HRMD 650: Organizational Development
How to Solve an Organizational Case Study – Case 1
A case study is a collection of facts and data based on a real or hypothetical business situation. The goal of a case study is to enhance your ability to solve business problems, using a logical framework. The issues in a case are generally not unique to a specific person, firm, or industry, and they often deal with more than one business strategy element. Sometimes, the material presented in a case may be in conflict. For example, two managers may disagree about a strategy or there may be several interpretations of the same facts.
In all case studies, you must analyze what is presented and state which specific actions best resolve major issues. These actions must reflect the information in the case and the environment facing the firm.
The case should not exceed six (6) pages in length, excluding the reference list.
STEPS IN SOLVING A CASE STUDY
Your analysis should include these sequential steps:
1. Presentation of the facts surrounding the case. (~0.5 page)
2. Identification of the key issues. (~0.5 page)
3. Listing of alternative courses of action that could be taken. (~1 page)
4. Evaluation of alternative courses of action. (~1.5 pages)
5. Recommendation of the best course of action. (~1.5 pages)
Presentation of the Facts Surrounding the Case
It is helpful to read a case until you are comfortable with the information in it. Re-readings often are an aid to comprehending facts, possible strategies, or questions that need clarification and were not apparent earlier. In studying a case, assume you are an outside consultant hired by the firm. While facts should be accepted as true, statements, judgments, and decisions made by the individuals in a case should be questioned, especially if not supported by facts—or when one individual disagrees with another.
During your reading of the case, you should underline crucial facts, interpret figures and charts, critically review the comments made by individuals, judge the rationality of past and current decisions, and prepare questions whose answers would be useful in addressing the key issue(s).
Identification of the Key Issue(s)
The facts stated in a case often point to the key issue(s) facing an organization, such as new opportunities, a changing environment, a decline in competitive position, or excess inventories. Identify the characteristics and ramifications of the issue(s) and examine them, using the material in the case and the text. Sometimes, you must delve deeply because the key issue(s) and their characteristics may not be immediately obvious.
Listing Alternative Courses of Action That Could Be Taken
Next, present alternative actions pertaining to the key issue(s) in the case. Consider courses of action based on their suitability to the firm and situation. Proposed courses of action should take into account such factors as the goals, the customer market, the overall organiza ...
Case Analysis Guidelines by Dr. Dave Worrells and Mr. Scott B.docxcowinhelen
Case Analysis Guidelines by: Dr. Dave Worrells and Mr. Scott Burgess| ERAU, College of Aeronautics 1
ASCI 357 – Flight Physiology
Case Analysis Guidelines and Sample Format
Each week starting in week two, students will submit a case analysis that is a maximum of two
pages, with a reference page, (three total), double spaced, with citations and references that are
completed in APA format, using Times New Roman, 12 point font. For these activities, students
read and review all module objectives and materials, consume the information, and research the
internet to produce a case analysis. Each case analysis is directly related to the module learning
objectives (LOs). Once all of the module material is reviewed, find current (within the last six
months), scholarly internet sources, that directly relate to the case and module learning
objectives and conduct your case analysis. In-text citations serve to substantiate and validate your
statements.
If a source is not scholarly, it must be supported with other scholarly references. As an example;
information may be pulled from an article in the New York Times (not a scholarly source), which
will need a supported scholarly source that can be greater than six months but less than seven
years, in support of the information from the New York Times; such as the textbook. Please see
Table 1 below. Going beyond the text is highly encouraged and shows an understanding of
research and how to find valid and reliable sources.
These activities promote scholarly research targeting topics specific to the learning objectives.
They also require critical thinking throughout the entire case analysis process. Writing skills are
enhanced over the conduct of the course (work is graded weekly using APA formatting and the
Case Analysis Rubric) as you write two pages (with reference page) every week. The result is
improved writing, and research skills, which fulfils several Ignite Student learning outcomes
along the way. This process also provides a glimpse at the real world of organizational
operations.
Students are required to conduct three Peer Reviews (PR) on three of their peers CAs during the
course. Students will then defend their reviewed case analysis by responding to the PR from
another student. The PR process replicates the work environment in this way; when an employee
is given a task to complete and presents their position, their work is then reviewed by another co-
worker, supervisor, or company official who questions and, possibly, provides additional
alternatives. The peer reviewer of your CA is required to question and make comments on your
CA. You are required, to defend your CA by responding to the PR made by another student.
Your CA will be submitted to Turnitin, a plagiarism detection software, and again to the
discussion board for the PR and Response activities. The PR, and Response/Defense occurs in the
discussion bo.
Case Study 1 Individual Level of AnalysisPurpose ·To rec.docxromeliadoan
Case Study 1: Individual Level of Analysis
Purpose
:
·
To recognize and better understand the effect of individual characteristics and behavior (individual level of analysis) on organizational performance and effectiveness.
Related to the following course objective:
·
Maximize individual contributions to the organization based on an understanding of individual behavior
Deliverable
:
Three to four-page paper, in addition to a cover page containing your name, the course name, the date, and the professor's name, and bibliography.
Introduction to Assignment
For this assignment, you will read and analyze Case Study 1: Reach for the Stars—Developing Salespeople, Achieving Organizational Success. The case describes information and key observations concerning manager and worker behavior. You will identify and—to evidence critical thinking skills—analyze the critical incidents (problems, situations, issues, and consequences) in the case influencing individual and organizational performance and effectiveness, and make appropriate recommendations to improve problems, meet challenges, and take advantage of opportunities.
Overall, your analysis should include:
Identification and explanation of all relevant OB concepts and theories, using examples where appropriate
Explanation of the specific case characteristics, incidents and/or situations that addresses the concepts or theories
Analysis of the relevance of identifying and better understanding individual characteristics
Analysis of pros and cons of key incidents or situations (i.e., what are the drawbacks and/or positives associated with the situation as it related to individual performance and/or organizational productivity and effectiveness?)
Specific recommendations to address problems, challenges, and opportunities, and a proposed follow-up or evaluation
Read and follow all the Instructions carefully.
The paper must clearly demonstrate your ability to understand how and why individual characteristics and behavior influence organizational performance and effectiveness.
Demonstrate critical thinking, as described under higher thinking levels in Bloom’s Taxonomy (find through Google). Strive to be original along with applying data, information, and ideas from the required reading and outside research.
Use examples and research information to support claims.
Use American Psychological Association (APA) format for in-text citations and the reference list.
Use the comprehensive outline format described in Instruction 9 to present your research findings, analysis, recommendations, and significant personal learning.
Instructions
1)
Review the assignment purpose, course objective, and introduction above and the Assignment Grading rubric
.
2)
Read the case below,
Reach for the Stars—Developing Salespeople, Achieving Organizational Success.
Your analysis must evidence understanding of the case's specific characters, context, and circumstances. Avoid generalizations that might apply to simil.
MGT 4670 Management PracticesHOW TO CONDUCT A CASE ANALYSIS(By.docxannandleola
MGT 4670 Management Practices
HOW TO CONDUCT A CASE ANALYSIS
(By Dess, Lumpkin and Eisner, Strategic Management: text and cases, 4th edition, 2008. McGraw Hill.)
How to Conduct a Case Analysis
The process of analyzing strategic management cases involves several steps. In this section, we review five steps to follow in preparing a case analysis.
Before beginning, point out that there are two prerequisites for effective case analysis. First, unless students prepare for a case discussion, there is little they can gain from the discussion and even less that they can offer.
Second, to get the most out of case analysis, students need to place themselves “inside” the case in order to think like an actual participant in the case situation. Before beginning the analysis, it may be helpful to envision assuming one of these roles:
1. Strategic Decision-MakerThe position of the senior executive responsible for resolving the situation that the case describes. It may be the CEO, the business owner, or a strategic manager in a key executive position.
2. Board of DirectorsThe Board of Directors has a responsibility to step in when a management crisis threatens the company. A board member may be in a unique position to solve problems.
3. Outside ConsultantConsultants often have an advantage because they can look at a situation objectively. But they may also be at a disadvantage since they have no power to enforce changes.
A. Become Familiar with the Material
Written cases often include a lot of material. The following technique can enhance comprehension:
1.Read through the case once quickly to get an overall sense of the material.
2.Use the initial read-through to assess possible links to strategic concepts.
3.Read through the case again, in depth. Make written notes as you read.
4.Evaluate how strategic concepts might inform key decisions or suggest alternative solutions.
5.After formulating an initial recommendation, thumb through the case again to assess the consequences of the actions you propose.
B.Identify Problems
One of the main reasons to conduct case analysis is to find solutions. Unless you know the problem, however, it is meaningless to attempt to find an answer. Some cases have more than one problem. Even so, emphasize that the problems are usually related.
When trying to determine the problem, it is easy to get hung up on symptoms. Emphasize the importance of seeing beyond the immediate symptoms to the more fundamental problems.
Another tip when preparing a case analysis is to articulate the problem. Point out that writing down a problem statement provides a reference point to turn to as the case analysis proceeds.
Sometimes, problems are not apparent until after the case has been analyzed.
C.Conduct Strategic Analyses
This textbook has presented numerous analytical tools (such as five forces analysis and value chain analysis), contingency frameworks (such as when to use related rather than unrelated diversification ...
Case Study Essay Big EnergySally Johnson is a member of the m.docxtidwellveronique
Case Study Essay: Big Energy
Sally Johnson is a member of the management team of XYZ Energy, a major government-owned energy company. Following a high-profile corporate sales process, XYZ Energy was bought by one of its private-sector competitors, Big Energy, for a record price.
XYZ Energy was successful company that had established strong, efficient and robust processes and systems to manage its business and risks. It had also innovated new processes in areas, which gave it significant competitive advantage. The company had a loyal staff with relatively low turnover. The XYZ Energy management team was well respected by employees. A large majority of staff worked hard throughout the lead up to the sale to support the process and support each other. Although morale was not high, it was better than had initially been envisaged when the sales process was announced, the staff were extremely proud of the value they had built up for the company, and it was felt that Big Energy must see significant value in the existing processes and systems of XYZ Energy, as well as in their customer base.
The core business structure of both companies was similar, not surprisingly given they both operated in the same energy retailing market. For example, both companies had marketing, commercial, operational and trading department, and each one of these areas was represented on the companies’ management teams. XYZ Energy also had a strategy department, which Sally Johnson managed.
At the point of the sale, the chief executive and functional business members of the management team were immediately made redundant prior to any integration of XYZ Energy’s operations into Big Energy. Sally was retained post sale to facilitate parts of the integration or operations. With the removal of the core management team, it quickly became clear that Big Energy wished to remove the majority of the remaining staff as rapidly as possible once the essential integration of core operations was completed.
Instantly the morale with the XYZ Energy staff plummeted as they realized that, like the management team members, they would not be allowed to compete for their jobs based on merit. Morale continued to decline and frustration arose as Big Energy failed to leverage innovative processes and systems for its own competitive advantage, focusing on the speed of integration rather than its quality and the long-term benefits. Big Energy’s senior management rarely came to the remote office to engage with their new team, and staff numbers dwindled as people elected to leave and more redundancies were occurred.
Sally felt a strong loyalty towards the staff that had supported the growth of XYZ Energy, and therefore, immense anguish for them as their fate became clear. She attempted to argue to senior management that Big Energy should revisit its integration model and priorities in-order to preserve and leverage the competitive advantages and key skilled staff it had acquired.
(Source: Wood, ...
SLP Third PartAs long as there are people in a setting, there.docxbudabrooks46239
SLP: Third Part
As long as there are people in a setting, there will be conflict. There are many types and many solutions. The most important point about conflict is that if it goes unresolved, it will impact the success of an organization or program. Using information from the module readings and your interviewee as well as from your own research, please respond to the following questions.
1) Describe some of the conflicts that the program has experienced. (Were there more at the program's inception or at some other stage of the program?)
2) Identify what type of conflict this is.
3) Discuss the impact of this conflict on the program's effectiveness. (Were there any negative patient outcomes?)
4) Describe the steps that were taken to end the conflict.
5) What was the end result - was it resolved? If not, what has happened to those in the program who were involved in the conflict?
Assignment Expectations:
1. Be sure to conduct additional research to gather sufficient information to familiarize yourself with the facts of the case and be sure to justify/support your position.
2. Limit your responses to a maximum of three pages.
3. Please support your discussions with scholarly support (3-5 references). Be sure to properly cite all references.
4. Apply critical thinking skills the the assignment component.
5. I will grade your paper on your ability to address the assignment criteria listed above with depth and breadth of discussion. I will also critique your writing format (i.e. proper reference citations, spacing, etc.).
Your case paper will be further evaluated based on the following criteria:
Precision (Excellent; Good; Average; Poor)
· Each question and or assignment requirement is addressed in the paper
· Accuracy of your answers, key points and supporting discussion
Clarity (Excellent; Good; Average; Poor)
· The paper is well organized, concise, reads clearly, and it is not confusing.
Breadth (Excellent; Good; Average; Poor)
· The paper presents appropriate breadth covering the assignment questions/requirements
Depth (Excellent; Good; Average; Poor)
· Presents key points that lead to deeper matters and issues
· Integrates several points into coherent conclusions
Critical Thinking (Excellent; Good; Average; Poor)
· The paper demonstrates good understanding and synthesis of the module background material
· Logically incorporates key concepts presented in the background material into the overall analyses, key points and supporting discussions
· Presents well-reasoned conclusions and position as well as convincing arguments in support of the same
Writing Mechanics
· Grammar (Excellent; Good; Average; Poor)
· Spelling (Excellent; Good; Average; Poor)
· Vocabulary (Excellent; Good; Average; Poor)
· Referencing (Excellent; Good; Average; Poor)
Additional considerations to keep in mind while working on your case assignments:
Originality and Use of directly quoted material
· The purpose of each assignment is for you to present your understand.
Case Analysis Guidelines by Dr. Dave Worrells and Mr. Scott B.docxcowinhelen
Case Analysis Guidelines by: Dr. Dave Worrells and Mr. Scott Burgess| ERAU, College of Aeronautics 1
ASCI 357 – Flight Physiology
Case Analysis Guidelines and Sample Format
Each week starting in week two, students will submit a case analysis that is a maximum of two
pages, with a reference page, (three total), double spaced, with citations and references that are
completed in APA format, using Times New Roman, 12 point font. For these activities, students
read and review all module objectives and materials, consume the information, and research the
internet to produce a case analysis. Each case analysis is directly related to the module learning
objectives (LOs). Once all of the module material is reviewed, find current (within the last six
months), scholarly internet sources, that directly relate to the case and module learning
objectives and conduct your case analysis. In-text citations serve to substantiate and validate your
statements.
If a source is not scholarly, it must be supported with other scholarly references. As an example;
information may be pulled from an article in the New York Times (not a scholarly source), which
will need a supported scholarly source that can be greater than six months but less than seven
years, in support of the information from the New York Times; such as the textbook. Please see
Table 1 below. Going beyond the text is highly encouraged and shows an understanding of
research and how to find valid and reliable sources.
