Category: Business & Finance

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) case study **files (6)** – ## Chapter6.pptx – IMG_9998.png – IMG_9999.png – Chapter7.pptx – Chapter5.pptx – Chapter4.pptx **## Chapter6.pptx** Chapter 6 Asians and Asian Americans ©2017 Cengage Learning®. Ma…

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    Chapter 6

    Asians and Asian Americans

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Chapter Objectives

    Discuss the history of and diversity among Asians in the United States

    Explain participation rates, employment, and income levels of Asians

    Examine research on the employment-related experiences of Asians

    Compare similarities and differences among Asian Americans and between Asians and other minority groups

    6-2

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    2

    Introduction and Overview

    Introduction and overview

    6-3

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Terminology

    Asian Americans – Heterogeneous group of people having origins in the Asia Pacific region

    Southeast Asia, the Far East, or the Indian subcontinent, including Cambodia, India, Malaysia, and Pakistan

    6-4

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    4

    History of Asians in the United States

    History of Asians in the United States

    6-5

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Timeline

    1763

    Arrival of Filipino crewmen in Louisiana

    1843

    Arrival of the first Japanese immigrants

    1850s

    Arrival of Chinese immigrants

    1882

    Passage of the Chinese Exclusion Act, which barred the entry of Chinese laborers

    6-6

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    6

    Timeline (cont’d)

    1884 to 1924

    Increase in Japanese immigrants

    Worked in jobs similar to that of indentured servants of the colonial era

    1908

    The Gentleman’s Agreement limited Japanese worker immigration

    1922

    U.S. Supreme Court ruled that Asians are ineligible for naturalized citizenship

    6-7

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Relevant Legislation

    6-8

    Relevant Legislation

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Relevant Legislation

    1924 – National Origins Act imposed immigration quotas

    1942 – Executive Order 9066 authorized internment of Japanese Americans during WWII

    1988 – Civil Liberties Act authorized payments to 66,000 surviving internees

    1965 – Immigration and Nationality Act eliminated national origin quotas

    Civil Rights Movement included the involvement of Asians

    6-9

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Selected EEOC cases

    EEOC v. Presbyterian Homes

    EEOC v. MBNA-America

    EEOC v. Bally North America, Inc.

    EEOC v. Monetary Collison Frame and Auto Body, Inc.

    Chellen & EEOC v. John Pickle Co., Inc.

    6-10

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    10

    Population

    Population

    6-11

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Figure 6.1 – Ethnicity and National Origin of the Asian American Population

    6-12

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    12

    Education, Employment, and Earnings

    Education, employment, and earnings

    6-13

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Education

    More than 53% of Asians have college degrees

    Some Asians are well-educated while others are poorly educated

    6-14

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    14

    Participation, Unemployment, Occupations, and Earnings

    Asian men participate more than Asian women

    Those with higher education levels work in managerial and professional specialty jobs; those with poor language skills and low education have worse jobs.

    Earnings

    Average earnings are higher than those of Whites and other ethnic groups

    Average Asian American household income is higher than average American household income

    6-15

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Racial Microaggressions

    Intentional or unintentional daily verbal, behavioral, or environmental indignities that communicate negative or derogatory racial insults

    6-16

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Asian American Entrepreneurs

    American Asian entrepreneurs

    6-17

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Reasons for Higher Level of Entrepreneurship of Asian Americans

    Encountering the glass ceiling or discrimination in other organizations

    Limited language skills, low education, and fewer opportunities

    Presence of informal networks that increase the likelihood of starting small businesses

    6-18

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    18

    Figure 6.2 – Distribution of Asian and Pacific Islander-Owned Firms

    6-19

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Research on Experiences of Asian Americans at Work

    Research on experiences of Asian Americans at work

    6-20

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Research Evidence on Experiences of Asian Americans at Work

    Presence of positive and negative stereotypes

    Subject to access and treatment discrimination, the glass ceiling, and name-based discrimination

    Asian women earn less than men

    Often work in computer and electronic product manufacturing, retail, and healthcare industries

    Often work for family owned businesses enduring long hours, low wages, and no benefits

    6-21

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Recommendations for Individuals and Organizations

    Recommendations for individuals and organizations

    6-22

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Individual and Organizational Recommendations

    Individual recommendations

    Voice the desire to be considered for management and other promotional opportunities

    Obtain as much education as possible in preferred, rather than expected, field

    Organizational recommendations

    Do not overlook Asians in nondiscrimination policies and affirmative action programs

    Work to remove perceptual barriers and guard against perceptions of language difficulties where none exist

    6-23

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    23

    Key Term

    Racial microaggression

    6-24

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Questions to Consider

    Japanese Americans served in World War II while their family members were held in relocation centers. As discussed in Chapter 4, African Americans served in World War II but rode in the back of busses and drank from separate “colored-only” water fountains while German prisoners of war drank from “Whites-only” fountains; Latinos returning from war faced considerable hostility and violence. What ironies currently exist for people of color in the U.S. military in the present?

    6-25

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Questions to Consider (cont’d)

    Prior to reading this chapter, were you aware of the Chinese Exclusion Act and the internment of Japanese Americans? If yes, how much did you know?

    What are some potential negative individual and organizational consequences for Asian Americans being perceived as being highly successful and well-educated?

    6-26

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    26

    Questions to Consider (cont’d 1)

    Prior to reading this chapter, were you aware of the wide variety in Asians’ education, earnings, and poverty?

    If you are not Asian American, do you know someone well who is Asian American? What is your relationship to this person (e.g., personal friend, manager, classmate, or neighbor)? What are this person’s Asian roots (e.g., Japan, China, or India)?

    6-27

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    27

    Questions to Consider (cont’d 2)

    How much time have you spent with him or her?

    Have you discussed race, ethnicity, or other diversity issues? Explain.

    6-28

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    28

    ## image3.jpg

    ## image4.jpg

    ## image5.jpg

    ## image6.png

    ## image2.jpeg

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    **## Chapter6.pptx**

    Chapter 6

    Asians and Asian Americans

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Chapter Objectives

    Discuss the history of and diversity among Asians in the United States

    Explain participation rates, employment, and income levels of Asians

    Examine research on the employment-related experiences of Asians

    Compare similarities and differences among Asian Americans and between Asians and other minority groups

    6-2

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    2

    Introduction and Overview

    Introduction and overview

    6-3

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Terminology

    Asian Americans – Heterogeneous group of people having origins in the Asia Pacific region

    Southeast Asia, the Far East, or the Indian subcontinent, including Cambodia, India, Malaysia, and Pakistan

    6-4

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    4

    History of Asians in the United States

    History of Asians in the United States

    6-5

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Timeline

    1763

    Arrival of Filipino crewmen in Louisiana

    1843

    Arrival of the first Japanese immigrants

    1850s

    Arrival of Chinese immigrants

    1882

    Passage of the Chinese Exclusion Act, which barred the entry of Chinese laborers

    6-6

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    6

    Timeline (cont’d)

    1884 to 1924

    Increase in Japanese immigrants

    Worked in jobs similar to that of indentured servants of the colonial era

    1908

    The Gentleman’s Agreement limited Japanese worker immigration

    1922

    U.S. Supreme Court ruled that Asians are ineligible for naturalized citizenship

    6-7

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Relevant Legislation

    6-8

    Relevant Legislation

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Relevant Legislation

    1924 – National Origins Act imposed immigration quotas

    1942 – Executive Order 9066 authorized internment of Japanese Americans during WWII

    1988 – Civil Liberties Act authorized payments to 66,000 surviving internees

    1965 – Immigration and Nationality Act eliminated national origin quotas

    Civil Rights Movement included the involvement of Asians

    6-9

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Selected EEOC cases

    EEOC v. Presbyterian Homes

    EEOC v. MBNA-America

    EEOC v. Bally North America, Inc.

