BUS 700Leadership and Creative Solutions ImplementationD.docx

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This document discusses two discussion questions from business courses. The first asks about individual and group blockages to creative thinking and how to overcome them. The second asks whether Americans value the environment more than materialism, what ethical issues relate to green marketing, and for examples. The document instructs the reader to provide detailed explanations and definitions, comment on findings, and support statements with peer-reviewed citations and references.

Education

BUS 700Leadership and Creative
Solution
s Implementation
Discussion Question 1
Please Evaluate the Mindsets and Paradigms and the Resistance
to Change by answering the following questions:
What are the leading blockages to individual creative thinking?
What are the leading blockages to group creative thinking?
How do you suggest overcoming these blockages?

BUS 720
Marketing Strategy & Consumer Behavior
Discussion Question 2
Do you believe Americans’ concern for the environment is a
stronger value than their materialism? What ethical issues do
you see relating to green marketing? Provide some real-life
examples.
Provide your explanations and definitions in detail and be
precise. Comment on your findings. Provide references for
content when necessary. Provide your work in detail and explain
in your own words. Support your statements with peer-reviewed
in-text citation(s) and reference(s).

BUS 700Leadership and Creative Solutions ImplementationD.docx

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BUS310ASSIGNMENT Imagine that you work for a company with an age diverse workforce. You have baby boomers working with millenials. Their backgrounds are different, and how they view work is different. This is causing some friction within the workforce. Before the tension escalates, you need to have a meeting to discuss the issue. Prepare a five to seven (5-7) slide PowerPoint presentation for your staff meeting that addresses this issue and proposes a solution. Create a five to seven (5-7) slide PowerPoint presentation in which you: 1. Propose a solution that will relieve friction in your company’s age diverse workforce. 2. Format your assignment according to the following formatting requirements: a. Format the PowerPoint presentation with headings on each slide and at least one (1) relevant graphic (photograph, graph, clip art, etc.). Ensure that the presentation is visually appealing and readable from up to 18 feet away. Check with your professor for any additional instructions. b. Include a title slide containing the title of the assignment, your name, your professor’s name, the course title, and the date. The specific course learning outcomes associated with this assignment are: · Explain effective approaches to the broad spectrum of employee relations, including career development, fostering ethical behavior, discipline, labor relations, and dismissals. · Use technology and information resources to research issues in human resource management. · Write clearly and concisely about human resource management using proper writing mechanics. Click here to view the grading rubric for this assignment. Team Project Deliverable and Presentation You team works for XYZ Company, which has a directional strategy focused on expanding the company through horizontal integration. Your team can determine the official name of the company and industry. The company does a great job keeping close watch on its cash position and consistently maintains a positive cash flow; is very solvent; controls its overhead expenses; has solid marketing and sales, production, and human resources performance metrics, and fosters a culture of strategic thinkers. Historically, your company has expanded through a combination of organic (new startups) and inorganic growth and feels it’s time to consider acquisition opportunities. The Board is looking to engage in a friendly acquisition of a company that will not only increase its market share, but allow it to penetrate new markets and increase the company’s abilities to meet current and future consumer needs and expectations. Since management’s attitude is to pursue a friendly acquisition as opposed to a hostile takeover, your team may consider looking at conglomerates that have experienced significant growth through inorganic growth (acquisitions) and may now be looking to refocus on their core business and are willing to consider divesting some of its businesses that are within your industry. There could be other companies.

