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Tag: Model Answer

  • [Solved] Make up work 4

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    **files (1)** – ## makeupwork4.docx **## makeupwork4.docx** ### Part 1: Discussion post (150-245 words) (No reference) **_Read the following case study below and choose and answer one of the two questions at the end for your discussion…._** **_The Case of Elka: A Transfer Student from Russia_** You …

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    **files (1)**

    – ## makeupwork4.docx

    **## makeupwork4.docx**

    ### Part 1: Discussion post (150-245 words) (No reference)

    **_Read the following case study below and choose and answer one of the two questions at the end for your discussion…._**

    **_The Case of Elka: A Transfer Student from Russia_**

    You are a Nationally Certified and State Licensed School Counselor working in a rural elementary school. You are asked to evaluate a 5th grade transfer student from Russia named Elka because she is exhibiting some problems in reading. Her teacher wants her assessed for a learning disability. Recently, as preparation for statewide testing 5th graders were administered benchmark tests. Elka’s scores on the benchmark assessments were low. She did not achieve the 70% passing rate in either math or reading. She also appeared to rush through her work, which was not like her performance in typical classroom situations.

    One teacher in particular grew concerned. While Elka had only been in this teacher’s class for four weeks, Elka exhibited behaviors during the benchmark testing that the teacher had not observed under normal classroom conditions. The teacher was concerned that Elka might be dyslexic or have some other learning disability that impacted her in such high pressure, timed, situations. During the benchmark testing situation, Elka fidgeted a lot in her seat, frequently looked about the room, had rapid breathing and a flushed face. While otherwise a very polite child, Elka snapped at the teacher when the teacher announced the time for testing was up. Elka then burst into tears and ran from the room.

    As the school counselor, you bring Elka into your office to discuss her teacher’s concerns with her. Elka states she felt highly frustrated during the testing situation and felt sick to her stomach. She became angry and agitated because she knew the answers, but couldn’t stop how she was feeling. The more she felt sick and anxious, the more stressed she felt about the benchmark test, which in turn increased her feelings of being sick and anxious. Elka said that the more she tried to stop these feelings, the more she felt sick, angry, and frustrated. Soon, Elka said she could not even read the questions. Finally, Elka said she “just couldn’t stand the pressure and ran from the room.” Elka stated that she didn’t remember if she’d reacted this way in other situations but knew that “this was the worst she had ever felt in school.” Elka said just before the testing began, the teacher talked about the No Child Left Behind Act and how important this test was because if students did not do well, the school could get into trouble. Elka also said she had been in the same school all her life in Russia and had many friends in her old hometown, but was finding it hard to make friends in this new school. She felt out of place, different from everybody else, and she did not feel like she fit in.

    You administer the WISC-IV (Wechsler Intelligence Scale for Children) and Elka scores a FSIQ (Full Scale IQ) of 105, Verbal intelligence score is 102, and Performance score is 107, which puts her at average intelligence. You also administer the Woodcock- Johnson Psycho-Educational Battery. This assessment detects specific learning disabilities such as auditory processing, attention, language, memory, visual perception, and visual-motor abilities. Again, Elka scores within the normal range. You also

    administer a series of assessments designed to measure specific academic skills such as word and sentence reading, comprehension, vocabulary and spelling. Elka’s scores are again in the normal range. Elka does not appear to have any deficits that would explain her dismal performance on the benchmark exams.

    However, during the assessment you noticed none of the symptoms or behaviors Elka and her teacher reported during the benchmark testing situation. On a hunch you administer Elka a test anxiety exposure hierarchy, which consists of 13 items. Elka is asked to respond to each item on the assessment by recording the level of anxiety felt on a scale of 0 (no anxiety) to 10 (extreme anxiety). Elka had a high mean score on this assessment. The questions she rated the highest (mean of 8.4) was “You start the test and read the first question,” and “You do not know the answer immediately.”

    Choose one of the following questions to answer. Clearly indicate which question you are answering.

    1. Today’s school counselors are being asked to complete many tasks and take on many roles in the functioning of everyday school life. What are some of the roles and tasks school counselors accept or provide?

    2. What are some of the differences or similarities in symptoms and behaviors between a learning disorder, symptoms of Attention Deficit Hyperactivity Disorder (ADHD), or test anxiety?

    Your responses should be well thought out and comprehensive and will be assessed based on your evidence of content knowledge and critical thought.

    *FOR BRILIANT ANSWERS*

    **Use AMERICAN VERSION OF WORDS**

    ### Assignment 2: Application 9.3 (1 PAGE, NO references) **View 9.3 in the mylab.  You will choose one of those and write a 1 page reflection based on the question provided.  Please clearly identify which section you will be reviewing as well as the question. It is recommended that you respond to the question in a word document and upload it here to canvas. You will not need to use the mylab component to input this information. These responses are expected to be specific, comprehensive, and evidence of critical thinking, as it relates to course content and clinical objectives, must be demonstrated. (expected length= 1 page)**

    ### **9.3: Understanding and Addressing Bullying** Bullying is a relatively new mental health concept that is an important consideration for counselors who work with youth. Using what you know about youth and mental​ health, discuss the implications of bullying and related counseling considerations. **Question** 1: What is​ bullying? **​Hint:** Consult your textbook and other trusted resources for information about bullying. **Question 2:** What are some mental health effects of​ bullying? **​Hint:** Consult your textbook and other trusted resources for information about bullying. **Question 3:** What strategies can counselors use to prevent bullying in the​ school, neighborhood, and community​ settings? **​Hint:** Consult your textbook and other trusted resources for information about ways counselors can address bullying. *FOR BRILIANT ANSWERS* **Use AMERICAN VERSION OF WORDS **NO NEED TO LIST REFRANCES **PLEASE ANSWER ALL 3 QUESTIONS (1 PAGE LEGNTH)

    **## makeupwork4.docx**

    ### Part 1: Discussion post (150-245 words) (No reference)

    **_Read the following case study below and choose and answer one of the two questions at the end for your discussion…._**

    **_The Case of Elka: A Transfer Student from Russia_**

    You are a Nationally Certified and State Licensed School Counselor working in a rural elementary school. You are asked to evaluate a 5th grade transfer student from Russia named Elka because she is exhibiting some problems in reading. Her teacher wants her assessed for a learning disability. Recently, as preparation for statewide testing 5th graders were administered benchmark tests. Elka’s scores on the benchmark assessments were low. She did not achieve the 70% passing rate in either math or reading. She also appeared to rush through her work, which was not like her performance in typical classroom situations.

    One teacher in particular grew concerned. While Elka had only been in this teacher’s class for four weeks, Elka exhibited behaviors during the benchmark testing that the teacher had not observed under normal classroom conditions. The teacher was concerned that Elka might be dyslexic or have some other learning disability that impacted her in such high pressure, timed, situations. During the benchmark testing situation, Elka fidgeted a lot in her seat, frequently looked about the room, had rapid breathing and a flushed face. While otherwise a very polite child, Elka snapped at the teacher when the teacher announced the time for testing was up. Elka then burst into tears and ran from the room.

    As the school counselor, you bring Elka into your office to discuss her teacher’s concerns with her. Elka states she felt highly frustrated during the testing situation and felt sick to her stomach. She became angry and agitated because she knew the answers, but couldn’t stop how she was feeling. The more she felt sick and anxious, the more stressed she felt about the benchmark test, which in turn increased her feelings of being sick and anxious. Elka said that the more she tried to stop these feelings, the more she felt sick, angry, and frustrated. Soon, Elka said she could not even read the questions. Finally, Elka said she “just couldn’t stand the pressure and ran from the room.” Elka stated that she didn’t remember if she’d reacted this way in other situations but knew that “this was the worst she had ever felt in school.” Elka said just before the testing began, the teacher talked about the No Child Left Behind Act and how important this test was because if students did not do well, the school could get into trouble. Elka also said she had been in the same school all her life in Russia and had many friends in her old hometown, but was finding it hard to make friends in this new school. She felt out of place, different from everybody else, and she did not feel like she fit in.

    You administer the WISC-IV (Wechsler Intelligence Scale for Children) and Elka scores a FSIQ (Full Scale IQ) of 105, Verbal intelligence score is 102, and Performance score is 107, which puts her at average intelligence. You also administer the Woodcock- Johnson Psycho-Educational Battery. This assessment detects specific learning disabilities such as auditory processing, attention, language, memory, visual perception, and visual-motor abilities. Again, Elka scores within the normal range. You also

    administer a series of assessments designed to measure specific academic skills such as word and sentence reading, comprehension, vocabulary and spelling. Elka’s scores are again in the normal range. Elka does not appear to have any deficits that would explain her dismal performance on the benchmark exams.

    However, during the assessment you noticed none of the symptoms or behaviors Elka and her teacher reported during the benchmark testing situation. On a hunch you administer Elka a test anxiety exposure hierarchy, which consists of 13 items. Elka is asked to respond to each item on the assessment by recording the level of anxiety felt on a scale of 0 (no anxiety) to 10 (extreme anxiety). Elka had a high mean score on this assessment. The questions she rated the highest (mean of 8.4) was “You start the test and read the first question,” and “You do not know the answer immediately.”

    Choose one of the following questions to answer. Clearly indicate which question you are answering.

    1. Today’s school counselors are being asked to complete many tasks and take on many roles in the functioning of everyday school life. What are some of the roles and tasks school counselors accept or provide?

    2. What are some of the differences or similarities in symptoms and behaviors between a learning disorder, symptoms of Attention Deficit Hyperactivity Disorder (ADHD), or test anxiety?

    Your responses should be well thought out and comprehensive and will be assessed based on your evidence of content knowledge and critical thought.