These activities promote scholarly research targeting topics specific to the learning objectives.
They also require critical thinking throughout the entire case analysis process. Writing skills are
enhanced over the conduct of the course (work is graded weekly using APA formatting and the
Case Analysis Rubric) as you write two pages (with reference page) every week. The result is
improved writing, and research skills, which fulfils several Ignite Student learning outcomes
along the way. This process also provides a glimpse at the real world of organizational
operations.
Students are required to conduct three Peer Reviews (PR) on three of their peers CAs during the
course. Students will then defend their reviewed case analysis by responding to the PR from
another student. The PR process replicates the work environment in this way; when an employee
is given a task to complete and presents their position, their work is then reviewed by another co-
worker, supervisor, or company official who questions and, possibly, provides additional
alternatives. The peer reviewer of your CA is required to question and make comments on your
CA. You are required, to defend your CA by responding to the PR made by another student.
Your CA will be submitted to Turnitin, a plagiarism detection software, and again to the
discussion board for the PR and Response activities. The PR, and Response/Defense occurs in the
discussion bo.
Case Study 1 Individual Level of AnalysisPurpose ·To rec.docxromeliadoan
Case Study 1: Individual Level of Analysis
Purpose
:
·
To recognize and better understand the effect of individual characteristics and behavior (individual level of analysis) on organizational performance and effectiveness.
Related to the following course objective:
·
Maximize individual contributions to the organization based on an understanding of individual behavior
Deliverable
:
Three to four-page paper, in addition to a cover page containing your name, the course name, the date, and the professor's name, and bibliography.
Introduction to Assignment
For this assignment, you will read and analyze Case Study 1: Reach for the Stars—Developing Salespeople, Achieving Organizational Success. The case describes information and key observations concerning manager and worker behavior. You will identify and—to evidence critical thinking skills—analyze the critical incidents (problems, situations, issues, and consequences) in the case influencing individual and organizational performance and effectiveness, and make appropriate recommendations to improve problems, meet challenges, and take advantage of opportunities.
Overall, your analysis should include:
Identification and explanation of all relevant OB concepts and theories, using examples where appropriate
Explanation of the specific case characteristics, incidents and/or situations that addresses the concepts or theories
Analysis of the relevance of identifying and better understanding individual characteristics
Analysis of pros and cons of key incidents or situations (i.e., what are the drawbacks and/or positives associated with the situation as it related to individual performance and/or organizational productivity and effectiveness?)
Specific recommendations to address problems, challenges, and opportunities, and a proposed follow-up or evaluation
Read and follow all the Instructions carefully.
The paper must clearly demonstrate your ability to understand how and why individual characteristics and behavior influence organizational performance and effectiveness.
Demonstrate critical thinking, as described under higher thinking levels in Bloom’s Taxonomy (find through Google). Strive to be original along with applying data, information, and ideas from the required reading and outside research.
Use examples and research information to support claims.
Use American Psychological Association (APA) format for in-text citations and the reference list.
Use the comprehensive outline format described in Instruction 9 to present your research findings, analysis, recommendations, and significant personal learning.
Instructions
1)
Review the assignment purpose, course objective, and introduction above and the Assignment Grading rubric
.
2)
Read the case below,
Reach for the Stars—Developing Salespeople, Achieving Organizational Success.
Your analysis must evidence understanding of the case's specific characters, context, and circumstances. Avoid generalizations that might apply to simil.
MGT 4670 Management PracticesHOW TO CONDUCT A CASE ANALYSIS(By.docxannandleola
MGT 4670 Management Practices
HOW TO CONDUCT A CASE ANALYSIS
(By Dess, Lumpkin and Eisner, Strategic Management: text and cases, 4th edition, 2008. McGraw Hill.)
How to Conduct a Case Analysis
The process of analyzing strategic management cases involves several steps. In this section, we review five steps to follow in preparing a case analysis.
Before beginning, point out that there are two prerequisites for effective case analysis. First, unless students prepare for a case discussion, there is little they can gain from the discussion and even less that they can offer.
Second, to get the most out of case analysis, students need to place themselves “inside” the case in order to think like an actual participant in the case situation. Before beginning the analysis, it may be helpful to envision assuming one of these roles:
1. Strategic Decision-MakerThe position of the senior executive responsible for resolving the situation that the case describes. It may be the CEO, the business owner, or a strategic manager in a key executive position.
2. Board of DirectorsThe Board of Directors has a responsibility to step in when a management crisis threatens the company. A board member may be in a unique position to solve problems.
3. Outside ConsultantConsultants often have an advantage because they can look at a situation objectively. But they may also be at a disadvantage since they have no power to enforce changes.
A. Become Familiar with the Material
Written cases often include a lot of material. The following technique can enhance comprehension:
1.Read through the case once quickly to get an overall sense of the material.
2.Use the initial read-through to assess possible links to strategic concepts.
3.Read through the case again, in depth. Make written notes as you read.
4.Evaluate how strategic concepts might inform key decisions or suggest alternative solutions.
5.After formulating an initial recommendation, thumb through the case again to assess the consequences of the actions you propose.
B.Identify Problems
One of the main reasons to conduct case analysis is to find solutions. Unless you know the problem, however, it is meaningless to attempt to find an answer. Some cases have more than one problem. Even so, emphasize that the problems are usually related.
When trying to determine the problem, it is easy to get hung up on symptoms. Emphasize the importance of seeing beyond the immediate symptoms to the more fundamental problems.
Another tip when preparing a case analysis is to articulate the problem. Point out that writing down a problem statement provides a reference point to turn to as the case analysis proceeds.
Sometimes, problems are not apparent until after the case has been analyzed.
C.Conduct Strategic Analyses
This textbook has presented numerous analytical tools (such as five forces analysis and value chain analysis), contingency frameworks (such as when to use related rather than unrelated diversification ...
Case Study Essay Big EnergySally Johnson is a member of the m.docxtidwellveronique
Case Study Essay: Big Energy
Sally Johnson is a member of the management team of XYZ Energy, a major government-owned energy company. Following a high-profile corporate sales process, XYZ Energy was bought by one of its private-sector competitors, Big Energy, for a record price.
XYZ Energy was successful company that had established strong, efficient and robust processes and systems to manage its business and risks. It had also innovated new processes in areas, which gave it significant competitive advantage. The company had a loyal staff with relatively low turnover. The XYZ Energy management team was well respected by employees. A large majority of staff worked hard throughout the lead up to the sale to support the process and support each other. Although morale was not high, it was better than had initially been envisaged when the sales process was announced, the staff were extremely proud of the value they had built up for the company, and it was felt that Big Energy must see significant value in the existing processes and systems of XYZ Energy, as well as in their customer base.
The core business structure of both companies was similar, not surprisingly given they both operated in the same energy retailing market. For example, both companies had marketing, commercial, operational and trading department, and each one of these areas was represented on the companies’ management teams. XYZ Energy also had a strategy department, which Sally Johnson managed.
At the point of the sale, the chief executive and functional business members of the management team were immediately made redundant prior to any integration of XYZ Energy’s operations into Big Energy. Sally was retained post sale to facilitate parts of the integration or operations. With the removal of the core management team, it quickly became clear that Big Energy wished to remove the majority of the remaining staff as rapidly as possible once the essential integration of core operations was completed.
Instantly the morale with the XYZ Energy staff plummeted as they realized that, like the management team members, they would not be allowed to compete for their jobs based on merit. Morale continued to decline and frustration arose as Big Energy failed to leverage innovative processes and systems for its own competitive advantage, focusing on the speed of integration rather than its quality and the long-term benefits. Big Energy’s senior management rarely came to the remote office to engage with their new team, and staff numbers dwindled as people elected to leave and more redundancies were occurred.
Sally felt a strong loyalty towards the staff that had supported the growth of XYZ Energy, and therefore, immense anguish for them as their fate became clear. She attempted to argue to senior management that Big Energy should revisit its integration model and priorities in-order to preserve and leverage the competitive advantages and key skilled staff it had acquired.
(Source: Wood, ...
SLP Third PartAs long as there are people in a setting, there.docxbudabrooks46239
SLP: Third Part
As long as there are people in a setting, there will be conflict. There are many types and many solutions. The most important point about conflict is that if it goes unresolved, it will impact the success of an organization or program. Using information from the module readings and your interviewee as well as from your own research, please respond to the following questions.
1) Describe some of the conflicts that the program has experienced. (Were there more at the program's inception or at some other stage of the program?)
2) Identify what type of conflict this is.
3) Discuss the impact of this conflict on the program's effectiveness. (Were there any negative patient outcomes?)
4) Describe the steps that were taken to end the conflict.
5) What was the end result - was it resolved? If not, what has happened to those in the program who were involved in the conflict?
Assignment Expectations:
1. Be sure to conduct additional research to gather sufficient information to familiarize yourself with the facts of the case and be sure to justify/support your position.
2. Limit your responses to a maximum of three pages.
3. Please support your discussions with scholarly support (3-5 references). Be sure to properly cite all references.
4. Apply critical thinking skills the the assignment component.
5. I will grade your paper on your ability to address the assignment criteria listed above with depth and breadth of discussion. I will also critique your writing format (i.e. proper reference citations, spacing, etc.).
Your case paper will be further evaluated based on the following criteria:
Precision (Excellent; Good; Average; Poor)
· Each question and or assignment requirement is addressed in the paper
· Accuracy of your answers, key points and supporting discussion
Clarity (Excellent; Good; Average; Poor)
· The paper is well organized, concise, reads clearly, and it is not confusing.
Breadth (Excellent; Good; Average; Poor)
· The paper presents appropriate breadth covering the assignment questions/requirements
Depth (Excellent; Good; Average; Poor)
· Presents key points that lead to deeper matters and issues
· Integrates several points into coherent conclusions
Critical Thinking (Excellent; Good; Average; Poor)
· The paper demonstrates good understanding and synthesis of the module background material
· Logically incorporates key concepts presented in the background material into the overall analyses, key points and supporting discussions
· Presents well-reasoned conclusions and position as well as convincing arguments in support of the same
Writing Mechanics
· Grammar (Excellent; Good; Average; Poor)
· Spelling (Excellent; Good; Average; Poor)
· Vocabulary (Excellent; Good; Average; Poor)
· Referencing (Excellent; Good; Average; Poor)
Additional considerations to keep in mind while working on your case assignments:
Originality and Use of directly quoted material
· The purpose of each assignment is for you to present your understand.
httpswww.azed.govoelaselpsUse this to see the English Lang.docxpooleavelina
https://www.azed.gov/oelas/elps/
Use this to see the English Language Proficiency Standards of Arizona-Pick a grade level
https://cms.azed.gov/home/GetDocumentFile?id=54de1d88aadebe14a87070f0
http://www.corestandards.org/ELA-Literacy/introduction/how-to-read-the-standards/
how to read standards
Week 04
Acquisition and Customer Lifetime Value (CLV)
https://www.smh.com.au/politics/federal/nbn-customers-face-higher-prices-or-poorer-internet-connection-audit-warns-20190813-p52go7.html
Customer Relationship Management?
CRM is the process of carefully managing detailed information about individual
customers and all customer touch points to maximize customer loyalty.
Now closely associated with data warehousing and mining
Relationship
Relationship
Identifying good customers: RFM Model
Recency
Frequency
Monetary Value
Time/purchase occasions since the last purchase
Number of purchase occasions since first purchase
Amount spent since the first purchase
R
F
M
Total RFM Score: R Score + F score + M Score
CASE: Database for BookBinders Book Club
Predict response to a mailing for the book, Art History of Florence, based on the
following variables accumulated in the database and the responses to a test mailing:
Gender
Amount purchased
Months since first purchase
Months since last purchase
Frequency of purchase
Past purchases of art books
Past purchases of children’s books
Past purchases of cook books
Past purchases of DIY books
Past purchases of youth books
Recency
Frequency
Monetary
Example: RFM Model Scoring Criteria
R
Months from last
purchase
13-max 10-12 7-9 3-6 0-2
Score 5pts 10 15 20 25
F
Frequency > 30 21-30 16-20 11-15 0-10
Score 25pts 20 15 10 5
M
Amount
purchased
> 400 301-400 201-300 101- 200 100
Score 50 45 30 15 10
Implement using Nested If statements in Excel
Decile Classification
• Standard Assessment Method
• Apply the results of approach and
calculate the “score” of each individual
• Order the customers based on “score”
from the highest to the lowest
• Divide into deciles
• Calculate profits per deciles
Customer 1 Score 1.00
Customer 2 Score 0.99
….
Customer 230 Score 0.92
Customer 2300 Score 0.00
Decile1
Decile10
…
..
…
..
Output for Bookbinders club
Decile Score RFM No. of Mailings Cost of mailing RFM Units sold RFM Profit
10 17.6% 5000 $3,250 783 $4,733
20 34.8% 10000 $6,500 1,543 $9,243
30 46.1% 15000 $9,750 2,043 $11,093
40 53.4% 20000 $13,000 2,370 $11,170
50 65.2% 25000 $16,250 2,891 $13,241
60 77.9% 30000 $19,500 3,457 $15,757
70 83.3% 35000 $22,750 3,696 $14,946
80 91.7% 40000 $26,000 4,065 $15,465
90 97.5% 45000 $29,250 4,326 $14,876
100 100.0% 50000 $32,500 4,435 $12,735
Note: Market Potential = 4435 units and margin = $10.20
Leaky bucket
New customer
acquisition
Purchase increase by
current customers
Purchase decrease by
current customers
Lost customers
Lost customers
Credit Card Rewards Program ...
httpfmx.sagepub.comField Methods DOI 10.117715258.docxpooleavelina
http://fmx.sagepub.com
Field Methods
DOI: 10.1177/1525822X04269550
2005; 17; 30 Field Methods
Don A. Dillman and Leah Melani Christian
Survey Mode as a Source of Instability in Responses across Surveys
http://fmx.sagepub.com/cgi/content/abstract/17/1/30
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10.1177/1525822X04269550FIELD METHODSDillman, Christian / SURVEY MODE AS SOURCE OF INSTABILITY
Survey Mode as a Source of Instability
in Responses across Surveys
DON A. DILLMAN
LEAH MELANI CHRISTIAN
Washington State University
Changes in survey mode for conducting panel surveys may contribute significantly to
survey error. This article explores the causes and consequences of such changes in
survey mode. The authors describe how and why the choice of survey mode often
causes changes to be made to the wording of questions, as well as the reasons that
identically worded questions often produce different answers when administered
through different modes. The authors provide evidence that answers may change as a
result of different visual layouts for otherwise identical questions and suggest ways
to keep measurement the same despite changes in survey mode.
Keywords: survey mode; questionnaire; panel survey; measurement; survey error
Most panel studies require measurement of the same variables at different
times. Often, participants are asked questions, several days, weeks, months,
or years apart to measure change in some characteristics of interest to the
investigation. These characteristics might include political attitudes, satis-
faction with a health care provider, frequency of a behavior, ownership of
financial resources, or level of educational attainment. Whatever the charac-
teristic of interest, it is important that the question used to ascertain it perform
the same across multiple data collections.
