reply to discussion post below-wk4hmls chris

Risk is one of the top issues I like discussing. A term which is frequently used is “acceptable risk.” Just like with the topic, this phrase can present with several definitions and applications. For this discussion, I am using the term with the intention of how a community views acceptable risk. A component within the public safety arena is providing services for fire/rescue response. Volunteer fire departments account for approximately three-quarters of these organizations. On a national level, the volunteer or paid-on-call departments are becoming a fragile system with many of them struggling to deliver expected services. Increased call volume, training, specialized services provided, and cost of living have contributed to a lack of participation from local individuals to fill these volunteer spots. Leaving public safety administrators with initiating creative ways to recruit and retain membership. The bottom line comes down to the community deciding what risk they feel is acceptable. For an effective decision to be made the people must be informed on what is at risk. Leaders in the community must understand what is at stake and articulate these concerns to the community. If taxes need to be raised to create paid services, then the voters must understand what is on the table. Public officials must employ a thorough, accurate, and understandable marketing plan before the polls open. Unfortunately, there is sometimes a lack of truthful data when it comes to trying to fix the problem.

A large county next to ours is currently facing this issue. The fire protection is provided through a mixture of volunteer departments and for-profit subscription services. A study was released by the University of Tennessee County Technical Advisory Service on the benefits of consolidating all departments under one leadership and funding through taxes. This would have provided a positive impact on delivering emergency services. Instead, the county leadership released a partial set of statistics and stated the current system wasn’t broken. Therefore, the government didn’t need to take it over. Once the mayor went on record with that statement, the plan to consolidate was killed. The communities involved were never told the risk of the current system or the benefit of having paid fire protection services. Therefore, the local government determined what was an acceptable risk without citizen involvement.

LB discussion replies

Please reply to all parts with 150 words a piece.

Part 1

The two most important things I learned in this class focus on the flip side of leadership and management – followership. Most people think that being a leader or manager is the place they want to be. Most of us end up being followers of one type or another regardless of where we sit in the organization’s food chain or hierarchy. There are very few seats for people at the top of most organizational structures. The organizational view looks different when you are a follower looking up at those more senior to you and around at your peer group. Often people are a hybrid worker, for example, a mid-level manager with their own followers as well as occupying a follower role relative to their own boss.

First important learning point: Followers often get the short end of the stick in the leader-follower model and are viewed as the less important part of the equation. As I discovered in my research paper investigations, followers in organizations also get the short end of the stick when it comes to the number of research studies looking at followership rather than leadership. In contrast, Bufalino (2018a) views leaders and followers as co-producers of leadership in an organization. Two recent follower roles I have occupied are as a project manager with my project team and as a part-time nonprofit volunteer worker in my local women’s club.

Second important learning point: Organizational leadership, organizational followership, and organizational success are linked and interdependent variables in all organizations. I believe that organizational success requires active participation from both the leaders and the followers in order to happen. My favorite quote from my research paper work came from Alwazzan (2017) who stated “leadership does not occur if followership does not follow” (p. 560). Followers should not be viewed as the less important part of the leadership equation. They are an essential component and we need to recognize that, adjusting our leadership and followership styles accordingly in our own workplace.

As an independent consultant, being able to fit in and thrive in an organization is essential. My projects require a project manager who can “go with the flow” when it comes to organizational structure and politics in order to get things done. The leader-follower view with equal emphasis on the followers strengthens my ability to get things done by making me look at and learn the organization more spherically versus just looking higher in the food chain. I am looking forward to seeing how this new perspective changes my approach on my next client engagement. My guess is there are many stakeholders in the follower category I do not value enough or even recognize. I plan to change the equation a bit the next time around.

Part 2

The most important or relevant things learned about management theory in this class include but are not limited to: The role of leaders in ensuring organizational effectiveness, learning organizations, and manager’s challenges in the organization. The leader who exercises power with honor will work from the inside out, starting with himself — the biggest mistakes a leader can make in the organization and the crucial skill for tomorrow’s leaders.

