Case 9: Defender Direct, Inc.: A Business of Growing Leaders
Gosia Glinska
Edward D. Hess
· 1 Defender Direct, Inc. (Defender), headquartered in Indianapolis, Indiana, was a privately held company that sold and installed ADT security systems and Dish Network Satellite TV to homeowners in the United States. President and CEO Dave Lindsey started the business out of his home in 1998, making the transition to entrepreneur from new-product development at Medeco Security Locks, Inc. He used $30,000 of his and his wife’s personal savings to fund the start-up, which he called Defender Security Co.
· 2 From its humble beginnings in the Lindseys’ spare bedroom, Defender became one of the largest security and satellite dealers in the Midwest, experiencing an average annual growth rate of 60% over 10 years. In 2008, Defender generated $150 million in revenues and ranked 387th on the Inc. 500 list of America’s Fastest-Growing Companies. With 1,500 employees, the company had a national footprint of 120 offices in 40 states.
· 3 Defender’s stellar growth was fueled by an aggressive direct-marketing focus and national expansion, but Lindsey, who was fond of saying that “businesses don’t grow—people do,” credited the Defender culture, which fostered continuous employee development. He elaborated: Defender has grown faster than its peers not because we are better at selling and installing security systems but because our people have grown. Our sales have doubled because the capacity and talents of our leaders have doubled. A few years ago, we stopped trying to double our business and realized the way to grow was to double our team members’ enthusiasm, optimism, and skills. Send people to seminars, leadership conferences, and self-help programs. Build a culture on purpose, not by accident.1
THE FOUNDER
· 4 Lindsey was born in 1969 and grew up in the Midwest. He graduated with honors from Indiana University with a BS degree in Business Finance and an MBA in Marketing and Finance. After graduation, he worked for various companies in the lock and door hardware industry and became interested in security systems. A turning point for Lindsey came when he was passed over for a promotion while working for Medeco Security Locks, Inc., in Salem, Virginia. “We’re going to start a business,” he said to his wife, “because I don’t want to ever be in this spot again, where it’s office politics controlling my career.”
· 5 At Medeco, Lindsey had been involved in a program called Medeco Business Advantage—a 2X Strategy to Grow Your Business, a set of business processes inspired by Michael Gerber’s best-selling book The E-Myth: Why Most Businesses Don’t Work and What to Do About It. According to Lindsey, “It was a way for a mostly traditional type of locksmith to double their business, using the 2X process and then up-selling. We would teach it to our locksmith dealers, and I saw it work and decided, ‘I’ve always wanted to own my own business, why not buy a locksmith shop, do ...
In This Issue:
1. Your #1 MUST-DO Resolution For 2017
2. Free Report: What Every Small Business Owner Must Know About Protecting And Preserving their Company’s Critical Data And Computer Systems
3. 3 Ways Smart People Blow The Close
4. STAYING ON TOP
Raindance Partners Expands the Recruitment Firm’s Scope and Delights Candidat...LinkedIn Talent Solutions
CEO of Raindance Partners shares how he’s expanding his firm’s scope and delighting clients in the process.
Learn more about LinkedIn Talent Solutions for recruitment firms: http://linkd.in/1iTsTH5
Insurance journal 101 sales and marketing ideasJustin Berry
This document provides tips for insurance agents to improve sales and marketing. It includes tips such as:
1. Know your clients well and build positive relationships by learning details about them and their businesses.
2. Ask commercial clients for permission to include links to their websites on your agency's website to strengthen relationships.
3. Make the customer's problem your problem by taking their concerns seriously and helping however you can.
Cindy Ellison is a top real estate agent in San Diego with nearly 20 years of experience. She learned diligence from her legal background and takes protecting her clients' interests very seriously. Though she did not initially plan to go into real estate, she enjoys helping clients find the right homes and build relationships with them.
Marty Rodriguez is the top broker for Century 21, a large real estate company. She runs a small office in Glendora, California that consistently outperforms larger offices. Rodriguez stresses the importance of building strong relationships with clients and earning a reputation for honesty, expertise, and fighting for clients' needs. She also focuses on adapting her business model to changing markets and increasing services offered to clients.
3 Ways to Accelerate Social Selling for Regulated OrganizationsSmarsh
According to new IDC research, 84% of C-level / VP executives use social media to make purchasing decisions, but regulated organizations are challenged with governance and compliance complexity when selling and marketing via social networks.
Dan Swift of LinkedIn and David Ambrose of Smarsh discuss how regulated companies can leverage social networking to drive revenue and connect with customers more efficiently.
Learn more about social media compliance for regulated companies on our website: http://www.smarsh.com/social-media-compliance.
Building and Scaling a Fintech Startup by Trusting your GutAltar.io
We see iconic entrepreneurs use their intuition to succeed every day – Richard Branson, Bill Gates, Oprah Winfrey.
But knowing when to trust your gut is, I believe, something every entrepreneur struggles with from time to time.
If this is you, I think you’re going to like this conversation with fintech founder, Jan-Philipp Kruip, founder of FitSense, a B2B health and fitness fintech startup.
Reed Hastings graduated from Bowdoin College in 1983 and then served in the Peace Corps from 1983-1985 teaching math. He received his Masters in Computer Science from Stanford in 1998. In 1991, he founded Pure Software and sold it in 1997. That same year, he founded Netflix. As the CEO of Netflix, he has made mistakes such as hiring a new sales VP every year from 1991-1996 and lacking managerial experience from 1991-1997. However, he has also had achievements like growing Netflix into a major business with no formal processes since 1997.
In This Issue:
1. Your #1 MUST-DO Resolution For 2017
2. Free Report: What Every Small Business Owner Must Know About Protecting And Preserving their Company’s Critical Data And Computer Systems
3. 3 Ways Smart People Blow The Close
4. STAYING ON TOP
Raindance Partners Expands the Recruitment Firm’s Scope and Delights Candidat...LinkedIn Talent Solutions
CEO of Raindance Partners shares how he’s expanding his firm’s scope and delighting clients in the process.
Learn more about LinkedIn Talent Solutions for recruitment firms: http://linkd.in/1iTsTH5
Insurance journal 101 sales and marketing ideasJustin Berry
This document provides tips for insurance agents to improve sales and marketing. It includes tips such as:
1. Know your clients well and build positive relationships by learning details about them and their businesses.
2. Ask commercial clients for permission to include links to their websites on your agency's website to strengthen relationships.
3. Make the customer's problem your problem by taking their concerns seriously and helping however you can.
Cindy Ellison is a top real estate agent in San Diego with nearly 20 years of experience. She learned diligence from her legal background and takes protecting her clients' interests very seriously. Though she did not initially plan to go into real estate, she enjoys helping clients find the right homes and build relationships with them.
Marty Rodriguez is the top broker for Century 21, a large real estate company. She runs a small office in Glendora, California that consistently outperforms larger offices. Rodriguez stresses the importance of building strong relationships with clients and earning a reputation for honesty, expertise, and fighting for clients' needs. She also focuses on adapting her business model to changing markets and increasing services offered to clients.
3 Ways to Accelerate Social Selling for Regulated OrganizationsSmarsh
According to new IDC research, 84% of C-level / VP executives use social media to make purchasing decisions, but regulated organizations are challenged with governance and compliance complexity when selling and marketing via social networks.
Dan Swift of LinkedIn and David Ambrose of Smarsh discuss how regulated companies can leverage social networking to drive revenue and connect with customers more efficiently.
Learn more about social media compliance for regulated companies on our website: http://www.smarsh.com/social-media-compliance.
Building and Scaling a Fintech Startup by Trusting your GutAltar.io
We see iconic entrepreneurs use their intuition to succeed every day – Richard Branson, Bill Gates, Oprah Winfrey.
But knowing when to trust your gut is, I believe, something every entrepreneur struggles with from time to time.
If this is you, I think you’re going to like this conversation with fintech founder, Jan-Philipp Kruip, founder of FitSense, a B2B health and fitness fintech startup.
Reed Hastings graduated from Bowdoin College in 1983 and then served in the Peace Corps from 1983-1985 teaching math. He received his Masters in Computer Science from Stanford in 1998. In 1991, he founded Pure Software and sold it in 1997. That same year, he founded Netflix. As the CEO of Netflix, he has made mistakes such as hiring a new sales VP every year from 1991-1996 and lacking managerial experience from 1991-1997. However, he has also had achievements like growing Netflix into a major business with no formal processes since 1997.
The document discusses how Adobe Experience Cloud and Microsoft platforms can help solve 3 key sales and marketing problems: acquiring and converting new customers, retaining existing customers, and extracting more value from existing customers. It provides a case study of how a financial services company called we.Finance uses the platforms to acquire a prospective high-value customer named Claire as a new customer, provide her with a personalized experience to increase conversion, and ensure customer success and retention through ongoing engagement.
Lindsey has a strong track record of success in sales based on the recommendations from previous managers and colleagues. She consistently exceeds sales goals and builds long-lasting customer relationships that result in repeat business. Lindsey is described as a top performer who is dedicated, creative, and able to streamline processes to boost selling power. Her determination and attention to detail allow her to establish partnerships that create sales for years to come.
·-~Cf. !Leadership is ultimately about cr.docxodiliagilby
''''·-'~Cf.\' :'''!:'
Leadership is ultimately about creating a way for people to
contribute to making something extraordinary happen.
Alan Keith, Lucas Digital
----------------------·------~E&i}-----
Vision, conviction, and courage made the difference-
for all of us.
Lindsay Levin, Whites Limited
Whites, a car dealership and repair group based in the southeast part of
London, was no worse than its competitors, but probably no better, either.
Though the firm seemed busy enough, deeper analysis revealed negligible
profits, mediocre employee morale, outdated financial systems, and low cus-
tomer retention rates. As with lots of similar businesses, much of the struc-
ture and systems. at Whites had remained substantially unchanged for many
years. Each of the three departments-sales, service, and parts-operated
largely independently, frequently blaming the others for any problems. Per-
formance measures centered on efficiency and the cost of overhead; with
insufficient attez:ttion paid to the customer's experience. This is a situation
all too familiar to businesses around the globe, large and small.
"What do our customers really think of us?" was the starting point for
Managing Director Lindsay Levin. If the customers didn't feel about the
business as she wanted them to, she wanted to know why: "1 wanted to get
Whites to the poin I' where we could he: totally confident that every customer
would have an excellent experience dealing with us. I didn't want it.to be
okay; I wanted it to be amazing-every time." And so she started talking
about this question with everyone. t
Lindsay had no illusions about the size of the task facing her, especially as
a twenty-nine-year-old woman without so much as a streak of grease under
her fingernails. She took over the reins of this family business (founded by
her great-grandfather), only a few years out of college. Although she had
worked in various parts of the business as a teenager, mostly over the sum-
mer and holidays, to this day she still knows little about automobile engines
and the product side of the enterprise.i What she does know, she says now,
"is that this business is really all about people; And that our ability to deliver
amazing customer service is all about people, and making them feel.moti-
vated, empowered, and trusted. They need to feel that they know what
is at stake and how they make a difference. If we are not really committed
to our own people, how can we expect them to be committed to our cus-
tomers? My vision for Whites is of a company where everyone is treated
with respect, feels involved and valued, and sees continuous improvement as
part of their job. where people are free to get on and move the business for-
ward with the minimum of bureaucracy, taking responsibility, for their
actions without fear of blame." "
One of the ways Lindsay got started was to hold focus groups of custom-
ers, videotaping the proceedings and playing them back to the employees.
The results w ...
How Dashboard Analytics Bolster Security and Risk Management Across IT Supply...Dana Gardner
Transcript of a discussion on how Bruce Auto Group gained deep insights into their systems, apps, and data to manage and reduce risks across their entire IT and services supply chain.
The scope of work outlines renovations for a 2 bedroom, 1 bathroom single family home including repainting, new flooring, kitchen and bathroom remodels, plumbing and electrical work, landscaping, and ensuring all work is up to code. Renovations include replacing appliances, fixtures, flooring, and installing new countertops, backsplash, and tile surround in the bathroom. The contractor will complete all demolition, repairs, renovations and ensure the property meets housing standards upon project completion.
BCMS case studies: Tom Woodard, Show Data SystemsBCMS
Tom Woodard started an event registration software company in 1993 that grew to employ 18 people and manage over 230 events per year by 2012. He also acquired a ticketing company. He decided to sell both businesses due to fatigue from running them for over 20 years. He chose BCMS to advise him on the sale and they sold the companies to Jonas Software, a Canadian software company, for an undisclosed sum. The sale process involved 227 contacted companies, 32 interested parties, 2 offers received and was completed in July 2015. Tom is now interested in peer-to-peer lending and may start another business in the future.
This document provides 101 ideas for sales, marketing, and management for insurance agencies. Some of the key ideas include:
1) Hold producers accountable to quotas and sales goals.
2) Conduct customer surveys immediately after interactions to gather feedback.
3) Focus marketing on a niche area to become an expert and drive referrals.
4) Leverage current events to position the agency as an authority on related insurance issues.
5) Create positive customer experiences through website usability and responsive customer service.
Inside This Issue:
1. Why Cyberthugs LOVE Your Business
2. Announcing...New Promotion Managed Security PLUS Network, Servers, Workstations & Much More.
3. Download: The Ultimate Small Business Guide To Setting Up A Work-From-Home System For Your Staff.
4. 4 Steps to Become A More Genuine Leader
5. Are you keeping up with the trends? The God Protocol Blockchain
6. Enjoy!
"A brave, new business world."
It’s difficult to imagine any landscape that’s changed more than business-to-business. The last 5 years has seen almost all the rules re-written, re-worked or simply revoked. Social platforms. Mobile connectivity. Niche business media. Content as a sales source. Targeting business people as people. They're just the tip of a moving landscape. In the pages of 'Engaging a business audience of One,' the OgilvyOne thought-leaders examine each of these game-changers.
The document provides information about The Dunnican Team, a real estate team with Coldwell Banker Apex, Realtors. It outlines their marketing plan and services to sell homes. The Dunnican Team uses various marketing tactics like professional photos, open houses, and digital/social media marketing to promote homes. They also provide services like staging advice, ongoing showing prep, and market knowledge to help clients sell their homes.
When it's time to sell your home, you can trust The Dunnican Team with Coldwell Banker Apex, Realtors. A team of seasoned real estate professionals, they put their clients first in everything they do.
Rich Knudsen Dynamic Booking Results How I Work In 60 Selling MinutesRich Knudsen
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1 1 11 Co Biz Magazine Colorado’S 25 Most Powerful Sales Peoplemschmidlen
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3) The salespeople represent a variety of industries and have found ways to adapt their strategies and succeed despite the economic downturn.