    *FOR BRILIANT ANSWERS*

    **Use AMERICAN VERSION OF WORDS**

    ### Assignment 2: Application 9.3 (1 PAGE, NO references) **View 9.3 in the mylab.  You will choose one of those and write a 1 page reflection based on the question provided.  Please clearly identify which section you will be reviewing as well as the question. It is recommended that you respond to the question in a word document and upload it here to canvas. You will not need to use the mylab component to input this information. These responses are expected to be specific, comprehensive, and evidence of critical thinking, as it relates to course content and clinical objectives, must be demonstrated. (expected length= 1 page)**

    ### **9.3: Understanding and Addressing Bullying** Bullying is a relatively new mental health concept that is an important consideration for counselors who work with youth. Using what you know about youth and mental​ health, discuss the implications of bullying and related counseling considerations. **Question** 1: What is​ bullying? **​Hint:** Consult your textbook and other trusted resources for information about bullying. **Question 2:** What are some mental health effects of​ bullying? **​Hint:** Consult your textbook and other trusted resources for information about bullying. **Question 3:** What strategies can counselors use to prevent bullying in the​ school, neighborhood, and community​ settings? **​Hint:** Consult your textbook and other trusted resources for information about ways counselors can address bullying. *FOR BRILIANT ANSWERS* **Use AMERICAN VERSION OF WORDS **NO NEED TO LIST REFRANCES **PLEASE ANSWER ALL 3 QUESTIONS (1 PAGE LEGNTH)

  • [Solved] BENCHMARK VALUE MISSION

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    **files (4)** – ## BENCHMARK-VALUES.docx – ## characteristicsgoodvisionstatement.pdf – ## characteristicsgoodmissionstatement.pdf – Rubric-MissionVisionandValuesAnalysis.pdf **## BENCHMARK-VALUES.docx** BENCHMARK -MISSION VALUE & VALUES ANALYSIS ASSIGNMENT Identify the **UnitedHealth Group mission, …

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    Immediate access to the full model answer, formatted citations, and rubric breakdown.

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    Assignment Prompt & Instructions

    **files (4)**

    – ## BENCHMARK-VALUES.docx

    – ## characteristicsgoodvisionstatement.pdf

    – ## characteristicsgoodmissionstatement.pdf

    – Rubric-MissionVisionandValuesAnalysis.pdf

    **## BENCHMARK-VALUES.docx**

    BENCHMARK -MISSION VALUE & VALUES ANALYSIS ASSIGNMENT

    Identify the
    **UnitedHealth Group mission, vision, and values**. I attached some resources of characteristics of good vision and mission statements from my school’s library
    **PLEASE REVIEW** and
    **use**.

    Here is the reference:

    Moseley III, G. B. (2018).
    _Managing health care business strategy_(2nd ed.)
    _._  Jones and Bartlett Learning. ISBN-13: 9781284081107

    Write a paper
    **(1,000-1,250 words**) that analyzes the mission, vision, and value statements for the healthcare organization you have selected. The paper should address the following:

    1. Explain the importance of strategic direction and the purpose of the mission and vision statements in the strategic planning process.

    2. State the mission and vision of the selected organization.

    3. Utilize the criteria found in Chapter 6 to evaluate the mission and vision of the selected organization. Include discussion of whether the mission and vision statements contain the characteristics of good mission and vision statements and justify your position.

    4. Summarize the organization’s values and describe how they align to key tenets of the Christian worldview perspective. Include discussion about how adherence to these values can affect strategic planning and initiatives.

    5. Identify the major organizational resources needed to accomplish the mission and vision and uphold the company values.

    6. Identify strategies that can be employed to effectively manage resources to fulfill the organization's mission and vision.

    7. Describe the substance of an organization's strategic objectives and the contributions they make to the strategic planning process.

    **Please use references and in text citations. RUBRIC IS ATTACHED SEPARATEDLY USE APA FORMAT**

    **## characteristicsgoodvisionstatement.pdf**

    2089255 – Jones & Bartlett Learning ©

    Characteristics of a Good Vision Statement

    To perform its function of propelling the organization
    toward an identified point in the future, the vision
    statement should have certain qualities.

    A vision could be viewed as a kind of “dream” that
    motivates and drives the organization. It is definitely
    different from what the organization has now and
    appears to be a significant improvement. The difference
    between the current reality described in the mission
    statement and the idealized future described in the
    vision statement represents a significant stretch for the
    organization. The vision is bold and there is some
    uncertainty about whether it can be achieved.
    However, the vision statement is grounded in reality and
    it is possible. It reflects a solid understanding of the
    organization’s resources and competencies, in the
    context of the opportunities and threats that exist in the
    external environment.
    It will be challenging for employees to accomplish the
    vision. They will have to develop new abilities, dedicate
    themselves passionately to the effort, and perform at
    their very highest levels. A truly shared vision gets
    employees excited, makes them feel proud to be part of
    the organization that is pursuing it. They want to tell
    their friends what they are doing.
    All the firm’s stakeholders find something appealing
    about the vision, an aspect of it that serves their
    interests. It is flexible and adaptable enough to allow
    managers and employees to display individual initiative
    in pursuing it. It is capable of being communicated to all
    interested parties.

    2089255 – Jones & Bartlett Learning ©

    Guidelines for Describing an Organization’s
    Vision

    A few other maxims will enhance the effectiveness of the
    vision:

    It is stated in clear language comprehensible to all
    stakeholders.
    It describes a future that is unique to the organization
    and especially appealing to its stakeholders, particularly
    its customers.
    It sets a specific chronological time deadline for its
    realization.
    It describes a vivid, compelling picture of the
    organization’s future that excites its employees, inspiring
    them to desire it and make it happen.
    It incorporates features that are, if not quantitatively
    measurable, so concrete and objective that there will be
    no mistaking when the vision has been reached.
    It is realistic and achievable, yet stretches the
    organization, asking its people to accomplish more than
    perhaps they think they can.
    It builds on and grows out of the mission.
    Like the mission, it is concise and memorable.

    **## characteristicsgoodmissionstatement.pdf**

    2089255 – Jones & Bartlett Learning ©

    Characteristics of a Good Mission Statement

    A good mission statement has the following characteristics:

    It should be short, about 200 to 300 words, definitely no
    more than a single page. Drafting a concise mission
    statement can pose a challenge for many executive
    teams that are inclined to describe at length the premise
    of the organization.
    It should be memorable (one reason for the brevity). Key
    stakeholders, certainly the managers and employees,
    should be able to remember it, almost verbatim, and
    explain it to someone else without hesitating.
    It should be stated in broad enough terms to allow for
    the generation and consideration of feasible alternative
    objectives and strategies without unduly stifling
    management creativity. The generality of language gives
    the firm flexibility in adapting to changing external
    environments and internal operations.
    It should be expansive in a way that reconciles
    differences among, and still appeals to, an organization’s
    diverse stakeholders (employees, managers,
    shareholders, board of directors, customers, suppliers,
    distributors, creditors, government regulators and
    payers, labor unions, competitors, public interest
    groups, community groups, media, and the general
    public). All stakeholders’ claims on an organization
    cannot be satisfied with equal emphasis. A good mission
    statement indicates the relative attention that an
    organization will give to the interests of different
    stakeholders.
    It suggests where managers should be looking for future
    opportunity and steers them away from other areas. It
    provides a basis for generating and screening strategic
    options, and selecting specific strategies to implement.

    2089255 – Jones & Bartlett Learning ©

    It highlights the points of differentiation with other
    businesses, particularly competitors, and sets forth the
    basis for the firm’s competitive advantage.
    It arouses positive feelings and emotions about the
    organization and an individual’s role within it. It attracts
    and deters potential staff. It gives the impression that
    the firm is successful, knows what it is doing, is
    professionally managed, has direction, and is worthy of
    time, support, and investment.
    It is communicated to, understood by, and embraced by
    all members of the organization.
    It is more pragmatic, with a more immediate purpose,
    than a vision statement.

    The faster the external environment is changing, the more
    frequently the mission should be reviewed. A successful
    organization will inevitably outgrow its original mission. As
    time passes and its operations expand, the organization will
    develop new competencies and a more perceptive view of
    available opportunities. Mission changes will seem to make
    sense.

    Even if they are not overly concerned about their social
    obligations, for-profit corporate executives still have to
    reconcile an inevitable duality in their missions. One
    mission is to maximize the return to the owners of the
    business, the shareholders, on the investments that they
    have made in the business.

    1 Drucker PF. The Theory of Business. Harvard Business Review.
    September–October 1994.

    The other mission concerns the substance of the
    organization’s operations—the products and services that it
    creates and the customers to whom it offers them. Many,
    perhaps most, for-profit business shareholders do not care

    2089255 – Jones & Bartlett Learning ©

    about the substantive mission of the organizations in which
    they invest. Tobacco companies have never lacked for
    shareholders—as long as their financial performance has
    been above average. It is true that some

    **Rubric-MissionVisionandValuesAnalysis.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/rubric-missionvisionandvaluesanalysis-pdf)

    **Rubric-MissionVisionandValuesAnalysis.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/rubric-missionvisionandvaluesanalysis-pdf)

    **## BENCHMARK-VALUES.docx**

    BENCHMARK -MISSION VALUE & VALUES ANALYSIS ASSIGNMENT

    Identify the
    **UnitedHealth Group mission, vision, and values**. I attached some resources of characteristics of good vision and mission statements from my school’s library
    **PLEASE REVIEW** and
    **use**.

    Here is the reference:

    Moseley III, G. B. (2018).
    _Managing health care business strategy_(2nd ed.)
    _._  Jones and Bartlett Learning. ISBN-13: 9781284081107

    Write a paper
    **(1,000-1,250 words**) that analyzes the mission, vision, and value statements for the healthcare organization you have selected. The paper should address the following:

    1. Explain the importance of strategic direction and the purpose of the mission and vision statements in the strategic planning process.