In the past, the assumption was effective leadership centered on developing skills such as business analysis, financial literacy, planning, process improvement, systems thinking, workflow management, and later learned how to improve leadership effectiveness. These skills are crucial for leaders to get results but are not adequate to involve followership. But today, leaders’ emotional traits such as creativity, empathy, humility, and intuition bring about the shift in the understanding of what makes leaders effective ((Robins, & Judge, 2017).

An organization to have the maximum achievement, new skills must replace old skills as information age will not be enough to survive and thrive in the current conceptual age. The leader’s strength should be able to demonstrate creativity, intuition, humility, and emotional intelligence to be an effective leader. The leader brings about change, which has to do with stability and getting things done in the organization and knowing that difference is central to everything effective leaders do in an organization (Freifeld, & Desmidt, 2013).

The four-step change model constructive how change comes to aware of the situation that needs to be addressed. Adopts new thinking, mindsets, beliefs, and adapt behavior to achieve the desired outcomes of the organization. The leadership is principle-centered that assist others in following enable organizational strength to achieve desired goals and objectives. I learned through the leadership model that learning about leadership starts with learning about oneself, and as being said, the instrument of leadership is self and the mastery of the person ( Sharma, 2017).

To develop a level of awareness involves one to values self, add strength. Emotional intelligence, learning new knowledge and skills, and thinking using the entire brain. However, to that effect, failure to live values is not a setback; it is a real failure.

The learning organization: Leadership as a reciprocal process in which individuals’ motives and values in the context of competition and conflict encourage the individual to realize desired goals held by leaders and followers independently and mutually in the organization (Burkett, 2017). These concepts are relevant in daily activities reference to increase the complexity and uncertainty of the organizational environment in which organizations leaning may be the only sustainable source of competitive advantage. The concept of learning organization recognizes roles for leaders in the traditional organization. The leaders are responsible for building an organization that expands strength to understand complexity, vision, and improve shared mental models for learning in the organization (Freifeld, & Desmidt, 2013).

The learning organization includes system thinking (collaborative learning culture), personal mastery, mental models, building shared vision and team learning ( Satyendra, 2014). Team learning or knowledge sharing for the entire organization come together as a team to achieve common goals by collaboration and build a shared vision of the organization. Learning organization promotes and rewards collective learning that benefits to maintain innovation and competitive better place to respond to pressures. Knowledge to link resources to individual needs, improve the quality of outputs and corporate image, and increase the pace of change in the organization (Burkett, 2017).

Leader as designer creates a common vision with shared values and purpose, determine the policies, strategies, and structures to transform new ideas into a business decision, create active learning to allow continuous improvement of the policies, procedures, and structures of the organization ( Hester, 2013). Leader as a teacher coaches’ tasks with mental models to understand the concepts of reality and restructure views that see beyond the superficial conditions and events of underlying causes of the issues. Leader as steward stress the attitudes of the leader as a vital part of a more significant thing who believe not to lead. But build a more exceptional organization and reshape the business operation of the organization (Sharma, 2017).

Inspire a shared vision that would sustain growth and competitive advantage over others and encourage individual employees to share the view of the organization. Motivate and influence the team members and individuals or group to promote the image of the organization through a commitment to achieve the desired goals.

The leader set examples for the team, group, and individual to see and follow to bring the desired goals to fulfillment. And communicate verbally and non-verbally to the side and individual, express thought and feeling as well as be a good listener. They forecast the future and attempt to take the bold step to ensure the stability and consistency to move the organization and the subordinate forward to achieve the desired goals in the organization (Sharma, 2017).

The manager engages in thinking and managing of the organization-as-person where head thinks, and the hands and an employee being hired hands. And build a collaborative organizational culture and team environment that makes the line between management and employees for close interaction. They develop organization objectives and strategies to achieve desired objectives such as strategic planning meetings, short- and long-term framework for the different section of the organization. Motivate employees to work towards the organization goals and objectives and coaching and training to increase the performance objectives of employees at all arms of the organization (Gragnon, 2012).

They inspire and motivate employees toward organization vision, develop communication with employees. And in return, employees assist the manager with a tangible concept of earning a profit to create high-quality products and services. Managers keep employees to commit to working through formal meetings, email newsletters, and official conversions that create unity in the pursuit of the organization vision (Robins, & Judge, 2017).