In addition, declining survey response rates, particularly for telephone
surveys, have encouraged researchers to use multiple modes of data collec-
tion during the administration of a single cross-sectional survey. Encouraged
by the availability of more survey modes than in the past and evidence that a
change in modes produces higher response rates (Dillman 2002), surveyors
This is a revision of a paper presented at t ...
https://iexaminer.org/fake-news-personal-responsibility-must-trump-intellectual-laziness/
Fake news: Personal responsibility must trump intellectual laziness
By Matt Chan January 4, 2017
Where do you get your news? That question has become incredibly important given the results of our Presidential Election. How many times have you heard, “I read a news story on Facebook and …” The problem: Facebook is not a news service; it’s a “social media” site whose purpose is to connect like-minded friends and family, to provide you with social connections, and online entertainment.
For Asian Americans social media provides an important and useful way of connecting socially and in some cases politically, but there is a downside. The downside is how social media actually works. These sites employ elaborate algorithms to track and analyze your posts, likes, and dislikes to provide you with a custom experience unique to you. The truth is you are being marketed to, not informed. What looks like news, is not really news, it’s personal validation. All in an attempt to keep you on the site longer, to click a few more things, to make you feel good about what you’re reading. It makes it seem like most people agree with you because you’re only fed information and stories that validate your worldview.
On the other hand, real news is hard work. Its fact-based information presented by people who have checked, researched, and documented what they are presenting as the truth. Real news can be verified.
“Fake News” is, well, fake, often times entirely made-up or containing a hint of truth. Social media was largely responsible for pushing “fake news” stories that were entirely made up to drive clicks on websites. These clicks in turn generated money for the people promoting the stories. The more outrageous the story, the more clicks, the more revenue. When you factor in the algorithms that feed you what you like, you can clearly see the more “fake news” you consume on social media, the more is pushed your way. There’s an abundance of pseudo news sites that merely re-post and curate existing stories, adding their bias to validate their audience’s beliefs, no matter how crazy or mainstream. It is curated solely for you. Now factor in that nearly 44% of Americans obtain some or most of their news from social media and you have a very toxic mix.
The mainstream news media has also fallen into this validation trap. You have one news network that solely reflects the right wing, others that take the view of the left-center leaning, and what is lost are the facts and context, the balance we need to evaluate, learn, and understand the world. People seeking fact-based journalism lose, because the more extreme the media becomes to entice consumers with provocative headlines and click-bait to earn more money, the less their news is fact-based and becomes more opinion driven.
There was a time when fact-based reporting was required of broadcast news. It was called “The Fairness Doctrin ...
http1500cms.comBECAUSE THIS FORM IS USED BY VARIOUS .docxpooleavelina
http://1500cms.com/
BECAUSE THIS FORM IS USED BY VARIOUS GOVERNMENT AND PRIVATE HEALTH PROGRAMS, SEE SEPARATE INSTRUCTIONS ISSUED BY
APPLICABLE PROGRAMS.
NOTICE: Any person who knowingly files a statement of claim containing any misrepresentation or any false, incomplete or misleading information may
be guilty of a criminal act punishable under law and may be subject to civil penalties.
REFERS TO GOVERNMENT PROGRAMS ONLY
MEDICARE AND CHAMPUS PAYMENTS: A patient’s signature requests that payment be made and authorizes release of any information necessary to process
the claim and certifies that the information provided in Blocks 1 through 12 is true, accurate and complete. In the case of a Medicare claim, the patient’s signature
authorizes any entity to release to Medicare medical and nonmedical information, including employment status, and whether the person has employer group health
insurance, liability, no-fault, worker’s compensation or other insurance which is responsible to pay for the services for which the Medicare claim is made. See 42
CFR 411.24(a). If item 9 is completed, the patient’s signature authorizes release of the information to the health plan or agency shown. In Medicare assigned or
CHAMPUS participation cases, the physician agrees to accept the charge determination of the Medicare carrier or CHAMPUS fiscal intermediary as the full charge,
and the patient is responsible only for the deductible, coinsurance and noncovered services. Coinsurance and the deductible are based upon the charge
determination of the Medicare carrier or CHAMPUS fiscal intermediary if this is less than the charge submitted. CHAMPUS is not a health insurance program but
makes payment for health benefits provided through certain affiliations with the Uniformed Services. Information on the patient’s sponsor should be provided in those
items captioned in “Insured”; i.e., items 1a, 4, 6, 7, 9, and 11.
BLACK LUNG AND FECA CLAIMS
The provider agrees to accept the amount paid by the Government as payment in full. See Black Lung and FECA instructions regarding required procedure and
diagnosis coding systems.
SIGNATURE OF PHYSICIAN OR SUPPLIER (MEDICARE, CHAMPUS, FECA AND BLACK LUNG)
I certify that the services shown on this form were medically indicated and necessary for the health of the patient and were personally furnished by me or were furnished
incident to my professional service by my employee under my immediate personal supervision, except as otherwise expressly permitted by Medicare or CHAMPUS
regulations.
For services to be considered as “incident” to a physician’s professional service, 1) they must be rendered under the physician’s immediate personal supervision
by his/her employee, 2) they must be an integral, although incidental part of a covered physician’s service, 3) they must be of kinds commonly furnished in physician’s
offices, and 4) the services of nonphysicians must be included on the physician’s bills.
For CHA ...
https://www.medicalnewstoday.com/articles/323444.php
https://ascopubs.org/doi/full/10.1200/JCO.2008.16.0333
https://journals.lww.com/co-hematology/Abstract/2007/03000/Influence_of_new_molecular_prognostic_markers_in.5.aspx
Influence of new molecular prognostic markers in patients with karyotypically normal acute myeloid leukemia: recent advances
Mrózek, Krzysztofa; Döhner, Hartmutb; Bloomfield, Clara Da
Current Opinion in Hematology: March 2007 - Volume 14 - Issue 2 - p 106–114
doi: 10.1097/MOH.0b013e32801684c7
Myeloid disease
Purpose of review Molecular study of cytogenetically normal acute myeloid leukemia is among the most active areas of leukemia research. Despite having the same normal karyotype, adults with de-novo cytogenetically normal acute myeloid leukemia who constitute the largest cytogenetic group of acute myeloid leukemia, are very diverse with respect to acquired gene mutations and gene expression changes. These genetic alterations affect clinical outcome and may assist in selection of proper treatment. Herein we critically summarize recent clinically relevant molecular genetic studies of cytogenetically normal acute myeloid leukemia.
Recent findings NPM1 gene mutations causing aberrant cytoplasmic localization of nucleophosmin have been demonstrated to be the most frequent submicroscopic alterations in cytogenetically normal acute myeloid leukemia and to confer improved prognosis, especially in patients without a concomitant FLT3 gene internal tandem duplication. Overexpressed BAALC, ERG and MN1 genes and expression of breast cancer resistance protein have been shown to confer poor prognosis. A gene-expression signature previously suggested to separate cytogenetically normal acute myeloid leukemia patients into prognostic subgroups has been validated on a different microarray platform, although gene-expression signature-based classifiers predicting outcome for individual patients with greater accuracy are still needed.
Summary The discovery of new prognostic markers has increased our understanding of leukemogenesis and may lead to improved prognostication and generation of novel risk-adapted therapies.
http://www.bloodjournal.org/content/127/1/53?sso-checked=true
An update of current treatments for adult acute myeloid leukemia
Hervé Dombret and Claude Gardin
Abstract
Recent advances in acute myeloid leukemia (AML) biology and its genetic landscape should ultimately lead to more subset-specific AML therapies, ideally tailored to each patient's disease. Although a growing number of distinct AML subsets have been increasingly characterized, patient management has remained disappointingly uniform. If one excludes acute promyelocytic leukemia, current AML management still relies largely on intensive chemotherapy and allogeneic hematopoietic stem cell transplantation (HSCT), at least in younger patients who can tolerate such intensive treatments. Nevertheless, progress has been made, notably in terms of standard drug dose in ...
httpstheater.nytimes.com mem theater treview.htmlres=9902e6.docxpooleavelina
https://theater.nytimes.com/ mem/ theater/ treview.html?res=9902e6db1639f931a25753c1a962948260
THEATER: WILSON'S 'MA RAINEY'S' OPENS
By FRANK RICH
Published: October 12, 1984, Friday
LATE in Act I of ''Ma Rainey's Black Bottom,'' a somber, aging band trombonist (Joe Seneca) tilts his head heavenward to sing the blues. The setting is a dilapidated Chicago recording studio of 1927, and the song sounds as old as time. ''If I had my way,'' goes the lyric, ''I would tear this old building down.''
Once the play has ended, that lyric has almost become a prophecy. In ''Ma Rainey's Black Bottom,'' the writer August Wilson sends the entire history of black America crashing down upon our heads. This play is a searing inside account of what white racism does to its victims - and it floats on the same authentic artistry as the blues music it celebrates. Harrowing as ''Ma Rainey's'' can be, it is also funny, salty, carnal and lyrical. Like his real-life heroine, the legendary singer Gertrude (Ma) Rainey, Mr. Wilson articulates a legacy of unspeakable agony and rage in a spellbinding voice.
The play is Mr. Wilson's first to arrive in New York, and it reached here, via the Yale Repertory Theater, under the sensitive hand of the man who was born to direct it, Lloyd Richards. On Broadway, Mr. Richards has honed ''Ma Rainey's'' to its finest form. What's more, the director brings us an exciting young actor - Charles S. Dutton - along with his extraordinary dramatist. One wonders if the electricity at the Cort is the same that audiences felt when Mr. Richards, Lorraine Hansberry and Sidney Poitier stormed into Broadway with ''A Raisin in the Sun'' a quarter-century ago.
As ''Ma Rainey's'' shares its director and Chicago setting with ''Raisin,'' so it builds on Hansberry's themes: Mr. Wilson's characters want to make it in white America. And, to a degree, they have. Ma Rainey (1886-1939) was among the first black singers to get a recording contract - albeit with a white company's ''race'' division. Mr. Wilson gives us Ma (Theresa Merritt) at the height of her fame. A mountain of glitter and feathers, she has become a despotic, temperamental star, complete with a retinue of flunkies, a fancy car and a kept young lesbian lover.
The evening's framework is a Paramount-label recording session that actually happened, but whose details and supporting players have been invented by the author. As the action swings between the studio and the band's warm-up room - designed by Charles Henry McClennahan as if they might be the festering last- chance saloon of ''The Iceman Cometh'' - Ma and her four accompanying musicians overcome various mishaps to record ''Ma Rainey's Black Bottom'' and other songs. During the delays, the band members smoke reefers, joke around and reminisce about past gigs on a well-traveled road stretching through whorehouses and church socials from New Orleans to Fat Back, Ark.
The musicians' speeches are like improvised band solos - variously fiz ...
https://fitsmallbusiness.com/employee-compensation-plan/
The puzzle of motivation | Dan Pink [Video file]. Retrieved from https://www.youtube.com/watch?v=rrkrvAUbU9Y
Refining the total rewards package through employee input at MillerCoors [Video file]. Retrieved from https://www.youtube.com/watch?v=_I7nv0B4_NU&feature=youtu.be
How to design an employee compensation plan [SlideShare slides]. Retrieved from http://www.slideshare.net/FitSmallBusiness/how-to-design-a-compensation-plan-dave?ref=http://fitsmallbusiness.com/how-to-pay-employees/
Compensation strategies [Video file]. Retrieved from https://youtu.be/U2wjvBigs7w
· Expectations for Power Point Presentations in Units IV and V
I would like to provide information about what needs to be included in presentations. Please review the rubric prior to submitting any assignment. If you don't know where to find this, please contact me.
1. You need a title slide.
2. You need an overview of the presentation slide (slide after the title slide). This is how you would organize a presentation if you were presenting it at work.
3. You need a summary slide (before the reference slide); same reason as above.
4. Please do not forget to cite on slides where you are writing about something related to what you have read. Please consider each slide a paragraph. You can cite on the slides or in the notes. If you do not cite, you will not get credit for the slide.
- Direct quotes should not be used in this presentation as they are not analysis.
5. Remember, all I can evaluate is what you submit, so please consider using notes to explain what you are writing in further detail. Bullets are great and you can use these but then provide more detail in the notes.
6. Graphics - Please include graphics/charts/graphs as this is evaluated in the rubric (quality of the presentation).
7. References - For all references, you need citations. For all citations, you need references. They must match. All must be formatted using APA requirements. Please review the Quick Reference Guide that was posted in the announcements.
Please never hesitate to email me with any questions. If you need further clarification about feedback or if you do not agree with any of the feedback, please contact me. My door is always open.
Assignment 1
Positioning Statement and Motto
Use the provided information, as well as your own research, to assess one (1) of the stated brands (Tesla, SmoothieKing, Suave, or Nintendo) by completing the questions below with an ORIGINAL response to each. At the end of the worksheet, be sure to develop a new ORIGINAL positioning statement and motto for the brand you selected. Submit the completed template in the Week 4 assignment submission link.
Name:
Professor’s Name:
Course Title:
Date:
Company/Brand Selected (Tesla, SmoothieKing, Suave or Nintendo):
1. Target Customers/Users
Who are the target customers for the company/brand? Make sure you tell why you selected each item that you did. (NOTE: DO NO ...
http://hps.org/documents/pregnancy_fact_sheet.pdf
https://www.asge.org/docs/default-source/education/practice_guidelines/doc-5c7150fd-910a-4181-89bf-bc697b369103.pdf?sfvrsn=6
http://hps.org/hpspublications/articles/pregnancyandradiationexposureinfosheet.html
Data Science
and
Big Data Analytics
Chapter 12: The Endgame, or Putting It All Together
1
Chapter Contents
12.1 Communicating and Operationalizing an Analytics Project
12.2 Creating the Final Deliverables
Developing core material for multiple audiences, project goals, main findings, approach, model description, key points supported with data, model details, recommendations, tips on final presentation, providing technical specifications and code
12.3 Data Visualization Basics
Key points supported with data, evolution of a graph, common representation methods, how to clean up a graphic, additional considerations
Summary
2
12.1 Communicating and Operationalizing an Analytics Project
3
12.1 Communicating and Operationalizing an Analytics Project
Deliverables and Stakeholders
4
12.1 Communicating and Operationalizing an Analytics Project
Deliverables
General Deliverables – from Textbook
Presentation for Project Sponsors
Presentation for Analysts
Code
Technical Specifications
Deliverables For This Course
Presentation for Analysts – half hour per team, next week
Technical Paper for Research Day Conference
Submit CD – Presentation, Paper, Data or URL, Code
5
12.2 Creating the Final Deliverables
Case Study – Fictional Bank Churn Prediction
This section describes a scenario of a fictional bank and a churn prediction model of its customers
The analytic plan contains components that can be used as inputs for writing the final presentations
scope
underlying assumptions
modeling techniques
initial hypotheses
and key findings
6
12.2 Creating the Final Deliverables
Case Study – Fictional Bank Churn Prediction
7
12.2 Creating the Final Deliverables
Case Study – Fictional Bank Analytics Plan
8
12.2 Creating the Final Deliverables
12.2.1 Developing Core Material for Multiple Audiences
Some project components have dual use
Create core materials used for both analyst and business audiences
Three areas on the next slide used for both audiences
Sections after the following overview slide
12.2.2 – Project Goals
12.2.3 – Key Findings
12.2.4 – Approach
12.2.5 – Model Description
12.2.6 – Key Points Supported by Data
12.2.7 – Model Details
12.2.8 – Recommendations
12.2.9 – Additional Tips on the Final Presentation
12.2.10 – Providing Technical Specifications and Code
9
12.2 Creating the Final Deliverables
12.2.1 Developing Core Material for Multiple Audiences
10
12.2 Creating the Final Deliverables
12.2.2 Project Goals
The project goals portion of the final presentation is generally the same for sponsors and analysts
The project goals are described first to lay the groundwork for the solution and recommendations
Generally, the goals are agreed on earl ...
https://www.worldbank.org/en/country/vietnam/overview
-------------- Context ----------------
Vietnam’s development over the past 30 years has been remarkable. Economic and political reforms under Đổi Mới, launched in 1986, have spurred rapid economic growth, transforming what was then one of the world’s poorest nations into a lower middle-income country. Between 2002 and 2018, more than 45 million people were lifted out of poverty. Poverty rates declined sharply from over 70% to below 6% (US$3.2/day PPP), and GDP per capita increased by 2.5 times, standing over US$2,500 in 2018.
