Business and Management

Showing 55–63 of 1945 results

  • Dividend policy Quiz Answer

    $15.00

    Part 2

     

     

    These resources will help you to complete this discussion:

    * Ross, S. A., Westerfield, R. W., Jaffe, J. F., & Jordan, B. D. (2018). Corporate finance: Core principles and applications (5th ed.). New York, NY: McGraw-Hill.

    * Chapter 16, “Dividends and Other Payouts,” pages 480–515. This chapter discusses dividend policy deals with real returns to shareholders. Short-term financial planning is the essential discipline of finance to ensure that the firm’s liquidity is intact and that ongoing operations of the firm are secure.

    Dividend policy deals with real returns to shareholders, and, thus, it has a profound impact on stock valuation and price. Dividend policy is a signal to shareholders and other stakeholders. If dividends are increased, shareholders will assume that management likes the future prospects of the firm. Likewise, if dividends are not increased or, in fact, cut or suspended, that is a very negative telling sign.

    By examining the importance of dividends to shareholders, you will see that half of the historical returns of the stock market came from dividends. In this post, discuss the following:

    * What are some of the factors that go into management’s decision to initiate payment of dividends, or to increase or decrease dividends? Look at the history of a specific company, and use the information to explain.

    * How can dividend policy impact the price of a stock?

    * Why do some investors love dividends and some abhor dividends?

    Part 3

     

     

    These resources will help you to complete this discussion:

    * Ross, S. A., Westerfield, R. W., Jaffe, J. F., & Jordan, B. D. (2018). Corporate finance: Core principles and applications (5th ed.). New York, NY: McGraw-Hill.

    * Chapter 18, “Short-Term Finance and Planning,” pages 550–581. In this chapter, see how short-term financial planning is the essential discipline of finance to ensure that the firm’s liquidity is intact and that ongoing operations of the firm are secure.

    * Moy, R. (2013). Short term financial planning – uses and sources of cash [Video] | Transcript. Retrieved from https://www.youtube.com/watch?v=waO9sBRaSDc

    Short-term financial planning is the essential discipline of finance to ensure that the firm’s liquidity is intact and that ongoing operations of the firm are secure. The examination of concepts like working capital, cash budgets, cash management, and short-term borrowing will show that without prudent attention to this area, financial distress will occur. Firms need to line up their needed capital not when they need it but before they need it. Hence, the planning and control functions that come into play in short-term financial planning are mandatory activities for all businesses, huge or small.

    In this discussion, by being exposed to cash management and planning concepts, you will develop a better understanding and appreciation of the importance of this part of the finance discipline to the ongoing solvency of businesses.

    Research a new start-up company (in business 1–2 years) that went bankrupt because they grew too fast. Explain how that can happen as it relates to short-term cash management.

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  • Performance Management and the Employee Experience

    $30.00

    HR Challenge: Performance Management and the Employee ExperiencePrepare a 10-12 slide presentation to persuade the company’s owner of the many positive changes that support the employee experience and the value of performance management. Each slide should include speaker notes that flesh out the information listed on the slide.The employee’s life and performance in the workplace are viewed through a very different lens than they once were—and the “once were” was not very long ago. New employees are coming to organizations with a higher set of expectations across a myriad of different person-to-organization touchpoints. From the pre-joining brand attraction phase to onboarding and required early career training, a smooth, professional, and engaging process is expected. For this assessment, you will be creating a presentation that is intended to convince your company’s owner—you work in a founder–based organization—-that a modern employee experience is of value. Key areas such as employee engagement, communication, and performance evaluation should all be aligned. Employees should be encouraged through robust learning programs linked to both pay and awards of individual and team recognition rich with meaning and symbols. Lastly, employees should receive meaningful performance feedback that focuses on their successes as well as challenges. Feedback should be presented in a way that encourages the employee and reduces the traditional stress associated with the performance appraisal process.The HR concept of the employee experience comes from the field of marketing and seeks to provide HR professionals and their clients a very different perspective of work and the workplace. This means many different things to different people. It may mean well-conceived and executed onboarding processes, access to good cuisine, an accommodating place to work, opportunities for advancement, work rotations, or personal growth. The challenge is to create the best possible experience for the employees in the organization, which will attract employees with high potential to make valuable contributions. Determining what makes work a positive experience by a significant majority is similar to benefits programs but from the view of demographic influences, and there will be generational differences and lifestyle-oriented preferences.Assessment IntroductionScenarioThis assessment examines how to assess the effectiveness of a performance management process and how to design and manage the employee experience (organization perspective) in a legacy architectural engineering company.You work in a founder-based organization. The company designs large bridges for locations all over the world. It is located in a small town and is the largest employer in the area. The company has a great technical reputation in the business, but they have not had a human resources professional working in the organization until you arrived. The company has a tough, somewhat dated, approach to many things.•There is no on-boarding process; employees are expected to start work day one of their employment.

