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I chose to get my MBA because I wanted a better career, as I had been in a dead end job with little opportunity for advancement or higher pay. My desired occupation after getting my MBA is to become a human resources manager. I expect to earn higher compensation in this role that will allow me to pay back the investment in my education within a reasonable amount of time, as determined using the financial formulas of net present value, internal rate of return, and payback period from my textbook.

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Copyright © Cengage Learning. All rights reserved. CHAPTER 3 The Interorganizational Context of Public Administration  LEARNING OBJECTIVES 1. Understanding the relationships among the many groups—public, private, and nonprofit—that drive the effectiveness of public programs and affect the work of the public manager 2. Learning about the federal system of government and the complexities of intergovernmental relations that result from federalism 3. Understanding how the relationship and power division between federal and state governments has evolved 4. Exploring the issues associated with privatization and contracting and public-private partnerships 5. Understanding the unique challenges of nonprofit organizations  SUMMARY OVERVIEW This chapter is concerned with relationships among public-sector organizations, an issue that has become an increasingly important focus for public administrators at all levels. Given the complexity of modern society, the work of a public administrator likely will involve an intricate set of relationships with a variety of groups external to the administrator’s own agency, including public, nonprofit, and private organizations. The chapter includes a comprehensive discussion about the concept of intergovernmental relations (IGR), which the authors define as “the complex and interdependent relationships among those at various levels of government as they seek to develop and implement public programs,” and federalism, which is the relationship and division of power between the federal government and state governments. This discussion addresses the changing patterns of funding for public programs, which is instrumental to an understanding of intergovernmental relations, and touches on the various approaches to federalism that have been employed in the United States. This includes a description of how recent presidential administrations, from Reagan to Obama, have approached the relationship between the federal government and the states, and offers insights into the courts’ influence in this area as well. This chapter also addresses IGR from the perspective of states and localities, including funding and the use of preemptions and mandates, and includes a discussion of subnational relationships, including state-to-state, state-to-local, and local-to-local. This is followed by an examination of the relationships between governmental and nongovernmental organizations in the public sector, highlighting the role of the latter in the policy process. As the authors note, not only have nonprofit, for-profit, and faith-based organizations taken a leading role in delivering public services, they also play an important part in bringing issues to the public agenda and influencing decisions about public problems. An important theme running throughout this discussion concerns a description and an evaluation of 30 Chapter 3: The Interorganizational Context o.

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Copyright © by Holt, Rinehart and Winston. All rights reserved. Kate Chopin’s “The Story of an Hour” originally published 1894. The Story of an Hour Kate Chopin Knowing that Mrs. Mallard was afflicted with a heart trouble, great care was taken to break to her as gently as possible the news of her husband's death. It was her sister Josephine who told her, in broken sentences; veiled hints that revealed in half concealing. Her husband's friend Richards was there, too, near her. It was he who had been in the newspaper office when intelligence of the railroad disaster was received, with Brently Mallard's name leading the list of "killed." He had only taken the time to assure himself of its truth by a second telegram, and had hastened to forestall any less careful, less tender friend in bearing the sad message. She did not hear the story as many women have heard the same, with a paralyzed inability to accept its significance. She wept at once, with sudden, wild abandonment, in her sister's arms. When the storm of grief had spent itself she went away to her room alone. She would have no one follow her. There stood, facing the open window, a comfortable, roomy armchair. Into this she sank, pressed down by a physical exhaustion that haunted her body and seemed to reach into her soul. She could see in the open square before her house the tops of trees that were all aquiver with the new spring life. The delicious breath of rain was in the air. In the street below a peddler was crying his wares. The notes of a distant song which some one was singing reached her faintly, and countless sparrows were twittering in the eaves. There were patches of blue sky showing here and there through the clouds that had met and piled one above the other in the west facing her window. She sat with her head thrown back upon the cushion of the chair, quite motionless, except when a sob came up into her throat and shook her, as a child who has cried itself to sleep continues to sob in its dreams. She was young, with a fair, calm face, whose lines bespoke repression and even a certain strength. But now there was a dull stare in her eyes, whose gaze was fixed away off yonder on one of those patches of blue sky. It was not a glance of reflection, but rather indicated a suspension of intelligent thought. Copyright © by Holt, Rinehart and Winston. All rights reserved. Kate Chopin’s “The Story of an Hour” originally published 1894. There was something coming to her and she was waiting for it, fearfully. What was it? She did not know; it was too subtle and elusive to name. But she felt it, creeping out of the sky, reaching toward her through the sounds, the scents, the color that filled the air. Now her bosom rose and fell tumultuously. She was beginning to recognize this thing that was approaching to possess her, and she was striving to beat it back with her will—as powerless as her two white slender hands would have been. When she abandone.

