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  • Lessons Learned Revised Leadership Statement

    $12.00

    DOC 731R DAY 5 Lessons Learned Revised Leadership Statement

    This assignment requires personal reflection and reflexivity; it will demonstrate a scholarly opinion regarding leadership, and as such, it should be supported with appropriately cited research and clear connections to examples of your grounded thinking and experience. The use of first person in this paper is appropriate as you wish.

    Review the Final Paper Scoring Guidelines

    Write a 1500 – 2500-word paper integrating your learning from the DOC/731R leader, peer leader, and followership experiences. This paper may also include reflections on your critical journaling, teamwork, and daily rounds of peer and faculty feedback incorporate all these aspects into a comprehensive overview of your learning process in this course.

    Synthesize your experience within the greater body of knowledge, answering questions such as:

    • What were your underlying assumptions about your own leadership coming into the course?
    • What are they now?
    • How have you evolved your thinking, your self-awareness, your self- management, and your empathy?
    • What are the implications of this evolution for the future?
    • What cultural, ethnic, and socio-economic class assumptions may be in play within your leadership? What insights did you gain about your team in terms of its process?
    • What insights have you gained about your enacted leadership?
    • What insights have you gained about your enacted followership?
    • Overall how have you increased your awareness and ability to enact praxis (SPL) as an organizational team leader?

    Communicate, clearly, a detailed individual professional leadership development plan for the next year. For example, clarify your detailed plan for addressing the feedback from your peer evaluations, peer coaching inputs, faculty input, and contributions and questions from the entire class. Possible categories could include aspects of Emotional Intelligence such as, self-awareness, self-management, social awareness; relationship management.

    Provide abundant specific evidence to demonstrate your ability to learn about your situated scholar-practitioner leadership through ongoing refinement of your questions and critical reflection-in-action (praxis).

    This assignment requires personal reflection and reflexivity; it will demonstrate a scholarly opinion regarding leadership, and as such, it will be supported with appropriately cited research and clear connections to examples of your grounded thinking and experience during the course.

    Format your paper consistent with APA guidelines.

    Click the Assignment Files tab to submit your assignment.

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  • ETH 321 Week 4 Individual Assignment Sarbanes-Oxley And Corporate Governance Paper 

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    ETH 321 Week 4 Individual Assignment Sarbanes-Oxley And Corporate Governance Paper 

    Read “Case 15.3 Free Enterprise Fund v. Public Company Accounting Oversight Board” in Ch. 15 of the text.

    Write a paper of 700- to 1,050-words in which you answer the following:

    If auditing of financial statements is required for the protection of public investors, should not all PCAOB members be taken from the investment community that uses audited financial statements? Why or why not?

    How does the decision in this case impact the validity of the Board and other provisions of the Sarbanes-Oxley Act?

    Cite at least 3 peer-reviewed sources.

    Format your paper consistent with APA guidelines.

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  • ECO/365 Final Examination Study Guide

    $15.00

    ECO/365 Final Examination Study Guide

    This study guide prepares you for the Final Examination you complete in the last week of the course. It contains practice questions, which are related to each week’s objectives. Highlight the correct response, and then refer to the answer key at the end of this Study Guide to check your answers.

    Use each week’s questions as a self-test at the start of a new week to reflect on the previous week’s concepts. When you come across concepts that you are unfamiliar with, refer to the Student Guide for that particular week.

    Week One: Fundamentals of Microeconomics

     

    Objective: Differentiate between macroeconomics and microeconomics.

     

    1. Macroeconomics is
    2. the study of individual choice and how that choice is influenced by economic forces
    3. the study of the pricing policies of firms and the purchasing decisions of households
    4. the study of aggregate economic relationships
    5. an analysis of economic reality that proceeds from the parts to the whole

     

    1. The invisible hand theorem comes from
    2. microeconomics
    3. macroeconomics
    4. sociology
    5. political science

     

    Objective: Analyze the effect of changes in supply and demand on the equilibrium price and quantity.

     

    1. The law of demand states that the quantity demanded of a good is inversely related to the price of that good. Therefore, as the price of a good goes
    2. up, the quantity demanded goes up
    3. up, the quantity demanded goes down
    4. down, the quantity demanded goes down
    5. down, the quantity demanded stays the same

     

    1. Which of the following situations best demonstrates the law of demand?
    2. Moviegoers react to an increase in the price of a ticket by seeing fewer movies per year.
    3. Moviegoers see fewer movies per year due to an overall decrease in the quality of newly released motion pictures.
    4. A drought causes a decrease in the availability of pumpkins, resulting in fewer jack-o-lanterns displayed on Halloween.
    5. An increase in the number of people writing economics textbooks results in a decrease in average textbook prices.

