The Social Business Revolution: How to Get Your Organization On Board
Businesses today are moving from merely using social platforms like Facebook and Twitter as broadcasting platforms to really listening, mining and understanding social data to provide better insights about consumers that help deliver a more personalized and engaging customer experience—across the entire enterprise. Social has grown up and is proving its worth across more than just marketing functions, extending its insights and benefits across nearly every aspect of the business. Today organizations must have social woven into fabric of daily business operations from consumer marketing and sales, to service and research, to employee communications and collaboration. Whether interacting with customers on Facebook, Twitter or LinkedIn, leveraging social data for better insights, or giving its employees internal social tools for more efficient communications, a social enterprise keeps social at the core of its business. Join John Nolt, Senior Director Product Management for Oracle Social Cloud, as he illustrates how a successful social business operates and provides critical advice on how to get your organization socially enabled. Hear real-world examples of how businesses today are leveraging social collaboration, channels and data to derive winning strategies and results across not only marketing but service, commerce, sales, product development and more.
Presenter: John Nolt, Senior Director Product Management, Oracle Social Cloud
A child of the computer age, John Nolt is a Senior Director of product management and leads the team driving development of the Social Marketing and Engagement tools within Oracle's Social Relationship Management application. Prior to joining Oracle, John was Senior Director of product management for Vitrue, a leading provider of social marketing publishing software for global brands and agencies. Vitrue was acquired by Oracle in May 2012. Trained in education, John's career has focused on facilitating communication between consumers and brands, beginning in a call center as a tech support rep for Internet Service Provider MindSpring, to a long span of time as a technical communicator and editor for MindSpring and eventually EarthLink, and then moving into product management for EarthLink and subsequently Vitrue and Oracle.
Lessons Learned from ELN & LIMS ImplementationsMark Fortner
The process of selecting and implementing an electronic lab notebook (eLN) and laboratory information management system (LIMS) can be a challenging, time-consuming endeavor. It is an expensive decision that requires careful analysis of lab operations and processes, requirements gathering, and understanding of diverse technologies like cloud-based applications, instrument data parsing & loading, data analysis, machine learning, small-molecule and biologics registration, batch tracking, request management, and structure- and sequence-based searching just to name a few.
This white paper draws on lessons learned from multiple implementations in diverse life science labs.
Agile Lean Europe 2018 - Zurich, 22-24 August 2018. What is an Agile Organization and how transform your company in an Agile Organization with Scrum@Scale.
20240104 HICSS Panel on AI and Legal Ethical 20240103 v7.pptxISSIP
20240103 HICSS Panel
Ethical and legal implications raised by Generative AI and Augmented Reality in the workplace.
Souren Paul - https://www.linkedin.com/in/souren-paul-a3bbaa5/
Event: https://kmeducationhub.de/hawaii-international-conference-on-system-sciences-hicss/
The Missing Link Between Governance and Agile CultureJeremy Pullen
Governance and Agile have a common enemy -- the unwillingness of political organizations to make policies explicit. While there may be differences of opinion around the specificity and prescriptiveness of those policies, the fact remains that those in the governance and agile worlds share many common goals that should be used as a point of bridging between those two worlds.
The SOLA platform collects data from validated surveys to provide feedback for individual learning, team leadership, organizational decision-making, and system-wide analysis. It hosts apps that support self-directed change through assessments, research-backed tools, and responsible data use. Powered by a leading learning experience company, the platform integrates with other systems and ensures data security. Learning Emergence LLP established the SOLA project through crowdfunding to enable collaboration using surveys for improvement initiatives.
ME290 Global Engineering Professional Seminar Knowl.docxandreecapon
ME290
Global Engineering Professional
Seminar
Knowledge of Contemporary Issues
ABET* requirement: General Criterion 3. Student Outcomes
The program must have documented student outcomes that prepare
graduates to attain the program educational objectives:
• 7. an ability to acquire and apply new knowledge as needed, using
appropriate learning strategies
Contemporary Issues
*ABET (Accreditation Board for Engineering and Technology, Inc.) is an organization that
accredits post-secondary education programs.
Technologies will shape the future
"The best way to predict the future is to invent it." Alan Kay
Need for Change:
Better – Faster – Cheaper
Products and Services
In
Every
Area
6 Key Drivers for “Change”
Social factor Technological factor
Key Drivers for “Change”
Key Drivers for “Change”
Key Driver: Environment
Key Driver: Environment
OECD: Organisation for
Economic Co-operation and
Development is an
intergovernmental economic
organisation with 35 member
countries, founded in 1961 to
stimulate economic progress
and world trade
Key Driver: Environment
Solution
:
More
Renewable
Sources
Can
we do
it?
• Provide contemporary issues/projects which help to reduce carbon
emissions as you heard from media and your ideas.
Group Exercise
Enabling technologies
• An enabling technology is an invention or innovation, that can
be applied to drive radical change in the capabilities of a user or
culture.
• Enabling technologies are characterized by rapid development
of subsequent derivative technologies, often in diverse fields.
Technology Roadmaps
http://aumportal/AcademicResearch/SitePages/Research%20Themes%20and%20Directions.aspx
AUM Research Themes and Directions
http://aumportal/AcademicResearch/SitePages/Research Themes and Directions.aspx
http://aumportal/AcademicResearch/SitePages/Research Themes and Directions.aspx
Technology Product
TODAY
Start earlier for technology development
for successful future products
We can not have new generation products
without prior technology development
University-Industry
Collaboration
NASA Technology Readiness
Level (TRL) Scale
Technology Development
Product Development
Technology Maturation
point
//upload.wikimedia.org/wikipedia/commons/7/72/NASA_TRL_Meter.jpg
Contemporary
Issues/Technologies
Contemporary Issues/Technologies
Contemporary Issues/Technologies
Industry 4.0 Ecosystem
3D Printing
Materials covered:
– Thermoplastics (FDM,
SLS)
– Thermosets (SLA)
– Powder based composites
(3D printing)
– Metals (EBM, SLS)
– Sealant tapes (LOM)
3D Printing
ADVANTAGES
• Complex and Unlimited Geometries
• Less Tooling
• Speed
• Less Waste Production
• Assorted Materials in one part
• Creative Designs
• Touchable Designs
• Early prototyping and Risk
Reduction
DISADVANTAGES
• Limited Materials to be used
• Li ...
The Social Business Revolution: How to Get Your Organization On Board
Businesses today are moving from merely using social platforms like Facebook and Twitter as broadcasting platforms to really listening, mining and understanding social data to provide better insights about consumers that help deliver a more personalized and engaging customer experience—across the entire enterprise. Social has grown up and is proving its worth across more than just marketing functions, extending its insights and benefits across nearly every aspect of the business. Today organizations must have social woven into fabric of daily business operations from consumer marketing and sales, to service and research, to employee communications and collaboration. Whether interacting with customers on Facebook, Twitter or LinkedIn, leveraging social data for better insights, or giving its employees internal social tools for more efficient communications, a social enterprise keeps social at the core of its business. Join John Nolt, Senior Director Product Management for Oracle Social Cloud, as he illustrates how a successful social business operates and provides critical advice on how to get your organization socially enabled. Hear real-world examples of how businesses today are leveraging social collaboration, channels and data to derive winning strategies and results across not only marketing but service, commerce, sales, product development and more.
Presenter: John Nolt, Senior Director Product Management, Oracle Social Cloud
A child of the computer age, John Nolt is a Senior Director of product management and leads the team driving development of the Social Marketing and Engagement tools within Oracle's Social Relationship Management application. Prior to joining Oracle, John was Senior Director of product management for Vitrue, a leading provider of social marketing publishing software for global brands and agencies. Vitrue was acquired by Oracle in May 2012. Trained in education, John's career has focused on facilitating communication between consumers and brands, beginning in a call center as a tech support rep for Internet Service Provider MindSpring, to a long span of time as a technical communicator and editor for MindSpring and eventually EarthLink, and then moving into product management for EarthLink and subsequently Vitrue and Oracle.
Lessons Learned from ELN & LIMS ImplementationsMark Fortner
The process of selecting and implementing an electronic lab notebook (eLN) and laboratory information management system (LIMS) can be a challenging, time-consuming endeavor. It is an expensive decision that requires careful analysis of lab operations and processes, requirements gathering, and understanding of diverse technologies like cloud-based applications, instrument data parsing & loading, data analysis, machine learning, small-molecule and biologics registration, batch tracking, request management, and structure- and sequence-based searching just to name a few.
This white paper draws on lessons learned from multiple implementations in diverse life science labs.
Agile Lean Europe 2018 - Zurich, 22-24 August 2018. What is an Agile Organization and how transform your company in an Agile Organization with Scrum@Scale.
20240104 HICSS Panel on AI and Legal Ethical 20240103 v7.pptxISSIP
20240103 HICSS Panel
Ethical and legal implications raised by Generative AI and Augmented Reality in the workplace.
Souren Paul - https://www.linkedin.com/in/souren-paul-a3bbaa5/
Event: https://kmeducationhub.de/hawaii-international-conference-on-system-sciences-hicss/
The Missing Link Between Governance and Agile CultureJeremy Pullen
Governance and Agile have a common enemy -- the unwillingness of political organizations to make policies explicit. While there may be differences of opinion around the specificity and prescriptiveness of those policies, the fact remains that those in the governance and agile worlds share many common goals that should be used as a point of bridging between those two worlds.
The SOLA platform collects data from validated surveys to provide feedback for individual learning, team leadership, organizational decision-making, and system-wide analysis. It hosts apps that support self-directed change through assessments, research-backed tools, and responsible data use. Powered by a leading learning experience company, the platform integrates with other systems and ensures data security. Learning Emergence LLP established the SOLA project through crowdfunding to enable collaboration using surveys for improvement initiatives.
ME290 Global Engineering Professional Seminar Knowl.docxandreecapon
ME290
Global Engineering Professional
Seminar
Knowledge of Contemporary Issues
ABET* requirement: General Criterion 3. Student Outcomes
The program must have documented student outcomes that prepare
graduates to attain the program educational objectives:
• 7. an ability to acquire and apply new knowledge as needed, using
appropriate learning strategies
Contemporary Issues
*ABET (Accreditation Board for Engineering and Technology, Inc.) is an organization that
accredits post-secondary education programs.
Technologies will shape the future
"The best way to predict the future is to invent it." Alan Kay
Need for Change:
Better – Faster – Cheaper
Products and Services
In
Every
Area
6 Key Drivers for “Change”
Social factor Technological factor
Key Drivers for “Change”
Key Drivers for “Change”
Key Driver: Environment
Key Driver: Environment
OECD: Organisation for
Economic Co-operation and
Development is an
intergovernmental economic
organisation with 35 member
countries, founded in 1961 to
stimulate economic progress
and world trade
Key Driver: Environment
Solution
:
More
Renewable
Sources
Can
we do
it?
• Provide contemporary issues/projects which help to reduce carbon
emissions as you heard from media and your ideas.
Group Exercise
Enabling technologies
• An enabling technology is an invention or innovation, that can
be applied to drive radical change in the capabilities of a user or
culture.
• Enabling technologies are characterized by rapid development
of subsequent derivative technologies, often in diverse fields.
Technology Roadmaps
http://aumportal/AcademicResearch/SitePages/Research%20Themes%20and%20Directions.aspx
AUM Research Themes and Directions
http://aumportal/AcademicResearch/SitePages/Research Themes and Directions.aspx
http://aumportal/AcademicResearch/SitePages/Research Themes and Directions.aspx
Technology Product
TODAY
Start earlier for technology development
for successful future products
We can not have new generation products
without prior technology development
University-Industry
Collaboration
NASA Technology Readiness
Level (TRL) Scale
Technology Development
Product Development
Technology Maturation
point
//upload.wikimedia.org/wikipedia/commons/7/72/NASA_TRL_Meter.jpg
Contemporary
Issues/Technologies
Contemporary Issues/Technologies
Contemporary Issues/Technologies
Industry 4.0 Ecosystem
3D Printing
Materials covered:
– Thermoplastics (FDM,
SLS)
– Thermosets (SLA)
– Powder based composites
(3D printing)
– Metals (EBM, SLS)
– Sealant tapes (LOM)
3D Printing
ADVANTAGES
• Complex and Unlimited Geometries
• Less Tooling
• Speed
• Less Waste Production
• Assorted Materials in one part
• Creative Designs
• Touchable Designs
• Early prototyping and Risk
Reduction
DISADVANTAGES
• Limited Materials to be used
• Li ...
ME290 Global Engineering Professional Seminar Knowl.docxwkyra78
ME290
Global Engineering Professional
Seminar
Knowledge of Contemporary Issues
ABET* requirement: General Criterion 3. Student Outcomes
The program must have documented student outcomes that prepare
graduates to attain the program educational objectives:
• 7. an ability to acquire and apply new knowledge as needed, using
appropriate learning strategies
Contemporary Issues
*ABET (Accreditation Board for Engineering and Technology, Inc.) is an organization that
accredits post-secondary education programs.
Technologies will shape the future
"The best way to predict the future is to invent it." Alan Kay
Need for Change:
Better – Faster – Cheaper
Products and Services
In
Every
Area
6 Key Drivers for “Change”
Social factor Technological factor
Key Drivers for “Change”
Key Drivers for “Change”
Key Driver: Environment
Key Driver: Environment
OECD: Organisation for
Economic Co-operation and
Development is an
intergovernmental economic
organisation with 35 member
countries, founded in 1961 to
stimulate economic progress
and world trade
Key Driver: Environment
Solution
:
More
Renewable
Sources
Can
we do
it?
• Provide contemporary issues/projects which help to reduce carbon
emissions as you heard from media and your ideas.
Group Exercise
Enabling technologies
• An enabling technology is an invention or innovation, that can
be applied to drive radical change in the capabilities of a user or
culture.
• Enabling technologies are characterized by rapid development
of subsequent derivative technologies, often in diverse fields.
Technology Roadmaps
http://aumportal/AcademicResearch/SitePages/Research%20Themes%20and%20Directions.aspx
AUM Research Themes and Directions
http://aumportal/AcademicResearch/SitePages/Research Themes and Directions.aspx
http://aumportal/AcademicResearch/SitePages/Research Themes and Directions.aspx
Technology Product
TODAY
Start earlier for technology development
for successful future products
We can not have new generation products
without prior technology development
University-Industry
Collaboration
NASA Technology Readiness
Level (TRL) Scale
Technology Development
Product Development
Technology Maturation
point
//upload.wikimedia.org/wikipedia/commons/7/72/NASA_TRL_Meter.jpg
Contemporary
Issues/Technologies
Contemporary Issues/Technologies
Contemporary Issues/Technologies
Industry 4.0 Ecosystem
3D Printing
Materials covered:
– Thermoplastics (FDM,
SLS)
– Thermosets (SLA)
– Powder based composites
(3D printing)
– Metals (EBM, SLS)
– Sealant tapes (LOM)
3D Printing
ADVANTAGES
• Complex and Unlimited Geometries
• Less Tooling
• Speed
• Less Waste Production
• Assorted Materials in one part
• Creative Designs
• Touchable Designs
• Early prototyping and Risk
Reduction
DISADVANTAGES
• Limited Materials to be used
• Li.