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BUS357 Copyright © 2020 Singapore University of Social Sciences (SUSS) Page 1 of 11 ECA – January Semester 2020 BUS357 End-of-Course Assessment – January Semester 2020 Starting and Managing a Business __________________________________________________________________________________________ INSTRUCTIONS TO STUDENTS: 1. This End-of-Course Assessment paper comprises ELEVEN (11) pages (including the cover page). 2. You are to include the following particulars in your submission: Course Code, Title of the ECA, SUSS PI No., Your Name, and Submission Date. 3. Late submission will be subjected to the marks deduction scheme. Please refer to the Student Handbook for details. IMPORTANT NOTE ECA Submission Deadline: 09 March 2020, 12noon BUS357 Copyright © 2020 Singapore University of Social Sciences (SUSS) Page 2 of 11 ECA – January Semester 2020 ECA Submission Guidelines Please follow the submission instructions stated below: A - What Must Be Submitted You are required to submit the following THREE (3) items for marking and grading:  A Report (you should submit this item first as it carries the highest weightage).  A Video Presentation: o SUSS conducts Hands-on workshop on how to record ECA video presentation for SBIZ students every semester. Students will receive an invite to the workshop via Student Portal, Canvas as well as email, a month before the ECA cut-off date. o The ECA video recording and submission guides are also available as an external links/downloads in the invite.  The set of PowerPoint slides, converted to PDF, upon which the video presentation is based. Please verify your submissions after you have submitted the above THREE (3) items. B - Submission Deadline  The THREE (3) items of Report, Video and Presentation Summary are to be submitted by 12 noon on the submission deadline.  You are allowed multiple submissions till the cut-off date for each of the THREE (3) items.  Late submission of any of the THREE (3) items will be subjected to mark-deduction scheme by the University. Please refer to Section 5.2 Para 2.4 of the Student Handbook. C - How the (3) Items Should Be Submitted  The Report: submit online to Canvas via TurnItIn (for plagiarism detection)  The Video: submit online to Canvas (refer to workshop invite for the user guide)  The Presentation Summary: o submit online to Canvas via TurnItIn (PPT must be converted to PDF and submission is in PDF only) o The PPT must contain at least 20 words o Refer to workshop invite for the user guide  Avoid using a public WiFi connection for submitting large video files. If you are using public wireless (WiFi) connection (e.g. SG Wireless at public areas), you might encounter a break in the connection when sending large files. BUS357 Copyright © 2020 Singapore University of Social Sciences (SUSS) Page 3 of 11 ECA – Janu.

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BUS308 – Week 1 Lecture 2 Describing Data Expected Outcomes After reading this lecture, the student should be familiar with: 1. Basic descriptive statistics for data location 2. Basic descriptive statistics for data consistency 3. Basic descriptive statistics for data position 4. Basic approaches for describing likelihood 5. Difference between descriptive and inferential statistics What this lecture covers This lecture focuses on describing data and how these descriptions can be used in an analysis. It also introduces and defines some specific descriptive statistical tools and results. Even if we never become a data detective or do statistical tests, we will be exposed and bombarded with statistics and statistical outcomes. We need to understand what they are telling us and how they help uncover what the data means on the “crime,” AKA research question/issue. How we obtain these results will be covered in lecture 1-3. Detecting In our favorite detective shows, starting out always seems difficult. They have a crime, but no real clues or suspects, no idea of what happened, no “theory of the crime,” etc. Much as we are at this point with our question on equal pay for equal work. The process followed is remarkably similar across the different shows. First, a case or situation presents itself. The heroes start by understanding the background of the situation and those involved. They move on to collecting clues and following hints, some of which do not pan out to be helpful. They then start to build relationships between and among clues and facts, tossing out ideas that seemed good but lead to dead-ends or non-helpful insights (false leads, etc.). Finally, a conclusion is reached and the initial question of “who done it” is solved. Data analysis, and specifically statistical analysis, is done quite the same way as we will see. Descriptive Statistics Week 1 Clues We are interested in whether or not males and females are paid the same for doing equal work. So, how do we go about answering this question? The “victim” in this question could be considered the difference in pay between males and females, specifically when they are doing equal work. An initial examination (Doc, was it murder or an accident?) involves obtaining basic information to see if we even have cause to worry. The first action in any analysis involves collecting the data. This generally involves conducting a random sample from the population of employees so that we have a manageable data set to operate from. In this case, our sample, presented in Lecture 1, gave us 25 males and 25 females spread throughout the company. A quick look at the sample by HR provided us with assurance that the group looked representative of the company workforce we are concerned with as a whole. Now we can confidently collect clues to see if we should be concerned or not. As with any detective, the first issue is to understand the.