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Copyright © 2020 by Jones & Bartlett Learning, LLC, an Ascend Learning Company Case 1: Arnold, a 62-year-old plumber, had been experiencing a series of symptoms, including increased thirst, frequent urination, and unusual weight loss. After some prodding from his wife, he went to see his family physician, Dr. Lopez. The doctor gave him a physical exam, ordered some blood work, and scheduled a follow-up appointment. On the return visit, Arnold sat down with the doctor to discuss his diagnosis. Dr. Lopez explained, “You have noninsulin-dependent diabetes or type 2 diabetes, which is a chronic condition that affects the way your body metabolizes glucose. Insulin is a pancreatic hormone that transforms dietary glucose into energy for your cells. If you had type 1 diabetes, it would mean that your pancreas produces little or no insulin. However, with type 2 diabetes, your pancreas produces sufficient amounts of insulin, but your cells are no longer utilizing it efficiently, which causes fluctuation in your blood glucose levels. To treat your condition, you’ll need to start eating a healthy diet, start exercising regularly, and monitor your blood sugar. I’m writing you a prescription for Metformin and a glucose monitor.” After finishing his explanation, Dr. Lopez asked Arnold if he had any questions. Slightly stunned, Arnold just shook his head and replied, “No.” Dr. Lopez also told him that his practice has a diabetes fact sheet posted on their website and suggested that he look it up and read it. Arnold thanked him and left. He went to the pharmacy to have his prescription filled and also bought a bottle of glucosamine, a dietary supplement used by some people to treat joint pain. When his wife asked what the glucosamine was for, Arnold said, “I think I’m supposed to be taking it. The doctor mentioned it a few times.” 1. What are some reasons why Arnold likely did not understand what Dr. Lopez told him? 2. What could Dr. Lopez have done to better present the information in a way that Arnold would understand? 3. Was it a good idea for Dr. Lopez to refer Arnold to his practice’s website for more information? Why or why not? Case 2: Dr. Falk and Dr. Keller operate a family medical practice. One afternoon, as they ate lunch in the break room, they discussed an article about health literacy that Dr. Falk was reading in a national news magazine. “There’s been a growing trend toward healthcare organizations becoming health literate,” Dr. Keller said. “The statistics are pretty surprising,” Dr. Falk replied. “More than half of the people surveyed had only basic or below basic health literacy skills.” “Do you think it’s something we should look into at our practice?” Dr. Keller asked. “I think we should,” Dr. Falk replied. While they were talking, Amanda, the office manager, and Jean, one of the nurses, came into the break room to get some coffee. They overheard what the doctors were discussing, and Amanda asked Jean, “What.