    •There are no performance appraisals at the end of the year, and employees who have performance problems are separated and never get a chance to grow and reach their full potential.•There are no recognition programs and employees seem confused about how to move up in the organization.•There are promotions, but there does not seem to be any rhyme or reason as to how people are selected for advancement.•While design and engineering work is detailed and complicated, no employees have an office. Cubicles are very small and very close to each other.•Current employees complain they have nowhere nearby to eat.For this assessment, you will be creating a persuasive presentation that is intended to convince your company’s owner that a modern employee experience is of value. Key areas such as employee engagement, communication, and performance evaluation should all be aligned. Employees should be encouraged through robust learning programs linked to both pay and awards of individual and team recognition rich with meaning and symbols. Lastly, employees should receive meaningful performance feedback that focuses on their successes as well as challenges. Feedback should be presented in a way that encourages the employee and reduces the traditional stress associated with the performance appraisal process. Your ChallengePrepare a PowerPoint presentation, including speaker notes for each slide, to persuade the company’s owner of the many positive changes that support the employee experience and the value of performance management. In the process, consider the organizational challenges you will face. Also, discuss the potential negative impact associated with change. How can you make employees feel valued, ensure they have opportunities for future growth with the organization, and encourage them to commit to a long-term professional relationship? What can be done to provide employees valuable performance feedback in a professional and effective manner that is both fair and objective?Assessment InstructionsPrepare a 10–12 slide presentation that states your recommended course of action. Each slide should include speaker notes that flesh out the information listed on the slide. Along with your recommendation, include the following:•Present an analysis of the organization’s dated approach to performance feedback and propose alternatives.oProvide a description of the current state.oWhat are the issues, and what impact are they having?•Describe approaches to resolve the issue of the company not having any employee rewards and recognition programs. oDetermine what courses of action should be used.

    •Explain what recommendation you would make to respond to the absence of an onboarding program, its implications, and how to mitigate issues. oExplain why you selected the course of action.•Describe how you would provide consulting services to organizational leaders to recognize the value of employee engagement.oExplain the benefits.oIdentify the risks of low employee engagement.•Define a plan to implement and support employee engagement.oWhat are the purpose and intent?oWhat steps would you take?oHow will you ensure success?Review the HR Challenge: Performance Management and the Employee Experience (Organizational Perspective) Scoring Guide to see the criteria by which your assessment will be evaluated. Before submitting your assessment for evaluation, review your draft inSafeAssign to check your use of source material.Submission RequirementsThe deliverable for this assessment applies professional skills in Human Resources Management (HRM) to workplace situations which you will likely encounter in your day-to-day work in HRM. As part of your learning, we focus on the development of effective professional communication skills for the workplace. Your assessment should meet the following additional requirements:•Length: Your plan should include 10–12 presentation slides, not including the cover slide, title slide, and resources slide.oThe cover slide should include your name, the course number, assessment title, and date. No other information is required on this slide.oThe title slide should include the title of the presentation, and a subtitle, if needed.oEach content slide should include speaker notes expanding on the slide’s content,oThe resource slide (reference list) should be the last slide.•Organization: Make sure that your assessment writing is well-organized, using headings and subheadings to organize content for the reader.•Font and font size: Arial or Verdana.oKeep font size at 24 point or above for slide titles.oKeep font size at 18 or above for headings and explanatory text.•Resources: Use at least six scholarly or academic sources.

    •Evidence: Support your assertions with data and in-text citations.•APA formatting: Resources and in-text citations are formatted according to current APA Style and Format guidelines.•Written communication:oSupport main points and recommendations with relevant and credible evidence. oAddress the appropriate audience, using familiar, discipline-specific language and terminology.oUse spell-check and other tools to ensure correct spelling and grammar.Note: Your instructor may also use theWriting Feedback Tool to provide feedback on your writing. In the tool, click the linked resources for helpful writing information.ePortfolioYou should consider adding this assessment to your personal ePortfolio. This assessment demonstrates your ability to examine sourcing and managing talent and its impact on performance management. This skill is necessary in a professional setting when you are trying to make strategic recommendations. You will want to organize your assessments to easily support future reflection and completion of your HRM capstone project as well as for showcasing your knowledge with employers after graduation. For more information on ePortfolio, visit the CampusePortfolio page.Competencies MeasuredBy successfully completing this assessment, you will demonstrate your proficiency in the following course competencies:•Competency 1: Develop strategic recruiting approaches and selection methods to support an organization’s talent goals.oDescribe approaches to resolve the issue of the company not having any employee rewards and recognition programs. •Competency 2: Apply talent mobility practices for an organization.oExplain what recommendation you would make to respond to the absence of an onboarding program, its implications, and how to mitigate issues. •Competency 3: Examine approaches to workforce planning to determine present and future talent needs.oDescribe how you would provide consulting services to organizational leaders to recognize the value of employee engagement.oDefine a plan to implement and support employee engagement.•Competency 4: Evaluate performance management systems to align with organizational needs.