Towards Mining Software Repositories Research that MattersTao Xie
- The document discusses challenges in achieving real-world impact from machine learning and software engineering research. It notes research may take 15-20 years from publication to widespread adoption in products.
- It provides examples of successful research with later impact, such as the LLVM compiler framework developed at the University of Illinois.
- For university groups, it suggests balancing producing high-quality research with training students, focusing on problems that matter now or in the future, collaborating with industry, and occasionally achieving unexpected impacts like the Whyper system. Starting a spin-off company is also discussed.
Exploratory testing is an approach to testing that emphasizes the freedom and responsibility of testers to continually optimize the value of their work. It is the process of three mutually supportive activities done in parallel: learning, test design, and test execution. With skill and practice, exploratory testers typically uncover an order of magnitude more problems than when the same amount of effort is spent on procedurally scripted testing. All testers conduct exploratory testing in one way or another, but few know how to do it systematically to obtain the greatest benefits. Even fewer can articulate the process. James Bach looks at specific heuristics and techniques of exploratory testing that will help you get the most from this highly productive approach. James focuses on the skills and dynamics of exploratory testing, and how it can be combined with scripted approaches.
Here are some key points to discuss regarding the change implications of moving from component teams to feature teams:
- Ex-functional managers and component managers may feel a loss of control and identity as their direct reports are redistributed to cross-functional teams. Their role needs to transition from managers to coaches/advisors.
- Specialists may feel anxious about broadening their skills beyond a single specialty. Teams will need to support specialists to gradually expand their capabilities over time.
- Communication patterns will change significantly. Component teams had well-defined interfaces, but feature teams will need to collaborate more openly. New norms around collaboration will need to be established.
- Technical decisions may become more decentralized. Feature teams will need guidance on balancing
Running head SECURITY ANALYSIS REPORT1SECURITY ANALYSIS REPO.docxjeanettehully
Running head: SECURITY ANALYSIS REPORT 1
SECURITY ANALYSIS REPORT 13
Project 3: Security Analysis Report on Factors that are Likely to Affect Ombank’s Organizational Information Systems Infrastructure
Aisha Tate
UMUC
August 26, 2019
Aisha
2nd Submission – Does not meet requirements – one more submission allowed. Please review the checklist and review both submissions. Read the project requirements and share an action plan before you work and submit the last revision.
Thanks for your continued efforts. Here is what you have done well
· You have focused on an organization and you have tried to apply the knowledge, skills and abilities you have gained
· You have continued to improve your research skills.
· You have done a good job with your APA formatting Skills
I feel that you did not go through this checklist below. Avoid using generic graphics from literature especially if they are not directly pertinent to the discussion. You did a good job with RAR report. You put much effort with your lab. Leverage Project 2 and Project 3 lab information in this SAR report. Please work on the quality of your references – especially in your RAR and SAR report
Dr K
Student Name: Aisha Tate
Date:6-Sep-2019
This form provides the same classroom instructions in a checklist form to help students and professors quickly evaluate a submission
Project 3: Requires the Following THREE Pieces
Areas to Improve
1. Security Assessment Report (including relevant findings from Lab)
See detailed comments below
2. Risk Assessment Report
Meets Requirements – revise
When you update SAR
3. Lab Experience Report with Screenshots
Continue to improve
Revise and connect with SAR
1. Security Assessment Report
Enterprise Network Diagram
You will propose a local area network (LAN) and
Please research organizations
For network information s
a wide area network (WAN)
define the systems environment,
Meets expectations
incorporate this information in a network diagram.
Discuss the security benefits of your chosen network design.
Needs improvement
Threats
Define threat intelligence and explain what kind of threat intelligence is known about the OPM breach.
Please find papers and share
Common organizational challenges
differentiate between the external threats to the system and the insider threats.
?????
entify where these threats can occur in the previously created diagrams.
Relate the OPM threat intelligence to your organization. How likely is it that a similar attack will occur at your organization?
Good effort
Identifying Security Issues
Provide an analysis of the strength of passwords used by the employees in your organization.
Tie in lab results
Are weak passwords a security issue for your organization?
????
Firewalls and Encryption
Determine the role of firewalls and encryption, and auditing
???
RDBMS that could assist in protecting information and monitoring the confidentiality, integrity, and availability of the information in the informati ...
Applying Systems Thinking to Software ArchitectureMatt McLarty
Matt McLarty discusses applying systems thinking concepts to software architecture. He explains that software systems are sociotechnical systems and outlines several systems thinking models that can be useful for software architecture, including stocks and flows, feedback loops, system archetypes, and leverage points. He provides an example of how using these models could help a company called ST3, Inc. address challenges with frequent software release failures by shifting perspectives and increasing self-organization among product teams.
Guy Martin, Senior Strategist with the Samsung Open Source Group, discusses how successful Open Source Projects need balance between their different areas of 'anatomy'.
Heliview Enterprise 2.0, December 2008, RotterdamArjan Radder
The document discusses the benefits of social software and Lotus Connections. It highlights how Lotus Connections allows users to expand their network by identifying and maintaining professional connections, build communities to discuss topics, learn from others' expertise through blogs, discover information bookmarked by colleagues, and leverage their network to help with tasks. Lotus Connections aggregates social data, helps manage requests and track information across connections through its search and widgets.
The case study analyzes Larry Ellison's use of power and influence as the CEO of Oracle. It examines the different forms of interpersonal power he uses, such as reward and coercive power. It also considers how the two faces of power relate to his actions and whether he uses power ethically. The analysis evaluates Ellison's influence tactics and whether he uses power effectively. It explores if Ellison's leadership style could be emulated.
For over four decades, IT strategy has been about the alignment of technology with the needs of the “customer,” be it an organization, business, end user, or device. The most important part of system acquisition is deciding what to build or buy, as it is better to deliver no solution at all than it is to deliver the wrong solution. But there are two distinct dimensions to getting requirements and ensuring that they, and the IT solution that results, not only aligns with the business as it is, but is built in such a way that it can sustain that alignment in a cost-effective and time-efficient manner. Specifically, (1) narrow requirements, which focus on the short-term needs for specific parts, functions, or processes of the business; and, (2) broad requirements, which focus on a comprehensive, enterprise-wide approach with holistic and longer-range objectives like simplicity, suppleness, and total cost of ownership. We typically call these “Systems Analysis and Design” and “Enterprise Architecture” respectively. Ideally, organizations should be able to do both well, and effectively balance the inevitable tradeoffs between them. Sadly, in the vast majority of organizations, that is not yet the case.
Professor Kappelman will present the results of a ground-breaking study from the Society for Information Management (SIM) Enterprise Architecture Working Group that developed and validated measures for these two distinct types of requirements capabilities. Findings include:
• Empirical validation that there is, in fact, a difference between requirement capabilities in a narrow or individual system context (i.e., Systems Analysis and Design within the bounds of a specific development project), and requirements capabilities in a broad or enterprise context (i.e., Enterprise Architecture regarding how those individual systems fit together in an enterprise-wide strategic design).
• Strong evidence that requirements capabilities overall are immature, with narrow activities more mature than the corresponding broad enterprise capabilities.
• Solid evidence, based on fifteen years of studies, that software development capabilities are generally maturing, but are still fairly immature.
This research provides requirements engineers, software designers, software developers, and other IT practitioners with tools to assess their own requirements engineering and software development capabilities. and compare them with those of their peers. Suggestions for improvements are made.
The document discusses the challenges of laboratory integration and outlines some potential solutions. It contrasts the electronic laboratory with the integrated laboratory. The objectives of laboratory integration include smoother workflows, less data entry, easier compliance, and improved efficiencies. However, barriers include a lack of data standards, communication standards, and a common language. Vendor collaboration, industry standards, and community action are suggested to help overcome these barriers and enable the evolution of data standards.
Artificial Intelligence - Implications for Business Strategy 2017-11-20. MIT-...Winston Dodson
The document provides instructions for an assignment to complete an AI roadmap for an organization. It includes 4 sections to complete: executive summary, current state, proposed initiative, and plan of action. Guidelines state to use previous assignments to populate the roadmap template and address specific content for each section. The assignment aims to demonstrate how an organization can gain strategic advantage through AI implementation.
2014 10 16_challenge of natural security systemsrbrockway
Static security models and "business as usual" directives have naturally resulted in a collective eyes wide shut mentality of organizational entropy. Organisms, as well as organizations, can only adapt to changing environments by leaving (or being forced from) their comfort zones. It should be obvious that today's threat landscape is changing at a breakneck pace, yet most organizations are seemingly content in adding "spend" to the annual budget for more systems that claim to protect against the latest FUD. This is not learning and without learning adaptation cannot occur. Challenges to the organism and organization that move them both out of their respective comfort zones are crucial for successful adaptation. This talk will explore these adaptation requirements in an effort to develop a framework for more naturally secure systems and organizations. At its conclusion it will present a challenge for all those willing to get out of their own respective comfort zones and organically contribute to naturally stronger systems and organizations.
ERP usability is such a problem that according to this study by IFS North America, many users would use Microsoft Excel, online tools like Google Docs or even Dropbox instead of their system of record. Some may even consider changing jobs to get away from bad ERP.
The document discusses improving an ECM (Enterprise Content Management) implementation through conducting a 2-day health check. It would involve stakeholder interviews, an online user survey, and producing a report with recommendations based on benchmarking the current implementation against other organizations. The health check identifies common issues organizations face with ECM/SharePoint implementations and ways to assess how well the current system meets criteria like usability, information architecture, and user needs. The end goal is to gather user feedback and provide actionable recommendations to optimize the ECM solution.
The document announces an AI and OpenPOWER meetup to take place on March 25th, 2018 from 4-7:30pm at the h2o.AI headquarters in Mountain View, CA. The meetup will feature prominent speakers from industry, research, and the financial sector who will discuss advances in deep learning tools and techniques. Key speakers include Ganesan Narayanasamy from IBM who will discuss OpenPOWER activities and supercomputers, and Sudha Jamthe from IoTDisruptions.com who will discuss AI trends towards a driverless world.
Complexity Performance Management Global Corporate Citizenship 091105 Draft 1.10morelfourman
This document introduces the Gaiamap and Meshworks as tools for organizations to achieve global corporate citizenship. The Gaiamap is a strategic mapping tool that facilitates systemic scenario planning and performance management taking into account the individual, organization, and whole system. Meshworks provide a process and communications infrastructure for systemic collaboration across departments, supply chains, and stakeholders. Together, these tools help organizations strategize, govern, and manage their performance and transformation in a way that considers their role in the complex, global system.
Questions On Technical Design DecisionsRikki Wright
The document discusses technical design decisions made by software engineers to achieve requirements, such as choosing development processes and technologies. It also defines the breadth and depth issues in software complexity, where breadth addresses major functions and interfaces, and depth addresses relationships and linkages among items. Finally, it provides an overview of how to increase employee productivity through implementing new technologies and overcoming challenges like fear of change.
· Describe strategies to build rapport with inmates and offenders .docxgerardkortney
· Describe strategies to build rapport with inmates and offenders in a correctional treatment or supervision program.
· Describe the effect of group dynamics on facilitating programs.
· Describe techniques for establishing a therapeutic environment.
Generalist Case Management
Woodside and McClam
https://phoenix.vitalsource.com/books/9781483342047/pageid/44
https://phoenix.vitalsource.com/#/books/9781323128800
https://phoenix.vitalsource.com/#/books/9781483342047
https://phoenix.vitalsource.com/#/books/9781133795247
https://phoenix.vitalsource.com/#/books/1259760413
Use book and two outside sources.
At least 100 words per question
THANKS
1 The Role of the Correctional Counselor CHAPTER OBJECTIVES After reading this chapter, you will be able to: 1. Identify the functions and parameters of the counseling process. 2. Discuss the competing interests between security and counseling in the correctional counseling process. 3. Know common terms and concerns associated with custodial corrections. 4. Understand the role of the counselor as facilitator. 5. Identify the various personal characteristics associated with effective counselors. 6. Be aware of the impact that burnout can have on a counselor’s professional performance. 7. Identify the various means of training and supervision associated with counseling. PART ONE: A BRIEF INTRODUCTION TO COUNSELING AND CORRECTIONS There are many myths concerning the concept of counseling. Although the image of the counseling field has changed dramatically over the past two or three decades, much of society still views counseling and therapy as a mystic process reserved for those who lack the ability to handle life issues effectively. While the concept of counseling is often misunderstood, the problem is exacerbated when attempting to introduce the idea of correctional counseling. Therefore, the primary goal of this chapter is to provide a working definition of correctional counseling that includes descriptions of how and when it is carried out. In order to understand the concept of correctional counseling, however, the two words that derive the concept must first be defined: “corrections” and “counseling.” In addition, a concerted effort is made to identify the myriad of legal and ethical issues that pertain to counselors working with offenders. It is very difficult to identify a single starting point for the counseling profession. In essence, there were various movements occurring simultaneously that later evolved into what we now describe as counseling. One of the earliest connections to the origins of counseling took place in Europe during the Middle Ages (Brown & Srebalus, 2003). The primary objective was assisting individuals with career choices. This type of counseling service is usually described by the concept of “guidance.” In the late 1800s Wilhelm Wundt and G. Stanley Hall created two of the first known psychological laboratories aimed at studying and treating individuals with psychological and e.
· Debates continue regarding what constitutes an appropriate rol.docxgerardkortney
· Debates continue regarding what constitutes an appropriate role for the judiciary. Some argue that federal judges have become too powerful and that judges “legislate from the bench.”
1. What does it mean for a judge to be an activist?
2. What does it mean for a judge to be a restrainist?
· Although conservatives had long complained about the activism of liberal justices and judges, in recent years conservative judges and justices have been likely to overturn precedents and question the power of elected institutions of government.
3. When is judicial activism appropriate? Explain.
· To defenders of the right to privacy, it is implicitly embodied in the Constitution in the First, Fourth, Fifth, Ninth, and Fourteenth Amendments. To opponents, it is judge-made law because there is no explicit reference to it under the Constitution. The right to privacy dates back to at least 1890, when Boston attorneys Samuel Warren and Louis Brandeis equated it with the right to be left alone from journalists who engaged in yellow journalism.
4. In short, do you believe a right to privacy exists in the federal Constitution. Why or why not?
.
ME290 Global Engineering Professional Seminar Knowl.docxwkyra78
ME290
Global Engineering Professional
Seminar
Knowledge of Contemporary Issues
ABET* requirement: General Criterion 3. Student Outcomes
The program must have documented student outcomes that prepare
graduates to attain the program educational objectives:
• 7. an ability to acquire and apply new knowledge as needed, using
appropriate learning strategies
Contemporary Issues
*ABET (Accreditation Board for Engineering and Technology, Inc.) is an organization that
accredits post-secondary education programs.