    EEOC v. Monetary Collison Frame and Auto Body, Inc.

    Chellen & EEOC v. John Pickle Co., Inc.

    6-10

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    10

    Population

    Population

    6-11

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Figure 6.1 – Ethnicity and National Origin of the Asian American Population

    6-12

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    12

    Education, Employment, and Earnings

    Education, employment, and earnings

    6-13

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Education

    More than 53% of Asians have college degrees

    Some Asians are well-educated while others are poorly educated

    6-14

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    14

    Participation, Unemployment, Occupations, and Earnings

    Asian men participate more than Asian women

    Those with higher education levels work in managerial and professional specialty jobs; those with poor language skills and low education have worse jobs.

    Earnings

    Average earnings are higher than those of Whites and other ethnic groups

    Average Asian American household income is higher than average American household income

    6-15

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Racial Microaggressions

    Intentional or unintentional daily verbal, behavioral, or environmental indignities that communicate negative or derogatory racial insults

    6-16

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Asian American Entrepreneurs

    American Asian entrepreneurs

    6-17

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Reasons for Higher Level of Entrepreneurship of Asian Americans

    Encountering the glass ceiling or discrimination in other organizations

    Limited language skills, low education, and fewer opportunities

    Presence of informal networks that increase the likelihood of starting small businesses

    6-18

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    18

    Figure 6.2 – Distribution of Asian and Pacific Islander-Owned Firms

    6-19

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Research on Experiences of Asian Americans at Work

    Research on experiences of Asian Americans at work

    6-20

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Research Evidence on Experiences of Asian Americans at Work

    Presence of positive and negative stereotypes

    Subject to access and treatment discrimination, the glass ceiling, and name-based discrimination

    Asian women earn less than men

    Often work in computer and electronic product manufacturing, retail, and healthcare industries

    Often work for family owned businesses enduring long hours, low wages, and no benefits

    6-21

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Recommendations for Individuals and Organizations

    Recommendations for individuals and organizations

    6-22

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Individual and Organizational Recommendations

    Individual recommendations

    Voice the desire to be considered for management and other promotional opportunities

    Obtain as much education as possible in preferred, rather than expected, field

    Organizational recommendations

    Do not overlook Asians in nondiscrimination policies and affirmative action programs

    Work to remove perceptual barriers and guard against perceptions of language difficulties where none exist

    6-23

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    23

    Key Term

    Racial microaggression

    6-24

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Questions to Consider

    Japanese Americans served in World War II while their family members were held in relocation centers. As discussed in Chapter 4, African Americans served in World War II but rode in the back of busses and drank from separate “colored-only” water fountains while German prisoners of war drank from “Whites-only” fountains; Latinos returning from war faced considerable hostility and violence. What ironies currently exist for people of color in the U.S. military in the present?

    6-25

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Questions to Consider (cont’d)

    Prior to reading this chapter, were you aware of the Chinese Exclusion Act and the internment of Japanese Americans? If yes, how much did you know?

    What are some potential negative individual and organizational consequences for Asian Americans being perceived as being highly successful and well-educated?

    6-26

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    26

    Questions to Consider (cont’d 1)

    Prior to reading this chapter, were you aware of the wide variety in Asians’ education, earnings, and poverty?

    If you are not Asian American, do you know someone well who is Asian American? What is your relationship to this person (e.g., personal friend, manager, classmate, or neighbor)? What are this person’s Asian roots (e.g., Japan, China, or India)?

    6-27

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    27

    Questions to Consider (cont’d 2)

    How much time have you spent with him or her?

    Have you discussed race, ethnicity, or other diversity issues? Explain.

    6-28

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    28

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    **## Chapter6.pptx**

    Chapter 6

    Asians and Asian Americans

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Chapter Objectives

    Discuss the history of and diversity among Asians in the United States

    Explain participation rates, employment, and income levels of Asians

    Examine research on the employment-related experiences of Asians

    Compare similarities and differences among Asian Americans and between Asians and other minority groups

    6-2

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    2

    Introduction and Overview

    Introduction and overview

    6-3

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Terminology

    Asian Americans – Heterogeneous group of people having origins in the Asia Pacific region

    Southeast Asia, the Far East, or the Indian subcontinent, including Cambodia, India, Malaysia, and Pakistan

    6-4

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    4

    History of Asians in the United States

    History of Asians in the United States

    6-5

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Timeline

    1763

    Arrival of Filipino crewmen in Louisiana

    1843

    Arrival of the first Japanese immigrants

    1850s

    Arrival of Chinese immigrants

    1882

    Passage of the Chinese Exclusion Act, which barred the entry of Chinese laborers

    6-6

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    6

    Timeline (cont’d)

    1884 to 1924

    Increase in Japanese immigrants

    Worked in jobs similar to that of indentured servants of the colonial era

    1908

    The Gentleman’s Agreement limited Japanese worker immigration

    1922

    U.S. Supreme Court ruled that Asians are ineligible for naturalized citizenship

    6-7

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Relevant Legislation

    6-8

    Relevant Legislation

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Relevant Legislation

    1924 – National Origins Act imposed immigration quotas

    1942 – Executive Order 9066 authorized internment of Japanese Americans during WWII

    1988 – Civil Liberties Act authorized payments to 66,000 surviving internees

    1965 – Immigration and Nationality Act eliminated national origin quotas

    Civil Rights Movement included the involvement of Asians

    6-9

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Selected EEOC cases

    EEOC v. Presbyterian Homes

    EEOC v. MBNA-America

    EEOC v. Bally North America, Inc.

    EEOC v. Monetary Collison Frame and Auto Body, Inc.

    Chellen & EEOC v. John Pickle Co., Inc.

    6-10

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    10

    Population

    Population

    6-11

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Figure 6.1 – Ethnicity and National Origin of the Asian American Population

    6-12

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    12

    Education, Employment, and Earnings

    Education, employment, and earnings

    6-13

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Education

    More than 53% of Asians have college degrees

    Some Asians are well-educated while others are poorly educated

    6-14

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    14

    Participation, Unemployment, Occupations, and Earnings

    Asian men participate more than Asian women

    Those with higher education levels work in managerial and professional specialty jobs; those with poor language skills and low education have worse jobs.

