources
Imitating capabilities
Capacity of Competitors
Industry Dynamism
Why do Companies Fail?Inertia
Prior Strategic Commitments
The Icarus Paradox
Avoiding Failure and Sustaining Competitive AdvantageFocus
on the building blocks of competitive advantageInstitute
continuous improvement and learningTrack best industrial
practice and use benchmarkingOvercome inertia
The five competitive forces that shape strategy. (2008). Harvard
Business Publishing. Podcast retrieved on August 28, 2014,
from
http://www.youtube.com/watch?v=mYF2_FBCvXw
The following site is an excellent introduction to the industry
(operating) and remote (macro) environments. This site is a
very good overview of Porter's Five Forces and PEST:
http://web.missouri.edu/cookml/AE4972/Industry%20Analysis.p
df

6. Connelley, D. (2005). Strategy for the External Environment.
Power Point Presentation. (attached separately)
PEST analysis. (2009). Retrieved on August 28, 2014, from
http://www.valuebasedmanagement.net/methods_PEST_analysis
.html
Porter's Five Forces: A model for industry analysis. (2007).
Retrieved on August 28, 2014, from
http://www.quickmba.com/strategy/porter.shtml
SWOT analysis: Lesson. (2009). Marketing Teacher. Retrieved
from
http://www.marketingteacher.com/swot-analysis-
marketing-tools-from-marketing-teacher/
Connelley, D. Strategy for the internal environment. PowerPoint
presentation. (attached separately)
Henry, A. (2007). The internal environment: A resource based
view of strategy. In Understanding Strategic Management.
Oxford University Press. Retrieved on August 27, 2014, from
http://fba.aiub.edu/Files/Uploads/MGT110043.pdf
Bramha, D. (2011). Internal Analysis in Strategic Management.
Retrieved on November 6, 2012, from
http://www.slideshare.net/guestd507e7/internal-
analysys-of-strategic-management-presentation