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BUS308 – Week 5 Lecture 1 A Different View Expected Outcomes After reading this lecture, the student should be familiar with: 1. What a confidence interval for a statistic is. 2. What a confidence interval for differences is. 3. The difference between statistical and practical significance. 4. The meaning of an Effect Size measure. Overview Years ago, a comedy show used to introduce new skits with the phrase “and now for something completely different.” That seems appropriate for this week’s material. This week we will look at evaluating our data results in somewhat different ways. One of the criticisms of the hypothesis testing procedure is that it only shows one value, when it is reasonably clear that a number of different values would also cause us to reject or not reject a null hypothesis of no difference. Many managers and researchers would like to see what these values could be; and, in particular, what are the extreme values as help in making decisions. Confidence intervals will help us here. The other criticism of the hypothesis testing procedure is that we can “manage” the results, or ensure that we will reject the null, by manipulating the sample size. For example, if we have a difference in a customer preference between two products of only 1%, is this a big deal? Given the uncertainty contained in sample results, we might tend to think that we can safely ignore this result. However, if we were to use a sample of, say, 10,000, we would find that this difference is statistically significant. This, for many, seems to fly in the face of reasonableness. We will look at a measure of “practical significance,” meaning the likelihood of the difference being worth paying any attention to, called the effect size to help us here. Confidence Intervals A confidence interval is a range of values that, based upon the sample results, most likely contains the actual population parameter. The “most likely” element is the level of confidence attached to the interval, 95% confidence interval, 90% confidence interval, 99% confidence interval, etc. They can be created at any time, with or without performing a statistical test, such as the t-test. A confidence interval may be expressed as a range (45 to 51% of the town’s population support the proposal) or as a mean or proportion with a margin of error (48% of the town supports the proposal, with a margin of error of 3%). This last format is frequently seen with opinion poll results, and simply means that you should add and subtract this margin of error from the reported proportion to obtain the range. With either format, the confidence percent should also be provided. Confidence intervals for a single mean (or proportion) are fairly straightforward to understand, and relate to t-test outcomes simply. Details on how to construct the interval will be given in this week’s second lecture. We want to understand how to interpret and understa.

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Bus101 quiz (Business Organizations)The due time is in 1hrs1 .docx

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BUS 625 Week 4 Response to Discussion 2Guided Response Your.docx

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BUS 625 Week 2 Response for Discussion 1 & 2Week 2 Discussion 1 .docx

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Bus 626 Week 6 - Discussion Forum 1 Guided Response: Respond to at least two of your fellow students’ and to your instructor’s posts in a substantive manner and provide information or concepts that they may not have considered. Each response should have a minimum of 100 words. Support your position by using information from the week’s readings. You are encouraged to post your required replies earlier in the week to promote more meaningful and interactive discourse in this discussion forum. Continue to monitor the discussion forum until Day 7 and respond with robust dialogue to anyone who replies to your initial post. Jocelyn Harnett Egypt has a sizable trade deficit that has continued to grow through the 21st century. The country has imports that make up a third of GDP and exports that make up one tenth of GDP. Egypt has many critical trade partners that include China, the United States, and the Gulf Arab countries. Throughout history Egypt has had an unstable government which has led to an unstable economy. This is related to the fluctuations the country has experienced in tariffs and taxes. The country has stabilized in recent years, but the historic instability still remains a critical factor when considering the expansion of Wal-Mart into Egypt. The trade deficit would not be a concern under normal conditions due to the fact that this means money is flowing into the country and creating new opportunities, but because the government is not stable Wal-Mart would want to ascertain that money was being invested properly in the future. If money is not being utilized correctly than the trade deficit becomes a concern because future generations are inheriting a debt that had no payback associated with it. The exchange rate of the Egyptian pound has gotten stronger to the US Dollar, which is a good indicator the economy is heading in the correct direction. Wal-Mart expansion could benefit from getting into the market in Egypt at the right time to see major profits. Egypt is a market that will continue to grow as the internal government becomes stabilized and the country continues to focus on improving the economic welfare of the people. Currently the market in Egypt is volatile and companies that select to make an investment here must be aware of the many different cultural aspects that will affect success. The government is working to “find solutions and solve difficulties for people and businesses” (Bawaba, 2019) and has seen success in the first half of 2019. “At the time of May 31, 2019, the whole country had 721,516 businesses doing business, increasing 23,921 enterprises (3.43 %) compared to the end of 2018.” (Bawaba, 2019). This sort of success validates a foreign company wanting to make an investment, but continued analysis of the country’s government stability will be needed before each new storefront is added. References: Bawaba, A. (2019). Egypt : "Reviewing tax policies, finding solutions to solve difficulties for people and .