Technologies will shape the future
"The best way to predict the future is to invent it." Alan Kay
Need for Change:
Better – Faster – Cheaper
Products and Services
In
Every
Area
6 Key Drivers for “Change”
Social factor Technological factor
Key Drivers for “Change”
Key Drivers for “Change”
Key Driver: Environment
Key Driver: Environment
OECD: Organisation for
Economic Co-operation and
Development is an
intergovernmental economic
organisation with 35 member
countries, founded in 1961 to
stimulate economic progress
and world trade
Key Driver: Environment
Solution
:
More
Renewable
Sources
Can
we do
it?
• Provide contemporary issues/projects which help to reduce carbon
emissions as you heard from media and your ideas.
Group Exercise
Enabling technologies
• An enabling technology is an invention or innovation, that can
be applied to drive radical change in the capabilities of a user or
culture.
• Enabling technologies are characterized by rapid development
of subsequent derivative technologies, often in diverse fields.
Technology Roadmaps
http://aumportal/AcademicResearch/SitePages/Research%20Themes%20and%20Directions.aspx
AUM Research Themes and Directions
http://aumportal/AcademicResearch/SitePages/Research Themes and Directions.aspx
http://aumportal/AcademicResearch/SitePages/Research Themes and Directions.aspx
Technology Product
TODAY
Start earlier for technology development
for successful future products
We can not have new generation products
without prior technology development
University-Industry
Collaboration
NASA Technology Readiness
Level (TRL) Scale
Technology Development
Product Development
Technology Maturation
point
//upload.wikimedia.org/wikipedia/commons/7/72/NASA_TRL_Meter.jpg
Contemporary
Issues/Technologies
Contemporary Issues/Technologies
Contemporary Issues/Technologies
Industry 4.0 Ecosystem
3D Printing
Materials covered:
– Thermoplastics (FDM,
SLS)
– Thermosets (SLA)
– Powder based composites
(3D printing)
– Metals (EBM, SLS)
– Sealant tapes (LOM)
3D Printing
ADVANTAGES
• Complex and Unlimited Geometries
• Less Tooling
• Speed
• Less Waste Production
• Assorted Materials in one part
• Creative Designs
• Touchable Designs
• Early prototyping and Risk
Reduction
DISADVANTAGES
• Limited Materials to be used
• Li.
Towards Mining Software Repositories Research that MattersTao Xie
- The document discusses challenges in achieving real-world impact from machine learning and software engineering research. It notes research may take 15-20 years from publication to widespread adoption in products.
- It provides examples of successful research with later impact, such as the LLVM compiler framework developed at the University of Illinois.
- For university groups, it suggests balancing producing high-quality research with training students, focusing on problems that matter now or in the future, collaborating with industry, and occasionally achieving unexpected impacts like the Whyper system. Starting a spin-off company is also discussed.
Exploratory testing is an approach to testing that emphasizes the freedom and responsibility of testers to continually optimize the value of their work. It is the process of three mutually supportive activities done in parallel: learning, test design, and test execution. With skill and practice, exploratory testers typically uncover an order of magnitude more problems than when the same amount of effort is spent on procedurally scripted testing. All testers conduct exploratory testing in one way or another, but few know how to do it systematically to obtain the greatest benefits. Even fewer can articulate the process. James Bach looks at specific heuristics and techniques of exploratory testing that will help you get the most from this highly productive approach. James focuses on the skills and dynamics of exploratory testing, and how it can be combined with scripted approaches.
Here are some key points to discuss regarding the change implications of moving from component teams to feature teams:
- Ex-functional managers and component managers may feel a loss of control and identity as their direct reports are redistributed to cross-functional teams. Their role needs to transition from managers to coaches/advisors.
- Specialists may feel anxious about broadening their skills beyond a single specialty. Teams will need to support specialists to gradually expand their capabilities over time.
- Communication patterns will change significantly. Component teams had well-defined interfaces, but feature teams will need to collaborate more openly. New norms around collaboration will need to be established.
- Technical decisions may become more decentralized. Feature teams will need guidance on balancing
Running head SECURITY ANALYSIS REPORT1SECURITY ANALYSIS REPO.docxjeanettehully
Running head: SECURITY ANALYSIS REPORT 1
SECURITY ANALYSIS REPORT 13
Project 3: Security Analysis Report on Factors that are Likely to Affect Ombank’s Organizational Information Systems Infrastructure
Aisha Tate
UMUC
August 26, 2019
Aisha
2nd Submission – Does not meet requirements – one more submission allowed. Please review the checklist and review both submissions. Read the project requirements and share an action plan before you work and submit the last revision.
Thanks for your continued efforts. Here is what you have done well
· You have focused on an organization and you have tried to apply the knowledge, skills and abilities you have gained
· You have continued to improve your research skills.
· You have done a good job with your APA formatting Skills
I feel that you did not go through this checklist below. Avoid using generic graphics from literature especially if they are not directly pertinent to the discussion. You did a good job with RAR report. You put much effort with your lab. Leverage Project 2 and Project 3 lab information in this SAR report. Please work on the quality of your references – especially in your RAR and SAR report
Dr K
Student Name: Aisha Tate
Date:6-Sep-2019
This form provides the same classroom instructions in a checklist form to help students and professors quickly evaluate a submission
Project 3: Requires the Following THREE Pieces
Areas to Improve
1. Security Assessment Report (including relevant findings from Lab)
See detailed comments below
2. Risk Assessment Report
Meets Requirements – revise
When you update SAR
3. Lab Experience Report with Screenshots
Continue to improve
Revise and connect with SAR
1. Security Assessment Report
Enterprise Network Diagram
You will propose a local area network (LAN) and
Please research organizations
For network information s
a wide area network (WAN)
define the systems environment,
Meets expectations
incorporate this information in a network diagram.
Discuss the security benefits of your chosen network design.
Needs improvement
Threats
Define threat intelligence and explain what kind of threat intelligence is known about the OPM breach.
Please find papers and share
Common organizational challenges
differentiate between the external threats to the system and the insider threats.
?????
entify where these threats can occur in the previously created diagrams.
Relate the OPM threat intelligence to your organization. How likely is it that a similar attack will occur at your organization?
Good effort
Identifying Security Issues
Provide an analysis of the strength of passwords used by the employees in your organization.
Tie in lab results
Are weak passwords a security issue for your organization?
????
Firewalls and Encryption
Determine the role of firewalls and encryption, and auditing
???
RDBMS that could assist in protecting information and monitoring the confidentiality, integrity, and availability of the information in the informati ...
Applying Systems Thinking to Software ArchitectureMatt McLarty
Matt McLarty discusses applying systems thinking concepts to software architecture. He explains that software systems are sociotechnical systems and outlines several systems thinking models that can be useful for software architecture, including stocks and flows, feedback loops, system archetypes, and leverage points. He provides an example of how using these models could help a company called ST3, Inc. address challenges with frequent software release failures by shifting perspectives and increasing self-organization among product teams.
Guy Martin, Senior Strategist with the Samsung Open Source Group, discusses how successful Open Source Projects need balance between their different areas of 'anatomy'.
Heliview Enterprise 2.0, December 2008, RotterdamArjan Radder
The document discusses the benefits of social software and Lotus Connections. It highlights how Lotus Connections allows users to expand their network by identifying and maintaining professional connections, build communities to discuss topics, learn from others' expertise through blogs, discover information bookmarked by colleagues, and leverage their network to help with tasks. Lotus Connections aggregates social data, helps manage requests and track information across connections through its search and widgets.
The case study analyzes Larry Ellison's use of power and influence as the CEO of Oracle. It examines the different forms of interpersonal power he uses, such as reward and coercive power. It also considers how the two faces of power relate to his actions and whether he uses power ethically. The analysis evaluates Ellison's influence tactics and whether he uses power effectively. It explores if Ellison's leadership style could be emulated.
For over four decades, IT strategy has been about the alignment of technology with the needs of the “customer,” be it an organization, business, end user, or device. The most important part of system acquisition is deciding what to build or buy, as it is better to deliver no solution at all than it is to deliver the wrong solution. But there are two distinct dimensions to getting requirements and ensuring that they, and the IT solution that results, not only aligns with the business as it is, but is built in such a way that it can sustain that alignment in a cost-effective and time-efficient manner. Specifically, (1) narrow requirements, which focus on the short-term needs for specific parts, functions, or processes of the business; and, (2) broad requirements, which focus on a comprehensive, enterprise-wide approach with holistic and longer-range objectives like simplicity, suppleness, and total cost of ownership. We typically call these “Systems Analysis and Design” and “Enterprise Architecture” respectively. Ideally, organizations should be able to do both well, and effectively balance the inevitable tradeoffs between them. Sadly, in the vast majority of organizations, that is not yet the case.
Professor Kappelman will present the results of a ground-breaking study from the Society for Information Management (SIM) Enterprise Architecture Working Group that developed and validated measures for these two distinct types of requirements capabilities. Findings include:
• Empirical validation that there is, in fact, a difference between requirement capabilities in a narrow or individual system context (i.e., Systems Analysis and Design within the bounds of a specific development project), and requirements capabilities in a broad or enterprise context (i.e., Enterprise Architecture regarding how those individual systems fit together in an enterprise-wide strategic design).
• Strong evidence that requirements capabilities overall are immature, with narrow activities more mature than the corresponding broad enterprise capabilities.
• Solid evidence, based on fifteen years of studies, that software development capabilities are generally maturing, but are still fairly immature.
This research provides requirements engineers, software designers, software developers, and other IT practitioners with tools to assess their own requirements engineering and software development capabilities. and compare them with those of their peers. Suggestions for improvements are made.
The document discusses the challenges of laboratory integration and outlines some potential solutions. It contrasts the electronic laboratory with the integrated laboratory. The objectives of laboratory integration include smoother workflows, less data entry, easier compliance, and improved efficiencies. However, barriers include a lack of data standards, communication standards, and a common language. Vendor collaboration, industry standards, and community action are suggested to help overcome these barriers and enable the evolution of data standards.
Artificial Intelligence - Implications for Business Strategy 2017-11-20. MIT-...Winston Dodson
The document provides instructions for an assignment to complete an AI roadmap for an organization. It includes 4 sections to complete: executive summary, current state, proposed initiative, and plan of action. Guidelines state to use previous assignments to populate the roadmap template and address specific content for each section. The assignment aims to demonstrate how an organization can gain strategic advantage through AI implementation.
2014 10 16_challenge of natural security systemsrbrockway
Static security models and "business as usual" directives have naturally resulted in a collective eyes wide shut mentality of organizational entropy. Organisms, as well as organizations, can only adapt to changing environments by leaving (or being forced from) their comfort zones. It should be obvious that today's threat landscape is changing at a breakneck pace, yet most organizations are seemingly content in adding "spend" to the annual budget for more systems that claim to protect against the latest FUD. This is not learning and without learning adaptation cannot occur. Challenges to the organism and organization that move them both out of their respective comfort zones are crucial for successful adaptation. This talk will explore these adaptation requirements in an effort to develop a framework for more naturally secure systems and organizations. At its conclusion it will present a challenge for all those willing to get out of their own respective comfort zones and organically contribute to naturally stronger systems and organizations.
ERP usability is such a problem that according to this study by IFS North America, many users would use Microsoft Excel, online tools like Google Docs or even Dropbox instead of their system of record. Some may even consider changing jobs to get away from bad ERP.
The document discusses improving an ECM (Enterprise Content Management) implementation through conducting a 2-day health check. It would involve stakeholder interviews, an online user survey, and producing a report with recommendations based on benchmarking the current implementation against other organizations. The health check identifies common issues organizations face with ECM/SharePoint implementations and ways to assess how well the current system meets criteria like usability, information architecture, and user needs. The end goal is to gather user feedback and provide actionable recommendations to optimize the ECM solution.
The document announces an AI and OpenPOWER meetup to take place on March 25th, 2018 from 4-7:30pm at the h2o.AI headquarters in Mountain View, CA. The meetup will feature prominent speakers from industry, research, and the financial sector who will discuss advances in deep learning tools and techniques. Key speakers include Ganesan Narayanasamy from IBM who will discuss OpenPOWER activities and supercomputers, and Sudha Jamthe from IoTDisruptions.com who will discuss AI trends towards a driverless world.
Complexity Performance Management Global Corporate Citizenship 091105 Draft 1.10morelfourman
This document introduces the Gaiamap and Meshworks as tools for organizations to achieve global corporate citizenship. The Gaiamap is a strategic mapping tool that facilitates systemic scenario planning and performance management taking into account the individual, organization, and whole system. Meshworks provide a process and communications infrastructure for systemic collaboration across departments, supply chains, and stakeholders. Together, these tools help organizations strategize, govern, and manage their performance and transformation in a way that considers their role in the complex, global system.
Questions On Technical Design DecisionsRikki Wright
The document discusses technical design decisions made by software engineers to achieve requirements, such as choosing development processes and technologies. It also defines the breadth and depth issues in software complexity, where breadth addresses major functions and interfaces, and depth addresses relationships and linkages among items. Finally, it provides an overview of how to increase employee productivity through implementing new technologies and overcoming challenges like fear of change.
· Describe strategies to build rapport with inmates and offenders .docxgerardkortney
· Describe strategies to build rapport with inmates and offenders in a correctional treatment or supervision program.
· Describe the effect of group dynamics on facilitating programs.
· Describe techniques for establishing a therapeutic environment.
Generalist Case Management
Woodside and McClam
https://phoenix.vitalsource.com/books/9781483342047/pageid/44
https://phoenix.vitalsource.com/#/books/9781323128800
https://phoenix.vitalsource.com/#/books/9781483342047
https://phoenix.vitalsource.com/#/books/9781133795247
https://phoenix.vitalsource.com/#/books/1259760413
Use book and two outside sources.
At least 100 words per question
THANKS
1 The Role of the Correctional Counselor CHAPTER OBJECTIVES After reading this chapter, you will be able to: 1. Identify the functions and parameters of the counseling process. 2. Discuss the competing interests between security and counseling in the correctional counseling process. 3. Know common terms and concerns associated with custodial corrections. 4. Understand the role of the counselor as facilitator. 5. Identify the various personal characteristics associated with effective counselors. 6. Be aware of the impact that burnout can have on a counselor’s professional performance. 7. Identify the various means of training and supervision associated with counseling. PART ONE: A BRIEF INTRODUCTION TO COUNSELING AND CORRECTIONS There are many myths concerning the concept of counseling. Although the image of the counseling field has changed dramatically over the past two or three decades, much of society still views counseling and therapy as a mystic process reserved for those who lack the ability to handle life issues effectively. While the concept of counseling is often misunderstood, the problem is exacerbated when attempting to introduce the idea of correctional counseling. Therefore, the primary goal of this chapter is to provide a working definition of correctional counseling that includes descriptions of how and when it is carried out. In order to understand the concept of correctional counseling, however, the two words that derive the concept must first be defined: “corrections” and “counseling.” In addition, a concerted effort is made to identify the myriad of legal and ethical issues that pertain to counselors working with offenders. It is very difficult to identify a single starting point for the counseling profession. In essence, there were various movements occurring simultaneously that later evolved into what we now describe as counseling. One of the earliest connections to the origins of counseling took place in Europe during the Middle Ages (Brown & Srebalus, 2003). The primary objective was assisting individuals with career choices. This type of counseling service is usually described by the concept of “guidance.” In the late 1800s Wilhelm Wundt and G. Stanley Hall created two of the first known psychological laboratories aimed at studying and treating individuals with psychological and e.
