IRM 3305 Risk Management Theory and PracticeGroup Project.docxmariuse18nolet
IRM 3305 Risk Management Theory and Practice
Group Project
October 16, 2015
The Pebbles, Inc.
GENERAL
The Pebbles, Inc. (the “Company) is a casino & resort operating company based in Las Vegas, Nevada, USA. The Company’s resorts feature high-end accommodations, gaming and entertainment, convention and exhibition facilities, celebrity chef restaurants, and clubs. In the past several years, the Company has decided to add a couple of other types of businesses, the most profitable being the Spinout School of Racing in Monte Carlo and the Big Shark Surfing School in Sydney. The current primary properties are listed below:
LAS VEGAS, NEVADA
The Big Gambler Resort-Hotel-Casino
- 05/03/1999
Non-Gambler Expo & Convention Ctr.
- 02/01/2002
Pebbles Resort-Hotel-Casino
- 12/30/2007
MONTE CARLO, MONACO
Pebbles, Monte Carlo – Resort-Hotel-Casino
- 05/18/2004
Spinout School of Racing
- 06/14/2009
SYDNEY, AUSTRALIA
Pebbles, Sydney – ResortHotel-Casino
- 04/27/2010
Big Shark Surfing School
- 04/27/2014
LAS VEGAS, NEVADA
The Big Gambler Resort, Hotel & Casino is the pride and joy of Pebbles, Inc. There are over seven thousand spacious suites, designer shopping, world-class dining, and incredible entertainment. The location also includes a theatre where very well-known acts perform year round. The venue has an estimated seating capacity of 5,000. Typically, the theatre books a resident performer for 9-12 months at a time. Most recently, they signed on Brianne Smalle – a chart topping twenty-five year old pop sensation – to begin performing in the next 30 days. Unfortunately, Brianne has just been arrested after a multi-state car chase. To make matters worse, when she was finally stopped, the police found proof of major involvement in an international drug ring. In addition to her charges of DUI, she is now being accused of various charges related to the drug ring including money laundering, drug trafficking, human trafficking, kidnap and murder.
The Non-Gambler Expo & Convention Center was opened in 2002 to respond to the demands of the city. The Expo & Convention Center boasts over 2 million square feet with exhibit space of 1.5 million square feet. The location is central and is walking distance from over 100,000 guest rooms. The Convention Center is in the process of undergoing major renovations in order to accommodate the technology needs and desires of their guests and vendors. The intention was to complete the renovations by the end of the summer. Unfortunately, the main contractor, Trust Us Construction, is three months behind schedule due to the main project manager’s recent problems with gambling addiction. The convention center has a major exposition scheduled in two weeks for Fine China and Crystal of The World. The owner of the Center is convinced that the expo will go on as planned, confident that spare boards, exposed cords, drilling, hammering and multiple construction workers walking through the ex.
Gulfstream Plaza aims to develop 21 acres of land near I-10 and I-110 in Mississippi into a retail destination. The area was damaged by Hurricane Katrina and is underserved. The first tenant, an ocean expo and aquarium, broke ground in 2011. Gulfstream hopes to attract more businesses like hotels, restaurants, and stores to serve over 300,000 people and 15 million annual tourists. The property has prime access near military and shipbuilding facilities and a planned highway expansion. Gulfstream will offer pad sites for sale, lease, or build to suit for standalone businesses.
IRM 3305 Risk Management Theory and PracticeFall 2014Proje.docxmariuse18nolet
IRM 3305 Risk Management Theory and Practice
Fall 2014
Project Requirements:
I. Teams
a. 16 Students split into 3 teams .
II. Weighting
a. The Project is 30% of your grade.
i. The presentation will be attended by Dr. Braniff as well as industry professionals and representatives of the National Alliance.
ii. Start divvying up duties now – last minute work shows during the presentation.
iii. Practice! Practice! Practice! - part of your grade has to do with the presentation having been rehearsed.
iv. This is a PROFESSIONAL presentation – since we’ll most likely have outsiders joining us, presenters must dress in a professional manner (no jeans, proper professional attire).
v. This presentation should mimic what you would be comfortable presenting to your board of directors and your CFO, etc.
vi. You will be graded on the information presented, as well as the professionalism of your presentation and your team assessment.
III. Project Components:
a. Executive Summary of your findings. The purpose of the executive summary is to summarize key points.
i. Should include bulleted key points
ii. Should include 1-3 graphs for visualization
iii. No more than 3 pages (including graphs)
iv. Make the summary part of the Power Point Presentation
b. Power Point Presentation
i. A visual presentation of the questions given to you for the project.
ii. Needs to show application of information learned in class, not just a regurgitation of the questions and answers, I want to see critical thinking.
iii. Presentations will occur on Monday, Nov 30 No exceptions, you MUST be present. Each group will present during this time (up to 30 minutes per group, at least 15).
iv. ALL team members must present a portion of the project.
c. All of the presentation documents need to be submitted to me. If you did not answer all
of the questions in your power point presentation, I need to receive the answers in a document.
IRM 3305 Risk Management Theory and Practice
Group Project
October 16, 2015
The Pebbles, Inc.
GENERAL
The Pebbles, Inc. (the “Company) is a casino & resort operating company based in Las Vegas, Nevada, USA. The Company’s resorts feature high-end accommodations, gaming and entertainment, convention and exhibition facilities, celebrity chef restaurants, and clubs. In the past several years, the Company has decided to add a couple of other types of businesses, the most profitable being the Spinout School of Racing in Monte Carlo and the Big Shark Surfing School in Sydney. The current primary properties are listed below:
LAS VEGAS, NEVADA
The Big Gambler Resort-Hotel-Casino
- 05/03/1999
Non-Gambler Expo & Convention Ctr.
- 02/01/2002
Pebbles Resort-Hotel-Casino
- 12/30/2007
MONTE CARLO, MONACO
Pebbles, Monte Carlo – Resort-Hotel-Casino
- 05/18/2004
Spinout School of Racing
- 06/14/2009
SYDNEY, AUSTRALIA
Pebbles, Sydney – ResortHotel-Casino
- 04/27/2010
Big Shark Surfing School
- 04/27/2014
LAS VEGAS, NEVADA.
For the First time in several years, there is a new number one atop the annual HOTELS ranking of the world’s biggest hotel companies. Hilton Worldwide added close to 37,000 guestrooms in 2014, surpassing IHG and
moving into the top spot on the list.
Cristal Beach Resort offers luxury oceanfront condominiums and amenities in Cabrera, Dominican Republic. The development features 60 furnished units ranging from 2 to 3 bedrooms, including penthouses. Residents and guests have access to amenities such as pools, a restaurant and bar, spa, and concierge services. The goal is to provide an unmatched resort experience while also offering owners income generation and capital appreciation opportunities.
YOUR BUSINESS IS YOUR PROFITABILITY IN CONCEPT HOTEL FUTURIST. SEE YOUR FUTURE AS YOUR PRESENT AND INVEST IN CREATIVITY THAT MAKES SENSE AND REALITY FOR BOTH GUESTS, MANAGEMENT AND STAFF. A NEW VISION AT SHORT TERM, MID TERM OR LONG TERM QUALITY AND TECHNOLOGY HOSPITALITY INDUSTRY.
Port Royal Holdings, LLC announced plans to develop a $145 million waterpark resort and conference center in Jasper, Pickens County, Georgia. The resort will include a 400-room hotel, indoor and outdoor waterparks, restaurants, meeting spaces, and other amenities spread across 176 acres. It is projected to create over 1,200 construction jobs and 1,000 permanent positions, in addition to generating millions in tax revenue for the local economy. The development team aims to break ground in 2014 and open in 2016.
Port Royal Holdings, LLC announced plans to develop a $145 million waterpark resort and conference center in Jasper, Pickens County, Georgia. The resort will include a 400-room hotel, indoor and outdoor waterparks, restaurants, meeting spaces, and other amenities spread across 176 acres. It is projected to create over 1,200 construction jobs and 1,000 permanent positions, generating $11.9 million annually in tax revenue. The developers aim to break ground in 2014 and open in 2016.
IRM 3305 Risk Management Theory and PracticeGroup Project.docxmariuse18nolet
IRM 3305 Risk Management Theory and Practice
Group Project
October 16, 2015
The Pebbles, Inc.
GENERAL
The Pebbles, Inc. (the “Company) is a casino & resort operating company based in Las Vegas, Nevada, USA. The Company’s resorts feature high-end accommodations, gaming and entertainment, convention and exhibition facilities, celebrity chef restaurants, and clubs. In the past several years, the Company has decided to add a couple of other types of businesses, the most profitable being the Spinout School of Racing in Monte Carlo and the Big Shark Surfing School in Sydney. The current primary properties are listed below:
LAS VEGAS, NEVADA
The Big Gambler Resort-Hotel-Casino
- 05/03/1999
Non-Gambler Expo & Convention Ctr.
- 02/01/2002
Pebbles Resort-Hotel-Casino
- 12/30/2007
MONTE CARLO, MONACO
Pebbles, Monte Carlo – Resort-Hotel-Casino
- 05/18/2004
Spinout School of Racing
- 06/14/2009
SYDNEY, AUSTRALIA
Pebbles, Sydney – ResortHotel-Casino
- 04/27/2010
Big Shark Surfing School
- 04/27/2014
LAS VEGAS, NEVADA
The Big Gambler Resort, Hotel & Casino is the pride and joy of Pebbles, Inc. There are over seven thousand spacious suites, designer shopping, world-class dining, and incredible entertainment. The location also includes a theatre where very well-known acts perform year round. The venue has an estimated seating capacity of 5,000. Typically, the theatre books a resident performer for 9-12 months at a time. Most recently, they signed on Brianne Smalle – a chart topping twenty-five year old pop sensation – to begin performing in the next 30 days. Unfortunately, Brianne has just been arrested after a multi-state car chase. To make matters worse, when she was finally stopped, the police found proof of major involvement in an international drug ring. In addition to her charges of DUI, she is now being accused of various charges related to the drug ring including money laundering, drug trafficking, human trafficking, kidnap and murder.
The Non-Gambler Expo & Convention Center was opened in 2002 to respond to the demands of the city. The Expo & Convention Center boasts over 2 million square feet with exhibit space of 1.5 million square feet. The location is central and is walking distance from over 100,000 guest rooms. The Convention Center is in the process of undergoing major renovations in order to accommodate the technology needs and desires of their guests and vendors. The intention was to complete the renovations by the end of the summer. Unfortunately, the main contractor, Trust Us Construction, is three months behind schedule due to the main project manager’s recent problems with gambling addiction. The convention center has a major exposition scheduled in two weeks for Fine China and Crystal of The World. The owner of the Center is convinced that the expo will go on as planned, confident that spare boards, exposed cords, drilling, hammering and multiple construction workers walking through the ex.