The managers are responsible for developing and reviewing organizational structure, improving efficiency and production, create an organization chart, reports vertical and horizontal relationships within the organization. Motivate employees through performance management, positive management thinking, and develop employees as assets. Managers are responsible for hiring and staffing, training new employees, deals with performance problems and terminations, support problem resolution, and decision-making. They are responsible for translating corporate goals into functional and individual objectives, monitor and control expenses and budgets (Robins, & Judge, 2017).

Part 3

There were many topics that were compelling and relevant to me this term in our class. Looking at organizations, managers and leaders from multiple points of view got the class off to a great start. Topics that resonated with me included the multigenerational workplace, impacts of technology on leading and managing, formal versus informal leadership, and the giving and receiving of orders at work. This is just a small subset of everything we covered during the term! Looking at essential leadership skills from multiple points of view really captured my interest.

Today’s multigenerational workplace is way more interesting and diverse than where I started working during my college internship way back when. Multiple generations and emerging technologies bring many challenges to organizations, their people and the work needing to be done. According to Kruse (2015), each generational group in an organization possesses different workplace traits when it comes to work style preferences, use of technology and communication methods. Maximizing the value of the generations and managing all generations well is where some of the classical organizational theories we looked at during the term require revisions and changes.

Spending time with the directive side of managing people offered much to think about. Effective leaders and managers need to fine tune their interpersonal skills and learn to be professional when dealing with their followers. There is an art and a science to giving orders at work and to receiving orders at work. Many times, the nature of the order depends upon the nature of the business, the task and the people involved. Looking at the manager’s role relative to their group really makes you think about how you interact with other people and if you are being effective in those interactions. Leadership traits versus leadership behavior feed into all the contemporary leadership theories we learned about across the term.

The class discussions provided an excellent venue for learning from the experiences of my fellow classmates relative to leading and managing in their career. I also enjoyed reading about different points of view relative to the weekly class readings. The give-and-take of class discussions adds a personal dimension and additional value to the class. Many times, I found that the points that stood out to me during a particular week for a particular topic were not the ones that another student focused on. This made me go back and look again to see what I had missed or skimmed over and enhanced my learning as a result.

I really enjoyed this class and I wish I had more time to spend on my research paper that has nothing to do with my dissertation trio. One thing that would have added an new dimension to the course would have been participating in a leadership or organization-focused simulation that would provide everyone in the class with the same simulated work experience to discuss and compare notes and approaches about.

Thank you, Dr. Heppard, for a wonderful class! It was fun and a bit unnerving to present my slides in this morning’s chat session. Your encouragement and feedback about my efforts was a great way to finish out the term. I hope to see you again in another class or participating in my dissertation review and approval process downstream!

Part 4

you make an excellent point about learning things in theory versus trying them out in practice. The good news s that we have acquired many more arrows to add to our quivers when it comes to managing and leading other people back at work. This will be way more effective for you than It will be for me given my consulting role in organizations. Reading about your work experiences and how you do “care and feeding” of your people made me remember and miss working in a larger and more formal organizational structure. I don’t think I will go back and do that at this point in my career, but you never know! It has been wonderful sharing this class epxerience with you and I wish you luck in your dissertation journey! Please let me know if there is anything I can help you with along the way.

Nilamber Pitamber University Executive Practical Connection


Provide a reflection of at least 500 words (or 2 pages double spaced) of how the knowledge, skills, or theories of this course have been applied, or could be applied, in a practical manner to your current work environment. If you are not currently working, share times when you have or could observe how these theories and knowledge could be applied to an employment opportunity in your field of study.


Provide a 500 word (or 2 pages double spaced) minimum reflection.

Use of proper APA formatting and citations. If supporting evidence from outside resources is used those must be properly cited.

Share a personal connection that identifies specific knowledge and theories from this course.

Demonstrate a connection to your current work environment. If you are not employed, demonstrate a connection to your desired work environment.

You should NOT, provide an overview of the assignments assigned in the course. The assignment asks that you reflect how the knowledge and skills obtained through meeting course objectives were applied or could be applied in the workplace.