     

    Objective: Determine how elasticities affect pricing and purchasing decisions.

     

    1. If quantity demanded does not change when the price changes, the demand
    2. is elastic
    3. is inelastic
    4. has unit elasticity
    5. is perfectly inelastic

     

    1. High gasoline prices hit commuters who live far from their jobs in areas with little public transportation hard. With few alternatives, they have to bear the higher cost. Based on this information, how would you characterize demand for gasoline by these commuters?
    2. Gasoline is a luxury good.
    3. Gasoline is an inferior good.
    4. Demand for gasoline is elastic.
    5. Demand for gasoline is inelastic.

     

    Week Two: Production and Cost Analysis

     

    Objective: Describe the relationship between the number of inputs and the law of diminishing marginal productivity.

     

    1. Mr. Woodard has found it necessary to hire more workers. However, he has observed that doubling the number of workers has less than doubled his output. What is the likely explanation?
    2. The law of diminishing marginal utility
    3. The law of diminishing marginal productivity
    4. The law of supply
    5. The law of demand

     

    1. Marginal product eventually
    2. declines because some inputs are fixed
    3. increases because some inputs are fixed
    4. declines because some inputs are variable
    5. increases because some inputs are variable

     

    Objective: Analyze the relationship between productivity and the cost of production.

     

    1. Suppose you operate a factory that produces gadgets. Your current output is 1,000 gadgets. If your fixed cost is $10,000 and your total cost is $50,000, then the
    2. average total cost of production is $500
    3. average variable cost of production is $40
    4. average variable cost of production is $50
    5. marginal cost of production is $40,000

     

    1. The average variable cost curve is a mirror image of the
    2. total product curve
    3. marginal product curve
    4. average product curve
    5. marginal cost curve

     

    Objective: Analyze the effect of changes in the supply of and demand for factors of production on the price of inputs.

     

    1. Suppose wages and employment decrease. These changes were most likely caused by a(n)
    2. decline in immigration
    3. increase in emigration
    4. increase in the working age population
    5. decline in business activity in the economy

     

    1. The incentive effect refers to how much a person will change his or her
    2. hours worked in response to a change in the wage rate
    3. wage rate in response to a change in productivity
    4. quantity demanded of a taxed good in response to a change in the tax rate
    5. wage rate in response to a change in the tax rate on earnings

     

    Objective: Analyze the effect of changes in marginal revenues and costs on a firm’s profit-making potential.

     

    1. Rachel left her job as a graphic artist, where she earned $42,000 per year, to open her own graphic arts firm. Her explicit costs for the new business include
    2. only the expenses incurred for office space, equipment, and supplies
    3. only her foregone salary of $42,000 per year
    4. both the expenses incurred for office space, equipment, and supplies, and her foregone salary of $42,000 per year
    5. neither the expenses incurred for office space, equipment, and supplies, nor her foregone salary of $42,000 per year

     

    1. If your company cell phone bill is either $40 when you use up to 300 minutes per month or $80 when you use between 300 to 400 minutes per month, the marginal cost of the 301st minute is
    2. $0.13
    3. $0.27
    4. $40
    5. $80

     

    Week Three: Market Structure

     

    Objective: Compare various market structures and their characteristics.

     

    1. A market structure in which one firm makes up the entire market is
    2. a monopoly
    3. perfect competition
    4. an oligopoly
    5. monopolistic competition

     

    1. There are many restaurants in Raleigh, North Carolina, each one offering food and services that differ from those of its competitors. There is also the free entry of sellers into the market, and each seller serves a small fraction of the total number of meals served each day. The restaurant industry in Raleigh is best categorized as
    2. an oligopoly
    3. monopolistically competitive
    4. a pure monopoly
    5. perfectly competitive

     

    Objective: Evaluate the effectiveness of competitive strategies within market structures.