Complete the following questions and submit your answersTrueFa.docxmaxinesmith73660
Complete the following questions and submit your answers:
True/False
Indicate whether the statement is true or false.
1. Two cells within a Karnaugh map are adjacent if only one variable is different between the coordinates of the two cells.
2. Karnaugh maps for functions with three input variables contain 6 cells.
3. Once a Karnaugh map is filled in, simplifying the SOP expression involves circling the largest number of 1's possible.
4. Each 1 in a Karnaugh map must be circled only one time.
5. Maximum SOP simplification using a Karnaugh map is possible only if the maximum number of groups of 1's are circled.
6. While resolving for SOP, after encircling the groups in a Karnaugh map, those DON'T CAREs which are circled are forced to be 1's, and the DON'T CAREs which are not circled are forced to be 0's.
7. POS simplification is possible using Karnaugh maps by encircling groups of 0's
Problem
8. Use a Karnaugh map to find the most simplified POS expression for F given
Case Study: Sherwood Manufacturing
Sitting in her car in the parking lot at Sherwood Manufacturing, staring at her hand-held phone, Miranda Appleton couldn’t believe her eyes. She had read the e-mail several times and still didn’t believe it. Bryan Luther had just been named vice-president of operations; the position that Miranda felt she deserved and had expected to be given very soon. And now, Miranda would be reporting to Bryan! Miranda thought back to all her hard work, not just the excessive hours in the last six months-but the six years before that as well.
When Miranda came to Sherwood in 2005, she already had fifteen years of experience in the appliance and electronics industry that Sherwood was becoming dominant in. She had been excited to take this position as the company seemed to be on the cusp of taking over the primary market share. She was brought in as the production manager overseeing three manufacturing plants in the tri-state area.
Within two years, Miranda’s skills in utilizing these plants to assist each other rather than work independently had brought a quick promotion to become the Supply Chain Manager. This role, while technically a lateral move, gave Miranda the visibility to all levels of the company not only the three domestic manufacturing plants but also marketing, finance, and every area of operations. Visibility was something she desired and felt was necessary to be promoted further. To replace Miranda, Sherwood had hired a young aggressive man with limited experience but large potential-Bryan Luther.
Since 2005, Sherwood had advanced in technology and overtaken several smaller appliance manufacturers. The electronics side-with its strong international competitors-of the business had proven more difficult to conquer, so with Miranda’s supply chain team leading the way, Sherwood had acquired several significant competitors and created synergy with the new product lines. The results were dramatic. By early 2011, Sherwood’s latest data sh.
From Being Fired to Building a Multi-Million Dollar Fintech StartupAltar.io
From the number of actionable tips and insights in this interview; it’s easy to see why serial entrepreneur, Yaron Samid’s company BillGuard became one of the most popular fintech startups in the world.
Michael Proper grew up in foster care and faced significant adversity as a child. After being emancipated at age 16, he started his career doing manual labor jobs. He later gained experience in the technology industry and in 2000 founded DirectPointe, a successful IT management company. DirectPointe offers managed computing services to small and medium-sized businesses, handling all of a client's technology needs for a monthly fee. Proper credits his difficult childhood with shaping his perspective and drive to succeed. He hopes to continue growing DirectPointe, which he sees becoming a billion dollar business.
Change by design was the theme for the 2017 Masters of B2B Marketing Conference. The three-day event brought together dozens of expert speakers and hundreds of industry players to discuss how purposeful change can drive organizational growth. These are the best nine insights shared by speakers.
EDUC 742EDUC 742Reading Summary and Reflective Comments .docxtidwellveronique
EDUC 742
EDUC 742
Reading Summary and Reflective Comments Form & Instructions
For each assigned reading, summarize the main principles and reflect on these principles in order to make the content meaningful to you. This will ensure that you understand the reading and understand its relationship to daily life experiences within your educational setting or work environment. The reflective statements may draw on previous experiences or future plans to use the information from the reading. You are also encouraged to critique ideas in light of a biblical worldview. Summaries will be 100-125 words and will be in paragraph form, and the reflections will be 150-200 words. (Submit the Reading Summary by 11:59 p.m. (ET) on Sunday in Modules/Weeks 1, 3, 4, 5, and on Friday in Module/Week 8, adding the new entries each time.)
STUDENT NAME:
Bridget Pruitt
Reading
Assignment
Main Principles
Reflective Comments
Reading Summary 1
Razik and Swanson
Data within the United States is processed based on four assessments. The assessments are reading, math, science, and other subjects. They are based on 4th, 8th, and 12th graders. They are also broken up into different ethnic groups. There are a lot of data that is alarming within the U.S. Data is based on household characteristics, family and peer influences, and student achievement. Also in this chapter it reaches on the education reform movement. Global forces and the specific causes that are concerning within the U.S. education system. What are the causes of failure within the U.S. school system and what changes can be implemented to improve the rapid downfall of our education system.
When all of the assessments were implemented on the different groups that provided data that broke up the groups that is when I feel our education system had been broken. Ways of instruction as well as curriculum has not changed much, however, all of the testing data is what has changed and the ways that the data is being implemented. Schools have become all about the numbers instead of the importance of what is being taught to our children. If the U.S. school systems were not all about the numbers and teaching our children how to read and write I feel that our schools would be more successful in all the data assessments that are being implemented. The problem is that special attention is given to achievement gaps among ethnic and economic groups instead of teaching everyone the same way that was taught years and years ago. With all the changes within the school systems and how they are wanting teachers to teach their children has caused a lot of confusion as well as stress upon the teachers as well as the children.
Van
Brummelen
First of all, I love this book. It goes into practices and prospective within the interaction between theory and practice. It explains why in public schools that God cannot be taught and how the Christian schools central theme is focused in the teachings of Jesus Christ. In this chapter it.
EDUC 380 Blog Post Samples Module 1 The Brain Below .docxtidwellveronique
EDUC 380 Blog Post Samples
Module 1: The Brain
Below are some student examples that are excellent blog posts for the first two prompts in Module 1
(The Brain). The goal for the discussion posts is to engage in the module materials directly and explore
some of the questions and issues in each module more deeply. The posts are very important for your
learning. Below you will find comments to help you understand how these students met the rubric
requirements. The rubric for blog posts is posted in the end of this document and is in the course
syllabus.
Blog Post # 1:
● Describe a time when you engaged in something adults might consider risky and/or thoughtless:
● How old were you?
● Why did you do it?
● What were you thinking at the time?
Think back to the article on risk-taking you read and to the video you watched on the teen brain. What
connections can you make between the lecture, the article, and/or the video?
Growing up, my family would take annual trips to the river in Laughlin, Nevada. We
would go with our family friends who had kids with a wide range of ages. I was 13 years
old at the time within the middle age range. A big activity at the river is jumping off of
rocks. My parents did not want my sisters and me to engage in this activity. During one
of the annual trips, I joined the older teenagers on a boat ride to the “jumping rock.”
Depending on how much risk they wanted to take, there are different levels for people
to jump off of. All of the older teens were jumping off of the highest level. I decided to
join the older teens and jump from the tallest rock. At the time, I wanted to do it
because all of the older teenagers were doing it. I wanted to be like them. This was not
an impulsive decision. I had thought about doing this activity the whole trip and decided
to go on the boat ride, knowing they were going to jump off the tallest rock. The article,
“Beautiful Brains,” explains, “Seeking sensation isn’t necessarily impulsive. You might
plan a sensation-seeking experience- a skydive or a fast car…” (Dobbs, 2011, p. 49).
By jumping off the rock with them, I thought this would change their view of me as an
older and more mature teenager. When they changed their opinion about me, it would
allow me to hang out with them all the time. I was taking more risks because I would get
a higher reward. This relates to the article, “Beautiful Brains,” which states, “Teens take
more risks not because they don’t understand the dangers but because they weigh risk
versus reward differently. In situations where risk can get them something they want,
they value the reward more heavily than adults do” (Dobbs, 2011, p. 54). By jumping off
the tallest rock, it gave me the reward of spending more time with the older teenagers.
If I had jumped off the shorter rock, I could have not been accepted into the group
because they did not view me as mature as themselves. Therefore, I would have been
penalized for not.
More Related Content
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The document discusses how Adobe Experience Cloud and Microsoft platforms can help solve 3 key sales and marketing problems: acquiring and converting new customers, retaining existing customers, and extracting more value from existing customers. It provides a case study of how a financial services company called we.Finance uses the platforms to acquire a prospective high-value customer named Claire as a new customer, provide her with a personalized experience to increase conversion, and ensure customer success and retention through ongoing engagement.
Lindsey has a strong track record of success in sales based on the recommendations from previous managers and colleagues. She consistently exceeds sales goals and builds long-lasting customer relationships that result in repeat business. Lindsey is described as a top performer who is dedicated, creative, and able to streamline processes to boost selling power. Her determination and attention to detail allow her to establish partnerships that create sales for years to come.
·-~Cf. !Leadership is ultimately about cr.docxodiliagilby
''''·-'~Cf.\' :'''!:'
Leadership is ultimately about creating a way for people to
contribute to making something extraordinary happen.
Alan Keith, Lucas Digital
----------------------·------~E&i}-----
Vision, conviction, and courage made the difference-
for all of us.
Lindsay Levin, Whites Limited
Whites, a car dealership and repair group based in the southeast part of
London, was no worse than its competitors, but probably no better, either.
Though the firm seemed busy enough, deeper analysis revealed negligible
profits, mediocre employee morale, outdated financial systems, and low cus-
tomer retention rates. As with lots of similar businesses, much of the struc-
ture and systems. at Whites had remained substantially unchanged for many
years. Each of the three departments-sales, service, and parts-operated
largely independently, frequently blaming the others for any problems. Per-
formance measures centered on efficiency and the cost of overhead; with
insufficient attez:ttion paid to the customer's experience. This is a situation
all too familiar to businesses around the globe, large and small.
"What do our customers really think of us?" was the starting point for
Managing Director Lindsay Levin. If the customers didn't feel about the
business as she wanted them to, she wanted to know why: "1 wanted to get
Whites to the poin I' where we could he: totally confident that every customer
would have an excellent experience dealing with us. I didn't want it.to be
okay; I wanted it to be amazing-every time." And so she started talking
about this question with everyone. t
Lindsay had no illusions about the size of the task facing her, especially as
a twenty-nine-year-old woman without so much as a streak of grease under
her fingernails. She took over the reins of this family business (founded by
her great-grandfather), only a few years out of college. Although she had
worked in various parts of the business as a teenager, mostly over the sum-
mer and holidays, to this day she still knows little about automobile engines
and the product side of the enterprise.i What she does know, she says now,
"is that this business is really all about people; And that our ability to deliver
amazing customer service is all about people, and making them feel.moti-
vated, empowered, and trusted. They need to feel that they know what
is at stake and how they make a difference. If we are not really committed
to our own people, how can we expect them to be committed to our cus-
tomers? My vision for Whites is of a company where everyone is treated
with respect, feels involved and valued, and sees continuous improvement as
part of their job. where people are free to get on and move the business for-
ward with the minimum of bureaucracy, taking responsibility, for their
actions without fear of blame." "
One of the ways Lindsay got started was to hold focus groups of custom-
ers, videotaping the proceedings and playing them back to the employees.
The results w ...
How Dashboard Analytics Bolster Security and Risk Management Across IT Supply...Dana Gardner
Transcript of a discussion on how Bruce Auto Group gained deep insights into their systems, apps, and data to manage and reduce risks across their entire IT and services supply chain.
The scope of work outlines renovations for a 2 bedroom, 1 bathroom single family home including repainting, new flooring, kitchen and bathroom remodels, plumbing and electrical work, landscaping, and ensuring all work is up to code. Renovations include replacing appliances, fixtures, flooring, and installing new countertops, backsplash, and tile surround in the bathroom. The contractor will complete all demolition, repairs, renovations and ensure the property meets housing standards upon project completion.
BCMS case studies: Tom Woodard, Show Data SystemsBCMS
Tom Woodard started an event registration software company in 1993 that grew to employ 18 people and manage over 230 events per year by 2012. He also acquired a ticketing company. He decided to sell both businesses due to fatigue from running them for over 20 years. He chose BCMS to advise him on the sale and they sold the companies to Jonas Software, a Canadian software company, for an undisclosed sum. The sale process involved 227 contacted companies, 32 interested parties, 2 offers received and was completed in July 2015. Tom is now interested in peer-to-peer lending and may start another business in the future.
This document provides 101 ideas for sales, marketing, and management for insurance agencies. Some of the key ideas include:
1) Hold producers accountable to quotas and sales goals.
2) Conduct customer surveys immediately after interactions to gather feedback.
3) Focus marketing on a niche area to become an expert and drive referrals.
4) Leverage current events to position the agency as an authority on related insurance issues.
5) Create positive customer experiences through website usability and responsive customer service.
Inside This Issue:
1. Why Cyberthugs LOVE Your Business
2. Announcing...New Promotion Managed Security PLUS Network, Servers, Workstations & Much More.
3. Download: The Ultimate Small Business Guide To Setting Up A Work-From-Home System For Your Staff.
4. 4 Steps to Become A More Genuine Leader
5. Are you keeping up with the trends? The God Protocol Blockchain
6. Enjoy!
"A brave, new business world."
It’s difficult to imagine any landscape that’s changed more than business-to-business. The last 5 years has seen almost all the rules re-written, re-worked or simply revoked. Social platforms. Mobile connectivity. Niche business media. Content as a sales source. Targeting business people as people. They're just the tip of a moving landscape. In the pages of 'Engaging a business audience of One,' the OgilvyOne thought-leaders examine each of these game-changers.
The document provides information about The Dunnican Team, a real estate team with Coldwell Banker Apex, Realtors. It outlines their marketing plan and services to sell homes. The Dunnican Team uses various marketing tactics like professional photos, open houses, and digital/social media marketing to promote homes. They also provide services like staging advice, ongoing showing prep, and market knowledge to help clients sell their homes.
When it's time to sell your home, you can trust The Dunnican Team with Coldwell Banker Apex, Realtors. A team of seasoned real estate professionals, they put their clients first in everything they do.