    oPresent an analysis of the organization’s dated approach to performance feedback and propose alternatives.•Competency 5: Communicate clearly, accurately, and professionally for the HR field.oSupport main points and recommendations with relevant and credible evidence. oAddress the appropriate audience, using familiar, discipline-specific language and terminology.

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  • The Employee Experience – Pathways to Employee

    $15.00

    HR Challenge: The Employee Experience – Pathways to Employee Success and Retention Prepare a 3-4-page report on how you plan to approach employee talent development, employee success, retention, and the employee experience issues with viable recommendations for solutions.What is the employee experience from the employee’s perspective? The employee experience is when an employee considers their work more than just a job. Employers hope for that possibility, even though it is unlikely every employee in the organization will attain a high level of enjoyment from their work and their work environment. The employee perspective means pride in their employment and a passion for what they do, whom they do it with, and respect for their organizational leadership.We have arrived at a time in history where talent matters and retaining that talent is not a simple or inexpensive process. Employees today desire a great deal more than employees have in the past. Work has become more important to employees than ever before. Expectations for dynamic, interesting work and a work environment that enhances the process of work grows ever greater each year. The workplace takes up the vast majority of an employee’s life, and this previously accepted tradition of work not being fun or even tolerable has been rejected. In addition, the idea that an employee’s career is for them to manage may be true, but management can make that a great deal more exciting and productive if the pathways to success are clear and available.Assessment Introduction ScenarioYou are an HR professional at a large teaching hospital with responsibility for the areas of employee talent development and employee experience (sometimes called employee perspective). The hospital’s mission is to integrate a broad spectrum of clinical care, teaching, and research, with special emphasis on the health of children and their families, for two states on the east coast of the United States.Recently, you have observed high rates of turnover across a number of occupations. Licensed practical nurses, radiologist technicians, surgical technicians, pharmacy technicians, medical assistants, laboratory technicians, and dietitian assistants are at the top of the list of people your hospital cannot keep. You have been conducting exit interviews and talking to current employees

    about what the areas of concern are that could be influencing the high rate of turnover.As it turns out, another hospital in the area that has been aggressively recruiting new employees. The hospital is associated with a medical school and an external physician assistance program. They are using a completely new employee experience approach that includes:•Advancement opportunities through joint university and technical certification programs.•Cross-field rotations.•Tuition assistance.•Scholarship programs for entry into the physician assistant program. •Work time for physical fitness.•Co-located complimentary daycare for second and third shift staff. •A gourmet cafeteria. These benefits are part of what the private hospital calls a comprehensive work-life career-investment program for employees. Your institution has a legacy cafeteria and nothing that mirrors the other hospital’s employee experience program. Additionally, recent engagement surveys indicate that employees are not getting the career guidance from team leaders and supervisors that they think they should. Several surveys of employees found that they felt they are not valued or considered part of the organization and that “only doctors and RNs really mattered.”Your ChallengeThis assessment examines how to assess the effectiveness of employee talent development and employee experience (employee perspective). Consider the challenging conditions that you would face in the situation presented. •What would your next step be in confronting the HR challenge faced by the hospital from a competitive standpoint? Should you present the differences between your hospital and its competitor’s programs to your supervisors or even the hospital director? If yes, why, and how would you go about that? If not, what would your rationale be for your decision?•What research would you do? Making the type of changes that the other hospital made is a major effort in cost and from an organizational culture and employee-valuing perspective.•What challenges might you face from your own HR director? From medical staff leaders and others? The cost of current turnover is coming close to 15% of yearly salary for some positions, and the loss of institutional knowledge is affecting treatment quality, according to a panel of physicians and nursing staff.