· Debates continue regarding what constitutes an appropriate rol.docxgerardkortney
· Debates continue regarding what constitutes an appropriate role for the judiciary. Some argue that federal judges have become too powerful and that judges “legislate from the bench.”
1. What does it mean for a judge to be an activist?
2. What does it mean for a judge to be a restrainist?
· Although conservatives had long complained about the activism of liberal justices and judges, in recent years conservative judges and justices have been likely to overturn precedents and question the power of elected institutions of government.
3. When is judicial activism appropriate? Explain.
· To defenders of the right to privacy, it is implicitly embodied in the Constitution in the First, Fourth, Fifth, Ninth, and Fourteenth Amendments. To opponents, it is judge-made law because there is no explicit reference to it under the Constitution. The right to privacy dates back to at least 1890, when Boston attorneys Samuel Warren and Louis Brandeis equated it with the right to be left alone from journalists who engaged in yellow journalism.
4. In short, do you believe a right to privacy exists in the federal Constitution. Why or why not?
.
· Critical thinking paper · · · 1. A case study..docxgerardkortney
· Critical thinking paper
·
·
· 1.
A case study.
Deborah Shore, aged 45, works for a small corporation in the Research and Development department.
When she first became a member of the department 15 years ago, Deborah was an unusually creative and productive researcher; her efforts quickly resulted in raises and promotions within the department and earned her the respect of her colleagues. Now, Deborah finds herself less interested in doing research; she is no longer making creative contributions to her department, although she is making contributions to its administration.
She is still respected by the coworkers who have known her since she joined the firm, but not by her younger coworkers.
Analyze the case study from the psychoanalytic, learning, and contextual perspectives: how would a theorist from each perspective explain Deborah's development? Which perspective do you believe provides the most adequate explanation, and why?
2. Interview your mother (and grandmothers, if possible), asking about experiences with childbirth. Include your own experiences if you have had children. Write a paper summarizing these childbirth experiences and comparing them with the contemporary experiences described in the text.
3. Identify a "type" of parent (e.g., single parent, teenage parent, low-income parent, dual-career couple) who is most likely to be distressed because an infant has a "difficult" temperament. Explain why you believe that this type of parent would have particular problems with a difficult infant. Write an informational brochure for the selected type of parent. The brochure should include an explanation of temperament in general and of the difficult temperament in particular, and give suggestions for parents of difficult infants.
4. Plan an educational unit covering nutrition, health, and safety for use with preschoolers and kindergartners. Take into account young children's cognitive and linguistic characteristics. The project should include (1) an outline of the content of the unit; and (2) a description of how the content would be presented, given the intellectual abilities of preschoolers. For example, how long would each lesson be? What kinds of pictures or other audiovisual materials would be used? How would this content be integrated with the children's other activities in preschool or kindergarten?
5. Visit two day care centers and evaluate each center using the information from the text as a guide. Request a fee schedule from each center. Write a paper summarizing your evaluation of each center.
Note:
Unless you are an actual potential client of the center, contact the director beforehand to explain the actual purpose of the visit, obtain permission to visit, and schedule your visit so as to minimize disruption to the center's schedule.
6. Watch some children's television programs and advertising, examine some children's toys and their packaging, read some children's books, and listen to some children's recor.
· Coronel & Morris Chapter 7, Problems 1, 2 and 3
· Coronel & Morris Chapter 8, Problems 1 and 2
A People’s History of Modern Europe
“A fascinating journey across centuries towards the world as we experience it today. ... It is
the voice of the ordinary people, and women in particular, their ideas and actions, protests
and sufferings that have gone into the making of this alternative narrative.”
——Sobhanlal Datta Gupta, former Surendra Nath Banerjee
Professor of Political Science, University of Calcutta
“A history of Europe that doesn’t remove the Europeans. Here there are not only kings,
presidents and institutions but the pulse of the people and social organizations that shaped
Europe. A must-read.”
——Raquel Varela, Universidade Nova de Lisboa
“Lively and engaging. William A Pelz takes the reader through a thousand years of
European history from below. This is the not the story of lords, kings and rulers. It is the
story of the ordinary people of Europe and their struggles against those lords, kings and
rulers, from the Middle Ages to the present day. A fine introduction.”
——Francis King, editor, Socialist History
“This book is an exception to the rule that the winner takes all. It highlights the importance
of the commoners which often is only shown in the dark corners of mainstream history
books. From Hussites, Levellers and sans-culottes to the women who defended the Paris
Commune and the workers who occupied the shipyards during the Carnation revolution in
Portugal. The author gives them their deserved place in history just like Howard Zinn did
for the American people.”
——Sjaak van der Velden, International Institute of Social History, Amsterdam
“The author puts his focus on the lives and historical impact of those excluded from
power and wealth: peasants and serfs of the Middle Ages, workers during the Industrial
Revolution, women in a patriarchic order that transcended different eras. This focus not
only makes history relevant for contemporary debates on social justice, it also urges the
reader to develop a critical approach.”
——Ralf Hoffrogge, Ruhr-Universität Bochum
“An exciting story of generations of people struggling for better living conditions, and for
social and political rights. ... This story has to be considered now, when the very notions of
enlightenment, progress and social change are being questioned.”
——Boris Kagarlitsky, director of Institute for globalization studies and social
movements, Moscow, and author of From Empires to Imperialism
“A splendid antidote to the many European histories dominated by kings, businessmen
and generals. It should be on the shelves of both academics and activists ... A lively and
informative intellectual tour-de-force.”
——Marcel van der Linden, International Institute of Social History, Amsterdam
A People’s History
of Modern Europe
William A. Pelz
First published 2016 by Pluto Press
345 Archway Road, London N6 5AA
www.pluto.
· Complete the following problems from your textbook· Pages 378.docxgerardkortney
· Complete the following problems from your textbook:
· Pages 378–381: 10-1, 10-2, 10-16, and 10-20.
· Pages 443–444: 12-7 and 12-9.
· Page 469: 13-5.
· 10-1 How would each of the following scenarios affect a firm’s cost of debt, rd(1 − T); its cost of equity, rs; and its WACC? Indicate with a plus (+), a minus (−), or a zero (0) whether the factor would raise, lower, or have an indeterminate effect on the item in question. Assume for each answer that other things are held constant, even though in some instances this would probably not be true. Be prepared to justify your answer but recognize that several of the parts have no single correct answer. These questions are designed to stimulate thought and discussion.
Effect on
rd(1 − T)
rs
WACC
a. The corporate tax rate is lowered.
__
__
__
b. The Federal Reserve tightens credit.
__
__
__
c. The firm uses more debt; that is, it increases its debt ratio.
__
__
__
d. The dividend payout ratio is increased.
__
__
__
e. The firm doubles the amount of capital it raises during the year.
__
__
__
f. The firm expands into a risky new area.
__
__
__
g. The firm merges with another firm whose earnings are countercyclical both to those of the first firm and to the stock market.
__
__
__
h. The stock market falls drastically, and the firm’s stock price falls along with the rest.
__
__
__
i. Investors become more risk-averse.
__
__
__
j. The firm is an electric utility with a large investment in nuclear plants. Several states are considering a ban on nuclear power generation.
__
__
__
· 10-2 Assume that the risk-free rate increases, but the market risk premium
· 10-16COST OF COMMON EQUITY The Bouchard Company’s EPS was $6.50 in 2018, up from $4.42 in 2013. The company pays out 40% of its earnings as dividends, and its common stock sells for $36.00.
· a. Calculate the past growth rate in earnings. (Hint: This is a 5-year growth period.)
· b. The last dividend was D0 = 0.4($6.50) = $2.60. Calculate the next expected dividend, D1, assuming that the past growth rate continues.
· c. What is Bouchard’s cost of retained earnings, rs?
· 10-20WACC The following table gives Foust Company’s earnings per share for the last 10 years. The common stock, 7.8 million shares outstanding, is now (1/1/19) selling for $65.00 per share. The expected dividend at the end of the current year (12/31/19) is 55% of the 2018 EPS. Because investors expect past trends to continue, g may be based on the historical earnings growth rate. (Note that 9 years of growth are reflected in the 10 years of data.)
The current interest rate on new debt is 9%; Foust’s marginal tax rate is 40%, and its target capital structure is 40% debt and 60% equity.
· a. Calculate Foust’s after-tax cost of debt and common equity. Calculate the cost of equity as rs = D1/P0 + g.
· b. Find Foust’s WACC
· 12-7SCENARIO ANALYSIS Huang Industries is considering a proposed project whose estimated NPV is $12 million. This estimate assumes that economic conditions wi.
· Consider how different countries approach aging. As you consid.docxgerardkortney
· Consider how different countries approach aging. As you consider different countries, think about the following:
o Do older adults live with their children, or are they more likely to live in a nursing home?
o Are older adults seen as wise individuals to be respected and revered, or are they a burden to their family and to society?
· Next, select two different countries and compare and contrast their approaches to aging.
· Post and identify each of the countries you selected. Then, explain two similarities and two differences in how the countries approach aging. Be specific and provide examples. Use proper APA format and citation. LSW10
.
· Clarifying some things on the Revolution I am going to say som.docxgerardkortney
· Clarifying some things on the Revolution
I am going to say something, and I want you to hear me.
I am a scholar of the Revolution. That's the topic of my dissertation. Please believe me when I say that I know a lot about it.
I also happen to know--and this is well-supported by historians--that the Revolution was a civil war in which, for the first several years, Revolutionaries and Loyalists were evenly matched.
I will repeat that. Evenly matched. Loyalists were not merely too cowardly to fight, and they were not old fogies who hated the idea of freedom. Most had been in the Colonies for generations. Many of them took up arms for their King and their country. And when they lost, you confiscated their homes and they fled with the clothes on their back to Canada, England, and other places of the Empire. Both sides--both sides--committed unspeakable atrocities against civilians whom they disagreed with.
Now, a lot of you love to repeat some very fervent patriotic diatribe about how great the Revolution was. That's not history. That's propaganda. Know the difference.
History has shades of gray. History is complex and ambiguous. Washington, for instance, wore dentures made from the teeth of his slaves. Benjamin Franklin's son was the last royal governor of New Jersey. Did you know that the net tax rate for Americans--they always conveniently leave this out of the textbooks--was between 1.9 and 2.1%, depending on colony.? And that was if they had paid the extra taxes on tea and paper.
And, wait for it, people who support California independence use the same logic and arguments as they did in 1775. Did you know that the Los Angeles and Washington are only a few hundred miles closer than Boston and London? That many of the same issues, point by point, are repeating here in California? So put yourself in those shoes. How many of you would have sided with the Empire (whether American or British) based on the fact that you don't know how this will shake out? Would you call someone who supports Calexit a Patriot? Revolutionary? Nutcase? Who gets to own that word, anyway?
You can choose that you would have supported the revolutionaries--but think. Think about the other side. They matter, and their experiences got to be cleansed out of history to make you feel better about the way the revolutionaries behaved during the War. Acknowledge that they are there, and that their point of view has merit, even if you not agree with it.
· Clarifying Unit III's assignment
I have noticed a few consistent problems with the letter in the Unit III issue. Here are some pointers to make it better.
1. Read the clarifying note I wrote above. Note that the taxes aren't actually as high as you have been led to believe, but the point is that they should not be assigned at all without your consent.
2. Acknowledge that this is a debate, that a certain percentage are radicalized for independence, but there are is also a law-and-order group who find this horrific, and want .
· Chapter 9 – Review the section on Establishing a Security Cultur.docxgerardkortney
· Chapter 9 – Review the section on Establishing a Security Culture. Review the methods to reduce the chances of a cyber threat noted in the textbook. Research other peer-reviewed source and note additional methods to reduce cyber-attacks within an organization.
· Chapter 10 – Review the section on the IT leader in the digital transformation era. Note how IT professionals and especially leaders must transform their thinking to adapt to the constantly changing organizational climate. What are some methods or resources leaders can utilize to enhance their change attitude?
.
· Chapter 10 The Early Elementary Grades 1-3The primary grades.docxgerardkortney
· Chapter 10: The Early Elementary Grades: 1-3
The primary grades are grades 1-3.
Although educational reform has had an effect on all children, it is most apparent in the early elementary years. Reform and change comes from a number of sources and the chapter begins by reminding you of this. Let’s examine a few of these sources...
Diversity. There has been a rise in the number of racial and ethnic minority students enrolled in the nation's public schools; this number will (most likely) continue to rise. Teaching children from different cultures and backgrounds is an important piece to account for when planning curriculum.
Standards. Standards is a reason for reform. We've already looked at standards; these are something you must keep in mind when planning lessons.
Data-Driven Instruction may sound new, but it is not a new concept to you. We’ve done a great deal of discussing the outcomes of test-taking and assessments. You've probably all heard "teaching to the test."
Technology. Today’s students have had much experience with technology, therefore, it’s important to provide them with opportunities to learn with technology. It may take a while for you to be creative and think of ways to use it in your teaching (if you haven’ t been).
Health and Wellness. Obesity is a major concern in this country. Therefore, it is important to make sure that children have the opportunity to be active. Unfortunately, due to the pressure of academics, many schools have been taking physical education/activity time out of the curriculum.
Violence: One issue that I notice this new edition of the text has excluded is violence. However, I think that this topic is important; we need to keep children safe when they are at school. As a result of 9/11 (and, not to mention that many violent events have happened on school campuses in recent years), many school districts now have an emergency system in place that they can easily use if there is any type of incident in which the children’s safety is at risk.
WHAT ARE CHILDREN IN GRADES ONE TO THREE LIKE?
Your text explains that the best way to think of a child’s development during this time is: slow and steady. During this stage, there is not much difference between boys and girls when it comes to physical capabilities. Although it is always important to not stereotype based on one’s gender, it is especially important during these years. These children are also entering into their "tween" years, thus; being sensitive to the children's and parents' needs in regards to such changes is important.
It is important to remember that children in the primary grades are in the Concrete Operations Stage. This stage is children ages 7 to 12. The term operation refers to an action that can be carried out in thought as well as executed materially and that is mentally and physically reversible.
