The document is an agenda for a workshop on government department strategies. It includes:
- Photographs and voice recordings may be taken at the workshop for documentation purposes with permission.
- Discussions will follow Chatham House Rules where comments can be shared but not attributed to specific people.
- The agenda covers strategy mapping, assumption mapping, and stress testing strategies. Worksheets provide guidance on developing strategy maps and assumption maps to support strategy development.
StrategyNZ: Mapping our Future presentation: World Future Society Conference,...McGuinness Institute
This presentation covers the StrategyNZ: Mapping our Future event hosted by the Sustainable Future Institute in March 2011 in Wellington.
This presentation was delivered by Wendy McGuinness, Dr Peter Bishop, Rory Sarten and Jess Prendergast at the World Future Society Conference in Vancouver 2011.
McGuinness Institute Presentation: Government Department Strategies Index 2015McGuinness Institute
McGuinness Institute
For more information on the GDS Index 2015 see www.gdsindexnz.org
More information about the Institute can be found at www.mcguinnessinstitute.org
This presentation was given by Wendy McGuinness at the McGuinness Institute on 2 May 2018 to mark the launch of the Government Department Strategies (GDS) Handbook and the 2018 update of the GDS Index. The event was also an opportunity for the McGuinness Institute to thank the government department officials who helped facilitate the research.
TCFD Workshop: Practical steps for implementation – Michael ZimonyiMcGuinness Institute
Across Wednesday 16 October and Thursday 17 October 2019, the McGuinness Institute partnered with Simpson Grierson to host two workshops exploring the Recommendations of the TCFD in Auckland and Wellington. This presentation was given by Michael Zimonyi from the Climate Disclosure Standards Board (CDSB), who came over from Germany to lead the workshops.
StrategyNZ is a McGuinness Institute project that began in early 2006. The overall aim is to contribute to a discussion on how to improve long-term strategic thinking and strategy stewardship in both the private and the public sector. To learn about the history and methodology of this project, see http://strategynz.info/.
StrategyNZ: Mapping our Future presentation: World Future Society Conference,...McGuinness Institute
This presentation covers the StrategyNZ: Mapping our Future event hosted by the Sustainable Future Institute in March 2011 in Wellington.
This presentation was delivered by Wendy McGuinness, Dr Peter Bishop, Rory Sarten and Jess Prendergast at the World Future Society Conference in Vancouver 2011.
McGuinness Institute Presentation: Government Department Strategies Index 2015McGuinness Institute
McGuinness Institute
For more information on the GDS Index 2015 see www.gdsindexnz.org
More information about the Institute can be found at www.mcguinnessinstitute.org
This presentation was given by Wendy McGuinness at the McGuinness Institute on 2 May 2018 to mark the launch of the Government Department Strategies (GDS) Handbook and the 2018 update of the GDS Index. The event was also an opportunity for the McGuinness Institute to thank the government department officials who helped facilitate the research.
TCFD Workshop: Practical steps for implementation – Michael ZimonyiMcGuinness Institute
Across Wednesday 16 October and Thursday 17 October 2019, the McGuinness Institute partnered with Simpson Grierson to host two workshops exploring the Recommendations of the TCFD in Auckland and Wellington. This presentation was given by Michael Zimonyi from the Climate Disclosure Standards Board (CDSB), who came over from Germany to lead the workshops.
StrategyNZ is a McGuinness Institute project that began in early 2006. The overall aim is to contribute to a discussion on how to improve long-term strategic thinking and strategy stewardship in both the private and the public sector. To learn about the history and methodology of this project, see http://strategynz.info/.
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at the SANZ UNDESD Future Dialogues. 17 November 2008
Wendy McGuinness, Mark Hucklesby and Warren Allen spoke at the CPA Congress 2016 held at SkyCity Convention Centre in Auckland on 18 October 2016. Their session was titled: Keynote 1— Panel discussion: Integrated reporting: Changing the corporate mind-set from one of compliance to it becoming a business imperative.
ICLR Friday Forum: How Media Reports on Disaster Events (October 15, 2021)glennmcgillivray
On October 15, 2021, ICLR conducted a Friday Forum webinar titled 'Disaster Coverage: How Media Reports on Disaster Events', led by Kevin Quigley, PhD, Scholarly Director, Professor, School of Public Administration, Dalhousie University.
Media narratives play an important role in how we understand disaster events and how we hold public officials to account for their response. While media coverage of high impact-low probability events seems dramatic, in fact, it’s quite nuanced. Different types of events generate different types of coverage. Pandemics generate high volume and alarming media coverage. So, too, do terrorist attacks and industrial failures. In contrast, terrorist plots and natural disasters generate medium- to high-volume coverage that is mildly negative and at times positive towards officials. Media cover cybersecurity very little. This presentation will review the patterns and reflect on their consequences.
Kevin Quigley is a public administration scholar who specializes in risk governance and critical infrastructure, focusing in particular on public sector responses to rare and high impact events, such as pandemics, natural disasters, industrial failures and cyber and terrorist attacks. Dr. Quigley has published two critically acclaimed books on critical infrastructure, including his most recent, 'Too Critical to Fail: How Canada Manages Threats to Critical Infrastructure' (co-authored with Bisset and Mills) which was shortlisted for the 2018 Donner Prize, awarded for the best public policy book by a Canadian.
This document is meant to spark conversations and stimulate thinking around the mission-oriented framework, including the fundamentals about "mission": evolution, concept and some lessons. This deck also serves the purpose of systematising questions from Camden Council, step-by-step implementation recommendations and case studies.