    •What new and different programs might be introduced into the organization to improve the employee experience considering the scope of challenges that were discussed in the introduction?Your job in this assessment is to use the guidance from above to prepare a report for your supervisors on how you plan to approach the employee talent development and employee experience (employee perspective) problems with viable recommendations for solutions. Please provide at least six academic, scholarly, or professional resources from the Capella University Library.Assessment Instructions Prepare a 3–4-page report that states your recommended course of action. Along with your recommendation, include the following:•Analyze, from a competitive standpoint, how proposed recommendations address the HR challenge faced by the hospital.oWhat is the scope of the differences between your hospital and its competitor?oWhat would it take to emulate the competitor’s programs?•Describe key factors considered to support the major effort and cost it would take to enact changes in organizational culture, which could be embraced by employees.oWhat challenges would be faced by trying to emulate the competitor’s programs?oWhat would the risks be by not addressing the differences between your hospital and its competitor?•Explain how to mitigate cost of current turnover and the loss of institutional knowledge that is affecting treatment quality.oWhat is causing the turnover?oWhat actions can you take to address the issue?•Describe programs you would introduce to improve the employee experience.oWhat are the different parts of your programs?oWhat are they intended to do?Review the HR Challenge: The Employee Experience – Pathways to Employee Success and Retention Scoring Guide to see the criteria by which your assessment will be evaluated. Before submitting your assessment for evaluation, review your draft inSafeAssign to check your use of source material.Submission RequirementsThe deliverable for this assessment applies professional skills in Human Resources Management (HRM) to workplace situations which you will likely encounter in your day-to -day work in HRM. As part of your learning, we focus on

    the development of effective professional communication skills for the workplace. Your assessment should meet the following additional requirements:•Length: Your plan should be 3–4 typed, double-spaced pages, not including the cover and resources pages.oThe first page should be a cover sheet with your name, the course number, assessment title, and date. No other information is required on this page.oThe last page should be the reference list.•Organization:Make sure that your assessment writing is well-organized, using headings and subheadings to organize content for the reader.•Font and font size: Times New Roman, 12-point font.•Resources: Use a minimum of six references from academic, scholarly, or professional publications.•Evidence: Support your assertions with data and in -text citations. •APA formatting: Resources and in-text citations are formatted according to currentAPA Style and Format guidelines.•Written communication:oSupport main points and recommendations with relevant and credible evidence.oAddress the appropriate audience, using familiar, discipline-specific language and terminology.oUse spell-check and other tools to ensure correct spelling and grammar.Note: Your instructor may also use the Writing Feedback Tool to provide feedback on your writing. In the tool, click the linked resources for helpful writing information.ePortfolioYou should consider adding this assessment to your personal ePortfolio. This assessment demonstrates your ability to analyze employee talent development, employee success, retention and the employee experience. This skill is necessary in a professional setting when you are trying to make strategic recommendations. You will want to organize your assessments to easily support future reflection and completion of your HRM capstone project as well as for showcasing your knowledge with employers after graduation. For more information on ePortfolio, visit the Campus ePortfolio page.Competencies Measured By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies:

    •Competency 1: Develop strategic recruiting approaches and selection methods to support an organization’s talent goals.oAnalyze, from a competitive standpoint, how proposed recommendations address the HR challenge faced by the hospital.oDescribe key factors considered to support the major effort and cost it would take to enact changes in organizational culture, which could be embraced by employees.•Competency 2: Apply talent mobility practices for an organization.oDescribe programs you would introduce to improve the employee experience.•Competency 3: Examine approaches to workforce planning to determine present and future talent needs.oExplain how to mitigate cost of current turnover and the loss of institutional knowledge that is affecting treatment quality.•Competency 5: Communicate clearly, accurately, and professionally for the HR field.oSupport main points and recommendations with relevant and credible evidence.oAddress the appropriate audience, using familiar, discipline-specific language and terminology.

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  • B123 Quiz and Answers

    $20.00

    Question 1: (25 marks) (word count: 500 words)

     

    Imagine you are starting a new company in any business field, construct a vision and mission statement and apply a STEEP analysis of the new company.

     

    Question 2: (25 marks) (word count: 500 words)

    In the process of understanding customer behavior, give real examples of “Dimensions of decision making” (10 marks). Also, apply the SMART framework to any business objective of your choice (15 marks).