These children are at an age in which they can compare their abilities to their peers. And, therefore, children may develop learned helplessnes.
· Chap 2 and 3· what barriers are there in terms of the inter.docxgerardkortney
· Chap 2 and 3
· what barriers are there in terms of the interpersonal communication model?
Typically, communication breakdowns result from lack of understanding without clarification; often, there wasn't even an attempt at clarification. If barriers to interpersonal communication are not acknowledged and addressed, workplace productivity can suffer.
Language Differences
Interpersonal communication can go awry when the sender and receiver of the message speak a different language -- literally and figuratively. Not everyone in the workplace will understand slang, jargon, acronyms and industry terminology. Instead of seeking clarification, employees might guess at the meaning of the message and then act on mistaken assumptions. Also, misunderstandings may occur among workers who do not speak the same primary language. As a result, feelings may be hurt, based on misinterpretation of words or of body language.
Cultural Differences
Interpersonal communication may be adversely affected by lack of cultural understanding, mis-perception, bias and stereotypical beliefs. Workers may have limited skill or experience communicating with people from a different background. Many companies offer diversity training to help employees understand how to communicate more effectively across cultures and relate to those who may have different background experiences. Similarly, gender barriers can obstruct interpersonal communication if men and women are treated differently, and held to different standards, causing interpersonal conflicts in the workplace.
Personality Differences
Like any skill, some people are better at interpersonal communication than others. Personality traits also influence how well an individual interacts with subordinates, peers and supervisors. Extraversion can be an advantage when it comes to speaking out, sharing opinions and disseminating information. However, introverts may have the edge when it comes to listening, reflecting and remembering. Barriers to interpersonal communication may occur when employees lack self-awareness, sensitivity and flexibility. Such behavior undermines teamwork, which requires mutual respect, compromise and negotiation. Bullying, backstabbing and cut throat competition create a toxic workplace climate that will strain interpersonal relationships.
Generational Differences
Interpersonal communication can be complicated by generational differences in speech, dress, values, priorities and preferences. For instance, there may be a generational divide as to how team members prefer to communicate with one another. If younger workers sit in cubicles, using social networking as their primary channel of communication, it can alienate them from older workers who may prefer face-to-face communication. Broad generalizations and stereotypes can also cause interpersonal rifts when a worker from one generation feels superior to those who are younger or older. Biases against workers based on age can constitute a form of disc.
· Case Study 2 Improving E-Mail Marketing ResponseDue Week 8 an.docxgerardkortney
The document provides a case study and instructions for an assignment on improving the response rate of email marketing. Students are asked to: 1) conduct a design of experiment using the provided data to test cause-and-effect relationships, 2) determine an appropriate graphical display for the results and provide rationale, 3) recommend actions to increase email response rates with rationale, and 4) propose an overall strategy to develop a process model to increase response rates and obtain effective business processes with rationale. The assignment requires a 2-3 page paper following APA formatting guidelines.
· Briefly describe the technologies that are leading businesses in.docxgerardkortney
· Briefly describe the technologies that are leading businesses into the third wave of electronic commerce.
· In about 100 words, describe the function of the Internet Corporation for Assigned Names and Numbers. Include a discussion of the differences between gTLDs and sTLDs in your answer.
· In one or two paragraphs, describe how the Internet changed from a government research project into a technology for business users.
· In about 100 words, explain the difference between an extranet and an intranet. In your answer, describe when you might use a VPN in either.
· Define “channel conflict” and describe in one or two paragraphs how a company might deal with this issue.
· In two paragraphs, explain why a customer-centric Web site design is so important, yet is so difficult to accomplish.
· In about two paragraphs, distinguish between outsourcing and offshoring as they relate to business processes.
· In about 200 words, explain how the achieved trust level of a company’s communications using blogs and social media compare with similar communication efforts conducted using mass media and personal contact.
· Write a paragraph in which you distinguish between a virtual community and a social networking Web site
· Write two or three paragraphs in which you describe the role that culture plays in the development of a country’s laws and ethical standards.
QUESTION 1
Lakota peoples of the Great Plains are notably:
nomadic and followed the buffalo herds
Sedentary farmers, raising corn, northern beans, and potatoes
peaceful people who tried to live in harmony with neighboring tribes and the environment
religious and employed a variety of psychoactive plants during religious ceremonies
QUESTION 2
Tribal peoples of the Great Plains experienced greater ease at hunting and warfare after the introduction of:
Hotchkiss guns
smokeless gunpowder
horses
Intertribal powwows
all of the above
QUESTION 3
The Apaches and Navajos (Dine’) of the southwestern region of North America speak a language similar to their relatives of northern California and western Canada called:
Yuman
Uto-Aztecan
Tanoan
Athabaskan
Algonkian
QUESTION 4
The Navajo lived in six or eight-sided domed earth dwellings called:
wickiups
kivas
hogans
roadhouses
sweat lodge
QUESTION 5
Pueblo Indians, such as the Zuni and Hopi tribes, are descendants of the ancient people known as the:
Anasazi
Ashkenazi
Athabaskan
Aztecanotewa
Atlantean
2 points
QUESTION 6
1. Kachinas, or spirits of nature, were believed to:
Assist in the growth of crops and send rain
Help defend the Navajo against all foreign invaders
Provide medical assistance to the Hopi when doctors were not available
Combat evil spirits such as Skin-walkers or Diablitos
All of the above
2 points
QUESTION 7
1. The preferred dwellings among the Lakota Sioux were:
wickiups
adobe pueblos
pit houses
teepees
buffalo huts
2 points
QUESTION 8
1. Native Americansbenef.
· Assignment List· My Personality Theory Paper (Week Four)My.docxgerardkortney
· Assignment List
· My Personality Theory Paper (Week Four)
My Personality Theory Paper (Week Four)
DUE: May 31, 2020 11:55 PM
Grade Details
Grade
N/A
Gradebook Comments
None
Assignment Details
Open Date
May 4, 2020 12:05 AM
Graded?
Yes
Points Possible
100.0
Resubmissions Allowed?
No
Attachments checked for originality?
Yes
Top of Form
Assignment Instructions
My Personality Theory Paper
Instructions:
For this assignment, you will write a paper no less than 7 pages in length, not including required cover and Reference pages, describing a single personality theory from the course readings that best explains your own personality and life choices. You are free to select from among the several theories covered in the course to date but only one theory may be used.
Your task is to demonstrate your knowledge of the theory you choose via descriptions of its key concepts and use of them to explain how you developed your own personality. It is recommended that you revisit the material covered to date to refresh your knowledge of theory details. This is a "midterm" assignment and you should show in your work that you have studied and comprehended the first four weeks of course material. Your submission should be double-spaced with 1 inch margins on all sides of each page and should be free of spelling and grammar errors. It must include source crediting of any materials used in APA format, including source citations in the body of your paper and in a Reference list attached to the end. Easy to follow guides to APA formatting can be found on the tutorial section of the APUS Online Library.
Your paper will include three parts:
I. A brief description of the premise and key components of the theory you selected. You should be thorough and concise in this section and not spend the bulk of the paper detailing the theory, but rather just give enough of a summary of the key points so that an intelligent but uniformed reader would be able to understand its basics. If you pick a more complicated theory, you should expect explaining its premise and key components to take longer than explaining the same for one of the simpler theories but, in either case, focus on the basics and keep in mind that a paper that is almost all theory description and little use of the theory described to explain your own personality will receive a significant point deduction as will the reverse case of the paper being largely personal experience sharing with little linkage to clearly described key theory components.
II. A description of how your chosen theory explains your personality and life choices with supporting examples.
III. A description of the limitations of the theory in explaining your personality or anyone else’s.
NOTE: Although only your instructor will be reading your paper, you should still think about how much personal information you want to disclose. The purpose of this paper is not to get you to share private information, but rather to bring one .
· Assignment List
· Week 7 - Philosophical Essay
Week 7 - Philosophical Essay
DUE: Mar 22, 2020 11:55 PM
Grade Details
Grade
N/A
Gradebook Comments
None
Assignment Details
Open Date
Feb 3, 2020 12:05 AM
Graded?
Yes
Points Possible
100.0
Resubmissions Allowed?
No
Attachments checked for originality?
Yes
Top of Form
Assignment Instructions
Objective: Students will write a Philosophical Essay for week 7 based on the course concepts.
Course Objectives: 2, 3, & 4
Task:
This 4 - 5 full page (not to exceed 6 pages) Philosophical Essay you will be writing due Week 7 is designed to be a thoughtful, reflective work. The 4 - 5 full pages does not include a cover page or a works cited page. It will be your premier writing assignment focused on the integration and assessment relating to the course concepts. Your paper should be written based on the outline you submitted during week 4 combined with your additional thoughts and instructor feedback. You will use at least three scholarly/reliable resources with matching in-text citations and a Works Cited page. All essays are double spaced, 12 New Times Roman font, paper title, along with all paragraphs indented five spaces.
Details:
You will pick one of the following topics only to do your paper on:
· According to Socrates, must one heed popular opinion about moral matters? Does Socrates accept the fairness of the laws under which he was tried and convicted? Would Socrates have been wrong to escape?
· Consider the following philosophical puzzle: “If a tree falls in the forest and there's no one around to hear it, does it make a sound?” (1) How is this philosophical puzzle an epistemological problem? And (2) how would John Locke answer it?
· Evaluate the movie, The Matrix, in terms of the philosophical issues raised with (1) skepticism and (2) the mind-body problem. Explain how the movie raises questions similar to those found in Plato’s and Descartes’ philosophy. Do not give a plot summary of the movie – focus on the philosophical issues raised in the movie as they relate to Plato and Descartes.
· Socrates asks Euthyphro, “Are morally good acts willed by God because they are morally good, or are they morally good because they are willed by God?” (1) How does this question relate to the Divine Command Theory of morality? (2) What are the philosophical implications associated with each option here?
· Explain (1) the process by which Descartes uses skepticism to refute skepticism, and (2) what first principle does this lead him to? (3) Explain why this project was important for Descartes to accomplish.
Your paper will be written at a college level with an introduction, body paragraphs, a conclusion, along with in-text citations/Works Cited page in MLA formatting. Students will follow MLA format as the sole citation and formatting style used in written assignments submitted as part of coursework to the Humanities Department. Remember - any resource that is listed on the Works Cited page must .
· Assignment 3 Creating a Compelling VisionLeaders today must be .docxgerardkortney
· Assignment 3: Creating a Compelling Vision
Leaders today must be able to create a compelling vision for the organization. They also must be able to create an aligned strategy and then execute it. Visions have two parts, the envisioned future and the core values that support that vision of the future. The ability to create a compelling vision is the primary distinction between leadership and management. Leaders need to create a vision that will frame the decisions and behavior of the organization and keep it focused on the future while also delivering on the short-term goals.
To learn more about organizational vision statements, do an Internet search and review various vision statements.
In this assignment, you will consider yourself as a leader of an organization and write a vision statement and supporting values statement.
Select an organization of choice. This could be an organization that you are familiar with, or a fictitious organization. Then, respond to the following:
· Provide the name and description of the organization. In the description, be sure to include the purpose of the organization, the products or services it provides, and the description of its customer base.
· Describe the core values of the organization. Why are these specific values important to the organization?
· Describe the benefits and purpose for an organizational vision statement.
· Develop a vision statement for this organization. When developing a vision statement, be mindful of the module readings and lecture materials.
· In the vision statement, be sure to communicate the future goals and aspirations of the organization.
· Once you have developed the vision statement, describe how you would communicate the statement to the organizational stakeholders, that is, the owners, employees, vendors, and customers.
· How would you incorporate the communication of the vision into the new employee on-boarding and ongoing training?
Write your response in approximately 3–5 pages in Microsoft Word. Apply APA standards to citation of sources.
Use the following file naming convention: LastnameFirstInitial_M1_A3.doc. For example, if your name is John Smith, your document will be named SmithJ_M1_A3.doc.
By the due date assigned, deliver your assignment to the Submissions Area.
Assignment 3 Grading Criteria
Maximum Points
Chose and described the organization. The description included the purpose of the organization, the products or services the organization provides, and the description of its customer base.
16
Developed a vision statement for the organization. Ensured to accurately communicate the goals and aspirations of the organization in the vision statement.
24
Ensured that the incorporation and communication strategy for the vision statement is clear, detailed, well thought out and realistic.
28
Evaluated and explained which values are most important to the organization.
24
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate r.
· Assignment 4
· Week 4 – Assignment: Explain Theoretical Perspectives for Real-life Scenarios
Assignment
Updated
Top of Form
Bottom of Form
For each of the following three scenarios, use a chart format to assess how each traditional theoretical perspective would best explain the situation that a social worker would need to address. You may create your charts in Word or another software program of your choice. An example chart follows the three scenarios.
Scenario 1
You are a hospital social worker who is working with a family whose older adult relative is in end-stage renal failure. There are no advanced directives and the family is conflicted over what the next steps should be.
Scenario 2
You are a caseworker in a drug court. Your client has had three consecutive dirty urine analyses. She is unemployed and has violated her probation order.
Scenario 3
You are a school social worker. A teacher sends her 9-year-old student to you because he reports that he has not eaten in 2 days and there are no adults at home to take care of him.
Chart Example:
Your client, an 11-year-old girl, was removed from home because of parental substance abuse. She is acting out in her foster home, disobeying her foster parents and not following their rules.
Theory
Explanation for Scenario – please respond to the questions below in your explanation
Systems Theory
What systems need to be developed or put in place to support the child? Would Child Protective Services need to become involved? What other systems would support her and a successful outcome for being in foster care?
Generalist Theory
What is the best intervention or therapy to use based on this child’s situation? Given her circumstances, how could you best improve her functioning?
Behavioral Theory
What behaviors are being reinforced? What behaviors are being ignored or punished? What would you suggest to maintain this placement? Would this involve working with the foster parents?
Cognitive Theory
How would you help your client to examine her thinking, emotions, and behavior? What would this entail from a cognitive developmental framework?
Support your assignment with a minimum of three resources.
Length: 3 charts, not including title and reference pages
Your assignment should demonstrate thoughtful consideration of the ideas and concepts presented in the course by providing new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards where appropriate. Be sure to adhere to Northcentral University's Academic Integrity Policy.
Assignement 3
State the function of each of the following musculoskeletal system structures: Describe the structures of the musculoskeletal system.
Skeletal muscle
Tendons
Ligaments
Bone
Cartilage
Describe each of the following types of joints:
Ball-and-socket
Hinge
Pivot
Gliding
Saddle
Condyloid
Newspaper Rubric
CATEGORY
4
3
2
1
Headline & Byline & images
16 points
Article has a .
· Assignment 2 Leader ProfileMany argue that the single largest v.docxgerardkortney
· Assignment 2: Leader Profile
Many argue that the single largest variable in organizational success is leadership. Effective leadership can transform an organization and create a positive environment for all stakeholders. In this assignment, you will have the chance to evaluate a leader and identify what makes him/her effective.