    2. State the mission and vision of the selected organization.

    3. Utilize the criteria found in Chapter 6 to evaluate the mission and vision of the selected organization. Include discussion of whether the mission and vision statements contain the characteristics of good mission and vision statements and justify your position.

    4. Summarize the organization’s values and describe how they align to key tenets of the Christian worldview perspective. Include discussion about how adherence to these values can affect strategic planning and initiatives.

    5. Identify the major organizational resources needed to accomplish the mission and vision and uphold the company values.

    6. Identify strategies that can be employed to effectively manage resources to fulfill the organization's mission and vision.

    7. Describe the substance of an organization's strategic objectives and the contributions they make to the strategic planning process.

    **Please use references and in text citations. RUBRIC IS ATTACHED SEPARATEDLY USE APA FORMAT**

    **## characteristicsgoodvisionstatement.pdf**

    2089255 – Jones & Bartlett Learning ©

    Characteristics of a Good Vision Statement

    To perform its function of propelling the organization
    toward an identified point in the future, the vision
    statement should have certain qualities.

    A vision could be viewed as a kind of “dream” that
    motivates and drives the organization. It is definitely
    different from what the organization has now and
    appears to be a significant improvement. The difference
    between the current reality described in the mission
    statement and the idealized future described in the
    vision statement represents a significant stretch for the
    organization. The vision is bold and there is some
    uncertainty about whether it can be achieved.
    However, the vision statement is grounded in reality and
    it is possible. It reflects a solid understanding of the
    organization’s resources and competencies, in the
    context of the opportunities and threats that exist in the
    external environment.
    It will be challenging for employees to accomplish the
    vision. They will have to develop new abilities, dedicate
    themselves passionately to the effort, and perform at
    their very highest levels. A truly shared vision gets
    employees excited, makes them feel proud to be part of
    the organization that is pursuing it. They want to tell
    their friends what they are doing.
    All the firm’s stakeholders find something appealing
    about the vision, an aspect of it that serves their
    interests. It is flexible and adaptable enough to allow
    managers and employees to display individual initiative
    in pursuing it. It is capable of being communicated to all
    interested parties.

    2089255 – Jones & Bartlett Learning ©

    Guidelines for Describing an Organization’s
    Vision

    A few other maxims will enhance the effectiveness of the
    vision:

    It is stated in clear language comprehensible to all
    stakeholders.
    It describes a future that is unique to the organization
    and especially appealing to its stakeholders, particularly
    its customers.
    It sets a specific chronological time deadline for its
    realization.
    It describes a vivid, compelling picture of the
    organization’s future that excites its employees, inspiring
    them to desire it and make it happen.
    It incorporates features that are, if not quantitatively
    measurable, so concrete and objective that there will be
    no mistaking when the vision has been reached.
    It is realistic and achievable, yet stretches the
    organization, asking its people to accomplish more than
    perhaps they think they can.
    It builds on and grows out of the mission.
    Like the mission, it is concise and memorable.

    **## characteristicsgoodmissionstatement.pdf**

    2089255 – Jones & Bartlett Learning ©

    Characteristics of a Good Mission Statement

    A good mission statement has the following characteristics:

    It should be short, about 200 to 300 words, definitely no
    more than a single page. Drafting a concise mission
    statement can pose a challenge for many executive
    teams that are inclined to describe at length the premise
    of the organization.
    It should be memorable (one reason for the brevity). Key
    stakeholders, certainly the managers and employees,
    should be able to remember it, almost verbatim, and
    explain it to someone else without hesitating.
    It should be stated in broad enough terms to allow for
    the generation and consideration of feasible alternative
    objectives and strategies without unduly stifling
    management creativity. The generality of language gives
    the firm flexibility in adapting to changing external
    environments and internal operations.
    It should be expansive in a way that reconciles
    differences among, and still appeals to, an organization’s
    diverse stakeholders (employees, managers,
    shareholders, board of directors, customers, suppliers,
    distributors, creditors, government regulators and
    payers, labor unions, competitors, public interest
    groups, community groups, media, and the general
    public). All stakeholders’ claims on an organization
    cannot be satisfied with equal emphasis. A good mission
    statement indicates the relative attention that an
    organization will give to the interests of different
    stakeholders.
    It suggests where managers should be looking for future
    opportunity and steers them away from other areas. It
    provides a basis for generating and screening strategic
    options, and selecting specific strategies to implement.

    2089255 – Jones & Bartlett Learning ©

    It highlights the points of differentiation with other
    businesses, particularly competitors, and sets forth the
    basis for the firm’s competitive advantage.
    It arouses positive feelings and emotions about the
    organization and an individual’s role within it. It attracts
    and deters potential staff. It gives the impression that
    the firm is successful, knows what it is doing, is
    professionally managed, has direction, and is worthy of
    time, support, and investment.
    It is communicated to, understood by, and embraced by
    all members of the organization.
    It is more pragmatic, with a more immediate purpose,
    than a vision statement.

    The faster the external environment is changing, the more
    frequently the mission should be reviewed. A successful
    organization will inevitably outgrow its original mission. As
    time passes and its operations expand, the organization will
    develop new competencies and a more perceptive view of
    available opportunities. Mission changes will seem to make
    sense.

    Even if they are not overly concerned about their social
    obligations, for-profit corporate executives still have to
    reconcile an inevitable duality in their missions. One
    mission is to maximize the return to the owners of the
    business, the shareholders, on the investments that they
    have made in the business.

    1 Drucker PF. The Theory of Business. Harvard Business Review.
    September–October 1994.

    The other mission concerns the substance of the
    organization’s operations—the products and services that it
    creates and the customers to whom it offers them. Many,
    perhaps most, for-profit business shareholders do not care

    2089255 – Jones & Bartlett Learning ©

    about the substantive mission of the organizations in which
    they invest. Tobacco companies have never lacked for
    shareholders—as long as their financial performance has
    been above average. It is true that some

    **Rubric-MissionVisionandValuesAnalysis.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/rubric-missionvisionandvaluesanalysis-pdf)

    **## BENCHMARK-VALUES.docx**

    BENCHMARK -MISSION VALUE & VALUES ANALYSIS ASSIGNMENT

    Identify the
    **UnitedHealth Group mission, vision, and values**. I attached some resources of characteristics of good vision and mission statements from my school’s library
    **PLEASE REVIEW** and
    **use**.

    Here is the reference:

    Moseley III, G. B. (2018).
    _Managing health care business strategy_(2nd ed.)
    _._  Jones and Bartlett Learning. ISBN-13: 9781284081107

    Write a paper
    **(1,000-1,250 words**) that analyzes the mission, vision, and value statements for the healthcare organization you have selected. The paper should address the following:

    1. Explain the importance of strategic direction and the purpose of the mission and vision statements in the strategic planning process.

    2. State the mission and vision of the selected organization.

    3. Utilize the criteria found in Chapter 6 to evaluate the mission and vision of the selected organization. Include discussion of whether the mission and vision statements contain the characteristics of good mission and vision statements and justify your position.

    4. Summarize the organization’s values and describe how they align to key tenets of the Christian worldview perspective. Include discussion about how adherence to these values can affect strategic planning and initiatives.

    5. Identify the major organizational resources needed to accomplish the mission and vision and uphold the company values.

    6. Identify strategies that can be employed to effectively manage resources to fulfill the organization's mission and vision.

    7. Describe the substance of an organization's strategic objectives and the contributions they make to the strategic planning process.

    **Please use references and in text citations. RUBRIC IS ATTACHED SEPARATEDLY USE APA FORMAT**

    **## characteristicsgoodvisionstatement.pdf**

    2089255 – Jones & Bartlett Learning ©

    Characteristics of a Good Vision Statement

    To perform its function of propelling the organization
    toward an identified point in the future, the vision
    statement should have certain qualities.

    A vision could be viewed as a kind of “dream” that
    motivates and drives the organization. It is definitely
    different from what the organization has now and
    appears to be a significant improvement. The difference
    between the current reality described in the mission
    statement and the idealized future described in the
    vision statement represents a significant stretch for the
    organization. The vision is bold and there is some
    uncertainty about whether it can be achieved.
    However, the vision statement is grounded in reality and
    it is possible. It reflects a solid understanding of the
    organization’s resources and competencies, in the
    context of the opportunities and threats that exist in the
    external environment.
    It will be challenging for employees to accomplish the
    vision. They will have to develop new abilities, dedicate
    themselves passionately to the effort, and perform at
    their very highest levels. A truly shared vision gets
    employees excited, makes them feel proud to be part of
    the organization that is pursuing it. They want to tell
    their friends what they are doing.
    All the firm’s stakeholders find something appealing
    about the vision, an aspect of it that serves their
    interests. It is flexible and adaptable enough to allow
    managers and employees to display individual initiative
    in pursuing it. It is capable of being communicated to all
    interested parties.

    2089255 – Jones & Bartlett Learning ©

    Guidelines for Describing an Organization’s
    Vision

    A few other maxims will enhance the effectiveness of the
    vision:

    It is stated in clear language comprehensible to all
    stakeholders.
    It describes a future that is unique to the organization
    and especially appealing to its stakeholders, particularly
    its customers.
    It sets a specific chronological time deadline for its
    realization.
    It describes a vivid, compelling picture of the
    organization’s future that excites its employees, inspiring
    them to desire it and make it happen.
    It incorporates features that are, if not quantitatively
    measurable, so concrete and objective that there will be
    no mistaking when the vision has been reached.
    It is realistic and achievable, yet stretches the
    organization, asking its people to accomplish more than
    perhaps they think they can.
    It builds on and grows out of the mission.
    Like the mission, it is concise and memorable.