Rich Knudsen Dynamic Booking Results How I Work In 60 Selling MinutesRich Knudsen
Rich Knudsen's information value graphic (3 pages). Describes most recent professional expertise (10 years). What I do (did) in the first 90 days of new assignments. How I work, in 60 minutes, to increase pipeline, bookings, revenues. Briefly describe (1) some success stories; (2) services provided; (3) benefits to you.
brands that were awesome on reddit: 2013Michael Cole
The document summarizes the success that various brands experienced when advertising on Reddit in 2013. It provides examples of Denny's, Nissan, Transamerica, The Economist, Fathead, Maker's Mark, and iCrossing and how their Reddit campaigns were able to drive traffic, increase engagement, manage crises, build awareness, and increase loyalty. The summary concludes by noting that 118 million unique visitors visited Reddit in January 2014 and encourages brands to advertise on the platform for success.
1 1 11 Co Biz Magazine Colorado’S 25 Most Powerful Sales Peoplemschmidlen
1) The document profiles 25 of Colorado's most powerful salespeople as nominated through an online newsletter and write-ins.
2) It provides brief summaries of several salespeople, including their roles, sales achievements, sales philosophies, and tips for success.
3) The salespeople represent a variety of industries and have found ways to adapt their strategies and succeed despite the economic downturn.
Complete the following questions and submit your answersTrueFa.docxmaxinesmith73660
Complete the following questions and submit your answers:
True/False
Indicate whether the statement is true or false.
1. Two cells within a Karnaugh map are adjacent if only one variable is different between the coordinates of the two cells.
2. Karnaugh maps for functions with three input variables contain 6 cells.
3. Once a Karnaugh map is filled in, simplifying the SOP expression involves circling the largest number of 1's possible.
4. Each 1 in a Karnaugh map must be circled only one time.
5. Maximum SOP simplification using a Karnaugh map is possible only if the maximum number of groups of 1's are circled.
6. While resolving for SOP, after encircling the groups in a Karnaugh map, those DON'T CAREs which are circled are forced to be 1's, and the DON'T CAREs which are not circled are forced to be 0's.
7. POS simplification is possible using Karnaugh maps by encircling groups of 0's
Problem
8. Use a Karnaugh map to find the most simplified POS expression for F given
Case Study: Sherwood Manufacturing
Sitting in her car in the parking lot at Sherwood Manufacturing, staring at her hand-held phone, Miranda Appleton couldn’t believe her eyes. She had read the e-mail several times and still didn’t believe it. Bryan Luther had just been named vice-president of operations; the position that Miranda felt she deserved and had expected to be given very soon. And now, Miranda would be reporting to Bryan! Miranda thought back to all her hard work, not just the excessive hours in the last six months-but the six years before that as well.
When Miranda came to Sherwood in 2005, she already had fifteen years of experience in the appliance and electronics industry that Sherwood was becoming dominant in. She had been excited to take this position as the company seemed to be on the cusp of taking over the primary market share. She was brought in as the production manager overseeing three manufacturing plants in the tri-state area.
Within two years, Miranda’s skills in utilizing these plants to assist each other rather than work independently had brought a quick promotion to become the Supply Chain Manager. This role, while technically a lateral move, gave Miranda the visibility to all levels of the company not only the three domestic manufacturing plants but also marketing, finance, and every area of operations. Visibility was something she desired and felt was necessary to be promoted further. To replace Miranda, Sherwood had hired a young aggressive man with limited experience but large potential-Bryan Luther.
Since 2005, Sherwood had advanced in technology and overtaken several smaller appliance manufacturers. The electronics side-with its strong international competitors-of the business had proven more difficult to conquer, so with Miranda’s supply chain team leading the way, Sherwood had acquired several significant competitors and created synergy with the new product lines. The results were dramatic. By early 2011, Sherwood’s latest data sh.
From Being Fired to Building a Multi-Million Dollar Fintech StartupAltar.io
From the number of actionable tips and insights in this interview; it’s easy to see why serial entrepreneur, Yaron Samid’s company BillGuard became one of the most popular fintech startups in the world.
Michael Proper grew up in foster care and faced significant adversity as a child. After being emancipated at age 16, he started his career doing manual labor jobs. He later gained experience in the technology industry and in 2000 founded DirectPointe, a successful IT management company. DirectPointe offers managed computing services to small and medium-sized businesses, handling all of a client's technology needs for a monthly fee. Proper credits his difficult childhood with shaping his perspective and drive to succeed. He hopes to continue growing DirectPointe, which he sees becoming a billion dollar business.
Change by design was the theme for the 2017 Masters of B2B Marketing Conference. The three-day event brought together dozens of expert speakers and hundreds of industry players to discuss how purposeful change can drive organizational growth. These are the best nine insights shared by speakers.
Similar to Case 9 Defender Direct, Inc. A Business of Growing LeadersGosi.docx (20)
EDUC 742EDUC 742Reading Summary and Reflective Comments .docxtidwellveronique
EDUC 742
EDUC 742
Reading Summary and Reflective Comments Form & Instructions
For each assigned reading, summarize the main principles and reflect on these principles in order to make the content meaningful to you. This will ensure that you understand the reading and understand its relationship to daily life experiences within your educational setting or work environment. The reflective statements may draw on previous experiences or future plans to use the information from the reading. You are also encouraged to critique ideas in light of a biblical worldview. Summaries will be 100-125 words and will be in paragraph form, and the reflections will be 150-200 words. (Submit the Reading Summary by 11:59 p.m. (ET) on Sunday in Modules/Weeks 1, 3, 4, 5, and on Friday in Module/Week 8, adding the new entries each time.)
STUDENT NAME:
Bridget Pruitt
Reading
Assignment
Main Principles
Reflective Comments
Reading Summary 1
Razik and Swanson
Data within the United States is processed based on four assessments. The assessments are reading, math, science, and other subjects. They are based on 4th, 8th, and 12th graders. They are also broken up into different ethnic groups. There are a lot of data that is alarming within the U.S. Data is based on household characteristics, family and peer influences, and student achievement. Also in this chapter it reaches on the education reform movement. Global forces and the specific causes that are concerning within the U.S. education system. What are the causes of failure within the U.S. school system and what changes can be implemented to improve the rapid downfall of our education system.
When all of the assessments were implemented on the different groups that provided data that broke up the groups that is when I feel our education system had been broken. Ways of instruction as well as curriculum has not changed much, however, all of the testing data is what has changed and the ways that the data is being implemented. Schools have become all about the numbers instead of the importance of what is being taught to our children. If the U.S. school systems were not all about the numbers and teaching our children how to read and write I feel that our schools would be more successful in all the data assessments that are being implemented. The problem is that special attention is given to achievement gaps among ethnic and economic groups instead of teaching everyone the same way that was taught years and years ago. With all the changes within the school systems and how they are wanting teachers to teach their children has caused a lot of confusion as well as stress upon the teachers as well as the children.
Van
Brummelen
First of all, I love this book. It goes into practices and prospective within the interaction between theory and practice. It explains why in public schools that God cannot be taught and how the Christian schools central theme is focused in the teachings of Jesus Christ. In this chapter it.
EDUC 380 Blog Post Samples Module 1 The Brain Below .docxtidwellveronique
EDUC 380 Blog Post Samples
Module 1: The Brain
Below are some student examples that are excellent blog posts for the first two prompts in Module 1
(The Brain). The goal for the discussion posts is to engage in the module materials directly and explore
some of the questions and issues in each module more deeply. The posts are very important for your
learning. Below you will find comments to help you understand how these students met the rubric
requirements. The rubric for blog posts is posted in the end of this document and is in the course
syllabus.
Blog Post # 1:
● Describe a time when you engaged in something adults might consider risky and/or thoughtless:
● How old were you?
● Why did you do it?
● What were you thinking at the time?
Think back to the article on risk-taking you read and to the video you watched on the teen brain. What
connections can you make between the lecture, the article, and/or the video?
Growing up, my family would take annual trips to the river in Laughlin, Nevada. We
would go with our family friends who had kids with a wide range of ages. I was 13 years
old at the time within the middle age range. A big activity at the river is jumping off of
rocks. My parents did not want my sisters and me to engage in this activity. During one
of the annual trips, I joined the older teenagers on a boat ride to the “jumping rock.”
Depending on how much risk they wanted to take, there are different levels for people
to jump off of. All of the older teens were jumping off of the highest level. I decided to
join the older teens and jump from the tallest rock. At the time, I wanted to do it
because all of the older teenagers were doing it. I wanted to be like them. This was not
an impulsive decision. I had thought about doing this activity the whole trip and decided
to go on the boat ride, knowing they were going to jump off the tallest rock. The article,
“Beautiful Brains,” explains, “Seeking sensation isn’t necessarily impulsive. You might
plan a sensation-seeking experience- a skydive or a fast car…” (Dobbs, 2011, p. 49).
By jumping off the rock with them, I thought this would change their view of me as an
older and more mature teenager. When they changed their opinion about me, it would
allow me to hang out with them all the time. I was taking more risks because I would get
a higher reward. This relates to the article, “Beautiful Brains,” which states, “Teens take
more risks not because they don’t understand the dangers but because they weigh risk
versus reward differently. In situations where risk can get them something they want,
they value the reward more heavily than adults do” (Dobbs, 2011, p. 54). By jumping off
the tallest rock, it gave me the reward of spending more time with the older teenagers.
If I had jumped off the shorter rock, I could have not been accepted into the group
because they did not view me as mature as themselves. Therefore, I would have been
penalized for not.
EDUC 741Course Project Part 1 Grading RubricCriteriaLevels .docxtidwellveronique
EDUC 741
Course Project: Part 1 Grading Rubric
Criteria
Levels of Achievement
Content 70%
Advanced
Proficient
Developing
Not Present
Analysis
13 to 14 points
The analysis thoroughly interprets and examines at least three referred journal articles for perspective, validity, and significance of the findings.
12 points
The analysis partially interprets and examines at least three referred journal articles for perspective, validity, and significance of the findings.
1 to 11 points
The analysis attempts of some aspects of analysis and interpretation of journal articles in a limited way. The review is more descriptive than analytical.
0 points
Not present
Use of Evidence and Relevant Outside Information
13 points
The analysis is thoroughly supported with relevant facts, arguments, examples, and details. Information outside the subject articles is often incorporated into the analysis.
11 to 12 points
The analysis is generally supported with relevant facts, arguments, and details. Information outside the subject articles is occasionally incorporated into the analysis.
1 to 10 points
The analysis is thoroughly supported with some facts, arguments, examples, and details. Information outside the subject articles is incorporated in a limited way into the analysis.
0 points
Not present
Organization and Development
13 points
The analysis is quite well-reasoned, indicating substantial breath and depth of thinking. The summary of each article is thorough and meaningful.
11 to 12 points
The analysis is generally well-reasoned, indicating some breath and depth of thinking. The summary of each article is generally sound.
1 to 10 points
The analysis has limited reasoning, indicating a surface understanding of the articles. The summary of each article is limited.
0 points
Not present
Body – Biblical Worldview
13 points
A biblical worldview perspective is clearly articulated and is supported by appropriate Scripture references, course requirements, and application.
11 to 12 points
A biblical worldview perspective is articulated but is not supported by Scripture or is not appropriate, and somewhat applies to course requirements and application.
1 to 10 points
A biblical worldview perspective is poorly articulated and is not supported by Scripture or is not appropriate, and does not apply to course requirements and application.
0 points
Not present
Structure 30%
Advanced
Proficient
Developing
Not Present
Grammar and Spelling
6 points
Correct spelling and grammar are used throughout the essay. There are 0–2 errors in grammar or spelling that distract the reader from the content.
5 points
There are 3–5 errors in grammar or spelling that distract the reader from the content.
1 to 4 points
There are 6–10 errors in grammar or spelling that distract the reader from the content.
0 points
There are more than 10 errors in the grammar or spelling that distract the reader from the content.
Sentence Structure and Mechanics
6 points
Sentences are well-phrased and varied in lengt.
EDUC 740
Prayer Reflection Report Grading Rubric
Criteria
Levels of Achievement
Content 70%
Advanced
Proficient
Developing
Not present
Structure & Organization
33 to 35 points
The paper has a clearly constructed introduction that builds the foundation for further reflection. The structure is clear, logical, and easy to follow. Each paragraph is focused and uses excellent transitions from previous paragraphs. The paper has a clear conclusion. Overall writing style is appropriate for a graduate-level course.
30 to 32 points
The paper has a constructed introduction that builds the foundation for further reflection. The structure is clear, logical, and easy to follow. Each paragraph is focused and uses transitions from previous paragraphs. The paper has a conclusion. Overall writing style is appropriate for a graduate-level course.
1 to 29 points
The paper has a constructed introduction that is beginning to build the foundation for further reflection. The structure is vague and difficult to follow. Not all paragraphs are focused and don’t always use transitions from previous paragraphs. The paper has a conclusion. Overall writing style is not appropriate for a graduate-level course.
0 points
Not present
Analysis
19 to 20 points
The content reflects higher-level thinking through critical self-evaluation and application of principles learned. Includes a discussion of your reflections based on your personal prayer journal, including any changes and/or positive things that you have seen occur in the lives of the leaders you have chosen. Includes specific examples of ways that you have seen changes in the lives of the leaders you have chosen. Includes specific examples of the impact of the assignment on your own life.
17 to 18 points
The content reflects thinking through self-evaluation and application of principles learned. Includes a discussion of your reflections based on your personal prayer journal, including any changes and/or positive things that you have seen occur in the lives of the leaders you have chosen. Includes examples of ways that you have seen changes in the lives of the leaders you have chosen. Includes examples of the impact of the assignment on your own life.
1 to 16 points
The content does not reflect higher-level thinking through critical self-evaluation and application of principles learned. Includes a vague discussion of your reflections based on your personal prayer journal, including any changes and/or positive things that you have seen occur in the lives of the leaders you have chosen. Includes minimal examples of ways that you have seen changes in the lives of the leaders you have chosen. Includes ambiguous examples of the impact of the assignment on your own life.
0 points
Not present
Support
14 to 15 points
Biblical references and principles are integrated into the paper appropriately, demonstrating an excellent understanding of biblical leadership principles.
13 points
Biblical references and principles are integrated.
EDUC 6733 Action Research for EducatorsReading LiteracyDraft.docxtidwellveronique
EDUC 6733 Action Research for Educators
Reading Literacy
Draft
Part A
The context of the classroom setting
In the first section of this action research project I will address the context of classroom setting. Although, it is as important as the teaching itself and understand it is essential in creating learning environments in which every student can thrive. According to Pallardy, context is a classroom’s characteristics such as the composition of the student body, classroom structures and resources. Furthermore, by establishing that context is dependent on student learning we are able to come up with an action research question that will be discussed in this essay. The action research will be on the reading workshop; Is motivation among students a big challenge when it comes to reading literacy?