    Question 3: (25 marks) (word count: 300 words)

    • A company is producing a product for selling price of $1000, while incurs the following costs:

    Rent: $300, material delivery cost $150, raw material $250, loan interest expense 600, insurance $900, salaries $1200, manufacturing electricity $200, advertising 3000

    Calculate the break-even in unites. Show your calculations. (13 marks)

     

    • Choose a product or service and identify Features of the three levels: Core product / service, Actual product / service and Augmented product / service (12 marks)

     

     

    Question 4: (25 marks) (word count: 500 words)

    Choose a company and describe their recruitment, selection and interview process. (15 marks)

    Also, explain how the chosen company monitor and evaluate process and staff. (10 marks)

     

                                                                                                                                                                      End of Assessment

     

     

     

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  • Financing and Capital Structure

    $15.00

     

    PART 1

    • Ross, S. A., Westerfield, R. W., Jaffe, J. F., & Jordan, B. D. (2018). Corporate finance: Core principles and applications (5th ed.). New York, NY: McGraw-Hill.
      • The following two chapters deal with the capital structure of a firm, that is, how a firm will finance itself, via debt or equity. These chapters examine the features, benefits, and negatives of financing through both financing types.
        • Chapter 14, “Capital Structure: Basic Concepts,” pages 423–450.
        • Chapter 15, “Capital Structure: Limits to the Use of Debt,” pages 451–479.

    Among the two primary financing types of debt and equity, debt has features that are attractive to corporations. Since bonds are safer to investors than stock, the required rate of return to investors is lower on bonds or debt; hence, the cost to the issuing corporation is lower. Additionally, debt interest is tax deductible to the corporation, while stock dividends are not—this makes the cost of debt even cheaper than stock. However, there are risks to the issuing corporation associated with bonds, which are not present with stock financing. These include risks of financial distress, which could lead to bankruptcy.

    By learning from companies that have experienced financing mistakes, you can assess the risks and benefits of each type of financing. Prepare a post that addresses the following:

    • Explain why debt financing is the cheapest form of financing but also the most dangerous form of financing.
    • Research a company that went bankrupt because of this and explain how and why as it is related to financing.

     

    PART 2

    • Pysh, P. (2012). What is financial risk [Video] | Transcript. Retrieved from https://www.youtube.com/watch?v=-4mXnFK0ecM
    • Ross, S. A., Westerfield, R. W., Jaffe, J. F., & Jordan, B. D. (2018). Corporate finance: Core principles and applications (5th ed.). New York, NY: McGraw-Hill.
      • The following two chapters deal with the capital structure of a firm, that is, how a firm will finance itself, via debt or equity. These chapters examine the features, benefits, and negatives of financing through both financing types.
      • View the first 15 minutes of the video.

    This week you completed an interactive exercise on computing WACC. In doing so, you saw the fluctuation of WACC by employing varying amounts of debt and equity financing components.

    It is important for you to understand the cost of capital and what factors impact the level of costs because firms that can lower costs of capital typically have a better array of investing options and with that more opportunities to increase company value. As a result, all firms should strive to combine their financing mix to the point where the overall WACC is at its lowest point. This way, the lowest cost of financing will allow for a greater variety of investment projects to invest in.

    For this discussion, make sure you have completed the Calculating WACC interactive exercise in this unit’s study. Based on your experience with the exercise and the materials for this week, indicate why companies have their own individualized capital structure and resulting WACC. How does WACC and capital structure affect the attractiveness of the firms to investors?

     

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  • HR Challenge: Job Analysis and Competency Modeling

    $5.00

    HR Challenge: Job Analysis and Competency Modeling Prepare a 1-2 -page job description and competency model that follows a specified example. You will use O*Net Online to select the job.Job analysis, job competencies, and job descriptions form critical elements of employee recruiting, selection, and organizational staffing. We must understand the job, know its nature, and describe its competencies before we can announce the position and attract quality applicants. To get to this point, the HR professional must have the skill to conduct research, including employee and supervisor interviews. These interviews will contain valuable real-life information that will describe the job to be advertised and filled. For this assessment, you will be developing a position description.Assessment IntroductionScenarioJob analysis, job competencies, and job descriptions form critical elements of employee recruiting, selection, and organizational staffing. We must understand the job, know its nature, and describe its competencies before we can announce the position and attract quality applicants. To get to this point, the HR professional must have the skills to conduct research, including employee and supervisor interviews. These interviews will contain valuable real-life information that will describe the job to be advertised and filled. For this assessment, you will be developing a position description.Your ChallengeUseO*Net Online to develop a job description and competencies forany job of your choosing. The job should have five to seven competencies. Your job description and competency model should follow this example of a medical job description for a Physician Assistant:Serves in the Occupational Medicine Program (OMP), Occupational and Environmental Medicine (OEM), and other Occupational Health (OH) services and related matters.Advises on OH program development, management, administration, and evaluation. Formulates OH service policies and objectives as required. Advises on program requirements and procedures. Establishes criteria for OH program evaluations and assessments. Advises on the development, interpretation, and application of occupational health standards. Provides technical assistance on health conservation requirements, OH practices, and delivery of OH services that affect worker health as needed. Participates in epidemiological investigation of disease, illness, or accidents of particular importance to the OH program as required.Plans, coordinates, and conducts OH program consultation reviews, visits, and special studies. Evaluate the effectiveness of OH programs. Analyzes and interprets data on OH programs. Resolve complex OH problems to improve OH clinical services, health education, and wellness. Researches trends and patterns. Reports on findings and conclusions, with recommendations as needed.Reviews state and federal regulations on occupational health for organizational impact, recommending changes as needed. Develops new OH program evaluation methods and criteria. Develops standard procedures, model administrative documents, and informational material relating to the development