    Earnings

    Average earnings are higher than those of Whites and other ethnic groups

    Average Asian American household income is higher than average American household income

    6-15

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Racial Microaggressions

    Intentional or unintentional daily verbal, behavioral, or environmental indignities that communicate negative or derogatory racial insults

    6-16

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Asian American Entrepreneurs

    American Asian entrepreneurs

    6-17

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Reasons for Higher Level of Entrepreneurship of Asian Americans

    Encountering the glass ceiling or discrimination in other organizations

    Limited language skills, low education, and fewer opportunities

    Presence of informal networks that increase the likelihood of starting small businesses

    6-18

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    18

    Figure 6.2 – Distribution of Asian and Pacific Islander-Owned Firms

    6-19

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Research on Experiences of Asian Americans at Work

    Research on experiences of Asian Americans at work

    6-20

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Research Evidence on Experiences of Asian Americans at Work

    Presence of positive and negative stereotypes

    Subject to access and treatment discrimination, the glass ceiling, and name-based discrimination

    Asian women earn less than men

    Often work in computer and electronic product manufacturing, retail, and healthcare industries

    Often work for family owned businesses enduring long hours, low wages, and no benefits

    6-21

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Recommendations for Individuals and Organizations

    Recommendations for individuals and organizations

    6-22

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Individual and Organizational Recommendations

    Individual recommendations

    Voice the desire to be considered for management and other promotional opportunities

    Obtain as much education as possible in preferred, rather than expected, field

    Organizational recommendations

    Do not overlook Asians in nondiscrimination policies and affirmative action programs

    Work to remove perceptual barriers and guard against perceptions of language difficulties where none exist

    6-23

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    23

    Key Term

    Racial microaggression

    6-24

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Questions to Consider

    Japanese Americans served in World War II while their family members were held in relocation centers. As discussed in Chapter 4, African Americans served in World War II but rode in the back of busses and drank from separate “colored-only” water fountains while German prisoners of war drank from “Whites-only” fountains; Latinos returning from war faced considerable hostility and violence. What ironies currently exist for people of color in the U.S. military in the present?

    6-25

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    Questions to Consider (cont’d)

    Prior to reading this chapter, were you aware of the Chinese Exclusion Act and the internment of Japanese Americans? If yes, how much did you know?

    What are some potential negative individual and organizational consequences for Asian Americans being perceived as being highly successful and well-educated?

    6-26

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    26

    Questions to Consider (cont’d 1)

    Prior to reading this chapter, were you aware of the wide variety in Asians’ education, earnings, and poverty?

    If you are not Asian American, do you know someone well who is Asian American? What is your relationship to this person (e.g., personal friend, manager, classmate, or neighbor)? What are this person’s Asian roots (e.g., Japan, China, or India)?

    6-27

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    27

    Questions to Consider (cont’d 2)

    How much time have you spent with him or her?

    Have you discussed race, ethnicity, or other diversity issues? Explain.

    6-28

    ©2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

    28

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    **Chapter7.pptx**

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  • [Solved] Discussion Current event week 7 Who Is This For?

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  • [Solved] discussion post

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  • [Solved] ON TIME BUSINESS MANAGEMENT, A+ WORK, ON TIME, NO PLAGARIZING; ON TIME

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) TUTOR DISCUSSION **files (3)** – ## Week7.docx – wk7Contract_and_Aqd_are_they_fun.pdf – wk7Contract_Law_and_Inequality.pdf **## Week7.docx** **_Week 7 (no more than 300 words)_** **_SIMULATION_: HYPOTH…

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    TUTOR DISCUSSION

    **files (3)**

    – ## Week7.docx

    – wk7Contract_and_Aqd_are_they_fun.pdf
    – wk7Contract_Law_and_Inequality.pdf

    **## Week7.docx**

    **_Week 7 (no more than 300 words)_**

    **_SIMULATION_: HYPOTHETICAL FACTS FOR THIS DISCUSSION – DO NOT ADD OR ASSUME UNSTATED FACTS. COMMON LAW APPLIES.**

    **NOTE: THE NEXT DOOR NEIGHBOR WAS SITTING IN HIS YARD THE WHOLE TIME AND TOOK A VIDEO OF THE WHOLE THING, SO THE FACTS OF THIS HYPOTHETICAL CAN BE PROVED IN COURT BY AN IMPARTIAL WITNESS. DO NOT BE SIDETRACKED BY "EVIDENCE" WONDERMENTS.**

    Emerson Smith has a classic muscle car that he fixed up and has enjoyed drag racing.  He has kept it well maintained. Much as he loves the car, Emerson needs quick cash. He parks the car on his front yard, with a large sign on the windshield that says, "Cherry of a classic car, For Sale – asking $4,900. AS-IS."  He leaves to run some errands.

    While Emerson is out, Val Bailey drives by and sees the car. She is immediately enamored and stops to look at it. She is sure the car is worth more than the suggested asking price. When she knocks on the front door, there is no response; she looks around, and decides nobody is home, so she takes her business card and on the back writes, " I will pay you $5,500 cash for your classic car."  She signs her name, and dates it, including the time, and slips the card onto the windshield of the car secured under the wiper blade.

    About a half hour later, Emerson returns, waves to his neighbor; heads into his house. He does not see Val's card because he does not walk around and look at the car. A few minutes later Emerson's buddy, Roger Dix, pulls in to look at the car. Emerson sees him and comes out.

    Roger has always liked the car and has gone racing with Emerson. Roger offers Emerson $5,000 even for the car, and Emerson accepts. The two men shake hands on the deal. Emerson tells Roger, "Hey, it'll be like keeping her in the family." Emerson goes into the house to get the car title while Roger writes out a check to Emerson for $5,000.

    Emerson comes out with the title in his hand. As Roger starts to hand him the check, Val pulls in the yard. She has an envelope of $5,500 cash for the car. Emerson says to Val, "sorry, but I have just sold the car to Roger. here."

    Val objects and says she had already offered $5,500.

    When Emerson says, "No, you didn't," she marches him to the car and shows him her card.

    "There is my offer, I already left you before  — see the time on it?  You weren't home and now I have the money right here," she said.

    Emerson turns to Roger, "Sorry, she did leave this offer, so I'm going to sell it to her for more money."

    Roger objects, stating, "You just told her you already sold it to ME. And you did! We shook hands on it. You cannot back out now just because some card was floating around nobody knew about. She wasn't even here! She's a loser, too late!"

    While the three of them stand in the yard arguing, Joe Don Tootsworthy drives in. He climbs out of his Porsche, looks at the muscle car, and moseys over to the three arguing people. He asks, "Hey there, who owns that hot rod for sale?"

    "I do," says Emerson.

    "No, I do," says Roger.

    "It's MY Car," snaps Val.

    "I'll pay whichever of you, $8,000 for that car," says Joe, "but only if the engine starts."

    Emerson answers, "Of course it starts. I accept your offer."

    Roger hollers, "NO! That car is no longer for sale! I bought it! It's mine! I'm not selling it!" (Waving the check in Emerson's face.)

    Val stomps over to the muscle car, grabs the sign off it, and sits on the hood.  "It's my car. I was here before all of you and I have real money in hand." she yells, waving her envelope of cash over her head.

    Emerson says to Joe Don, "Pay no attention to them. I have the title — right here. My car. Let's start the car."

    **Questions for Discussion**

    YOU BE THE JUDGE. DECIDE WHO GETS THE CAR.

    Consider the above facts; answer and discuss the following

    · Identify the contract issues you see here.

    · Applying the common law elements of contract (see Week 6 Lesson), who gets the car, if anyone, and for how much? Explain your reasoning using the definitions and principles of contract provided in your Learning Materials and any other research you do. Apply the six (6) elements of common law contract in your response, as applied to the facts.

    · In terms of making an offer, what is the legal significance of Joe Don Tootsworthy's statement, "only if the engine starts?"