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Copyright © 2018 Pearson Education, Inc. All Rights ReservedChild Development Worldwide: A Cultural Approach First Edition Chapter 1 Child Development Worldwide: Who, How, and Why Copyright © 2018 Pearson Education, Inc. All Rights ReservedLearning Objectives (1 of 4) 1.1 A Worldwide Profile of Humanity Today 1.1.1 Describe the nature of the “global demographic divide” between developing and developed countries, and explain why the United States is following a different demographic path from other developed countries. 1.1.2 Distinguish between developing and developed countries in terms of income, education, and cultural values. 1.1.3 Explain why socioeconomic status (SES), gender, and ethnicity are important aspects of child development within countries. 1.2 Humans: The Cultural and Global Species 1.2.1 Identify the evolution of characteristics that make modern humans distinct from their nearest great ape species. 1.2.2 Summarize the major changes in human cultures since the Upper Paleolithic period. 1.2.3 Apply information about human evolution to how child development takes place today. Copyright © 2018 Pearson Education, Inc. All Rights ReservedLearning Objectives (2 of 4) 1.3 The Field of Child Development: Emergence and Expansion 1.3.1 Provide some reasons why the field of child development primarily focused on younger children until about the mid-20th century. 1.3.2 Describe when the field of child development began to address adolescence in a notable way, and explain why the age range that Hall had designated for adolescence has been moved downward by contemporary researchers. 1.3.3 Explain how the field of child development has recently expanded anew to encompass emerging adulthood. 1.3.4 Describe the cultural-developmental approach, and why developmental stages and pathways within this approach are somewhat flexible. Copyright © 2018 Pearson Education, Inc. All Rights ReservedLearning Objectives (3 of 4) 1.4 How We Study Child Development 1.4.1 Recall the five steps of the scientific method. 1.4.2 Summarize the main measurements used in research on child development. 1.4.3 Distinguish between major types of research designs. 1.4.4 Describe the two major types of research designs distinctive to developmental psychology. 1.4.5 Identify some key ethical standards for child development research. Copyright © 2018 Pearson Education, Inc. All Rights ReservedLearning Objectives (4 of 4) 1.5 Why We Study Child Development Worldwide 1.5.1 Explain the three general levels at which child development contributes knowledge. 1.5.2 Give examples of how scientific knowledge can be applied across contexts to improve children’s lives. Copyright © 2018 Pearson Education, Inc. All Rights Reserved Copyright © 2018 Pearson Education, Inc. All Rights ReservedA Cultural Approach to Understanding Child DevelopmentChild development is the ways individuals grow and change until adulthoodCulture is the total pattern of a group’s customs, beliefs, art, and techn.

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Copyright © 2018 Capella University. Copy and distribution of this document are prohibited. PSYC1003 Learner’s Name Topic Selection and Thesis Worksheet Topic: In the box below, state the topic of your research as a full sentence. How do addictions of a family member affect nonaddicted family members? Preliminary Thesis Statement: In the box below, state your preliminary thesis statement as a full sentence or two. (Note: Your thesis statement may change as you discover new information about your topic.) Addiction has a devastating effect on families. When a family member is addicted to drugs or alcohol, tension, miscommunication, and frequent arguments are likely to become a part of the addict’s household. (DrugRehab.org, 2016). List the curiosity questions you asked about the topic before researching it. What is addiction, and what are the different types of addiction? How does addiction affect family life? How does addiction of a parent or parents affect a child? How does addiction of a spouse affect a person? What are the consequences of addiction? How does addiction of a child affect the parents? How does addiction affect the social life of a family that has an addicted member? What kinds of people are prone to addiction? What causes addiction? How should the problem of addiction be dealt with? What other points of view, in addition to your own, did you consider before deciding your position on this specific topic? Comment [A1]: Hi! Wonderful thesis statement—it clearly establishes the point of view and position for you paper. Comment [A2]: Hi! The citation should come before the final period in the sentence. Comment [A3]: Hi! Great curiosity question that reflect an open-minded approach to the topic and a willingness to see where the information will take you! Copyright © 2018 Capella University. Copy and distribution of this document are prohibited. PSYC1003 Before deciding my position on addiction, I considered the following points of view, in addition to my own: • Addiction of a family member is beneficial to nonaddict family members. • Addiction of a family member does not affect nonaddict family members. • Addiction of a family member may affect nonaddict children and adolescents in the family as they tend to have impressionable minds. • Addiction of a family member may affect nonaddict family members who have poor mental health. • Addiction of a family member may affect nonaddict family members who can be easily influenced. Comment [A4]: Hi! Wonderful job looking at point of view! With points of view, we’re looking at different ways the topic could be viewed from a top-view level. The thesis is that addiction is harmful for the non-addicted family member. A starting point for looking at different points of view is start with the opposite: addiction is beneficial for the non-addict family member. That may seem to viola.