    **## characteristicsgoodmissionstatement.pdf**

    2089255 – Jones & Bartlett Learning ©

    Characteristics of a Good Mission Statement

    A good mission statement has the following characteristics:

    It should be short, about 200 to 300 words, definitely no
    more than a single page. Drafting a concise mission
    statement can pose a challenge for many executive
    teams that are inclined to describe at length the premise
    of the organization.
    It should be memorable (one reason for the brevity). Key
    stakeholders, certainly the managers and employees,
    should be able to remember it, almost verbatim, and
    explain it to someone else without hesitating.
    It should be stated in broad enough terms to allow for
    the generation and consideration of feasible alternative
    objectives and strategies without unduly stifling
    management creativity. The generality of language gives
    the firm flexibility in adapting to changing external
    environments and internal operations.
    It should be expansive in a way that reconciles
    differences among, and still appeals to, an organization’s
    diverse stakeholders (employees, managers,
    shareholders, board of directors, customers, suppliers,
    distributors, creditors, government regulators and
    payers, labor unions, competitors, public interest
    groups, community groups, media, and the general
    public). All stakeholders’ claims on an organization
    cannot be satisfied with equal emphasis. A good mission
    statement indicates the relative attention that an
    organization will give to the interests of different
    stakeholders.
    It suggests where managers should be looking for future
    opportunity and steers them away from other areas. It
    provides a basis for generating and screening strategic
    options, and selecting specific strategies to implement.

    2089255 – Jones & Bartlett Learning ©

    It highlights the points of differentiation with other
    businesses, particularly competitors, and sets forth the
    basis for the firm’s competitive advantage.
    It arouses positive feelings and emotions about the
    organization and an individual’s role within it. It attracts
    and deters potential staff. It gives the impression that
    the firm is successful, knows what it is doing, is
    professionally managed, has direction, and is worthy of
    time, support, and investment.
    It is communicated to, understood by, and embraced by
    all members of the organization.
    It is more pragmatic, with a more immediate purpose,
    than a vision statement.

    The faster the external environment is changing, the more
    frequently the mission should be reviewed. A successful
    organization will inevitably outgrow its original mission. As
    time passes and its operations expand, the organization will
    develop new competencies and a more perceptive view of
    available opportunities. Mission changes will seem to make
    sense.

    Even if they are not overly concerned about their social
    obligations, for-profit corporate executives still have to
    reconcile an inevitable duality in their missions. One
    mission is to maximize the return to the owners of the
    business, the shareholders, on the investments that they
    have made in the business.

    1 Drucker PF. The Theory of Business. Harvard Business Review.
    September–October 1994.

    The other mission concerns the substance of the
    organization’s operations—the products and services that it
    creates and the customers to whom it offers them. Many,
    perhaps most, for-profit business shareholders do not care

    2089255 – Jones & Bartlett Learning ©

    about the substantive mission of the organizations in which
    they invest. Tobacco companies have never lacked for
    shareholders—as long as their financial performance has
    been above average. It is true that some

    **Rubric-MissionVisionandValuesAnalysis.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/rubric-missionvisionandvaluesanalysis-pdf)

  • [Solved] Information access instructional video

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    “Going viral” is often a content creator’s dream. One post or video that begins to be viewed and shared by many can gain traction and bring attention, which can result in opportunities and even financial benefits. If the media features the content because it “went viral,” that can bring another wave…

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    “Going viral” is often a content creator’s dream. One post or video that begins to be viewed and shared by many can gain traction and bring attention, which can result in opportunities and even financial benefits. If the media features the content because it “went viral,” that can bring another wave of interactions through shares, comments, likes, followers, and so on.

    Human emotion is often a primary factor in viral content, whether it elicits happiness, nostalgia, anger, sadness, or outrage. This assignment gives you the opportunity to understand the factors associated with viral content and the role that human emotion plays in how people interact and respond to content.

    Imagine you are a social media marketing specialist. You are creating a program to help new content creators learn how to go viral and gain followers.

    **Create** a 5- to 6-minute instructional video for the program’s website. This video will be the first in a series of videos about expanding one’s social media reach, going viral, and gaining and maintaining followers.

    **Cover** the following in your video:

    – Discuss the factors that influence content going viral.
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    – Explain how restricting access or lack of access to information in various scenarios can impact people’s emotions. Think about scenarios such as natural disasters, emergencies, major sporting events, political events, and others. Discuss at least 3 different scenarios.
    – Discuss why creators should consider including trigger warnings in their content that may invoke negative emotional responses.

    **Include** an introduction and conclusion.

    **Cite** at least 5 sources to support your assignment. Cite your sources verbally in the video by referring to the author, title, and year of publication of the source.

    **Format** the sources according to APA guidelines.

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    Respond to the following in a minimum of 175 words:

    – Discuss times when you have been unable to access the Internet or have had connection issues. How did you feel when your access to technology was limited?
    – What challenges did the lack of access cause you?
    – What are ways that you work to overcome access issues?

  • [Solved] HSA 4922- Capstone Project: Situational and Fiscal Analysis

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    Please see the file attached this is for Health Care Administration Major – [\ \ IMG_0490.png](https://www.sweetstudy.com/files/img-0490-png-10522109 "IMG_0490.png") – [\ \ IMG_0491.png](https://www.sweetstudy.com/files/img-0491-png-10522111 "IMG_0491.png") – [\ \ IMG_0492.png](https://www….

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    Please see the file attached

    this is for Health Care Administration Major

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    This is a Team hw, and I’m only assigned to do a part. My part is: (the last part) Responsible for Division and Program (Identifying 2 for CDC and 2 for CMS and describing their regulatory areas) https://www.hhs.gov/about/agencies/hhs-agencies-and-offices/index.html – [\ \ IMG_0501.png](https://w…

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    This is a Team hw, and I’m only assigned to do a part.

    My part is: (the last part)

    Responsible for Division and Program (Identifying 2 for CDC and 2 for CMS and describing their regulatory areas)

    https://www.hhs.gov/about/agencies/hhs-agencies-and-offices/index.html

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  • [Solved] HRM 6305 1 DBR1

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) **files (1)** – ## CompensationManagmentHRM6305UnitIDBReply1.docx **## CompensationManagmentHRM6305UnitIDBReply1.docx** 2 Compensation Management HRM 6305 Unit I Discussion Board Reply 1 Reply to classmate 300…

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    **files (1)**

    – ## CompensationManagmentHRM6305UnitIDBReply1.docx

    **## CompensationManagmentHRM6305UnitIDBReply1.docx**

    2

    Compensation Management HRM 6305 Unit I Discussion Board Reply 1

    Reply to classmate 300 words and APA formatting

    Hello everyone,

    Part I:

         My name is Coleen Morton, and I am from St. Croix, U.S. Virgin Islands. I currently work as a Human Resource Coordinator, and in that role, I have gained experience with employee relations, workplace processes, compliance, and the day-to-day responsibilities that support an organization’s workforce. Working in human resources has given me a better understanding of how important it is for employees to feel valued and supported. My future goal is to continue growing in the field of human resource management, strengthen my leadership skills, and move into higher-level HR roles as I continue my education and professional development.

    Part II:

         When I look at job options, the top three compensation factors that influence my decision are salary, health benefits, and retirement or long-term financial security. Salary is important to me because it directly affects my ability to manage my financial responsibilities and maintain stability. It is also a reflection of how an employer values the work, skills, and contributions of its employees. Health benefits are another major factor because having quality coverage can make a significant difference in both personal well-being and financial protection. Retirement benefits and other long-term compensation options are also important to me because it is necessary to think beyond immediate income and consider future stability.

    These factors are different from what they may have been for me five years ago because my priorities have changed over time. Earlier on, I would have focused more on the paycheck itself and whether the salary was enough to meet my immediate needs. Now, I pay much closer attention to the full compensation package because I understand that compensation is not just about what you earn today, but also about the support and security a position offers over time. A job may offer a higher salary, but if the benefits are weak or there is little long-term support, it may not be the best overall opportunity.

    I believe several changes have impacted on my top three compensation factors. One major change is the rising cost of living, which has made salary even more important because everyday expenses continue to increase. Another is the rising cost of healthcare, which makes strong health benefits much more valuable than they may have seemed in the past. I also think that personal and professional growth has played a role. As I have gained more experience and taken on greater responsibilities, I have become more aware of how important long-term planning and financial security really are. Overall, my compensation interests have changed because my perspective, responsibilities, and goals have all evolved over time.

    **## CompensationManagmentHRM6305UnitIDBReply1.docx**

    2

    Compensation Management HRM 6305 Unit I Discussion Board Reply 1

    Reply to classmate 300 words and APA formatting

    Hello everyone,

    Part I:

         My name is Coleen Morton, and I am from St. Croix, U.S. Virgin Islands. I currently work as a Human Resource Coordinator, and in that role, I have gained experience with employee relations, workplace processes, compliance, and the day-to-day responsibilities that support an organization’s workforce. Working in human resources has given me a better understanding of how important it is for employees to feel valued and supported. My future goal is to continue growing in the field of human resource management, strengthen my leadership skills, and move into higher-level HR roles as I continue my education and professional development.

    Part II:

         When I look at job options, the top three compensation factors that influence my decision are salary, health benefits, and retirement or long-term financial security. Salary is important to me because it directly affects my ability to manage my financial responsibilities and maintain stability. It is also a reflection of how an employer values the work, skills, and contributions of its employees. Health benefits are another major factor because having quality coverage can make a significant difference in both personal well-being and financial protection. Retirement benefits and other long-term compensation options are also important to me because it is necessary to think beyond immediate income and consider future stability.

    These factors are different from what they may have been for me five years ago because my priorities have changed over time. Earlier on, I would have focused more on the paycheck itself and whether the salary was enough to meet my immediate needs. Now, I pay much closer attention to the full compensation package because I understand that compensation is not just about what you earn today, but also about the support and security a position offers over time. A job may offer a higher salary, but if the benefits are weak or there is little long-term support, it may not be the best overall opportunity.