     

    1. The difference between a monopolist and a monopolistic competitor is that
    2. a monopolist equates marginal revenue and marginal cost while a monopolistic competitor equates price and marginal cost
    3. the average total cost curve of a monopolistic competitor is tangent to the demand curve in long-run equilibrium, but the average total cost curve of a monopolist can be in a position below the price in long-run equilibrium
    4. the average total cost curve of a monopolist is tangent to the demand curve in long-run equilibrium, but the average total cost curve of a monopolistic competitor can be in a position below the price in long-run equilibrium
    5. the average total cost curve of a monopolist is tangent to the demand curve in long-run equilibrium, but the average total cost curve of a monopolistic competitor can be in a position above the price in long-run equilibrium

     

    1. If a perfectly competitive firm finds that price is less than the average variable cost, it should
    2. not adjust output if marginal cost equals price
    3. shut down immediately
    4. increase output until price equals marginal cost
    5. decrease output until price equals marginal cost

     

    Objective: Determine profit-maximizing strategies based on market structure analysis.

     

    1. A perfectly competitive firm facing a price of $10 decides to produce 100 widgets. If its marginal cost of producing the last widget is $12 and it seeks to maximize profit, the firm should
    2. produce more widgets
    3. produce fewer widgets
    4. continue producing 100 widgets
    5. shut down

     

    1. If a firm has a monopoly over the sale of photographic paper and seeks to maximize profits, it
    2. adjusts the price of the product until demand becomes perfectly inelastic
    3. will set the price of the product equal to the marginal cost of production
    4. will set the price of the product equal to the average total cost of production
    5. will set the price of the product so its marginal revenue equals its marginal cost

     

    Week Four: Public Policy in Economics

     

    Objective: Analyze the effect of externalities on market outcomes.

     

    1. The best example of a positive externality is
    2. roller coaster rides
    3. pollution
    4. alcoholic beverages
    5. education

     

    1. The cost of running an electrical utility includes costs for fuel, labor, and capital. In addition, there are sometimes costs associated with pollution from the utility, such as increased health care costs for people living near the utility. To an economist, the costs associated with the pollution resulting from additional electricity are
    2. marginal private costs
    3. marginal social costs
    4. the difference between marginal social costs and marginal private costs
    5. the sum of marginal social costs and marginal private costs

     

    Objective: Differentiate among horizontal, vertical, and conglomerate mergers.

     

    1. When Turner Network, producer and owner of movies, bought a local cable company, it was an example of a
    2. horizontal merger
    3. vertical merger
    4. conglomerate merger
    5. diagonal merger

     

    1. KMart® acquired Sears® so both companies could better compete with Walmart®. This acquisition is an example of a
    2. vertical merger
    3. conglomerate merger
    4. horizontal merger
    5. hostile takeover

     

    Objective: Analyze the effect of government interventions, taxation, and regulations on economic behavior.

     

    1. When government imposes a per unit tax on a product, the net price producers receive for the product after all taxes typically
    2. increases by the amount of the per unit tax
    3. increases by less than the amount of the per unit tax
    4. decreases by the amount of the per unit tax
    5. decreases by less than the amount of the per unit tax

     

    1. In 1997, the federal government reinstated a 10% excise tax on airline tickets. The industry tried to pass on the full 10% ticket tax to consumers, but was only able to boost the price per plane ticket by 4%. From this, you can conclude that the
    2. demand for airline tickets is perfectly inelastic
    3. supply of airline tickets is perfectly inelastic
    4. demand for airline tickets is price elastic
    5. supply elasticity of airline tickets is less than infinity

     

    Week Five: Global Competition

     

    Objective: Determine the effect of global competition on an organization’s strategies for maximizing profits.

     

    1. Countries can expect to gain from international trade as long as they
    2. keep production diversified
    3. specialize according to their comparative advantage
    4. produce only those goods for which they have a relatively high opportunity cost
    5. use trade restrictions to reduce competition for domestic producers

     

    1. Technological changes in telecommunications have
    2. reduced the importance of services in the world economy
    3. allowed increased foreign trade in many services
    4. reduced the need for foreign trade in many services
    5. profoundly affected trade in manufactured goods with little effect on trade in services

     

    Objective: Analyze the effect of global competition on the relationship between management and labor.

     

    1. In the US, the outsourcing of service jobs, such as those in call centers, has become a political issue. How do economists typically view outsourcing?
    2. It helps both countries in the long run.
    3. It hurts both countries, because the US loses jobs and the employees of the call center are exploited with low wages.
    4. It helps the US, but hurts the country with the low-cost labor.
    5. It helps the country getting the jobs, but hurts the US.

     

    1. When a U.S. company establishes a call center in India that answers its customer service calls, the US is
    2. outsourcing, a form of importing services
    3. outsourcing, a form of exporting services
    4. insourcing, a form of importing services
    5. insourcing, a form of exporting services

     

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  • ACC 291 Week 1 Disposition of Accounts Receivables

    $3.50

    ACC 291 Week 1 DQ 1

    How would you describe the entries to record the disposition of accounts receivables? What is their function? How are bad debts accounted for under the direct write-off method? What are the disadvantages of this method?