Consider all the leaders who have affected your life in some way. Think of people with whom you work—community leaders, a family member, or anyone who has had a direct impact on you.
· Choose one leader you consider to be effective. This can be a leader you are personally aware of, or someone you don’t know, but have observed to be an effective leader. Write a paper addressing the following:
· Explain how this leader has influenced you and why you think he or she is effective.
· Analyze what characteristics or qualities this person possesses that affected you most.
· Rate this leader by using a leadership scorecard. This can be a developed scorecard, or one you develop yourself. If you use a developed scorecard, please be sure to cite the sources of the scorecard. Once you have identified your scorecard, rate your leader. You decide what scores to include (for example, scale of 1–5, 5 being the highest) but be sure to assess the leader holistically across the critical leadership competencies you feel are most important (for example, visioning, empowering, strategy development and communication).
· Critique this individual’s skills against what you have learned about leadership so far in this course. Consider the following:
· How well does he/she meet the practices covered in your required readings?
· How well has he/she adapted to the challenges facing leaders today?
· If you could recommend changes to his/her leadership approach, philosophy, and style, what would you suggest? Why?
· Using the assigned readings, the Argosy University online library resources, and the Internet including general organizational sources like the Wall Street Journal, BusinessWeek, or Harvard Business Review, build a leadership profile of the leader you selected. Include information from personal experiences as well as general postings on the selected leader from Internet sources such as blogs. Be sure to include 2–3 additional resources not already included in the required readings in support of your leadership profile.
Write a 3–5-page paper in Word format. Apply APA standards to citation of sources. Use the following file naming convention: LastnameFirstInitial_M2_A2.doc.
By the due date assigned, deliver your assignment to the Submissions Area.
Assignment 2 Grading Criteria
Maximum Points
Explained how this leader has been influential and why you think the leader is effective showing analysis of the leader’s characteristics or qualities.
16
Analyzed the characteristics or qualities the leader possesses that have affected you most..
16
Rated your leader using a leadership scorecard and supported your rationale for your rating.
32
Criti.
· Assignment 1 Diversity Issues in Treating AddictionThe comple.docxgerardkortney
· Assignment 1: Diversity Issues in Treating Addiction
The complexities of working with diverse populations in treating disorders, such as addictions, require special considerations. Some approaches work better with some populations than with others. For example, Alcoholics Anonymous (AA) programs are spiritually based and focus on a higher power. Some populations have difficulty with these concepts and are averse to participating in such groups.
Select a population—for example, African Americans; Native Americans; or lesbians, gays, or bisexual individuals. Research your topic by using articles from the supplemental readings for this course or from other resources such as the Web, texts, experience, or other journal articles related to diversity issues and addictions.
Write a three- to five-page paper discussing the following:
· Some specific considerations for working with your chosen population in the area of addiction treatment
· Whether your research indicates that 12-step groups work with this population
· Any special problems associated with this population that make acknowledging the addiction and seeking treatment more difficult
· Any language or other barriers that this population faces when seeking treatment
Prepare your paper in Microsoft Word document format. Name your file M4_A1_LastName_Research.doc, and submit it to the Submissions Area by the due date assigned Follow APA guidelines for writing and citing text.
Assignment 1 Grading Criteria
Maximum Points
Discussed some specific considerations for working with your chosen population in the area of addiction.
8
Discussed whether your research indicates that 12-step groups work with your chosen population.
8
Discussed any special problems associated with this population that make acknowledging the addiction and seeking treatment more difficult .
8
Discussed any language or other barriers that this population faces when seeking treatment.
8
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources, displayed accurate spelling, grammar, and punctuation.
4
Total:
36
· M4 Assignment 2 Discussion
Discussion Topic
Top of Form
Due February 9 at 11:59 PM
Bottom of Form
Assignment 2: Discussion Questions
Your facilitator will guide you in the selection of two of the three discussion questions. Submit your responses to these questions to the appropriate Discussion Area by the due date assigned. Through the end of the module, comment on the responses of others.
All written assignments and responses should follow APA rules for attributing sources.
You will be attempting two discussion questions in this module; each worth 28 points. The total number of points that can be earned for this assignment is 56.
Minority Groups
Many minority groups experience stress secondary to their social surroundings. For example, a family living in poverty may face frequent violence. Limited income makes meeting the day-to-day need.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...NelTorrente
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
3. Managerial Ethics
Organizational Ethics
All refer to
“a process of
promoting moral
principles and
standards that
guide business
behavior.”
• Refers
to
“individual’s
responsibility
to
make
business
decisions
that
are
legal,
honest,
10. What Ethics is not
Ethics
is
not
following
culturally
accepted
norms.
“But
Dad,
all
my
friends
are
going….”
What Ethics is not
“But, Prof. Williams,
as we become
adults, we no longer
act this way. We’re
not as easily
influenced by
people….”
Milgram
11. This is an illustration of the
setup of a Milgram experiment.
The experimenter (E) convinces
the subject ("Teacher" T) to
give what are believed to be
painful electric shocks to
another subject, who is actually
an actor ("Learner" L). Many
subjects continued to give
shocks despite pleas of mercy
from the actors.
Photo Source:
http://en.wikipedia.org/wiki/Image:Milgram_Experiment_v2.pn
g
Watch Youtube Video (link provided by Dr. Williams)
Asch
This is a sample item from the Asch study. Participants were
asked
one by one to say which of the lines on the right matched the
line
on the focal line on the left. While A is an exact match, many
participants conformed when others unanimously chose B or C.
Focal
Line A B C
Watch Youtube Video (link provided by Dr. Williams)
“But, Prof. Williams,
these two examples
12. aren’t business--
related. This
wouldn’t happen in
an organization….”
Ethics
is
not
science.
– Social
and
natural
science
can
provide
important
data
to
help
us
make
better
ethical
choices.
But
science
alone
does
20. a campus safer is an
illusion that will have a chilling effect on campus life
• The
Justice view:
– All
decisions
will
be
made
in
accordance
with
pre-‐
established
rules
or
guidelines.
– The
ethical
corporate
action,
then,
is
the
one
that
follows
the
23. aligns
with
your
belief
system.
Perspectives (Views) on
Managerial (Organizational) Ethics
UV5626
Rev. Oct. 9, 2015
This case was prepared by Eric Varney (MBA ’10) and
Assistant Professor of Business Administration Elena
Loutskina. It was written as a basis for
class discussion rather than to illustrate effective or ineffective
the University of Virginia
Darden School Foundation, Charlottesville, VA. All rights
reserved. To order copies, send an e-mail to [email protected]
No part of this
publication may be reproduced, stored in a retrieval system,
used in a spreadsheet, or transmitted in any form or by any
means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the Darden School
Foundation.
Sun Microsystems
24. Oracle will be the only company that can engineer an integrated
system-application to disk—where all the
pieces fit together so the customers do not have to do it
themselves…Our customers benefit as their systems
integration costs go down while system performance, reliability
and security go up.
—Larry Ellison, CEO, Oracle Corporation1
It was the first time in the last two weeks that Margaret
Madison, a member of Oracle’s corporate
development team, had not stayed in the office until two in the
morning. At the close of business earlier that
day, Friday, April 17, 2009, Oracle had put in an offer of $7.38
billion, or $9.50 per share, to acquire Sun
Microsystems. Only nine months into her position, Madison, a
recent MBA graduate, had found herself to be
a member of Oracle’s valuation team, assessing a potential
merger with Sun. The journey, however, was not
over yet. Sun had a number of potential suitors, IBM standing
prominently among them, and Madison and
her colleagues expected IBM to counter Oracle’s offer.
Oracle, a California-based business software company, was one
of the world’s largest and most reputable
sellers of database management systems and other related
software. With $23.6 billion in annual revenue, the
company was a leviathan, led forward with lightning speed by
the only CEO Oracle had ever had, Larry
Ellison. Sun was nothing to scoff at either. Once the darling of
Silicon Valley, it had fallen on tough times but
was still competitive. Sun had started as a hardware and servers
producer, but over the years, it had
established a solid position in the software industry with its
Java programming language, Solaris operating
25. system, and MySQL database management software. Combining
these two companies had the potential to
create the Wal-Mart of the enterprise software industry. Ellison
“had a vision for creating an end-to-end
vendor [that] clients go to for all their technology” needs.2
Oracle’s bid of $9.50 per share was more than a 40% premium
over Sun’s $6.69 closing price that day.
But only a few weeks prior, IBM—Oracle’s chief rival in the
$15 billion database software business—had
offered $9.40 per share for Sun. The talks had stalled due to
antitrust concerns, employment contracts, and
the final price, which opened a window of opportunity for
Oracle to step in and ensure that Sun did not fall
into a competitor’s hands.
1 “Oracle Buys Sun,” Oracle Corporation press release, April
20, 2009.
2 Jerry Hirsch and Alex Pham, “With IBM Out, Oracle Jumps in
to Buy Sun for $7.4 Billion,” Los Angeles Times, April 21,
2009.
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26. Oracle had been on a successful shopping spree over the past
several years. The ability to acquire 10%
margin companies and turn them into 40% margin companies
had distinguished Ellison and his team as
ruthless cost-cutters who planned ahead well before making
purchases. As a member of the corporate
development team, Madison knew that better than anyone else.
She had spent the last few weeks carefully
poring over every part of Sun’s financials, business lines, R&D
figures, and personnel expenditures. Today
was a break from the 20-hour work days, the sight of empty
Chinese food cartons, documents strewn across
the table, and weary-eyed bankers. Today had been a better day,
but only delivered brief respite to the team.
All the questions they had worked on so diligently still
remained. Had they considered everything? Was the
final offer appropriate? If competitors upped their bids, how
much more could Oracle offer?
Competitive Landscape
The technology industry had historically comprised three
sectors: hardware, software and services, and
storage and peripherals. In 2008, revenue generated by these
three segments was $411 billion,3 $2,239 billion,4
and $160 billion,5 respectively. In total, the value of the
industry was roughly $2.8 trillion, or about one-fifth
of U.S. GDP.
The computer hardware market consisted of personal computers
(PCs) (roughly half of sales), servers,
mainframes, and workstations (Exhibit 1). Although customer
loyalty was relatively low, brand awareness
was high, which somewhat restricted new entry into the market.
Business customers were typically tied to
specific hardware manufacturers through long-term contracts,
27. which led to significant switching costs.
Individuals were less fettered and had minimal switching costs,
but only represented a small percentage of the
market. Computer hardware was a necessity for individuals and
businesses alike, making demand strong and
consistent.6 With weak rivalry among players, the market had
enjoyed a healthy 4.8% growth over the
previous few years and was expected to grow at the same pace
until 2013.
The software and services segment was the largest part of the IT
industry. The industry was peppered
with thousands of competitors large and small, young and
mature, fun and serious. It offered a wide array of
products ranging from heavyweight software, such as Microsoft
Windows, to small applications; services also
ran the gamut, ranging from large-scale consulting products to
small projects, such as website development
and design for local businesses. Some competitors had a large
Internet presence (e.g., Google or YouTube),
whereas other niche players operated small tools, such as online
surveys (Exhibit 2). Only the heavyweights
enjoyed some customer loyalty. Major software and services
providers—Microsoft, IBM, HP, and Oracle—
had stable and rather predictable revenues and notable market
share (Exhibit 3). This software and services
segment outpaced the hardware and storage and peripherals
segments, growing at 12.2% annually between
2004 and 2008, and it was expected to maintain a healthy annual
growth rate of 10.4% until 2013.7
The smallest segment—computer storage and peripherals—
included data storage components, computer
processors, and other peripherals (e.g., printers). The market
was dominated by storage devices, such as hard
28. 3 Datamonitor, “Global Computer Hardware: Industry Profile,”
December 2008.
4 Datamonitor, “Global Software & Services: Industry Profile,”
March 2009.
5 Datamonitor, “Global Computer Storage & Peripherals:
Industry Profile,” March 2009.
6 Major producers of computer hardware included Dell,
Hewlett-Packard (HP), Sun, IBM, and Apple. Some (e.g., Dell
and HP) were fairly
diversified and offered a swath of hardware products. Others
(e.g., Sun and IBM) marketed their products almost exclusively
to business customers.
Apple was unique because it dealt mainly with retail customers.
7 “Global Software & Services: Industry Profile,” March 2009.
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drives. Combined, HP, Toshiba, and IBM commanded about half
of the market. Historic sales growth rates
of storage and peripherals mirrored that of the computer
hardware segment.
29. In the 1990s, the IT industry resembled a tiered cake, with one
or two heavyweights controlling each tier.
These tiers were essentially technology swim lanes with little
competition from other firms. For example,
Cisco controlled the networking hardware market; Sun and HP
were known for manufacturing servers. The
business software segment belonged to SAP, while Oracle led in
databases. IBM, a longtime hardware
company, had moved into consulting and services. Everyone
knew that HP laptops ran Windows operating
systems but used Toshiba hard drives. Commercial clients
bought Sun servers and ran Oracle database
management software. There was relatively little overlap
between these rival giants.8
At the dawn of the new millennium, the industry started to
change. Lines between segments were
becoming blurred; former allies encroached on each other’s turf,
and customers were forced to deal with
fewer suppliers. The success of Apple’s concept of a one-stop
shop for consumers to acquire hardware,
software, and even peripherals with a tightly controlled
distribution channel forced large technology
companies to reconsider their strategic approaches to business
development. “The maturing tech industry has
set giant companies on a collision course, as once-disparate
technologies take on new capabilities in a
‘convergence’ of computers, software and networking.”9
Companies such as Apple and Dell moved away
from PC manufacturing to other consumer devices, such as
mobile phones, printers, and cameras. By the end
of 2008, Apple, a long-standing competitor in the PC segment,
derived only one-third of its total revenue
from computers and laptops.10 But simple deviation from
historical products was a drop in the bucket. Battles
were breaking out all across the industry. In 2009, Cisco, a
30. manufacturer of networking hardware, announced
it would start building its own servers, thus stepping into the
territory of its longtime ally HP, which
dominated the server market. HP itself took aggressive steps to
compete with IBM in the technological
outsourcing segment by acquiring Electronic Data Systems in
2008. Microsoft attempted to take over Yahoo,
thereby eyeing Google’s domain. Dell was rumored to be in the
final stages of developing a “data-center
management software that [would] compete with existing
offerings by HP, IBM and others.”11 Oracle was on
a long-term shopping spree expanding from database
management software to an array of products. (See
Exhibit 4 for company descriptions and Exhibit 5 for sales
growth.)
“In the past, when big tech companies crossed over into others’
businesses, they often dismissed it as ‘co-
opetition,’ meaning they planned to compete in some areas and
cooperate in others.”12 With healthy growth
of the technology industry and consumer hunger for new
gadgets, there was plenty of revenue to go around.