DATA OUTPUT.docx
GRAPHS FOR QUESTION ONE
MONTHLY STOCK RETURNS
SCATTERPLOT PLUS REGRESSION LINE
TABLE FOR QUESTION TWO (REGRESSION OUTPUT FOR MODEL ONE)
GRAPHS FOR QUESTION THREE
TABLES AND FIGURES FOR QUESTION TWO WHICH REQUIRES USE OF DIAGNOSTIC TOOLS
1.TEST FOR NORMALITY
2.HETEROSKEDASTICTY TEST USING THE WHITE METHOD
3.TEST FOR SERIAL CORRELATION USING LM TEST
USING HAC METHOD TO CORRECT HETEROSKEDASTICITY AND SERIAL CORRELATION (FIXING THE ERRORS)
QUESTION 5-USING CHOW TEST TO TEST WHETHER THE FINANCIAL CRISIS AFFECTED THE RELATIONSHIP
QUESTION 6-REGRESSION OUTPUT FOR MODEL 2
QUESTION 7: WALD TEST FOR TESTING JOINT HYPOTHESIS
-.3
-.2
-.1
.0
.1
.2
.3
-.3
-.2
-.1
.0
.1
.2
.3
808284868890929496980002040608
ResidualActualFitted
0
20
40
60
80
100
808284868890929496980002040608
General Dynamics Corp S
0
4
8
12
16
20
808284868890929496980002040608
Federal Funds Rate (Effective) FED
-.3
-.2
-.1
.0
.1
.2
.3
808284868890929496980002040608
NRSt
PROFESSOR'S COMMENTS.docx
1. In question 2, the model requires you to use the monthly stock returns to do the regression. By contrast, it is evident that you have used nominal stock prices instead of returns. This is totally wrong. You have not even made reference to the Discounted Cash flow model
2. In question 3 you are required to plot the actual values, the fitted values (predicted values) and the residuals and comment on model fitting. I am afraid that it apparently appears that you have not done so
3. You have not answered question four
4. You have not answered question five
5. Where is the answers for questions 6 and 7. To be precise the test for joint hypothesis required in question 7 is not shown and the outcome and the conclusions there in.
ECONOMETRICS ASSIGNMENT.pdf
INSTRUCTIONS
Word Limit 2500 words (excluding appendix and reference list)
Refer to the Journal Article Attached in the email as a guide on how to report
the results of the data analysis.
E-VIEWS is the preferred software for data analysis but if you are not
conversant with it you can use STATA or SPSS.
The deadline for this assignment is midday 21
st
,November 2016.
1
You have been allocated monthly time-series data for the United States
over the period January 1980-December 2009. The data refer to the following
variables:
S :the nominal stock price of a given company;
FED :the nominal short-term interest rate, measured by the effective federal
funds ratea (yields in percentage per annum);
IP :the level of industrial production.
Let NSRt be the monthly stock returns of the assigned company. Consider
the following regression model:
NSRt = β1 + β2 · FEDt + ut, (1)
where FEDt is assumed to be a stationary series.
1. Report the time series plots of the series and the scatter plot. Comment
on the graphs. [10%]
2. Use Ordinary Least Squares (OLS) to estimat.
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at the SANZ UNDESD Future Dialogues. 17 November 2008
Wendy McGuinness, Mark Hucklesby and Warren Allen spoke at the CPA Congress 2016 held at SkyCity Convention Centre in Auckland on 18 October 2016. Their session was titled: Keynote 1— Panel discussion: Integrated reporting: Changing the corporate mind-set from one of compliance to it becoming a business imperative.
ICLR Friday Forum: How Media Reports on Disaster Events (October 15, 2021)glennmcgillivray
On October 15, 2021, ICLR conducted a Friday Forum webinar titled 'Disaster Coverage: How Media Reports on Disaster Events', led by Kevin Quigley, PhD, Scholarly Director, Professor, School of Public Administration, Dalhousie University.
Media narratives play an important role in how we understand disaster events and how we hold public officials to account for their response. While media coverage of high impact-low probability events seems dramatic, in fact, it’s quite nuanced. Different types of events generate different types of coverage. Pandemics generate high volume and alarming media coverage. So, too, do terrorist attacks and industrial failures. In contrast, terrorist plots and natural disasters generate medium- to high-volume coverage that is mildly negative and at times positive towards officials. Media cover cybersecurity very little. This presentation will review the patterns and reflect on their consequences.
Kevin Quigley is a public administration scholar who specializes in risk governance and critical infrastructure, focusing in particular on public sector responses to rare and high impact events, such as pandemics, natural disasters, industrial failures and cyber and terrorist attacks. Dr. Quigley has published two critically acclaimed books on critical infrastructure, including his most recent, 'Too Critical to Fail: How Canada Manages Threats to Critical Infrastructure' (co-authored with Bisset and Mills) which was shortlisted for the 2018 Donner Prize, awarded for the best public policy book by a Canadian.
This document is meant to spark conversations and stimulate thinking around the mission-oriented framework, including the fundamentals about "mission": evolution, concept and some lessons. This deck also serves the purpose of systematising questions from Camden Council, step-by-step implementation recommendations and case studies.
DATA OUTPUT.docx
GRAPHS FOR QUESTION ONE
MONTHLY STOCK RETURNS
SCATTERPLOT PLUS REGRESSION LINE
TABLE FOR QUESTION TWO (REGRESSION OUTPUT FOR MODEL ONE)
GRAPHS FOR QUESTION THREE
TABLES AND FIGURES FOR QUESTION TWO WHICH REQUIRES USE OF DIAGNOSTIC TOOLS
1.TEST FOR NORMALITY
2.HETEROSKEDASTICTY TEST USING THE WHITE METHOD
3.TEST FOR SERIAL CORRELATION USING LM TEST
USING HAC METHOD TO CORRECT HETEROSKEDASTICITY AND SERIAL CORRELATION (FIXING THE ERRORS)
QUESTION 5-USING CHOW TEST TO TEST WHETHER THE FINANCIAL CRISIS AFFECTED THE RELATIONSHIP
QUESTION 6-REGRESSION OUTPUT FOR MODEL 2
QUESTION 7: WALD TEST FOR TESTING JOINT HYPOTHESIS
-.3
-.2
-.1
.0
.1
.2
.3
-.3
-.2
-.1
.0
.1
.2
.3
808284868890929496980002040608
ResidualActualFitted
0
20
40
60
80
100
808284868890929496980002040608
General Dynamics Corp S
0
4
8
12
16
20
808284868890929496980002040608
Federal Funds Rate (Effective) FED
-.3
-.2
-.1
.0
.1
.2
.3
808284868890929496980002040608
NRSt
PROFESSOR'S COMMENTS.docx
1. In question 2, the model requires you to use the monthly stock returns to do the regression. By contrast, it is evident that you have used nominal stock prices instead of returns. This is totally wrong. You have not even made reference to the Discounted Cash flow model
2. In question 3 you are required to plot the actual values, the fitted values (predicted values) and the residuals and comment on model fitting. I am afraid that it apparently appears that you have not done so
3. You have not answered question four
4. You have not answered question five
5. Where is the answers for questions 6 and 7. To be precise the test for joint hypothesis required in question 7 is not shown and the outcome and the conclusions there in.