Gulfstream Plaza aims to develop 21 acres of land near I-10 and I-110 in Mississippi into a retail destination. The area was damaged by Hurricane Katrina and is underserved. The first tenant, an ocean expo and aquarium, broke ground in 2011. Gulfstream hopes to attract more businesses like hotels, restaurants, and stores to serve over 300,000 people and 15 million annual tourists. The property has prime access near military and shipbuilding facilities and a planned highway expansion. Gulfstream will offer pad sites for sale, lease, or build to suit for standalone businesses.
IRM 3305 Risk Management Theory and PracticeFall 2014Proje.docxmariuse18nolet
IRM 3305 Risk Management Theory and Practice
Fall 2014
Project Requirements:
I. Teams
a. 16 Students split into 3 teams .
II. Weighting
a. The Project is 30% of your grade.
i. The presentation will be attended by Dr. Braniff as well as industry professionals and representatives of the National Alliance.
ii. Start divvying up duties now – last minute work shows during the presentation.
iii. Practice! Practice! Practice! - part of your grade has to do with the presentation having been rehearsed.
iv. This is a PROFESSIONAL presentation – since we’ll most likely have outsiders joining us, presenters must dress in a professional manner (no jeans, proper professional attire).
v. This presentation should mimic what you would be comfortable presenting to your board of directors and your CFO, etc.
vi. You will be graded on the information presented, as well as the professionalism of your presentation and your team assessment.
III. Project Components:
a. Executive Summary of your findings. The purpose of the executive summary is to summarize key points.
i. Should include bulleted key points
ii. Should include 1-3 graphs for visualization
iii. No more than 3 pages (including graphs)
iv. Make the summary part of the Power Point Presentation
b. Power Point Presentation
i. A visual presentation of the questions given to you for the project.
ii. Needs to show application of information learned in class, not just a regurgitation of the questions and answers, I want to see critical thinking.
iii. Presentations will occur on Monday, Nov 30 No exceptions, you MUST be present. Each group will present during this time (up to 30 minutes per group, at least 15).
iv. ALL team members must present a portion of the project.
c. All of the presentation documents need to be submitted to me. If you did not answer all
of the questions in your power point presentation, I need to receive the answers in a document.
IRM 3305 Risk Management Theory and Practice
Group Project
October 16, 2015
The Pebbles, Inc.
GENERAL
The Pebbles, Inc. (the “Company) is a casino & resort operating company based in Las Vegas, Nevada, USA. The Company’s resorts feature high-end accommodations, gaming and entertainment, convention and exhibition facilities, celebrity chef restaurants, and clubs. In the past several years, the Company has decided to add a couple of other types of businesses, the most profitable being the Spinout School of Racing in Monte Carlo and the Big Shark Surfing School in Sydney. The current primary properties are listed below:
LAS VEGAS, NEVADA
The Big Gambler Resort-Hotel-Casino
- 05/03/1999
Non-Gambler Expo & Convention Ctr.
- 02/01/2002
Pebbles Resort-Hotel-Casino
- 12/30/2007
MONTE CARLO, MONACO
Pebbles, Monte Carlo – Resort-Hotel-Casino
- 05/18/2004
Spinout School of Racing
- 06/14/2009
SYDNEY, AUSTRALIA
Pebbles, Sydney – ResortHotel-Casino
- 04/27/2010
Big Shark Surfing School
- 04/27/2014
LAS VEGAS, NEVADA.
For the First time in several years, there is a new number one atop the annual HOTELS ranking of the world’s biggest hotel companies. Hilton Worldwide added close to 37,000 guestrooms in 2014, surpassing IHG and
moving into the top spot on the list.
Cristal Beach Resort offers luxury oceanfront condominiums and amenities in Cabrera, Dominican Republic. The development features 60 furnished units ranging from 2 to 3 bedrooms, including penthouses. Residents and guests have access to amenities such as pools, a restaurant and bar, spa, and concierge services. The goal is to provide an unmatched resort experience while also offering owners income generation and capital appreciation opportunities.
YOUR BUSINESS IS YOUR PROFITABILITY IN CONCEPT HOTEL FUTURIST. SEE YOUR FUTURE AS YOUR PRESENT AND INVEST IN CREATIVITY THAT MAKES SENSE AND REALITY FOR BOTH GUESTS, MANAGEMENT AND STAFF. A NEW VISION AT SHORT TERM, MID TERM OR LONG TERM QUALITY AND TECHNOLOGY HOSPITALITY INDUSTRY.
Port Royal Holdings, LLC announced plans to develop a $145 million waterpark resort and conference center in Jasper, Pickens County, Georgia. The resort will include a 400-room hotel, indoor and outdoor waterparks, restaurants, meeting spaces, and other amenities spread across 176 acres. It is projected to create over 1,200 construction jobs and 1,000 permanent positions, in addition to generating millions in tax revenue for the local economy. The development team aims to break ground in 2014 and open in 2016.
Port Royal Holdings, LLC announced plans to develop a $145 million waterpark resort and conference center in Jasper, Pickens County, Georgia. The resort will include a 400-room hotel, indoor and outdoor waterparks, restaurants, meeting spaces, and other amenities spread across 176 acres. It is projected to create over 1,200 construction jobs and 1,000 permanent positions, generating $11.9 million annually in tax revenue. The developers aim to break ground in 2014 and open in 2016.
Pulo Cinta is a heart-shaped island located off the coast of Gorontalo Province, Indonesia. It has several floating resorts and is known as the "Maldives of Gorontalo". The island has a romantic history as the secret meeting place for a Dutch merchant's daughter and a Gorontalo prince during a conflict between the Dutch and locals. Currently, Pulo Cinta has an eco-resort with 15 cottages surrounding the island, offering private beach getaways. Tourism on the island promotes the natural beauty and history of the locale.
The document describes plans for a futuristic four-star hotel concept in Annapolis, Maryland without a restaurant. It includes 50 room accommodations, a business seminar area with meeting rooms, and an aquatic universe. A SWOT analysis identifies advantages like panoramic views and meeting spaces, while noting drawbacks like the large investment and lack of a restaurant. Distribution networks and commercial programs target business travelers, leisure groups, and individuals. Staffing and space plans lay out the facility layout and employee roles.
This document provides an overview of the Flavor Hotel & Resort business plan. It begins with background on the growth of the Caribbean hospitality industry. It then introduces the Flavor management team and product. The strategic vision is to create a unique hotel concept that capitalizes on the growing Caribbean tourism industry. Key strategies include targeting families and developing distinctive amenities. The business plan then covers marketing, human resources, IT, and finance strategies. It concludes with a SWOT analysis and references.
Swan Jet Adventures is a commercial boating company in Perth that offers adrenaline jet boat rides on the Swan River. Their profit has increased in the past year but brand awareness remains low. Their target market is people aged 21-40 interested in outdoor and water activities. Their main competitor is West Coast Jet, which offers jet boat tours in Fremantle. Swan Jet aims to grow customer numbers by 50% through marketing strategies like SEO, social media, and increasing distribution channels.
Shannon Martin is an interior designer based in California. She has extensive experience designing luxury hotels and resorts around the world, including projects in Egypt, Connecticut, and California. Some of her most notable projects are the Sahl Hasheesh resort in Egypt, the expansion of the Mohegan Sun casino in Connecticut, and the Four Seasons resort and health institute in Westlake Village, California. Her portfolio includes work on public spaces, bars, restaurants, guest rooms, suites, spas, pools, and medical facilities.
- WordPress is a free and open-source content management system (CMS) that can be used to build a small business website easily without advanced coding knowledge. It allows customizing the look and adding new capabilities through plugins.
- CMS like WordPress and Drupal are useful for websites that require frequent updates like blogs, galleries, news sites as they allow managing content efficiently. However, manually coding websites can give more control over details and potentially better security for static sites with few pages.
- Extensions and plugins in Joomla allow adding new capabilities and functions to customize the site without coding. Many extensions are free to download and use.
Per the text, computers are playing an increasingly important role i.docxodiliagilby
Per the text, computers are playing an increasingly important role in the practice of law. Successful paralegals must be comfortable with using electronic databases and research tools.
Write a two to three (2-3) page paper in which you:
Discuss a paralegal’s ethical obligation to conduct competent electronic research. Provide two (2) examples of the potential consequences of inept electronic research practices.
Determine whether or not traditional reference materials (e.g., State and Federal Reporters, West’s Encyclopedia, etc.) can be as current as electronic resources. Provide two (2) advantages and two (2) disadvantages to using traditional resource materials.
Use at least two (2) quality references.
Note:
Wikipedia and other Websites do not qualify as academic resources.
THIS IS PART 1.
.
Pennsylvania was the leader in sentencing and correctional reform .docxodiliagilby
Pennsylvania was the leader in sentencing and correctional reform in the early history of the United States. Discuss what groups were associated with this reform.
Why did they want the reform?
Examine whether it was successful and if the reform brought forth further changes.
What influences does the system have on the correctional system today?
What influences have changed? Why?
Use the Internet, library, and any other resources available to research your answer. Submit a 4 page paper (double-spaced) to your instructor. Support your reasoning with outside sources. Be sure to reference all sources using APA style.
The following will be the grading criteria for this assignment:
20%:
Discuss what groups were associated with this reform.
10%:
Why did they want the reform?
20%:
Examine whether it was successful and if the reform brought forth further changes.
25%:
What direct influences do you see the Pennsylvania system in the correctional systems used today?
25%:
What influences have changed? Why?
4 pages. APA format. No plagerism. 5 sources referenced throughout the paper. Reference Page and Abstract.
.
Penetration testing is a simulated cyberattack against a computer or.docxodiliagilby
Penetration testing is a simulated cyberattack against a computer or network that checks for exploitable vulnerabilities. Pen tests can involve attempting to breach application systems, APIs, servers, inputs, and code injection attacks to reveal vulnerabilities. In a well-written, highly-detailed research paper, discuss the following:
What is penetration testing
Testing Stages
Testing Methods
Testing, web applications and firewalls
Your paper should meet the following requirements:
Be approximately four to six pages in length, not including the required cover page and reference page.
Follow APA7 guidelines. Your paper should include an introduction, a body with fully developed content, and a conclusion.
Support your answers with the readings from the course and at least two scholarly journal articles to support your positions, claims, and observations, in addition to your textbook. The UC Library is a great place to find resources.
Be clearly and well-written, concise, and logical, using excellent grammar and style techniques. You are being graded in part on the quality of your writing.
.
Perform an analysis of the social demographic, technological, econ.docxodiliagilby
Perform an analysis of the social / demographic, technological, economic, environmental / geographic, and political/legal / governmental segments to understand the general environment facing Union Pacific.
Descri
be how Union Pacific will be affected by each of these external factors.
this is a strategic mangement course business 499.
.
Perform research and discuss whether text messaging is cheaper or mo.docxodiliagilby
Perform research and discuss whether text messaging is cheaper or more expensive than voice. Explain how text messaging works.