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Copyright © 2018 by Steven Levitsky and Daniel Ziblatt All rights reserved. Published in the United States by Crown, an imprint of the Crown Publishing Group, a division of Penguin Random House LLC, New York. crownpublishing.com CROWN and the Crown colophon are registered trademarks of Penguin Random House LLC. Library of Congress Cataloging-in-Publication Data Names: Levitsky, Steven, author. | Ziblatt, Daniel, 1972– author. Title: How democracies die / Steven Levitsky and Daniel Ziblatt. Description: First edition. | New York : Crown Publishing, [2018] | Includes bibliographical references. Identifiers: LCCN 2017045872| ISBN 9781524762933 | ISBN 9781524762940 (pbk.) | ISBN 9781524762957 (ebook) Subjects: LCSH: Democracy. | Political culture. | Democracy—United States. | Political culture— United States. | United States—Politics and government—2017– Classification: LCC JC423 .L4855 2018 | DDC 321.8—dc23 LC record available at https://lccn.loc.gov/ 2017045872 ISBN 9781524762933 Ebook ISBN 9781524762957 International edition ISBN 9780525574538 Cover design by Christopher Brand v5.1 ep http://crownpublishing.com/ https://lccn.loc.gov/2017045872 To our families: Liz Mineo and Alejandra Mineo-Levitsky & Suriya, Lilah, and Talia Ziblatt Contents Cover Title Page Copyright Dedication Introduction Chapter 1: Fateful Alliances Chapter 2: Gatekeeping in America Chapter 3: The Great Republican Abdication Chapter 4: Subverting Democracy Chapter 5: The Guardrails of Democracy Chapter 6: The Unwritten Rules of American Politics Chapter 7: The Unraveling Chapter 8: Trump Against the Guardrails Chapter 9: Saving Democracy Acknowledgments Endnotes file:///tmp/calibre_4.8.0_tmp_kSZb6L/QHRTjZ_pdf_out/OEBPS/Levi_9781524762957_epub3_cvi_r1.xhtml Introduction Is our democracy in danger? It is a question we never thought we’d be asking. We have been colleagues for fifteen years, thinking, writing, and teaching students about failures of democracy in other places and times— Europe’s dark 1930s, Latin America’s repressive 1970s. We have spent years researching new forms of authoritarianism emerging around the globe. For us, how and why democracies die has been an occupational obsession. But now we find ourselves turning to our own country. Over the past two years, we have watched politicians say and do things that are unprecedented in the United States—but that we recognize as having been the precursors of democratic crisis in other places. We feel dread, as do so many other Americans, even as we try to reassure ourselves that things can’t really be that bad here. After all, even though we know democracies are always fragile, the one in which we live has somehow managed to defy gravity. Our Constitution, our national creed of freedom and equality, our historically robust middle class, our high levels of wealth and education, and our large, diversified private sector—all these should inoculate us from the kind of democrat.

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Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved Operations Management 8th edition Chapter 2 Operations Performance Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved Slack et al.’s model of operations management Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved In Chapter 2 – Operations performance – Slack et al. identify the following key questions…  Why is operations performance vital in any organization?  How is operations performance judged at a societal level?  How is operations performance judged at a strategic level?  How is operations performance judged at an operational level?  How can operations performance be measured?  How do operations performance objectives trade off against each other? Key questions Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved Three levels of operations performance Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved Stakeholder groups with typical operations objectives Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved People – The social account, measured by the impact of the operation on the quality of people’s lives Planet – The environmental account, measured by environmental impact of the operation Profit – The economic account, measured by profitability, return on assets, etc. of the operation Sustainability How operations can impact TBL performance (1 of 3) • Recyclability of materials, energy consumption and waste material generation • Reducing transport-related energy • Noise pollution, fume and emission pollution • Obsolescence and wastage • Environmental impact of process failures • Recovery to minimize impact of failures Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved People – The social account, measured by the impact of the operation on the quality of people’s lives Planet – The environmental account, measured by environmental impact of the operation Profit – The economic account, measured by profitability, return on assets, etc. of the operation Sustainability How operations can impact TBL performance (2 of 3) • Customer safety from products and services • Employment impact of an operation’s location • Employment implications of outsourcing • Repetitive or alienating work • Staff safety and workplace stress • Non-exploitation of developing country suppliers Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved People – The social account, measured by the impact of the operation on the quality of people’s lives Planet – The environmental account, measured by environmental impact of the operation Profit – The economic account, measured by profitability, return on assets, etc. of the operation Sustainability How operations can impact TBL performance (3 of 3) • Cost of producing p.