In addition, a reading workshop is one way to structure a class. Developing strong reading skills in students is one of the key goals in an educational program. Reading workshops encourages the students to become better readers. To accommodate the children’s variability, I assess the children through instructing them to write journals on what they have read and giving them vocabulary tests on that week’s reading. This helps when it comes to identifying student with a reading problem and can be able to tailor lessons to individuals.
One of the concerns that I have experienced in this classroom setting of reading workshops is children’s motivation to read books that they have selected. Their ability to choose the right book and their commitment to stay with the book until they finished is also a concern when it comes to their motivation when reading books. These findings were drawn from the data of the journals and vocabulary test that I had assigned to them. The journals that they wrote the boys in the class performed poorly more than the girls. There is also the fact that the boys in the class didn’t find satisfaction in reading unlike the girls. The boys also were not reading books of their own accord unlike the girls in the class who spent hours with ‘series’ books and other chapter books.
The classroom has 24 students; 52% are boys and 48% are girls. The last two tests on vocabulary showed that girls performed more than the boys. Also, the literature review was discouraging: the boys were lagging the girls. This concerns may be a product of the independent reading workshop and of the freedom of children to choose their own books during that session.
Through observation and interaction with the boys that excelled in the literature reviews I noted that families had a strong impact and the boys that saw their fathers at home read were more likely to choose to read. Therefore, having spoken with the school administration I invited some of the male role models for the boys. I invited teachers, some of their fathers, other school male employees to visit the class and talk about their reading habits. Some of them were frank about their discovery about.
EDUC 637
Technology Portfolio InstructionsGeneral Overview
For this assignment, you will identify forms of and applications for technology for use in a middle school social studies classroom. You will be required to describe the general applications of these technologies, specific applied activities in the general social studies arena, and provide an evaluation.Learning Objective
You will develop a portfolio of technologies that could be used in a middle school social studies classroom, identifying general uses, aligned appropriate national social studies standards, potential activities, and good and bad points to that technology’s use.Assignment Process
1. Select 10 technologies (defined below) that can be used in an educational setting/environment for each of the categories listed below. Notice that I did not say educational or instructional technologies. This is to not restrict you to that search parameter, but rather to allow you to explore critically any technology that might have a pedagogical use. Select technologies representing:
a. Hardware devices
b. Business/productivity software (i.e., Microsoft Office)
c. Web-based technologies (delivered via the Internet)
d. Multimedia software (audio, video, graphical)
e. Games/entertainment
2. Then review each technology answering the following questions in 1–2 paragraphs for each question (best recorded in a word-processing program like Microsoft Word as a multi-page document). Questions to answer include:
a. What are the general functions and purposes of this technology?
b. What types of social studies objectives/goals could be met by this technology and how? Please relate to an NCSS main theme (or more than 1 if appropriate).
c. What, in your opinion, are the good and bad points of using this technology in a pedagogical setting? Consider this a risk analysis.
3. Turn in the completed assignment by 11:59 p.m. (ET) on Sunday of Module/Week 2.
EDUC 637
Literature Review InstructionsGeneral Overview
Please read the instructions and rubric for the Literature Review assignment BEFORE you sign-up for a topic. You will want to select a topic wisely so you will be able to identify 5 trends in your research.
For this assignment, you will select a topic in the general area of social studies instruction in middle grade education and examine accompanying literature related to that topic to identify the latest trends and issues. Ultimately, you will compile these results into a PowerPoint presentation of around 10 slides to identify these trends.Learning Objective
You will develop a presentation identifying general trends in middle-grade social studies education associated with a set of articles in the content area.Assignment Process
1. Begin classifying and compiling articles and sub-topics into groups of information for presentation (note 5 trends).
2. You should have scanned at least 30 articles in the process, which then need to be provided as part of this assignment in an attached bi.
EDUC 364 The Role of Cultural Diversity in Schooling A dialecti.docxtidwellveronique
EDUC 364: The Role of Cultural Diversity in Schooling
A dialectical journal is one in which you engage in conversation with the text. This involves pulling quotes from the text, and providing your reaction, thoughts, analysis and/or questions about what you’ve read. When reading a chapter from Spring(chapter2 and 3), choose 3-5 short passages/selections from each assigned chapter on which to reflect. See the example below. You can format your DJ in a chart format (see next page for template), or you can format it simply as a question/answer format like below. The goal is to use the DJ to think through your reactions and prepare for discussion. Submit your DJ to Cougar Courses prior to class, and if you don’t have your computer with you in class, print it out so you have it with you for a class discussion
Example
Quote: “Faced with the world’s migration of people’s, some countries, such as Singapore, have maintained cultural pluralism by providing public schools that use the child’s home language and reflect the cultural values of the child’s home. Through the use of educational methods that promote cultural pluralism, Singapore has been able to maintain Chinese, Malay, and Indian cultures and languages. Therefore, there have been different educational approaches to the intersection of cultures resulting from globalization...Minority cultures in the United State have primarily experienced cultural genocide, deculturalization, and denial of education. Immigrant groups have mostly experienced assimilation and hybridity.” (Chapter 1).
Response: This is always what I come back to when thinking about American education. We could have chosen a different path, a different approach educating the various groups of children that have come through the school system. But instead of seeing schooling primarily as a democratizing tool, the founders and those in government who came after them saw schooling as a tool for deculturalization, for imposing hegemony. What is most frustrating is how to tease out how our current system still contains the legacy of those oppressive institutional choices. Seeing those remnants for what they are--clearly--is the only way to change the system to truly benefit all kids.
.
EDUC 144 Writing Tips The writing assignments in this cla.docxtidwellveronique
EDUC 144 Writing Tips
The writing assignments in this class require students to engage in critical thinking and analysis,
producing papers that go beyond simple summaries of course readings by utilizing concepts, ideas, and
findings in course readings to critically analyze contemporary schooling and academic achievement in
the United States. Below is a list of suggestions to help you write strong papers that are critical and
analytical.
The introductory paragraph should briefly mention the topic and purpose/focus of your paper and state
your thesis in clear, specific terms (i.e. “In this paper, I will argue…” or “I will contend...,” or “I will
demonstrate…”).
Each paragraph in the body of the paper should be tightly organized around one main idea. Each
paragraph should build on previous ones and provide concrete examples/findings from the week’s
readings that serve as data that support your analysis, or examples from your own experiences and
observations of schooling that serve as evidence in support of your analysis. If you are drawing on a
specific theoretical concept(s) or idea(s) in your analysis, remember to clearly define and explain the
concept(s) or idea(s) before using that concept(s) or idea(s) to investigate and analyze particular aspects
of contemporary schooling.
The concluding paragraph needs to restate the thesis and main points addressed in the paper.
Sometimes writers do not know what their argument is until they have reached the end of the paper—or
the thesis has changed by the end. If either of these happens to you, be sure to put your thesis in the first
paragraph as well and/or make sure that you are making the same argument throughout the paper.
Things to keep in mind, at the level of the paragraph:
Make sure your comments are relevant to the topic at hand: one way to do this is to make an outline of
each paragraph’s main idea; each one should clearly relate to the topic and focus/purpose or thesis of
your paper. It is writer’s responsibility to select relevant concepts or ideas, examples of research
findings from the week’s readings, and/or personal experiences and observations that relate directly to
the topic and purpose/focus of the paper. It is not appropriate to expect the reader to do this instead.
Remember, examples/research findings and personal experiences and observations are not “obviously”
evidence in support of your analysis until you explicitly explain how these examples/findings/
experiences/observations support the claims in your analysis.
Make sure each paragraph’s main idea is clearly connected to your thesis.
*Smoothly transition between paragraphs: connect first line of new paragraph with main idea of
previous paragraph.
*Stick to the facts at hand—do not overstate your case.
Things to keep in mind, at the level of the sentence:
*Tighten sentence structure: combine sentences when possible by eliminating redundant information.
*Employ p.
EDUC 1300- LEARNING FRAMEWORK
Portfolio Page Prompts
INTRODUCTION
This page introduces, not you, but your portfolio. . Invite people into the portfolio and give them a reason for
exploring further Convey your purpose in creating the portfolio. Include a picture of yourself, and a quote
that is meaningful to you. No attachment is needed on this page. (10 points)
ABOUT ME
This page introduces you. Share information about yourself – your family, hobbies, work, and what you enjoy.
Don’t just TELL people, SHOW who you are, too. Things you might include: photos, images, or video/links
that interest you. Attach your Quality World Essay or another paper about yourself to this page. (10 points)
GOALS
List your long-term goals: personal, education, career. Identify the short-term and intermediate goals that will
help you progress toward these long-term goals. Include images that help you and your viewer visualize your
goals. Attach your degree plan/Timeline assignment to show your academic plans/goals. (10 points)
LEARNING
This page showcases what you’ve learned about your learning. Collect information you’ve gathered about
yourself and how you learn, such as learning styles inventories, personality type indicators, and your
Strengthsquest assessment. Interpret those results and draw conclusions about yourself from this evidence and
write about it. Attach your Insight Report from Strengthsquest so your viewer can learn more about your top
5 strengths or another assessment report which have helped you identify how you learn. (15 points)
THINKING
What have you learned this semester about critical thinking? What have you created that demonstrates the
quality of your thinking? Select examples and identify these qualities in your reflection. Attach an
assignment/paper from this class or another that show your thinking abilities. (15 points)
RESEARCH
On this page, post a question that you’ve selected to research and write what you found. What did you learn
about using the online databases? How will that help you in future classes? Attach your annotated
bibliography/research organizers and/or a research paper from another course. (15 points)
REFLECTION:
Your Introduction page described the purpose of the portfolio. On this page, provide a conclusion. Reflect on
your experience in the course and semester in creating this portfolio. Consider the following prompts:
What expectations or assumptions did you have before the course began? Were they valid or invalid?
How has the course contributed to your understanding of yourself and others?
What impact did the course have on your understanding of your quality world?
How do you now assume responsibility for your learning? What thinking and behaviors will you further
develop on your journey to becoming an autonomous learner?
(15 points)
EDUC 1300 Learning Framework Grading Rubric
Page Unsatisfactory
.
EDU734 Teaching and Learning Environment Week 5.docxtidwellveronique
EDU734: Teaching and
Learning Environment
Week 5: Curriculum
Development
Topic goals
To gain an understanding of the concept of
curriculum development and its importance
To gain an understanding of how curriculum
is implemented in different cultural contexts
Task – Forum
Do you think that the current school curriculum needs
to be adapted more to the modern culture? If so, in
what ways do you think it can be done?
What do you consider to be the implications for the
nature of valid knowledge in the future school curriculum?
EDU734: Teaching and Learning Environment Page 1
EDU734: Teaching and
Learning Environment
5.1 Introduction
Curriculum lies at the heart of educational policies and practices.
They are are highly political documents which convey ideological positions about
the type of education that should be given in different cultural contexts and the
citizenship values that can be shared by the citizen of a state (Apple, 2004).
Each society has its own values and beliefs which they want to be translated into
educational objectives via the curriculum.
“Curriculum is a comprehensive plan for an educational programme/institute/
course to offer new or improved manpower to accomplish the rising needs of a
dynamic society” (Pillai, 2015).
5.1.1 Orientations to curriculum
Child-centred
Society-centred
Knowledge-centred
Eclectic
5.1.2 Determinants of the curriculum
Basic needs
Social aspects
Cultural factors
Individual talents
Ideals: intellectual, moral, aesthetic, religious
Tradition
(Pillai, 2015)
EDU734: Teaching and Learning Environment Page 2
EDU734: Teaching and
Learning Environment
5.2 Definition of Curriculum Development
Curriculum development is defined as the process which is planned, purposeful,
progressive, and systematic in order to create positive improvements in the
educational system.
The curriculum is affected by any changes or developments that affect society
(Alvior, 2014).
It needs to correspond to those changes but at the same time to respect all
people despite of gender, ethnicity, disability, religion etc. (Symeonidou and
Mavrou, 2014).
2. How can
1. What learning 3. How can
4. How can the
educational experiences learning
effectiveness of
purposes that are likely to experiences be
learning
should the be useful in organised for
experiences be
school seek to attaining these effective
evaluated?
attain? objectives be instruction?
selected?
Diagram 5.1: Four questions for the organization and development of the
curriculum (Tyler, 1949, cited in Howard, 2007)
EDU734: Teaching and Learning Environment Page 3
EDU734: Teaching and
Learning Environment
5.2.1 Four principles for the development of any curriculum:
Def.
EDU 505 – Contemporary Issues in EducationCOURSE DESCRIPTION.docxtidwellveronique
This course examines contemporary issues in education through analyzing theories, research, and practices. It discusses national and global education initiatives and how public policy impacts schools. The course also evaluates the future of education in developed and developing countries. Students will examine the historical context of issues, identify components of educational perspectives, and analyze how demographics, technology, teaching/learning, and funding sources affect education. Required readings include textbook chapters and research articles on topics like the history of public education, teacher professionalization, equity and diversity, school reform movements, standards-based education, and school climate/bullying issues. Coursework involves discussions, analyses of case studies, and a final project.
EDU 3338 Lesson Plan TemplateCandidate NameCooperatin.docxtidwellveronique
EDU 3338 Lesson Plan Template
Candidate Name:
Cooperating Teacher Name:
Placement Site:
Grade Level:
Subject:
Length of Lesson:
Lesson Title:
Date of Lesson:
Learning Central Focus
Central Focus
What is the central focus for the content in the learning segment?
Content Standard
What standard(s) are most relevant to the learning goals?
Student Learning Goal(s)/ Objective(s)
Skills/procedures
What are the specific learning goal(s) for student in this lesson?
Concepts and reasoning/problem solving/thinking/strategies[footnoteRef:1] [1: The prompt provided here should be modified to reflect subject specific aspects of learning. Language here is mathematics related. See candidate edTPA handbooks for the “Making Good Choices” resource for subject specific components. ]
What are the specific learning goal(s) for students in this lesson?
Prior Academic Knowledge and Conceptions
What knowledge, skills, and concepts must students already know to be successful with this lesson?
What prior knowledge and/or gaps in knowledge do these students have that are necessary to support the learning of the skills and concepts for this lesson?
Theoretical Principles and/or Research–Based Best Practices
Why are the learning tasks for this lesson appropriate for your students?
Materials
What materials does the teacher need for this lesson?
What materials do the students need for this lesson?
Assessments, Instructional Strategies, and Learning Tasks
Description of what the teacher (you) will be doing and/or what the students will be doing.
Launch
__________ Minutes
How will you start the lesson to engage and motivate students in learning?