Perform research and discuss how an audio CD and an audio DVD compare. Find out why it is said that a vinyl long play record produces sounds much better. Are we going backwards with digital technology in music recording? Explain.
.
People in developed nations are fond of warning people in developing.docxodiliagilby
Developed nations warn developing nations like Indonesia to stop destroying rainforests, but this is seen as hypocritical since developed countries became wealthy by deforesting their own lands in the past. The president of Indonesia could respond that while rainforest protection is important, developing countries aim to use their resources to improve living standards, as developed countries did previously.
Pease read and incorporate the following articles from the EBSCO h.docxodiliagilby
Pease read and incorporate the following articles from the EBSCO host database into your paper:
Deakin, A. (2004, November). Finding your organization's hidden treasure.
Behavioral Health Management
, 24(6), 27-29.
Droppa, D., & Luczak, R. (2004, January). Collaboration, technology,
and outcomes—A recipe to improve service delivery.
Behavioral Health Management
, 24(1), 41-44.
To complete the research paper, you will need to include an introduction and conclusion section as well as a title page and reference section. The title of the research paper will be the
Current Issues in the Behavioral Healthcare System
.
Your final paper is due for submission. The paper should adhere to the following guidelines:
The length of the paper should be eight to ten double-spaced pages (not including the title and reference pages).
The main sections should have a:
Title page
Introduction
Body of the paper (with subheadings)
Conclusion
Reference page(s)
The paper must use the APA format for citing sources and references.
Your final paper introduction (one page) should include the following points:
An overview of the research paper
The purpose or objective of the research paper
The body of the paper (five to six pages) should address each of the following topics using information learned in the course, in combination with outside references:
Based on your previous assignments and review of the literature, what are some of the major issues faced by today’s behavioral healthcare system? How have the current and future trends that are evolving in the industry addressed some of those issues?
Do you think there is a difference between the changing trends taking place in the private sector and that of public behavioral healthcare inpatient facilities? Based on your understanding about behavioral health services and the populations being served by them, do you agree that both private and public organizations are able to provide the necessary clinical services? Provide a rationale in support of your response.
In behavioral healthcare, outcomes are the established norm for measuring the success or lack of services. What are some of the major challenges in collecting the data needed to support and report behavioral health outcomes? Provide a rationale for your response.
Quality of care and services is an important part of an outcome-based strategy. The objective behind maintaining and improving quality is to provide competent and efficient services to consumers. In your opinion, do the current regulatory and accreditation standards for the behavioral health industry help to meet that objective? How?
Your conclusion (one to two pages) should include the following points:
What conclusions can you draw from your research that would demonstrate the role played by behavioral health in the healthcare industry?
What changes would you like to bring to today's behavioral healthcare system in order to resolve the current issues identified?
Based on your literature rev.
Peer Review Journal Paper Overview of assignment due 17 April 2014 I.docxodiliagilby
Peer Review Journal Paper Overview of assignment due 17 April 2014 I want you to find a peer review article that falls into our time frame: world history from the emergence of humanity to 1500 CE. I want you to present the thesis [argument] the author is putting forward. I want you then to find two other sources on the same subject and determine if those sources agree or disagree with your original source. The theme here is peer review and the notion of historiography; whether or not how we look at an event or theme of history changes over time? The choice of topic is up to you but please let me know what you are doing by email and let me know what your peer review source is so I can be sure it is appropriate for the course. If you want some help in finding an article; please let me or a librarian know what you might be interested in. I really need to know what your article is before you start so you have something good to start with and send me a link to your article, so that I can approve it.
1. Find a peer review article on some aspect of history associated with this course.
2. Explain the thesis that author is putting forth.
3. Find two secondary sources, they need not be peer review which relate to the main article you are presenting. Do these sources compliment or contrast the thesis being put forth by the original author?
4. Leave some time & space at the end to present your perspective and opinion on the thesis as well.
5. 5-7 pages; typed doubled spaced standard borders & fonts. Please use citation; APA, MLA, Chicago are all acceptable.
The requirement of the paper starts at the middle of the 3rd page that I attached here.
We can discuss more later.
.
Perception is all EXCEPT [removed] [removed]Structuring and orga.docxodiliagilby
Perception is all EXCEPT
[removed]
[removed]Structuring and organizing incoming impulses (information)
[removed]a prognosis (guess) about what is being received
[removed]the reconstruction of reality by our brain
[removed]the transduction of incoming stimuli
[removed]a process which takes time
.
Performance Based Factors and Measures for Quality AssessmentWri.docxodiliagilby
Performance Based Factors and Measures for Quality Assessment
Write a 700- to 1,000-word paper about the Performance Based Factors and Measures for Quality Assessment. Include the following in your paper:
For any health care activity, three performance factors can be measured: structure, process, and outcome. Identify one structure measure, one process measure, and one outcome measure that could be used to evaluate the following hospital admission process:
Upon arrival, the patient reports to the hospital registration or admitting area. The patient completes paperwork and provides an insurance identification card, if insured. Often, patients register before the date of hospital admission to facilitate the registration process. An identification bracelet including the patient’s name and doctor’s name is placed around the patient’s wrist. Before any procedure is performed or any form of medical care is provided, the patient is asked to sign a consent form. If the patient is not feeling well, a family member or caregiver can help the patient complete the admission process.
Include a minimum of three peer-reviewed references, not including the textbook.
Format your paper consistent with APA 6th guidelines.
.
People. I need some help with this assignment that needs to be done .docxodiliagilby
People. I need some help with this assignment that needs to be done in Excel
Problem 1:
Oregon Surplus Inc. qualifies to use the installment-sales method for tax purposes and sold an investment on an installment basis. The total gain of $75000 was reported for financial reporting purposes in the period of sale. The installment period is 3 years; one-third of the sale price is collected in 2014 and the rest in 2015 and 2016. The tax rate was 35% in 2014, 30% in 2015, and 30% in 2016. The enacted tax rates of 2015 and 2016 are not known until 2015.
The accounting and tax data are shown below.
Financial Accounting
Tax Return
2014 (35% tax rate)
Income before temporary difference
$
175,000
$
175,000
Temporary difference
$
75,000
$
25,000
Income
$
250,000
$
200,000
2015 (30% tax rate)
Income before temporary difference
$
200,000
$
200,000
Temporary difference
$
-
$
25,000
Income
$
200,000
$
225,000
2016 (30% tax rate)
Income before temporary difference
$
180,000
$
180,000
Temporary difference
$
-
$
25,000
Income
$
180,000
$
205,000
Required:
1)
Prepare the journal entries to record the income tax expense, deferred income taxes, and the income taxes payable for 2014, 2015, and 2016. No deferred income taxes existed at the beginning of 2012.
2)
Explain how the deferred taxes will appear on the balance sheet at the end of each year. (Assume Installment Accounts Receivable is classified as a current asset.)
3)
Show the income tax expense section of the income statement for each year, beginning with “Income before income taxes.”
Problem 2:
Philadelphia Co. incurred a net operating loss of $850,000 in 2014. Combined income of 2012 and 2013 was $650,000. The tax rate for all years is 30%. Trenton elects the carry back option.
Required:
a.
Prepare the journal entries to record the benefit of loss carry back and loss carry forward option.
b.
Assuming that it is more likely than not that the entire net operating loss carry forward will not be realized in future years, prepare all the journal entries necessary at the end of 2014.
.
Perceptions and Causes of Psychopathology PaperPrepare a 1,0.docxodiliagilby
Culture determines how psychopathology is expressed. Biopsychosocial or diathesis-stress models examine causes of psychopathology from biological, psychological, and social factors. Society's perceptions of psychopathology have changed over historical time periods.
People are attracted to occupations that complement their personalit.docxodiliagilby
This document requests a 500 word essay identifying and describing the six personality types by John Holland, providing an example vocational choice for each type. It also asks the essay to analyze how dualistic and relativistic thinking contribute to vocational choices and discuss the role of commitment within relativistic thinking.
Perception of Pleasure and Pain Presentation3 slides- An explanati.docxodiliagilby
This presentation discusses the role of the somatosensory cortex in perceiving pleasure and pain through 3 slides and how damage to the cutaneous system can impact quality of life in another 3 slides. It includes one peer-reviewed source and speaker notes in APA format, needing completion by 12pm Eastern on May 4th, 2015.
Pennsylvania v. MarkMark Davis has been charged with Driving W.docxodiliagilby
Pennsylvania v. Mark
Mark Davis has been
charged
with Driving While Intoxicated (DWI) for reckless driving, speeding, four counts of felony assault, and one count of involuntary manslaughter as the result of a crash that occurred on a night out with his friends. Mark has been out on bail and pleaded not guilty when he was arraigned. The Judge set a date for Mark's trial and his defense team has been working to collect information about the technology used by the Highway Patrol to reconstruct the crash.
District Attorney O'Malley offered Mark a plea bargain, but Mark chose to take his chances at trial. Mark's attorney, Mr. Chen Long, advised Mark that accepting the plea offer was completely up to Mark, although Mr. Long advised against accepting it because the defense planned to highlight mistakes made by law enforcement during the investigation that could create reasonable doubt in the minds of the jurors.
The trial begins and during the voir dire of potential jurors, several individuals are excused because they have previous knowledge of Mark's case from the media. Two individuals stated that they could not be impartial because they had loved ones
killed
in alcohol related crashes as well. Eventually, two men and ten women were seated in Mark's trial.
District Attorney O'Malley presented the State's case clearly and concisely depicting a night on the town full of heavy drinking, which ultimately resulted in Mark's actions causing the death of one individual and injuring four others. Highway Patrolman Green explained to the jury that he immediately suspected alcohol when he arrived on scene because Mark appeared to be intoxicated when they spoke. Following the Judge ruling that it was admissible and not prejudicial, Sergeant Rodney Monroe, from the Highway Patrol Reconstruction Team presented their reconstruction complete with a high-tech computer animated reenactment of the crash. During the cross examination, Defense Attorney Long challenged the reconstruction because the Defense Crash Reconstruction Expert had discovered errors in the mathematical calculations for vehicle speed. The jury appeared to have liked the reconstruction very much regardless of the errors highlighted by the defense.
Mark was convicted of DWI, four counts of felony assault, and one count of involuntary manslaughter; however, he was acquitted of reckless driving and speeding. The Jury said they could not convict Mark of those offenses because of the mistakes made by law enforcement officers during the investigation.
Because Mark pleads not guilty, but was convicted during trial and had two prior DWI offenses, he was sentenced to ten years in the State Prison. Defense Attorney Long immediately notified the court of an impending appeal that would be filed by the defendant. In a report, using external sources to support your claims, answer the following:
Compare and contrast the roles of the Judge, Jury, District Attorney (Prosecutor), and Defense Attorney. What ar.
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Per the text, computers are playing an increasingly important role i.docxodiliagilby
Per the text, computers are playing an increasingly important role in the practice of law. Successful paralegals must be comfortable with using electronic databases and research tools.