    I believe several changes have impacted on my top three compensation factors. One major change is the rising cost of living, which has made salary even more important because everyday expenses continue to increase. Another is the rising cost of healthcare, which makes strong health benefits much more valuable than they may have seemed in the past. I also think that personal and professional growth has played a role. As I have gained more experience and taken on greater responsibilities, I have become more aware of how important long-term planning and financial security really are. Overall, my compensation interests have changed because my perspective, responsibilities, and goals have all evolved over time.

  • [Solved] HRM 6305 1 DB

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) **files (2)** – ## CompensationManagmentHRM6305UnitIDB.docx – ## UnitIStudyGuide.pdf **## CompensationManagmentHRM6305UnitIDB.docx** 2 Compensation Management HRM 6305 Unit I Discussion Board Top of Form When …

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    **files (2)**

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    – ## UnitIStudyGuide.pdf

    **## CompensationManagmentHRM6305UnitIDB.docx**

    2

    Compensation Management HRM 6305 Unit I Discussion Board

    Top of Form

    When looking at job options, what are the top three compensation factors that influence your decision? How are those factors different from what they may have been five years ago? As you change, your compensation interests change as well. What do you think some of the changes are that have impacted your top three compensation factors?

    **## UnitIStudyGuide.pdf**

    HRM 6305, Compensation Management 1

    Course Learning Outcomes for Unit I

    Upon completion of this unit, students should be able to:

    1. Discuss the role of employees, employers, unions, and the government in the development of
    compensation programs.
    1.1 Describe issues that influence an individual’s decision to apply for or accept a specific job.
    1.2 Explain how compensation plans can influence the success of an organization.
    1.3 Explore how influences outside an organization can affect its compensation plan.

    2. Assess the impact of the Civil Rights Act of 1964, the Bennett Amendment, and Executive Order

    11246 on compensation practices.
    2.1 Outline the provisions of the Civil Rights Act of 1964, the Bennett Amendment, and

    Executive Order 11246.
    2.2 Establish the reasons why the Civil Rights Act of 1964, the Bennett Amendment, and

    Executive Order 11246 were implemented.

    Required Unit Resources

    Chapter 1: Strategic Compensation: A Component of Human Resource Systems

    Chapter 2: Contextual Influences on Compensation Practice

    Unit Lesson

    Hello, and welcome to this course. This course is an introduction to the area of compensation management.
    This course looks at how compensation is developed, evaluated, and managed within an organization. You
    will examine different theories of compensation management, why employees and non-employees are paid,
    the manner in which they are paid, and different types of pay programs.

    This course will be broken down into six different parts, which include strategic compensation, bases for
    pay, designing compensation systems, employee benefits, compensation challenges, and compensation
    issues around the world. When studying bases for pay, you will look at the traditional bases of pay, which
    include merit pay, seniority pay, incentive pay, and person-focused pay. You will review pay systems that
    recognize employee contributions, are internally consistent, and are competitive within the market. When
    reviewing employee benefits, you will review both discretionary benefits and legally required benefits.
    Compensation challenges will include the controversy surrounding executive compensation in the United
    States and paying contingent or flexible employees. Finally, you will address compensation systems around
    the word and compensating expatriates. As you can see, a wide array of compensation issues are present
    in today’s workforce.

    In this unit, we will concentrate on strategic compensation and some influences on compensation. So, what
    do you think of when you hear the words compensation and strategic compensation? Most people think of
    compensation as their pay and benefits, which is basically correct. The jobs we accept are often decided on
    issues related to compensation. Does the pay meet your needs? Is it enough to support your basic financial
    needs, and does the job have benefits that you are interested in? Everyone has a basic financial threshold
    they feel must be met in order to accept a job. For example, when you start your first job at 16 to 18 years of
    age, you might be happy with minimum wage. For teenagers starting out about 20 years ago, that rate was
    closer to $5 an hour. For someone at age 16 and still in school, that was a lot of money back then. However,
    after you obtain a degree and/or some experience, you might decide that your basic financial threshold is
    higher. Maybe $15 an hour is not enough, and you need $20-$25 an hour to support your needs and your

    UNIT I STUDY GUIDE
    Strategic Compensation

    HRM 6305, Compensation Management 2

    UNIT x STUDY GUIDE
    Title

    family. Compensation and benefits are then large deciding factors when choosing employment. Organizations
    recognize this and develop strategies to attract and retain employees based on what potential employees
    need and want as well as what compensation and benefit packages the competition is offering.

    Compensation is viewed as more than money earned but also as a total package or total reward. The benefits
    that make up your compensation are also considered. Many people also look at the options that are beneficial
    to their families, such as health care. For example, a newly married couple may find health insurance
    important because they want to start a family. As people mature, benefits such as health insurance and
    retirement plans become more important deciding factors in employment options. For example, to a person
    who is 40 years old, retirement options may become an important deciding factor in his or her employment
    decision. Who offers the best retirement plan may become a more important deciding factor than health
    insurance or basic pay rate. Compensation decisions are different for everyone, and competitive
    organizations understand this.

    In addition to traditional benefits, such as health insurance and dental and vison care, many organizations
    are now looking into voluntary benefits in order to attract and retain highly qualified employees. Voluntary
    benefits are benefits that that are either paid by the employee or partially paid by the employer to improve
    the employee’s well-being. Voluntary benefits include benefits such as financial well-being programs, pet
    insurance, legal assistance, life-coaching services, or identification theft protection. Voluntary benefits are
    typically derived from employee satisfaction survey results and comparative research by the compensation
    specialists within the organization. You will learn more about different types of benefits as we go through
    the course.

    Compensation in the workplace often influences the type of employees in the workplace and the
    competitiveness of the organization. For example, a compensation plan is tailored to attract the right
    employees for the organization’s goals and objectives. Once the employees are obtained, an organization
    needs to develop a compensation plan that retains those employees. Failure to offer compensation and
    benefits that retain employees can result in expensive turnover costs. This is where strategic compensation
    comes into play. Strategic compensation plans align with the organization’s overall strategic plan.

    As you may recall from previous courses, a strategic plan is an organization’s strategy for the future. The
    strategic plan outlines an organization’s priorities for the future and the organization’s plan on how to reach
    those priorities to create a competitive advantage. Each department within an organization also has a
    strategic plan relative to that department. Each departmental strategic plan is aligned with the organization’s
    overall strategic plan. Since compensation is a function within the human resources (HR) department or HR
    function, strategic compensation is then the compensation strategy used to support the priorities of HR while
    creating a competitive advantage within an organization. The organization works strategically, department-by-
    department, to be the best organization in its industry.

    When it comes to compensation, the strategic plan establishes the compensation system needed to ensure
    the right people are hired and retained to support the needs of the organization. Compensation specialists are
    responsible for the development, implementation, and evaluation of compensation systems (pay and benefits)
    that meet the current and future needs of the organization. As you will learn in this course, there are various
    methods or compensation systems that can be used to properly compensate employees or non-employees
    (contractors) within an organization. Both employees and non-employees are essential to meeting the overall
    goals and objectives of the organization, and they are paid differently.

    Many of the decisions related to compensation concern the business strategies within the organization.
    Compensation specialists need to match the compensation systems or strategies with the overall business
    strategies if the business wants to develop a competitive advantage. As we will see throughout this course,
    it is the alignment of compensation strategies with the organization’s business strategies that distinguishes
    the successful organizations from the unsuccessful organizations. An organization that is an innovator and
    leader in the field will tend to offer higher wages and more comprehensive benefit packages than a more
    traditional organization that has an established workforce. For example, Microsoft offers higher wages and
    a more comprehensive benefit package than Ford Motor Company. Business strategies influence
    compensation strategies.

    Compensation and compensation strategies are complicated. Whether we are talking about the minimum
    wage increases or CEO pay, each decision must be considered with caution and data to support the decision.

    HRM 6305, Compensation Management 3

    UNIT x STUDY GUIDE
    Title

    For example, while it is good to increase minimum wage to create an acceptable standard of living in the
    United States, the decision to increase entry-level wages has the potential to create pay compression
    concerns within the rest of the workforce. Additionally, the more experienced workforce is likely to suffer from
    morale and productivity issues if their pay is not also increased proportionally. Internal and external factors
    should be reviewed to determine the best compensation strategy for the organization.

    As the world changes, organizations and strategies within those organizations change as well. Influences
    outside the organization (e.g., the government, the economy, unions, labor laws) also affect an organization’s
    strategy. Compensation is one part of the organization’s overall strategy that we will focus our attention on
    during this course.

    In the next unit, you will start to look at various bases of pay, different types of pay, and various labor laws
    that affect compensation and benefits within an organization.

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    Each chapter of your textbook contains a case study related to the main theory or concept within the chapter.
    Review the case studies to gain a better understanding of the course materials as they relate to
    compensation considerations. Feel free to discuss the chapter case studies with your classmates in the
    Student Break Room forum.

    **## UnitIStudyGuide.pdf**

    HRM 6305, Compensation Management 1

    Course Learning Outcomes for Unit I

    Upon completion of this unit, students should be able to:

    1. Discuss the role of employees, employers, unions, and the government in the development of
    compensation programs.
    1.1 Describe issues that influence an individual’s decision to apply for or accept a specific job.
    1.2 Explain how compensation plans can influence the success of an organization.
    1.3 Explore how influences outside an organization can affect its compensation plan.

    2. Assess the impact of the Civil Rights Act of 1964, the Bennett Amendment, and Executive Order

    11246 on compensation practices.
    2.1 Outline the provisions of the Civil Rights Act of 1964, the Bennett Amendment, and

    Executive Order 11246.
    2.2 Establish the reasons why the Civil Rights Act of 1964, the Bennett Amendment, and

    Executive Order 11246 were implemented.