    and management of installation OH programs. Develops innovative and unique methods of problem solving and evaluation.ReferenceDepartment of the Army (n.d.)Army position description: Physician’s assistant. Retrieved from: https://acpol2.army.mil/fasclass/search_fs/search_fs_output.asp?fcp=zutpk3eFRtaToL2jorlGuam0buidbYGWmalTiGC7hLBmYn%2BYmKc%3DAssessment InstructionsPrepare a 1–2-page job description and competency model that follows the example given. UseO*Net Online to select the job you will describe, and include the following:•Provide a description that includes knowledge of the content information and expertise associated with the work.oAnalyze what someone in this job would need to know and be able to do. oWould they need to have special skills, training, licenses, or degrees?•Define tasks and technology skills that are aligned to the context of the environment in which the work is done.oDoes the description include details on what the main tasks and skills are?oHow does the work environment impact the work?•Create descriptions of work activities that match the context of the work.oAre the job elements described?oAre they consistent with job framework, setting, or expectations?•Develop a description of work that displays a clear connection to measurable elements of performance.oHow are things connected and do they make sense?oWould a potential job applicant be able to read the description and understand the job expectations?Review the HR Challenge: HR Challenge: Job Analysis and Competency Modeling Scoring Guide to see the criteria by which your assessment will be evaluated. Before submitting your assessment for evaluation, review your draft in SafeAssign to check your use of source material. Submission RequirementsThe deliverable for this assessment applies professional skills in Human Resources Management (HRM) to workplace situations which you will likely encounter in your day-to-day work in HRM. As part of your learning, we focus on the development of effective professional communication skills for the workplace. Your assessment should meet the following additional requirements:

    •Length: Your plan should be 1–2 typed, double-spaced pages, not including the cover and resources pages. oThe first page should be a cover sheet with your name, the course number, assessment title, and date. No other information is required on this page.oThe last page should be the reference list.•Organization: Make sure that your assessment writing is well-organized, using headings and subheadings to organize content for the reader.•Font and font size: Times New Roman, 12-point font.•Resources: Use 1–2 references from trade publications or other relevant sources. •Evidence: Support your assertions with data and in-text citations.•APA formatting: Resources and in-text citations are formatted according to current APA Style and Format guidelines.•Written communication:oSupport main points and recommendations with relevant and credible evidence. oAddress the appropriate audience, using familiar, discipline-specific language and terminology.oUse spell-check and other tools to ensure correct spelling and grammar.Note: Your instructor may also use theWriting Feedback Tool to provide feedback on your writing. In the tool, click the linked resources for helpful writing informationePortfolioYou should consider adding this assessment to your personal ePortfolio. This assessment demonstrates your ability to prepare a job description and competency model for measuring performance. This skill is necessary in a professional setting when you are trying to make strategic recommendations. You will want to organize your assessments to easily support future reflection and completion of your HRM capstone project as well as for showcasing your knowledge with employers after graduation. For more information on ePortfolio, visit the CampusePortfolio page.Competencies MeasuredBy successfully completing this assessment, you will demonstrate your proficiency in the following course competencies:•Competency 1: Develop strategic recruiting approaches and selection methods to support an organization’s talent goals.oProvide a description that includes knowledge of the content information and expertise associated with the work.

    oDefine tasks and technology skills that are aligned to the context of the environment in which the work is done.oCreate descriptions of work activities that match the context of the work.•Competency 4: Evaluate performance management systems to align with organizational needs.oDevelop a description of work that displays a clear connection to measurable elements of performance.•Competency 5: Communicate clearly, accurately, and professionally for the HR field.oSupport main points and recommendations with relevant and credible evidence. oAddress the appropriate audience, using familiar, discipline-specific language and terminology.

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  • Scope of an investment bank

    $15.00

    Instructions : For this assignment, assume the role of a middle manager at a commercial bank. Compose a memo to the C-suite of the bank that details the scope of an investment bank. Identify commercial banks that own investment banks. Capture the various services investment banks provide and how commercial banks work with investment banks. Explore SEC 10-K filings to analyze reporting statements to identify revenue generators for the banks. Finally, develop a conclusion of how the C-Suite can better utilize investment banking.