BUSB301 Rasmussen Effects of The Production of Widgets in Zimbabwe Paper

Minimum 4 pages written

The CEO calls around lunch time on a Friday wanting some more information about sustainability. She would like an overview on how a sustainability program will affect stakeholders and the environment. With a Board meeting right around the corner to make a final decision on the expansion, the CEO wants to tie up the last few ends and be able to give a hard sell to the Board. The CEO has come up with a list of the following countries as possible target locations of a new plant to build widgets. Your task is to choose only one country as she will assign the other countries to department heads.


Once you have chosen your country, please answer the following questions based on your country of choice:

  • Determine the effect that building a new plant in the chosen country will have on sustainability on internal and external stakeholders.
  • Discuss the effects that the production of widgets will have on the local environment and natural resources of the chosen country.
  • Don’t forget to discuss the economic considerations of going “Green” and the cost risk benefits of doing so.

Your paper should be a minimum of 4 pages, using proper APA formatting and including at least 3 credible sources cited in your paper through in-text citations. Include an APA-formatted title page and reference page. Your paper should also be free of grammatical errors.

Suggested library databases to research these topics include Business Source Complete via EBSCO and Business via ProQuest for articles, and Safari Business eBooks and eBooks via EBSCO for eBooks.

*A note about credible sources: Credible sources are reliable, accurate, and trustworthy. These sources are written by authors respected in their fields of study. You want to identify sources where the author of the article is listed, if they’ve referenced other information, the sources should be cited so that you can check for the accuracy of and support what they have written. Wikipedia is not considered a credible source.

Lesson 04 Grour Assignment

Assignment Instructions:

In the national healthcare conversations, many terms are used interchangeably, and many times incorrectly, to describe healthcare systems and structures.

Universal Healthcare is a stated goal of many countries. There are many ways to achieve this, and two ways are through a single-payer healthcare structure, or through socialized medicine (there are other hybrid models as well). For this assignment you will be asked to clarify and articulate key systems, resulting in a coherent group paper.


  • Define Universal Healthcare – what is it? Why would a country want to achieve this? What has to happen for this to be possible? What are the pros and cons of Universal Healthcare?
  • Define single payer healthcare – what is it? How does it work? What are the pros and cons to such a system?
    • Give two examples of countries or states that have single payer systems; describe how it works in those countries, including eligibility and how it is funded
  • Define socialized medicine – what is it? How does it work? What are the pros and cons of such a system? How does it differ from a single payer healthcare system?
    • Give two examples of countries that have socialized medicine systems; describe how it works in those countries, including eligibility and how it is funded
  • What kind of healthcare system / systems do we have in the United States? What are the
    consequences of such a system?

Florida National University Nursing Maternity Case Study Discussion

Assignments, Chapter 26, Nursing Care of a Family With a High-Risk Newborn

Written Assignments

Learning Objectives

1. Make a list of nursing diagnoses and expected outcomes for the following premature newborns:

· A newborn who develops anemia of prematurity

· A newborn who is born with persistent patent ductus arteriosus

· A newborn who has periventricular hemorrhage

4, 5

2. Develop a nursing care plan for a high-risk premature infant that reflects the use of the nursing process and following QSEN competencies:

· Patient-centered care

· Teamwork and collaboration

· Evidence-based practice

· Quality improvement

· Safety

· Informatics

Share your nursing care plan with the rest of the class in a class discussion.

6, 9

Group Assignments

Learning Objective

1. Divide into six groups. Each group should choose a different one of the following classifications of newborns to discuss:

· Appropriate for gestational age (AGA)

· Large for gestational age (LGA)

· Small for gestational age (SGA)

· Low–birth-weight (LBW) infant

· Very-low-birth-weight (VLBW) infant

· Extremely-low-birth-weight (ELBW) infant

Within your group, discuss the characteristics of the babies in the category you chose and appropriate nursing interventions for the infant and family.


2. Divide into four groups to discuss the following 2020 National Health Goals pertaining to preterm birth:

· Reduce low birth weight (LBW) to an incidence of no more than 7.8% of live births and very low birth weight (VLBW) to an incidence of no more than 1.4% of live births from baselines of 8.2% and 1.5%, respectively.