Write a two to three (2-3) page paper in which you:
Discuss a paralegal’s ethical obligation to conduct competent electronic research. Provide two (2) examples of the potential consequences of inept electronic research practices.
Determine whether or not traditional reference materials (e.g., State and Federal Reporters, West’s Encyclopedia, etc.) can be as current as electronic resources. Provide two (2) advantages and two (2) disadvantages to using traditional resource materials.
Use at least two (2) quality references.
Note:
Wikipedia and other Websites do not qualify as academic resources.
THIS IS PART 1.
.
Pennsylvania was the leader in sentencing and correctional reform .docxodiliagilby
Pennsylvania was the leader in sentencing and correctional reform in the early history of the United States. Discuss what groups were associated with this reform.
Why did they want the reform?
Examine whether it was successful and if the reform brought forth further changes.
What influences does the system have on the correctional system today?
What influences have changed? Why?
Use the Internet, library, and any other resources available to research your answer. Submit a 4 page paper (double-spaced) to your instructor. Support your reasoning with outside sources. Be sure to reference all sources using APA style.
The following will be the grading criteria for this assignment:
20%:
Discuss what groups were associated with this reform.
10%:
Why did they want the reform?
20%:
Examine whether it was successful and if the reform brought forth further changes.
25%:
What direct influences do you see the Pennsylvania system in the correctional systems used today?
25%:
What influences have changed? Why?
4 pages. APA format. No plagerism. 5 sources referenced throughout the paper. Reference Page and Abstract.
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Penetration testing is a simulated cyberattack against a computer or network that checks for exploitable vulnerabilities. Pen tests can involve attempting to breach application systems, APIs, servers, inputs, and code injection attacks to reveal vulnerabilities. In a well-written, highly-detailed research paper, discuss the following:
What is penetration testing
Testing Stages
Testing Methods
Testing, web applications and firewalls
Your paper should meet the following requirements:
Be approximately four to six pages in length, not including the required cover page and reference page.
Follow APA7 guidelines. Your paper should include an introduction, a body with fully developed content, and a conclusion.
Support your answers with the readings from the course and at least two scholarly journal articles to support your positions, claims, and observations, in addition to your textbook. The UC Library is a great place to find resources.
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Descri
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this is a strategic mangement course business 499.
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Pease read and incorporate the following articles from the EBSCO host database into your paper:
Deakin, A. (2004, November). Finding your organization's hidden treasure.
Behavioral Health Management
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Droppa, D., & Luczak, R. (2004, January). Collaboration, technology,
and outcomes—A recipe to improve service delivery.
Behavioral Health Management
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To complete the research paper, you will need to include an introduction and conclusion section as well as a title page and reference section. The title of the research paper will be the
Current Issues in the Behavioral Healthcare System
.
Your final paper is due for submission. The paper should adhere to the following guidelines:
The length of the paper should be eight to ten double-spaced pages (not including the title and reference pages).
The main sections should have a:
Title page
Introduction
Body of the paper (with subheadings)
Conclusion
Reference page(s)
The paper must use the APA format for citing sources and references.
Your final paper introduction (one page) should include the following points:
An overview of the research paper
The purpose or objective of the research paper
The body of the paper (five to six pages) should address each of the following topics using information learned in the course, in combination with outside references:
Based on your previous assignments and review of the literature, what are some of the major issues faced by today’s behavioral healthcare system? How have the current and future trends that are evolving in the industry addressed some of those issues?
Do you think there is a difference between the changing trends taking place in the private sector and that of public behavioral healthcare inpatient facilities? Based on your understanding about behavioral health services and the populations being served by them, do you agree that both private and public organizations are able to provide the necessary clinical services? Provide a rationale in support of your response.
In behavioral healthcare, outcomes are the established norm for measuring the success or lack of services. What are some of the major challenges in collecting the data needed to support and report behavioral health outcomes? Provide a rationale for your response.
Quality of care and services is an important part of an outcome-based strategy. The objective behind maintaining and improving quality is to provide competent and efficient services to consumers. In your opinion, do the current regulatory and accreditation standards for the behavioral health industry help to meet that objective? How?
Your conclusion (one to two pages) should include the following points:
What conclusions can you draw from your research that would demonstrate the role played by behavioral health in the healthcare industry?
What changes would you like to bring to today's behavioral healthcare system in order to resolve the current issues identified?
Based on your literature rev.
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1. Find a peer review article on some aspect of history associated with this course.
2. Explain the thesis that author is putting forth.
3. Find two secondary sources, they need not be peer review which relate to the main article you are presenting. Do these sources compliment or contrast the thesis being put forth by the original author?
4. Leave some time & space at the end to present your perspective and opinion on the thesis as well.
5. 5-7 pages; typed doubled spaced standard borders & fonts. Please use citation; APA, MLA, Chicago are all acceptable.
The requirement of the paper starts at the middle of the 3rd page that I attached here.
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Perception is all EXCEPT
[removed]
[removed]Structuring and organizing incoming impulses (information)
[removed]a prognosis (guess) about what is being received
[removed]the reconstruction of reality by our brain
[removed]the transduction of incoming stimuli
[removed]a process which takes time
.
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Performance Based Factors and Measures for Quality Assessment
Write a 700- to 1,000-word paper about the Performance Based Factors and Measures for Quality Assessment. Include the following in your paper:
For any health care activity, three performance factors can be measured: structure, process, and outcome. Identify one structure measure, one process measure, and one outcome measure that could be used to evaluate the following hospital admission process:
Upon arrival, the patient reports to the hospital registration or admitting area. The patient completes paperwork and provides an insurance identification card, if insured. Often, patients register before the date of hospital admission to facilitate the registration process. An identification bracelet including the patient’s name and doctor’s name is placed around the patient’s wrist. Before any procedure is performed or any form of medical care is provided, the patient is asked to sign a consent form. If the patient is not feeling well, a family member or caregiver can help the patient complete the admission process.
Include a minimum of three peer-reviewed references, not including the textbook.
Format your paper consistent with APA 6th guidelines.
.
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People. I need some help with this assignment that needs to be done in Excel
Problem 1:
Oregon Surplus Inc. qualifies to use the installment-sales method for tax purposes and sold an investment on an installment basis. The total gain of $75000 was reported for financial reporting purposes in the period of sale. The installment period is 3 years; one-third of the sale price is collected in 2014 and the rest in 2015 and 2016. The tax rate was 35% in 2014, 30% in 2015, and 30% in 2016. The enacted tax rates of 2015 and 2016 are not known until 2015.
The accounting and tax data are shown below.
Financial Accounting
Tax Return
2014 (35% tax rate)
Income before temporary difference
$
175,000
$
175,000
Temporary difference
$
75,000
$
25,000
Income
$
250,000
$
200,000
2015 (30% tax rate)
Income before temporary difference
$
200,000
$
200,000
Temporary difference
$
-
$
25,000
Income
$
200,000
$
225,000
2016 (30% tax rate)
Income before temporary difference
$
180,000
$
180,000
Temporary difference
$
-
$
25,000
Income
$
180,000
$
205,000
Required:
1)
Prepare the journal entries to record the income tax expense, deferred income taxes, and the income taxes payable for 2014, 2015, and 2016. No deferred income taxes existed at the beginning of 2012.
2)
Explain how the deferred taxes will appear on the balance sheet at the end of each year. (Assume Installment Accounts Receivable is classified as a current asset.)
3)
Show the income tax expense section of the income statement for each year, beginning with “Income before income taxes.”
Problem 2:
Philadelphia Co. incurred a net operating loss of $850,000 in 2014. Combined income of 2012 and 2013 was $650,000. The tax rate for all years is 30%. Trenton elects the carry back option.
Required:
a.
Prepare the journal entries to record the benefit of loss carry back and loss carry forward option.
b.
Assuming that it is more likely than not that the entire net operating loss carry forward will not be realized in future years, prepare all the journal entries necessary at the end of 2014.
.
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People are attracted to occupations that complement their personalit.docxodiliagilby
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Pennsylvania v. Mark
Mark Davis has been
charged
with Driving While Intoxicated (DWI) for reckless driving, speeding, four counts of felony assault, and one count of involuntary manslaughter as the result of a crash that occurred on a night out with his friends. Mark has been out on bail and pleaded not guilty when he was arraigned. The Judge set a date for Mark's trial and his defense team has been working to collect information about the technology used by the Highway Patrol to reconstruct the crash.
District Attorney O'Malley offered Mark a plea bargain, but Mark chose to take his chances at trial. Mark's attorney, Mr. Chen Long, advised Mark that accepting the plea offer was completely up to Mark, although Mr. Long advised against accepting it because the defense planned to highlight mistakes made by law enforcement during the investigation that could create reasonable doubt in the minds of the jurors.
The trial begins and during the voir dire of potential jurors, several individuals are excused because they have previous knowledge of Mark's case from the media. Two individuals stated that they could not be impartial because they had loved ones
killed
in alcohol related crashes as well. Eventually, two men and ten women were seated in Mark's trial.
District Attorney O'Malley presented the State's case clearly and concisely depicting a night on the town full of heavy drinking, which ultimately resulted in Mark's actions causing the death of one individual and injuring four others. Highway Patrolman Green explained to the jury that he immediately suspected alcohol when he arrived on scene because Mark appeared to be intoxicated when they spoke. Following the Judge ruling that it was admissible and not prejudicial, Sergeant Rodney Monroe, from the Highway Patrol Reconstruction Team presented their reconstruction complete with a high-tech computer animated reenactment of the crash. During the cross examination, Defense Attorney Long challenged the reconstruction because the Defense Crash Reconstruction Expert had discovered errors in the mathematical calculations for vehicle speed. The jury appeared to have liked the reconstruction very much regardless of the errors highlighted by the defense.
Mark was convicted of DWI, four counts of felony assault, and one count of involuntary manslaughter; however, he was acquitted of reckless driving and speeding. The Jury said they could not convict Mark of those offenses because of the mistakes made by law enforcement officers during the investigation.
Because Mark pleads not guilty, but was convicted during trial and had two prior DWI offenses, he was sentenced to ten years in the State Prison. Defense Attorney Long immediately notified the court of an impending appeal that would be filed by the defendant. In a report, using external sources to support your claims, answer the following:
Compare and contrast the roles of the Judge, Jury, District Attorney (Prosecutor), and Defense Attorney. What ar.
PBAD201-1501A-02 Public AdministrationTask NamePhase 3 Individu.docxodiliagilby
PBAD201-1501A-02 Public Administration
Task Name:
Phase 3 Individual Project
Deliverable Length:
750–1,000 words; Tabular budget
Details:
Weekly tasks or assignments (Individual or Group Projects) will be due
by
Monday and late submissions will be assigned a late penalty in accordance with the late penalty policy found in the syllabus. NOTE: All submission posting times are based on midnight Central Time.
