Author: admin

Activity 1 

The owner of Haustier Unlimited wants to invest large sums of money upgrading and

expanding the company’s use of IT.

Produce a report showing how IT can support the business needs of the company, and

how IT provides value for a business.

Your report should:

• explore the business needs of Haustier Unlimited (and other retailers), which may include (but not limited to):
• engaging and communicating with current and potential customers
• improving sales and increasing profits
• providing internal and external stakeholders with relevant information about the company and its products
• improving productivity of staff
• meeting the needs of staff and customers
• explore how data and computer systems support the business functions of Haustier

Unlimited and other commercial businesses in the retail sector

• provide a supported assessment of the value of computer systems and their potential
• impact on Haustier Unlimited.

When completing your report, you should draw on your knowledge of IT and data

within organisations as well as research into commercial businesses specifically in the retail sector

Activity 2 

You must prepare an information campaign and communicate it to internal and

external stakeholders.

The campaign could include (but is not limited to):

• updates on sales for senior managers such as:
• sales trends
• popular and less popular products
• communications to improve customer engagement
• adverts to attract potential customers.

Your manager has provided you with some data on recent sales that you can use in

your campaign. You should also use this data to help inform what additional data and

information you might gather and how you will approach the information campaign.

Produce a communications plan for your information campaign.

Your plan should provide details of:

• the data that you have gathered, interpreted and prepared for inclusion in the campaign
• the internal and external stakeholders that will be targeted in the campaign
• the mediums/platforms of communication that will be used to communicate with the
• identified stakeholders
• the keyword strategies you will use
• content plans for a series of related communications
• a publishing schedule.

Your plan should also include a rationale where you give reasons for the planning choices

you have made, supporting these with appropriate evidence.

Activity 3

You must now implement the information campaign that you planned in Activity 2.

You should ensure that you:

make effective use of a range of information, platforms and mediums

communicate with both internal and external stakeholders in a manner that is

appropriate for the:

• chosen medium/platform
• target audience
• key messages
• brand/company image.

You may evidence this activity using any sensible method (or combinations of methods).

Your evidence may include but is not limited to:

• annotated screenshots
• printouts/PDFs generated from productivity software
• presentations/slideshows
• copies of the original work (e.g. word processed documents, image/video files etc).

Learning Aim A: Explore How IT Meets the Needs of Organisations

• A.D1 Evaluate the value of data and computer systems and their potential impact on an identified organisation in relation to their business needs.
• A.P1 Outline the business needs of an identified organisation.
• A.P2 Outline how data and computer systems support the business functions of an identified organisation.
• A.M1 Describe how data and computer systems provide measurable value for an identified organisation.

Learning Aim B: Plan an Information Campaign for an Identified Organisation

• B.D2 Produce a comprehensive communications plan for an information campaign that will use a range of information, platforms, and mediums.
• B.P3 Produce a basic communications plan for an information campaign.
• B.P4 Prepare information for internal and external stakeholders ready for inclusion in a campaign.
• B.M2 Produce a detailed and effective communications plan for an information campaign that will use a range of information, platforms, and mediums.

Learning Aim C: Produce an Information Campaign for an Identified Organisation

• C.D3 Implement a comprehensive and effective information campaign to communicate with internal and external stakeholders using a range of information, platforms, and mediums.
• C.P5 Communicate information to internal stakeholders using an appropriate method as part of an information campaign.
• C.P6 Communicate information to external stakeholders using an appropriate method as part of an information campaign.
• C.M3 Implement a detailed information campaign to communicate with internal and external stakeholders, making use of a range of information, platforms, and mediums.

The post Unit 1: Using IT to Support Information and Communication in Organisations BTEC International Level 2 Information Technology Assignment UK appeared first on Students Assignment Help UK.