In the medium-term, Vietnam’s economic outlook is positive, despite signs of cyclical moderation in growth. After peaking at 7.1% in 2018, real GDP growth in 2019 is projected to slightly decelerate in 2019, led by weaker external demand and continued tightening of credit and fiscal policies. Real GDP growth is projected to remain robust at around 6.5% in 2020 and 2021. Annual headline inflation has been stable for the seven consecutive years – at single digits, trending towards 4% and below in recent years. The external balance remains under control and should continue to be financed by strong FDI inflows which reached almost US$18 billion in 2018 – accounting for almost 24% of total investment in the economy.
Vietnam is experiencing rapid demographic and social change. Its population reached 97 million in 2018 (up from about 60 million in 1986) and is expected to expand to 120 million before moderating around 2050. Today, 70% of the population is under 35 years of age, with a life expectancy of 76 years, the highest among countries in the region at similar income levels. But the population is rapidly aging. And an emerging middle class, currently accounting for 13% of the population, is expected to reach 26% by 2026.
Vietnam ranks 48 out of 157 countries on the human capital index (HCI), second in ASEAN behind Singapore. A Vietnamese child born today will be 67% as productive when she grows up as she could be if she enjoyed complete education and full health. Vietnam’s HCI is highest among middle-income countries, but there are some disparities within the country, especially for ethnic minorities. There would also be a need to upgrade the skill of the workforce to create productive jobs at a large scale in the future.
Over the last thirty years, the provision of basic services has significantly improved. Access of households to modern infrastructure services has increased dramatically. As of 2016, 99% of the population used electricity as their main source of lighting, up from 14 % in 1993. Access to clean water in rural areas has also improved, up from 17% in 1993 to 70% in 2016, while that figure for urban areas is above 95%.
Vietnam performs well on general education. Coverage and learning outcomes are high and equitably achieved in primary schools — evidenced by remarkably high scores in the Program for International Student Assessment (PISA) in 2012 and 2015, ...
HTML WEB Page solutionAbout.htmlQuantum PhysicsHomeServicesAbou.docxpooleavelina
HTML WEB Page solution/About.htmlQuantum PhysicsHomeServicesAboutContact Me
This website gives a detail inward look in quantam physics as it is a evolving field now-a-days and has many upcoming changes that is going to leave the world in shock. There has been a lot of confusion lately related to this topics in people so it is encourage that people visit this website and get to know more about this field and explore the horizons there is yet to come.
HTML WEB Page solution/FirstLastHomePage.htmlQuantum PhysicsHomeServicesAboutContact Me
Definition
Quantum mechanics is the part of material science identifying with the little.
It brings about what may have all the earmarks of being some extremely peculiar decisions about the physical world. At the size of particles and electrons, a significant number of the conditions of old style mechanics, which depict how things move at ordinary sizes and speeds, stop to be helpful. In traditional mechanics, objects exist in a particular spot at a particular time. Be that as it may, in quantum mechanics, protests rather exist in a fog of likelihood; they have a specific possibility of being at point An, another possibility of being at point B, etc.Three revolutionary principles
Quantum mechanics (QM) created over numerous decades, starting as a lot of questionable scientific clarifications of tests that the math of old style mechanics couldn't clarify. It started at the turn of the twentieth century, around a similar time that Albert Einstein distributed his hypothesis of relativity, a different numerical unrest in material science that portrays the movement of things at high speeds. In contrast to relativity, nonetheless, the sources of QM can't be credited to any one researcher. Or maybe, various researchers added to an establishment of three progressive rules that bit by bit picked up acknowledgment and exploratory confirmation somewhere in the range of 1900 and 1930. They are:
Quantized properties:
Certain properties, for example, position, speed and shading, can once in a while just happen in explicit, set sums, much like a dial that "clicks" from number to number. This tested a crucial presumption of old style mechanics, which said that such properties should exist on a smooth, ceaseless range. To portray the possibility that a few properties "clicked" like a dial with explicit settings, researchers begat the word "quantized".
Particles of light:
Light can now and again act as a molecule. This was at first met with unforgiving analysis, as it negated 200 years of trials indicating that light acted as a wave; much like waves on the outside of a quiet lake. Light acts comparatively in that it ricochets off dividers and twists around corners, and that the peaks and troughs of the wave can include or counteract. Included wave peaks bring about more splendid light, while waves that counterbalance produce obscurity. A light source can be thought of ...
https://www.huffpost.com/entry/online-dating-vs-offline_b_4037867
For your initial post, provide a sentence to share which article you are referring to so that you can best communicate with your peers. Include a link to your selection.
· Explain how the argument contains or avoids bias.
i. Provide specific examples to support your explanation.
ii. What assumptions does it make?
· Discuss the credibility of the overall argument.
i. Were the resources the argument was built upon credible?
ii. Does the credibility support or undermine the article’s claims in any important ways?
In response to your peers, provide an additional resource to support or refute the argument your peer makes. Do you agree with their claims of credibility? Are there any other possible bias not identified?
Response #1
Allysa Tantala posted Sep 22, 2019 10:17 PM
Subscribe
The article that I am looking at is Online Dating Vs. Offline Dating: Pros and Cons.It was written by Julie Spira, an online dating expert, bestselling author, and CEO of Cyber-Dating Expert. The name of the article is spot on in describing what it is about. The author goes through the pros and cons of dating online and offline in today’s day and age. The author avoids bias because she looks at both options in both their positive and negative attributes. She comes at the issues from both angles and I believe she does a very good job at remaining unbiased. She states that “if you're serious about meeting someone special, you must include a combination of both online and offline dating in your routine” (Spira, 2013, par. 18). She’s stating that both options have their pros and cons and that really a combination of both is needed to find someone. The only bias I could see anyone pointing out would be that she is a woman, so you do not get the male perspective on these things. That being said, I one hundred percent think she covers all of the questions people may have about online and offline dating in today’s world. The only assumption being made here is that the reader wants to be out in the dating world and they need to know what is best. But, the title of the article is pretty self-explanatory so if someone did not want to know these things, they would not have to waste their time reading it all because they could tell what it would be about by the title.
The resource that she used was herself, and like I stated above, she is an online dating expert, bestselling author, and CEO of Cyber-Dating Expert; so she is more than qualified to give her perspective on these issues. I find her to be credible and thought provoking. Her credibility supports everything the article says and makes the reader feel like they are being told the truth by someone who completely understands all of the pros and cons.
Resource:
Spira, J. (2013, December 3). Online Dating Vs. Offline Dating: Pros and Cons. Retrieved from https://www.huffpost.com/entry/online-dating-vs-offline_b_4037867
Response #2
Jennifer Caforio posted Se ...
https://www.vitalsource.com/products/comparative-criminal-justice-systems-harry-r-dammer-jay-s-v9781285630779
THE ASSIGNMENT IS BASED ON CHAPTER 1 (ONE)
Login : [email protected]
Password: Greekyogurt13!
1
3Defining the Problem
Rigina CochranMPA/593
August 19, 2019
Peter ReevesDefining the Problem
The health care system in Colorado is a composition of medical professionals providing services such as diagnosis, treatment, as well as preventive measures to mental illness and injuries ("Healthcare policy in Colorado - Ballotpedia," 2019). Health care policy involves the establishment and implementation of legislation and other regulations that the states use to manage its health care system effectively. Further, this sector consists of other participants, such as insurance and health information technology. The cost citizens pay for medical care and also the access to quality care influence the overall health care providers in Colorado. Therefore, the need for the creation and implementation of laws that help the state maintain efficiency in the health sector in Colorado.
Problem Statement
The declining standards of medical care within the United States has caused significant concern in the world. Due to these rising concerns, there have been various policies implemented, leading to mixed reactions among the different states. Some of the active policies implemented offer a long-term solution to this problem including Medicaid and Medicare. After acquiring state control, the Republicans dismissed the idea to expand and create medical insurance for Medicaid in Colorado. Sustaining the structure of the health care payroll calls for the deductions from the employees and the employers, which may lead to loss of jobs and increased burden of expenditure (Garcia, 2019).
Identify the Methodology
The main objective of this policy plan is to investigate the role of legislation in the management of the health care sector in the United States. Due to the need for achieving in-depth exploration, this paper uses a combination of both qualitative and quantitative methods of data collection by addressing both practical and theoretical aspects of the research. Based on the answers that the policy requires, choosing survey as the research design. This method involves collecting and analyzing data from a few people who represent the principal group within health care. However, the survey method faces some challenges such as attitudes and perception of the health workers leading to the delimitation of the study. The target population for the study includes the nurses within the health sectors in Colorado. The selection of the participants involved in the use of stratified random sampling.
Identify your Stakeholders
The major stakeholders in the creation and implementation of the policy plan include the legislatures, local government, patients, and other private parties such as the insurance companies. Collectively, these bodies are involved in the makin ...
https://www.nationaleatingdisorders.org/learn/by-eating-disorder/arfid
AVOIDANT RESTRICTIVE FOOD INTAKE DISORDER (ARFID)
Avoidant Restrictive Food Intake Disorder (ARFID) is a new diagnosis in the DSM-5, and was previously referred to as “Selective Eating Disorder.” ARFID is similar to anorexia in that both disorders involve limitations in the amount and/or types of food consumed, but unlike anorexia, ARFID does not involve any distress about body shape or size, or fears of fatness.
Although many children go through phases of picky or selective eating, a person with ARFID does not consume enough calories to grow and develop properly and, in adults, to maintain basic body function. In children, this results in stalled weight gain and vertical growth; in adults, this results in weight loss. ARFID can also result in problems at school or work, due to difficulties eating with others and extended times needed to eat.
DIAGNOSTIC CRITERIA
According to the DSM-5, ARFID is diagnosed when:
· An eating or feeding disturbance (e.g., apparent lack of interest in eating or food; avoidance based on the sensory characteristics of food; concern about aversive consequences of eating) as manifested by persistent failure to meet appropriate nutritional and/or energy needs associated with one (or more) of the following:
· Significant weight loss (or failure to achieve expected weight gain or faltering growth in children).
· Significant nutritional deficiency.
· Dependence on enteral feeding or oral nutritional supplements.
· Marked interference with psychosocial functioning.
· The disturbance is not better explained by lack of available food or by an associated culturally sanctioned practice.
· The eating disturbance does not occur exclusively during the course of anorexia nervosa or bulimia nervosa, and there is no evidence of a disturbance in the way in which one’s body weight or shape is experienced.
· The eating disturbance is not attributable to a concurrent medical condition or not better explained by another mental disorder. When the eating disturbance occurs in the context of another condition or disorder, the severity of the eating disturbance exceeds that routinely associated with the condition or disorder and warrants additional clinical attention.
RISK FACTORS
As with all eating disorders, the risk factors for ARFID involve a range of biological, psychological, and sociocultural issues. These factors may interact differently in different people, which means two people with the same eating disorder can have very diverse perspectives, experiences, and symptoms. Researchers know much less about what puts someone at risk of developing ARFID, but here’s what they do know:
· People with autism spectrum conditions are much more likely to develop ARFID, as are those with ADHD and intellectual disabilities.
· Children who don’t outgrow normal picky eating, or in whom picky eating is severe, appear to be more likely to develop ARFID.
· Many children with ARFID ...
https://www.youtube.com/watch?time_continue=59&v=Bh_oEYX1zNM&feature=emb_logo
BA 325 Pivot Table Assignment Answer Sheet
Name:
Before you do anything fill out your name on the assignment and save your file as BA325 Firstname Lastname (use your actual name).
The table has all of the questions from the DuPont Assignment. Fill in your answers to the questions in the corresponding cell in the Answer column. Below the table there is a spot for the Screen Clippings from both the Practice Assignment, and the DuPont Assignment.
After you have filled out all of the answers and Screen Clippings submit the file to the Assignments folder in D2L.
Q Number
Question
Answer
Q1
How much was American Airlines’ Net Revenues in 2013?
Q2
What was the Return on Equity for Apple in 2015?
Q3
Which company had the highest Net Income and in which year? What was the value?
Q4
Which company had the lowest Net Income and in which year? What was the value?
Q5
How many unique companies in your sample had Net Losses exceeding one billion dollars? Which companies, and what years?
Q6
What was the Sum of the Net Income for all companies in the sample for 2015?
Q7
Which company had the highest total Net Income over the three year period? What was the value?
Q8
Which company had the lowest total Net Income over the three year period? What was the value?
Q9
Which industry had the highest Average Profit Margin over the three year period? What was the value?
Q10
In which year was the Average Profit Margin the highest for the entire sample? What was the value?
Q11
For how many companies do you have Profit Margin ratio data in 2013?
Q12
For what Industry do you have the most Profit Margin ratio data in the sample? What was the value? For that Industry what year was the highest? What was the value?
Q13
Which Industry has the highest Average Asset Turnover over the three year period? What was the value?
Q14
Which of the remaining Industries has the highest Asset Turnover in 2014? What was the value?
Q15
Which Industry has the highest Average Financial Leverage over the three year period? What was the value?
Q16
Which Industry has the lowest Average Financial Leverage that does not include negative numbers in any year? What was the value?
Q17
What is the Average Financial Leverage for the Transportation Industry in 2013?
Note: The answer is odd. You will have to use Data Cleaning to resolve the issue.
Q18
Which Industry has the highest Average Return on Equity over the three year period and which company is the highest within that Industry? What are the values?
Q19
Which two companies in the Public Utilities Industry have the highest Average Return on Equity during the period? What are the values?