Pre-Assessment
How will you find out what students already know about the lesson objective?
What tangible pre-assessments will you administer?
How will you evaluate student performance on the pre-assessment?
Instruction
__________ Minutes
What will you do to engage students in developing understanding of the lesson objective(s)?
How will you link the new content (skills and concepts) to students’ prior academic learning and their personal/cultural and community assets?
What will you say and do? What questions will you ask?
How will you engage students to help them understand the concepts?
What will students do?
How will you determine if students are meeting the intended learning objectives?
Structured Practice and
Application
__________ Minutes
How will you give students the opportunity to practice so you can provide feedback?
How will students apply what they have learned?
How will you structure opportunities for students to work with partners or in groups? What criteria will you use when forming groups?
Formative Assessment
What formative assessment techniques will you utilize to determine if students are meeting the intended learning objectives?
Differentiation/ Planned Support
How will you provide students access to learning based on individual and group need.
EDU 3215 Lesson Plan Template & Elements Name Andres Rod.docxtidwellveronique
This lesson plan template provides guidelines for developing a lesson plan that integrates an English Language Arts standard with a standard from another subject area. The template includes sections for listing applicable Common Core standards, crafting essential questions, outlining objectives and instructional sequences, identifying vocabulary, planning for differentiation and assessment, and anticipating outcomes and difficulties. The template is meant to guide teachers in developing interdisciplinary lessons that incorporate ELA skills into other content areas.
EDST 1100R SITUATED LEARNING EDST 1100 N Situated Learning .docxtidwellveronique
EDST 1100R: SITUATED LEARNING
EDST 1100 N: Situated Learning
Thursdays, 2.30 – 5.30
Keele Campus, Mac 050B
Winter, 2020
Instructor: Dr. Lorin Schwarz
Email: [email protected]
Office Hours: ½ hour after class, or by appointment
*
Learning is intentional and contextual, and it involves developing systems and structures that not only allow but also encourage organization members to learn and grow together –to develop “communities of practice.”
-Preskill and Torres
The idea of a subject that calls to us is more than metaphor. In the community of truth, the knower is not the only active agent –the subject itself participates in the dialectic of knowing...geologists are people who hear rocks speak, historians are people who hear the voices of the long dead, writers are people who hear the music of words. The things of the world call to us, and we are drawn to them –each of us to different things, as each is drawn to different friends.
--Parker J. Palmer
Teaching is a complex, relational, and creative event. When I teach, I am simultaneously involved in several dynamic relations: with myself, with my everyday world, with my subject matter, and with my students. I cannot really teach if I am not engaged with my students or if my students are not involved with me.
--Carol S. Becker
The relationship between our physical constraints and the assertion of our freedom is not a 'problem' requiring a solution. It is simply the way human beings are. Our condition is to be ambiguous to the core, and our task is to learn to manage the movement and uncertainty in our existence, not banish it...the ambiguous human condition means tirelessly trying to take control of things. We have to do two near-impossible things at once: understand ourselves as limited by circumstances, and yet continue to pursue our projects as though we are truly in control.
--Sarah Bakewell
Course Description
Welcome to EDST 1100: “Situated Learning.” As described in the university calendar, the aims of this seminar are as follows:
“This course is framed around situated learning theories in relation to the provisioning of educational experiences in a variety of contexts (e.g., early familial experiences, formal educational experiences, cultural educational experiences, employment educational experiences). Students are first introduced to the major principles of families of learning theories (e.g., behaviourism, cognitivism, social learning theory, social constructivism). This introduction is followed by in-depth study of situated learning theory drawing from Lave and Wenger (1991) a seminal text in the field. Students engage in exploring exemplars of situated learning drawing from theory to understand the factors at play in the exemplars because, as situated learning theory would suggest, the representations of situated learning theory must be situated in relation to reference points. Given any particular learning engagement’s situational parameters, stu.
EDU 151 Thematic Unit Required ComponentsThematic Unit Requireme.docxtidwellveronique
EDU 151 Thematic Unit Required Components
Thematic Unit Requirements
Component Parts of Selected Thematic Unit
A) Study Topic - Select a specific appropriate topic reflecting children’s interests and experiences. Topics that are too broad or not developmentally applicable will not be considered. Examples of this type of topic include Ocean, Rain Forest, Outer Space. Examples of specific appropriate topics are shoes, worms, rocks.
A)
B) Age Level –“Birth through Second Grade” Select an age or grade level.
B)
C) Focus - Develop a one-sentence focus statement that summarizes the direction and intent of the unit.
C)
D) Objectives - Identify three or four specific objectives you wish children to master by the completion of the unit, use the appropriate NC Early Learning Standards for the age of the child.
D)
E) Resources - You will need to cite all resources used throughout the study topic. For example: Internet resources (specific web site), printed resources, magazines, newspaper, journals, audio/visual resources, field trips, etc.
E)
F) Extensions Activities - Complete the attached Lesson Plan Forms in detail. You should also include two extension activities (extended activities or enrichment activities).
F)
G) Discussion Questions – Include at least three open-ended questions that will help children think about the topic in varied and divergent ways.
G)
H) Literature Selections - Select children’s books that relate to the theme and are developmentally appropriate for the children you will be working with
H)
I) Culminating activity - The culminating activity is a project or activity that engages children in a meaningful summarization of their discoveries and leads to new ideas, understandings and connections.
J) Evaluation - Devise appropriate means of evaluating children’s progress throughout the unit based on the objectives chosen above.
Student Name: _________ Date: _________
Assessment Name: Study Topic Unit
This assessment is used in every section of EDU 151
This assessment is designed to focus on Standards #4 and #5
This assessment is designed to focus on Supportive Skill # 3, #4, and #5
D/F
C
B
A
100
Unsatisfactory
Average
Good
Very Good
Standard or
Supportive Skill
Key Elements
Basic Knowledge
Comprehension
Application
Synthesis
Comments
Standard 4: Using Developmentally Effective Approaches to Connect with Children and Families
(Attach Weekly Planning Form to Standard 4c in School Chapters)
4c. Using a broad repertoire of developmentally appropriate teaching/learning approaches
Activities are not developmentally appropriate and do not incorporate a range of teaching approaches
0 – 12
Activities are mostly developmentally appropriate and incorporate a few teaching approaches
13
Activities are developmentally appropriate and incorporate varied teaching approaches
14
Activities are developmentally appropriate and incorporate a wide array of teaching approache.
EDSP 429
Differentiated Instruction PowerPoint Instructions
The purpose of this assignment is to produce a PowerPoint presentation that demonstrates your ability to apply course concepts and vocabulary to the topic of differentiated instruction.
Differentiated instruction is a form of instruction that seeks to maximize each student’s growth by recognizing that students have different ways of learning, different interests, and different ways of responding to instruction. In practice, it involves offering several different learning experiences in response to students’ varied needs. You will use theories, vocabulary, and models to construct a PowerPoint presentation that gives an overview of differentiated instruction.
1. Construct the PowerPoint presentation as if you were addressing peers in an in-service training on differentiated instruction.
2. The PowerPoint presentation must be 7–12 slides.
3. The PowerPoint presentation must address the following topics:
· Definition of differentiated instruction
· Advantages to students with special needs
· At least 3 specific examples of differentiated instruction
· References page
The Differentiated Instruction PowerPoint is due by 11:59 p.m. (ET) on Monday of Module/Week 5.
EDSP 429
D
IFFERENTIATED
I
NSTRUCTION
P
OWER
P
OINT
I
NSTRUCTIONS
The purpose of
this assignment is to produce a
PowerPoint
p
resentation that demonstrates
your
ability to apply course concepts and vocabulary to the topic of
d
ifferentiated
i
nstruction
.
Differentiated
instruction is a form of instruction that seeks to maximize each student
’
s growth
by recognizing that students have different ways of learning, different interests, and different
ways of responding to instruction. In practice, it involves offering several
different learning
experiences in response to students
’
varied needs.
You will
use theories, vocabulary, and models
to construct a
PowerPoint
p
resentation that gives an overview of differentiated
instruction
.
1.
Construct the
PowerPoint
presentation as if yo
u were addressing peers in an in
-
service
training on differentiated instruction.
2.
The
PowerPoint
presentation
must
be 7
–
12
slides
.
3.
The
PowerPoint
presentation
must
address the following topics:
·
Definition of differentiated
i
nstruction
·
Advantages to student
s with special needs
·
At least 3
specific examples
of differentiated instruction
·
References
page
The
Differentiated Instruction
PowerPoint
is due by 11:59 p.m. (ET) on Monday of
M
odule/
W
eek
5
.
EDSP 429
DIFFERENTIATED INSTRUCTION POWERPOINT INSTRUCTIONS
The purpose of this assignment is to produce a PowerPoint presentation that demonstrates your
ability to apply course concepts and vocabulary to the topic of differentiated instruction.
Differentiated instruction is a form of instruction that seeks to maximize each student’s growth
by recognizing that students have different ways of learning, different interests,.
EDSP 429Fact Sheet on Disability Categories InstructionsThe pu.docxtidwellveronique
EDSP 429
Fact Sheet on Disability Categories Instructions
The purpose of this assignment is to produce a Fact Sheet that demonstrates your ability to articulate the characteristics of each of the IDEA recognized categories of disabilities.
The Individuals with Disabilities Education Act guarantees a free appropriate public education to eligible children with disabilities. It specifically identifies 13 categories of disabilities that are entitled to special education services. Using relevant reliable websites and your text, you are to construct a Fact Sheet that explains each of the disability categories in terms that are understandable for the general public.
1. Develop the Fact Sheet as if it would be used to educate parents or others in the general public about disabilities that receive special education services.
2. Include an introduction stating the purpose of the fact sheet and the information provided.
3. Each disability category must be fully defined.
4. A minimum of 3 sources should be cited and referenced, one of which should be the textbook.
5. A reference page must be included.
The Fact Sheet on Disability Categories is due by 11:59 p.m. (ET) on Monday of Module/Week 2.
EDSP 429
F
ACT
S
HEET ON
D
ISABILITY
C
ATEGORIES
I
NSTRUCTIONS
The purpose of
this assignment is to produce a
Fact Sheet
that demonstrates
your
ability to
articulate the charac
teristics of each of the IDEA
recognized categories of disabilities.
The Individuals with Disabilities Education Act guarantees a free appropriate public education to
eligible children with disabilities. It specifically identifies 13 categories of disabilities that are
entitled to special education services. Using
relevan
t reliable websites and your text, you are to
construct a Fact Sheet that explains each of the disability categories in terms that are
understandable for the general public.
1.
Develop the Fact Sheet as if it would be used to educate parents or others in th
e general
public about disabilities that receive special education services.
2.
Include an introduction stating the purpose of the fact sheet and the information provided.
3.
Each disability category must be fully defined
.
4.
A minimum of 3 sources should be cited
and referenced, one of which should be the
textbook.
5.
A reference page must be included.
The
Fact Sheet on Disability Categories
is due by 11:59 p.m. (ET) on Monday of
M
odule/
W
eek
2
.
EDSP 429
FACT SHEET ON DISABILITY CATEGORIES INSTRUCTIONS
The purpose of this assignment is to produce a Fact Sheet that demonstrates your ability to
articulate the characteristics of each of the IDEA recognized categories of disabilities.
The Individuals with Disabilities Education Act guarantees a free appropriate public education to
eligible children with disabilities. It specifically identifies 13 categories of disabilities that are
entitled to special education services. Using relevant reliable websites and your.
EDSP 370Individualized Education Plan (IEP) InstructionsThe .docxtidwellveronique
EDSP 370
Individualized Education Plan (IEP) Instructions
The purpose of this assignment is to provide a means of practice in IEP development. You will be expected to produce an IEP – full in its overall scope but not in-depth. This will allow you to apply the knowledge learned within the course as a whole. The IEP will be written in three phases in order to provide assistance and feedback as well as allow for improvements. ONLY DO PHASE 1. STOP WORKING WHEN YOU SEE THIS:
THIS IS THE END OF THE WEEK 3 ASSIGNMENT.
· Phase 1
You will complete the following components of the IEP:
Notice
Cover Page
Factors
Present Level of Performance (PLOP)
Diploma Status
Phase 11 and 111 will get competed in weeks to follow (DO NOT COMPLETE THIS PORTION).
· Phase II
You will revise IEP 1 based on instructor comments and complete the
following additional components:
Goals
Objectives
Accommodations/Modifications
Participation in State Accountability and Assessment System
· Phase III
You will revise IEP II based on instructor comments and complete the
following additional components:
Least Restrictive Environment (LRE)
Transition
Extended School Year (ESY)
Parent Consent
You will be using the Michael Jones case study which has been provided with the instucstions to this. All portions of the IEP will pertain to Michael. It is understood that it will be difficult to fully consider the development of an IEP without more exhaustive details considering Michael’s educational and functional strengths and weaknesses.
To complete the IEP, it will be necessary to review all of the assigned reading and presentations. You may also research current information on Virginia Department of Education’s website. These resources provide valuable information and examples to help create the IEP. You will use the IEP template that is a sample created from the VA DOE’s sample IEP, also located in the Assignment Instruction folder for Module/Week 3.
Page 1 of 1
SAMPLE
School Division Letterhead
IEP MEETING NOTICE
Date:
To:
Susie and Robert Jones________________
and
Michael______________________________________
Parent(s)/Adult Student Student (if appropriate or if transition will be discussed)
You are invited to attend an IEP meeting regarding Michael Jones
Student’s Name
PURPOSE OF MEETING (check all that apply):
· IEP Development or Review
· IEP Amendment
· Transition: Postsecondary Goals, Transition Services
· Manifestation Determination
· Other: ________________________________________________________________________________
The meeting has been scheduled for:
Date Time Location
Meetings are scheduled at a mutually agreed upon place and time by y.
The document provides instructions for an assignment in EDSP 377 that involves creating a lesson plan to teach a pre-K student with autism named Johnsaan to ask for help using words. Students are asked to develop a 2-page lesson plan incorporating the 5 major components outlined in Chapter 5 and a 1-page reflection. The lesson plan should teach Johnsaan to replace grunting and hand waving with asking for help verbally in order to reduce his challenging behaviors. The reflection should address the rationale for the lesson, review the planning process, and identify challenges and solutions.