· Increase the proportion of VLBW infants born at level III hospitals or subspecialty perinatal centers from a baseline of 76.1% to a target level of 83.7%.

· Reduce the rate of fetal and infant deaths during the perinatal period (28 weeks of gestation to 7 days or more after birth) to 5.9 per 1,000 live births from a baseline of 6.6 per 1,000 live births.

· Reduce the rate of deaths from sudden infant death syndrome (SIDS) to 0.5 per 1,000 live births.

Within your group, discuss how nurses can help the nation achieve these goals and design a teaching tool for parents to help meet these objectives.


Clinical Assignments

Learning Objective

1. During your clinical rotation, arrange to shadow a nurse who is caring for high-risk newborns in a NICU. Watch as the nurse makes assessments of the infants to determine whether the infant has made a safe transfer to extrauterine life. Make a checklist of these assessments to use in your future practice.


2. Interview a neonatal nurse and ask how he or she evaluates expected outcomes of nursing care of high-risk newborns to determine the effectiveness of care. With the nurse’s help, devise a list of expected outcomes that are appropriate for these newborns.


Web Assignment

Learning Objective

1. Search the Internet for the latest developments in the provision of nursing care for high-risk premature newborns. Place your findings in a report to share with the rest of the class in a class discussion.


one post and two responses

please provide APA references for both the post and response.

here is the question( the post)

Discuss common themes across the assigned journal articles relative to public health preparedness from the emergency and disaster healthcare perspective.

and here I need (the two response) to two of my classmates.

first one

This is a hot-button topic for me. I have been an Emergency Department RN for years and currently, have a leadership/clinical role in the ED.

Common Theme:

  • Overcrowding / Using the ED for primary care
    • On any given night in the ED where I work, we are holding 5-20 patients due to mental health holds, ETOH intoxication, case management/placement issues or the hospital is full or does not have enough staffed beds. Each nurse is responsible for 4-5 patients and it is luck of the draw. I have had many nights where I have a trauma alert, a septic/hypotensive/unstable ICU patient, a cardiac alert and a rowdy patient who will not stay in bed. My job in the ED is to stabilize the patient and to get to a disposition– admit, transfer or discharge. My trauma and ICU patient would be staffed at a 1 RN to 1 patient ratio or a 2:1 ratio, depending on their stability. Yet, I am responsible for all four of them, often for hours because we do not have any beds open. It can be a terribly dangerous situation, especially when the trauma patient needs continuous monitoring for condition changes and I’m titrating drips (medications that require adjustments based on the patient’s condition/response to the medications) in the ICU patient’s room. You are essentially running around like a crazy person, instructing the intoxicated person to stay put, answering call lights for “sandwiches and blankets” and a million other requests. There is a HUGE need for observational units and I’m am glad that these are now covered by Medicaid. The problem, however, is the expense of building & staff these units in comparison to the bottom line.
    • We rate our patients on an acuity score (ESI) of 1-5, with 1 being the sickest, requiring immediate life-saving intervention, 2 requiring living-saving intervention within 30 minutes etc. When we are not moving patients (ie: throughput), two things happen. (1) Sick patients wait in triage for too long. (2) ESI 3,4,5 level patients get upset that they are not receiving care. Essentially, if you are dying, we will find a bed for you. If you are sick, we will find a bed for you very quickly and start treatment up in triage. If you have a cold, need an STI check or pregnancy test, you will be waiting. Here is the catch, hospitals receive reimbursement based on HCAHPS surveys (Hospital Consumer Assessment of Healthcare Providers and Systems). The surveys are sent out to patients and the scores reflect their opinion of the care they received. If they are admitted, they get a survey based on their in-patient care (not the time spent in the emergency department). If they are discharged from the emergency department, they get a survey based on their care in the ED. SO, if they are sick enough to get admitted, they do not survey the care in the ED. If they are well enough to go home, they do get a survey about the care in the ED. Well, using my example of the types of patients a nurse might be responsible at the same time, who do you think is getting the most attention? Obviously, my time at bedside directly relates to the stability of the patient; so the people I’m spending the most time caring for are not surveying me and the people I’m spending the least time with are surveying my care. In 2020, HCAHPS is adding even more weight to the survey results in relation to ED reimbursement.