    Required Unit Resources

    Chapter 1: Strategic Compensation: A Component of Human Resource Systems

    Chapter 2: Contextual Influences on Compensation Practice

    Unit Lesson

    Hello, and welcome to this course. This course is an introduction to the area of compensation management.
    This course looks at how compensation is developed, evaluated, and managed within an organization. You
    will examine different theories of compensation management, why employees and non-employees are paid,
    the manner in which they are paid, and different types of pay programs.

    This course will be broken down into six different parts, which include strategic compensation, bases for
    pay, designing compensation systems, employee benefits, compensation challenges, and compensation
    issues around the world. When studying bases for pay, you will look at the traditional bases of pay, which
    include merit pay, seniority pay, incentive pay, and person-focused pay. You will review pay systems that
    recognize employee contributions, are internally consistent, and are competitive within the market. When
    reviewing employee benefits, you will review both discretionary benefits and legally required benefits.
    Compensation challenges will include the controversy surrounding executive compensation in the United
    States and paying contingent or flexible employees. Finally, you will address compensation systems around
    the word and compensating expatriates. As you can see, a wide array of compensation issues are present
    in today’s workforce.

    In this unit, we will concentrate on strategic compensation and some influences on compensation. So, what
    do you think of when you hear the words compensation and strategic compensation? Most people think of
    compensation as their pay and benefits, which is basically correct. The jobs we accept are often decided on
    issues related to compensation. Does the pay meet your needs? Is it enough to support your basic financial
    needs, and does the job have benefits that you are interested in? Everyone has a basic financial threshold
    they feel must be met in order to accept a job. For example, when you start your first job at 16 to 18 years of
    age, you might be happy with minimum wage. For teenagers starting out about 20 years ago, that rate was
    closer to $5 an hour. For someone at age 16 and still in school, that was a lot of money back then. However,
    after you obtain a degree and/or some experience, you might decide that your basic financial threshold is
    higher. Maybe $15 an hour is not enough, and you need $20-$25 an hour to support your needs and your

    UNIT I STUDY GUIDE
    Strategic Compensation

    HRM 6305, Compensation Management 2

    UNIT x STUDY GUIDE
    Title

    family. Compensation and benefits are then large deciding factors when choosing employment. Organizations
    recognize this and develop strategies to attract and retain employees based on what potential employees
    need and want as well as what compensation and benefit packages the competition is offering.

    Compensation is viewed as more than money earned but also as a total package or total reward. The benefits
    that make up your compensation are also considered. Many people also look at the options that are beneficial
    to their families, such as health care. For example, a newly married couple may find health insurance
    important because they want to start a family. As people mature, benefits such as health insurance and
    retirement plans become more important deciding factors in employment options. For example, to a person
    who is 40 years old, retirement options may become an important deciding factor in his or her employment
    decision. Who offers the best retirement plan may become a more important deciding factor than health
    insurance or basic pay rate. Compensation decisions are different for everyone, and competitive
    organizations understand this.

    In addition to traditional benefits, such as health insurance and dental and vison care, many organizations
    are now looking into voluntary benefits in order to attract and retain highly qualified employees. Voluntary
    benefits are benefits that that are either paid by the employee or partially paid by the employer to improve
    the employee’s well-being. Voluntary benefits include benefits such as financial well-being programs, pet
    insurance, legal assistance, life-coaching services, or identification theft protection. Voluntary benefits are
    typically derived from employee satisfaction survey results and comparative research by the compensation
    specialists within the organization. You will learn more about different types of benefits as we go through
    the course.

    Compensation in the workplace often influences the type of employees in the workplace and the
    competitiveness of the organization. For example, a compensation plan is tailored to attract the right
    employees for the organization’s goals and objectives. Once the employees are obtained, an organization
    needs to develop a compensation plan that retains those employees. Failure to offer compensation and
    benefits that retain employees can result in expensive turnover costs. This is where strategic compensation
    comes into play. Strategic compensation plans align with the organization’s overall strategic plan.

    As you may recall from previous courses, a strategic plan is an organization’s strategy for the future. The
    strategic plan outlines an organization’s priorities for the future and the organization’s plan on how to reach
    those priorities to create a competitive advantage. Each department within an organization also has a
    strategic plan relative to that department. Each departmental strategic plan is aligned with the organization’s
    overall strategic plan. Since compensation is a function within the human resources (HR) department or HR
    function, strategic compensation is then the compensation strategy used to support the priorities of HR while
    creating a competitive advantage within an organization. The organization works strategically, department-by-
    department, to be the best organization in its industry.

    When it comes to compensation, the strategic plan establishes the compensation system needed to ensure
    the right people are hired and retained to support the needs of the organization. Compensation specialists are
    responsible for the development, implementation, and evaluation of compensation systems (pay and benefits)
    that meet the current and future needs of the organization. As you will learn in this course, there are various
    methods or compensation systems that can be used to properly compensate employees or non-employees
    (contractors) within an organization. Both employees and non-employees are essential to meeting the overall
    goals and objectives of the organization, and they are paid differently.

    Many of the decisions related to compensation concern the business strategies within the organization.
    Compensation specialists need to match the compensation systems or strategies with the overall business
    strategies if the business wants to develop a competitive advantage. As we will see throughout this course,
    it is the alignment of compensation strategies with the organization’s business strategies that distinguishes
    the successful organizations from the unsuccessful organizations. An organization that is an innovator and
    leader in the field will tend to offer higher wages and more comprehensive benefit packages than a more
    traditional organization that has an established workforce. For example, Microsoft offers higher wages and
    a more comprehensive benefit package than Ford Motor Company. Business strategies influence
    compensation strategies.

    Compensation and compensation strategies are complicated. Whether we are talking about the minimum
    wage increases or CEO pay, each decision must be considered with caution and data to support the decision.

    HRM 6305, Compensation Management 3

    UNIT x STUDY GUIDE
    Title

    For example, while it is good to increase minimum wage to create an acceptable standard of living in the
    United States, the decision to increase entry-level wages has the potential to create pay compression
    concerns within the rest of the workforce. Additionally, the more experienced workforce is likely to suffer from
    morale and productivity issues if their pay is not also increased proportionally. Internal and external factors
    should be reviewed to determine the best compensation strategy for the organization.

    As the world changes, organizations and strategies within those organizations change as well. Influences
    outside the organization (e.g., the government, the economy, unions, labor laws) also affect an organization’s
    strategy. Compensation is one part of the organization’s overall strategy that we will focus our attention on
    during this course.

    In the next unit, you will start to look at various bases of pay, different types of pay, and various labor laws
    that affect compensation and benefits within an organization.

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    Each chapter of your textbook contains a case study related to the main theory or concept within the chapter.
    Review the case studies to gain a better understanding of the course materials as they relate to
    compensation considerations. Feel free to discuss the chapter case studies with your classmates in the
    Student Break Room forum.

    **## CompensationManagmentHRM6305UnitIDB.docx**

    2

    Compensation Management HRM 6305 Unit I Discussion Board

    Top of Form

    When looking at job options, what are the top three compensation factors that influence your decision? How are those factors different from what they may have been five years ago? As you change, your compensation interests change as well. What do you think some of the changes are that have impacted your top three compensation factors?

    **## UnitIStudyGuide.pdf**

    HRM 6305, Compensation Management 1

    Course Learning Outcomes for Unit I

    Upon completion of this unit, students should be able to:

    1. Discuss the role of employees, employers, unions, and the government in the development of
    compensation programs.
    1.1 Describe issues that influence an individual’s decision to apply for or accept a specific job.
    1.2 Explain how compensation plans can influence the success of an organization.
    1.3 Explore how influences outside an organization can affect its compensation plan.

    2. Assess the impact of the Civil Rights Act of 1964, the Bennett Amendment, and Executive Order

    11246 on compensation practices.
    2.1 Outline the provisions of the Civil Rights Act of 1964, the Bennett Amendment, and

    Executive Order 11246.
    2.2 Establish the reasons why the Civil Rights Act of 1964, the Bennett Amendment, and

    Executive Order 11246 were implemented.

    Required Unit Resources

    Chapter 1: Strategic Compensation: A Component of Human Resource Systems

    Chapter 2: Contextual Influences on Compensation Practice

    Unit Lesson

    Hello, and welcome to this course. This course is an introduction to the area of compensation management.
    This course looks at how compensation is developed, evaluated, and managed within an organization. You
    will examine different theories of compensation management, why employees and non-employees are paid,
    the manner in which they are paid, and different types of pay programs.

    This course will be broken down into six different parts, which include strategic compensation, bases for
    pay, designing compensation systems, employee benefits, compensation challenges, and compensation
    issues around the world. When studying bases for pay, you will look at the traditional bases of pay, which
    include merit pay, seniority pay, incentive pay, and person-focused pay. You will review pay systems that
    recognize employee contributions, are internally consistent, and are competitive within the market. When
    reviewing employee benefits, you will review both discretionary benefits and legally required benefits.
    Compensation challenges will include the controversy surrounding executive compensation in the United
    States and paying contingent or flexible employees. Finally, you will address compensation systems around
    the word and compensating expatriates. As you can see, a wide array of compensation issues are present
    in today’s workforce.

    In this unit, we will concentrate on strategic compensation and some influences on compensation. So, what
    do you think of when you hear the words compensation and strategic compensation? Most people think of
    compensation as their pay and benefits, which is basically correct. The jobs we accept are often decided on
    issues related to compensation. Does the pay meet your needs? Is it enough to support your basic financial
    needs, and does the job have benefits that you are interested in? Everyone has a basic financial threshold
    they feel must be met in order to accept a job. For example, when you start your first job at 16 to 18 years of
    age, you might be happy with minimum wage. For teenagers starting out about 20 years ago, that rate was
    closer to $5 an hour. For someone at age 16 and still in school, that was a lot of money back then. However,
    after you obtain a degree and/or some experience, you might decide that your basic financial threshold is
    higher. Maybe $15 an hour is not enough, and you need $20-$25 an hour to support your needs and your

    UNIT I STUDY GUIDE
    Strategic Compensation

    HRM 6305, Compensation Management 2

    UNIT x STUDY GUIDE
    Title

    family. Compensation and benefits are then large deciding factors when choosing employment. Organizations
    recognize this and develop strategies to attract and retain employees based on what potential employees
    need and want as well as what compensation and benefit packages the competition is offering.