Q20
Which Industry had the largest decrease in Average Return on Equity between 2013 and 2014? What was the value?
Q21
Which Industry had the largest increase in Average Return on Equity between 2014 and 2015? What was the value?
Q22
Bonus Question 1: How many industrie ...
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
httpswww.azed.govoelaselpsUse this to see the English Lang.docxpooleavelina
https://www.azed.gov/oelas/elps/
Use this to see the English Language Proficiency Standards of Arizona-Pick a grade level
https://cms.azed.gov/home/GetDocumentFile?id=54de1d88aadebe14a87070f0
http://www.corestandards.org/ELA-Literacy/introduction/how-to-read-the-standards/
how to read standards
Week 04
Acquisition and Customer Lifetime Value (CLV)
https://www.smh.com.au/politics/federal/nbn-customers-face-higher-prices-or-poorer-internet-connection-audit-warns-20190813-p52go7.html
Customer Relationship Management?
CRM is the process of carefully managing detailed information about individual
customers and all customer touch points to maximize customer loyalty.
Now closely associated with data warehousing and mining
Relationship
Relationship
Identifying good customers: RFM Model
Recency
Frequency
Monetary Value
Time/purchase occasions since the last purchase
Number of purchase occasions since first purchase
Amount spent since the first purchase
R
F
M
Total RFM Score: R Score + F score + M Score
CASE: Database for BookBinders Book Club
Predict response to a mailing for the book, Art History of Florence, based on the
following variables accumulated in the database and the responses to a test mailing:
Gender
Amount purchased
Months since first purchase
Months since last purchase
Frequency of purchase
Past purchases of art books
Past purchases of children’s books
Past purchases of cook books
Past purchases of DIY books
Past purchases of youth books
Recency
Frequency
Monetary
Example: RFM Model Scoring Criteria
R
Months from last
purchase
13-max 10-12 7-9 3-6 0-2
Score 5pts 10 15 20 25
F
Frequency > 30 21-30 16-20 11-15 0-10
Score 25pts 20 15 10 5
M
Amount
purchased
> 400 301-400 201-300 101- 200 100
Score 50 45 30 15 10
Implement using Nested If statements in Excel
Decile Classification
• Standard Assessment Method
• Apply the results of approach and
calculate the “score” of each individual
• Order the customers based on “score”
from the highest to the lowest
• Divide into deciles
• Calculate profits per deciles
Customer 1 Score 1.00
Customer 2 Score 0.99
….
Customer 230 Score 0.92
Customer 2300 Score 0.00
Decile1
Decile10
…
..
…
..
Output for Bookbinders club
Decile Score RFM No. of Mailings Cost of mailing RFM Units sold RFM Profit
10 17.6% 5000 $3,250 783 $4,733
20 34.8% 10000 $6,500 1,543 $9,243
30 46.1% 15000 $9,750 2,043 $11,093
40 53.4% 20000 $13,000 2,370 $11,170
50 65.2% 25000 $16,250 2,891 $13,241
60 77.9% 30000 $19,500 3,457 $15,757
70 83.3% 35000 $22,750 3,696 $14,946
80 91.7% 40000 $26,000 4,065 $15,465
90 97.5% 45000 $29,250 4,326 $14,876
100 100.0% 50000 $32,500 4,435 $12,735
Note: Market Potential = 4435 units and margin = $10.20
Leaky bucket
New customer
acquisition
Purchase increase by
current customers
Purchase decrease by
current customers
Lost customers
Lost customers
Credit Card Rewards Program ...
httpfmx.sagepub.comField Methods DOI 10.117715258.docxpooleavelina
http://fmx.sagepub.com
Field Methods
DOI: 10.1177/1525822X04269550
2005; 17; 30 Field Methods
Don A. Dillman and Leah Melani Christian
Survey Mode as a Source of Instability in Responses across Surveys
http://fmx.sagepub.com/cgi/content/abstract/17/1/30
The online version of this article can be found at:
Published by:
http://www.sagepublications.com
can be found at:Field Methods Additional services and information for
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10.1177/1525822X04269550FIELD METHODSDillman, Christian / SURVEY MODE AS SOURCE OF INSTABILITY
Survey Mode as a Source of Instability
in Responses across Surveys
DON A. DILLMAN
LEAH MELANI CHRISTIAN
Washington State University
Changes in survey mode for conducting panel surveys may contribute significantly to
survey error. This article explores the causes and consequences of such changes in
survey mode. The authors describe how and why the choice of survey mode often
causes changes to be made to the wording of questions, as well as the reasons that
identically worded questions often produce different answers when administered
through different modes. The authors provide evidence that answers may change as a
result of different visual layouts for otherwise identical questions and suggest ways
to keep measurement the same despite changes in survey mode.
Keywords: survey mode; questionnaire; panel survey; measurement; survey error
Most panel studies require measurement of the same variables at different
times. Often, participants are asked questions, several days, weeks, months,
or years apart to measure change in some characteristics of interest to the
investigation. These characteristics might include political attitudes, satis-
faction with a health care provider, frequency of a behavior, ownership of
financial resources, or level of educational attainment. Whatever the charac-
teristic of interest, it is important that the question used to ascertain it perform
the same across multiple data collections.
In addition, declining survey response rates, particularly for telephone
surveys, have encouraged researchers to use multiple modes of data collec-
tion during the administration of a single cross-sectional survey. Encouraged
by the availability of more survey modes than in the past and evidence that a
change in modes produces higher response rates (Dillman 2002), surveyors
This is a revision of a paper presented at t ...
https://iexaminer.org/fake-news-personal-responsibility-must-trump-intellectual-laziness/
Fake news: Personal responsibility must trump intellectual laziness
By Matt Chan January 4, 2017
Where do you get your news? That question has become incredibly important given the results of our Presidential Election. How many times have you heard, “I read a news story on Facebook and …” The problem: Facebook is not a news service; it’s a “social media” site whose purpose is to connect like-minded friends and family, to provide you with social connections, and online entertainment.
For Asian Americans social media provides an important and useful way of connecting socially and in some cases politically, but there is a downside. The downside is how social media actually works. These sites employ elaborate algorithms to track and analyze your posts, likes, and dislikes to provide you with a custom experience unique to you. The truth is you are being marketed to, not informed. What looks like news, is not really news, it’s personal validation. All in an attempt to keep you on the site longer, to click a few more things, to make you feel good about what you’re reading. It makes it seem like most people agree with you because you’re only fed information and stories that validate your worldview.
On the other hand, real news is hard work. Its fact-based information presented by people who have checked, researched, and documented what they are presenting as the truth. Real news can be verified.
“Fake News” is, well, fake, often times entirely made-up or containing a hint of truth. Social media was largely responsible for pushing “fake news” stories that were entirely made up to drive clicks on websites. These clicks in turn generated money for the people promoting the stories. The more outrageous the story, the more clicks, the more revenue. When you factor in the algorithms that feed you what you like, you can clearly see the more “fake news” you consume on social media, the more is pushed your way. There’s an abundance of pseudo news sites that merely re-post and curate existing stories, adding their bias to validate their audience’s beliefs, no matter how crazy or mainstream. It is curated solely for you. Now factor in that nearly 44% of Americans obtain some or most of their news from social media and you have a very toxic mix.
The mainstream news media has also fallen into this validation trap. You have one news network that solely reflects the right wing, others that take the view of the left-center leaning, and what is lost are the facts and context, the balance we need to evaluate, learn, and understand the world. People seeking fact-based journalism lose, because the more extreme the media becomes to entice consumers with provocative headlines and click-bait to earn more money, the less their news is fact-based and becomes more opinion driven.
There was a time when fact-based reporting was required of broadcast news. It was called “The Fairness Doctrin ...
http1500cms.comBECAUSE THIS FORM IS USED BY VARIOUS .docxpooleavelina
http://1500cms.com/
BECAUSE THIS FORM IS USED BY VARIOUS GOVERNMENT AND PRIVATE HEALTH PROGRAMS, SEE SEPARATE INSTRUCTIONS ISSUED BY
APPLICABLE PROGRAMS.
NOTICE: Any person who knowingly files a statement of claim containing any misrepresentation or any false, incomplete or misleading information may
be guilty of a criminal act punishable under law and may be subject to civil penalties.
REFERS TO GOVERNMENT PROGRAMS ONLY
MEDICARE AND CHAMPUS PAYMENTS: A patient’s signature requests that payment be made and authorizes release of any information necessary to process
the claim and certifies that the information provided in Blocks 1 through 12 is true, accurate and complete. In the case of a Medicare claim, the patient’s signature
authorizes any entity to release to Medicare medical and nonmedical information, including employment status, and whether the person has employer group health
insurance, liability, no-fault, worker’s compensation or other insurance which is responsible to pay for the services for which the Medicare claim is made. See 42
CFR 411.24(a). If item 9 is completed, the patient’s signature authorizes release of the information to the health plan or agency shown. In Medicare assigned or
CHAMPUS participation cases, the physician agrees to accept the charge determination of the Medicare carrier or CHAMPUS fiscal intermediary as the full charge,
and the patient is responsible only for the deductible, coinsurance and noncovered services. Coinsurance and the deductible are based upon the charge
determination of the Medicare carrier or CHAMPUS fiscal intermediary if this is less than the charge submitted. CHAMPUS is not a health insurance program but
makes payment for health benefits provided through certain affiliations with the Uniformed Services. Information on the patient’s sponsor should be provided in those
items captioned in “Insured”; i.e., items 1a, 4, 6, 7, 9, and 11.
BLACK LUNG AND FECA CLAIMS
The provider agrees to accept the amount paid by the Government as payment in full. See Black Lung and FECA instructions regarding required procedure and
diagnosis coding systems.
SIGNATURE OF PHYSICIAN OR SUPPLIER (MEDICARE, CHAMPUS, FECA AND BLACK LUNG)
I certify that the services shown on this form were medically indicated and necessary for the health of the patient and were personally furnished by me or were furnished
incident to my professional service by my employee under my immediate personal supervision, except as otherwise expressly permitted by Medicare or CHAMPUS
regulations.
For services to be considered as “incident” to a physician’s professional service, 1) they must be rendered under the physician’s immediate personal supervision
by his/her employee, 2) they must be an integral, although incidental part of a covered physician’s service, 3) they must be of kinds commonly furnished in physician’s
offices, and 4) the services of nonphysicians must be included on the physician’s bills.
For CHA ...
https://www.medicalnewstoday.com/articles/323444.php
https://ascopubs.org/doi/full/10.1200/JCO.2008.16.0333
https://journals.lww.com/co-hematology/Abstract/2007/03000/Influence_of_new_molecular_prognostic_markers_in.5.aspx
Influence of new molecular prognostic markers in patients with karyotypically normal acute myeloid leukemia: recent advances
Mrózek, Krzysztofa; Döhner, Hartmutb; Bloomfield, Clara Da
Current Opinion in Hematology: March 2007 - Volume 14 - Issue 2 - p 106–114
doi: 10.1097/MOH.0b013e32801684c7
Myeloid disease
Purpose of review Molecular study of cytogenetically normal acute myeloid leukemia is among the most active areas of leukemia research. Despite having the same normal karyotype, adults with de-novo cytogenetically normal acute myeloid leukemia who constitute the largest cytogenetic group of acute myeloid leukemia, are very diverse with respect to acquired gene mutations and gene expression changes. These genetic alterations affect clinical outcome and may assist in selection of proper treatment. Herein we critically summarize recent clinically relevant molecular genetic studies of cytogenetically normal acute myeloid leukemia.
Recent findings NPM1 gene mutations causing aberrant cytoplasmic localization of nucleophosmin have been demonstrated to be the most frequent submicroscopic alterations in cytogenetically normal acute myeloid leukemia and to confer improved prognosis, especially in patients without a concomitant FLT3 gene internal tandem duplication. Overexpressed BAALC, ERG and MN1 genes and expression of breast cancer resistance protein have been shown to confer poor prognosis. A gene-expression signature previously suggested to separate cytogenetically normal acute myeloid leukemia patients into prognostic subgroups has been validated on a different microarray platform, although gene-expression signature-based classifiers predicting outcome for individual patients with greater accuracy are still needed.
Summary The discovery of new prognostic markers has increased our understanding of leukemogenesis and may lead to improved prognostication and generation of novel risk-adapted therapies.
http://www.bloodjournal.org/content/127/1/53?sso-checked=true
An update of current treatments for adult acute myeloid leukemia
Hervé Dombret and Claude Gardin
Abstract
Recent advances in acute myeloid leukemia (AML) biology and its genetic landscape should ultimately lead to more subset-specific AML therapies, ideally tailored to each patient's disease. Although a growing number of distinct AML subsets have been increasingly characterized, patient management has remained disappointingly uniform. If one excludes acute promyelocytic leukemia, current AML management still relies largely on intensive chemotherapy and allogeneic hematopoietic stem cell transplantation (HSCT), at least in younger patients who can tolerate such intensive treatments. Nevertheless, progress has been made, notably in terms of standard drug dose in ...
httpstheater.nytimes.com mem theater treview.htmlres=9902e6.docxpooleavelina
https://theater.nytimes.com/ mem/ theater/ treview.html?res=9902e6db1639f931a25753c1a962948260
THEATER: WILSON'S 'MA RAINEY'S' OPENS
By FRANK RICH
Published: October 12, 1984, Friday
LATE in Act I of ''Ma Rainey's Black Bottom,'' a somber, aging band trombonist (Joe Seneca) tilts his head heavenward to sing the blues. The setting is a dilapidated Chicago recording studio of 1927, and the song sounds as old as time. ''If I had my way,'' goes the lyric, ''I would tear this old building down.''
Once the play has ended, that lyric has almost become a prophecy. In ''Ma Rainey's Black Bottom,'' the writer August Wilson sends the entire history of black America crashing down upon our heads. This play is a searing inside account of what white racism does to its victims - and it floats on the same authentic artistry as the blues music it celebrates. Harrowing as ''Ma Rainey's'' can be, it is also funny, salty, carnal and lyrical. Like his real-life heroine, the legendary singer Gertrude (Ma) Rainey, Mr. Wilson articulates a legacy of unspeakable agony and rage in a spellbinding voice.
The play is Mr. Wilson's first to arrive in New York, and it reached here, via the Yale Repertory Theater, under the sensitive hand of the man who was born to direct it, Lloyd Richards. On Broadway, Mr. Richards has honed ''Ma Rainey's'' to its finest form. What's more, the director brings us an exciting young actor - Charles S. Dutton - along with his extraordinary dramatist. One wonders if the electricity at the Cort is the same that audiences felt when Mr. Richards, Lorraine Hansberry and Sidney Poitier stormed into Broadway with ''A Raisin in the Sun'' a quarter-century ago.
As ''Ma Rainey's'' shares its director and Chicago setting with ''Raisin,'' so it builds on Hansberry's themes: Mr. Wilson's characters want to make it in white America. And, to a degree, they have. Ma Rainey (1886-1939) was among the first black singers to get a recording contract - albeit with a white company's ''race'' division. Mr. Wilson gives us Ma (Theresa Merritt) at the height of her fame. A mountain of glitter and feathers, she has become a despotic, temperamental star, complete with a retinue of flunkies, a fancy car and a kept young lesbian lover.