ECONOMETRICS ASSIGNMENT.pdf
INSTRUCTIONS
Word Limit 2500 words (excluding appendix and reference list)
Refer to the Journal Article Attached in the email as a guide on how to report
the results of the data analysis.
E-VIEWS is the preferred software for data analysis but if you are not
conversant with it you can use STATA or SPSS.
The deadline for this assignment is midday 21
st
,November 2016.
1
You have been allocated monthly time-series data for the United States
over the period January 1980-December 2009. The data refer to the following
variables:
S :the nominal stock price of a given company;
FED :the nominal short-term interest rate, measured by the effective federal
funds ratea (yields in percentage per annum);
IP :the level of industrial production.
Let NSRt be the monthly stock returns of the assigned company. Consider
the following regression model:
NSRt = β1 + β2 · FEDt + ut, (1)
where FEDt is assumed to be a stationary series.
1. Report the time series plots of the series and the scatter plot. Comment
on the graphs. [10%]
2. Use Ordinary Least Squares (OLS) to estimat.
Copyright Cengage Learning 2013All Rights Reserved1Chaptershpopkinkz
Copyright Cengage Learning 2013
All Rights Reserved
1
Chapter 2: Strategic Planning for Competitive Advantage
Prepared & Designed by Laura Rush, B-Books, Ltd.
Chapter 2 Strategic Planning for Competitive Advantage
1
Marketing cannot be accomplished in isolation. Even though the marketing function resides with marketers, the concept of marketing must permeate the entire organization.
Copyright Cengage Learning 2013
All Rights Reserved
2
Understand the importance of strategic planning
Define Strategic Business Units (SBUs)
Identify strategic alternatives and know a basic outline for a marketing plan
Develop an appropriate business mission statement
Describe the components of a situation analysis
Identify sources of competitive advantage
LO1
Learning Outcomes
LO2
LO3
LO4
LO5
LO6
Chapter 2 Strategic Planning for Competitive Advantage
2
Chapter 2 Strategic Planning for Competitive Advantage
Copyright Cengage Learning 2013
All Rights Reserved
3
Learning Outcomes
Explain the criteria for stating good marketing objectives
Discuss target market strategies
Describe the elements of the marketing mix
Explain why implementation, evaluation, and control of the marketing plan are necessary
Identify several techniques that help make strategic planning effective
LO7
LO9
LO10
LO11
LO8
Chapter 2 Strategic Planning for Competitive Advantage
3
Chapter 2 Strategic Planning for Competitive Advantage
Copyright 2013 by Cengage Learning Inc. All Rights Reserved
4
The Nature of Strategic Planning
Understand the importance
of strategic marketing
and know a basic outline
for a marketing plan.
LO1
Chapter 2 Strategic Planning for Competitive Advantage
4
Chapter 2 Strategic Planning for Competitive Advantage
Copyright Cengage Learning 2013
All Rights Reserved
5
5
Strategic Planning
The managerial process of creating and
maintaining a fit between the
organization’s objectives and resources
and evolving market opportunities.
The goal is long-term profitability
and growth.
LO1
Chapter 2 Strategic Planning for Competitive Advantage
5
Chapter 2 Strategic Planning for Competitive Advantage
Notes:
Strategic planning creates and maintains a fit between the organization’s resources and objectives and the evolving market opportunities. The goal is to sustain and increase long-run profitability and growth. Strategic decisions require long-term commitments of resources.
Strategic errors can threaten a firm’s survival, but a good plan can help protect and grow the firm.
Examples of strategic decisions:
* PepsiCo’s decision to increase its healthy fare business.
* Starbucks experimenting with expanding offerings to include wine and beer and savory foods
* McDonald’s decision to offer more healthful foods
* S.C. Johnson’s introduction of Shout Color Catchers
Discussion/Team Activity:
Discuss strategic planning decisions of other companies.
Discuss why strategic planning is important for these companies.
Copyright Cen ...
10/15/21, 3:30 PM Originality Report
https://lms.seu.edu.sa/webapps/mdb-sa-BBLEARN/originalityReport/ultra?attemptId=ae6bec74-6e04-4574-943b-8b2cd84555b4&course_id=_93096_… 2/6
investors examine Option A, they may conclude that it is the best option for them and that they should purchase the new cooker, which can offer a significant return
in terms of higher income after expenses. In terms of net returns, the option with the most excellent Expected Monetary Value should be chosen. The choice
with the most significant anticipated return value is the best (Kamiski et al., 2018). Because of the approach's potential consequences, which need substantial invest-
ment, Edloin and colleagues think it is the most cost-effective of all feasible options. When the expected impact on the miller's financial position is considered, it is de-
termined to be the most cost-effective option available (2015). The choice to purchase new equipment involves financial risk. The decision's possible drawbacks are
primarily focused on capital expense. The capital cost associated with the y option is SAR 3,750,000. In most cases, the initial price of an investment is very
high. The ruling may result in a lump sum payment of up to SAR 5,625,000. However, the choice may go wrong, resulting in a pay-off that costs the business money.