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  • Mixed Fortunes at Domino’s Case Study

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    Introduction to Management Case Study: Mixed Fortunes at Domino’s
    This case study is based on a compilation of investigative reports by Fairfax media.
    Names of franchisees and employees have been changed. Domino’s is an Australian pizza chain with a network of franchises and over 600 retail stores nationally. It has been hailed as a success story since it was listed on the Australian Stock Exchange in 2005. In just over a decade, Domino’s shares have surged more than 2500 per cent, making it one of the best performers on the market and making a lot of people wealthy. In 2016 the company generated total revenue of $939,976,000.
    Background of Domino’s
    Domino’s has the world’s biggest pizza menu with more than 200,000 options, helping boost Domino’s sales to more than 90 million pizzas annually with a guarantee to deliver pizza within 15 or 20 minutes for an extra cost. Domino’s business model is based on franchisees growing sales, not profit, with head office taking a royalty from every sale as
    Australians chomp through 1 million of its pizzas every week. Stores are bought and sold on a multiple of these sales, not on profit. The more stores in the network, means more sales are generated, which results in more profits for head office.
    While the business is built on selling affordable pizza to the masses, with Group Chief Executive Officer (CEO) & Managing Director Don Meij Domino’s has transformed into one of Australia’s most intriguing tech companies with operations in New Zealand and Europe. Drones, cutting-edge IT, fast pizzas, happy franchisees and happy workers are all part of the Domino’s image. CEO Meij “lives the job” often working undercover in the stores to keep abreast of activities at the store level. To help managers keep track of their best and worst performers, Domino’s rolled out a new in-store computer system. The screens, which everyone in the store can see, constantly update statistics such as the average order size for each employee and how long it’s taking to get a pizza out the door. Store managers get a quarterly bonus based on how much they improve store earnings.
    Domino’s selects its franchisees carefully, those who genuinely believe Domino’s is a highly profitable business. However, when the store is not profitable franchisees are held to blame for bad business management. The stress of making ends meet took its toll on many
    franchisees who realised the business they had bought into was not viable, due to the
    company policies, especially on labour costs and a perception that the head office was only
    concerned about the welfare of people at the corporate level. Whilst Domino’s profit is
    doubling the cost of pizzas is getting cheaper due to high competition in the fast-food sector.
    However, this cheap cost of pizza is borne by the franchisees who are struggling to make a
    decent profit due to them not being able to pass on the increasing high costs of running the
    stores.
    Understanding the CEO
    Influenced by a business-minded father, Meij said he quickly developed an entrepreneurial
    streak nurturing both his creative and analytical sides with a mix of arts and economics
    education at university. This shaped his leadership style which is focused on helping staff
    grow inside the business. Meij, who started his career as a pizza delivery driver in 1987, is a
    calculated risk taker, regularly changing Domino’s business model to stay ahead of the
    market. “I have been in the business for 25 years and we are in our third major change of
    our business model,’’ he says. The latest revolution is the way the company has embraced
    online retailing and social media. Page 1 of 3 Meij believes the only way a business can deal with challenges is to work out ways of turning
    a negative into a positive. For example, legislation on employee conditions has forced up
    Domino’s labour costs 100% over the next four or five years. “But that means people are
    getting better paid, which means the company is holding on to its employees for longer”, he
    says. The result: delivery times have reduced from 32 to minutes to 24. Also, there are fewer
    mistakes in store and staff members are more engaged.
    Meij uses encouragement and training programs to engage and motivate staff. “We
    incentivise people through a range of systems to become better pizza makers, better dough
    makers, to become more skilled delivery drivers. There are training classes and we time you
    and you go through tests and you get different badges on your shirt and so on.” Domino’s
    staff respond to his nurturing leadership with loyalty. As a reward every year Meij takes his
    top team to Silicon Valley in the USA to view new technologies that could be introduced into
    the Domino’s business.
    Meij emphasises the big picture and getting managers to focus on the long term. “In some
    cases, you have to be a benign dictator, because it’s in the better interests of the group. It’s
    a combination of being directive on top of co-operation and bargaining and trading with
    interested parties in the group, from boards to franchise owners, to managers to leadership
    team members to business partners outside the business. You just have to go and sell your
    new strategy.”
    Meij says his managers are champions of change. But running the team, he says, means
    discussion, compromise and occasionally, admitting when you were wrong. “It’s important to
    allow discussion. When you’re dictating n…

     

    The assignment requires atleast 7 scholarly articles as references. the case study essay should include the following headers: introduction of the case study, background of the case study, Identification of atleast 3 issues and problems, atleast 3 Proposed solution, Recommendations and reference list.