    Compensation is viewed as more than money earned but also as a total package or total reward. The benefits
    that make up your compensation are also considered. Many people also look at the options that are beneficial
    to their families, such as health care. For example, a newly married couple may find health insurance
    important because they want to start a family. As people mature, benefits such as health insurance and
    retirement plans become more important deciding factors in employment options. For example, to a person
    who is 40 years old, retirement options may become an important deciding factor in his or her employment
    decision. Who offers the best retirement plan may become a more important deciding factor than health
    insurance or basic pay rate. Compensation decisions are different for everyone, and competitive
    organizations understand this.

    In addition to traditional benefits, such as health insurance and dental and vison care, many organizations
    are now looking into voluntary benefits in order to attract and retain highly qualified employees. Voluntary
    benefits are benefits that that are either paid by the employee or partially paid by the employer to improve
    the employee’s well-being. Voluntary benefits include benefits such as financial well-being programs, pet
    insurance, legal assistance, life-coaching services, or identification theft protection. Voluntary benefits are
    typically derived from employee satisfaction survey results and comparative research by the compensation
    specialists within the organization. You will learn more about different types of benefits as we go through
    the course.

    Compensation in the workplace often influences the type of employees in the workplace and the
    competitiveness of the organization. For example, a compensation plan is tailored to attract the right
    employees for the organization’s goals and objectives. Once the employees are obtained, an organization
    needs to develop a compensation plan that retains those employees. Failure to offer compensation and
    benefits that retain employees can result in expensive turnover costs. This is where strategic compensation
    comes into play. Strategic compensation plans align with the organization’s overall strategic plan.

    As you may recall from previous courses, a strategic plan is an organization’s strategy for the future. The
    strategic plan outlines an organization’s priorities for the future and the organization’s plan on how to reach
    those priorities to create a competitive advantage. Each department within an organization also has a
    strategic plan relative to that department. Each departmental strategic plan is aligned with the organization’s
    overall strategic plan. Since compensation is a function within the human resources (HR) department or HR
    function, strategic compensation is then the compensation strategy used to support the priorities of HR while
    creating a competitive advantage within an organization. The organization works strategically, department-by-
    department, to be the best organization in its industry.

    When it comes to compensation, the strategic plan establishes the compensation system needed to ensure
    the right people are hired and retained to support the needs of the organization. Compensation specialists are
    responsible for the development, implementation, and evaluation of compensation systems (pay and benefits)
    that meet the current and future needs of the organization. As you will learn in this course, there are various
    methods or compensation systems that can be used to properly compensate employees or non-employees
    (contractors) within an organization. Both employees and non-employees are essential to meeting the overall
    goals and objectives of the organization, and they are paid differently.

    Many of the decisions related to compensation concern the business strategies within the organization.
    Compensation specialists need to match the compensation systems or strategies with the overall business
    strategies if the business wants to develop a competitive advantage. As we will see throughout this course,
    it is the alignment of compensation strategies with the organization’s business strategies that distinguishes
    the successful organizations from the unsuccessful organizations. An organization that is an innovator and
    leader in the field will tend to offer higher wages and more comprehensive benefit packages than a more
    traditional organization that has an established workforce. For example, Microsoft offers higher wages and
    a more comprehensive benefit package than Ford Motor Company. Business strategies influence
    compensation strategies.

    Compensation and compensation strategies are complicated. Whether we are talking about the minimum
    wage increases or CEO pay, each decision must be considered with caution and data to support the decision.

    HRM 6305, Compensation Management 3

    UNIT x STUDY GUIDE
    Title

    For example, while it is good to increase minimum wage to create an acceptable standard of living in the
    United States, the decision to increase entry-level wages has the potential to create pay compression
    concerns within the rest of the workforce. Additionally, the more experienced workforce is likely to suffer from
    morale and productivity issues if their pay is not also increased proportionally. Internal and external factors
    should be reviewed to determine the best compensation strategy for the organization.

    As the world changes, organizations and strategies within those organizations change as well. Influences
    outside the organization (e.g., the government, the economy, unions, labor laws) also affect an organization’s
    strategy. Compensation is one part of the organization’s overall strategy that we will focus our attention on
    during this course.

    In the next unit, you will start to look at various bases of pay, different types of pay, and various labor laws
    that affect compensation and benefits within an organization.

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    Each chapter of your textbook contains a case study related to the main theory or concept within the chapter.
    Review the case studies to gain a better understanding of the course materials as they relate to
    compensation considerations. Feel free to discuss the chapter case studies with your classmates in the
    Student Break Room forum.

    **## CompensationManagmentHRM6305UnitIDB.docx**

    2

    Compensation Management HRM 6305 Unit I Discussion Board

    Top of Form

    When looking at job options, what are the top three compensation factors that influence your decision? How are those factors different from what they may have been five years ago? As you change, your compensation interests change as well. What do you think some of the changes are that have impacted your top three compensation factors?

    **## UnitIStudyGuide.pdf**

    HRM 6305, Compensation Management 1

    Course Learning Outcomes for Unit I

    Upon completion of this unit, students should be able to:

    1. Discuss the role of employees, employers, unions, and the government in the development of
    compensation programs.
    1.1 Describe issues that influence an individual’s decision to apply for or accept a specific job.
    1.2 Explain how compensation plans can influence the success of an organization.
    1.3 Explore how influences outside an organization can affect its compensation plan.

    2. Assess the impact of the Civil Rights Act of 1964, the Bennett Amendment, and Executive Order

    11246 on compensation practices.
    2.1 Outline the provisions of the Civil Rights Act of 1964, the Bennett Amendment, and

    Executive Order 11246.
    2.2 Establish the reasons why the Civil Rights Act of 1964, the Bennett Amendment, and

    Executive Order 11246 were implemented.

    Required Unit Resources

    Chapter 1: Strategic Compensation: A Component of Human Resource Systems

    Chapter 2: Contextual Influences on Compensation Practice

    Unit Lesson

    Hello, and welcome to this course. This course is an introduction to the area of compensation management.
    This course looks at how compensation is developed, evaluated, and managed within an organization. You
    will examine different theories of compensation management, why employees and non-employees are paid,
    the manner in which they are paid, and different types of pay programs.

    This course will be broken down into six different parts, which include strategic compensation, bases for
    pay, designing compensation systems, employee benefits, compensation challenges, and compensation
    issues around the world. When studying bases for pay, you will look at the traditional bases of pay, which
    include merit pay, seniority pay, incentive pay, and person-focused pay. You will review pay systems that
    recognize employee contributions, are internally consistent, and are competitive within the market. When
    reviewing employee benefits, you will review both discretionary benefits and legally required benefits.
    Compensation challenges will include the controversy surrounding executive compensation in the United
    States and paying contingent or flexible employees. Finally, you will address compensation systems around
    the word and compensating expatriates. As you can see, a wide array of compensation issues are present
    in today’s workforce.

    In this unit, we will concentrate on strategic compensation and some influences on compensation. So, what
    do you think of when you hear the words compensation and strategic compensation? Most people think of
    compensation as their pay and benefits, which is basically correct. The jobs we accept are often decided on
    issues related to compensation. Does the pay meet your needs? Is it enough to support your basic financial
    needs, and does the job have benefits that you are interested in? Everyone has a basic financial threshold
    they feel must be met in order to accept a job. For example, when you start your first job at 16 to 18 years of
    age, you might be happy with minimum wage. For teenagers starting out about 20 years ago, that rate was
    closer to $5 an hour. For someone at age 16 and still in school, that was a lot of money back then. However,
    after you obtain a degree and/or some experience, you might decide that your basic financial threshold is
    higher. Maybe $15 an hour is not enough, and you need $20-$25 an hour to support your needs and your

    UNIT I STUDY GUIDE
    Strategic Compensation

    HRM 6305, Compensation Management 2

    UNIT x STUDY GUIDE
    Title

    family. Compensation and benefits are then large deciding factors when choosing employment. Organizations
    recognize this and develop strategies to attract and retain employees based on what potential employees
    need and want as well as what compensation and benefit packages the competition is offering.

    Compensation is viewed as more than money earned but also as a total package or total reward. The benefits
    that make up your compensation are also considered. Many people also look at the options that are beneficial
    to their families, such as health care. For example, a newly married couple may find health insurance
    important because they want to start a family. As people mature, benefits such as health insurance and
    retirement plans become more important deciding factors in employment options. For example, to a person
    who is 40 years old, retirement options may become an important deciding factor in his or her employment
    decision. Who offers the best retirement plan may become a more important deciding factor than health
    insurance or basic pay rate. Compensation decisions are different for everyone, and competitive
    organizations understand this.

    In addition to traditional benefits, such as health insurance and dental and vison care, many organizations
    are now looking into voluntary benefits in order to attract and retain highly qualified employees. Voluntary
    benefits are benefits that that are either paid by the employee or partially paid by the employer to improve
    the employee’s well-being. Voluntary benefits include benefits such as financial well-being programs, pet
    insurance, legal assistance, life-coaching services, or identification theft protection. Voluntary benefits are
    typically derived from employee satisfaction survey results and comparative research by the compensation
    specialists within the organization. You will learn more about different types of benefits as we go through
    the course.