This assignment requires the use of the Arduino and Robot Shield provided by the department to develop a program enabling a robot to complete an obstacle course. Key features include:

• A 4 cm wide path.
• Obstacles no larger than the robot’s storage box.
• Barcode signs (“start recording” and “stop recording and playback”) with specific dimensions and stripe spacing (4 cm and 8 cm, respectively).

The assignment emphasizes Arduino C programming and robotics application design, specifically:

1. Creating data structures for sensor readings and motor commands.
2. Effective use of setup() and loop() functions.
3. Following defensive programming principles.
4. Designing control algorithms (e.g., collision avoidance).
5. Testing programs.
6. Evaluating robot performance.
7. Accurate documentation.

The assignment consists of three major parts:

1. Functional Requirements (60% of marks).
2. Testing (15% of marks).
3. Report (25% of marks).

Functional Requirements (60%)

This section includes four tasks:

1. Working with Light Dependent Resistors (LDRs) – 15%

• Measure and record values from three LDR sensors on black and white surfaces under different lighting conditions.
• Steps:
  • On a white surface:
    1. Record 10 values with room lights on and calculate the mean.
    2. Repeat in dimly lit conditions.
  • On a black surface:
    1. Repeat the above steps.
• Present results as a graph showing relationships between surface colors and lighting levels.

2. Line Following and Obstacle Detection – 30%

• Tasks:
  • Follow a black line on a white background.
  • Detect obstacles, stop, flash an orange LED, and resume when the obstacle is removed.
  • Identify and decode “start-recording” and “stop-recording and playback” barcode signs.
  • Record movements during “start-recording” for playback without the line after the “stop-recording” sign.

3. Robot States – 10%

• Define robot states and indicate them with LEDs:
  • Orange LED flashes when an obstacle is detected.
  • Red LED stays on during recording.
  • Green LED flashes during playback and remains steady after playback completion.

4. EEPROM Usage – 5%

• Store calibration values for sensors and actuators in EEPROM for portability across different robots.
• Use the following values:

Byte(s)	Use
0	Left servo stop value
1	Left servo offset for forward motion
2	Right servo stop value
3	Right servo offset for forward motion
4-5	Left LDR value on white
6-7	Left LDR value on black
8-9	Center LDR value on white
10-11	Center LDR value on black
12-13	Right LDR value on white
14-15	Right LDR value on black

Testing (15%)

• Present a testing table in the report appendix summarizing the status of all hardware components.
• Test each component (e.g., push buttons, LEDs, LDRs, IR transmitter/receiver, servos).
• Debug using the Serial Monitor to print informative messages for test results.
• Perform behavior tests, e.g., line-following success rate over 15 trials.

Example: A button variable value changes correctly, indicating a passed test (debounce functioning).

Report (25%)

• Document all tasks, testing, and outcomes accurately, clearly, and concisely.
• Include results, code snippets, and insights to evaluate robot performance.

This structured approach ensures clarity and efficient completion of the assignment tasks. Let me know if you need further assistance!

The post CS12020 Robotics Assignment UK appeared first on Students Assignment Help UK.

Learning Outcomes:

LO3: Apply statistical methods in business planning.
LO4: Communicate findings using appropriate charts and tables.

1. Apply statistical methods in business planning

Apply a range of statistical methods used in business planning for quality, inventory, and capacity management.

Quality management: Select variables relevant to the quality of the business, such as inventory management/total asset vs. industrial average, using descriptive methods and probability distribution.

Inventory management: Select the inventory variable of the manufacturing enterprise, calculate the average of inventory/total assets, then build and test the hypothesis using one-sample t-test and two-sample t-test.

Capacity management: Select variables related to the capacity of the business, such as ROA, ROE, etc. Run regression to find the relationship between variables through the regression equation, then interpret the results.
Justify the use of appropriate statistical methods, supported by specific organisational examples.

Make valid judgements and recommendations for improving business planning through the application of statistical methods above.

2. Communicate findings using appropriate charts/tables

Assess different types of visual representations for communicating findings effectively.

Show the definition and identify in which cases each type of visual representation is used.