     

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  • Securities Violations Case Study

    $5.00

    Please underline or bold-type important terms, laws and phrases.  The emphasis of this exam is the application of elements of each law.  The student will be evaluated in terms of discussing the elements and applying the elements in reaching a conclusion.  Each student must answer four (4) and D is mandatory.

    D  Securities Violations
    Charles is the president of a non public corporation that plans on going public for the first time.  Charles in collaboration with the accountants and auditors of the corporation prepares a “financial statement” to be used for the distribution of dividends.  Charles knows that the issuance of dividends to the “private investors” will affect the “market value of the stock of the corporation” when the corporation goes public.  However, the financial statement grossly inflates the value of the “assets of the corporation” and also, Charles has created sham corporations who placed orders with his corporation. As a result of the “cash flow” of the corporation is overstated and does not reflect accurately the earnings of the corporation.  As a result, the board of directors issues the dividends.
    Charles registers the information (including the financial statement) with the Security Exchange Commission for purposes of offering the stock of the company to the public for the first time.  After the registration, and going through the “waiting period” the stock is offered to public.  In reliance on information provided in the “registration”, the market value of the stock soars providing enormous capital to the corporation.
    Is this a “security transaction”?
    Is there a SEC 1933 violation?
    Is there a SEC 1934 violation?
    Is this a “proper distribution of dividends”?

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  • Human Resource Management Paper

    $17.50
    1. Executive Summary
    2. Introduction to Human Resource Management
    3. Strategic Talent Development
      • 1. Defining Strategic Talent Development
      • 2. Concept behind Strategic Talent Development
      • 3. Benefits of Strategic Talent Development
      • 4. Outcome of Strategic Talent Development
      • 5. Role of HR in Strategic Talent Development
      • 6. Where does Strategic Talent Development stand in an organisation
      • 7. Why is Strategic Talent Development needed
    4. Workplace Health and Safety
      • 1. Understanding the Role of HR in WHS
      • 2. What role does WHS play in HRM
      • 3. Where does WHS stand in an organisation
      • 4. How organisation benefits from WHS
      • 5. WHS and its Culture
      • 6. WHS, Productivity and Sustainable Workplace Practices
    5. Improving Organisational Performance with STD & WHS
    6. Conclusion

    References

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  • Purpose of auditing, other assurance services, and accounting

    $10.00

    Purpose of Auditing, Other Assurance Services, and Accounting

    Write a paper of no more than 700 words describing and stating the purpose of auditing, other assurance services, and accounting. State the relationships between the three and provide examples. Why are independent audit services important in today’s business world?

    Format your paper consistent with APA guidelines.

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  • MGT431 Venture Consulting

    $20.00

    Contents

    Social Cultural Forces                                                                                                                      4

           Demographics                                                                                                                             4

           Millennial Banking Trends                                                                                                          5

           Ethnicity                                                                                                                                     7

                                                                                 

    Technological Forces                                                                                                                       4

    Cyber Security and Data Protection                                                                                             4

    Mobile                                                                                                                                         5

    Bitcoin                                                                                                                                         6

    Government                                                                                                                                      8

    Legal & Political Forces                                                                                                                  8

    Millennial Inheritance                                                                                                                  8

    Government Impact                                                                                                                     9

    Government Laws & Regulations                                                                                          9

    Real Estate & Gov’t Intervention                                                                                           9

    Organizations/Companies                                                                                                          10

    Tax Incentives                                                                                                                           11

    Economic Forces                                                                                                                            11

    The Economic Landscape                                                                                                          12

    Growth and GDP                                                                                                                       12

    Unemployment                                                                                                                          12

    Employment Forecasts                                                                                                               13

    Real Earnings                                                                                                                             13

    Taxes                                                                                                                                         14

    Consume and Producer Price Index                                                                                           14

    Housing Market and Housing Debt                                                                                            14

    Inflation                                                                                                                                     15

    Porter’s Five Forces                                                                                                                       16

    Industry                                                                                                                                     16

    Buyers                                                                                                                                       18

    New Entrants                                                                                                                             20

    Suppliers                                                                                                                                    21

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