Concern among the public sector is the demand for public organizations to be transparent about their budgets and spending habits. You have been scheduled to conduct a presentation for the State Budgeting Committee about the type of budget that the organization operates under. Identify the type of public organization for which you work, as well as what types of services, goods, or activities the organization provides to the public. Identify the size and scope of the organization.
Construct a budget using Excel that will provide a breakdown of the various budget items. Copy and paste the Excel spreadsheet of your budget into a Word document. Finally, explain how the budget is made available to the public for review. For example, is the budget made available at public meetings, on a special request, published in a newsletter, on the organization’s premises during regular business hours, via the organization’s Web site, or by some other means? If the budget is not available for the public to review, explain why. Furthermore, are there any provisions in place regarding the budget being made available for public view? Explain in detail.
Assignment Guidelines
Address the following in 750–1,000 words:
Identify the type of public organization for which you work, as well as what types of services, goods, or activities the organization provides to the public. Identify the size and scope of the organization.
Construct a budget using Excel that will provide a breakdown of the various organizational budget items.
Copy and paste the Excel spreadsheet of your budget into a Word document.
Is the budget made available to the public for review?
If yes, explain how in detail.
If no, explain in detail why it is not.
Are there any types of provisions in place regarding the budget being made available for public view? Identify and explain.
Be sure to reference all sources using APA style.
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Part1 Q1. Classify each of the following as- (i)qual.docxodiliagilby
Part1
Q1. Classify each of the following as:-
(i)
qualitative or quantitative
(ii)
nominal, ordinal, interval or ratio scale.
a.
Times for swimmers to complete a 50meters race.
b.
Months of the year: Meskerem, Tikimit, Hidat, ---.
c.
Region numbers of Riyadh: 1, 2, 3, 4, ---.
d.
Pollen counts provided as numbers between 1 and 10 where 1 means there is almost no pollen and 10 means that it is rampant, but for which the values do not represent an actual count of grains of pollen.
e.
Packages in the city of Cleveland telephone book.
f.
Rankings of tennis players.
g.
Weights of air conditioners.
h.
Personal ID numbers
i.
Telephone numbers
j.
Temperatures inside 10 refrigerators.
k.
Salaries of the top five CEOs in the United States.
l.
Ratings of eight local plays ( poor, fair, good, excellent)
m.
Times required for mechanics to do a tune up.
n.
Ages of students in a classroom.
o.
Marital Status of patients in a physician’s office.
p.
Horsepower of tractor engines.
q.
Colors of baseball caps in a store.
r.
Classification of kids at a day care (infant, toddler, pre-school)
Q2. The following are the grades which 40 students obtained in a certain course in 1997E.C. here in Mekelle University of the Arid Campus.
75 89 66 52 90 68 83 94 77 60 38 47 87 65 97 49 65 72 73 81 63 77 31 88 74 37 85 76 74 63 69 72 91 87 76 58 63 70 72 65
a. Construct an absolute frequency distribution.
b. Convert the distribution obtained in (a) into a Relative & Percentage distribution.
c. Convert the distribution in (a) into a “Less than” &
a “More than” cumulative distribution
d. Construct a histogram, frequency polygon and ogive curve
Q3. The following distribution shows that the result obtained by 100 accounting students in the final examination of statistics in
Saudi Electronic University.
Mark of students.
0-10
10-20
20-30
30-40
40-50
No. of students
14
f1
28
f2
15
If the median mark of students is 22.5, compute:-
i.
The missing frequencies, f1 and f2.
ii.
the mode, and
iii.
the arithmetic mean
iv.
variance
Part 2
Q1.
a. (Smoking and Coffee Drinking)
Coffee
No Coffee
Total
Smoker
60
40
100
Non-Smoker
115
85
200
Total
175
125
300
What is the probability that a randomly selected person from the sample either smokes or drinks coffee.
Q1. b. What is the probability that I flip a coin and get a Head, Roll a die and get a 4 or a 6, and then pull the king of Spades and a diamond from a deck of cards.
Q2: The random variable X has the following probability distribution:
X
0
1
2
3
Total
P(x)
0.22
0.38
0.1
0.3
1
Find the expected value (E(x)) & the Variance.
Q3: A radar unit is used to measure speeds of cars on a highway. The speeds are
normally
distributed with a mean of 90 km/hr and a standard deviation of 10 km/hr. What is the probability that a car picked at random is travelling at:
a-
More than 100 km/hr?
b-
Less than 85 Km/hr?
c-
Between them?
Part 3
Q-1..
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The First Letter of Peter
The First Letter to Timothy
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At least one credible source
one and half pages
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"Past and Future"
Please respond to the following:
Imagine back in time to pre-Internet days. Describe how you would have established communications for international trade in these time periods: 1935 and 1977.
Imagine it is now 2050. Predict the ease and speed of international trade communications and how it will occur.
2-
"Backtracking from Globalization"
Please respond to the following:
From the e-Activity, illustrate with two examples how the U.S. has restrained trade over the past 60 years and state why you think that happened.
Some believe these restraints have been deleterious to national economic prosperity. In your estimation, speculate as to how these restraints have affected national economic prosperity.
.
Partisan considerations have increasingly influenced the selection.docxodiliagilby
Partisan considerations have increasingly influenced the selection of federal judges. Interest groups on the right and the left have insisted on the appointment of judges who hold compatible views. Presidents and members of Congress have also increasingly sought appointees who will decide issues in ways they prefer. What is your view? Should politics play such a large role in judicial appointments? Or should merit be given greater weight?
Does a merit based system favor ONLY those with money and the connections? needs to be at least 200 words APA
.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
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Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
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This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
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Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
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810-140 Atlantis Paradise Island Resort & Casino: Improving
Performance with a New Vision and Mission
2
controversy into success and Kerzner set his sights on a broader
international stage for his hospitality
ventures.
In 1993 Kerzner divested Sun International of its holdings in
Africa and formed Sun International
Hotels in order to acquire the resort then known as Paradise
Island Resort and Casino. Kerzner
renamed his new property Atlantis on Paradise Island. Having
already demonstrated his ability to
marshal the resources needed to build and operate large-scale
13. destination resorts, Kerzner envisioned
for Atlantis an environment that would immerse its customers in
a mythical watery world,
surrounded by massive marine tanks and pools filled with sea
creatures and accented by visual and
philosophical references to the lost continent. Indeed, visitors
were housed in soaring towers that
were integrated with the simulated undersea world.
After opening in 1994 Kerzner almost immediately embarked on
an $800 million expansion of the
resort, culminating in the completion of the Royal Towers in
1998 and its attraction-filled
environment, complete with marine life exhibition tanks,
waterfalls, lagoons, water slides, multiple
swimming areas, gorgeous beaches, and the largest casino in the
Caribbean. A third expansion phase,
involving an investment of some $1 billion, was recently
brought to a close, further expanding
accommodations, attractions, and services. Following the
expansion the property featured additional
upscale lodging and dining facilities with access restricted to
adults unaccompanied by children,
joining a product set that included a spa, golf courses, a marina,
interactions with live dolphins, a
massive convention meeting space, and more beach front. An
official fact sheet, shown as Exhibit 1,
lists and describes the main components of the resort. Exhibit 2
provides a view of the Royal Towers.
Atlantis now catered to the needs and desires of a wide range of
customers, from families with
young children, to hipsters and upscale professionals, to
gamblers, to golfers to anyone who enjoyed
learning about marine life. As the largest non-governmental
employer in the Bahamas, Atlantis
14. occupied a unique role in the country’s labor market and its
tourism sector. Through its commitment
to employee development in a low-income, service-based
economy, Atlantis took pride not only in
training raw recruits to become service professionals but also in
contributing to the larger community
of the Bahamas through service projects and environmental
stewardship.
Strategy in Focus
Vision, Mission and Strategy
Given Atlantis’s positioning and scale, constantly expanding
and refreshing the product was a key
to its success. Markantonis explained:
We’re going to continue to expand. We’re going to continue to
make sure this is the most
exciting place that there is. We have to come up with new
thoughts, new ideas. We’ve got to
come out of this recession. But we don’t just expand. We have
to be strategic. We have plenty
more land.
Atlantis competed in a global entertainment marketplace, and
was positioned “as part Las Vegas
and part Disney,” but with the new additions its positioning was
tweaked to cater to all generations
of customers. Markantonis characterized it as “the only place
where you can bring your kids and
grandma and everyone is going to have a great time.” Atlantis
Kids Adventure (AKA), a state-of-the-
art, youth-oriented high-tech entertainment facility for children
from 3 to 12 years of age with a “no
adults allowed” rule, provided an apt example. Another was
15. Cove Atlantis, an enclave that included
hip entertainment with a DJ, luxury cabanas, nightclubs and an
adults-only pool (with
Mediterranean-style bathing) and bar facilities, and an outdoor
poolside casino.
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Atlantis Paradise Island Resort & Casino: Improving
Performance with a New Vision and Mission 810-140
3
The new children’s facility played into another strategic goal of
Atlantis, generating returning
customers. Markantonis asserted: “The children are the key to
making people want to come back.”
Visiting Atlantis was a major commitment of time and money
on the part of its typical customers, so
after experiencing everything Atlantis had to offer, they needed
a compelling reason to return. That’s
where the never-ending expansion of products and services
came into play, allowing the firm to
maintain an estimated 22% to 25% returning customer rate.
Exhibit 3 shows the repeat business
record for a period spanning 2003 through 2008.
Although its commitments to expansion and renewal as well as
community service reflected
Atlantis’s unique positioning in its market, Atlantis’s strategy
was not entirely unconventional. Alex
16. Kim, general manager of the Coral and Beach Towers, said:
“The four ‘pillars’ of Atlantis’s success
are revenue, controlling expenses to boost profits, employee
satisfaction, and customer satisfaction.”
The latter involved a commitment to providing the guest with
what chief operating officer Jean
Cohen called “the blow-away experience.” Kim expanded on
this set, however, describing a recent
meeting with his team managers at which he asked them to
articulate the Atlantis strategy:
I just asked the question: What is it that we have to do to be
successful? I don’t tell them
how to be successful. They have to tell me. End result?
Leadership, from top to bottom.
Leadership is not just the general manager’s leadership.
Leadership goes all the way down to
the line employee. Room attendants—there are leaders there. So
it has to flow up and down
the chain of command.
So the Atlantis strategy also focused on familiar touchstones in
hospitality—revenue, profit,
employee engagement and guest satisfaction—with a focus on
company-wide leadership, which was
perhaps understandable given the scale of the property.