Explain the advantages and disadvantages of different methods for given variables.

Create/draw different types of methods for given variables (frequency tables, simple tables, pie charts, histograms).

Justify which visual representation for given variables is more appropriate.

The post Unit 42: Statistics for Management Assignment UK appeared first on Students Assignment Help UK.

1. Assessment for Module EG7070.

As in the real world, you will be dealing with ambiguous and uncertain situations and

information. You will need to manage, mitigate and justify any information according to

your best professional understanding.

It is important to remember that you are working as a professional consultant and your

company has asked you to represent them with a group of your colleagues in an

international conference that discuss some topics related to Sustainable Engineering

Practice and Logistics in the field of construction which requires you to write a conference

paper on the topic that you will talk about.

This assignment will expect you to work closely in your teams to collaborate and produce

the desired outcomes. It will also involve you undertaking detailed individual research and

Comparison of Nigeria and Finland on achieving it’s sustainable development goals

Exposition.

2. Overview of Assessment

2.2 Management and Monitoring Progress

The assignment will consist of 15 team members (Some group may have more/less

members), in which you will responsible for one task each but ultimately the whole task

must be joined up. Preparing students to engage with a variety of people in the work place.

It is not always possible to work with close friends in industry, but the ability to work as a

team and meet deadlines on time, this is paramount. It is advisable for the group to meet

to plan work and report on progress.

The post Sustainable Engineering Practice and Logistics Assignment, UOEL, UK appeared first on Students Assignment Help UK.

Question 1  (AC1.4) You are asked to make a 30 minute presentation at a local CIPD branch meeting. The subject is ‘a critical evaluation of systemic thinking and how it can help solve people management problems’. What THREE key points you would make in your talk and why? 

(Some pointers):

• Avoid too much theory
• A bit on the definition ie what is systemic thinking
• Some on the issues/problems that system thinking can help us overcome
• Justify your points

Working inclusively and collaboratively within and across organisational boundaries; embracing difference and using diversity to improve organisational performance; building trust, sharing knowledge, experience and skills; promoting positive attitudes and collaboration. 22 ©Watson Martin 2022 When we talk about systemic thinking the best analogy of how this works in practice is to consider a car. The engine alone does not drive the car but is connected to other key parts such as electrics and fuel management, gear box, clutch and handbrake, as examples. Every single component in a car is a system of its own, that, if it is not working, 

will impact on the other parts of the car from working, and overall, the car will not work effectively, if at all. For example, if the clutch cable breaks you cannot change gear, and if the brakes fail, then the car will not stop. Systemic thinking is similar to the workings of a car, but in HR practices, if the reward system is not working then this will impact the performance system; if the performance system is not working then the development system will not work, and so on. . Organisation Design and Development practitioners use models of systemic thinking as part of their work. Differentiating between the two specialisms, organisation design is building a car (to use our earlier example) and organisational development is adding the fuel.

 Look at the diagram below. This is the Black box theory model or AMO model. Figure 3: Black Box Thinking (Purcell et al, 2003) Here you can see around the edges the parts of the HR system (the car components) – job security, which is linked to career opportunity. This means that employees require job security before they will think about anything else at work. Providing this job security is the first component in the system. Secondly is career opportunity and this component is linked to performance appraisal, which is where most career opportunities are identified. So, as you can see from the arrows, that performance appraisal is linked to career opportunities but it is also linked to training and development. Again, it is likely that development needs come from an appraisal, hence the two-way link, shown by the arrows. Starting on the vertical column on the left we can see that team working comes from job challenges and job autonomy, and 23 ©Watson Martin 2022 vice versus, with job challenges and job autonomy linking to pay satisfaction. 