But the financial crisis, beginning in 2007, changed the
landscape. The looming recession shrunk sales all
across the industry and forced technology companies to explore
every opportunity for extra revenue.
8 “Mr. Ellison Helps Himself,” Economist, April 23, 2009.
9 Ben Worthen and Justin Scheck, “As Growth Slows, Ex-Allies
Square Off in a Tech Turf War,” Wall Street Journal, March
16, 2009, A1
10 Apple, Inc., annual report, 2008.
11 Worthen and Scheck.
12 Worthen and Scheck.
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Oracle
In 1977, Larry Ellison, Bob Miner, and Ed Oates, three
twentysomething software engineers, left Ampex
Inc. to start a new venture, Software Development
Laboratories.13 Ellison became the head of the fledgling
firm. Within a year, the team had designed the first relational
database management system (RDBMS) under
the code name “Oracle.” Early adopters of the technology
included government, military, and intelligence
entities (including the U.S. Central Intelligence Agency) and
innovative businesses, such as Bell Telephone
Laboratories. The original product and all the following
versions of Oracle capitalized heavily on the
revolution of electronic record keeping that hit U.S.
corporations in the 1970s. By 2009, all large U.S.
corporations without exception were using database
management products in every aspect of their business:
back office, front office, client relationships, Internet, and so
on. Every set of records that companies kept
required a database server and an application that would search
through data quickly and efficiently providing
32. managers with information on demand. Both the software for
keeping the data in an easily accessible format
and the tools to speedily search through that data were Oracle’s
bread and butter. Every heartbeat of a
corporation, every step it took involved a database management
system: payroll, sales, supply chain decisions,
and travel reimbursements, to name a few.
Oracle’s relationships with clients did not stop at merely
developing and distributing the RDBMS
software. The company provided continued support to its clients
through constant improvements in its
software, customized customer support and training, and on-site
installation and tune-up of the applications
to a particular client’s needs. Oracle targeted high-end
customers because it had a lot to offer them. Apart
from being the best among competitors in data access speed,
Oracle also provided best-in-class data security
protection. Its early versions could be installed and used on any
type of computer, running any operating
system. This was a revolutionary move that catapulted Oracle’s
sales early on.
Oracle went public in 1986 on the NASDAQ. Although its
journey had not been smooth at all times,
Ellison had always managed to turn the company around. He
had a vision to create a company that would
dominate the “desktop of business users” market. As early as
the 1980s, Oracle had aimed to create
customized applications for business users built upon the core
product: Oracle RMDBS. Over time, the
company had gained significant presence in developing
applications for supply chain management,
manufacturing, financials, project systems, market management,
and human resources, which were highly
popular among Oracle’s customers.14
33. By 2000, Oracle sales had topped $10 billion. Despite a dip in
sales during the dot-com bubble, Oracle
had remained highly profitable. For a brief period, Ellison was
the wealthiest man in the world. Oracle’s
success continued into the new millennium. Between 2000 and
2005, the top line grew annually at 2.9%,
operating profit increased at 5.5%, and the margin improved by
nearly 400 basis points. These healthy profits
led to a significant accumulation of cash, which in turn allowed
Oracle, under Ellison’s leadership, to become
a serial acquirer.
Since 2005, Oracle had spent more than $30 billion on over 50
bolt-on acquisitions (see Exhibit 6 for
select transactions), only a few of which were intended to refine
and innovate Oracle’s core database product
line. Other acquisitions had allowed Oracle to aggressively
move into new areas that would complement its
13 Justin Rohrlich, “Rags to Riches CEOs: Larry Ellison,”
Minyanville.com, November 18, 2009,
http://www.minyanville.com/businessmarkets/articles/oracle-
ibm-ellison-ampex-sdl-billionaire/11/18/2009/id/25369
(accessed November 2, 2010).
14 Michael Abbey, Oracle 9i: A Beginner’s Guide, (Berkeley,
CA: McGraw-Hill, 2002).
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current offerings and allow it to compete in the middleware,
applications, and industry-specific software
arenas. The most transformational move was in the applications
space, where Oracle had snapped up
PeopleSoft, Siebel, and Hyperion, all of which provided
enterprise management solutions.15 Oracle’s 2008
acquisition of BEA Systems, a middleware company that
utilized service-oriented architecture infrastructure
to better link databases and software applications, was notable
because it provided Oracle with additional
flexibility to link all the products in its portfolio.16 By early
2009, Oracle had become the biggest supplier of
commercial software.
Sun Microsystems
Sun Microsystems, Inc., established in 1982 by three Stanford
graduate students, built desktop computers
and workstations. Sun entered the market at a time when pairing
proprietary hardware, operating systems,
and software was the norm. Sun broke new ground with its
UNIX-based Solaris, which made its computers
compatible with many other software and hardware products
available on the market.17 Sun’s success, similar
to Oracle, was attributed to rapid computerization of the
companies’ records where new workstations rapidly
replaced the behemoth “minicomputers.” From 1985 to 1989,
Sun grew at average annual rate of 145%,
reaching the status of fastest-growing company in America. The
35. next step in Sun’s stardom was due to its
development, in 1989, of a new chipset based on scalable
performance architecture (SPARC). Sun’s SPARCs
enhanced existing products by allowing it to create the smallest
and fastest workstations on the market at the
time. Combining the high-quality hardware with excellent on-
and off-site customer service was a recipe for
success.
Alongside the best-in-its-class workstations, Sun had been the
proud owner of the Solaris operating
system, which successfully competed with Microsoft Windows
in the corporate world and was treasured by
many in the industry. In 1995, the company had also developed
the Java programming language, which
customers universally loved and had become an industry
standard for developing software for web
applications. Virtually all PCs and eventually mobile phones
required Java, which Sun licensed for a small fee.
In 1997, Oracle converted to Sun’s Java programming language,
thus allowing its applications to be easily
used by web developers. Oracle had also adopted the Linux
operating system.
Sun went public in 1986 with a solid product offering
dominated by its hardware sales. It had thrived
until the turn of the century, when competition and market
trends had turned against the company. After an
altercation with Microsoft in the late 1990s, Sun was forced to
make Java and Solaris available to users gratis.
The burst of the dot-com bubble had hit Sun hard by almost
annihilating its high-end hardware sales to the
financial sector. The economic downturn following the dot-com
bust had forced financial conglomerates to
cut costs and move to lower-end hardware offered by Sun’s
competitors.18 Companies had also started to shy
36. away from the SPARC proprietary chip line favoring more
widely used chips from Intel and Advanced Micro
15 Oracle Corporation, “Oracle Corporate Timeline,”
http://www.oracle.com/timeline/index.html (accessed November
2, 2010).
16 “Oracle to Acquire BEA Systems,” Oracle Corporation press
release, January 16, 2008.
17 “Sun Microsystems, Inc., Company History,”
http://www.fundinguniverse.com/company-histories/Sun-
Microsystems-Inc-Company-
History.html (accessed November 2, 2010).
18 Matthew Karnitschnig, “IBM in Talks to Buy Sun in Bid to
Add to Web Heft,” Wall Street Journal, March 18, 2009.
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Devices. Sun’s product mix had begun to move from
predominantly hardware to a mix of hardware,
software, and services, but waning hardware sales were not
offset by gains in other offerings.19
Sun tried to leverage its acclaimed software systems to boost
37. hardware sales by making Java (and later
Solaris) an open-source platform in 2007. Open-source software
allowed developers to adjust the platform to
their specifications and thus provided a greater ability to adapt
systems to a variety of tasks. The rationale for
changing was to compete with Symbian and Microsoft in the
mobile phone market and to increase the
number of users. Sun had also expected this move would lead to
greater adoption of the Solaris platform in
the corporate world and drive hardware sales in uncaptured
markets.20 In reality, these moves failed to garner
the sales Sun had anticipated. Sun was losing consumers on the
high end to IBM and on the low end to Dell
and HP, and nothing seemed to be able to change the trend.21 In
January 2008, Sun decided to move in yet
another direction by announcing it would acquire MySQL AB
for $1 billion. The company’s core product was
open-source database management software, touted as the
world’s most popular. MySQL was widely used by
companies, such as Facebook, that ran websites on thousands of
servers. By adding MySQL, Sun had hoped
to find new outlets for its existing product lines and also to
distribute MySQL through current channels.22
All the efforts to revive the once-glorious company were
undermined by the financial crisis in 2007. In
2008, facing a banking industry on the brink of collapse and
finding themselves unable to borrow to finance
their immediate needs, companies reined in capital
expenditures; naturally, computer and software updates
were put on the back burner. In November 2008, well into the
swing of the crisis, Sun announced plans to
reduce its work force by approximately 15%.23 Sales in 2009
were expected to drop by 17.5% from
$13.9 billion to about $11.4 billion. Sun was expected to record
a charge of $1.5 billion for goodwill
38. impairment. The company that once had a reputation for turning
laboratory successes into profits was headed
into a tailspin. At that point, company management started to
look for a potential suitor.
Oracle Eyes Sun
Ellison was one of those suitors who believed in the future of
Sun as a part of Oracle. In his opinion,
many smaller companies were doomed due to slowing revenue
growth and the desire by clients to work with
fewer suppliers. Armed with a respected management team and
a war chest of more than $8 billion in cash,24
Oracle aggressively pursued acquisition. Oracle had followed
Sun for some time, hoping to capitalize on
Sun’s misfortunes by getting specific assets or the entire
company at a deflated price (Exhibit 7). On March
12, 2009, Oracle contacted Sun about acquiring some assets.
Within a week, while Sun was mulling Oracle’s
offer, a rumor surfaced that IBM was considering taking over
Sun. On April 6, 2009, news broke that IBM
and Sun had been in serious merger talks for more than a month.
But the negotiations did not end in a deal,
and Oracle did not wait long to step in. After all, the
combination of Oracle’s databases and Sun’s servers had
driven both companies’ sales for much of 1990s. Both
companies formed a united front against Microsoft,
exploiting Solaris and Java as foundations for business
software.
19 Sun Microsystems, Inc., Form 10-K, September 27, 1999. In
1999, Sun generated $9.6 billion in revenue from its hardware
segment, while
software and services added $1.6 billion. Ten years later, in
39. 2009, Sun’s business mix had changed dramatically; the
Systems and Services segments
were expected to generate $6.7 and $4.7 billion in revenue,
respectively.
20 Connie Guglielmo, “Sun Makes Java Free, Expands Mobile-
Phone Software,” Bloomberg Online, Bloomberg, May 8, 2007.
21 Morningstar, “Sun Microsystems, Inc.,” Morningstar,
October 31, 2008.
22 “Sun to Acquire MySQL.” Sun Microsystems, Inc., press
release, January 16, 2008.
23 “What’s Next after IBM-Sun Merger Talks Fizzle?,” EE
Times Asia, April 8, 2009.
24 Oracle Corporation, Form 10-Q, February 28, 2009.
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Ellison’s stated vision was to transform Oracle into the Apple
for the business customer by delivering
high-quality, seamlessly integrated consumer products where
software and hardware components were
developed in conjunction, thus minimizing the customer setup
process.
Strategically, the merger would combine Oracle’s dominant
40. position in the software space with Sun’s
expertise in hardware and networking (Exhibit 8). The move
also added the prized Java, MySQL, and Solaris
platforms to Oracle’s portfolio. The cannibalization of software
products, though possible, was expected to
be minimal. Although core Oracle products and MySQL were
both database management systems, they
appealed to different customers and were not in competition:
Oracle could sell its software to the high-end
clients while effectively serving smaller clients well. The
corporate development team was sure that Oracle
could capitalize on Sun’s customer base and service contracts.
The move made perfect sense strategically; the
only matter to be determined was the price. That’s where
Madison and her valuation team stepped in.
Fortunately, Madison had already collected plenty of
information needed to put a price on Sun; she had
gathered it when Oracle had first showed interest. She had
market data for comparable companies (Exhibit
9), the appropriate yields (Exhibit 10), balance sheets for both
Sun and Oracle (Exhibits 11 and 12,
respectively), and historic financials for Oracle (Exhibit 13).
With Oracle entering into a confidentiality
agreement with Sun, she had also received access to proprietary
information. Madison and her team had
spent a great deal of time looking at Sun’s historical record and
carefully developed projections for its future
performance as a standalone company (Exhibit 14), which she
knew would be the cornerstone of crafting a
firm valuation.
The next step was to determine how much extra value Oracle
could generate by making Sun’s operations
more efficient, cutting outdated and inefficient products and
departments, streamlining remaining product
41. lines, and introducing new synergistic systems. Knowing that a
significant percentage of anticipated merger
synergies were never realized historically, Madison and her
team were fairly conservative with their estimates.
Cost cutting was the easy part. Having restructured and
implemented lean operations in a line of past
acquisitions, Madison and her colleagues were pros at trimming
the fat. They knew Oracle could reduce Sun’s
staff by 20% to 25%, slash SG&A expenses by 22% to 32%, and
allocate a significant amount for other
restructuring costs. Estimating sales forecasts, potential new
product lines, and software licensing was a
completely different story, which necessitated bringing the
marketing, sales, and R&D people on board.
First of all, Oracle team members expected Sun to initially lose
some customers as a result of the merger.
They knew that uncertainty of product offerings would push
some customers to delay purchases and some to
switch to competitors. After all, nobody wanted to buy an
expensive piece of computer equipment only to
find later that it would not be supported by the new owners of
the company. Another issue was the lower-
end customers that Oracle had never dealt with before. The
marketing team expected these customers to
hesitate to buy from Oracle for fear of being pushed into buying
more expensive products. Marketing
specialists knew that rivals would use similar arguments in
aggressively pursuing Sun’s clients. The only thing
Oracle could do on this front was to minimize the extent of
customer attrition. Oracle’s marketing
department was already working on a plan to reassure low- and
high-end customers alike of continued
service.
42. The second order of business was Sun’s precious software.
Although the open-source software could be
downloaded free of charge, customers could elect to pay for
product support and updates. The software had
been particularly attractive during the recession. Market
surveys, which Oracle had quietly conducted,
suggested that customers might be open to paying a small fee
for software downloads. The quality of Sun’s
software was so well known and appreciated by the market that
the Oracle team was certain to increase its
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revenue stream from software licensing. The bigger source of
revenue, however, was in the potential new
products at the intersection of Sun and Oracle technologies.
After all, most of Oracle’s systems were built
using Java and ran on the Solaris operating system.
The R&D team brainstormed on combining Oracle’s products
and Sun’s hardware and software. Oracle
had a long-standing plan to build Exadata machines that could
handle both online transactions and data
warehousing. Initially, the company had planned to use HP’s
hardware, but the opportunities Sun offered
43. were too good to miss. Oracle engineers were positive that
combining Oracle software with FlashWire
technology, which Sun possessed, and then putting it on Sun
hardware, could create a transaction-processing
database machine. This machine would be twice as fast as its
predecessor and, with high probability, much
faster than machines produced by its closest rival, IBM.