EDSP 377
Autism Interventions
1. Applied Behavior Analysis (ABA)
2. Auditory Integration Training (AIT)
3. Biochemical Therapies
4. Circle of Friends
5. Computer Aided Instruction
6. Dietary Restrictions and/or Supplements (including enzymes and vitamins)
7. DIR/Floortime Approach (Greenspan)
8. Discrete Trial Training (DTT)
9. Early Intervention Behavioral Intervention (EIBI)
10. Early Start Denver Model (ESDM), for young children with autism
11. Functional Communication Training (FCT)
12. Holding Therapies
13. Hyperbaric Oxygen Chamber Treatments
14. Joint Attention Interventions
15. Music Therapy
16. Naturalistic Intervention
17. Options Therapy (Son Rise)
18. Peer Mediated Instruction and Intervention
19. Pharmacological Approaches
20. Picture Exchange Communication System (PECS)
21. Pivotal Response Training (PRT)
22. Play Groups
23. Power Cards
24. Relationship Development Intervention (RDI)
25. Research on Connection with Mercury and the MMR to autism
26. Research on Siblings of Children with Autism
27. Research on Transition Services for Employment
28. Research on Transition to the Adult World
29. Research on Twin Studies
30. SCERTS Model (Social Communication, Emotional Regulation, and Transactional Support)
31. Sensory Integration
32. Sign Language
33. Social Stories
34. TEACCH (Treatment and Education of Autistic and related Communication-handicapped Children)
35. Visual Strategies and Supports
36. Video Modeling
A
UTISM
I
NTERVENTIONS
1.
Applied Behavior Analysis (ABA)
2.
Aud
itory Integration Training (AIT)
3.
Biochemical Therapies
4.
Circle of Friends
5.
Computer Aided Instruction
6.
Dietary
R
estrictions and/or
S
upplements (including enzymes and vitamins)
7.
DIR/Floortime Approach (Greenspan)
8.
Discrete Trial Training
(DTT)
9.
Early Intervention Behavioral Intervention (EIBI)
10.
Early Start Denver Model (ESDM)
,
for young children with autism
11.
Functional Communication Training (FCT)
12.
Holding Therapies
13.
Hyperbaric Oxygen C
hamber Treatments
14.
Joint
Attention Interventions
15.
Music Therapy
16.
Naturalistic Intervention
17.
Options Therapy (Son Rise)
18.
Peer
M
ediated
I
nstruction and
I
ntervention
19.
Pharmacological
A
pproaches
20.
Picture Exchange Communication System (PECS)
21.
Pivotal Response Training
(PRT)
22.
Play Groups
23.
Power Cards
24.
Relationship Development Intervention (RDI)
25.
Research on
C
onnection with
M
ercury and the MMR to autism
26.
Research on
S
iblings of
C
hildren with
A
utism
27.
Research on
T
ransition
S
ervices for
E
mployment
28.
Research on
T
ransition to the
A
dult
W
orld
29.
Research on
T
win
S
tudies
30.
SCERTS Model (Social
Communication
,
Emotional Regulation
, and
Transactional Support)
31.
Sensory Integration
32.
Sign
L
anguage
33.
Social Stories
34.
TEACCH (Treatment and Education of Autistic and related
Communication
-
handicapped C
h
ildren)
35.
Visual Strategies
and .
A Free 200-Page eBook ~ Brain and Mind Exercise.pptxOH TEIK BIN
(A Free eBook comprising 3 Sets of Presentation of a selection of Puzzles, Brain Teasers and Thinking Problems to exercise both the mind and the Right and Left Brain. To help keep the mind and brain fit and healthy. Good for both the young and old alike.
Answers are given for all the puzzles and problems.)
With Metta,
Bro. Oh Teik Bin 🙏🤓🤔🥰
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptxCapitolTechU
Slides from a Capitol Technology University webinar held June 20, 2024. The webinar featured Dr. Donovan Wright, presenting on the Department of Defense Digital Transformation.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Case 9 Defender Direct, Inc. A Business of Growing LeadersGosi.docx
1. Case 9: Defender Direct, Inc.: A Business of Growing Leaders
Gosia Glinska
Edward D. Hess
· 1 Defender Direct, Inc. (Defender), headquartered in
Indianapolis, Indiana, was a privately held company that sold
and installed ADT security systems and Dish Network Satellite
TV to homeowners in the United States. President and CEO
Dave Lindsey started the business out of his home in 1998,
making the transition to entrepreneur from new-product
development at Medeco Security Locks, Inc. He used $30,000 of
his and his wife’s personal savings to fund the start-up, which
he called Defender Security Co.
· 2 From its humble beginnings in the Lindseys’ spare bedroom,
Defender became one of the largest security and satellite dealers
in the Midwest, experiencing an average annual growth rate of
60% over 10 years. In 2008, Defender generated $150 million in
revenues and ranked 387th on the Inc. 500 list of America’s
Fastest-Growing Companies. With 1,500 employees, the
company had a national footprint of 120 offices in 40 states.
· 3 Defender’s stellar growth was fueled by an aggressive
direct-marketing focus and national expansion, but Lindsey,
who was fond of saying that “businesses don’t grow—people
do,” credited the Defender culture, which fostered continuous
employee development. He elaborated: Defender has grown
faster than its peers not because we are better at selling and
installing security systems but because our people have grown.
Our sales have doubled because the capacity and talents of our
leaders have doubled. A few years ago, we stopped trying to
double our business and realized the way to grow was to double
our team members’ enthusiasm, optimism, and skills. Send
people to seminars, leadership conferences, and self-help
programs. Build a culture on purpose, not by accident.1
THE FOUNDER
· 4 Lindsey was born in 1969 and grew up in the Midwest. He
3. family was and my support structure, and where I really wanted
to be permanently,” said Lindsey. He reflected on his days as a
freelance locksmith: I began changing locks and installing
deadbolts, which was pretty horrible because every
psychological test I’ve ever taken says that me and a power drill
should stay as far apart as possible. I have some great stories
about taking out my friends’ locks and not being able to put
them back on …. So that’s how I began, pretty ugly, and my
intention was to never do installation, because I’m not
technical. But I had to get out and learn.
· 7 While his wife took over the role of a family breadwinner,
Lindsey researched the security industry. “I was, like, if
someone needs a lock, maybe they want an alarm system? And
in the mid-’90s the alarm industry really exploded.” Lindsey
jumped at the opportunity when ADT Security Systems and
other brands began offering $99 start-up packages for
homeowners, making home-security systems more affordable to
a wide group of consumers. “We wrote a business plan, got
ADT to take a chance on us, and began as an ADT Authorized
Dealer. We never looked back. I never did another lock job once
we signed our ADT contract.”
LEARNING THE ROPES
· 8 For his first three months as an ADT Authorized Dealer,
Lindsey focused on meeting the sales quota. Failure to sell 15
systems per month not only could lead to problems for the
business but also could result in a financial penalty, which
would have swallowed much of the Lindseys’ start-up capital. A
devotee of the principles Gerber laid out in The E-Myth,
Lindsey said he “was looking for that Gerber-type of repeatable
system, something that could be ‘McDonaldized.’ “
· 9 Lindsey took advantage of a sales-training program offered
by ADT. “The Dealer Program I came into was 90% door-to-
door sales,” he said. “ADT was teaching us to knock on doors.
They threw me in a van with a bunch of other guys and put me
on the street, and I’d sell ADT systems door-to-door.”
· 10 The day that Lindsey, who had never sold an ADT system
4. before, made his first sale within a couple of hours, he “saw it
work.” He immediately called his wife to tell her he was going
to buy a 15-passenger van. He recalled: I had seen a repeatable
process, which involved a van; when you go door-to-door you
have to have that team environment—when you drive together
in one car, you’ve got to pick the people up so they can’t leave,
until they get a sale. When everybody drives individually, they
end up getting back in their cars and leaving.
· 11 During the first month of knocking on doors, Lindsey sold
six security systems and fifteen during the second month, with
the help of a friend. It was cause for celebration because they
had met ADT’s monthly quota. The third month was even
better; with first hires onboard, Lindsey and his team sold 30
systems.
THE ADT SALES CONTEST
· 12 By September 1998, Lindsey had assembled a team of 10
salespeople. “I really wanted to start the team out with a bang,”
he said. “I needed a catalyst, a point of focus.” ADT’s sales
contest with its $15,000 prize was exactly what Lindsey needed
to fire up his team. “Each dealer’s quota was based on the
previous three months’ sales,” he said. “I believed we had a
great opportunity to win since our previous three months’ quota
would be only 17 units.” The team launched a sales blitzkrieg.
As Lindsey recalled: My living room was converted into our
Sales Meeting War Room. My artwork was covered up with a
makeshift sales board, and my entertainment center became an
employee mailbox system. Administrative paperwork was
handled from my back bedroom, complete with a board
stretched out on the bed to form a desk, a computer, and a
borrowed fax machine. Side meetings and training sessions were
held on the front lawn. We were entrepreneurs, making the rules
up as we went. We had no fear and knew we had a great product
and wanted to meet as many people as possible. We went out
together each day, feeding off each other’s energy.2
· 13 One day in mid-September, while his sales team was
gathered in his living room, Lindsey went to the back bedroom
5. to call ADT’s headquarters to find out how his team ranked
among other ADT Authorized Dealers. His surprise turned to
shock when he learned that, as a new ADT Authorized Dealer,
Defender had its sales quota increased from 17 to 45. Shaken,
Lindsey weighed his options.
· 14 What happened next was what Lindsey referred to as “an
inflection point in the company” and “the moment of truth” for
him as a leader. He took a few minutes to compose himself and
went back to the living room to face his sales team. He candidly
related the news about the quota and then spent a few minutes
rallying his troops. “We’re going to blow through this,” he said.
· 15 With 45 sales already under its belt and two more weeks to
go, Defender still had a shot at winning the contest. “We took it
up a notch or two during those last two weeks and worked long
hard days,” Lindsey said. Defender’s installation crew tripled
its capacity to make sure every system Defender sold got
installed the next day. By the end of September, with 142
systems sold and installed, Lindsey’s sales team was 316%
above its quota and 835% above its three-month historical
average.3
· 16 In snatching the top prize in the sales contest, the upstart
company had defeated hundreds of other ADT Authorized
Dealers from across the United States. “September was crazy,”
Lindsey said. “After four months of knocking on doors, we had
a system, and we knew what we were doing. Soon after, we sold
200, 300 systems, and we ran pretty quickly to the 600-range a
month. And it kind of skyrocketed from there.”
THE ENTREPRENEURIAL MINDSET
· 17 During its first few months of operation, Defender
subcontracted all systems’ installations. “You know the old
adage, nothing happens until a sale happens,” Lindsey said. “So
we focused on creating demand.” In September, when sales
numbered 142 systems, however, Lindsey hired his first
installation technician. At the beginning, Defender hired
technicians with minimal industry experience, who were able to
handle a wireless alarm system that was relatively easy to
6. install.
· 18 At approximately the same time, Lindsey hired his first
sales manager, who took over driving the van with the sales
team, freeing up Lindsey to “get the paperwork done to support
this,” as he put it. “I was able to stop and go back and put some
processes in place.” He reflected on the early building of the
business: We kept in mind Gerber’s three roles in a business:
the entrepreneur’s job is to create the process, the manager’s
job is to assure the process is used, and the technician’s job is
to follow the process and use it. And that has dominated my
thoughts for the past 10 years. Every time we’re trying to grow
something, we are very clear about who is playing these roles,
and we make sure somebody’s doing each of these. In the
beginning, I played all those different roles, but I was conscious
that I was ultimately the entrepreneur, and for the first three or
four years all I did was build processes.
THINKING BIG—WITH A CLEAR FOCUS
· 19 In November 1998, Defender opened a second office and
sold 125 systems the first month. Lindsey’s sales team pledged
to open a new office every 90 days, and Defender ended its first
year of operation with four offices. As Lindsey said, “We lived,
and still do, by Gerber’s tenet—‘big business is just a small
business that thought big.’ And we wanted to be much bigger.
In those days we’d always remind ourselves that it’s not okay to
put a mom-and-pop system in place, because that’s just going to
keep us small forever.”
· 20 Looking for ways to grow his business, Lindsey considered
expanding into the commercial security market, but after some
thought, he decided that the residential market would be
Defender’s staple. “We weren’t so much a security company as
a home market and installation company,” Lindsey said. “We
found another product that could be marketed in a mass way and
be installed in homes.” That product was satellite TV, which
Defender added to its offerings in 2001 and with it quickly
became one of the top Dish Network dealers.4
· 21 Since making the decision to concentrate on the residential
7. market, Lindsey stayed on course and steered his company away
from potential distractions. “We have a saying posted all over
our offices—Focus Equals Growth.” He elaborated: Today we
still only have 13 part numbers in our inventory room, the same
13 we had 10 years ago. We have not added things. We keep
doing more of the same better, trying to McDonaldize it. We
understood focus as the goal early on, constantly using an ABC
format to prioritize. I coach all of our new leaders, “We don’t
pay you to get everything done—we pay you to get the most
important things done.”
Defender’s “Hedgehog” Statement
· 22 For help in knowing what to focus on each day, Defender
employees turned to what the company called its hedgehog
statement—“We are best in the world at customer acquisition
for top brand-name products and services that target
homeowners.”5 The hedgehog concept was one of the principles
of greatness outlined in Jim Collins’s 2001 best seller Good to
Great.6 As Collins’s research indicated, great companies
refused to do anything that did not fit with their hedgehog
concept, and they made as much use of stop-doing lists as to-do
lists.
EXHIBIT 1: Defender Direct, Inc.: A Business of Growing
Leaders
Defender’s Circle of Life
Source: Courtesy of Defender Direct.
· 23 Lindsey cited Collins as one of his biggest influences and
made his employees read his book; they even read whole
chapters out loud in the office. Having spent five years
discovering its hedgehog concept, Defender leadership used it
as a frame of reference for all its decisions. As Lindsey said,
“We really pride ourselves not on our to-do list but on our not-
to-do list. And we have found that the more we say ‘no’ to
things, the more we grow.”
Defender’s “Circle of Life”
· 24 Another practical tool, which Lindsey and his leadership
8. team used on a weekly basis, was the so-called circle of life
(Exhibit 1). It was a visual representation of their understanding
of how the business worked. “Imagine a clock face,” Lindsey
said. “Twelve o’clock is marketing, three o’clock is sales, six
o’clock is installation, and nine o’clock is admin and finance. It
used to be just sales, door-to-door, but it all starts with
marketing. So I spent my energy on really ramping it up over
the last five years.”