Pay satisfaction links to recruitment and on to training and development. You can see in the model that all the systems (components) link to the AMO model in the second to left column. The ‘fuel’ to get the systems working is involvement and communication, which are also linked to team working. This is where organisational development comes into play in ensuring that the systems get the right fuel, otherwise it is pointless to have good systems that do not work. All the components and the fuel provide AMO (the ability, motivation and opportunity) to achieve performance outcomes. The fuel will go through several channels before the ultimate goal is achieved, and if these channels are not working then they ultimately make the car break down. For example, if line managers are blockers then the commitment, motivation,

 job satisfaction will be affected by the blocker, and the employees will stop providing the discretionary effort, which is needed to get the fuel to the right place. Activity Review the notes you made previously on the Black Box Thinking Model. Consider which systems are operating effectively and whether there are any blockers through the fuel line. Another popular model is the Burke-Litwin Change Model shown below. Figure 4 24 ©Watson Martin 2022 The Burke-Litwin Change Model (1992) Burke-Litwin is one popular systemic model which is used to diagnose the interconnectivity within the organisation. Using this model as a diagnostic will enable you to analyse how the organisation works as a system and how you need to make sure any people practice that you want to implement considers the other systems operating within the business. 

You will see that the transformational factors are the ones that are the levers for implementing long term changes – these factors are organisation’s mission and strategy; its leadership; and its organisational culture. Transformational changes will impact heavily on the implementation and acceptance of any people practices and will take longer to influence. The second level of transformational factors are the operational levers – how the organisation is structured, it’s management practices and the policies and procedures it already has in place. The external environment and individual and organisational performance are also operational leavers, with individual and personal factors such as tasks and skills, motivation and individual needs and values as short term. 

This is because these factors can change very quickly and often do. Looking down the middle column, this is seen as the ‘spine’ or ‘backbone’ of the organisation, and it’s this column that you need to influence and integrate your people practices into. Thinking of an example of introducing a new performance appraisal which is a system at operational level, to make changes and to integrate it further look at the crosses which show interconnective, and you will see that you need to link changes to leadership, organisational culture, work unit climate and structure. So, performance management is one system that contributes to organisational performance and changing it would impact on all the areas in which it interconnects throughout the business, and any changes will not be successful if you just view the performance management system as one part and integral part of the business system

Question 2 (AC2.4) Explain the view that high performance work practices benefit both employers and employees when they are introduced or enhanced. Illustrate your answer with examples. 

(Some pointers):

• Start with the definition of high performance work practices
• How do they benefit employers and employees. Do they benefit equally?
• How?
• Give specific examples

Links between people practice and employee outcomes (satisfaction, commitment, engagement, wellbeing, retention, absence). By now, you should have already covered a great deal of research and readings on approaches and models to HRM. In this Assessment Criteria we will explain how high-performance work practices are associated with positive organisational and employee outcomes. High-performance work practices (HPWPs) You will find many examples of High Performance Working Practices but for this study guide we are using the best practice 7 components by Pfeffer (1998). If you have all of these components then you are more than likely to create high performance work systems. 

A growing body of research evidence confirms that ‘HPWS’ are worth the investment of time and effort. Aligning human resource practices to treat employees as valued owners and partners adds value and optimises opportunities to create and maintain competitive advantage. So what makes HPWPs work? ∙ Commitment of the top management team and leadership are responsible for creating an aligned and committed corporate culture that is essential to creating an effective HPWS organisation ∙ Organisational leaders who adopt aligned HPWS systems are rewarded by employees who are more committed to their organisations and more willing to engage in discretionary behaviour that are key to profitability and competitive advantage ∙ 