There is a danger that the ruling will result in a three-million-dollar windfall. As a result, the investor would suffer a loss of SAR 750, 000. Risks and return rates influ-
ence an investor's investing choice at any moment. Decisions that have the potential to generate large profit margins are also fraught with danger. However, if the risk
is quantifiable and the investor is willing to accept it, they may be able to make a decision that results in significant gains. Choice A is the most advantageous invest-
ment option since it has the most critical potential for return. The Appendix provides a summary of the decision's outcome. Large-scale investment efforts help
the business. Large-scale investments are more lucrative due to economies of scale and lower manufacturing costs (Stevenson, 2018). Large-scale investments have
lower manufacturing costs than smaller-scale ones. Transportation, supplier price, and other production utilities may all be used to decrease manufacturing costs. If a
business has the financial resources to invest in large-scale capacity, this is often a feasible alternative to consider. Explained the decision's outcome Large-scale in-
vestment efforts help the business. Large-scale investments are more lucrative due to economies of scale and lower manufacturing costs (Stevenson, 2018). Large-
scale investments have lower manufacturing costs than smaller-scale ones. Transportation, supplier price, and other production utilities may all be used to decrease
manufacturing costs. It is typically the sensible course of action when a business has the financial means to invest in large-scale capacity. Furthermore, the invest ...
BUS475v10Project PlanBUS475 v10Page 2 of 2Wk 4 – App.docxrichardnorman90310
BUS/475v10
Project Plan
BUS/475 v10
Page 2 of 2
Wk 4 – Apply: Project Plan
Project Title: Project Objectives:
· List project objective
· List project objective
· List project objective
Operational Step
Responsible Person
Timeline
Example
Project Title: Desert Taco Opportunity
Description: Based on initial feedback from customer surveys, online discussion/social media groups, and SWOT analyses, you’ve determined that there is an opportunity to increase your organization’s customer base through the introduction of desert tacos in your food truck menu.Project Objectives:
· Identify the top 3 potential customer groups for this opportunity and describe their characteristics and preferences
Operational Step
Responsible Person
Timeline
Review the organization’s customer database to determine potential customer groups
Leo (Market Research Manager)
9/30 (1 week)
Identify the top 3 groups to target based upon volume, brand loyalty, and location
Betty (Director of Marketing)
10/7 (2 weeks)
Survey customers regarding food preferences and potential menu items
Tom (Customer Service Representative)
10/21 (4 weeks)
Share customer feedback with inventory and operational teams
Betty/Tom
10/28 (5 weeks)
Determine the top 5 locations and times to complete a pilot study with your test market.
Operational Step
Responsible Person
Timeline
Review sales data to determine peak sales opportunities by location
Jim (Director of Sales)
9/30 (1 week)
Identify the top 5 locations in which to conduct the desert taco pilot
Jim
10/7 (2 weeks)
Create marketing collateral and social media communications to promote the desert taco pilot
Oliver (Media Relations Manager)
10/21 (4 weeks)
Provide expected volume and product information for the inventory team
Jim
10/7 (2 weeks)
Estimate the required inventory and supply chain needs necessary to support the desert taco pilot
Operational Step
Responsible Person
Timeline
Based on expected customer volume, locations, and times, determine the product inventory required to support the pilot.
Louise (Controller)
10/14 (3 weeks)
Source supply companies and obtain product pricing quotes and delivery timelines.
Louise
10/21 (4 weeks)
Determine shipment and storage needs to support the pilot.
Louise and Ben (Operations Manager)
10/21 (4 weeks)
Purchase product for the pilot and arrange transportation to support the desert taco pilot at the various locations.
Louise
10/28 (5 weeks)
Copyright 2019 by University of Phoenix. All rights reserved.
Copyright 2019 by University of Phoenix. All rights reserved.
Running head: TESLA EXPANSION 2
TESLA EXPANSION 2
Tesla Global Expansion
Shawn Cyr
BUS 475
31 March 2020
Mr. Simpson
The opportunity which Tesla needs to exploit is to go into expand its market into the developing countries. The reason for choosing this opportunity is that Tesla today operates in a small market. The company has the majority of its revenues from the United States with a small percentage from China. .
Time Value of Money Financial calculator functions .docxjuliennehar
Time Value of Money
*Financial calculator functions:
N I/Y PV PMT FV
Enter four of the five keys, and solve the 5th one.
*Excel functions:
Future value FV FV(rate, nper, pmt, pv)
Present value PV PV(rate, nper, pmt, fv)
Number of periods nper nper(rate, pmt, pv, fv)
Interest rate rate rate(nper, pmt, pv, fv)
Payment pmt pmt(rate, nper, pv, fv)
FV, PV, rate, nper, pmt
Enter four of the five parameters, and solve the 5th one.
Calculate Future Value
(1) Compute the future of $1000 compounded annually for 10 years at 6 percent.
1. Use the mathematical formula
To find the FV of a lump sum, we use:
FV = PV(1 + r)t
FV = $1,000(1.06)10 = $1,790.85
2. Use financial calculator
Enter 10 6 -1,000 0
N I/Y PV PMT FV
Solve for 1790.85
3. Use Excel Spreadsheet
FV(rate, nper, pmt, pv)
FV(0.06, 10, 0, -1000)= 1790.85
(2) Compute the future of $1000 compounded semiannually for 10 years at 6 percent.
1. Use the mathematical formula
To find the FV of a lump sum, we use:
𝐹𝑉 = 𝑃𝑉(1 +
𝑟
𝑚
)𝑡×𝑚
m=2, r =6%, t=10, PV=1000
FV = $1,000(1.03)20 = $1,806.11
2. Use financial calculator
Enter 20 3 -1,000 0
N I/Y PV PMT FV
Solve for 1806.11
3. Use Excel Spreadsheet
FV(rate, nper, pmt, pv)
FV(0.03, 20, 0, -1000)= 1806.11
Calculate Present Value
What is the present value of $500,000 to be received ten years from today if the discount rate is
6% annually?