    Mohammad Rasmi Al-Umari, & Mutasim, A. A. (2024). Contract and Aqd, are they functionally different?
    _International Journal of Law and Management, 66_(1), 11-22. https://doi.org/10.1108/IJLMA-03-2023-0040

    Davis, K. E., & Pargendler, M. (2022). Contract Law and Inequality.
    _Iowa Law Review, 107_(4), 1485-1541.
    [http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fscholarly-journals%2Fcontract-law-inequality%2Fdocview%2F2672061402%2Fse-2%3Faccountid%3D8289](http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fscholarly-journals%2Fcontract-law-inequality%2Fdocview%2F2672061402%2Fse-2%3Faccountid%3D8289)

    **Six Elements of a CommonLaw Contract**

    **1. Offer**

    A clear, definite proposal made by one party (the offeror) to another (the offeree), expressing the willingness to enter into a bargain.

    · The offer must contain essential terms and show intent to be bound.

    **2. Acceptance**

    A clear, unambiguous agreement to the terms of the offer.

    · Acceptance must mirror the offer (“mirrorimage rule”) under common law.

    · It must be communicated to the offeror.

    **3. Consideration**

    Something of legal value exchanged between the parties.

    · This can be a promise, an act, or forbearance.

    · Both sides must give something; a onesided promise is not enforceable.

    **4. Mutual Assent (Meeting of the Minds)**

    Both parties must understand and agree to the essential terms of the contract.

    · Typically demonstrated through offer + acceptance.

    · Courts look for objective intent, not hidden subjective intent.

    **5. Capacity**

    The parties must have legal ability to enter into a contract.

    · Minors, mentally incapacitated individuals, and intoxicated persons may lack capacity.

    · Contracts with parties lacking capacity may be void or voidable.

    **6. Legality (Lawful Purpose)**

    The contract’s subject matter must be legal.

    · Agreements involving illegal acts, fraud, or violations of public policy are void and unenforceable.

    **wk7Contract_and_Aqd_are_they_fun.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/wk7contract-and-aqd-are-they-fun-pdf)

    **wk7Contract_Law_and_Inequality.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/wk7contract-law-and-inequality-pdf)

    **wk7Contract_Law_and_Inequality.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/wk7contract-law-and-inequality-pdf)

    **## Week7.docx**

    **_Week 7 (no more than 300 words)_**

    **_SIMULATION_: HYPOTHETICAL FACTS FOR THIS DISCUSSION – DO NOT ADD OR ASSUME UNSTATED FACTS. COMMON LAW APPLIES.**

    **NOTE: THE NEXT DOOR NEIGHBOR WAS SITTING IN HIS YARD THE WHOLE TIME AND TOOK A VIDEO OF THE WHOLE THING, SO THE FACTS OF THIS HYPOTHETICAL CAN BE PROVED IN COURT BY AN IMPARTIAL WITNESS. DO NOT BE SIDETRACKED BY "EVIDENCE" WONDERMENTS.**

    Emerson Smith has a classic muscle car that he fixed up and has enjoyed drag racing.  He has kept it well maintained. Much as he loves the car, Emerson needs quick cash. He parks the car on his front yard, with a large sign on the windshield that says, "Cherry of a classic car, For Sale – asking $4,900. AS-IS."  He leaves to run some errands.

    While Emerson is out, Val Bailey drives by and sees the car. She is immediately enamored and stops to look at it. She is sure the car is worth more than the suggested asking price. When she knocks on the front door, there is no response; she looks around, and decides nobody is home, so she takes her business card and on the back writes, " I will pay you $5,500 cash for your classic car."  She signs her name, and dates it, including the time, and slips the card onto the windshield of the car secured under the wiper blade.

    About a half hour later, Emerson returns, waves to his neighbor; heads into his house. He does not see Val's card because he does not walk around and look at the car. A few minutes later Emerson's buddy, Roger Dix, pulls in to look at the car. Emerson sees him and comes out.

    Roger has always liked the car and has gone racing with Emerson. Roger offers Emerson $5,000 even for the car, and Emerson accepts. The two men shake hands on the deal. Emerson tells Roger, "Hey, it'll be like keeping her in the family." Emerson goes into the house to get the car title while Roger writes out a check to Emerson for $5,000.

    Emerson comes out with the title in his hand. As Roger starts to hand him the check, Val pulls in the yard. She has an envelope of $5,500 cash for the car. Emerson says to Val, "sorry, but I have just sold the car to Roger. here."

    Val objects and says she had already offered $5,500.

    When Emerson says, "No, you didn't," she marches him to the car and shows him her card.

    "There is my offer, I already left you before  — see the time on it?  You weren't home and now I have the money right here," she said.

    Emerson turns to Roger, "Sorry, she did leave this offer, so I'm going to sell it to her for more money."

    Roger objects, stating, "You just told her you already sold it to ME. And you did! We shook hands on it. You cannot back out now just because some card was floating around nobody knew about. She wasn't even here! She's a loser, too late!"

    While the three of them stand in the yard arguing, Joe Don Tootsworthy drives in. He climbs out of his Porsche, looks at the muscle car, and moseys over to the three arguing people. He asks, "Hey there, who owns that hot rod for sale?"

    "I do," says Emerson.

    "No, I do," says Roger.

    "It's MY Car," snaps Val.

    "I'll pay whichever of you, $8,000 for that car," says Joe, "but only if the engine starts."

    Emerson answers, "Of course it starts. I accept your offer."

    Roger hollers, "NO! That car is no longer for sale! I bought it! It's mine! I'm not selling it!" (Waving the check in Emerson's face.)

    Val stomps over to the muscle car, grabs the sign off it, and sits on the hood.  "It's my car. I was here before all of you and I have real money in hand." she yells, waving her envelope of cash over her head.

    Emerson says to Joe Don, "Pay no attention to them. I have the title — right here. My car. Let's start the car."

    **Questions for Discussion**

    YOU BE THE JUDGE. DECIDE WHO GETS THE CAR.

    Consider the above facts; answer and discuss the following

    · Identify the contract issues you see here.

    · Applying the common law elements of contract (see Week 6 Lesson), who gets the car, if anyone, and for how much? Explain your reasoning using the definitions and principles of contract provided in your Learning Materials and any other research you do. Apply the six (6) elements of common law contract in your response, as applied to the facts.

    · In terms of making an offer, what is the legal significance of Joe Don Tootsworthy's statement, "only if the engine starts?"

    Mohammad Rasmi Al-Umari, & Mutasim, A. A. (2024). Contract and Aqd, are they functionally different?
    _International Journal of Law and Management, 66_(1), 11-22. https://doi.org/10.1108/IJLMA-03-2023-0040

    Davis, K. E., & Pargendler, M. (2022). Contract Law and Inequality.
    _Iowa Law Review, 107_(4), 1485-1541.
    [http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fscholarly-journals%2Fcontract-law-inequality%2Fdocview%2F2672061402%2Fse-2%3Faccountid%3D8289](http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fscholarly-journals%2Fcontract-law-inequality%2Fdocview%2F2672061402%2Fse-2%3Faccountid%3D8289)

    **Six Elements of a CommonLaw Contract**

    **1. Offer**

    A clear, definite proposal made by one party (the offeror) to another (the offeree), expressing the willingness to enter into a bargain.

    · The offer must contain essential terms and show intent to be bound.

    **2. Acceptance**

    A clear, unambiguous agreement to the terms of the offer.