    As a standard business document, a memo does not follow APA formatting guidelines for papers. However, you must cite and reference any resources you use according to APA style.

    The standard format for a memo is:

    Memorandum

    TO:

    FROM:

    DATE:

    SUBJECT:

    Text of the memorandum written in prose, with a clear focus and point. If action is needed by the recipients, be sure to include a clear call to action.

    Be sure to include the following in your memo:

    Provide a strong overview of investment banks and the role played in the global economy.
    Include one or two examples of why and how commercial banks work with investment banks.
    Recommend a clear strategy for C-suite leadership to better utilize investment banks.
    Length: 2 to 3-page Memo, not including title and reference pages

    References: Include a minimum of 3 scholarly resources.

    The completed assignment should address all the assignment requirements, exhibit evidence of concept knowledge, and demonstrate thoughtful consideration of the content presented in the course. The writing should integrate scholarly resources, reflect academic expectations and current APA standards

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  • Efficient Market Hypothesis Versus Behavioral Finance Models

    $15.00

    Part A – Efficient Market Hypothesis Versus Behavioral Finance Models

    These resources will help you to complete this discussion:

    * Klontz, B. T., & Horwitz, E. J. (2017). Behavioral finance 2.0: Financial psychology. Journal of Financial Planning, 30(5), 28–29.

    * Ross, S. A., Westerfield, R. W., Jaffe, J. F., & Jordan, B. D. (2018). Corporate finance: Core principles and applications (5th ed.). New York, NY: McGraw-Hill.

    * Chapter 13, “Efficient Capital Markets and Behavioral Challenges,” pages 390–422. This chapter contrasts two of the primary theories of investing: the efficient market hypothesis (EMH) and the behavioral finance view. They are primarily mutually exclusive concepts and color investors’ view of how much they can impact investment returns.

    * YaleCourses. (2012). Behavioral finance and the role of psychology [Video] | Transcript. Retrieved from https://www.youtube.com/watch?v=chSHqogx2CI

    There are two primary theories of investing: the efficient market hypothesis (EMH) and the behavioral finance view. They are primarily mutually exclusive concepts and color investors’ views of how much they can impact investment returns.

    The EMH indicates that all past, present, and anticipated information is already factored in the prices of stock. Hence, it is very difficult to outperform the market. Thus, it would be prudent to just invest in market indexes such as the S&P 500 index. Warren Buffett’s mentor, famed financial pioneer Benjamin Graham, introduced the concept of the erratic Mr. Market, which is the stock market. Mr. Market is always there to buy and sell, but his prices are not necessary instructive or reflect real values. Behavioral finance models indicate that Mr. Market is unstable; thus, the markets can get too enthusiastic and bubbles can occur on the upside.

    On the downside, Mr. Market can overreact to bad news, which can result in market crashes. If investors can stay unemotional, they could take advantage of Mr. Market and buy during depressed times and sell during inflated times.

    These concepts are not only important in corporate finance with institutional investors but in personal finance for individual investors. There is compelling empirical evidence on both sides of the argument, and it will be wise to see both sides of the coin.

    After reading about the two schools of thought, which do you personally believe in: the EMH or behavioral finance? Explain why, and give examples to justify your response.

     

    Costs of Financing

    These resources will help you to complete this discussion:

    * Ross, S. A., Westerfield, R. W., Jaffe, J. F., & Jordan, B. D. (2018). Corporate finance: Core principles and applications (5th ed.). New York, NY: McGraw-Hill.

    * Chapter 12, “Risk, Cost of Capital, and Valuation,” pages 357–389. This chapter deals with one of the most well known financial concepts: the cost of capital, or how to figure the threshold rate for investment projects.

    * Edspira. (n.d.). Weighted average cost of capital (WACC) [Video] | Transcript. Retrieved from https://youtu.be/46oLXwClvkw

    * Beers, B. (2018, February 9). How is debt “a relatively cheaper form of finance than equity”? Retrieved from https://www.investopedia.com/ask/answers/05/debtcheaperthanequity.asp

    Not all financing is created equal. Some types are cheaper than others and some are riskier than others for the issuing company. This is an issue for all businesses, large and small. All businesses are striving to come up with a combination of financing that is not only safe for them but low in cost. The primary types of financing are debt/bonds, preferred stock, new common stock, and internal common stock (retained earnings). Firms will have a combination of these financing options and, as a result, will have a weighted average of their various types of cost of capital.

    It is important for you to understand the cost of capital and what factors impact the level of costs. Firms that can lower costs of capital typically have a better array of investing options and with that more opportunities to increase company value.

    For this discussion, prepare a post that considers these points:

    * How is risk incorporated to determine the weighted average cost of capital (WACC) for a company?