Bus 626 Week 6 - Discussion Forum 1Guided Response Respon.docx

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BUS 499, Week 8: Corporate Governance Slide # Topic Narration 1 Introduction Welcome to Senior Seminar in Business Administration. In this lesson we will discuss Corporate Governance. Please go to the next slide. 2 Objectives Upon completion of this lesson, you will be able to: Describe how corporate governance affects strategic decisions. Please go to the next slide. 3 Supporting Topics In order to achieve these objectives, the following supporting topics will be covered: Separation of ownership and managerial control; Ownership concentration; Board of directors; Market for corporate control; International corporate governance; and Governance mechanisms and ethical behavior. Please go to the next slide. 4 Separation of Ownership and Managerial Control To start off the lesson, corporate governance is defined as a set of mechanisms used to manage the relationship among stakeholders and to determine and control the strategic direction and performance of organizations. Corporate governance is concerned with identifying ways to ensure that decisionsare made effectively and that they facilitate strategic competitiveness. Another way to think of governance is to establish and maintain harmony between parties. Traditionally, U. S. firms were managed by founder- owners and their descendants. As firms became larger the managerial revolution led to a separation of ownership and control in most large corporations. This control of the firm shifted from entrepreneurs to professional managers while ownership became dispersed among unorganized stockholders. Due to these changes modern public corporation was created and was based on the efficient separation of ownership and managerial control. The separation of ownership and managerial control allows shareholders to purchase stock. This in turn entitles them to income from the firm’s operations after paying expenses. This requires that shareholders take a risk that the firm’s expenses may exceed its revenues. Shareholders specialize in managing their investment risk. Those managing small firms also own a significant percentage of the firm and there is often less separation between ownership and managerial control. Meanwhile, in a large number of family owned firms, ownership and managerial control are not separated at all. The primary purpose of most large family firms is to increase the family’s wealth. The separation between owners and managers creates an agencyrelationship. An agency relationship exists when one or more persons hire another person or persons as decision- making specialists to perform a service. As a result an agency relationship exists when one party delegates decision- making responsibility to a second party for compensation. Other examples of agency relationships are consultants and clients and insured and insurer. An agency relationship can also exist between managers and their employees, as well as between top- level managers and the firm’s owners. The sep.

BUS 499, Week 8 Corporate Governance Slide #TopicNarration.docx

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BUS 499, Week 6: Acquisition and Restructuring Strategies Slide # Topic Narration 1 Introduction Welcome to Business Administration. In this lesson we will discuss Acquisition and Restructuring Strategies. Please go to the next slide. 2 Objectives Upon completion of this lesson, you will be able to: Identify various levels and types of strategy in a firm. Please go to the next slide. 3 Supporting Topics In order to achieve this objective, the following supporting topics will be covered: The popularity of merger and acquisition strategies; Reasons for acquisitions; Problems in achieving acquisition success; Effective acquisitions; and Restructuring. Please go to the next slide. 4 The Popularity of Merger and Acquisition Strategies The acquisition strategy has been a popular strategy among U.S. firms for many years. Some believe that this strategy played a central role in an effective restructuring of U.S. business during the 1980s and 1990s and into the twenty-first century. An acquisition strategy is sometimes used because of the uncertainty in the competitive landscape. A firm may make an acquisition to increase its market power because of a competitive threat, to enter a new market because of the opportunity available in that market, or to spread the risk due to the uncertain environment. The strategic management process calls for an acquisition strategy to increase a firm’s strategic competitiveness as well as its returns to shareholders. Thus, an acquisition strategy should be used only when the acquiring firm will be able to increase its value through ownership of the acquired firm and the use of its assets. Please go to the next slide. 5 Mergers, Acquisitions, and Takeovers A merger is a strategy through which two firms agree to integrate their operations on a relatively coequal basis. Few true mergers actually occur, because one party is usually dominant in regard to market share or firm size. An acquisition is a strategy through which one firm buys a controlling, or one hundred percent, interest in another firm with the intent of making the acquired firm a subsidiary business within its portfolio. In this case, the management of the acquired firm reports to the management of the acquiring firm. Although most mergers are friendly transactions, acquisitions can be friendly or unfriendly. A takeover is a special type of an acquisition strategy wherein the target firm does not solicit the acquiring firm’s bid. The number of unsolicited takeover bids increased in the economic downturn of 2001 to 2002, a common occurrence in economic recessions; because the poorly managed firms that are undervalued relative to their assets are more easily identified. On a comparative basis, acquisitions are more common than mergers and takeovers. Please go to the next slide. 6 Reasons for Acquisitions There are a number of reasons firms decide to acquire another company. These are: Increased market power; Overcoming entry barriers; Co.