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Copyright © 2017 by University of Phoenix. All rights reserved. Week 3 Case Study FIN/486 Version 6 1 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Berkshire Instruments Al Hansen, the newly appointed vice president of finance of Berkshire Instruments, was eager to talk to his investment banker about future financing for the firm. One of Al’s first assignments was to determine the firm’s cost of capital. In assessing the weights to use in computing the cost of capital, he examined the current balance sheet, presented in Figure 1 below. In their discussion, Al and his investment banker determined that the current mix in the capital structure was very close to optimal and that Berkshire Instruments should continue with it in the future. Of some concern was the appropriate cost to assign to each of the elements in the capital structure. Al Hansen requested that his administrative assistant provide data on what the cost to issue debt and preferred stock had been in the past. The information is provided in Figure 2 below. When Al got the data, he felt he was making real progress toward determining the cost of capital for the firm. However, his investment banker indicated that he was going about the process in an incorrect manner. The important issue is the current cost of funds, not the historical cost. The banker suggested that a comparable firm in the industry, in terms of size and bond rating (Baa), Rollins Instruments, had issued bonds a year and a half ago for 9.3 percent interest at a $1,000 par value, and the bonds were currently selling for $890. The bonds had 20 years remaining to maturity. The banker also observed that Rollings Instruments had just issued preferred stock at $60 per share, and the preferred stock paid an annual dividend of $4.80. In terms of cost of common equity, the banker suggested that Al Hansen use the dividend valuation model as a first approach to determining cost of equity. Based on that approach, Al observed that earnings were $3 a share and that 40 percent would be paid out in dividends (D1). The current stock price was $25. Dividends in the last four years had grown from 82 cents to the current value. The banker indicated that the under-writing cost (flotation cost) on a preferred stock issue would be $2.60 per share and $2.00 per share on common stock. Al Hansen further observed that his firm was in a 35 percent marginal tax bracket. With all this information in hand, Al Hansen sat down to determine his firm’s cost of capital. He was a little confused about computing the firm’s cost of common equity. He knew there were two different formulas: One: One for the cost of retained earnings and one for the cost of new common stock. His investment banker suggested that he follow the normally accepted approach used in determining the marginal c.

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Copyright © 2016 John Wiley & Sons, Inc. Copyright © 2016 John Wiley & Sons, Inc. Managing and Using Information Systems A STRATEGIC APPROACH Sixth Edition Keri E. Pearlson KP Partners Carol S. Saunders W.A. Franke College of Business Northern Arizona University Dr. Theo and Friedl Schoeller Research Center for Business and Society Dennis F. Galletta Katz Graduate School of Business University of Pittsburgh, Pittsburgh, PA Copyright © 2016 John Wiley & Sons, Inc. VICE PRESIDENT & DIRECTOR George Hoffman EXECUTIVE EDITOR Lise Johnson DEVELOPMENT EDITOR Jennifer Manias ASSOCIATE DEVELOPMENT EDITOR Kyla Buckingham SENIOR PRODUCT DESIGNER Allison Morris MARKET SOLUTIONS ASSISTANT Amanda Dallas SENIOR DIRECTOR Don Fowley PROJECT MANAGER Gladys Soto PROJECT SPECIALIST Nichole Urban PROJECT ASSISTANT Anna Melhorn EXECUTIVE MARKETING MANAGER Christopher DeJohn ASSISTANT MARKETING MANAGER Puja Katariwala ASSOCIATE DIRECTOR Kevin Holm SENIOR CONTENT SPECIALIST Nicole Repasky PRODUCTION EDITOR Loganathan Kandan This book was set in 10/12 Times Roman by SPi Global and printed and bound by Courier Kendallville. This book is printed on acid free paper. Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles that include responsibility to the communities we serve and where we live and work. In 2008, we launched a Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct within our business and among our vendors, and community and charitable support. For more information, please visit our website: www.wiley.com/go/citizenship. Copyright © 2016, 2013, 2010, 2006, 2004, 2001 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be repro- duced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per‐copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923 (Web site: www.copyright.com). Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030‐5774, (201) 748‐6011, fax (201) 748‐6008, or online at: www. wiley.com/go/permissions. Evaluation copies are provided to qualified academics and professionals for review purposes only, for use in their cou.