· 25 Whenever Lindsey noticed a bottleneck in any of the four
areas of the circle of life, he would focus his full attention on
that particular spot to alleviate the bottleneck. He elaborated:
First, I’d work with marketing until we had enough leads. But
we didn’t have enough salespeople, so I’d jump over to sales,
and make sure we close all the leads until we didn’t have
enough technicians. Then, I’d go down to installation and make
sure we’re getting all the systems installed, and it would flow
back up, and then we’d have a paperwork backup, so I’d make
sure ADT was paying us. And then as soon as that is all
released, we say that the money flows around that. Marketing
takes a dollar and starts at 12 o’clock, and you hope that two
dollars come up when you spin around the circle. So then I’d go
back to marketing and say, “Okay, we’ve got some more
marketing programs: let’s go. And I just kept running around
that circle. The faster you spin the circle, the faster we grow.
I’ve had my direct reports say to me, “You’re focusing on my
part of the circle right now. You’ve been to my office every day
this week,” and I’m, “Yeah, I’m going to be in your part of the
circle until our install rate or our backlog is down.” Today, I’m
backing up from that a little bit as I’m changing my role.
· 26 To keep a close eye on his business’s financial
performance, Lindsey used a scorecard, which he had
introduced a year after starting Defender. “It’s a concise Excel
spreadsheet,” said Lindsey, “with weeks’ and months’ worth of
history and then this week’s numbers, like, what’s the close
rate? We want to get that scorecard more automated, and we
want that to be a live dashboard.” Lindsey held weekly Friday
9. meetings with his direct reports, during which they thoroughly
reviewed all metrics on the scorecard. The meetings started in
the afternoon and lasted more than four hours.
FINANCING GROWTH
· 27 All entrepreneurs know that funding growth is an expensive
proposition and that access to capital is one of the biggest
challenges facing start-ups. Defender had an advantage in that
area because of its business model, which involved acquiring
new customers and then “selling” them to ADT and Dish. “They
cash us out upfront,” said Lindsey. “We sell the contract, which
is a three-year agreement that has a value, just like a bank sells
a loan. It has always kept us cash rich, and we’ve been able to
fund all this growth without any debt.” In addition, Defender
pulled in regular revenue from installation and monthly
monitoring services.
· 28 But the company experienced its share of bumps in the
road. About a year into his entrepreneurial journey, Lindsey
struggled to make payroll. At a family dinner, he wanted to
forget about work but could not stop thinking about it. “I
remember my dad and I made eye contact,” Lindsey said. “I just
broke down crying, telling him how stressed out I was. So that’s
early on, just cash flow and understanding. You’ve got all these
people believing in you, and you’re trying to have that initial
confidence just to get the ball to roll.” Lindsey elaborated: It
got really ugly, and that led us to getting into Dish Network
Satellite TV in addition to ADT. So, luckily, things righted
there. But that was huge; we had one year of negative growth in
10 years, and that was that year. It was really just about holding
things together. I remember I had everybody in the company on
speakerphones, giving them a speech, “We’re going to get
through this, and these are the three or four things we’re going
to do.” That was probably the biggest time I felt like a general
of an army.
THE EVOLUTION OF THE BUSINESS MODEL
· 29 For the first three years, Defender’s sales force consisted
of “full-commission door-knockers,” as Lindsey put it. “It was a
10. great way to start, because there’s no marketing, and you’re
only paying someone when the sale is made. Then we realized
we could set appointments instead of knocking on doors, and we
became 100% telemarketing-based.”
· 30 Around the time Defender was transitioning to
telemarketing, an acquaintance of Lindsey’s introduced him to
Marcia Raab, owner of a small call center in Indiana. Defender
soon became Raab’s exclusive customer. “She did a great job,
was such a servant to our business—she really did it at an
exchange rate with us,” said Lindsey. “Terrific marketing and
sales person. She grew the 20-person call center to 200 people
in two centers, and she owned that.”
· 31 Defender eventually bought Raab’s call centers, and Raab
became Defender’s vice president of sales and marketing. “She
was an absolute dynamo,” said Lindsey. “She started coming to
our staff meetings, when she was our outsource partner with her
own call centers, which she ran like a division of ours. And then
we formalized it and put her in the VP spot.”
· 32 The telemarketing operation had to be scrapped in 2001,
with the introduction of the “no-call list hit,” as Lindsey named
it, which allowed consumers to put a stop to unwanted
telemarketing pitches. “So, we reinvented the business for the
third time,” Lindsey said. “Now it’s 100% direct mail and the
Internet, so our call centers handle only incoming calls.”
· 33 Defender’s call center kept growing, reaching more than
400 sales and customer-service agents in five contact centers
located in Indiana and Ohio. The sales agents handled inbound
calls from potential customers, who responded to Defender’s
newspaper ads, pitches on the Internet, or direct-mail offers,
while customer-service agents handled the calls from existing
customers seeking support. “The inbound agents who are taking
calls from prospective customers are paid minimum wage plus
heavy commission,” said Lindsey. “And with those people we
have a fairly high turnover. You have to hire four or five to get
one who’s good.”
LINDSEY’S BIGGEST CHALLENGES
11. · 34 From the time Lindsey launched his own business, he had
been challenged to continually evolve his relationship with the
company, transforming himself from a door-to-door salesman to
sales manager to controller to regional manager to president and
CEO in 10 years. As he reflected on his changing role, My
biggest struggle has been constantly reinventing my relationship
to the business. You go from a business that’s in an extra
bedroom to 200 employees nationwide, $150 million in sales,
and that is a huge challenge in itself, both in terms of process,
skill, and psychologically. Every year I say to my wife that I
have to reinvent my relationship to the business. It started with
hiring the first sales manager to go take these guys to knock on
doors for me, to then jumping to be an admin lead and putting
someone else in my place. I feel like I kept filling a hole and
then leaving somebody behind. Then taking it from being in
Indianapolis to being a regional presence and all the skills it
takes. And today I’m evolving even more into being—I think of
it as a chairman, a shareholder, investor, as well as business
strategy and new products.
Managing People
· 35 As Lindsey’s relationship to his business evolved, so did
his management philosophy. At first, he found it hard to
delegate. “It was hard to release control,” he admitted. “At one
time I thought I could do it better than anybody else. All it took
was to hire a couple of people and understand they could do it
better than me.”
· 36 After six months of driving a van with his door-to-door
sales team, Lindsey found a sales manager he trusted who
eventually became the number one ADT sales rep in the country
and rose through the ranks to become vice president of sales.
Similarly, the first installation technician Lindsey hired grew to
become Defender’s vice president of installation. When
Defender was generating $20 million in revenue, he was in
charge of installation for the whole company. “When the job
started to outstrip him, he was put into a regional role, which
was still almost a $10 million region,” said Lindsey. “I always
12. say to people whose jobs outstrip them, ‘You still have the same
level of responsibility or more.’”
· 37 As a manager who never had much tolerance for mistakes,
Lindsey described himself as a proponent of tough love. “I kind
of manage with a Bobby Knight–type7 of mentality with my
direct reports,” Lindsey said. “I’ve always said I need people
with thick skin who themselves do not tolerate mistakes.”
· 38 By 2008, Lindsey had four direct reports: chief operations
officer (COO), chief marketing officer (CMO), chief
information officer (CIO), and chief financial officer (CFO).
· 39 COO John Corliss, whom Lindsey had met at Medeco, came
onboard in January 2006 as Defender’s CFO, a position he held
for a year. As the COO, Corliss was responsible for the
company’s customer service, human resources, and installations
departments. Installations included all field installation
technicians, who were full-time Defender employees working in
120 installation locations around the country. In 2008, Lindsey
made him a partner in the business.
· 40 Marcia Raab, a Defender employee since 2001, was
promoted from vice president of sales and marketing to CMO
and in 2008 became a partner. She was responsible for
managing the planning and purchasing of all Defender
marketing programs as well as overseeing the operations of
Defender call centers. Lindsey said, “Marcia is the drumbeat of
the organization, and as fast as she beats that drum, the rest of
us dance.”
· 41 Bart Shroyer, the CFO, came onboard in 2007. He was
responsible for all accounting, funding, and financial
management for Defender. Shroyer, who had a breakout year in
2008, was made a partner in 2009.
· 42 Gregg Albacete, the CIO, joined Defender in 2007. He was
responsible for building and maintaining systems, databases,
and the IT infrastructure that supported and extended
Defender’s business model.
Finding the Right CFO
· 43 Among the many challenges Lindsey faced while growing
13. his business, one of the toughest was filling the CFO position.
At first, Lindsey “gave a box of receipts to an accountant,” as
he described it, but nine months into his contract with ADT,
Lindsey’s wife took over the accounting function of the
business. A few months later, with the help of QuickBooks
accounting software, Lindsey said, “She came on full-blown,”
and continued in the CFO role for five years, until the arrival of
the Lindseys’ third child when she became a full-time stay-at-
home mom. Then, her assistant, who “grew up in the business,”
took over.
· 44 Lindsey admitted that he has had “four to five people” in
the CFO position since he started Defender. “It was the hardest
job to fill,” he said. He elaborated: Our average growth rate was
60% a year for the last 10 years. So you hire a bookkeeper, then
you need an accountant, and then you need a controller. I didn’t
shoot far enough ahead. The problem was, when I tried to shoot
ahead, I got real schmoheads. CFOs are all by nature pretty
conservative people. They are sharp guys, not looking for a $10
million business to work in. The only person who wants to be
CFO in a $10 million business says, “Well, I’ll just start my
own business. I’m not going to work for this guy, take on his
risk.” So I got a couple of screwballs, who didn’t seem that way
when I interviewed them. Once we got to $50 million plus, it
was a lot easier to attract people.
DEFENDER’S CULTURE
· 45 Lindsey attributed Defender’s success to its culture, which
he built around each employee’s personal growth. Describing it
further, he said, “Another word is ‘terrific.’ We talk about being
terrific every day, and we choose to be that way.”
· 46 Lindsey was continuously learning and growing, and he
encouraged his employees to do the same, sending them to
various self-improvement seminars, such as Dale Carnegie
Training and Ed Foreman’s Successful Life Course. “We coined
a saying, ‘Businesses don’t grow—people do,’” said Lindsey. “I
don’t want this to become a cliché around Defender because it’s
been our secret sauce. All of us had to grow. We’ve
14. accomplished this reinvention through good books and good
tapes and networking with good people” (Exhibit 2).
· 47 Over the course of 10 years, Lindsey reinvented Defender’s
business model three times, reinvented himself and his role, but,
most important, he redefined the purpose of his business, which
had evolved from making money to growing people. “Our
growth plan is that you have to reinvent yourself this year,”
Lindsey told 1,500 Defender employees at its annual Self-
Improvement Day, held in April in Indianapolis. This
companywide commitment to personal growth and continuous
reinvention was the linchpin of Defender’s corporate culture,
and Self-Improvement Day provided an opportunity for
reaffirmation every year.
EXHIBIT 2: Defender Direct, Inc.: A Business of Growing
Leades
Defender’s Culture
At Defender Direct, we are about being the best! We have
founded ourselves on the principle that we can be the best in the
world at customer acquisition for top brand-name products and
services that target homeowners. It doesn’t stop there. It has
infiltrated throughout our entire company.
We have the best employees! We have the kind of employees
that are constantly working on themselves and building
themselves into leaders. At Defender Direct, you will find
people that are always striving to set and meet new goals. That
is why we are always promoting people from within. Our four
passions act as a roadmap for making our people the best they
can be, and they really take it to heart.
We work with the best products! As a Dish Network dealer, we
are one of the top-five dealers in the country. For ADT, we are
also a top dealer. How do we do that? By working with the best
products in the industry and products we believe in. Our
employees are some of our best customers! At Defender Direct,
customers will find that we do our best so we can be the best!
We strive for excellence and that is what customers get each
time.
15. Defender Direct is the best in the world at customer acquisition
for top brand-name products and services that target
homeowners.
Rewards and Recognition
· • Annual Superstar Celebration. Every year we celebrate our
employees’ accomplishments by taking them on an annual trip.
For 2008, we took 278 employees and their guests to Cancun,
Mexico. Past trips have included trips to Jamaica and the
Bahamas. Our superstars are what make us what we are, and we
want to celebrate that with a trip that lets them know how much
we appreciate their dedication and commitment to achieving
their goals.
· • Defender Family Day. Each Labor Day, we invite our
employees and their families to spend time with us for some fun
and sun, our treat! Past events have taken us to Indiana Beach
and Six Flags Kentucky Kingdom. It’s a great way to celebrate
the last hurray of summer.
· • Sales Contests. We understand that our sales team is a key
driver for our success. We have weekly contests and awards for
our sales team to keep them working on hitting and breaking
new records. This year we even gave away a car!
· • This is just a small list of the many things we do to reward
and recognize our employees’ dedication and hard work. We are
always coming up with new ways to reward them for all they
contribute. We put this as a high priority on our to-do list.
Training
· • Every technician we hire attends Defender University, a
complete training program that gets them ready to be successful
in the field. We have had some of the top techs in the industry
come out of Defender University, and we continue to expand the
size of our classes every month.
· • We are always looking for opportunities to send our
employees to training and seminars, so that they are
continuously developing and working on themselves. Programs
include the Dale Carnegie Training Program, Ed Foreman’s
Successful Life Course and much more. We believe in self-
16. improvement, and we are always looking for ways to help
employees do just that.
Additional Perks
· • Extensive library with books from great authors such as John
Maxwell, Jim Collins and Jack Welch.
· • Corporate-sponsored Weight Watchers program to help
employees achieve personal weight-loss goals.
· • Corporate chaplains.
· • Much More!
Source: Adapted by case writer from the company Web site.
· 48 Lindsey was particularly proud of Defender Advantage, the
company’s four-year initiation program into the Defender
culture, during which employees received leadership training,
participated in the company’s book club, and traveled with their
families on mission trips abroad to work as volunteers.8 In
addition, newly hired installation technicians attended Defender
University, a complete training program that prepared them to
be successful in the field. Part of the Defender University’s
curriculum was Corporate Culture Day, during which all new
hires listened to Defender’s senior managers, including Lindsey,
via satellite. The main purpose of Culture Day was to drive the
following message: “We are asking you to work harder on
yourself than on your job.” On Culture Day all new hires were
also given the Defender Leadership Advantage Board, which
charted the path of their growth (Exhibit 3).