1. Use the mathematical formula
To find the PV of a lump sum, we use:
𝑃𝑉 =
𝐹𝑉
(1+𝑟)𝑡
PV = 500000 / (1.06)10 = $279,197
2. Use financial calculator
Enter 10 6 0 500000
N I/Y PV PMT FV
Solve for -279,197
3. Use Excel Spreadsheet
PV(rate, nper, pmt, fv)
PV(0.06, 10, 0, 500000)= -279,197
Present value is $279,197.
Solve for the number of periods
How many years will it take for your initial investment of $7,752 to grow to $20,000 if it is
invested so that it earns 9% compounded annually?
1. Use the mathematical formula
FV = PV(1 + r)t
20,000 = 7,752(1.06)t = $1,790.85
FV=PV (1+i)n
N =ln (FV/PV) /ln (1+i)
N=ln (20,000/7,752) /ln (1.09)
N=11 years
2. Use financial calculator
Enter 9 -7,752 0 20,000
N I/Y PV PMT FV
Solve for 11
3. Use Excel Spreadsheet
nper(rate, pmt, pv, fv)
nper(0.09, 0, -7752, 20000)= 11
Solve for the interest rate, i
At what rate must your initial investment of $7,752 be compounded annually for it to grow to
$20,000 in 11 years?
1. Use the mathematical formula
FV = PV(1 + r)t
20,000 = 7,752(1+r)11
(1+r)11 = 2.58
1 + 𝑟 = √2.58
11
= 1.09
𝑟 = 0.09
2. Use financial calculator
Enter 11 -7,752 0 20,000
N I/Y PV PMT FV
Solve for 9
3. Use Excel Spreadsheet
rate(nper, pmt, pv, fv)
rate(11, 0, -7752, 20000) = 9%
Answer
1. Assignment 3: Kotter Change Management Model
Due Week 6 and worth 140 points
Using the company that your instructor previously approved, apply Kotter’s eight (8) steps of change management to an HR situation you have selected for change. You will address all eight (8) of the Kotter steps, developing an action plan for each step. Use a tablet, smartphone, laptop, desktop, or traditional video recorder to record a maximum of a five to seven (5-7) minute dynamic video on the topics detailed below. Alternatively, you may submit a four to six (4-6) page paper instead of the video submission.
Note: If you are using a tablet or smartphone you will need to email the video file to yourself, then save it to a computer in order to upload to Blackboard. You may want to upload your video to a file sharing service, such as Dropbox, if your email will not let you send a large video file. Dropbox is accessible from all smartphones and tablets from the Dropbox app.
Once you are ready to upload your video to Blackboard, click here to view the "Student Video Assignment Submission" video tutorial in the "Creating a Presentation for Your Course" playlist.
Please use the following naming convention in the popup window for your video once it is finished uploading:
Title: Your First Name, Your Last Name – Managing Organizational Change
Tags: HRM560, Organizational Change
Description: Write a four to six (4-6) page paper in which you:
1. Ascertain how each of the steps applies to your specific organization.
2. Develop a strategy that illustrates how you would address each of the eight (8) stages of change:
a. Establishing a sense of urgency
b. Creating coalition
c. Developing vision and strategy
d. Communicating the vision
e. Empowering broad-based action
f. Generating short-term wins
g. Consolidating gains and producing more change
h. Anchoring new approaches into the culture
3. Use at least four (4) quality academic resources in this assignment. Note: Wikipedia and other similar Websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:
. Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
. Compare theories of change management and select an appropriate theory for an organization change.
. Analyze diagnostic models relevant to various aspects of the change management process.
. Use technology and information resources to research issues in managing organizational change.
. Write clearly and concisely about managing organizational change us ...
Foresight tools help us brainstorm ideas about the future so we are better prepared for the opportunities and challenges that may arise. It provides the ability to forward engage, interacting early before issues become difficult to manage.
This booklet – the first of three in the series – outlines 20 foresight tools to throw into the mix, while you walk forward into the future.
What price will pi network be listed on exchangesDOT TECH
The rate at which pi will be listed is practically unknown. But due to speculations surrounding it the predicted rate is tends to be from 30$ — 50$.
So if you are interested in selling your pi network coins at a high rate tho. Or you can't wait till the mainnet launch in 2026. You can easily trade your pi coins with a merchant.
A merchant is someone who buys pi coins from miners and resell them to Investors looking forward to hold massive quantities till mainnet launch.
I will leave the what's app number of my personal pi vendor to trade with.
+12349014282
Abhay Bhutada Leads Poonawalla Fincorp To Record Low NPA And Unprecedented Gr...Vighnesh Shashtri
Under the leadership of Abhay Bhutada, Poonawalla Fincorp has achieved record-low Non-Performing Assets (NPA) and witnessed unprecedented growth. Bhutada's strategic vision and effective management have significantly enhanced the company's financial health, showcasing a robust performance in the financial sector. This achievement underscores the company's resilience and ability to thrive in a competitive market, setting a new benchmark for operational excellence in the industry.
5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
how to sell pi coins effectively (from 50 - 100k pi)DOT TECH
Anywhere in the world, including Africa, America, and Europe, you can sell Pi Network Coins online and receive cash through online payment options.
Pi has not yet been launched on any exchange because we are currently using the confined Mainnet. The planned launch date for Pi is June 28, 2026.
Reselling to investors who want to hold until the mainnet launch in 2026 is currently the sole way to sell.
Consequently, right now. All you need to do is select the right pi network provider.
Who is a pi merchant?
An individual who buys coins from miners on the pi network and resells them to investors hoping to hang onto them until the mainnet is launched is known as a pi merchant.
debuts.
I'll provide you the what'sapp number.
+12349014282
What website can I sell pi coins securely.DOT TECH
Currently there are no website or exchange that allow buying or selling of pi coins..
But you can still easily sell pi coins, by reselling it to exchanges/crypto whales interested in holding thousands of pi coins before the mainnet launch.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and resell to these crypto whales and holders of pi..
This is because pi network is not doing any pre-sale. The only way exchanges can get pi is by buying from miners and pi merchants stands in between the miners and the exchanges.