The evening's framework is a Paramount-label recording session that actually happened, but whose details and supporting players have been invented by the author. As the action swings between the studio and the band's warm-up room - designed by Charles Henry McClennahan as if they might be the festering last- chance saloon of ''The Iceman Cometh'' - Ma and her four accompanying musicians overcome various mishaps to record ''Ma Rainey's Black Bottom'' and other songs. During the delays, the band members smoke reefers, joke around and reminisce about past gigs on a well-traveled road stretching through whorehouses and church socials from New Orleans to Fat Back, Ark.
The musicians' speeches are like improvised band solos - variously fiz ...
https://fitsmallbusiness.com/employee-compensation-plan/
The puzzle of motivation | Dan Pink [Video file]. Retrieved from https://www.youtube.com/watch?v=rrkrvAUbU9Y
Refining the total rewards package through employee input at MillerCoors [Video file]. Retrieved from https://www.youtube.com/watch?v=_I7nv0B4_NU&feature=youtu.be
How to design an employee compensation plan [SlideShare slides]. Retrieved from http://www.slideshare.net/FitSmallBusiness/how-to-design-a-compensation-plan-dave?ref=http://fitsmallbusiness.com/how-to-pay-employees/
Compensation strategies [Video file]. Retrieved from https://youtu.be/U2wjvBigs7w
· Expectations for Power Point Presentations in Units IV and V
I would like to provide information about what needs to be included in presentations. Please review the rubric prior to submitting any assignment. If you don't know where to find this, please contact me.
1. You need a title slide.
2. You need an overview of the presentation slide (slide after the title slide). This is how you would organize a presentation if you were presenting it at work.
3. You need a summary slide (before the reference slide); same reason as above.
4. Please do not forget to cite on slides where you are writing about something related to what you have read. Please consider each slide a paragraph. You can cite on the slides or in the notes. If you do not cite, you will not get credit for the slide.
- Direct quotes should not be used in this presentation as they are not analysis.
5. Remember, all I can evaluate is what you submit, so please consider using notes to explain what you are writing in further detail. Bullets are great and you can use these but then provide more detail in the notes.
6. Graphics - Please include graphics/charts/graphs as this is evaluated in the rubric (quality of the presentation).
7. References - For all references, you need citations. For all citations, you need references. They must match. All must be formatted using APA requirements. Please review the Quick Reference Guide that was posted in the announcements.
Please never hesitate to email me with any questions. If you need further clarification about feedback or if you do not agree with any of the feedback, please contact me. My door is always open.
Assignment 1
Positioning Statement and Motto
Use the provided information, as well as your own research, to assess one (1) of the stated brands (Tesla, SmoothieKing, Suave, or Nintendo) by completing the questions below with an ORIGINAL response to each. At the end of the worksheet, be sure to develop a new ORIGINAL positioning statement and motto for the brand you selected. Submit the completed template in the Week 4 assignment submission link.
Name:
Professor’s Name:
Course Title:
Date:
Company/Brand Selected (Tesla, SmoothieKing, Suave or Nintendo):
1. Target Customers/Users
Who are the target customers for the company/brand? Make sure you tell why you selected each item that you did. (NOTE: DO NO ...
http://hps.org/documents/pregnancy_fact_sheet.pdf
https://www.asge.org/docs/default-source/education/practice_guidelines/doc-5c7150fd-910a-4181-89bf-bc697b369103.pdf?sfvrsn=6
http://hps.org/hpspublications/articles/pregnancyandradiationexposureinfosheet.html
Data Science
and
Big Data Analytics
Chapter 12: The Endgame, or Putting It All Together
1
Chapter Contents
12.1 Communicating and Operationalizing an Analytics Project
12.2 Creating the Final Deliverables
Developing core material for multiple audiences, project goals, main findings, approach, model description, key points supported with data, model details, recommendations, tips on final presentation, providing technical specifications and code
12.3 Data Visualization Basics
Key points supported with data, evolution of a graph, common representation methods, how to clean up a graphic, additional considerations
Summary
2
12.1 Communicating and Operationalizing an Analytics Project
3
12.1 Communicating and Operationalizing an Analytics Project
Deliverables and Stakeholders
4
12.1 Communicating and Operationalizing an Analytics Project
Deliverables
General Deliverables – from Textbook
Presentation for Project Sponsors
Presentation for Analysts
Code
Technical Specifications
Deliverables For This Course
Presentation for Analysts – half hour per team, next week
Technical Paper for Research Day Conference
Submit CD – Presentation, Paper, Data or URL, Code
5
12.2 Creating the Final Deliverables
Case Study – Fictional Bank Churn Prediction
This section describes a scenario of a fictional bank and a churn prediction model of its customers
The analytic plan contains components that can be used as inputs for writing the final presentations
scope
underlying assumptions
modeling techniques
initial hypotheses
and key findings
6
12.2 Creating the Final Deliverables
Case Study – Fictional Bank Churn Prediction
7
12.2 Creating the Final Deliverables
Case Study – Fictional Bank Analytics Plan
8
12.2 Creating the Final Deliverables
12.2.1 Developing Core Material for Multiple Audiences
Some project components have dual use
Create core materials used for both analyst and business audiences
Three areas on the next slide used for both audiences
Sections after the following overview slide
12.2.2 – Project Goals
12.2.3 – Key Findings
12.2.4 – Approach
12.2.5 – Model Description
12.2.6 – Key Points Supported by Data
12.2.7 – Model Details
12.2.8 – Recommendations
12.2.9 – Additional Tips on the Final Presentation
12.2.10 – Providing Technical Specifications and Code
9
12.2 Creating the Final Deliverables
12.2.1 Developing Core Material for Multiple Audiences
10
12.2 Creating the Final Deliverables
12.2.2 Project Goals
The project goals portion of the final presentation is generally the same for sponsors and analysts
The project goals are described first to lay the groundwork for the solution and recommendations
Generally, the goals are agreed on earl ...
https://www.worldbank.org/en/country/vietnam/overview
-------------- Context ----------------
Vietnam’s development over the past 30 years has been remarkable. Economic and political reforms under Đổi Mới, launched in 1986, have spurred rapid economic growth, transforming what was then one of the world’s poorest nations into a lower middle-income country. Between 2002 and 2018, more than 45 million people were lifted out of poverty. Poverty rates declined sharply from over 70% to below 6% (US$3.2/day PPP), and GDP per capita increased by 2.5 times, standing over US$2,500 in 2018.
In the medium-term, Vietnam’s economic outlook is positive, despite signs of cyclical moderation in growth. After peaking at 7.1% in 2018, real GDP growth in 2019 is projected to slightly decelerate in 2019, led by weaker external demand and continued tightening of credit and fiscal policies. Real GDP growth is projected to remain robust at around 6.5% in 2020 and 2021. Annual headline inflation has been stable for the seven consecutive years – at single digits, trending towards 4% and below in recent years. The external balance remains under control and should continue to be financed by strong FDI inflows which reached almost US$18 billion in 2018 – accounting for almost 24% of total investment in the economy.
Vietnam is experiencing rapid demographic and social change. Its population reached 97 million in 2018 (up from about 60 million in 1986) and is expected to expand to 120 million before moderating around 2050. Today, 70% of the population is under 35 years of age, with a life expectancy of 76 years, the highest among countries in the region at similar income levels. But the population is rapidly aging. And an emerging middle class, currently accounting for 13% of the population, is expected to reach 26% by 2026.
Vietnam ranks 48 out of 157 countries on the human capital index (HCI), second in ASEAN behind Singapore. A Vietnamese child born today will be 67% as productive when she grows up as she could be if she enjoyed complete education and full health. Vietnam’s HCI is highest among middle-income countries, but there are some disparities within the country, especially for ethnic minorities. There would also be a need to upgrade the skill of the workforce to create productive jobs at a large scale in the future.
Over the last thirty years, the provision of basic services has significantly improved. Access of households to modern infrastructure services has increased dramatically. As of 2016, 99% of the population used electricity as their main source of lighting, up from 14 % in 1993. Access to clean water in rural areas has also improved, up from 17% in 1993 to 70% in 2016, while that figure for urban areas is above 95%.
Vietnam performs well on general education. Coverage and learning outcomes are high and equitably achieved in primary schools — evidenced by remarkably high scores in the Program for International Student Assessment (PISA) in 2012 and 2015, ...
HTML WEB Page solutionAbout.htmlQuantum PhysicsHomeServicesAbou.docxpooleavelina
HTML WEB Page solution/About.htmlQuantum PhysicsHomeServicesAboutContact Me
This website gives a detail inward look in quantam physics as it is a evolving field now-a-days and has many upcoming changes that is going to leave the world in shock. There has been a lot of confusion lately related to this topics in people so it is encourage that people visit this website and get to know more about this field and explore the horizons there is yet to come.
HTML WEB Page solution/FirstLastHomePage.htmlQuantum PhysicsHomeServicesAboutContact Me
Definition
Quantum mechanics is the part of material science identifying with the little.
It brings about what may have all the earmarks of being some extremely peculiar decisions about the physical world. At the size of particles and electrons, a significant number of the conditions of old style mechanics, which depict how things move at ordinary sizes and speeds, stop to be helpful. In traditional mechanics, objects exist in a particular spot at a particular time. Be that as it may, in quantum mechanics, protests rather exist in a fog of likelihood; they have a specific possibility of being at point An, another possibility of being at point B, etc.Three revolutionary principles
Quantum mechanics (QM) created over numerous decades, starting as a lot of questionable scientific clarifications of tests that the math of old style mechanics couldn't clarify. It started at the turn of the twentieth century, around a similar time that Albert Einstein distributed his hypothesis of relativity, a different numerical unrest in material science that portrays the movement of things at high speeds. In contrast to relativity, nonetheless, the sources of QM can't be credited to any one researcher. Or maybe, various researchers added to an establishment of three progressive rules that bit by bit picked up acknowledgment and exploratory confirmation somewhere in the range of 1900 and 1930. They are:
Quantized properties:
Certain properties, for example, position, speed and shading, can once in a while just happen in explicit, set sums, much like a dial that "clicks" from number to number. This tested a crucial presumption of old style mechanics, which said that such properties should exist on a smooth, ceaseless range. To portray the possibility that a few properties "clicked" like a dial with explicit settings, researchers begat the word "quantized".
Particles of light:
Light can now and again act as a molecule. This was at first met with unforgiving analysis, as it negated 200 years of trials indicating that light acted as a wave; much like waves on the outside of a quiet lake. Light acts comparatively in that it ricochets off dividers and twists around corners, and that the peaks and troughs of the wave can include or counteract. Included wave peaks bring about more splendid light, while waves that counterbalance produce obscurity. A light source can be thought of ...
https://www.huffpost.com/entry/online-dating-vs-offline_b_4037867
For your initial post, provide a sentence to share which article you are referring to so that you can best communicate with your peers. Include a link to your selection.
· Explain how the argument contains or avoids bias.
i. Provide specific examples to support your explanation.
ii. What assumptions does it make?
· Discuss the credibility of the overall argument.
i. Were the resources the argument was built upon credible?
ii. Does the credibility support or undermine the article’s claims in any important ways?
In response to your peers, provide an additional resource to support or refute the argument your peer makes. Do you agree with their claims of credibility? Are there any other possible bias not identified?
Response #1
Allysa Tantala posted Sep 22, 2019 10:17 PM
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The article that I am looking at is Online Dating Vs. Offline Dating: Pros and Cons.It was written by Julie Spira, an online dating expert, bestselling author, and CEO of Cyber-Dating Expert. The name of the article is spot on in describing what it is about. The author goes through the pros and cons of dating online and offline in today’s day and age. The author avoids bias because she looks at both options in both their positive and negative attributes. She comes at the issues from both angles and I believe she does a very good job at remaining unbiased. She states that “if you're serious about meeting someone special, you must include a combination of both online and offline dating in your routine” (Spira, 2013, par. 18). She’s stating that both options have their pros and cons and that really a combination of both is needed to find someone. The only bias I could see anyone pointing out would be that she is a woman, so you do not get the male perspective on these things. That being said, I one hundred percent think she covers all of the questions people may have about online and offline dating in today’s world. The only assumption being made here is that the reader wants to be out in the dating world and they need to know what is best. But, the title of the article is pretty self-explanatory so if someone did not want to know these things, they would not have to waste their time reading it all because they could tell what it would be about by the title.
The resource that she used was herself, and like I stated above, she is an online dating expert, bestselling author, and CEO of Cyber-Dating Expert; so she is more than qualified to give her perspective on these issues. I find her to be credible and thought provoking. Her credibility supports everything the article says and makes the reader feel like they are being told the truth by someone who completely understands all of the pros and cons.
Resource:
Spira, J. (2013, December 3). Online Dating Vs. Offline Dating: Pros and Cons. Retrieved from https://www.huffpost.com/entry/online-dating-vs-offline_b_4037867
Response #2
Jennifer Caforio posted Se ...
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THE ASSIGNMENT IS BASED ON CHAPTER 1 (ONE)
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Password: Greekyogurt13!
1
3Defining the Problem
Rigina CochranMPA/593
August 19, 2019
Peter ReevesDefining the Problem
The health care system in Colorado is a composition of medical professionals providing services such as diagnosis, treatment, as well as preventive measures to mental illness and injuries ("Healthcare policy in Colorado - Ballotpedia," 2019). Health care policy involves the establishment and implementation of legislation and other regulations that the states use to manage its health care system effectively. Further, this sector consists of other participants, such as insurance and health information technology. The cost citizens pay for medical care and also the access to quality care influence the overall health care providers in Colorado. Therefore, the need for the creation and implementation of laws that help the state maintain efficiency in the health sector in Colorado.
Problem Statement
The declining standards of medical care within the United States has caused significant concern in the world. Due to these rising concerns, there have been various policies implemented, leading to mixed reactions among the different states. Some of the active policies implemented offer a long-term solution to this problem including Medicaid and Medicare. After acquiring state control, the Republicans dismissed the idea to expand and create medical insurance for Medicaid in Colorado. Sustaining the structure of the health care payroll calls for the deductions from the employees and the employers, which may lead to loss of jobs and increased burden of expenditure (Garcia, 2019).
Identify the Methodology
The main objective of this policy plan is to investigate the role of legislation in the management of the health care sector in the United States. Due to the need for achieving in-depth exploration, this paper uses a combination of both qualitative and quantitative methods of data collection by addressing both practical and theoretical aspects of the research. Based on the answers that the policy requires, choosing survey as the research design. This method involves collecting and analyzing data from a few people who represent the principal group within health care. However, the survey method faces some challenges such as attitudes and perception of the health workers leading to the delimitation of the study. The target population for the study includes the nurses within the health sectors in Colorado. The selection of the participants involved in the use of stratified random sampling.