    · Acceptance must mirror the offer (“mirrorimage rule”) under common law.

    · It must be communicated to the offeror.

    **3. Consideration**

    Something of legal value exchanged between the parties.

    · This can be a promise, an act, or forbearance.

    · Both sides must give something; a onesided promise is not enforceable.

    **4. Mutual Assent (Meeting of the Minds)**

    Both parties must understand and agree to the essential terms of the contract.

    · Typically demonstrated through offer + acceptance.

    · Courts look for objective intent, not hidden subjective intent.

    **5. Capacity**

    The parties must have legal ability to enter into a contract.

    · Minors, mentally incapacitated individuals, and intoxicated persons may lack capacity.

    · Contracts with parties lacking capacity may be void or voidable.

    **6. Legality (Lawful Purpose)**

    The contract’s subject matter must be legal.

    · Agreements involving illegal acts, fraud, or violations of public policy are void and unenforceable.

    **wk7Contract_and_Aqd_are_they_fun.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/wk7contract-and-aqd-are-they-fun-pdf)

    **wk7Contract_Law_and_Inequality.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/wk7contract-law-and-inequality-pdf)

    **## Week7.docx**

    **_Week 7 (no more than 300 words)_**

    **_SIMULATION_: HYPOTHETICAL FACTS FOR THIS DISCUSSION – DO NOT ADD OR ASSUME UNSTATED FACTS. COMMON LAW APPLIES.**

    **NOTE: THE NEXT DOOR NEIGHBOR WAS SITTING IN HIS YARD THE WHOLE TIME AND TOOK A VIDEO OF THE WHOLE THING, SO THE FACTS OF THIS HYPOTHETICAL CAN BE PROVED IN COURT BY AN IMPARTIAL WITNESS. DO NOT BE SIDETRACKED BY "EVIDENCE" WONDERMENTS.**

    Emerson Smith has a classic muscle car that he fixed up and has enjoyed drag racing.  He has kept it well maintained. Much as he loves the car, Emerson needs quick cash. He parks the car on his front yard, with a large sign on the windshield that says, "Cherry of a classic car, For Sale – asking $4,900. AS-IS."  He leaves to run some errands.

    While Emerson is out, Val Bailey drives by and sees the car. She is immediately enamored and stops to look at it. She is sure the car is worth more than the suggested asking price. When she knocks on the front door, there is no response; she looks around, and decides nobody is home, so she takes her business card and on the back writes, " I will pay you $5,500 cash for your classic car."  She signs her name, and dates it, including the time, and slips the card onto the windshield of the car secured under the wiper blade.

    About a half hour later, Emerson returns, waves to his neighbor; heads into his house. He does not see Val's card because he does not walk around and look at the car. A few minutes later Emerson's buddy, Roger Dix, pulls in to look at the car. Emerson sees him and comes out.

    Roger has always liked the car and has gone racing with Emerson. Roger offers Emerson $5,000 even for the car, and Emerson accepts. The two men shake hands on the deal. Emerson tells Roger, "Hey, it'll be like keeping her in the family." Emerson goes into the house to get the car title while Roger writes out a check to Emerson for $5,000.

    Emerson comes out with the title in his hand. As Roger starts to hand him the check, Val pulls in the yard. She has an envelope of $5,500 cash for the car. Emerson says to Val, "sorry, but I have just sold the car to Roger. here."

    Val objects and says she had already offered $5,500.

    When Emerson says, "No, you didn't," she marches him to the car and shows him her card.

    "There is my offer, I already left you before  — see the time on it?  You weren't home and now I have the money right here," she said.

    Emerson turns to Roger, "Sorry, she did leave this offer, so I'm going to sell it to her for more money."

    Roger objects, stating, "You just told her you already sold it to ME. And you did! We shook hands on it. You cannot back out now just because some card was floating around nobody knew about. She wasn't even here! She's a loser, too late!"

    While the three of them stand in the yard arguing, Joe Don Tootsworthy drives in. He climbs out of his Porsche, looks at the muscle car, and moseys over to the three arguing people. He asks, "Hey there, who owns that hot rod for sale?"

    "I do," says Emerson.

    "No, I do," says Roger.

    "It's MY Car," snaps Val.

    "I'll pay whichever of you, $8,000 for that car," says Joe, "but only if the engine starts."

    Emerson answers, "Of course it starts. I accept your offer."

    Roger hollers, "NO! That car is no longer for sale! I bought it! It's mine! I'm not selling it!" (Waving the check in Emerson's face.)

    Val stomps over to the muscle car, grabs the sign off it, and sits on the hood.  "It's my car. I was here before all of you and I have real money in hand." she yells, waving her envelope of cash over her head.

    Emerson says to Joe Don, "Pay no attention to them. I have the title — right here. My car. Let's start the car."

    **Questions for Discussion**

    YOU BE THE JUDGE. DECIDE WHO GETS THE CAR.

    Consider the above facts; answer and discuss the following

    · Identify the contract issues you see here.

    · Applying the common law elements of contract (see Week 6 Lesson), who gets the car, if anyone, and for how much? Explain your reasoning using the definitions and principles of contract provided in your Learning Materials and any other research you do. Apply the six (6) elements of common law contract in your response, as applied to the facts.

    · In terms of making an offer, what is the legal significance of Joe Don Tootsworthy's statement, "only if the engine starts?"

    Mohammad Rasmi Al-Umari, & Mutasim, A. A. (2024). Contract and Aqd, are they functionally different?
    _International Journal of Law and Management, 66_(1), 11-22. https://doi.org/10.1108/IJLMA-03-2023-0040

    Davis, K. E., & Pargendler, M. (2022). Contract Law and Inequality.
    _Iowa Law Review, 107_(4), 1485-1541.
    [http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fscholarly-journals%2Fcontract-law-inequality%2Fdocview%2F2672061402%2Fse-2%3Faccountid%3D8289](http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fscholarly-journals%2Fcontract-law-inequality%2Fdocview%2F2672061402%2Fse-2%3Faccountid%3D8289)

    **Six Elements of a CommonLaw Contract**

    **1. Offer**

    A clear, definite proposal made by one party (the offeror) to another (the offeree), expressing the willingness to enter into a bargain.

    · The offer must contain essential terms and show intent to be bound.

    **2. Acceptance**

    A clear, unambiguous agreement to the terms of the offer.

    · Acceptance must mirror the offer (“mirrorimage rule”) under common law.

    · It must be communicated to the offeror.

    **3. Consideration**

    Something of legal value exchanged between the parties.

    · This can be a promise, an act, or forbearance.

    · Both sides must give something; a onesided promise is not enforceable.

    **4. Mutual Assent (Meeting of the Minds)**

    Both parties must understand and agree to the essential terms of the contract.

    · Typically demonstrated through offer + acceptance.

    · Courts look for objective intent, not hidden subjective intent.

    **5. Capacity**

    The parties must have legal ability to enter into a contract.

    · Minors, mentally incapacitated individuals, and intoxicated persons may lack capacity.

    · Contracts with parties lacking capacity may be void or voidable.

    **6. Legality (Lawful Purpose)**

    The contract’s subject matter must be legal.

    · Agreements involving illegal acts, fraud, or violations of public policy are void and unenforceable.