How can I sell my pi coins?
Selling pi coins is really easy, but first you need to migrate to mainnet wallet before you can do that. I will leave the what'sapp contact of my personal pi merchant to trade with.
+12349014282
Yes of course, you can easily start mining pi network coin today and sell to legit pi vendors in the United States.
Here the what'sapp contact of my personal vendor.
+12349014282
#pi network #pi coins #legit #passive income
#US
Seminar: Gender Board Diversity through Ownership NetworksGRAPE
Seminar on gender diversity spillovers through ownership networks at FAME|GRAPE. Presenting novel research. Studies in economics and management using econometrics methods.
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
how to sell pi coins in South Korea profitably.DOT TECH
Yes. You can sell your pi network coins in South Korea or any other country, by finding a verified pi merchant
What is a verified pi merchant?
Since pi network is not launched yet on any exchange, the only way you can sell pi coins is by selling to a verified pi merchant, and this is because pi network is not launched yet on any exchange and no pre-sale or ico offerings Is done on pi.
Since there is no pre-sale, the only way exchanges can get pi is by buying from miners. So a pi merchant facilitates these transactions by acting as a bridge for both transactions.
How can i find a pi vendor/merchant?
Well for those who haven't traded with a pi merchant or who don't already have one. I will leave the what'sapp number of my personal pi merchant who i trade pi with.
Message: +12349014282 VIA Whatsapp.
#pi #sell #nigeria #pinetwork #picoins #sellpi #Nigerian #tradepi #pinetworkcoins #sellmypi
3. Photography, Voice recordings and Chatham House Rules
Photography
We will be taking a few photographs of the worksheets
throughout the workshop.
If you feature in any of the photographs,
we will ask your permission before publishing them.
Voice Recording
We will voice record on an iPhone the presentations
by each of the three groups and the learnings session.
This will only be used to write up notes and ideas on
how to do this work better.
Chatham House Rules
You can refer to what was discussed at the
workshop but not who said what.
3
4. ALEXANDER von HUMBOLDT (1769-1859) diagram of Chimborazo showing his
formulation of Naturgemälde from his The Geography of Plants, 1807
Pictorial Press Ltd / Alamy Stock Photo 4
8. Towards our goal of $3 billion in annual sales by 2035
Current
state
Existing industry
+ $600 m+ in annual sales
+ 3000+ regional jobs
+ Sustainable production
+ Efficient farming
+ $100 m in innovation
+ 7% average
annual growth
Maximise the value of existing farm space
through a strong research, innovation
and commercialisation system
Lift industry confidence to
invest in growth across the
work programme
Wharf and hatchery infrastructure
to support growth
World-leading frameworks to enable sustainable open ocean and
land-based farming – transformational growth away from many
competing uses and values
Future industry
+ $3 b+ in annual sales
+ 6000+ regional jobs
+ Sustainable lifecycle
+ Highly efficient farming
World-leading trials of
open ocean shellfish
and seaweed farming
Enable transitional fish
farms to build skills and
expertise (6m waves)
Hatchery-raised
juveniles for greater
resilience, value and
efficiency
Growing juveniles for
longer to make best use
of space and avoid
unfavourable conditions
Towards
$1 billion
Our four outcomes
Beyond
$1 billion
Potential $3 billion
industry
Future
state 2035
Extend
farming into
open ocean
Extend
farming onto
land-based
systems
Sustainable: A primary industry leading in environmentally sustainable practices across the value chain
Resilient: Aquaculture is protected from biological harm and supported in adapting to climate change
Productive: Aquaculture growth supports regional prosperity
Inclusive: Partnering with Māori and communities on opportunities to realise meaningful jobs, wellbeing and prosperity
The sustainable growth pathway
Open ocean farms
(11m waves)
Farms producing high
value seafood and
extracts for market
Image credit: AKVA group
6
The New Zealand Government // Aquaculture Strategy
Towards our goal of $3 billion in annual sales by 2035
Current
state
Existing industry
+ $600 m+ in annual sales
+ 3000+ regional jobs
+ Sustainable production
+ Efficient farming
+ $100 m in innovation
+ 7% average
annual growth
Maximise the value of existing farm space
through a strong research, innovation
and commercialisation system
Lift industry confidence to
invest in growth across the
work programme
Wharf and hatchery infrastructure
to support growth
World-leading frameworks to enable sustainable open ocean and
land-based farming – transformational growth away from many
competing uses and values
Future industry
+ $3 b+ in annual sales
+ 6000+ regional jobs
+ Sustainable lifecycle
+ Highly efficient farming
World-leading trials of
open ocean shellfish
and seaweed farming
Enable transitional fish
farms to build skills and
expertise (6m waves)
Hatchery-raised
juveniles for greater
resilience, value and
efficiency
Growing juveniles for
longer to make best use
of space and avoid
unfavourable conditions
Towards
$1 billion
Our four outcomes
Beyond
$1 billion
Potential $3 billion
industry
Future
state 2035
Extend
farming into
open ocean
Extend
farming onto
land-based
systems
Sustainable: A primary industry leading in environmentally sustainable practices across the value chain
Resilient: Aquaculture is protected from biological harm and supported in adapting to climate change
Productive: Aquaculture growth supports regional prosperity
Inclusive: Partnering with Māori and communities on opportunities to realise meaningful jobs, wellbeing and prosperity
The sustainable growth pathway
Open ocean farms
(11m waves)
Farms producing high
value seafood and
extracts for market
Image credit: AKVA group
6
The New Zealand Government // Aquaculture Strategy
Ministry for Primary Industries, New Zealand Government Aquaculture Strategy, p.6
Pre-Workshop exercise: Aquaculture strategy map
Attachment 3 (Draft as at 18 May 10am)
Pre-Workshop exercise: Aquaculture strategy map
It is one of the better
GDS strategy maps, but:
1. Order/Sequence
2. 7% average annual
growth equals $1.5m
3. Outcomes
- maybe values?
- assumptions?
- cause and effect?
- Te Ao Maori
- climate change
- type of investment:
public/private?