Leaders need to be committed to values that resonate with employees, and embody those values in their own lives ∙ The notion of employees as owners and partners ∙ The importance of organisation fit ∙ Getting ‘the right people on the bus’ ∙ Delegating and empowering employees ∙ Creating an organisation-wide culture of learning (Adapted from Caldwell and Floyd, 2014) HPWS are a combination of best-practice and contingency approaches to HRM. HRM practices are typically ‘outside/in’ and are concerned with both vertical alignment and vertical integration. Research such as Understanding the black box (Purcell et al, 2003) looked to prove the relationship between HPWS and improved organisational performance. Let’s now discuss HPWS’s impact on employee outcomes/experience 39 ©Watson Martin 2022 Assessment criteria 2.4 indicative content lists the positive employee outcomes as being related to HPWS. ∙ Satisfaction ∙ Commitment ∙ Engagement ∙ Well-Being ∙ Higher Retention ∙ Lower Absence. Let’s debate these outcomes further. Satisfaction – does this mean job satisfaction or satisfaction with reward etc? Satisfied means basic needs are met,

 does it really say that these can’t be improved? It means that satisfaction is good enough to be taken off the table. Commitment – it goes without saying that if employees receive best practice HRM they are likely to show discretionary effort and commitment to the organisation, particularly when they are treated like partners and shareholders in the business. Engagement – what is engagement and what makes it different to motivation? Engagement is longer term than motivation. Well-being – happy people keep well – is that true, is it proven? Not having to worry about job security or reward and not feeling stress in the job, only the discretionary effort that you want to put in, 

may not increase well-being but it certainly wouldn’t be a detriment to wellbeing. Flexible working and agility and flexibility are more likely to increase well-being. Retention – this is one to be careful of as no organisation wants to keep poor performers, so this is finely balanced with performance management systems. An organisation wants to retain the right people/skills etc., but certainly if there was a high level of turnover in the business, there is a clear indication that something is not right. Absence – the same goes for absence – no organisation wants to encourage employees to come to work when they are ill but neither do they want employees who have continued levels of absence for no particular health condition or capability. With regards to employee engagement, 

Engage for Success sees engagement as: ∙ A workplace approach resulting in the right conditions for all members of an organisation to give of their best each day, committed to their organisation’s goals and values, motivated to contribute to organisational success, with an enhanced sense of their own well-being. 40 ©Watson Martin 2022 ∙ Getting up in the morning thinking, ‘Great! I’m going to work. I know what I’m going to do today. I’ve got some great ideas about how to do it really well. I’m looking forward to seeing the team and helping them work well today.’ ∙ Understanding one’s role in an organisation, and being sighted and energised on where it fits in the organisation’s purpose and objectives. ∙ 

Having a clear understanding of how an organisation is fulfilling its purpose and objectives, how it is changing to fulfil those better, and being given a voice in its journey to offer ideas and express views that are taken account of as decisions are made. ∙ Being included fully as a member of the team, focused on clear goals, trusted and empowered, receiving regular and constructive feedback, supported in developing new skills, thanked and recognised for achievement. (Engage for Success, 2020, What is employee engagement: what are the four enablers?)

Question 3 (AC3.1) People Management (21 April 2023 ) reported that “Almost half of HR professionals claim they are dealing with more employee relations issues than before Covid”. Discuss how people professionals can adopt an effective approach to managing employee relations issues. Justify your answer by drawing upon academic theory and research evidence. 

(Some pointers):

• It’s a 2-part question
• First part is about what’s currently happening.
• There have been all kinds of employee relations issues post-Covid for example, Home working, going back to the office after a period of working away from an office environment, cost of living crisis, partly generated by Covid, Skills shortages etc leading to higher inflation, leading to difficult employee relations for us all
• What can people professionals do to del with that
• Take a broad view (not an own organisation question)
• Look at union environments and non-union environments (pluralists). Distinguish between them both and give current examples, specific examples.
• Just your answers.
• Look at well established research in the contemporary context

Question 4 (AC4.5) “The challenge facing the profession is best characterised by the common expression, ‘I’m a people person, not a numbers person’, which exists in pockets throughout the profession”. Critically evaluate how you can address this challenge within your organisation, or one that is familiar to you, in order to use insights from people data to inform business decisions.

(Some pointers):

• Explain the premise behind the question and explain why there is a potential issue to address here given technological developments.
• Think broadly about what should be done (long term)
• Looking at data analytics, HR analytics to inform broader decision making in people management. 