    **wk7Contract_and_Aqd_are_they_fun.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/wk7contract-and-aqd-are-they-fun-pdf)

    **wk7Contract_Law_and_Inequality.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/wk7contract-law-and-inequality-pdf)

  • [Solved] Week 4 Research Project Exxon Mobil

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    **Week 4 Research Project**

  • [Solved] Week 9 Discussion Responses- Capstone

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    – an hour ago **files (3)** – ## Week9_Discussion_Strategy_Validation1.docx – ## Week9LearningResources-Capstone.docx – ## Week9DiscussionResponses-Capstone.docx **## Week9_Discussion_Strategy_Validation1.docx** 1 **Week 9 Discussion: Strategy Validation Tools** Student’s Name Institution Cour…

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    **files (3)**

    – ## Week9_Discussion_Strategy_Validation1.docx

    – ## Week9LearningResources-Capstone.docx

    – ## Week9DiscussionResponses-Capstone.docx

    **## Week9_Discussion_Strategy_Validation1.docx**

    1

    **Week 9 Discussion: Strategy Validation Tools**

    Student’s Name

    Institution

    Course Name

    Instructor

    Date

    **Week 9 Discussion: Strategy Validation Tools**

    After leaving a steady position, a friend of my's opened a small coffee shop. She selected the spot because of the low rent and the neighborhood she liked, but didn't do any market research before signing the lease. Things did not go well for her, and in less than a year, sales were far short of expectations, and she had left her business in debt. However, it could have been different with careful strategic planning.

    This scenario would have been best validated using Porter's five forces analysis. The framework looks at the threat from potential new competitors, the bargaining power of suppliers, the bargaining power of buyers, threat from substitutes and rivalry among existing competitors to determine the profitability of an industry (Emerald Works Limited, n.d.).

    The most serious rivalry was that of the competitors. There were two proven coffee shops and a national chain within a mile, so that meant she was fighting for the same scarce business. New entrants were also a possibility since opening a coffee shop is not a very expensive endeavor, thus new companies can enter the market with relative speed and start to compete on price. There was a lot of buyer power as customers don't pay much to switch and have a lot of choices. Other beverages like home-brewed, office, and convenience store coffee reduced demand. Supplier power was moderate, there was a single wholesale roaster that she was dependent on, and she didn't have much power over the price. The same, a case study of a coffee shop in Indonesia also gave high scores for new entrants, buyer power and rivalry (Faries, 2026).

    Other tools in this week's resources would not have been helpful. PEST analysis refers to the external political, economic, social and technological conditions, while stakeholder analysis involves the project's stakeholders. Five forces is the better option because the failure was due to the industry structure and competition, which is what the 5 forces measure. If she finished it before signing the lease, the results would probably have been a market with a lot of competition and few barriers to entry, and would have made her think about making her offer stand out, picking another spot, or deciding not to pursue the venture. Bunlusilp (2026) discovered that analysing the business environment is not sufficient, as results should be converted into specific marketing strategies in order to generate competitive advantage.

    **References**

    Bunlusilp, M. (2026). Analysis of the five forces model and marketing adaptation strategies of coffee shop entrepreneurs in Northeastern Thailand: Factors for competitive advantage.
    _Panyapiwat Journal, 18_(2), 57–76. https://so05.tci-thaijo.org/index.php/pimjournal/article/view/285253

    Emerald Works Limited. (n.d.).
    _Porter’s five forces: Understanding competitive forces to maximize profitability_. MindTools. https://www.mindtools.com/community/pages/article/newTMC_08.php

    https://ojs.umrah.ac.id/index.php/dignity/article/view/8289

    **## Week9LearningResources-Capstone.docx**

    **Week 9 Learning Resources**

    **Capstone**

    **Strategic Planning (Strategy Map, P.E.S.T. Analysis, Five Forces Analysis)**

    Leadership teams need to be able to set the direction for their organizations, which can include setting the priorities, determining how resources are allocated, ensuring that goals are getting met, and so on. To assist with this process, managers and leaders can rely on strategic planning tools, such as strategy maps, P.E.S.T. analysis, and Porter’s Five Forces analysis. Using these resources, you will examine these tools and consider their role in an organization’s strategy.

    · Athuraliya, A. (2021, September 24).
    [What is a strategy map? A comprehensive guide with templatesLinks to an external site.](https://creately.com/blog/diagrams/what-is-a-strategy-map/).
    _Creately_ . https://creately.com/blog/diagrams/what-is-a-strategy-map/

    · Emerald Works Limited. (n.d.).
    [_Porter’s five forces: Understanding competitive forces to maximize profitability_](https://waldenu.instructure.com/courses/247046/files/21119749?wrap=1) [Download Porter’s five forces: Understanding competitive forces to maximize profitability](https://waldenu.instructure.com/courses/247046/files/21119749/download?download_frd=1). MindTools. https://www.mindtools.com/community/pages/article/newTMC_08.php
    Porter's Five Forces: Understanding Competitive Forces to Maximize Profitability by MindTools.com. Copyright 2021 by Mind Tools Ltd. Reprinted by permission of Mind Tools Ltd. via the Copyright Clearance Center.

    **Note:** Please disregard any reference to an embedded video in this reading.

    · Emerald Works Limited. (n.d.).
    [_PEST analysis: Identifying “big picture” opportunities and threats_](https://waldenu.instructure.com/courses/247046/files/21119751?wrap=1) [Download PEST analysis: Identifying “big picture” opportunities and threats](https://waldenu.instructure.com/courses/247046/files/21119751/download?download_frd=1). MindTools. https://www.mindtools.com/community/pages/article/newTMC_09.php?route=pages/article/newTMC_09.php
    PEST Analysis: Identifying “Big Picture” Opportunities and Threats by MindTools.com. Copyright 2021 by Mind Tools Ltd. Reprinted by permission of Mind Tools Ltd. via the Copyright Clearance Center.

    **Note:** Please disregard any reference to an embedded video in this reading.

    · Lumen Learning. (n.d.).
    [Common frameworks for evaluating the business environmentLinks to an external site.](https://courses.lumenlearning.com/wmopen-principlesofmanagement/chapter/common-frameworks-for-evaluating-the-business-environment/). In
    _Principles of management_ .
    [https://courses.lumenlearning.com/wmopen-principlesofmanagement/chapter/common-frameworks-for-evaluating-the-business-environment/](https://courses.lumenlearning.com/wmopen-principlesofmanagement/chapter/common-frameworks-for-evaluating-the-business-environment/)

    **Get The Strategy Right (Key Success Factor Analysis, Stakeholder Analysis)**

    When a strategy is developed, it can act as a guide for an organization. It can map out the vision and direction for where that organization wants to go moving forward. When everyone in an organization, from top-level leadership to entry-level employees, has clear goals and can follow a clear mission, the organization can function better as a cohesive unit to achieve its goals. Through these resources, you will explore how to choose a strategy that will increase the likelihood of success.

    · Emerald Works Limited. (n.d.).
    [_Critical success factors: Daniel and Rockart’s guide to meeting strategic goals_](https://waldenu.instructure.com/courses/247046/files/21119769?wrap=1) [Download Critical success factors: Daniel and Rockart’s guide to meeting strategic goals](https://waldenu.instructure.com/courses/247046/files/21119769/download?download_frd=1). MindTools. https://www.mindtools.com/community/pages/article/newLDR_80.php
    Critical Success Factors: Daniel and Rockart’s Guide to Meeting Strategic Goals by MindTools.com. Copyright 2021 by Mind Tools Ltd. Reprinted by permission of Mind Tools Ltd. via the Copyright Clearance Center.