Isaac, T., A. M. Zaslavsky, P. D. Cleary, and B. E. Landon. 2010. “The Relationship Between Patients’ Perception of Care and Measures of Hospital Quality and Safety.” Health Services Research 45 (4): 1024-40.

  • Martsolf, G. R., Gibson, T. B., Benevent, R., Jiang, H. J., Stocks, C., Ehrlich, E. D., . . . Auerbach, D. I. (2016). An examination of hospital nurse staffing and patient experience with care: Differences between Cross‐Sectional and longitudinal estimates. Health Services Research, 51(6), 2221-2241. doi:10.1111/1475-6773.12462

The second answer

Emerging Issues in Public Health Response to Disasters

America has been through many disasters that have exposed vulnerabilities present in the public health facilities. The aftermath of the abominable 9/11 portrayed health care facilities as unprepared to provide laudable emergency responses; inefficient communication between health care organizations coupled with poorly coordinated response characterized was the order of the day in the wake of the havoc.

Publications touching on fine-tuning public health organizations response to emergencies have been on the rise. The publications are aimed at enlightening health care practitioners, the general public, and other stakeholders in the public health space about disasters and how to handle them better. Some of the themes present in the publications are discussed below.

Many publications advocate for emergency medicine; this is a service that facilitates specific care for patients that have suffered life threatening injuries as a result of a disaster. The service is available around the clock to all American citizens regardless of their medical insurance status. Unlike the traditional public health, emergency medicine is more concerned with critically injured individuals. However, traditional public health and emergency medicine have been thought to be complementary to each other as the two have one goal: keeping the population healthy.

The Emergence of new roles for hospital emergency departments (EDs). Traditionally EDs are meant to provide urgent medical attention to critically ill or injured patients. However, in the wake of the recent disasters, EDs have added new roles to their job description. The new roles include the provision of services to uninsured patients, monitoring of public health, taking part in disaster preparedness, and providing medical attention to dispersed communities. All the mentioned roles are meant to medical needs of the society.


Committee on the future of emergency care in the United States health system (2007) Hospital-based emergency care: At the breaking point

nutrition question

Respond to the following questions in complete sentences and paragraphs. This section should be at least 200 words.

  • What is the AMDR for fat in the diet?
  • What was your perception of dietary fat before reading this week’s resources?
  • How has your perception changed?

Below is a sample one-day menu for Mrs. Smith. Her doctor just told her she is at risk for developing heart disease since her cholesterol is a little high. The doctor has asked her to meet with a registered dietitian to learn more about heart-healthy fats to include and which unhealthy fats to avoid. She hopes to meet with a dietitian next week, but in the meantime, she needs help making these changes.

List five suggestions for Mrs. Smith’s diet. Provide only changes that address the goals with her meal planning as mentioned above. Tell her which food she should omit and with what you would replace it. You may also change portion sizes. Highlight (yellow only please) or bold the item you are changing and then write the change next to that. You may make more than five changes, but if you do, you will only receive full credit when all changes correctly match the assigned directions.

8 oz. whole milk
8 oz. orange juice
2 fried eggs (fried in butter)
2 slices sourdough toast with 1 tablespoon butter

1/2 peanut butter and jelly sandwich: 1 slice white bread, 1 tablespoon Skippy peanut butter, 1 tablespoon grape jelly

8 oz. cream of tomato soup
1 oz. potato chips
1 sandwich: 2 oz. turkey, 1 oz. salami, 2 slices white bread, 1 tablespoon mayonnaise
8 oz. grape juice

6 oz. fruited yogurt, sweetened, whole milk

5 oz. dark meat chicken, fried
1 medium baked potato with 1 tablespoon butter, 1 tablespoon sour cream, and 1 tablespoon bacon, chopped
1/2 cup cooked broccoli with 1 tablespoon butter
8 oz. cola
4 oz. whole milk

1/2 cup chocolate ice cream

easy tomorrow hellp

Click on this link and watch the video Gideon v. Wainwright. Write a paper arguing why the right to counsel, as it has been extended to all non-capital offenses in state courts, as a result of the Gideon Court ruling, is such an integral part of the American adversarial system of justice.