    * Which of the cost components that go into WACC is the most expensive form of financing to a firm, and which is the cheapest? Explain why, and indicate ways companies can lower their WACC.

     

     

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  • Is it Risk or Is it Superinvestor

    $20.00

    * Is it Risk or Is it Superinvestor?

    These resources will help you to complete this discussion:

    * Buffett, W. (1984, May 17). The superinvestors of Graham-and-Doddsville. Retrieved from https://www8.gsb.columbia.edu/articles/columbia-business/superinvestors

    * How Warren Buffett thinks about risk [Blog post]. (2016, March 9). Newstex Global Business Blogs.

    * Ross, S. A., Westerfield, R. W., Jaffe, J. F., & Jordan, B. D. (2018). Corporate finance: Core principles and applications (5th ed.). New York, NY: McGraw-Hill.

    * These chapters advance the concept of risk by relating it to return. The concepts of risk and return are directly correlated. They affect investment and capital project selection and are incorporated in corporation and investment value.

    * Chapter 10, “Risk and Return: Lessons from Market History,” pages 287–315.

    * Chapter 11, “Return and Risk: The Capital Asset Pricing Model (CAPM),” pages 316–355.

    * Risk management is used by all investors and corporations. This discussion will help you understand how world-class investors manage risk. These risk management concepts will be employed in the Unit 10 assignment, Financial Engineering to Enhance Shareholder Value. To gain a full understanding of the impact of risk on the success or failure of capital projects, you should strive to see the different views of risk and that all should be considered.

    Warren Buffett is the most successful investor in our lifetime, and he employs capital budgeting tools and risk assessments before he decides to invest. After reading the two articles on Buffett, how would you assume Warren Buffett employs capital budgeting and risk management in selecting which companies to buy? How do his ideas on risk differ from academic metrics and concepts of risk? Which are more reasonable? Why is the academic definition of risk different from the definition of risk by “superinvestors” like Buffett, Munger, and Graham?

    Response Guidelines

    Read the posts submitted by your fellow learners, and prepare a response to at least two other learners. You may use these ideas to craft substantive response posts:

    * Raise additional points not considered, and explain the relevance.

    * Identify gaps you noticed in the logic or argument.

    * Suggest other ways of thinking about or uses for the ideas or information.

    * Connect ideas to your own experiences and observations to elaborate on the main ideas.

    * Come up with your own way to “dig deeper” into the posts.

    * Whether in academia or in a professional setting, you should strive to support your thoughts and ideas with current research and cite your sources using APA style.

    Learning Components

    This activity will help you achieve the following learning components:

    * Examine multiple potential strategies and the impacts on the financials of the firm.

    * Apply ratio analysis to proposed recommendations.

    * Provide a report that is a concise examination of the potential strategies with a rigorous justification.

    * Select a firm and examine the various strategies to employ cash; make a recommendation to potentially increase shareholder value; justify the recommendation based on revised financial ratio analysis and research that illustrates similar situations.

    * Resources

    * Discussion Participation Scoring Guide.

    * Toggle Drawer

    * [u07d2] Unit 7 Discussion 2

    * To Diversify or Not Diversify

    There are many types of risk: market risk, business risk, financial risk, interest rate risk, reinvestment risk, and unsystematic risk. Some can be eliminated, some can be reduced, and some have to be tolerated. Companies and investors seek to reduce risk and eliminate risk, so when they have to tolerate risk they can be aware of the risks and monitor them.

    You should not only be aware of risk but know how to mute its effects. This discussion allows you to identify risks and see what can be done to mute them.

    Diversification is a known portfolio risk reduction technique. Some big investors use this technique and some do not believe in diversification.

    For this discussion, suppose you are a financial advisor who desires to reduce portfolio risk for your client. Prepare a brief memo to your client that advises him or her on the action you believe would reduce the risk; in other words, should your client diversify or not diversify?

    In your memo, indicate the option you want your client to take, and then explain why this option is the best one. Make sure you support your reasons with examples, readings, and other relevant information.

    Lastly, it is important to assess your own risk. When you think about your career portfolio, what is the level of risk in:

    * Your career vision – Can you articulate your desired career goal/outcome/going?

    * Your resume – Is it up to date, well written, and customized to your target role?

    * Your LinkedIn profile – Is it complete, up-to-date? Are you engaging with others on LinkedIn?

    * Your interview skills – Are you prepared to showcase your knowledge, skills, and abilities for your next job or communicating within your existing role to advance your career?

    * Your network – Who are you connected with who will help you get to the next job you want, inside and/or outside your existing organization?

    *

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