    · Emerald Works Limited. (n.d.).
    [_Stakeholder analysis: Winning support for your projects_](https://waldenu.instructure.com/courses/247046/files/21119774?wrap=1) [Download Stakeholder analysis: Winning support for your projects](https://waldenu.instructure.com/courses/247046/files/21119774/download?download_frd=1). MindTools. https://www.mindtools.com/community/pages/article/newPPM_07.php
    Stakeholder Analysis: Winning Support for Your Projects by MindTools.com. Copyright 2021 by Mind Tools Ltd. Reprinted by permission of Mind Tools Ltd. via the Copyright Clearance Center.

    **Note:** Please disregard any reference to an embedded video in this reading.

    · GreggU. (2018, June 1).
    [_Key success factors_ Links to an external site.](https://www.youtube.com/watch?v=LxJJ7Mw7rmQ) [Video]. YouTube. https://www.youtube.com/watch?v=LxJJ7Mw7rmQ

    **Note:** The approximate length of this media piece is 2 minutes.

    · McLeod, L. E. (2020, December 1).
    [3 mistakes that stymie corporate purpose initiatives](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH060V4-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · ProductPlan. (2020, January 13).
    [_What is a stakeholder analysis? – Leading successful projects_ Links to an external site.](https://www.youtube.com/watch?v=PXCo92Iag3g) [Video]. YouTube.
    [https://www.youtube.com/watch?v=PXCo92Iag3g](https://www.youtube.com/watch?v=PXCo92Iag3g)

    **Strategy Designing and Validating Tactics (Potential Strategic Pathways)**

    When validating a strategy, managers might consider the semantics of the strategy. They may ask about what the strategy says, how it relates to other plans, and how it connects to business outcomes and goals. Through these resources, you will examine tactics for designing and validating strategies.

    · Githens, G. (2011, March 29).
    [Validation: How to get strategy rightLinks to an external site.](https://leadingstrategicinitiatives.com/2011/03/29/validation-how-to-get-strategy-right/).
    _Leading Strategic Initiatives_ . https://leadingstrategicinitiatives.com/2011/03/29/validation-how-to-get-strategy-right/

    · Gray, D. (2021, April 29).
    [What makes successful frameworks rise above the rest](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FSMR886-PDF-ENG%2Frich-text).
    _MIT Sloan Management Review_ . http://hbr.org

    **## Week9DiscussionResponses-Capstone.docx**

    **Week 9 Discussion Responses**

    **Capstone**

    **Colleague 1- Nadia Bhatti**

    **Professional Experience and the Need for Strategic Planning**

    Throughout my leadership experience in healthcare, I have learned that one of the greatest challenges organizations faces is balancing operational efficiency, financial sustainability, and quality patient care. While these priorities should complement one another, organizations sometimes address them independently, creating unintended consequences.

    One example involves the redesign of a clinical model of care within a residential behavioral health organization. Over time, inconsistencies in staffing allocation, overlapping responsibilities, and variations in clinical workflows created operational challenges. Some departments experienced staffing pressures while others had opportunities to use existing resources more effectively. Additionally, decisions regarding staffing and program operations were sometimes driven by immediate needs rather than a clearly defined, organization-wide strategy.

    Although leadership shared the goal of delivering quality patient care, a more structured strategic planning approach could have helped establish priorities earlier, align resources with patient needs, and reduce operational inefficiencies.

    **Recommended Strategic Planning Tool and Rationale**

    Of the strategic planning tools presented this week, I believe
    **a strategy map would have been the most effective tool** for improving this situation. Athuraliya (2021) explains that strategy maps provide a visual representation of how organizational objectives connect across financial performance, internal processes, customer outcomes, and organizational learning and growth.

    In this scenario, a strategy map could have helped leadership evaluate how staffing decisions and operational processes influenced broader organizational outcomes. For example, improvements in employee training, role clarity, and staffing allocation could support more consistent clinical programming and discharge planning. These improvements could subsequently contribute to better patient experiences, stronger continuity of care, and more effective resource utilization.

    Unlike stakeholder analysis, which primarily focuses on identifying and engaging individuals affected by organizational decisions, a strategy map would provide a broader framework for connecting departmental priorities to the organization's strategic objectives.

    **Strategy Validation and Organizational Outcomes**

    To apply this tool effectively, I would begin by identifying the organization's primary strategic objectives, including clinical quality, patient engagement, workforce effectiveness, and financial sustainability. From there, leadership could develop a strategy map demonstrating how improvements in one area support outcomes in another.

    Githens (2011) emphasizes that effective strategy validation requires aligning a clearly identified problem with an appropriate solution while ensuring sufficient resources are available for implementation. Applying this principle would help leadership determine whether proposed staffing changes and workflow improvements addressed underlying operational challenges rather than simply responding to immediate financial pressures.

    Success could be evaluated through measurable indicators such as staff productivity, overtime utilization, patient satisfaction, treatment engagement, timely discharge planning, and clinical outcomes. Emerald Works Limited (n.d.) also emphasizes the importance of identifying critical success factors that support organizational objectives.

    Establishing these measures before implementing changes would allow leadership to evaluate progress, identify unintended consequences, and adjust the strategy as necessary.

    **Leadership Reflection**

    One of my biggest takeaways from this experience is that strategic planning requires leaders to look beyond individual departments and consider how decisions affect the organization as a whole. Reducing expenses or reallocating staff may address an immediate operational concern, but those decisions must also support the organization's mission and long-term objectives.

    For me,
    **effective strategic planning is about creating alignment between people, processes, resources, and outcomes.** A strategy map provides an opportunity to make those connections visible while establishing greater accountability for results.

    Ultimately, I believe organizations are more successful when strategic decisions are proactive rather than reactive and when financial sustainability and quality patient care are viewed as interconnected priorities rather than competing interests.

    **References**

    Athuraliya, A. (2021, September 24).
    _What is a strategy map? A comprehensive guide with templates_. Creately.
    [https://creately.com/blog/diagrams/what-is-a-strategy-map/Links to an external site.](https://creately.com/blog/diagrams/what-is-a-strategy-map/?utm_source=chatgpt.com)

    Emerald Works Limited. (n.d.).
    _Critical success factors: Daniel and Rockart's guide to meeting strategic goals_. MindTools.
    [https://www.mindtools.com/community/pages/article/newLDR_80.phpLinks to an external site.](https://www.mindtools.com/community/pages/article/newLDR_80.php)

    Githens, G. (2011, March 29).
    _Validation: How to get strategy right_. Leading Strategic Initiatives.
    [https://leadingstrategicinitiatives.com/2011/03/29/validation-how-to-get-strategy-right/Links to an external site.](https://leadingstrategicinitiatives.com/2011/03/29/validation-how-to-get-strategy-right/?utm_source=chatgpt.com)

    **Colleague 2- Tiffany Mitchell**

    **Improvement Through Strategic Planning**

    To take a break from the nursing world, I’ll talk about how I recently took on the responsibility of planning a baby shower for my daughter. She’s my only child and this is my first grandchild, so to say that I’m excited is an understatement.