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Copyright © 2016 Pearson Education, Inc. 7-* Chapter 7 Analyzing Business Markets Copyright © 2016 Pearson Education, Inc. 7-* Learning Objectives What is organizational buying? What buying situations do business buyers face? Who participates in the business-to-business buying process? How do business buyers make their decisions? In what ways can business-to-business companies develop effective marketing programs? How can companies build strong loyalty relationships with business customers? How do institutional buyers and government agencies do their buying? Copyright © 2016 Pearson Education, Inc. 7-* What is Organizational Buying?Business market Consists of all the organizations that acquire goods and services used in the production of other products or services that are sold, rented, or supplied to others Frederick E. Webster Jr. and Yoram Wind define organizational buying as the decision-making process by which formal organizations establish the need for purchased products and services and identify, evaluate, and choose among alternative brands and suppliers. Any firm that supplies components for products is in the business-to-business marketplace. More dollars and items change hands in sales to business buyers than to consumers. * Copyright © 2016 Pearson Education, Inc. 7-* Business marketsFewer, larger buyersClose supplier–customer relationshipsProfessional purchasingMultiple buying influencesMultiple sales callsDerived demandInelastic demandFluctuating demandGeographically concentrated buyersDirect purchasing Business marketers contrast sharply with consumer markets in some ways. The business marketer normally deals with far fewer, much larger buyers than the consumer marketer does, particularly in such industries as aircraft engines and defense weapons. Because of the smaller customer base and the importance and power of the larger customers, suppliers are frequently expected to customize their offerings to individual business customer needs. Business goods are often purchased by trained purchasing agents, who must follow their organizations’ purchasing policies, constraints, and requirements. More people typically influence business buying decisions. Buying committees consisting of technical experts and even senior management are common in the purchase of major goods. A study by McGraw-Hill found that it took four to four-and-a-half calls to close an average industrial sale. The demand for business goods is ultimately derived from the demand for consumer goods. The total demand for many business goods and services is inelastic—that is, not much affected by price changes. The demand for business goods and services tends to be more volatile than the demand for consumer goods and services. The geographical concentration of producers helps to reduce selling costs. Business buyers often buy directly from manufacturers .

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USE MY ANSWERS WHICH ARE HIGHLIGHTED IN THE PAPER. Return on.docx

1. USE MY ANSWERS WHICH ARE HIGHLIGHTED IN THE PAPER. Return on Investment - Education Funding Develop a three- to five-page analysis (excluding the title and reference pages) on the projected return on investment for your college education and projected future employment. This analysis will consist of two parts. Part 1: Describe how and why you made the decision to pursue an MBA. In the description, include calculations of expenses and opportunity costs related to that decision. I CHOSE TO GET MY MBA BECAUSE I WANTED A BETTER CAREER, I HAVE BEEN IN A DEAD END JOB WITH LITTLE OR NO ADVANCEMENTS AND LOW PAY. AFTER I GOT MY BACHELOR’S DEGREEE I WANTED MORE, SO I DECIDED TO CONTINUE MY EDUCATION. I KNOW THAT THE PAY OFF FOR A MBA IN BUSINESS WILL BE WORTH THE SACRIFICE, AND INVESTMENT. Part 2: Analyze your desired occupation. Determine how much compensation (return) you expect to earn and how long will it take to pay back the return on this investment. Use the financial formulas, Net Present Value (NPV), Internal Rate of Return (IRR), and Payback, provided in Chapters 3 and 4 of your text. MY DESIRED OCCUPATION IS A HUMAN RESOURCE MANAGER

2. The analysis should be comprehensive and reference specific examples from a minimum of two scholarly sources, in addition to your text. The paper must be formatted according to APA. Carefully review the Grading Rubric for the criteria that will be used to evaluate your assignment.

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