BUS 499, Week 6 Acquisition and Restructuring StrategiesSlide #.docx

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BUS 499, Week 4: Business-Level Strategy, Competitive Rivalry, and Competitive Dynamics Slide # Topic Narration 1 Introduction Welcome to Senior Seminar in Business Administration. In this lesson, we will discuss Business-Level Strategy, Competitive Rivalry, and Competitive Dynamics. Next slide. 2 Objectives Upon completion of this lesson, you will be able to: Identify various levels and types of strategy in a firm. Next slide. 3 Supporting Topics In order to achieve this objective, the following supporting topics will be covered: Customers: their relationship with business-level strategies; The purpose of a business-level strategy; Types of business-level strategies; A model of competitive rivalry; Competitor analysis; Drivers of competitive actions and responses; Competitive rivalry; Likelihood of attack; Likelihood of response; and Competitive dynamics. Next slide. 4 Customer Relationships Strategic competitiveness results only when the firm is able to satisfy a group of customers by using its competitive advantages as the basis for competing in individual product markets. A key reason firms must satisfy customers with their business-level strategy is that returns earned from relationships with customers are the lifeblood of all organizations. The most successful companies try to find new ways to satisfy current customers and/or meet the needs of new customers. The firm’s relationships with its customers are strengthened when it delivers superior value to them. Strong interactive relationships with customers often provide the foundation for the firm’s efforts to profitably serve customers’ unique needs. The reach dimension of relationships with customers is concerned with the firm’s access and connection to customers. Richness is concerned with the depth and detail of the two-way flow of information between the firm and the customer. Affiliation is concerned with facilitating useful interactions with customers. Deciding who the target customer is that the firm intends to serve with its business-level strategy is an important decision. Companies divide customers into groups based on differences in the customers’ needs to make this decision. Dividing customers into groups based on their needs is called market segmentation, which is a process that clusters people with similar needs into individual and identifiable groups. Next slide. 5 Customer Relationships, continued After the firm decides who it will serve, it must identify the targeted customer group’s needs that its good or services can satisfy. Successful firms learn how to deliver to customers what they want and when they want it. In a general sense, needs are related to a product’s benefits and features. Having close and frequent interactions with both current and potential customers helps firms identify those individuals’ and groups’ current and future needs. As explained in previous lessons, core competencies are resources and capabilities that serve as a source of.