IT Connection
The phenomenal growth that distinguished Atlantis Paradise
Island’s storyline increasingly
depended on leveraging information technology and electronic
media to raise the high-tech bar for
the customer experience. Chief information officer Bernard Gay
talked about how Atlantis had
carved out “a space of innovation and creativity” that would
17. help to drive future growth and
continual upgrading of existing facilities. To be sure, Atlantis’s
IT organization—with a staff of
approximately 80 people divided between full-timers and
contractors—channeled many of its
resources into running the property smoothly and efficiently and
upgrading and integrating software
platforms, but the growth imperative provided it with
opportunities to innovate and push the
customer experience. Nowhere was this opportunity more in
evidence than in the aforementioned
kids’ club, where the high-tech installations created a feature-
laden environment. The IT organization
would also play an important role in helping Atlantis to roll out
and embed the new vision and
mission by facilitating internal communication of the message.
Focus on Employee Engagement
As the third phase of growth came to a close in 2007, Atlantis’s
sprawling complex of hotels,
restaurants, exhibits and attractions had set a new standard for
destination resorts in terms of the
scale and variety of the offering. Every known customer
segment now had something to enjoy at
Atlantis. Yet all was not well at the property, even apart from
the impending recession. Epic scale
alone could not guarantee success.
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18. 810-140 Atlantis Paradise Island Resort & Casino: Improving
Performance with a New Vision and Mission
4
Many of the challenges Atlantis had to overcome were simply
byproducts of its scale. In terms of
occupancy, Atlantis needed to manage bookings so as to fill
various areas of the property while
sometimes shutting down entire building wings, restaurants, or
other attractions, based on seasonal
occupancy and fluctuating demand. It was especially
challenging to keep guests fully informed about
the availability, location, and timing of all the options available
onsite. In describing what she would
regard as the perfect customer experience at Atlantis, Cohen
mused:
The guest would know what’s available to them. I still have
guests today who will call me
and say, ‘I cannot figure this out. You need to tell me what to
do because I don’t have time to
figure this out.’ So the perfect guest experience would mean
that they know what is available
and match it to what they would like to do, depending on their
likes and their kids’ likes.
The way to the perfect guest experience ran directly through the
employees in the guest
encounter. Thus Atlantis targeted how employees fit into the
property’s strategic focus on the
customer experience at the receiving end of the service
equation. When the decision to revisit the
vision and mission statement was made, the policy board
focused on “really aligning the employees
19. with our core values and success factors, to energize them” as
the property attempted to navigate in a
down economy following a major expansion of facilities and
attractions.
Employee engagement posed perhaps the greatest challenge to
Atlantis. Managing nearly 8,000
individuals was intrinsically challenging, but conditions
imposed by the Bahamian labor market and
the local economy upped the ante considerably. Leadership
skills, so important in an organization
that emphasized employee engagement, were almost entirely
absent in new hires. Moreover, the
labor pool was relatively small, as the population of the
Bahamas was only slightly above 300,000, so
the Atlantis workforce featured an uncommonly high number of
staff members who were related by
family or otherwise acquainted. Karen Carey, the senior vice
president for human resources,
explained, “We have had to recruit with the understanding that
we were going to invest in a lot of
training and development…”
Yet even with extensive training programs, including some
basic training for potential recruits, a
considerable challenge remained with cultivating middle
management talent. Cohen pointed to the
major challenges:
We struggle with entry-level management, really having them
understand what leadership
is. Many of them feel that they’re the boss now, so now they
can be dictatorial. Their exposure
to leadership and management has been limited.
Atlantis Paradise Island thus found itself having accomplished
20. most of the goals related to
expansion of its facilities and attractions but facing worrisome
trends. These trends included
declining customer satisfaction (Exhibit 4), declining
reservation enquiries, declining conversion
ratios (reservations/enquiries), and reduced average
spend/reservation (Exhibit 5). Atlantis also
faced forecasting difficulty because, by 2009, more than 50% of
customers were making their
reservations within 60 days of arrival, likely a symptom of the
down economy (Exhibit 6).
It was in this context that the policy board, informed by
Markantonis’s instinct that a renewal was
needed, turned its attention to its original vision and mission
statement.
The Original Vision and Mission
From its inception Atlantis Paradise Island adhered to four core
values:
Blow away the customer
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Atlantis Paradise Island Resort & Casino: Improving
Performance with a New Vision and Mission 810-140
5
21. Sustainable bottom-line performance
Develop passionate and committed people
Continuously strive for perfection
Its original vision and mission statement built on the theme of
“blowing away the customer” with
an amazing experience, but also emphasized the presentation to
the guest of elements of the lost
continent myth. The concept of blowing away the customer
came directly from Sol Kerzner and was
rooted in the approach he pioneered in South Africa: amaze the
guest. Accordingly, Atlantis marketed
itself as one of the wonders of the world, a principle that it
enshrined literally in its original vision:
To have the Atlantis experience regarded as one of the wonders
of the world!
The remaining elements of the core values figured equally
literally in its original mission statement:
Our mission is to provide every guest with a “Blow Away
Experience” that is inspired by a celebration of
the sea and the myth of a lost civilization. We accomplish this
by bringing the myth of Atlantis to life by
offering warm, positive, engaging service.
At Atlantis we are a team of individuals who are passionate and
committed in everything that we do. We
continuously strive for perfection. We are proud to work at
Atlantis because we are a caring and learning
organization which rewards accomplishment and promotes
teamwork, respect and innovation.
22. At Atlantis, we are the pride of our community while providing
enduring value for our shareholders. When
Atlantis succeeds, we succeed as individuals, and we contribute
to the success of the Bahamas.
Atlantis concentrated on creating and presenting the mythical
elements to provide the “wow”
factor to its guests. As it grew, however, managing such a large
workforce and such a huge facility
quite naturally made it difficult to bring the promises of the
vision and mission statement to the
customer encounter.
Challenges related to driving the customer experience and
employee engagement were reflected
in the metrics Atlantis relied on to gauge its success. Atlantis
tracked customer satisfaction through a
variety of media, but foremost were monthly figures reflecting
the Guest Satisfaction Index (GSI) that
it received from J. D. Power and Associates (see Exhibit 4) and
a metric Atlantis called its Employee
Engagement Index (EEI). Cohen remarked:
When the crisis hit in 2008 we were really struggling with
disappointing results in our
guest satisfaction ratings. They were frightening, to be honest.
Our employees were feeling
vulnerable for the first time in our history. Their hearts and
minds were no longer in it.
All these management imperatives were never more challenging
than in the grip of a worldwide
recession, and Atlantis’s business suffered as a result. It may
seem perverse then to have pressed
forward with ambitious plans for expansion, but as CIO Gay
said,
23. While economic times may not be the best, these are good times
in terms of retrenching and
rebuilding. We’re taking this opportunity to step back and
actually rebuild ourselves and
growing ourselves even more applicably to be better than we
would have been and would be
when we come out of this economy.
Still, with the recession bearing down, reducing occupancy and
revenues while undermining
workforce morale, Atlantis made the decision to reconsider the
core elements of its business strategy
towards the end of 2008.
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copyright. Please contact [email protected] or
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810-140 Atlantis Paradise Island Resort & Casino: Improving
Performance with a New Vision and Mission
6
Out with the Old, in with the New
The Run-up
Atlantis forged its new vision and mission statement through a
series of steps that began in
January of 2009. The end result of that process was a new
vision and a new mission statement:
24. Our Vision: To be the most desired and complete destination
resort experience in the world.
Our Mission: We will amaze all who we touch through the
uniqueness of our product, the warmth
of our people, and the engaging wonders of our mythical world.
These new statements captured the essence of Atlantis
succinctly, but the decision to replace the
old vision and mission statement was not taken until after the
leadership had spent considerable time
taking stock of the changing face of the property following the
end of the third expansion phase in
2007. Atlantis had continually grown and evolved and as a
consequence had become a profoundly
different company from what it had been entering the new
millennium. Markantonis explained:
As we reflected during the crisis, we realized that it wasn’t
business as usual anymore. We
added a hundred and twenty acres and doubled the size of two
hotels. We really weren’t the
same company anymore.
Carey added:
We began to leave the old vision behind, not consciously, but
we were shifting, and not
everybody was on the same path. The old vision wasn’t coming
forth in employees’ collective
behaviors. They didn’t feel it; they didn’t see it; they were not
passionate about it, and we saw
it in our guest surveys. We saw it in our employee feedback.
So with a new identity and a commitment to a multi-
generational strategy, Atlantis was looking for a
25. way to re-energize its employees and its customer base.
Carey was the longest-tenured member of the Atlantis policy
board, and she had been involved in
the adoption of the original vision and mission statement in the
mid-90s soon after Kerzner’s
company purchased the property. While the property’s physical
attributes may have amazed the
guest more than ever following two expansion phases, making
Atlantis even more of a wonder,
Carey summarized the need for a new approach:
And so our market changed, our strategy changed, our customer
base changed. And then
also the needs of our customers changed. So we began to look
and then we found also that we
were evolving, we were shifting, and really almost relinquishing
the mission to be one of the
great wonders, and focusing more on the experience and the
memories, but our employees
were not entirely in synch with these developments.
It was time to align the company’s vision and mission statement
with these new realities.
Crafting the New Vision and Mission Statement
The process began with a policy board meeting that set in
motion a series of events culminating in
the new vision and mission statement. The next step was to hold
a meeting with the next layer of
management, at which Markantonis spoke of the “need” for a
new vision and mission statement. The
policy board then devised an action plan to begin in January
2009 that would result in final approval
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copyright. Please contact [email protected] or
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Atlantis Paradise Island Resort & Casino: Improving
Performance with a New Vision and Mission 810-140
7
of a new vision and mission statement by the end of March
2009. This was followed by a day-long
vision and mission workshop facilitated by Dr. Chekitan Dev of
Cornell University, which involved
not only key executives and managers, but also some top-
performing front-line employees. This
event, during which the group hammered out a rough draft of
the new vision and mission statement,
charged everyone involved with energy and enthusiasm for the
vision and mission initiative. The
kick-off of Dr. Dev’s workshop began with Markantonis
explaining clearly from the outset why
adopting a new vision and mission statement made sense to top
management: “Yes. That’s what the
beauty of this workshop was. That, yes, it made sense,” noted
Kim. Kim described it:
Dr. Dev went through his research on global hospitality, travel,
and tourism trends. He
talked to us about changing customer profiles, intensifying
competition, increasing value
orientation, escalating concern for the environment, and
educated us on where we were
positioned. And also went over our existing vision and mission.
27. And then we went through
several exercises. So obviously he has done it many, many
times. He did a good job of making
sure we were involved, that we were doing it.
The theme of the workshop was “Profit from Change.” Dr. Dev
stressed that an effective vision
concentrates on the future by expressing what an organization
wants to become and inspiring its
stakeholders. An effective vision also captures the key decision-
making criteria on the basis of which
the organization will realize the vision in its operations. It was
then proposed that an effective
mission concentrates more on the present, offering a statement
of purpose that sets the performance
bar high while defining the customer and identifying the critical
processes through which the mission
will be accomplished. This part of the workshop closed by
distilling the characteristics of effective
visions and mission statements into seven key principles:
• CLEAR—to both internal and external customers
• CONCISE—brief and to the point
• CREDIBLE—that we can do it
• ASPIRATIONAL—makes us all stretch
• ACHIEVABLE—in the foreseeable future
• ALIGNED—with our stakeholders
• CONSISTENT—with our core values
Particular attention was paid to understanding customer
28. satisfaction/retention and employee
engagement, improvement in which was a major goal of
adopting a new vision and mission
statement.