· 49 Besides focus and drive, Lindsey listed forgiveness as one
of his greatest strengths as a leader. As he told his staff, he
believed that their “ability to forgive each other really built a
culture around here. It’s the glue that allows us to stay at this
breakneck speed.” Lindsey, who described himself as a “student
of leadership,” stressed that his “basic belief in forgiveness
comes from [his] Faith and having learned from Jesus, who was
a servant leader.” Still, when reflecting on his entrepreneurial
journey, Lindsey always emphasized the lesson of continuous
employee development: It’s been a humbling learning
[experience] for me as a business owner. It’s not about having a
17. better plan or a widget. It’s about helping your employees,
because every time they grow, I grow. And that’s what keeps
me going, that’s my calling in life—to build and develop
leaders …. We don’t want to be in the business of buying and
selling businesses. We want to be in the business of growing
and developing leaders. We have a platform to do that. So that’s
what my goal is.
EXHIBIT 3: Defender Direct, Inc.: A Business of Growing
Leades
Defender’s Leadership Advantage Board
Source: Courtesy of Defender Direct.
1
“Defender Security Co.” Indianapolis Business Journal,
September 15, 2003.
2
Excerpted from Defender Direct Web site.
3
Defender Direct Web site.
4
Terri Greenwell, “IBJ’s Fastest Growing Companies,”
Indianapolis Business Journal, September 17, 2007.
5
Defender Direct Web site.
6
Jim Collins, Good to Great: Why Some Companies Make the
Leap … and Others Don’t (New York: HarperBusiness, 2001).
7
Bobby Knight, the coach with the most career wins in men’s
collegiate basketball history, led the Indiana University men’s
basketball team to three NCAA championships between 1971
and 2000.
8
Inc. 500/5000 Fastest-Growing Private Companies in America,
2008, Defender Direct, Inc.
18. ACCT 1080 Financial Accounting Theory, Semester 2,
2015WIL Report B
The following assessments involve Work Integrated Learning
(WIL) activities. The focus of RMIT’s WIL policy is for you to
‘learn by doing in context and with feedback’ in realistic
contexts. This assessed WIL experience makes a significant
contribution to development of your work-readiness capabilities
by deepening your knowledge of, and skills at, core
accountancy practices concerning the practical application of
contemporary financial accounting regulation in the workplace.
Background Information and Reporting Task
You are a junior accountant with Factional Ltd, a large,
publicly-listed company operating in the high-tech sector.
Factional Ltd has recently appointed a new chief Executive
Officer (CEO), Mr Magnus Bouche, who is due to take up his
appointment very shortly. Last night, at the invitation of a
friend, you attended a prestigious charity function which,
coincidentally, was also attended by Mr Bouche. At one point
during the night, you found yourself standing quite close to
(but unobserved by) Mr Bouche and overheard a part of his
conversation with friends, including his comment that the first
thing he intended to do as CEO of Factional Ltd was to “take a
bath”.
You are not sure of what it means to “take a bath”, but the
conspiratorial tone of the conversation and the fact that one of
Mr Bouche’s friends responded to the comment by asking about
the likely impact on Factional Ltd’s share price, while another
laughed and said something (which you couldn’t quite hear)
about Mr Bouche’s put options in Factional Ltd shares, have
aroused your suspicions.
This morning, you spoke confidentially to your supervisor in
the accounting department of Factional Ltd, Ms Betta Golightly,
19. telling her about the overheard conversation and asking her
whether she knew what it meant to “take a bath”. She replied
that she had heard of the Big Bath Hypothesis and knew that it
related to earnings management, but confessed that she didn’t
know about any likely capital markets impacts. She then asked
you to conduct some research and prepare a report for her,
outlining the following:
i.Possible motivations for an “earnings bath”
ii.How an “earnings bath” may be achieved
iii.Whether an “earnings bath” has implications for a firm’s
share price
iv.Whether an “earnings bath” has implications for the value of
a firm’s stock options.
Your report will provide the basis for Ms Golightly’s decision
on whether the matter should be brought to the attention of
Factional Ltd’s audit committee (a sub-committee of Factional
Ltd’s board of directors).
Report Requirements:
Report Format: Your report must conform to ‘Basic Report’
structure – see ‘Business Report Handout’ on Blackboard. You
should keep in mind that your report is intended to be submitted
to the audit committee of Factional Ltd.
Referencing: Your report must be fully referenced in-text and
also include a list of references. The ‘RMIT Business’ version
of Harvard referencing is required. For details of this
referencing system go to
https://www.dlsweb.rmit.edu.au/bus/public/referencing/index.ht
ml.
Word Limit: 1,000 words (not including reference list).
Weighting: 20%
Submission: Your report must be lodged electronically via the
course Blackboard site (includes automatic submission to
Turnitin). Note that your report must be submitted as a Word
document.Also note that there is no need for a coversheet, as
this will only increase the Similarity index for your submission.
20. Ensure you obtain a Turnitin receipt and note its number. In
rare instances, problems can occur during the electronic
submission process. In the event of a dispute over whether your
report was lodged correctly or on time, your Turnitin receipt
can provide evidence of this. Without a receipt, you have no
evidence!! (Hard copy submissions are not required.)
Marking: You should refer to the marking rubric, on page 3 of
this document, which indicates the criteria upon which your
report will be marked. All reports will be marked electronically,
and marks and comments made available to you electronically
upon completion of the marking process.
Due Date: Monday 28 September 2015 at 10:00pm (Singapore
time).
Extensions and Late Submissions:
If you wish to apply for an extension of time (7 days or less) for
submission of a WIL assignment report you must email the
course coordinator BEFORE the due date. You must include in
your email a completed Application for Extension of Time for
Submission of Assessable Work form, and supporting
documentation. If you are seeking an extension of more than 7
days, then you must apply for Special Consideration via the
formal online process (NOT to the course coordinator).
Further information can be found at the following web address:
http://www1.rmit.edu.au/students/assessment/extension.
All WIL assignment reports will be marked as if submitted on
time, then the mark awarded will be reduced by 10% for each
day (or part of a day) that the report is late. For example, if an
assignment is worth 20 marks and is submitted 2 days late then
you will be penalised 2 x 10% of 20 marks, which is 4 marks.
These 4 marks will be subtracted from the assessed mark.
WIL assignment reports that are late by 7 days or more will not
be marked and will be awarded zero.
Please note that extensions are normally only granted in cases
of exceptional and genuine hardship. This does not include
inconvenience, poor planning, pressure from work or work
21. commitments.
Report Marking Rubric
Scoring level
Depth and quality of research undertaken
Application of research to the task
Ability to apply appropriate accounting theories to the context
of the task
Ability to synthesise information into a coherent and engaging
report
Ability to correctly acknowledge sources using the RMIT
Business Harvard Referencing system
Score
5 marks
5 marks
5 marks
3 marks
2 marks
Accomplished
(High Distinction)
· Materials referred to are relevant and
· References are drawn from a wide variety sources and
· References support the arguments presented and
· Research is current and from a reliable source
5 marks
· The report discussion clearly addresses the issues raised in the
task and
· The report is highly relevant to the needs of the client and
22. · The report clearly outlines the major findings of the
investigation and the impact of these findings on the client
5 marks
· Your report makes clear links between your research and
current accounting theories and
· Your report explains these links with clarity and applies these
links to the task
5 marks
· The report is professionally presented and
· All grammar and punctuation is correct and
· The report is written in a style appropriate for the client and
· The report is highly engaging and easy to read and
· All sections of the report have been included and correctly
constructed
3 marks
· The RMIT Business Harvard referencing system has been used
to clearly and accurately record all cited sources in the report
and
· A list of references has been provided which is correctly
formatted in the RMIT Business Harvard style
2 marks
Highly Competent
(Distinction/
Credit)
· Most of the materials referred to are relevant
· References are drawn from a good range of sources
· References generally support the arguments presented
· Research is mostly current and from a reliable source
23. 4-4.5 marks
· The report discussion addresses most of the issues raised in
the task
· The report is mostly relevant to the needs of the client
· The report outlines the major findings of the investigation and
the impact of these findings on the client
4-4.5 marks
· Your report makes links between your research and current
accounting theories but at times these links lack clarity
· Your report mostly manages to explain these links and apply
these links to the task
4-4.5 marks
· The report is professionally presented
· The majority of the grammar and punctuation is correct
· The report is written in a style appropriate for the client
· The report is engaging and fairly easy to read
· All sections of the report have been included and correctly
constructed
2.5 marks
· The RMIT Business Harvard referencing system has been used
to clearly and accurately record all cited sources in the report
· A list of references has been provided which is correctly
formatted but
· Some minor errors in the citations and/or list of references
1.5 marks
Satisfactory
24. (Credit/Pass)
· Some of the materials referred to are relevant
· References are drawn from a limited range of sources
· There is a lack of cohesion between the references cited and
the topic being discussed
· Research is mostly current and from a reliable source
2.5-3.5 marks
· The discussion addresses most of the issues raised in the task
but lacks some clarity
· The report at times lacks relevance and/or some of the
conclusions drawn are erroneous
· The report outlines the major findings but lacks clarity in
linking these findings to the client’s needs
2.5-3.5 marks
· While some attempts have been made to link accounting
theories to your discussion these links lack clarity
· Your report does not manage to explain these links clearly and
apply these links to the task
2.5-3.5 marks
· Improvement is needed in the report presentation
· There are some errors in grammar and punctuation
· The report is mostly written in a style appropriate for the
client
· The report is not engaging and/or is not easy to read
· All sections of the report are included but there are some
errors in these sections
1.5-2 marks
· The RMIT Business Harvard referencing system has been used
to record cited sources in the report but there are some major
25. errors in these citations and/or
· A list of references has been provided but there are errors in
the construction of this list (not all sources are cited)
1 mark
Unsatisfactory
· There is a lack ofevidence of relevant research
· The research presented is too narrow
· The research presented does not support the topic
0-2 marks
· The report discussion fails to address most of the issues raised
in the task and the discussion lacks clarity
· The report discussion lacks relevance and/or most of the
conclusions drawn are erroneous
· The report does not outline the major findings
0-2 marks
· Little or no attempt has been made to link accounting theories
to the discussion and /or the links made are incorrect
· Your report does not manage to explain these links and apply
these links to the task
0-2 marks
· Major improvements in the presentation of the report are
needed
· There are many errors in grammar and punctuation which need
correction
· The report is written in a style that is inappropriate, the report
is not engaging and/or is not easy to read
· Not all sections of the report have been included
26. 0-1 marks
· The RMIT Business Harvard system has not been used to
record cited sources in the report and/or
· No List of references or serious errors in the construction of
this list
0-0.5 marks
Total
/20
4
ACCT1080 Financial Accounting Theory (SIM) WIL Report B
Semester 2, 2015Page 1
Earning Bath
Background Information and Reporting Task
You are a junior accountant with Factional Ltd, a large,
publicly-listed company operating in the high-tech sector.
Factional Ltd has recently appointed a new chief Executive
Officer (CEO), Mr Magnus Bouche, who is due to take up his
appointment very shortly. Last night, at the invitation of a
friend, you attended a prestigious charity function which,
coincidentally, was also attended by Mr Bouche. At one point
27. during the night, you found yourself standing quite close to
(but unobserved by) Mr Bouche and overheard a part of his
conversation with friends, including his comment that the first
thing he intended to do as CEO of Factional Ltd was to “take a
bath”.
You are not sure of what it means to “take a bath”, but the
conspiratorial tone of the conversation and the fact that one of
Mr Bouche’s friends responded to the comment by asking about
the likely impact on Factional Ltd’s share price, while another
laughed and said something (which you couldn’t quite hear)
about Mr Bouche’s put options in Factional Ltd shares, have
aroused your suspicions.
This morning, you spoke confidentially to your supervisor in
the accounting department of Factional Ltd, Ms Betta Golightly,
telling her about the overheard conversation and asking her
whether she knew what it meant to “take a bath”. She replied
that she had heard of the Big Bath Hypothesis and knew that it
related to earnings management, but confessed that she didn’t
know about any likely capital markets impacts. She then asked
you to conduct some
research and prepare a report for her, outlining the following:
i. Possible motivations for an “earnings bath”
ii. How an “earnings bath” may be achieved
iii. Whether an “earnings bath” has implications for a
firm’s share price
iv. Whether an “earnings bath” has implications for the
value of a firm’s stock options.
Your report will provide the basis for Ms Golightly’s decision
on whether the matter should be brought to the attention of
Factional Ltd’s audit committee (a sub-committee of Factional
Ltd’s board of directors).
Your report will provide the basis for Ms Golightly’s decision
on whether the matter should be brought to the attention of
Factional Ltd’s audit committee (a sub-committee of Factional
Ltd’s board of directors).
28. Report Requirements:
Report Format: Your report must conform to ‘Basic Report’
structure – see ‘Business Report Handout’ on Blackboard. You
should keep in mind that your report is intended to be submitted
to the audit committee of Factional Ltd.
Referencing: Your report must be fully referenced in-text and
also include a list of references. The ‘RMIT Business’ version
of Harvard referencing is required. For details of this
referencing system go
tohttps://www.dlsweb.rmit.edu.au/bus/public/referencing/index.
html.
Word Limit: 1,000 words (not including reference list).
Weighting: 20%
Submission: Your report must be lodged electronically via the
course Blackboard site (includes automatic submission to
Turnitin). Note that your report must be submitted as a Word
document.Also note that there is no need for a coversheet, as
this will only increase the Similarity index for your submission.
Ensure you obtain a Turnitin receipt and note its number. In
rare instances, problems can occur during the electronic
submission process. In the event of a dispute over whether your
report was lodged correctly or on time, your Turnitin receipt
can provide evidence of this. Without a receipt, you have no
evidence!! (Hard copy submissions are not required.)
Marking: You should refer to the marking rubric, on page 3 of
this document, which indicates the criteria upon which your
report will be marked. All reports will be marked electronically,
and marks and comments made available to you electronically
upon completion of the marking process.
Running head: <INSERT NAME OF CASE>
1
29. <INSERT NAME OF CASE>
4
Unit <Number> <insert name of case> Case Study Analysis
Kaplan University
School of Business
MT460 Management Policy and Strategy
Author: <insert your name>
Professor: Dr. Dennis Strouble
Date: <month> <date>, <year>
Name of Case Study
Company Name: <Insert company name here from the case.>
Topic of the Week: <Insert the topic of the week to focus upon
in the analysis.>
Synopsis of the Situation (include an identification of the
problem or problems)
<Start here and indent 5-7 spaces; then one inch margins all
around; enter content; should have two to three paragraphs>.
Alternative
Solution
s
<Create at least three alternative solutions that will address the
problems that you have identified. Remember that these must
align with their mission and current strategy. If you decide to
change the strategy then you must justify this approach.>
1. <Begin here with at least two sentences.>
30. 2. <Begin here with at least two sentences.>
3. <Begin here with at least two sentences.>
Selected