BUS 499, Week 4 Business-Level Strategy, Competitive Rivalry, and.docx

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BUS 437 Project Procurement Management Discussion Questions Week 2 Discussion “Effective Management.” There are three (3) recommendations for effective management of projects in concurrent multiphase environments: Organizational System Design, System Implementation, and Managing in Concurrent Engineering.· Which of these three (3) recommendations for effective management would you or do you use most often? Why? Week 3 Discussion Top of Form “Managing Configuration and Data for Effective Project Management.” The process protocol model consists of thirteen (13) steps from Inception to Feedback.· What are the steps?· Can any be skipped in this process model? What are the steps? Week 4 Discussion“Organizational Project Management Maturity Model.” Students will respond to the following:· What is the four-step process of innovation and learning and how can your organization apply these steps to manage a project?· Of the five (5) levels of an organizational project management maturity model, which level is often the most difficult to manage? Why? INTEGRATED SEMESTER ASSIGNMENT (FINC 300, INFO 300, MGMT 300, MKTG 300) DUE: April 12, 2019 INSTRUCTIONS: The objective of the integrated semester is to help you extend your knowledge of how the finance, operations, management, and marketing disciplines work and how they integrate their functioning in the real world of business. This assignment is an assessment of how well you understand this integration. It is worth 10% of your course grade. YOUR ASSIGNMENT IS TO ANSWER ALL OF THE QUESTIONS, IN A SINGLE DOCUMENT: • The assignment should be prepared as a Word document, 12 -14 pages in length (approx. 3 pages for each discipline’s questions). • The document should be double spaced, using Ariel font #12. • Label each section (e.g., FINANCE) to indicate which discipline’s questions you are answering. • Add any Appendices at the end of the Word document. • Upload the entire Word file through the link on Canvas to each of your Integrated Semester courses by the due date. Note: Your reference sources, in addition to the base case and question sets, should be online sites and articles, Bloomberg terminals, your Integrated Semester textbooks and PowerPoint slides. Also note, Turnitin, a software tool that improves writing and prevents plagiarism, will be used to assess your sourcing of information. Do your own work. FINANCE ASSIGNMENT The objective of the integrated semester is to help you extend your knowledge of how the finance, operations, management, and marketing disciplines work and how they integrate their functioning in the real world of business. This assignment is an assessment of how well you understand this integration. It is worth 10% of your course grade. Use either the Bloomberg terminals located at the Feliciano School of Business or other reputable sources such as finance.yahoo.com, morningstar.com or Wall Street Jo.

BUS 437 Project Procurement Management Discussion QuestionsWe.docx

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BUS 480.01HY Case Study Assignment Instructions Instructions: Each of you have been assigned a company to complete a case study analysis report. The case distribution can be found on BlackBoard (course content -> case study analysis - > case study distribution). Complete a thorough research on your company in order to complete the analysis. It is required for you to use scholarly journals and peer-reviewed articles, which can be found on the University’s website in the library section. I have provided you with very detailed information on how to complete a thorough case analysis report. I am available during my office hours to discuss. I will also schedule a case analysis session during lunch time this week. If you are able to make it, please attend for one-on-one assistance. Your “draft is due this Thursday, October 11th. I am not looking for perfection here, but please do your best in writing and researching. Your final product will be due on Thursday, October 18th. BUS 480.01HY Case Study Assignment Instructions 1. Format – please review the case study format guidelines placed on BlackBoard The use of headers and sub-headers is strongly suggested 2. Submission 1. Submit to BlackBoard (course content -> case study analysis - > Case Study Analysis Report). Failure to submit in proper area will result in a 0. 3. Introduction In 3-4 paragraphs describe the case facts and background. This should include BRIEF information about the firm, however do NOT simply duplicate what is in the case itself. As things change quickly in business, you may wish to check the current status of the firm and briefly discuss the most current information. 4. Body This should be about 4-5 pages in length (minimum – this is only a guideline). Review posted guidelines for more information/detail a) State the Problem/Key Issues What are the key marketing or business issues in the case? These might be problems, opportunities or challenges the firm is facing. For example: o Sales have declined by 10 percent in the last year. o The competition has launched a new and innovative product. o Consumer tastes have changed and the firm’s most successful product is at risk. o The CEO made a public racial slur and has affected the company internally and externally. 5. Conclusion (include recommendations in this section) For the issues you identified above, you must identify potential solutions and analyze each of them. For example, for the decline in sales noted above we might try any of the following, among other options: 1. increase advertising 2. develop a new product 3. implement diversity training 4. launch a brand awareness campaign For each of the alternatives, you should analyze the costs, benefits, resources required and possible outcomes. Typically, you will have 3-4 of these alternatives. Any given alternative solution might address multiple issues. If t.

BUS 480.01HY Case Study Assignment Instructions .docx

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