Your answer should include at least three full paragraphs. Margins are to be 1″ on all four sides, Times New Roman font, size 12, double spaced lines. Save documents as Rich Text Files (RTF) or word.doc files — no exceptions. Excessive grammatical and spelling errors are unacceptable, so edit and revise carefully. Use APA formattingwhen citing sources and include a reference page.

no copy right please make sure to read directions

I need an accounting expert, Case Topic: Cantel Medical Corporation (Cantel), 10 pages plus excel.

Topic: Cantel Medical Corporation (Cantel)

Case Study Instructions

A formal, in-depth case study analysis requires you to utilize the entire strategic management process. Assume you are a consulting team asked by the Cantel Medical Corporation (Cantel) to analyze its external/internal environment and make strategic recommendations. You must include exhibits to support your analysis and recommendations.

The case study must include these components:

A total of 10–12 pages

APA format )

Matrices, which must be exhibits/attachments in the appendix and not part of the body of the analysis (The Strategy Club has excellent templates/examples for exhibits and matrices:

Deliverables includes :

1.Executive Summary

2.Existing mission, objectives, and strategies

3.A new mission statement (include the number of the component in parenthesis before addressing that component)
Great mission statements address these 9 components:

Customers: Who are the firm’s customers?

Products or services: What are the firm’s major products or services?

Markets: Geographically, where does the firm compete?

Technology: Is the firm technologically current?

Concern for survival, growth, and profitability: Is the firm committed to growth and financial soundness?

Philosophy: What are the basic beliefs, values, aspirations, and ethical priorities of the firm?

Self-concept: What is the firm’s distinctive competence or major competitive advantage?

Concern for public image: Is the firm responsive to social, community, and environmental concerns?

Concern for employees: Are employees a valuable asset of the firm?

  1. Analysis of the firm’s existing business model

5.SWOT Analysis (comes from researching the firm, industry, and competitors)
It is important to know the difference between causes and effects in the SWOT analysis. Causes are important, not effects. Once the SWOT Analysis is created, each group needs to construct the SWOT Bivariate Strategy Matrix.
Deliverables for this section include:

a.SWOT Analysis

b.Internal Factor Evaluation (IFE) Matrix

c.External Factor Evaluation (EFE) Matrix

d.SWOT Bivariate Strategy Matrix

6.BCG Matrix (follow the Strategy Club’s template, not the textbook’s format)

7.Competitive forces, Competitive Profile Matrix (CPM), and competitor’s ratios
Deliverables for this section include:

a.Competitive forces analysis

b.CPM and analysis

c.Competitor’s ratios and analysis

8.Current and historical Financial Statements (Income Statement (I/S), Balance Sheet (B/S) and Statement of Cash Flows) from the 3 most current years for the firm
The financial statements must include changes (deltas) between years.

9.Ratios from the most current and available 3 years with deltas and analysis

10.Alternative strategies (giving advantages and alternatives for each)

11.Pro-Forma Financial Statements (I/S, B/S and Statement of Cash Flows) with deltas out 3 years and analysis
Each year must have 2 columns: 1 with your strategy and 1 without your strategy.

a.Include Pro-Forma ratios for the first year out with deltas contrasting from the most current year’s ratios.

12.Net Present Value analysis of proposed strategy’s new cash flow and EPS/EBIT analysis
NOTE: To construct the first cash flow (cf1) at the very minimum, the new revenue from your strategy(s) must be discounted back to the present value by calculating EBIT and that figure will be your cfn for each year. cf0 (initial cost of your strategy), cf1(discounted cash flow first year), r (opportunity cost of capital, the rate of the next best alternative use of cash/debt/equity resources).

13.Specific recommended strategy and long-term objectives
Explain why you chose the strategy and discuss how much the strategy will cost to implement and how much new revenue your strategy will create. Include your action timetable agenda for accomplishing your strategy.

14.Proposed new business model