Identify your Stakeholders
The major stakeholders in the creation and implementation of the policy plan include the legislatures, local government, patients, and other private parties such as the insurance companies. Collectively, these bodies are involved in the makin ...
https://www.nationaleatingdisorders.org/learn/by-eating-disorder/arfid
AVOIDANT RESTRICTIVE FOOD INTAKE DISORDER (ARFID)
Avoidant Restrictive Food Intake Disorder (ARFID) is a new diagnosis in the DSM-5, and was previously referred to as “Selective Eating Disorder.” ARFID is similar to anorexia in that both disorders involve limitations in the amount and/or types of food consumed, but unlike anorexia, ARFID does not involve any distress about body shape or size, or fears of fatness.
Although many children go through phases of picky or selective eating, a person with ARFID does not consume enough calories to grow and develop properly and, in adults, to maintain basic body function. In children, this results in stalled weight gain and vertical growth; in adults, this results in weight loss. ARFID can also result in problems at school or work, due to difficulties eating with others and extended times needed to eat.
DIAGNOSTIC CRITERIA
According to the DSM-5, ARFID is diagnosed when:
· An eating or feeding disturbance (e.g., apparent lack of interest in eating or food; avoidance based on the sensory characteristics of food; concern about aversive consequences of eating) as manifested by persistent failure to meet appropriate nutritional and/or energy needs associated with one (or more) of the following:
· Significant weight loss (or failure to achieve expected weight gain or faltering growth in children).
· Significant nutritional deficiency.
· Dependence on enteral feeding or oral nutritional supplements.
· Marked interference with psychosocial functioning.
· The disturbance is not better explained by lack of available food or by an associated culturally sanctioned practice.
· The eating disturbance does not occur exclusively during the course of anorexia nervosa or bulimia nervosa, and there is no evidence of a disturbance in the way in which one’s body weight or shape is experienced.
· The eating disturbance is not attributable to a concurrent medical condition or not better explained by another mental disorder. When the eating disturbance occurs in the context of another condition or disorder, the severity of the eating disturbance exceeds that routinely associated with the condition or disorder and warrants additional clinical attention.
RISK FACTORS
As with all eating disorders, the risk factors for ARFID involve a range of biological, psychological, and sociocultural issues. These factors may interact differently in different people, which means two people with the same eating disorder can have very diverse perspectives, experiences, and symptoms. Researchers know much less about what puts someone at risk of developing ARFID, but here’s what they do know:
· People with autism spectrum conditions are much more likely to develop ARFID, as are those with ADHD and intellectual disabilities.
· Children who don’t outgrow normal picky eating, or in whom picky eating is severe, appear to be more likely to develop ARFID.
· Many children with ARFID ...
https://www.youtube.com/watch?time_continue=59&v=Bh_oEYX1zNM&feature=emb_logo
BA 325 Pivot Table Assignment Answer Sheet
Name:
Before you do anything fill out your name on the assignment and save your file as BA325 Firstname Lastname (use your actual name).
The table has all of the questions from the DuPont Assignment. Fill in your answers to the questions in the corresponding cell in the Answer column. Below the table there is a spot for the Screen Clippings from both the Practice Assignment, and the DuPont Assignment.
After you have filled out all of the answers and Screen Clippings submit the file to the Assignments folder in D2L.
Q Number
Question
Answer
Q1
How much was American Airlines’ Net Revenues in 2013?
Q2
What was the Return on Equity for Apple in 2015?
Q3
Which company had the highest Net Income and in which year? What was the value?
Q4
Which company had the lowest Net Income and in which year? What was the value?
Q5
How many unique companies in your sample had Net Losses exceeding one billion dollars? Which companies, and what years?
Q6
What was the Sum of the Net Income for all companies in the sample for 2015?
Q7
Which company had the highest total Net Income over the three year period? What was the value?
Q8
Which company had the lowest total Net Income over the three year period? What was the value?
Q9
Which industry had the highest Average Profit Margin over the three year period? What was the value?
Q10
In which year was the Average Profit Margin the highest for the entire sample? What was the value?
Q11
For how many companies do you have Profit Margin ratio data in 2013?
Q12
For what Industry do you have the most Profit Margin ratio data in the sample? What was the value? For that Industry what year was the highest? What was the value?
Q13
Which Industry has the highest Average Asset Turnover over the three year period? What was the value?
Q14
Which of the remaining Industries has the highest Asset Turnover in 2014? What was the value?
Q15
Which Industry has the highest Average Financial Leverage over the three year period? What was the value?
Q16
Which Industry has the lowest Average Financial Leverage that does not include negative numbers in any year? What was the value?
Q17
What is the Average Financial Leverage for the Transportation Industry in 2013?
Note: The answer is odd. You will have to use Data Cleaning to resolve the issue.
Q18
Which Industry has the highest Average Return on Equity over the three year period and which company is the highest within that Industry? What are the values?
Q19
Which two companies in the Public Utilities Industry have the highest Average Return on Equity during the period? What are the values?
Q20
Which Industry had the largest decrease in Average Return on Equity between 2013 and 2014? What was the value?
Q21
Which Industry had the largest increase in Average Return on Equity between 2014 and 2015? What was the value?
Q22
Bonus Question 1: How many industrie ...
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
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Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
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In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Chapter 3 - Islamic Banking Products and Services.pptx
HRMD 650 Organizational DevelopmentHow to Solve an Organizati.docx
1. HRMD 650: Organizational Development
How to Solve an Organizational Case Study – Case 1
A case study is a collection of facts and data based on a real or
hypothetical business situation. The goal of a case study is to
enhance your ability to solve business problems, using a logical
framework. The issues in a case are generally not unique to a
specific person, firm, or industry, and they often deal with more
than one business strategy element. Sometimes, the material
presented in a case may be in conflict. For example, two
managers may disagree about a strategy or there may be several
interpretations of the same facts.
In all case studies, you must analyze what is presented and state
which specific actions best resolve major issues. These actions
must reflect the information in the case and the environment
facing the firm.
The case should not exceed six (6) pages in length, excluding
the reference list.
STEPS IN SOLVING A CASE STUDY
Your analysis should include these sequential steps:
1. Presentation of the facts surrounding the case. (~0.5 page)
2. Identification of the key issues. (~0.5 page)
3. Listing of alternative courses of action that could be taken.
(~1 page)
4. Evaluation of alternative courses of action. (~1.5 pages)
5. Recommendation of the best course of action. (~1.5 pages)
Presentation of the Facts Surrounding the Case
It is helpful to read a case until you are comfortable with the
information in it. Re-readings often are an aid to
2. comprehending facts, possible strategies, or questions that need
clarification and were not apparent earlier. In studying a case,
assume you are an outside consultant hired by the firm. While
facts should be accepted as true, statements, judgments, and
decisions made by the individuals in a case should be
questioned, especially if not supported by facts—or when one
individual disagrees with another.
During your reading of the case, you should underline crucial
facts, interpret figures and charts, critically review the
comments made by individuals, judge the rationality of past and
current decisions, and prepare questions whose answers would
be useful in addressing the key issue(s).
Identification of the Key Issue(s)
The facts stated in a case often point to the key issue(s) facing
an organization, such as new opportunities, a changing
environment, a decline in competitive position, or excess
inventories. Identify the characteristics and ramifications of the
issue(s) and examine them, using the material in the case and
the text. Sometimes, you must delve deeply because the key
issue(s) and their characteristics may not be immediately
obvious.
Listing Alternative Courses of Action That Could Be Taken
Next, present alternative actions pertaining to the key issue(s)
in the case. Consider courses of action based on their
suitability to the firm and situation. Proposed courses of action
should take into account such factors as the goals, the customer
market, the overall organizational strategy, the product
assortment, competition, and personnel capabilities.
Evaluation of Alternative Courses of Action
Evaluate each potential option, according to case data, the key
3. issue(s), the strategic concepts in the text, and the firm's
environment. Specific criteria should be used and each option
analyzed on the basis of them. The ramifications and risks
associated with each alternative should be considered.
Important data not included in the case should be mentioned.
Your discussion of the alternatives should include concepts
from organizational diagnosis and change theory.
Recommendation of the Best Course of Action
Be sure your analysis is not just a case summary. You will be
evaluated on the basis of how well you identify key issues or
problems, outline and assess alternative courses of action, and
reach realistic conclusions (that take the organization’s size,
competition, image, and so on into consideration). You need to
show a good understanding of both the principles of
organizational diagnosis and the case. Be precise about which
alternative is more desirable for the organization in its current
context. Remember, your goal is to apply a logical reasoning
process to this organization. A written report must demonstrate
this process.
Running head: PUT YOUR TITLE IN ALL CAPS HERE 1
PUT YOUR TITLE HERE IN ALL CAPS 2
Title in Upper and Lower Case
Your Name
Chamberlain Univesrity
Course Number: Course Name
Term Month and Year
4. Title of your Paper in Upper and Lower Case (Centered, not
Bold)
This page begins your Pro-Con position Paper. Begin your
introduction here. Be sure to incorporate an attention grabber.
You may also provide any necessary contextual or background
info here if needed. Do not attempt to prove the thesis statement
in these sentences; don’t have obvious ideas. Prove the thesis
below it, not above it. If appropriate, provide a bridge from the
introductory sentences to the thesis. Remember to employ an
objective tone by applying only 3rd person point of view (no
1st: I, me, my, we, our, us, mine) or 2nd: you, your person point
of view), unless in direct quote. Then put your thesis statement
here; the thesis must be one complete sentence combining your
opposition’s argument and your rebuttal.
1st Counter-Argument (your oppositions’ point)
Begin with a topic sentence written in your own words that
presents your grounds. Next, apply the evidence/warrant.
Signal phrases are highly recommended to introduce new
sources (ex: According to Dr. John Smith, head physician at the
Mayo Clinic…). Cite your sources in APA format via
parenthetical citations. Follow through with a few sentences
examining the evidence and connecting it back to your main
point. If needed, apply any conciliatory language to connect to
the audience and avoid putting them on the defensive. Strive 5-
10 developed sentences in a college level paragraph.
****Note: based on which outline approach you chose in Week
5 (divided or alternating) your draft will either continue with 2
5. other counter-arguments similar to the one above, followed by 3
rebuttal paragraphs – or it will jump straight to the 1st rebuttal
as demonstrated below.
1st Rebuttal (your point)
Begin with a topic sentence written in your own words that
presents your grounds. Then identify the first point of
contention. Discuss this point and why you disagree with it.
Point out faults in the argument; explain why the point has little
merit. Then argue why your ideas are superior. Then, apply the
evidence/warrant. Signal phrases are highly recommended to
introduce new sources (ex: According to Dr. John Smith, head
physician at the Mayo Clinic…). Cite your sources in APA
format via parenthetical citations. Follow through with a few
sentences examining the evidence and connecting it back to
your main point. No conciliatory verbiage is needed in the
rebuttal paragraph, but you should still remain objective and
respectful. Strive for a minimum of 5 developed sentences in a
college level paragraph.
….From here you will develop your remaining body paragraphs
following a similar approach. In the final paper, students should
have at least 6 body paragraphs: 3 counterarguments & 3
rebuttals, applying either the alternating or divided
organizational approach.
Then put your conclusion or final paragraph here. Reiterate
your main argument. Avoid repetition or straight summarizing
of earlier information. Instead, apply one of the concluding
techniques from our reading or Week 3 lesson. As before, strive
for a minimum of 5 developed sentences per paragraph. Then
revise, edit, and proof your draft….and submit for an ‘A’!
7. Deborah Ancona and David Caldwell
Late Thursday afternoon, Chris Peterson was reflecting on the
meeting she would have tomorrow
with her boss, Meg Cooke. The purpose of the meeting was to
give Meg an update on the status of the
integrated budget and planning system her team had been
working on over the last six months and
plans for the team to begin marketing this system and other new
DSS consulting services to clients.
Overall, Chris was quite pleased with the work her team had
done. The team had been formed as part
of a strategic change, including a somewhat controversial re-
organization at DSS. The changes and
new structure had created dissatisfaction and a fair amount of
anxiety among many of DSS’s
consultants, but Chris felt her team had overcome their concerns
to become a very effective group.
They had worked together well, avoided the conflicts that often
plague these kinds of teams, and
generally maintained a high level of motivation and satisfaction.
Most of all, Chris was proud of the
work her team had done. They had created a budget and
planning system that the team believed
would be embraced by DSS’s clients. The team had not gotten
much support from other groups at
DSS in developing the system, so team members had done much
of the technical work on their own
that would have normally been done by support people in the
company. Despite this, Chris was very
pleased with the system and looked forward to sharing her
team’s accomplishments with Meg.
DSS Consulting
8. DSS Consulting was formed in 1997 to provide administrative
support to small school districts
primarily in the mid-west and mountain west. The company was
founded by three retired school
district administrators to help small school districts that had
limited staff deal with difficult and
somewhat specialized administrative problems, such as
negotiating labor agreements or setting up
procurement systems.
CHRIS PETERSON AT DSS CONSULTING
Deborah Ancona and David Caldwell
September 10, 2010 2
During the late 1990s, DSS grew rapidly as small school
districts faced more complex challenges and
pressures to cut costs, particularly in administration. In
response to this growth, DSS organized itself
into four practice departments—Procurement and Systems,
Information Technology, Contract
Negotiation, and Facilities Planning—to deal with different
types of engagements. Business came
primarily through contacts the five founders had developed.
Once DSS was engaged, the project
would be referred to the head of the appropriate practice group
who would assign consultants to the
project.
By 2005, a number of changes had begun to affect DSS. First,
the founders were cutting back their
involvement in the company. As a result, management decisions
were being passed on to new leaders,
9. including people hired from other consulting companies. In
addition, since much of DSS’s business
was generated through contacts established by the founders,
their reduced involvement was creating a
need for new marketing strategies. Second, the types of
problems for which districts were looking for
help were becoming more diverse and often didn’t fit clearly
into a specific practice area. The
increasing complexities districts were facing were both reducing
the need for the relatively
straightforward projects DSS had been working on and creating
demands for new types of services.
Finally, state standards for school districts were diverging from
one another, so that certain issues
were more important in one region than in another. All of these
changes led to stagnation in revenue
growth for DSS.
Because of these changes, the founders decided that a shift in
strategy would be necessary for DSS to
continue to grow and be successful. As a first step, they
promoted Meg Cooke to the position of Chief
Operating Officer. Meg had joined DSS in the Contract
Negotiation group about four years earlier
after spending time with a larger east coast firm. Two years
after joining DSS, she had been promoted
to head the Contract Negotiation group. The founders and Meg
had concluded that if DSS was to
continue to be successful, it would need to expand beyond its
traditional customer base of small
districts and offer services to larger districts much more than it
had in the past. They felt that
accomplishing this would require developing new services and
reorganizing into a more cross-
functional, customer-focused organization. A major part of the
strategic change involved reorganizing
10. DSS from a purely practice-oriented functional structure to a
hybrid structure. Most of the
consultants would now be assigned to new cross-functional
teams that would be responsible for
marketing and delivering services to districts within a particular
geographic region. The practice
groups were maintained to provide specialized expertise to
support the cross-functional teams in their
work but with many fewer staff members than in the past.