By the end of the workshop those in attendance, with Dr. Dev’s
facilitation, were able to achieve a
strong consensus around the new draft vision and mission
statement. Markantonis described the
action planning phase of the workshop:
We subdivided into teams who came up with their own options.
The presentations were
made and very quickly we had consensus. I think we were able
to do it this way because
everyone was so excited and positive about it. And everyone
realized why we were doing it.
There was not a case of “Why are we doing this? We already
have one!” No one had that issue.
So that’s how it came together.
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810-140 Atlantis Paradise Island Resort & Casino: Improving
Performance with a New Vision and Mission
8
Such a high degree of harmony may have resulted in part from
Atlantis’s unique position in the
Bahamian tourist market. Most Atlantis employees, managers
29. included, took great pride in working
for the country’s largest and most internationally prominent
employer and in representing the
Atlantis brand. They wanted the company to succeed and
therefore were eager to do whatever was
necessary to help.
Following the workshop, those involved continued their
discussions, at policy board meetings
and division meetings. They organized several focus groups to
elicit feedback from all staffing levels.
The Atlantis leadership team stayed in touch with Dr. Dev, who
provided feedback and guidance. By
the end of March 2009 the new vision and mission statement
had been adopted. The leadership
mapped out the next steps needed to roll out the vision and
mission across the property.
Embedding the New Vision and Mission Statement
The Rollout
With a new vision and mission statement in place, the policy
board turned the major
responsibility for rolling them out to Carey. She helped form a
team of what Atlantis called Vision
Champions, consisting at first of about a dozen front-line
employees—later expanded to a larger team
of between 30 and 40—who enthusiastically embraced the new
vision and mission and were anxious
to assist the executive team in embedding them into the work-a-
day culture. At their orientation
session, the Vision Champions learned what their role would be:
• Know the Vision & Mission by Heart!
30. • Co-facilitate all Vision and Mission events in your Division
• Generate excitement around events
o Help create and spread buzz
o Talk it up!
o Coordinate contest submissions
o Visit line-ups
• Share ideas on how to deliver on the Vision and Mission
• Suggest measures of success
• Work with your division head to identify recognition
opportunities
With this platform in hand, the Vision Champions then went to
their divisions and began the
process of embedding the new vision and mission statement.
Two components of the Vision
Champion role that are mentioned here—the contest and line-
ups—figured prominently in the
rollout. As the new vision and mission went down to all the
divisions and departments, employees,
facilitated by the Vision Champions, were asked to help design
the process through which everyone
would learn and embrace them.
One key piece of this process was an all-property performance
competition, in which talented
employees in every division put together a musical or theatrical
performance to express the spirit of
the new vision and mission statement. Offering five-minute
31. raps, poetry, skits, or song-and-dance
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Atlantis Paradise Island Resort & Casino: Improving
Performance with a New Vision and Mission 810-140
9
numbers that incorporated key words in the new vision and
mission statement, the performances
were recorded as videos and reviewed by the policy board to
determine three finalists who re-
enacted their performances at a major all-employee event
(Exhibit 7 shows the poster announcing the
contest). As Cohen said:
I’ve never seen a better rollout, because the one thing about this
culture is, our people are
very musically oriented and they love to perform. So every one
of these departments put on
skits, performed raps, or danced. One was better than the next.
It made it fun and it wasn’t just
dry. It was a language that the employees understood.
The three chosen finalists then performed their acts at an all-
employee rally, about 6 months after
the first meeting of the policy board, which served as the
official introduction of the new vision and
mission statement, an event marked by whooping and dancing
and celebratory revelry (including an
32. onstage dance from the COO herself).
The infectious spirit of the rollout carried on from there, as the
real work of embedding the vision
and mission statement began, with the aid of the expanded
Champions team who brought the
message to ground level at daily lineups and other events in and
out of the workplace including the
local community. (Exhibit 8 shows a script that was used by
managers at line-ups.) The Champions
team even included union shop stewards, who volunteered to
serve. Explaining how it was possible
for management to achieve buy-in from traditional adversaries
(by all accounts management’s
relationship with its collective bargaining units was relatively
peaceful but nevertheless subject to
occasional tension), Carey said simply that they appreciated
being included in the process, being
given a voice. In making it clear to the unions that their
opinions mattered, then, Atlantis earned their
support.
Each of the Champions was then involved in customizing the
rollout for his or her own division
or department. Vision cards with the core values and the new
vision and mission statement were
printed and distributed to everyone. Other paraphernalia
included key chains, T-shirts, mouse pads,
and even a screensaver that ran on all Atlantis computers.
Orientation and training materials and
messages were all revised to reflect the new vision and mission.
The new training program focused
on the language of the vision and mission, driving home the
message that every employee now had
to consciously apply the vision and mission principles in
delivering service to customers or carrying
33. out their responsibilities within the organization. A typical
exercise involved turning familiar words
into service-oriented acronyms, such as this example with the
word “heart”:
“Create an acronym using the word ‘heart’ that describes the
spirit of the employee who
serves from the heart . . .”
• H – Helpful
• E – Engaging
• A – Attentive and action oriented
• R – Responsive and responsible
• T – Thankful
The infrastructure for embedding the new vision and mission
statement was in place but, as Kim
recognized, the work was just beginning: “The vision and
mission are still new. I believe the
momentum is building but we are at a junction where we cannot
give up. This cannot be ‘the
program of the month.’ We have to live it, communicate it and
ensure every employee’s buy-in.”
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810-140 Atlantis Paradise Island Resort & Casino: Improving
34. Performance with a New Vision and Mission
10
Cohen noted that one obstacle to fully embedding the new
vision and mission was represented by
mid-level managers:
The challenge—and it’s not just in the vision and mission, it’s
in everything—is in this layer
of managers. It’s a full-time job to develop them. Some feel that
they need to get the data, but
nobody else needs it. They still see lineups as a time to make
sure your shoes are polished but
not as a time to energize and enliven. We are changing that.
Continual and effective
communication across all levels of the organization is a key
priority for us.
Changing the culture to fit the vision and mission was a critical
component of the process, but
how did Atlantis plan to measure success? How would they
know that adopting a new vision and
mission statement would lead to better individual and
organizational performance?
Measuring Success and Moving Forward: A Fork in the Road?
As the Atlantis leadership team reflected in early 2010 on the
time that had passed since rolling
out the new vision and mission, they felt very good about the
progress achieved to date. Carey
remarked:
We are headed in the right direction. The feedback that we get
apart from the scores—
35. comment cards, telephone calls, and unsolicited letters that
we’re seeing—is telling us that
we’re closer to delivering the guest experience our vision talks
to.
Cohen added:
When it comes to vision and mission, you really get the feeling
that it was effective
communication with employees that made them get it. That’s a
tribute to focusing on getting
them aligned and making sure they understand the value of the
customer.
The leadership was monitoring several key metrics (Exhibit 9)
while focusing in particular on
guest satisfaction (see Exhibit 10) and employee engagement
(see Exhibit 11). They also hoped that
adopting the new vision and mission statement would improve
service delivery to help them cope
with other challenges, such as the booking window issue
(Exhibit 6), as they considered providing
specialized services such as quicker reservation confirmation
response times, customized airport
pick-up arrangements, restaurant and spa reservations, and so
on.
Ultimately the success of the initiative depended on improving
employee behavior,
understanding whether employees were fully committed to
realizing the vision in their everyday
work tasks and encounters with guests, at what Dev calls
“moments of truth.” Measuring such
behaviors was not simple, but had to be done through
performance reviews and similar tools that
were administered by that middle and lower management level
36. of employees. Such a need for candid
feedback was at times problematic given the tight-knit fabric of
the Bahamian community. Cohen
remarked:
In a small social environment like this, everybody knows each
other. It’s much harder to
manage somebody who you grew up with or is your mother’s
best friend or is your church
elder. Your immediate supervisor would do your review, and we
had such disconnects.
Someone would say, “This manager is awful.” Yet he’s got the
highest review from his
immediate boss. There was no credibility. Now we’re going to
have more than one person help
with the reviews.
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Atlantis Paradise Island Resort & Casino: Improving
Performance with a New Vision and Mission 810-140
11
Coupled with improving the approach to employee reviews, new
training and orientation
programs targeting middle managers were a priority for
Atlantis. Cohen herself planned to teach
classes about leadership and vision to managers.
Cohen explained:
37. We have 800 mid-level managers who are critical to this. We’ve
put together core classes for
managers to take before they talk to an employee. We’ve
changed the orientation to involve
division heads with their key managers. So from myself to the
division heads to the
department heads, we’re investing in these mid-level managers.
A more vexing question pertained to the future. While the early
phases of the rollout proceeded as
planned, the question remained as to how Atlantis would ensure
that the momentum accumulated in
the rollout would not quickly fizzle out. Atlantis had reached a
fork in the road: Should they have
planned to simply complete the process of integrating the
content and spirit of the new vision and
mission statement into their training material, their daily
lineups, their customer-facing literature,
and their communications with employees? Or should they have
“supercharged” the effort by
initiating a second or follow-up phase to re-energize the process
of embedding the new vision and
mission statement throughout the company?
On this question the Atlantis executives had not yet achieved
consensus. While Cohen accepted
the term “supercharge,” Carey, while noting plans to hold
another rally in 2010, explained: “We’re in
the process right now of collectively coming together and
talking about what else or what next. How
do we make sure that we’re keeping the vision and mission
alive? How do we keep it fresh? Should
all position announcements, job descriptions and standard
operating procedures make explicit
reference to the vision and mission? Should each business unit
38. be encouraged to adapt the vision and
mission with its own team?” Those were the questions facing
Atlantis as it moved forward with a
new vision and mission statement that it hoped would continue
to lift the resort’s performance to
new heights.
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810-140 Atlantis Paradise Island Resort & Casino: Improving
Performance with a New Vision and Mission
12
Exhibit 1 Atlantis Paradise Island Fact Sheet
Welcome to Atlantis, Paradise Island, Bahamas
Only Atlantis can take you to a world beyond extraordinary. Set
39. amidst the lush tropical splendor of
Paradise Island, Bahamas, Atlantis is an exhilarating adventure
of thrills and discoveries. With a recent
$1 billion expansion, Atlantis provides incredible amenities,
diverse accommodations and a vast array of
activities and attractions. Swim and play with Atlantic
bottlenose dolphins, relax at the renowned
Mandara Spa, play the challenging 18-hole championship PGA
course, and explore Aquaventure, the
141-acre waterscape, featuring thrilling slides and river rides.