    Compensation in the workplace often influences the type of employees in the workplace and the
    competitiveness of the organization. For example, a compensation plan is tailored to attract the right
    employees for the organization’s goals and objectives. Once the employees are obtained, an organization
    needs to develop a compensation plan that retains those employees. Failure to offer compensation and
    benefits that retain employees can result in expensive turnover costs. This is where strategic compensation
    comes into play. Strategic compensation plans align with the organization’s overall strategic plan.

    As you may recall from previous courses, a strategic plan is an organization’s strategy for the future. The
    strategic plan outlines an organization’s priorities for the future and the organization’s plan on how to reach
    those priorities to create a competitive advantage. Each department within an organization also has a
    strategic plan relative to that department. Each departmental strategic plan is aligned with the organization’s
    overall strategic plan. Since compensation is a function within the human resources (HR) department or HR
    function, strategic compensation is then the compensation strategy used to support the priorities of HR while
    creating a competitive advantage within an organization. The organization works strategically, department-by-
    department, to be the best organization in its industry.

    When it comes to compensation, the strategic plan establishes the compensation system needed to ensure
    the right people are hired and retained to support the needs of the organization. Compensation specialists are
    responsible for the development, implementation, and evaluation of compensation systems (pay and benefits)
    that meet the current and future needs of the organization. As you will learn in this course, there are various
    methods or compensation systems that can be used to properly compensate employees or non-employees
    (contractors) within an organization. Both employees and non-employees are essential to meeting the overall
    goals and objectives of the organization, and they are paid differently.

    Many of the decisions related to compensation concern the business strategies within the organization.
    Compensation specialists need to match the compensation systems or strategies with the overall business
    strategies if the business wants to develop a competitive advantage. As we will see throughout this course,
    it is the alignment of compensation strategies with the organization’s business strategies that distinguishes
    the successful organizations from the unsuccessful organizations. An organization that is an innovator and
    leader in the field will tend to offer higher wages and more comprehensive benefit packages than a more
    traditional organization that has an established workforce. For example, Microsoft offers higher wages and
    a more comprehensive benefit package than Ford Motor Company. Business strategies influence
    compensation strategies.

    Compensation and compensation strategies are complicated. Whether we are talking about the minimum
    wage increases or CEO pay, each decision must be considered with caution and data to support the decision.

    HRM 6305, Compensation Management 3

    UNIT x STUDY GUIDE
    Title

    For example, while it is good to increase minimum wage to create an acceptable standard of living in the
    United States, the decision to increase entry-level wages has the potential to create pay compression
    concerns within the rest of the workforce. Additionally, the more experienced workforce is likely to suffer from
    morale and productivity issues if their pay is not also increased proportionally. Internal and external factors
    should be reviewed to determine the best compensation strategy for the organization.

    As the world changes, organizations and strategies within those organizations change as well. Influences
    outside the organization (e.g., the government, the economy, unions, labor laws) also affect an organization’s
    strategy. Compensation is one part of the organization’s overall strategy that we will focus our attention on
    during this course.

    In the next unit, you will start to look at various bases of pay, different types of pay, and various labor laws
    that affect compensation and benefits within an organization.

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    Each chapter of your textbook contains a case study related to the main theory or concept within the chapter.
    Review the case studies to gain a better understanding of the course materials as they relate to
    compensation considerations. Feel free to discuss the chapter case studies with your classmates in the
    Student Break Room forum.

  • [Solved] dynamic question

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    proofread **files (1)** – ## dynamicquestion.docx **## dynamicquestion.docx** **Objective:** In this discussion, you will explore the characteristics of multigenerational team members and how their differences influence the dynamics within a team. **Instructions:** 1. **Initial Post (Minimum 150 wo…

    Instant Solution Download

    $6.99

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    Assignment Prompt & Instructions

    proofread

    **files (1)**

    – ## dynamicquestion.docx

    **## dynamicquestion.docx**

    **Objective:**
    In this discussion, you will explore the characteristics of multigenerational team members and how their differences influence the dynamics within a team.

    **Instructions:**

    1.
    **Initial Post (Minimum 150 words):**

    · Describe the characteristics of multigenerational team members. How do their differences impact the team’s function and success?

    · If you are currently employed, provide examples of how these differences manifest in your workplace.

    · If you are not employed, share examples of how these differences appear within your family or social circle.

    2.
    **Support Your Post:**

    · Include
    **two references** to support your discussion:

    1.
    **One reference** from the course textbook.

    2.
    **One reference** from an English-titled, peer-reviewed nursing journal (published within the last five years).

    3.
    **Engage with Your Peers:**

    ·
    **Read at least 10 posts** made by your colleagues.

    · Respond meaningfully to
    **at least one post**. Your response should add value to the discussion and include:

    1.
    **One reference** from an English-titled, peer-reviewed nursing journal (published within the last five years). This must be
    **different** from the article used in your initial post.

    4.
    **Optional Supplemental References:**

    · Additional references from peer-reviewed journal articles, textbooks, or professional, governmental, or educational websites (.org, .gov, or .edu) may also be used to strengthen your initial post and response.

    **## dynamicquestion.docx**

    **Objective:**
    In this discussion, you will explore the characteristics of multigenerational team members and how their differences influence the dynamics within a team.

    **Instructions:**

    1.
    **Initial Post (Minimum 150 words):**

    · Describe the characteristics of multigenerational team members. How do their differences impact the team’s function and success?

    · If you are currently employed, provide examples of how these differences manifest in your workplace.

    · If you are not employed, share examples of how these differences appear within your family or social circle.

    2.
    **Support Your Post:**

    · Include
    **two references** to support your discussion:

    1.
    **One reference** from the course textbook.

    2.
    **One reference** from an English-titled, peer-reviewed nursing journal (published within the last five years).

    3.
    **Engage with Your Peers:**

    ·
    **Read at least 10 posts** made by your colleagues.

    · Respond meaningfully to
    **at least one post**. Your response should add value to the discussion and include:

    1.
    **One reference** from an English-titled, peer-reviewed nursing journal (published within the last five years). This must be
    **different** from the article used in your initial post.

    4.
    **Optional Supplemental References:**

    · Additional references from peer-reviewed journal articles, textbooks, or professional, governmental, or educational websites (.org, .gov, or .edu) may also be used to strengthen your initial post and response.

  • [Solved] Discussion Thread: Choose a Company

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    [**Read: Hitchner: Chapters 5, 8, 9**](https://canvas.liberty.edu/courses/934965/modules/items/101647526 "Read: Hitchner: Chapters 5, 8, 9") – [**Watch: Income Approach**](https://canvas.liberty.edu/courses/934965/modules/items/101647529 "Watch: Income Approach") – **https://canvas.liberty.edu/cours…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    [**Read: Hitchner: Chapters 5, 8, 9**](https://canvas.liberty.edu/courses/934965/modules/items/101647526 "Read: Hitchner: Chapters 5, 8, 9")

    – [**Watch: Income Approach**](https://canvas.liberty.edu/courses/934965/modules/items/101647529 "Watch: Income Approach")
    – **https://canvas.liberty.edu/courses/934965/pages/watch-income-approach?module_item_id=101647529**

    [Discussion Thread: Choose a Company](https://canvas.liberty.edu/courses/934965/discussion_topics/9210301)

    Choose a publicly traded company that is NOT a financial institution, bank, insurance company, real estate company, or similar. The company you choose should be one that you currently know very little about, and that you are pretty sure no one else in the class knows much about either.

    A good way to choose a company is to go to [https://finance.yahoo.com/Links to an external site.](https://finance.yahoo.com/). In the search box, type in a letter or two (e.g., the first letter or two of your name). Click on the link of a few of the companies that appear and then, on the company page, click “Profile” in the row of links that appear under the stock price. Read the description and other information about the company to make sure that is in NOT a financial institution, bank, insurance company, real estate broker, or similar.

    Note that your company choice is VERY IMPORTANT. This is the company that you will write about (and ultimately create a complete valuation estimate for) in the three major reports that you will write over the next few weeks in this class:

    – Company Report: Industry and Economic Analysis/Outlook
    – Company Report: Financial Statement and Company Risk Analysis
    – Company Report: Valuation Estimates and Recommendations

    Be sure to pick a company for which you can find sufficient data to complete these assignments. You will need to have the company’s two most recent annual reports (go to the company website and make sure that you can find these reports on the Investor Relations (or similar) page. Or search for “ _company name_ annual report” via an Internet search engine. If you cannot find the two most recent annual reports, choose a different company.

    Also, I strongly recommend that you choose a company that made money (i.e., had positive net income) in the most recent year (and preferably in each of the past several years). For example, Lyft would be a poor choice because the company has never had a profitable year, so projecting future cash flows would be extremely difficult (if not impossible). Think of the 3 valuation approaches that you learned about this week.

    Next, find and read at least two articles about your company. Then write a Discussion post about your company. Tell the class about your chosen company. Your post should include some or all of the following: company description, unique or interesting products or production processes, any interesting aspects of the company’s history, where it is located, the year it started operations, a summary of its stock performance over the past few years, management structure, and similar.

    So that everyone will know your chosen company (and so no one else chooses your same company), write the name of the company in the Subject Line of your Discussion post.

    DISCUSSION ASSIGNMENT INSTRUCTIONS

    required to submit a thread of at least 450 words in response to the provided prompt for each

    forum. For each thread, you must support your assertions with at least two (2)

    scholarly/professional sources (note that Investopedia and Wikipedia are not

    scholarly/professional sources). Your sources MUST be cited at the end of your post using

    proper APA format.

    In addition to your original thread, you must reply to at least two (2) classmates’ threads. Each

    reply must be at least 250 words. Do not just say “good job” or “I learned something from your

    post.” Replies are not a cheering exercise. Instead, your replies must be substantial, reflecting

    what you learned from reading the post, offering an extension, or correcting a mistake. Use what

    you learned in researching for your post (or knowledge gained from other classes or personal

    experience) to either supplement or critique the post you are writing about. You do not have to

    include any references for your replies.