The post 7CO02 People Management and Development Strategies for Performance CIPD Level 7 Assignment UK appeared first on Students Assignment Help UK.

Overview of Summative:
You will write a 5-7 page research paper in APA format that builds off of the draft paper that you developed in the formative assessment leading to this Project. For this paper, you will analyze ways in which companies can use their identity, structure and policies and procedures to shape a unique culture. Through your work, you should display an ability to interpret research, theoretical concepts, and cultural and organizational roles, and relate and apply them to organizational and higher educational leadership. As you write your paper, refer back to your Learning Journal notes as well for additional insights, and remember to include at least 5 sources.

Specific assignment details:
● 5-7 pages
● APA format
● Minimum of 5 sources
● Submit as a Word document
Your summative will include:

1. Introduction of your thesis statement
   a. (include comments about organizational culture and how you will analyze this topic
   in the paper)
2. Provide a review of the following concepts; and, using researched sources to support your thoughts, explain how they may be applied to shaping a unique organizational culture, a. (organizational identity)
   b. (organizational structure)
   c. (organizational policies and procedures)
3. Explain how cultural and organizational roles can apply toward organizational and higher educational leadership.
4. Summarize thoughts in a Conclusion
5. References – Include at least 5 sources

 Fall 2024 Second Essay Choose either The Pillow Book OR “A Tale of Two Sisters,” and analyze it in conjunction with at least two other primary sources from the assigned course readings to discuss the customs, social structures, and/or dominant ideas and values of the civilization that it comes from . There are many ways in which you could address this prompt. W hatever specific topic you choose, your essay must have ONE coherent focus. • This is an exercise in close reading and analysis of primary sources . • You must use the class versions of all materials (all the primary sources exist in multiple English translations . U se of an outside version is a violation of the prohibition on outside sources . S ee next bullet point and the grading rubric .) • Remember to analyze the sources in historical context . For instance, you might talk about change over time, or influence from other places, or causes and origins. You should use other sources from the course (lecture and all assigned portions of :olcombe and SEAT) to provide this context for your analysis . You may not use any sources aside from those explicitly permitted in these instructions . • The essay must be between 1400 and 1 800 words, excluding titl e and footnotes . • The essay must be uploaded to UM Learn by midnight on Dec 6th as a .doc, .docx, or .rtf file. Essays will be accepted up to 48 hours late and penalized 2 points. • This essay needs to show your understanding of the course material . You must write the essay in English yourself and may not collaborate with anyone in any way . • Review all academic integrity guidelines on the course syllabus and on the UM academic integrity guide (linked to on the syllabus) before starting. • Familiarize yourself with the essay grading rubric , especially the Basic Requirements section, before beginning. • =f directly quoting course materials, make sure to explain in your own words what the quoted sentence or phrase means and its place in your analysis. Direct quotes and paraphrases from the primary sources should be used to provide evidence for your original thoughts and analysis. :owever, an essay consisting of mostly direct quotations, paraphrases, and/or summary with little or no analysis is a bad ess ay. • Read the Tip Sheets for Academic Writing here. = particularly recommend the “Paraphrasing” tip sheet: https://umanitoba.ca/student -supports/academic – supports/academic -learning Citation guid elines on next page. AS=A/:=ST1420 Fall 2024 Second Essay Citation guidelines • Cite using footnotes in the simple style below. All quotations, paraphrases, and other ideas that are not originally yours must be supported by footnotes . =f you do not know how to make a footnote in Word, look it up . • =n your footnotes, SEAT readings should be identified by the individual text title , book title (including v.1 indicating the first volume), and the page number that you’re referencing . For example, if =’m talking about :an Feizi’s “customs of a disordered state,” my footnote would look like this. 1 A History of East Asia should be cited with book title and page number, like this. 2 The pdf sou rces should be cited by the title of the individual text (not the book it comes from ) and page number, like this. 3 Lectures can be cited with the date and topic as best you remember it, like this. 4 As you can see from the example footnotes below, section and short text titles are put in quotation marks; book titles must be italicized . • Do not provide a bibliography. Spend that time improving your paper. 1 “The :an Feizi,” Sources of East Asia Tradition v.1, 113. 2 A History of East Asia, 217. 3 “Qiang Village: Three Poems,” 42. 4 Lecture on Tang Empire, October 11 th, 2024.