Adults will enjoy the Caribbean largest
and most glamorous casino, Aura nightclub, over 20 dining
options and unparalleled duty-free shopping
and kids won't ever want to leave the Atlantis Kids Club or
teen-friendly, Club Rush.
BEACH TOWER
• You'll be swept away in waves of relaxation at the Beach
Tower. Located just steps away from the
beach, this Caribbean paradise is also close to marine exhibits,
Lazy River Ride, Club Rush, Earth &
Fire Pottery Studio, Gamer's Reef, a main pool, Atlantis Theatre
and the Conference Center. All 423
Guest rooms feature balconies and offer terrace or water views.
ROYAL TOWERS
• The iconic Royal Towers are most reflective of mythical
Atlantis, featuring grand architecture,
artwork and design. Standard rooms have French balconies and
suites have full balconies. All 1200
rooms and suites are elegantly appointed with an Atlantean
theme and offer terrace, harbor or water
views. These towers are closest to Mandara Spa, the Fitness
Center, Aquaventure, The Dig, Casino,
40. two main pools, marine exhibits and several gourmet dining
options.
CORAL TOWERS
• Located in the center of all the action, the Coral Towers is a
casual and relaxed place to spend your
next vacation. All 600 Guest rooms come complete with either a
full balcony or a terrace with a water
view. Just steps away from this tropical paradise is the Atlantis
Kids Club, marine exhibits, the
seven-acre snorkeling lagoon, a main pool, water slides, the
casino and lots of dining options.
THE REEF ATLANTIS
• Situated directly on Paradise Beach–one of the most renowned
beaches in the world–The Reef
Atlantis provides all the comforts of home in 497 spacious well-
appointed studios and one-bedroom
suites featuring private balconies with water harbor or terrace
views. Expertly designed studios have
living area with sleeper sofa, kitchen area and master bathroom,
while suites offer complete kitchen,
dining and living rooms, two full bathrooms and en-suite
laundry facilities.
THE COVE ATLANTIS
• Stylish and contemporary, The Cove Atlantis is a private and
exclusive haven amidst the
activity of Atlantis. Each of the 600 suites offers panoramic
ocean views and unparalleled amenities.
Set between two of the world’s most stunning beaches and
inspired by the beauty of its
surroundings, the Jeffrey Beers-designed resort thrives on
41. magical sensate experiences including the
gourmet cuisine of celebrity chef Bobby Flay at Mesa Grill,
poolside gaming and a vibrant social
scene at the adults-only Cain at The Cove Atlantis ultra-pool,
lavish private beach cabanas, and
complete access to the wonders of Atlantis.
Source: Atlantis Paradise Island Bahamas.
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Atlantis Paradise Island Resort & Casino: Improving
Performance with a New Vision and Mission 810-140
13
Exhibit 2 View of the Royal Towers
Source: Atlantis Paradise Island, Bahamas.
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810-140 Atlantis Paradise Island Resort & Casino: Improving
42. Performance with a New Vision and Mission
14
Exhibit 3 Repeat Business, 2003 – 2008
Arrival Year1 SO/AL Repeaters as %
of Total SO/AL2
Casino Repeaters as %
of Total Casino
Total Repeaters as % of
Total HH3
2003 7.4% 52.8% 18.6%
2004 10.8% 64.1% 23.2%
2005 13.1% 71.3% 24.5%
2006 13.3% 63.8% 24.3%
2007 13.8% 54.1% 22.2%
2008 14.8% 55.0% 23.4%
Source: Atlantis Paradise Island, Bahamas.
Exhibit 4 Guest Satisfaction Index, 2007 – 2008
Total Atlantis 2007 vs. 20084
Overall Factors
2007
43. 2008
Overall Guest Index Score 801 707
Reservation Index
Arrival Index 824 778
Guest Room Index 810 753
Food & Beverage Index 809 733
Hotel Services Index 810 761
Recreational Facilities Index 893 801
Hotel Facilities Index
Value Index 699
508
Casino Index 817
742
Departure Index 856
785
44. Source: Atlantis Paradise Island, Bahamas.
1 Figures do not include group business because of the
difficulty of tracking repeaters.
2 SQ/AL= Social and allotment guests, or leisure guests.
3 HH = Households, or the sum of leisure and casino guests.
4 Figures for 2007 based on phone survey with 6,700
respondents; figures for 2008 based on Internet survey.
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Atlantis Paradise Island Resort & Casino: Improving
Performance with a New Vision and Mission 810-140
15
Exhibit 5 Key Metrics, 2007 – 2008
2007 2008
Reservation Enquiries 549,958 502,113
Conversion Ratio 16.0 15.7
Avg $ per Web Reservation $2,838.70 $3,042.87
Avg $ per Call Center Reservation $4,342.03 $4,267.89
45. Avg $ per All Reservations1 $4,053.65 $4,030.50
Avg Room $ per Occupied Room
Night $310 $341
Avg F&B $ per Occupied Room
Night $210 $218
Source: Atlantis Paradise Island, Bahamas.
Exhibit 6 Booking Window Data, 2008 – 2009
Reservations Lead Times 2008 2009
0-30 Days 10% 18%
30-60 Days 30% 32%
60-90 Days 30% 29%
90-120 Days 30% 21%
Source: Atlantis Paradise Island, Bahamas.
1 “Avg $” for 2007 based on May – Dec. figures
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810-140 Atlantis Paradise Island Resort & Casino: Improving
Performance with a New Vision and Mission
16
Exhibit 7 Atlantis Paradise Island Poster Announcing the Talent
Contest to Energize Employees
Source: Atlantis Paradise Islands, Bahamas.
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Atlantis Paradise Island Resort & Casino: Improving
Performance with a New Vision and Mission 810-140
17
47. Exhibit 8 Script Used During Employee Line-ups to Help Roll
Out the New Vision and Mission
Statement
Atlantis Vision and Mission Launch
Script for Managers
Managers: Please use this statement to launch the new Vision
and Mission statements to your
teams at your next line-up meeting. Take time to explore with
your teams how they specifically deliver
on the mission in their daily activities. After launching the
Vision/Mission:
1. Encourage them to memorize the new statements…it may
come in handy sooner than they
think.
2. Brainstorm with your teams on which activities they can/will
do to practice the behaviors that
deliver on our mission and our vision.
3. Practice the behaviors
4. Recognize and reward your employees for delivering on the
mission and vision
5. Celebrate the success of your team in living the mission and
vision
We are all aware of our company’s core values – particularly
number three which requires that
we “continuously strive for perfection – good enough never is”.
With this in mind, it is critical that we do everything we can to
48. remain on the cutting edge.
Sometimes, this means that we must step back and reevaluate
the way we do things to ensure that
we remain current, relevant and highly competitive…not just in
the Bahamas, but globally.
To this end, our President and Policy Board revisited our
Mission and Vision statements, which
have set the course for our company for the last several years.
Our efforts to deliver on these
statements have helped us to achieve the success that we enjoy
today. However, given the times,
we must strive to secure an even a greater market share and
higher levels of success. Accordingly,
and after extensive collaboration with all levels across our
organization, we are proud to present to
you our new Mission and Vision statements, which will steer us
into the new decade and beyond.
Our Vision:
To be the most desired and complete destination resort
experience in the world.
Our Mission:
We will amaze all we touch through the uniqueness of our
product, the warmth of our
people and the engaging wonders of our mythical world.
Source: Atlantis Paradise Island, Bahamas.
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49. 810-140 Atlantis Paradise Island Resort & Casino: Improving
Performance with a New Vision and Mission
18
Exhibit 9 Key Metrics, 2008 – 2009/10
2008
2009
2010
Reservation Enquiries 502,113 494,673
Conversion Ratio 15.7 16.3
Avg $ per Web reservation $3,042.87 $2,983.36
Avg $ per call reservations $4,267.89 $4,091.16
Avg $ per all reservations $4,030.50 $3,847.91
Avg room $ per occupied room
night $341 $314 $358
Avg F&B $ per occupied room
night $278 $269 $287
Avg Casino $ per occupied
room night $218 $208 $210
50. Source: Atlantis Paradise Island, Bahamas.
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Atlantis Paradise Island Resort & Casino: Improving
Performance with a New Vision and Mission 810-140
19
Exhibit 10 Guest Satisfaction Index, 2008 – 2009
Total Atlantis 2008 - 20091
Overall Factors
YTD Scores 2008 (Jan-Dec) YTD Scores 2009 (Jan-Dec)
Overall Guest Index Score
707 768
Reservation Index 790
Arrival Index 778 801
Guest Room Index 753 789
Food & Beverage index 733 766
Hotel Service Index 777
51. Recreational Facilities Index 761 823
Hotel Facilities Index 801 880
Value Index 508 531
Casino Index 742
754
Departure Index 785 823
Source: Atlantis Paradise Island, Bahamas.
1 Figures for 2008 based on Internet survey with 25,556
respondents; figures for 2009 based on Internet survey with
23,363
respondents.
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810-140 Atlantis Paradise Island Resort & Casino: Improving
Performance with a New Vision and Mission
20
Exhibit 11 Employee Engagement Index Results, October 2009
52. 2009 Employee Survey: Primary Drivers of Engagement
Employee Feedback on New Mission/Vision
Priority Items – Paradise Island Overall
Percent
Favorable
Trust I trust the leadership of Kerzner International. 74%
Future/vision
The leadership of Kerzner International has communicated a
vision of the
future that motivates me. 80%
Trust This company acts with integrity. 79%
Future/Vision I believe Kerzner International has an outstanding
future. 87%
PI
Supplemental
The mission and vision of Kerzner makes me feel that my work
is
meaningful and important. 85%
Future/Vision I believe in the mission and values of Kerzner
International. 91%
Future/Vision I am very committed to help achieve my
53. department goals. 94%
Recognition I feel valued as an employee of this company. 67%
Trust My manager/s keep/s their commitments. 57%
PI Supplemental
My manager promotes behaviors that are consistent with the
mission,
vision and values of the company. 64%
Source: Atlantis Paradise Islands, Bahamas.
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copyright. Please contact [email protected] or
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72. 2. What was the customer return rate the Atlantis resort?
3. Why was it challenging to keep guests informed of
availability, location, and timing of onsite options? What did
the Atlantis resort do to overcome this challenge?
4. What are some of the main differences between the original
mission statement and the new mission statement?
5. What methods did Atlantis use to roll-out the new mission
statement to its employees?
Grading Rubric
90 - 100 The assignment is followed. All questions are
thoroughly explained. Proper MLA formatting is used.
70 - 89 The assignment is followed. Some responses may
have been basic. Some MLA criteria were not properly utilized.
50 – 69 The assignment is loosely followed. Most responses
were basic. MLA criteria was largely ignored.
30 – 40 The assignment is not being followed. All responses
were basic. MLA criteria is not present
0. The assignment was not submitted.