The new cross-functional teams were given two responsibilities.
Over the long run, the teams were to
build relationships with the school districts in their regions and
provide a full range of DSS consulting
services to those districts. The teams were also to develop new
consulting offerings in response to
district needs. The expectations were that the cross-functional
teams would eliminate the functional
CHRIS PETERSON AT DSS CONSULTING
Deborah Ancona and David Caldwell
September 10, 2010 3
“silos” that constrained the services DSS could provide and help
DSS develop services that could be
sold to larger districts. Both these were seen as crucial steps in
the plan to grow DSS.
Chris Peterson and the Southwest Region Team
Chris Peterson joined DSS in 2001. She started her career as a
high school teacher in a small school
11. district in Iowa. When the district began to deploy personal
computers, she was asked to head up the
implementation in her school. The process went so smoothly
that she was asked to give up classroom
teaching and work full-time for the district in rolling out
technology across all the schools. After five
years in that job she joined DSS as a consultant in the
Information Technology group. She rose to the
position of project manager in the group and had been very
successful in leading consulting projects.
When the decision was made to reorganize into cross-functional
teams, Chris was seen as a “natural”
to lead one of the teams and was assigned to head the Southwest
Region team.
Chris looked on her new assignment with a mixture of
excitement and apprehension. Much of the
excitement came from the opportunity to lead a permanent team
rather than coordinate individuals for
short consulting projects. Her apprehension came in large part
because of some uncertainties about
how the new strategy would unfold. Chris was aware that many
people were ambivalent about the
new strategy and uncertain about the necessity of the change
and whether or not it was likely to be
successful. The result of this was that there was a great deal of
anxiety among many consultants
about the future of DSS and their roles in the new structure.
Chris also suspected that the strategy
was still evolving and might change as management got a sense
of how well the new organization
was working.
One of the decisions that Meg had made about the new teams
was that the team leaders ought to have
a great deal of flexibility in inviting people to join their teams.
12. Chris welcomed this opportunity. In
thinking about who she wanted for the team, she considered two
factors. First, she wanted people
who had good skills and were experienced in the DSS
consulting process. Second, she felt she
needed people who would be able to work together well. She
believed this would be important
because of both the nature of the work to be done and her fear
that the anxiety created by the change
would boil over into dissatisfaction if people had trouble
working together.
Chris gave a great deal of thought about who to ask to join the
Southwest Region team. She decided
that one thing that would help the group work together smoothly
would be to select people who
already had some experience in working with one another.
Overall, Chris was quite happy with the
team she was able to put together. She ended up asking two
consultants each from Contract
Negotiations, Procurement and Systems, and Information
Technology, and one consultant from the
Facilities group to join the team, all of whom accepted. Even
though the consultants had not worked
on specific projects with each other in the past, they knew one
another and had a great deal in
common. Nearly all of them had worked on DSS’s annual
Habitat for Humanity project and all had
started at DSS at about the same time. Many members of the
group socialized with one another
CHRIS PETERSON AT DSS CONSULTING
Deborah Ancona and David Caldwell
13. September 10, 2010 4
outside of work. At the first group meeting Chris realized that
her strategy had worked well. Two of
the consultants marveled about how nice it would be to work
with people who were both very
competent and friends as well. Another consultant mentioned
that he didn’t know many people at
DSS other than the members of his new team and he was really
looking forward to the project. Like
most DSS consultants, members of Chris’s new team had some
questions about the new strategy and
leadership; however all believed that their new team had
tremendous potential.
Beginning the Work
As DSS was making the transition to the new structure,
consultants continued to finish existing
projects even as they began working with their new teams.
Chris believed it was very important that
her team members be located together as soon as possible even
though the team would not be
working together full-time right away. She believed that co-
locating the team would allow the group
to get a quick start on the major deliverable of developing new
products for DSS and prevent the
group from getting distracted by some of the uncertainties
created by the new structure. Chris was
able to identify some space and a plan that could bring the full
team together. Since none of the other
new team managers felt as strongly about the co-location of
their teams as Chris did, Meg allowed
Chris’s team to move together before the other teams did.
Once the team got settled into its new location, they quickly got
14. to work. Chris believed that the first
issue for the team would be to share their experiences and use
their collective knowledge to identify
one or more potential new products, and that her initial job
would be to help the group pull together
their experiences. The group had a number of meetings over the
next month discussing their
perspectives. Chris was very pleased with what happened in the
meetings. The team members
seemed comfortable sharing information with one another. If a
disagreement emerged, the team dealt
with it without creating animosity or substantial delay. Chris
was particularly pleased when two of
the team members told her that this was one of the best groups
they had ever been a part of.
Even though they were from different functional areas, the team
members found that they had very
similar experiences in dealing with districts. All of them had at
least one story about how they had
been delayed in a project because the people they were working
with in the district were not able to
get accurate data about budgets or long term plans. What
emerged from the discussions was that
small districts seemed to lack any integrated system for linking
plans and budgets over time. The
superintendent of the district seemed to be the only person who
knew everything that was going on
and if he or she was not available it was difficult to get timely
information. The team concluded that
what small districts needed was an integrated system for
planning and budgeting. Although most
large districts had the systems or the human resources to do
this, the costs were prohibitive for a small
district. The team determined, therefore, that a scaled down
system could provide the level of
15. planning small districts needed at a price they could afford.
Further, this project both excited the
team and was something they felt they could do well.
CHRIS PETERSON AT DSS CONSULTING
Deborah Ancona and David Caldwell
September 10, 2010 5
Planning the New Product
As members of the team began finishing the consulting projects
they had been working on, they were
able to devote more time to developing specifications for the
new system. The majority of the team
were now spending nearly all their time working with one
another and saw less and less of the other
consultants who were not on the team. Occasionally people
would bring up what other consultants
had said their teams were doing, but this seldom generated
much interest and was sometimes seen as
almost a distraction to the group. At this point in time, Chris
had two primary goals for the team.
First, she wanted to keep the group focused on the jobs of
defining the new system and determining
exactly how DSS consultants would use it. Second, she wanted
to help the group avoid distractions
and continue to build cohesion.
In addition to working with the team, Chris tried to deal with
people outside the group. She had
developed friendships with two superintendents in small
districts and when she saw them, she took
the opportunity to describe the system her team was developing.
16. Generally, the feedback she
received was positive and she relayed this to her team. Chris
also met occasionally with Meg to
update her on the project; however these meetings were
generally short. Chris observed that some of
the other team leaders spent more time meeting with Meg than
she did, but she didn’t see that there
was much need for her to do so, given the progress her team was
making.
Developing the Planning and Budgeting System
Once the specific design of the proposed budget and planning
system was complete, Chris felt it was
time to share the work of the team with others. She took a
detailed description of the program out to
a number of districts she had worked with in the past and asked
for comments. She also emailed the
program description to Meg and some of the DSS functional
specialists who would have to provide
some technical support in developing the consulting protocols
and specifying parts of the code for
managing the data base.
The conversations with people in the districts were informative
and more-or-less positive. While
generally expressing support for the new system, people in the
districts raised some specific
questions. Many of the comments or questions were about how
the system would deal with issues
that were unique to a district. A few questions emerged about
the price of the product and how it
would differ from other products already on the market. When
Chris took these comments back to
the group they tried to modify the initial design and
specifications of the program to meet the
17. concerns that were raised. This worked well in the short run,
but as more comments came in, the
group began to flounder as the team tried to adapt the design to
meet many of the questions from
outsiders.
The reactions from others inside DSS were different from those
in the districts. Most of the
functional specialists who received descriptions of the project
simply acknowledged receiving them
but did not offer any real comments. Meg responded by asking
a couple of questions and saying that
CHRIS PETERSON AT DSS CONSULTING
Deborah Ancona and David Caldwell
September 10, 2010 6
she and Chris would talk more about it later. Overall, the group
was pleased with these responses; no
one had raised any objections to the program design or
identified any difficulties that would slow the
project down.
As the group worked to change the project specifications in
response to the comments coming in from
the districts, Chris felt that the effective process the group had
developed was beginning to break
down. There were disagreements about how important various
comments actually were and progress
in finalizing the specifications seemed to slow. Team members
began to voice more concerns than
they had in the past about the direction DSS was going and
question whether the team would be able
18. to accomplish its task. Chris decided that something needed to
be done to get the group back on
track. She cancelled work on the next Friday and had the whole
team meet at a nearby nature
preserve. After a hike, the group returned to Chris’s house for a
barbeque lunch. Following lunch,
the members spent the rest of the afternoon discussing how they
were performing and what they
needed to do to finish designing the project. Overall, this
seemed to work quite well. When the team
got back to work on Monday, they quickly finalized the
specifications and identified the steps that
would be necessary to actually develop the product and
consulting protocols.
The team turned its attention to completing the project. The
project had four components: a database
program provided by a third-party vendor; a program for putting
information into the database
program written by an outside consulting firm; a set of forms
districts would use to organize
information about schedules and budgets; and a set of
instructions for consultants to use in helping
districts use the program and its results. The team split into
sub-groups to work on pieces of the final
project.
Putting together the forms and developing instructions for
consultants were the most challenging
parts of the project. Both of these tasks required detailed
knowledge about the different types of
projects districts might undertake. Although members of the
team had the knowledge and experience
to complete most of this work, they often found that they
needed to draw on the specialized
knowledge of the DSS specialists in the practice groups. When
19. a specific question came up that the
team could not answer, one member of the Southwest team
would either email a question or have a
face-to-face meeting with the specialist. This worked well for
simple issues but not for more
complex problems. When team members tried to get functional
specialists to spend time working on
these more complex problems, they were often not given much
help and were occasionally rebuffed.
Chris found that she often had to go directly to the manager of
the practice area to try to get support.
Even this didn’t always work. One event typified the problem
Chris was experiencing. She met with
the head of Contract Negotiation to identify the specific
information about a district’s employees that
would need to be entered into the program. He told Chris that
he would ask one of his specialists to
work on it with the team. When one member of Chris’s team
contacted the specialist, he was told that
this project had not been built into her schedule and that she
would not be able to help him until other
things got done.
CHRIS PETERSON AT DSS CONSULTING
Deborah Ancona and David Caldwell
September 10, 2010 7
When Chris learned of this she scheduled a meeting with Meg to
discuss the difficulty her team was
having in getting support. From Chris’s perspective, the
meeting with Meg did not go particularly
well. Meg seemed sympathetic to the difficulty Chris was
20. having getting support and suggested that
she could keep working with the practice group managers to get
the final elements of the project
completed. Chris had hoped that Meg would take more direct
action. When Chris reported back to
the team, the overall reaction by team members was negative.
There were a number of comments
about how decisions at DSS seemed to be more “political” under
the new organization and how the
“new Meg” seemed to be playing favorites.
Finishing the Project
Despite the difficulty in getting support from others in the
organization, Chris knew that the project
was close to completion and could still be a success in the
market. Chris conveyed this to her team.
She reminded them that even if they were not getting the type of
support they would like, they had the
experience necessary to finish the program on their own.
Chris’s optimism was contagious. The
team increased their efforts and did independent research to fill
in their own knowledge gaps. The
project came together quickly and within 10 days the team had a
full product ready for beta testing.
A few weeks earlier, Chris had recruited a district that would be
willing to serve as a test site and a
date was scheduled for the team to go into the district to
demonstrate the product.
The Meeting with Meg Cooke
As Chris came into work on Friday morning, she thought back
over the last few months and was quite
pleased. The group had done a terrific job of specifying and
developing a new product that was ready
21. for a beta test. Initially her team members had doubts about the
new strategy and their new roles but
they had overcome those, and some real obstacles, to finish the
assignment. Chris was looking
forward to sharing this with Meg.
From Chris’s perspective, the Friday morning meeting with Meg
started off very well. Chris outlined
the progress her team had made on the integrated budget and
planning system. She spoke about how
she was managing the beta test for the program and of the
positive comments she was getting from
the district. She also talked about how effective her team was.
They worked together very well, were
cohesive, and made decisions easily and quickly. Chris also
mentioned that a number of the team
members had not supported the reorganization at first but
despite that had invested a great deal of
effort in making the team and project work and were now
committed to the new direction for DSS. In
particular, Chris complimented the team members on their
initiative in finishing the project even
when they didn’t have a great deal of help from the specialists
in the practice groups.
Meg thanked Chris for all the hard work on the project and
mentioned that she had heard very
positive things about Chris’s leadership from members of the
Southwest Region team. Meg then
shifted the conversation and asked Chris for a report about the
types of services districts in her region
might be looking for DSS to provide in the future and whether
some of the other projects the DSS
22. CHRIS PETERSON AT DSS CONSULTING
Deborah Ancona and David Caldwell
September 10, 2010 8
regional teams were working on would be of interest to the
districts. Chris responded that she had a
general idea of what the other teams had been working on but
did not feel she had sufficient
information to present them to districts at this time. She went
on to say that her team had focused on
their project and that the plan was for them to go out and meet
with all districts in the region after the
project was in a beta test so that they would have something
specific to discuss. She reassured Meg
that although she did not have a clear answer to the question
right now, she would in the near future.
Meg then asked Chris how she saw the integrated budget and
planning system being marketed to
large school districts given that most of them already seemed to
have either systems or personnel to
do this. Chris responded that she understood the concern and
that, at this point in time, large districts
might not be interested in the system in its current form. She
went to say that as the system was
modified and expanded it would very likely be of interest to
larger districts. After this, Chris and
Meg exchanged a few pleasantries and the meeting ended.
The Monday Morning Meeting
When Chris arrived for work on Monday morning she found that
she had a message from Meg asking
if they could meet for coffee at 10:30. Chris was curious about
the meeting, but quickly responded
that she would be available, and the two agreed to meet at a
23. nearby coffee shop. After getting coffee
and talking a bit about the weekend, Meg told Chris that after
reviewing her team’s project and its
potential, she had decided that DSS would not go forward with
the scheduling and budgeting project.
When Chris asked for the reasons for this decision, Meg replied
that the number of new products DSS
could support was limited and that teams in the other regions
had not reported any interest on the part
of the districts they had worked with for this type of product.
Meg also said that she was concerned
that the project would not be of interest to the large districts.
Chris responded that she certainly
understood the issue about large districts but did not agree with
Meg’s observation. She went on to
say that she did not understand how other regional teams could
say that there would not be a demand
for the product when they did not even know what the planning
and scheduling system could do.
Meg said that she appreciated Chris’s concerns but that the
decision to cancel the project was final.
An awkward silence followed this last exchange. After a
moment or two, Meg said that there was
one more thing left to discuss. She said that the Southwest
Region Team would focus exclusively on
marketing DSS products and not be involved in product
development work in the future and that there
would be some change to the composition of the team. Meg
ended by asking Chris if she was
prepared to lead the group in a new direction or if she would be
more comfortable and successful
returning to the IT practice group as a functional specialist.