Prepare a 7–10-page business analysis that explains the generic business strategies for an organization, analyzes the business strategy used and the company’s business model, analyzes the corporate strategy of the company and the overall corporate structure and management systems, and analyzes the strategic fit between the business and corporate strategies.

Expand AllIntroduction

This portfolio work project will help you differentiate between business strategy and corporate strategy and analyze the fit of a business strategy to an organization.

Scenario

Building on your work from Assessment 1, the vice president of strategy has now tasked you with providing a business analysis of the organization’s business strategy. This includes level of diversification (product scope), geographical and vertical scope, and the overall fit with the business strategy or strategies.

Your Role

You are a strategic analyst for the company you have selected to use in this course.

Requirements

Use information from the company’s website, the Capella library, and your course textbook to complete this assessment. Write a business analysis that includes the following:

• Explain the generic business strategies for the company. Include cost, differentiation, and focus or hybrid information.
• Analyze the business strategy the company uses in its marketplace approach. Provide examples of how the strategy is used to position the company in a competitive environment.
• Analyze the company’s business model:
  • What are the core products?
  • How does the organization make money?
  • What is the customer value proposition?
  • What is the profit proposition?
• Analyze the corporate strategy of the company. Include the product, geographical, and vertical scope in which it operates.
  • Has the company expanded from its original product line or field of operation?
  • Does the company own vertically related activities along the value chain for its products?
• Analyze the overall corporate structure and key management systems.
  • Does the company employ diversification, vertical integration, or globalization?
  • Are global alliances part of the corporate strategy?
• Analyze the strategic fit between the business and corporate strategies of the company.

Deliverable Format

The Business Strategy Analysis is a professional document and should therefore follow the corresponding MBA Academic and Professional Document Guidelines, including single-spaced paragraphs.

In addition to the analysis, include:

• Title page.
• References page.
• APA formatted references from at least five sources.
• 7–10 pages in length, in addition to the title and reference page. Length is not as important as clear, concise, well-supported content.
• Audience is organizational leadership.

Evaluation

By completing this assessment, you will demonstrate your proficiency in the following course competencies through corresponding scoring guide criteria:

• Competency 3: Analyze the internal and external environments of an organization formulate and implement successful strategies.
  • Explain the generic business strategies for a company.
  • Analyze the business strategy a company uses in its marketplace approach.
• Competency 4: Apply strategic concepts and models to ensure the fit between strategy, organizational structure, capabilities, and goals; and the external environment.
  • Analyze a company’s business model.
  • Analyze the corporate strategy of a company.
  • Analyze the overall corporate structure and key management system of a company.
  • Analyze the strategic fit between the business and corporate strategies of a company.
• Competency 5: Communicate business needs, opportunities, and strategies with multiple stakeholders.
  • Address assessment purpose in a well-organized text, incorporating appropriate evidence and tone in grammatically sound sentences.
  • Apply the standard writing conventions for the discipline, including structure, voice, person, and tone.

ePortfolio

This assessment demonstrates your competency in applying knowledge and skills required of a MBA learner in the workplace. Save this activity to your ePortfolio for future reference in the workplace.