When Madison put a bottom line to the dollar value of all the
potential synergies the merger could
generate, the numbers were rather impressive. But the merger
would also be costly. The team’s calculations
suggested that integration charges would be close to $1.1 billion
in aggregate, with most (about $750 million)
incurred in 2010. It also anticipated an initial loss in operating
income of about $45 million, due to loss of
customers and/or delayed purchases. Cost cutting, licensing
income, new products, and the addition of the
“integrated application-to-disk” service had the potential to
boost operating profit by as much as $900 million
per year. Preferring to remain conservative, Madison assumed
that such synergies would kick in gradually
over a three-year time horizon starting in 2011.
The Decision
As Madison drove from San Francisco to her Redwood City,
California, office the following morning,
she wondered if her teammates had accounted for everything.
She knew they were conservative in most of
the financial projections, but they remained merely estimates. If
rivals such as IBM placed a competitive bid
for Sun over the weekend, Madison’s team and manager would
go over the estimates yet again, evaluating
every aspect of the due diligence Oracle conducted in its effort
to acquire Sun.
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Exhibit 1
Sun Microsystems
Global Computer Hardware Sales
Data source: Datamonitor, “Global Computer Hardware:
Industry Profile,” December 2008.
Global Computer Hardware Sales by Product: 2008
Global Computer Hardware Sales: 2004–08
PCs
48.4%
Servers and
Networking
29.2%
46. th
(%
)
S
al
es
(
$
b
il
li
on
s)
Sales Growth
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47. Exhibit 2
Sun Microsystems
Global Software & Services Sales
Data source: Datamonitor, “Global Software & Services:
Industry Profile,” March 2009.
Global Software & Services Sales by Product: 2008
Global Software & Services Sales: 2004–08
Software
48.4%
Internet
Software &
Services
29.2%
IT Services
10.4%
0.0%
3.0%
6.0%
9.0%
12.0%
49. on
s)
Sales Growth
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Exhibit 3
Sun Microsystems
Global Software & Services Sales by Share, 2008
Data source: Datamonitor, “Global Software & Services:
Industry Profile,” March 2009.
1
EDS was acquired by HP in 2008.
Other
91.5%
IBM
50. 3.6%
MSFT
2.7%
EDS1
1.1% ORCL
1.0%
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Exhibit 4
Sun Microsystems
IT Industry Companies
Sources: Industry reports and Bloomberg.
Primarily Hardware Description Key Products Notable
Acquisitions
Advanced Micro
Devices
51. Develops and manufactures semiconductors and
microprocessors
x86 microprocessors, microprocessors for
computers and servers
*ATI Technologies (2006)
Apple Designs, manufactures, and markets personal
computers, related software and mobile
communication and entertainment devices
Macintosh computers, iPhones, iPods, music-
related products
Dell Offers a wide range of computers and related
products
Desktop and laptop computers, software and
peripherals, servers
*EqualLogic (2008)
EMC Provides enterprise storage systems, software,
networks, and services
Information storage, VMware
Hewlett-Packard Provides imaging and printing systems,
computing
systems, and information technology for business
and home
Consulting services, enterprise storage and
servers, personal computers, digital cameras,
52. printers and ink
*Compaq (2002)
*EDS (2008)
Intel Designs and manufactures computing and
communications components and platforms
Microprocessors, chipsets, motherboards,
platforms
International Business
Machines
Offers computer solutions through the use of
advanced information technology
Consulting services, middleware, servers,
laptops
NetApp Provides storage and data management solutions Filers
Sun Microsystems Provides products, services, and support for
building and maintaining network computing
environments
Enterprise systems and services; storage and
software platforms Java, Solaris, and MySQL
*MySQL (2008)
Primarily Software
Adobe Systems Develops, markets and supports computer
software products and technology
Creative solutions, Acrobat
53. Microsoft Develops, manufactures, licenses, sells and
supports software products
Windows, business and server software, gaming
and handheld devices
Novell Provides network and Internet directory software
and services
Enterprise networking software
Oracle Supplies software for enterprise information
management
Relational databases, middleware software,
applications, related services
*PeopleSoft (2005)
*Siebel Systems (2006)
*Hyperion
Solution
s (2007)
*BEA Systems (2008)
Red Hat Develops and provides open source software and
services
Linux
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Exhibit 5
Sun Microsystems
Relative Sales Growth, 2000–08
Data source: Compustat.
Primarily Software Companie s
56. 600.0%
2000 2001 2002 2003 2004 2005 2006 2007 2008
Apple
NetApp
HP
Dell
EMC
IBM
Sun
Red Hat
Adobe
Microsoft
Oracle
Novell
57. Intel
AMD
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Exhibit 7
Sun Microsystems
Relative Stock Performance, January 3, 2006 to April 16, 2009
Data sources: Yahoo! Finance and Wharton Research Database
Service.
-100.0%
113. -61.3%
9/14/08: Collap se of
Lehman Brothers
3/16/09: Rumors of
IBM acquisition of
Sun surface
3/14/08: Fed bails out
Bear Stearns
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$6
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to
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$2
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2020.
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Exhibit 10
Sun Microsystems
Relevant Security Yields, April 2009
Data sources: Mergent Bond Record, U.S. Treasury, and
Ibbotson Associates.
Corporate Bond Yields
AAA 5.50%
AA 5.77%
207. A+ 6.27%
A 6.35%
A- 6.50%
BBB+ 7.54%
BBB 7.62%
BBB- 8.64%
BB+ 11.42%
BB 11.49%
BB- 11.70%
B+ 13.28%
B 14.70%
B- 15.46%
U.S. Treasury Yields
180-Day 0.34%
1-Year 0.54%
3-Year 1.22%
5-Year 1.71%
10-Year 2.82%
30-Year 3.66%
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Exhibit 11
Sun Microsystems
Sun Microsystems Historical and Projected Balance Sheet (in
millions of U.S. dollars)
(1) (Sun Microsystems’) long-term strategy is to maintain a
minimum amount of cash and cash equivalents in subsidiaries
for operational purposes and to invest the remaining amount of
our cash in interest-bearing and highly liquid cash
equivalents and marketable debt securities.
(2) Deferred taxes and related accounts are not expected to vary
with sales or continue to accumulate as a company
growth.
209. (3) Includes deferred settlement income from Microsoft as of
June 30, 2009, 2008, 2007, and 2006, long-term tax liabilities
as of June 30, 2009, 2008, 2007, and 2006, and long-term
restructuring liabilities.
Data sources: Company filings and case writer estimates.
2007 2008 2009E
As s ets
Current As sets
Cash
(1)
3,620 2,272 1,876
Marketable Debt Securities 2,322 1,038 1,185
Net Receivables 2,964 3,019 2,258
Inventory 524 680 566
Deferred Prepaid Taxes
(2)
200 216 188
Other Current As sets 1,058 1,218 995
210. Total Current Ass ets 10,688 8,443 7,068
Property, Plant, & Equipment, Net 1,504 1,611
1,616
Goodwill 2,514 3,215 1,743
Intangible Ass ets 633 565 269
Other Noncurrent Ass ets 499 506 536
Total Ass ets 15,838 14,340 11,232
Liabilities & Equity
Current Liabilities
Accounts Payable Including Accrued Payroll 2,222 2,121
1,600
Short/Current Long-Term Debt 1 - 554
Deferred Taxes
(2)
2,047 2,236 2,341
Other Current Liabilities Including Warranty Res erve 1,182
1,311 1,126
Total Current Liabilities 5,451 5,668 5,621
Long-Term Debt 1,264 1,265 695
211. Deferred Long-Term Charges
(2)
659 683 635
Other Noncurrent Liabilities
(3) 1,285 1,136 976
Total Liabilities 8,659 8,752 7,927
Stockholders ’ Equity
Common Stock 6,987 7,391 7,582
Treas ury Stock (311) (2,726) (2,569)
Retained Earnings 189 430 (2,055)
Other Stockholders ’ Equity 314 493 347
Total Stockholders’ Equity 7,179 5,588 3,305
Total Liabilities & Equity 15,838 14,340 11,232
Fis cal Year-End June 30
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Exhibit 12
Sun Microsystems
Oracle Historical and Projected Balance Sheet
(in millions of U.S. dollars)
Data sources: Company filings and case writer estimates.
2007 2008 2009E
As s e ts
Current Assets
213. Cash & Cash Equivalents 7,020 11,043 12,624
Net Receivables 4,589 5,799 4,430
Inventory - - -
Other Current Assets 1,274 1,261 1,527
Total Current Assets 12,883 18,103 18,581
Property, Plant, & Equipment, Net 1,603 1,688 1,922
Goodwill 13,479 17,991 18,842
Intangible Assets 5,964 8,395 7,269
Other Noncurrent Assets 643 1,091 802
Total As s e ts 34,572 47,268 47,416
Liabilitie s & Equity
Current Liabilities
Accounts Payable 315 383 271
Short/Current Long-Term Debt 1,358 1,001 1,001
Other Current Liabilities 7,714 8,645 7,877
Total Current Liabilities 9,387 10,029 9,149
Long-Term Debt 6,235 10,235 9,237
Deferred Long-Term Charges 1,121 1,218 480
Other Noncurrent Liabilities 910 2,761 3,460
214. Total Liabilities 17,653 24,243 22,326
Stockholders’ Equity
Common Stock 10,293 12,446 12,980
Treasury Stock - - -
Retained Earnings 6,223 9,961 11,894
Other Stockholders’ Equity 403 618 216
Total Stockholders’ Equity 16,919 23,025 25,090
Total Liabilitie s & Equity 34,572 47,268 47,416
Fis cal Ye ar-End May 31
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215. Exhibit 13
Sun Microsystems
Oracle Historical and Projected Income Statement
(in millions of U.S. dollars)
Data sources: Company filings and case writer estimates.
Fiscal Year-End May 31
2007 2008 2009E
Software Revenues 14,211 17,843 18,877
Services Revenues 3,785 4,587 4,375
Net Revenue 17,996 22,430 23,252
Selling, General, & Administrative 8,790 10,468 10,217
Research & Development 2,195 2,741 2,767
Amortization of Intangible Assets 878 1,212 1,713
Other Operating Expense 159 165 234
216. Total Operating Expense 12,022 14,586 14,931
Operating Income 5,974 7,844 8,321
Income Tax on Operations 1,709 2,316 2,380
Net Operating Profit After Tax 4,265 5,528 5,941
Effective Corporate Tax Rate 28.6% 29.5% 28.6%
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263. promoting moral
principles and
standards that
guide business
behavior.”
• Refers
to
“individual’s
responsibility
to
make
business
decisions
that
are
legal,
honest,
274. This is an illustration of the
setup of a Milgram experiment.
The experimenter (E) convinces
the subject ("Teacher" T) to
give what are believed to be
painful electric shocks to
another subject, who is actually
an actor ("Learner" L). Many
subjects continued to give
shocks despite pleas of mercy
from the actors.
Photo Source:
http://en.wikipedia.org/wiki/Image:Milgram_Experiment_v2.pn
g
Watch Youtube Video (link provided by Dr. Williams)
Asch
This is a sample item from the Asch study. Participants were
asked
275. one by one to say which of the lines on the right matched the
line
on the focal line on the left. While A is an exact match, many
participants conformed when others unanimously chose B or C.
Focal
Line A B C
Watch Youtube Video (link provided by Dr. Williams)
“But, Prof. Williams,
these two examples
aren’t business--
related. This
wouldn’t happen in
an organization….”
Ethics
is
not
science.
287. a campus safer is an
illusion that will have a chilling effect on campus life
• The
Justice view:
– All
decisions
will
be
made
in
accordance
with
pre-‐
established
rules
or
guidelines.
– The
ethical
295. promoting moral
principles and
standards that
guide business
behavior.”
• Refers
to
“individual’s
responsibility
to
make
business
decisions
that
are
legal,
honest,
306. This is an illustration of the
setup of a Milgram experiment.
The experimenter (E) convinces
the subject ("Teacher" T) to
give what are believed to be
painful electric shocks to
another subject, who is actually
an actor ("Learner" L). Many
subjects continued to give
shocks despite pleas of mercy
from the actors.
Photo Source:
http://en.wikipedia.org/wiki/Image:Milgram_Experiment_v2.pn
g
Watch Youtube Video (link provided by Dr. Williams)
Asch
This is a sample item from the Asch study. Participants were
asked
307. one by one to say which of the lines on the right matched the
line
on the focal line on the left. While A is an exact match, many
participants conformed when others unanimously chose B or C.
Focal
Line A B C
Watch Youtube Video (link provided by Dr. Williams)
“But, Prof. Williams,
these two examples
aren’t business--
related. This
wouldn’t happen in
an organization….”
Ethics
is
not
science.
319. a campus safer is an
illusion that will have a chilling effect on campus life
• The
Justice view:
– All
decisions
will
be
made
in
accordance
with
pre-‐
established
rules
or
guidelines.
– The
ethical
324. Ethics Assignment
The purpose of this exercise is to explore ethics and decision-
making within organizations.
Assignment Guidelines
After reading the case:
1) Name this section ‘Identification of Dilemma’ and address
the following (1 page):
a. What is the overall ethical dilemma?
b. Who can be impacted by the dilemma (people and/or groups)?
2) Provide a brief overview of 2 Frameworks (Approaches) to
Managerial Ethics (1+ pages). Name this section ‘Ethical
Frameworks’. Name each sub-section after the ethical
frameworks you choose.
a. Choose from: Utilitarian, Self-Interest (Ego), Rights, Justice,
Religious/Deontological, or Social/Cultural.
b. The textbook, presentations (.pdf and video) and the Granitz
325. & Loewy (2007)
journal article (pdf) provide brief explanations for the
approaches above. Expand on these with external sources. Use
in-paper citations and list the additional references at the end of
your paper.
c. This is not copy/paste from the internet. Be sure to write this
in your own words based on your research.
d. This section of your paper should not reference the case.
Instead focus on
what you’ve learned (researched) regarding each ethical
approach.
3) Provide outcomes to this ethical dilemma (1+ pages). Name
this section ‘Evaluation of Ethical Dilemma’. Address the
following in this section:
a. Based on what you’ve learned about George from the case,
which framework
(from the two you’ve explained in the previous section) do you
believe will guide George in this situation? Why do you believe
he will go this direction?
b. What are the implications of this decision (who does it
benefit? What are the
positive implications? What are the negative implications?)
c. If George had been guided by the other framework addressed
326. in section 2, what would have been the positive and negative
implications?
d. There’s no right/wrong answer choice, so I won’t grade this
on your ability to
choose a particular ethical framework. Instead, I’m more
concerned with your
ability to describe why you chose the approach and what
happens next based on the approach. These will help me assess
whether or not you understand the concepts.
e. No need for additional outside resources in this section, as
you should refer to the case and the information provided from
section 2.