4. Language
(e.g. lift industry s/b lifting
industry ... but how?)
8
11. Questions to stress test your strategy
11
Questions to stress test your strategy
1. Complete the assumption mapping exercise (Worksheet 2).
Does this change your themes, goals, actions or requirements?
2. Check that cause-and-effect relationships exist throughout the
strategy map. Do this by going from the bottom of the strategy map
to the top, reviewing each relationship along the way.
3. Place your hand over portions of the strategy map and see if
alternative (less costly/more effective) themes, goals, actions
or requirements exist.
4. Check that words are precise and familiar, and sentences are short
and straightforward (apply the Write Plain Language Standard).
5. How would you know whether the strategy is working correctly?
Do feedback loops exist?
12. Productive Resilient Inclusive Sustainable Other
Purpose
Values
Themes
Goals
Actions
Step 1: Select one of the budgets below.
Emissions budget 1: 2022–2025
Emissions budget 2: 2026–2030
Emissions budget 3: 2031–2035
Māori/Crown
relations
He Pou a Rangi Climate Change Commission, 2021 Draft Advice for Consultation, p. 17
Step 3: Select themes that will meet the purpose above (ideally 3–6).
Examples could include:
Step 2: Select the lens you will use for decision making.
Step 4: Select a number of goals that fit logically under each theme (ideally 3–6).
Step 5: Select what actions are necessary to achieve each goal (ideally 3–6).
Requirements
Creating one integrated strategy map
Questions to stress test your strategy
Step 6: Select what requirements are necessary to ensure each action is achieved (ideally 3–6).
Step 8: Combine all 3 strategy maps into one map.
Step 7: Stress test your strategy map.
1. Complete the assumption mapping exercise (Worksheet 2). Does this change
your themes, goals, actions or requirements?
2. Check that cause-and-effect relationships exist throughout the strategy map.
Do this by going from the bottom of the strategy map to the top, reviewing each
relationship along the way.
3. Place your hand over portions of the strategy map and see if alternative (less
costly/more effective) themes, goals, actions or requirements exist.
4. Check that words are precise and familiar, and sentences are short and
straightforward (apply the Write Plain Language Standard).
5. How would you know whether the strategy is working correctly?
Do feedback loops exist?
Housing & urban reform Energy sector shift Land use adaptation
& innovation
Circular, low-emmissions
economy
Other Other Other Other
Worksheet 1: Strategy mapping exercise
Budget 1:
2022–2025
Budget 2:
2026–2030
Budget 3:
2031–2035
Integrated
Strategy
Map
Created by Gan Khoon Lay
from the Noun Project
Created by Gan Khoon Lay
from the Noun Project
Created by Gan Khoon Lay
from the Noun Project
2021 2035
The time horizon
Attachment 4 (Draft as at 18 May 10am)
Worksheet 1:
Strategy mapping exercise
1. Purpose
2. Values
3. Themes
4. Goals
5. Actions
6. Requirements
7. etc
12
13. Worksheet 2:
Assumption mapping exercise
1. Write a list
2. Sort/group similar assumptions
3. Rank by extent assumption, if incorrect
will impact the success of the strategy
(low to high magnitude)
4. Rank by extent assumption is well
recognised (explicit to implicit)
5. Consider:
(a) Can I make my assumptions more
explicit? (Improves the quality of debate/
ideas and delivers buy-in)
(b) Can I remove other risks of the
strategy failing? How can I get a better
understanding of the risks (e.g. break
the assumption down; obtain expert
independent advice)?
13
Attachment 5 (Draft as at 18 May 10am)
Explicit Implicit
Low magnitude
If the assumption is incorrect, it will
not impact the success of the strategy
High magnitude
If the assumption is incorrect, it will
impact the success of the strategy
How well acknowledged is the assumption?
Worksheet 2: Assumption mapping exercise
Explanation
An assumption map helps to test, validate or identify holes in the strategy (an
assumption being an unchallenged input that shapes the strategy). It helps
identify issues that could prevent the strategy from succeeding.
Step 1: Write down a list of assumptions that you think may exist.
(e.g., use sticky notes – but not orange ones)
Step 2: Sort similar assumptions and then choose a high-level assumption
to reflect the group (e.g., use an orange sticky note).
Step 3: First rank these high-level assumptions from top to bottom on the
left of the diagram below by whether they have a high or low impact
(magnitude) on the success of the strategy (use the orange sticky
notes only on this worksheet).
Step 4: Second move these high-level assumptions across the diagram
from left to right to show what is explicit (well recognised) and what is
implicit (not well recognised).
Step 5: Now think about how you could move the assumptions from right to
left and/or from top to bottom. Note: You will not be able to remove
all assumptions, but by making them more explicit/transparent you
are ensuring you know when you are taking a calculated risk. This will
ensure when the strategy is reviewed or assessed, learnings can be
made, and action can be taken early (saving money and time).
16. VISION THEMES GOALS ACTIONS REQUIREMENTS
Create a thriving, climate-resilient
and low emissions Aotearoa (see p.
9)
Innovative and resilient food
and fibre sectors (see p. 9)
Reduced on-farm biogenic methane, nitrous
oxide and carbon dioxide emissions from
transport and processing plants, while remaining
globally competitve (see p. 88)
Approximately 20,000-30,000 farm businesses must reduce on-farm
emissions through reduced animalnumbers, improved farming practices
(better animal, pasture and feed management, and high-quality data) (see. p.
12, 88).
The development, adoption, implementation and use of practices, policies and technologies to adapt and improve
land use to ensure Aotearoa remains as an agricultural world leader (see p. 12).
Abundant native bush (see p. 9) Increased carbon storage capability, erosion
control, biodiversity and recreational benefits, as
well as improved shelter for native birds and
plants (see p. 9, 121)
Establish a sustained, high rate of planting new native forests on steeper, less
productive land to provide an enduring source of carbon removals through to
2050 (p. 50). Development and implementation of measures to incentivise
establishing and maintaining at least 16,000ha of new permanent native
forests per year by 2025, increasing to at least 25,000ha per year by 2030 and
continued until2050 (see p. 123).