CURRICULUM EVALUATION PAPER ASSIGNMENT INSTRUCTIONSOVERVIEWYou will complete a final paper reflecting on the topics you studied throughout the assignedcourse reading and study materials. The paper should synthesize a thoughtful analysis, insight,understanding, and application of learned topics and be written in current APA format. Noabstract is required. The paper should be written entirely in third person, except for the personalreflection. See the attached rubric for specific guidelines.INSTRUCTIONSTopic: Develop practical application for each area of the curriculum evaluation processdiscussed within our modules. Each section should include a 1 – 2 sentence synthesis of the topicfollowed by details of how the topic can be implemented in a teaching environment. Theapplication should be specific and supported by scholarly sources and course material citations.Begin your paper by introducing its content. A strong thesis statement must be stated. Note:under current APA formatting guidelines, a paper’s introduction does not receive a heading;simply type the introductory paragraph(s) under the paper’s title.Next, continue your paper, organizing it with the following headings:• Overview of Curriculum Evaluation – This section can be pure synthesis; no applicationis required.• Importance of Curriculum Evaluation – This section can be pure synthesis; no applicationis required.• Standards and Objectives• Assessment for Learning• Assignments and Assessment• Validity and Reliability• Differentiation of Instruction• Culturally Responsive Teaching• Feedback• Personal reflection – For the personal reflection section, consider the following:o Do you currently evaluate your curriculum effectively?o How could curriculum evaluation improve your teaching experience and yourstudents’ learning experiences?o What can you do to help meet the spiritual needs of students through yourcurriculum? What else could have been done?Your paper will consist of 6 – 7 double-spaced pages. The title and reference pages do not countas part of the page requirement. You will include a minimum of eight scholarly references, onereference to Scripture, and follow the current APA writing and formatting style.Note: Your assignment will be checked for originality via the Turnitin plagiarism tool

Obtain the annual report of a commercial bank. The annual report will allow you to relate the theory that you have learned to the particular financial institution of concern. Also, obtain a prospectus of a specific mutual fund that interests you.

Scenario:

You are a successful business analyst and are looking to invest in either a commercial bank or mutual fund. You have identified the following questions that need to be answered in order for you to proceed with your investment. Explain which one – commercial bank or mutual fund – you will invest your money in.  If you invest in both, explain why.  Your analysis and conclusion must be based on the answers to the questions listed below.

Your paper should be 7-10 pages, double-spaced, including references  (each section is worth 20 points for a total of 100 points for the project).

a US Commercial Bank:Commercial Bank Operations:

Identify the types of deposits that the Commercial Bank uses to obtain most of its funds

(looking for main sources of funds by the bank)

Identify the main uses of funds by the bank

Summarize any statements made by the bank in its annual report about how recent regulations will affect its performance.

Does it appear that the bank is attempting to enter the securities industry by offering securities services?  If so, explain how.

Does it appear that the bank is attempting to enter the insurance industry by offering insurance services?  If so, explain how.

Commercial Bank Management:

Assess the bank’s balance sheet as well as any comments in its annual report about the gap between its rate sensitive assets and its rate sensitive liabilities.  Does it appear that the bank has a positive gap or a negative gap?

Does the bank use any methods to reduce its gap and therefore reduce its exposure to interest rate risk?

Summarize any statements made by the bank in its annual report about how it attempts to limit its exposure to credit risk on the loans it provides.

Commercial Bank Performance:

Determine the bank’s net interest margin.

Determine the bank’s return on assets

Determine the bank’s return on equity

Mutual Funds:

What is the investment objective of the Mutual Fund?  Do you consider this mutual fund to have low risk, moderate risk, or high risk?

What was the return on the mutual fund last year?  What was the average annual return over the last three years?

What is a key economic factor that influences the return on this mutual fund?  (is it influenced by US stock market conditions?, by interest rates?, foreign market conditions?, foreign interest rates?)

Must any fees be paid when buying or selling this mutual fund?

What was the expense for this mutual fund over the last year?  Does this ratio seem high to you?

Summary/Conclusion

Based on the information and data collected, detail whether you invested the money in a commercial bank or mutual fund.  If you invested in both, explain why.  Your analysis must reference the questions above.

Your paper should be 7-10 pages, double-spaced, including references  (each section is worth 20 points for a total of 100 points for the project).