Develop an appropriate forest management plan for allforests over 50ha defined as permanent to monitor the
forest's permanence and limit exposure to risks. Design a package of policies (to amend the NZ ETS and land use
planning rules) to deliver the amount and type of afforestation needed for emission reduction and removals while
addressing intergenerationalequity (see p. 123).
Flourishing bio economy (see p.
9)
Plant more forests to support low emissions
construction, materials, and energy creation (see
p. 9)
Increased conversion of land into forestry to plant an average of 25,000
hectares per year of new exotic plantation forests to EB2 (see. p. 48, 55).
Develop an appropriate forest management plan for allforests over 50ha defined as permanent to monitor the
forest's permanence and limit exposure to risks. Design a package of policies (to amend the NZ ETS and land use
planning rules) to deliver the amount and type of afforestation needed for emission reduction and removals while
addressing intergenerationalequity (see p. 123).
Cities and towns created for
people (see p. 9)
Improved urban form and better low emissions
transport that is accessible to everyone equally
(see p. 9).
Encourage walking and cycling by making it easier with good cycleways and
footpaths. Move freight off the road and onto railand shipping. Establish more
reliable and affordable public, integrated and electric/low-emissions transport
system (see p. 14).
An integrated nationaltransport network must be created to ensure that reductions of transport emissions have
a immediate and lasting impact (see p. 14).
Strong local business and
adaptive employment (see p. 9)
Manufacture high-value low emission products
that are of high demand both domestically and
globally, as well as enabling employers and
employees to successfully transition toward
climate-resilience (see p. 9).
Ensuring that there is investment in people and their skills, whilst providing
opportunities for transition to viable work that is environmentally and socially
sustainable (p. 80).
The development of proactive, inclusive and transparent localised transition planning programmes that are co-
developed. Must be developed in collaboration with iwi/Māori, localgovernment, localcommunities, businesses,
civilsociety groups and other stakeholders. Vocationaleducation and training systems willneed to be able to
adapt to skilldemands. Barriers that restrict anyone's access to participation must be addressed (see p. 102).
Equitable transition (see p. 80) Create a fair, equitable and inclusive transition
(see p. 80)
Ensuring the transition take opportunities to reduce inequalities, builds strong
communities, and meets the needs of current and future generations over
time. Prioritising support to those most adversely impacted and least able to
adjust. Sending clear and stable policy signals to provide predictability for
communities and businesses and allow time to plan and respond (see p. 80).
An inclusive and considered equitable transition strategy to ensure a just transition (i.e. the benefits of climate
action are shared across society and that the costs do not fall unfairly on certain groups). A steady rate of change -
fast enough to make a difference, whilst slow enough to adapt to change (see p. 11, 80).
Affordable, accessible
renewable energy (see p. 9)
Achieve 95% renewable generation (hydro, wind,
solar and geothermal energy power) by EB3 (see
p. 9, 55).
Renewable energy sources must expand at a faster rate than what is possible
under current policy settings. Actions include: NZ battery project, building new
generation in the North Island, improve resilience of the electricity grid,
reinforcing the transmission infrastructure, deploying new technologies such as
batteries and diversifying into new fuels such a biofuels and hydrogen that
boost energy security (see p. 90).
Transformation of Aotearoa's energy system - annual electricity generation must increase by approximately 20%
over 2018 levels by 2035 (see p. 90).
Circular economy (see p. 9) Minimise, recover, and reuse waste where
possible. Any surplus waste should be used to
generate energy (see p. 9). Total amount of
organic waste going to landfills to decrease by at
least 23% from 2018 to 2030 (see p. 68).
Reduce waste emissions by increasing the amount of biogenic methane which
is captured and destroyed from landfills, through either upgrading landfillgas
capture systems, or diverting organic waste from sites without landfill gas
capture to those with capture (see p. 68).
Strengthened product stewardship and a commitment to resource recovery and reuse must be a part of the
approach toward creating a circular, self-sustaining economy (see p. 13).
Te tiriti aligned (see p. 11) Climate-related policies do not further compound
historic grievances for Māori (see p. 11)
Central and local government must acknowledge Māori rights to exercise
rangatiratanga and kaitiakitanga whilst reducing emissions (see p. 11)
Tiakitanga and manaakitanga by acting as good stewards and demonstrating equitable and mana enhancing
behaviour within the Treaty Partnership. Tikanga and kotahitanga by working in partnership with iwi/Māori,
through the right decision-makers and following the right process, to ensure Māori communities can prepare for
and transition to a climate-resilient, low emissions Aotearoa. Whanaungatanga by enhancing relationships within
whānau and communities and with the whenua (land) or taiao (environment) (see p. 41).
Attachment 6: Excel 1 - Open book strategy map of
the Climate Change Commission Draft Advice
Excel 1 - Open book strategy map of the Climate Change Commission Draft Advice
17. Excel 2 - Closed book strategy map of the Climate Change Commission Draft Advice
17
18. Created by Gan Khoon Lay
from the Noun Project
Created by Gan Khoon Lay
from the Noun Project
Created by Gan Khoon Lay
from the Noun Project
2021 2035
Budget 1:
2022–2025
Budget 2:
2026–2030
Budget 3:
2031–2035
The time horizon
18
19. Workshop groups
19
Budget 1:
2022–2025 (2%)
Short-term
Budget 2:
2026–2030 (17%)
Medium-term
Budget 3:
2031–2035 (36%)
Long-term
Ella Lawton (P) Roana Bennett Lionel Carter (P)
Tom Milton Greg Briner Malisha Frawley
Lachlan Rule Matthew Everett David Gawith
John Stewart Michelle Pawon (P) David Hall
Alex White Ali Segura Donna Purdue
Leah Murphy Nigel Taptiklis Elliot Scholz
Support person:
Reuben Brady
Support person:
Maisie Hance
Support person:
Isabella Crawford