    Planning my daughter’s baby shower became a clear example of how the absence of strategic planning can complicate even the happiest event. I began the process with a vision for the shower and immediately started organizing everything from decorations and food to games and the overall theme. However, I quickly realized that my daughter had a completely different vision for the celebration. She wanted to take full control of the decorations, which created confusion because I had already purchased items and started designing the layout. Without a shared plan, our roles overlapped, expectations were misaligned, and communication became scattered across casual conversations and text messages. We duplicated efforts, bought décor that didn’t match, and had to redo parts of the setup to accommodate both visions. Although the shower ultimately turned out beautiful, the planning process was way more stressful than it needed to be. With a strategic plan that clarified responsibilities, aligned our visions early, and established a timeline for decisions, the experience could have been smoother, more collaborative, and less chaotic.

    Validation Tools

    After reviewing this week’s material, planning my daughter’s baby shower became a clear example of how a stakeholder analysis could have improved the situation. The core issue wasn’t logistical or external forces, it was misaligned expectations between the two primary stakeholders, my daughter and me. I began planning with a vision for the event and assumed I would handle every aspect, from decorations to food and activities. However, my daughter had a completely different vision and wanted full control over the décor. Because we never identified or discussed our roles as key stakeholders, our expectations were misaligned, and we had to revise the plans a few times.

    According to Emerald Works (n.d.), stakeholder analysis is designed to identify and understand your stakeholders, helping you anticipate their reactions and win their support early in the process. Conducting a stakeholder analysis would have helped me recognize my daughter as a highinterest, highpower stakeholder in the decisions. By clarifying her influence and expectations at the beginning, we could have aligned our visions, assigned responsibilities appropriately, and communicated more effectively. Asking her opinion would have made the planning process smoother and more collaborative (Emerald Works, n.d.). Despite the rough start in the planning process, everything worked out and it was an amazing day.

    References

    Emerald Works Limited. (n.d.).
    [Stakeholder analysis: Winning support for your projects](https://waldenu.instructure.com/courses/247046/files/21119774?wrap=1) [Download Stakeholder analysis: Winning support for your projects](https://waldenu.instructure.com/courses/247046/files/21119774/download?download_frd=1). MindTools. https://www.mindtools.com/community/pages/article/newPPM_07.php

    **## Week9DiscussionResponses-Capstone.docx**

    **Week 9 Discussion Responses**

    **Capstone**

    **Colleague 1- Nadia Bhatti**

    **Professional Experience and the Need for Strategic Planning**

    Throughout my leadership experience in healthcare, I have learned that one of the greatest challenges organizations faces is balancing operational efficiency, financial sustainability, and quality patient care. While these priorities should complement one another, organizations sometimes address them independently, creating unintended consequences.

    One example involves the redesign of a clinical model of care within a residential behavioral health organization. Over time, inconsistencies in staffing allocation, overlapping responsibilities, and variations in clinical workflows created operational challenges. Some departments experienced staffing pressures while others had opportunities to use existing resources more effectively. Additionally, decisions regarding staffing and program operations were sometimes driven by immediate needs rather than a clearly defined, organization-wide strategy.

    Although leadership shared the goal of delivering quality patient care, a more structured strategic planning approach could have helped establish priorities earlier, align resources with patient needs, and reduce operational inefficiencies.

    **Recommended Strategic Planning Tool and Rationale**

    Of the strategic planning tools presented this week, I believe
    **a strategy map would have been the most effective tool** for improving this situation. Athuraliya (2021) explains that strategy maps provide a visual representation of how organizational objectives connect across financial performance, internal processes, customer outcomes, and organizational learning and growth.

    In this scenario, a strategy map could have helped leadership evaluate how staffing decisions and operational processes influenced broader organizational outcomes. For example, improvements in employee training, role clarity, and staffing allocation could support more consistent clinical programming and discharge planning. These improvements could subsequently contribute to better patient experiences, stronger continuity of care, and more effective resource utilization.

    Unlike stakeholder analysis, which primarily focuses on identifying and engaging individuals affected by organizational decisions, a strategy map would provide a broader framework for connecting departmental priorities to the organization's strategic objectives.

    **Strategy Validation and Organizational Outcomes**

    To apply this tool effectively, I would begin by identifying the organization's primary strategic objectives, including clinical quality, patient engagement, workforce effectiveness, and financial sustainability. From there, leadership could develop a strategy map demonstrating how improvements in one area support outcomes in another.

    Githens (2011) emphasizes that effective strategy validation requires aligning a clearly identified problem with an appropriate solution while ensuring sufficient resources are available for implementation. Applying this principle would help leadership determine whether proposed staffing changes and workflow improvements addressed underlying operational challenges rather than simply responding to immediate financial pressures.

    Success could be evaluated through measurable indicators such as staff productivity, overtime utilization, patient satisfaction, treatment engagement, timely discharge planning, and clinical outcomes. Emerald Works Limited (n.d.) also emphasizes the importance of identifying critical success factors that support organizational objectives.

    Establishing these measures before implementing changes would allow leadership to evaluate progress, identify unintended consequences, and adjust the strategy as necessary.

    **Leadership Reflection**

    One of my biggest takeaways from this experience is that strategic planning requires leaders to look beyond individual departments and consider how decisions affect the organization as a whole. Reducing expenses or reallocating staff may address an immediate operational concern, but those decisions must also support the organization's mission and long-term objectives.

    For me,
    **effective strategic planning is about creating alignment between people, processes, resources, and outcomes.** A strategy map provides an opportunity to make those connections visible while establishing greater accountability for results.

    Ultimately, I believe organizations are more successful when strategic decisions are proactive rather than reactive and when financial sustainability and quality patient care are viewed as interconnected priorities rather than competing interests.

    **References**

    Athuraliya, A. (2021, September 24).
    _What is a strategy map? A comprehensive guide with templates_. Creately.
    [https://creately.com/blog/diagrams/what-is-a-strategy-map/Links to an external site.](https://creately.com/blog/diagrams/what-is-a-strategy-map/?utm_source=chatgpt.com)

    Emerald Works Limited. (n.d.).
    _Critical success factors: Daniel and Rockart's guide to meeting strategic goals_. MindTools.
    [https://www.mindtools.com/community/pages/article/newLDR_80.phpLinks to an external site.](https://www.mindtools.com/community/pages/article/newLDR_80.php)

    Githens, G. (2011, March 29).
    _Validation: How to get strategy right_. Leading Strategic Initiatives.
    [https://leadingstrategicinitiatives.com/2011/03/29/validation-how-to-get-strategy-right/Links to an external site.](https://leadingstrategicinitiatives.com/2011/03/29/validation-how-to-get-strategy-right/?utm_source=chatgpt.com)

    **Colleague 2- Tiffany Mitchell**

    **Improvement Through Strategic Planning**

    To take a break from the nursing world, I’ll talk about how I recently took on the responsibility of planning a baby shower for my daughter. She’s my only child and this is my first grandchild, so to say that I’m excited is an understatement.

    Planning my daughter’s baby shower became a clear example of how the absence of strategic planning can complicate even the happiest event. I began the process with a vision for the shower and immediately started organizing everything from decorations and food to games and the overall theme. However, I quickly realized that my daughter had a completely different vision for the celebration. She wanted to take full control of the decorations, which created confusion because I had already purchased items and started designing the layout. Without a shared plan, our roles overlapped, expectations were misaligned, and communication became scattered across casual conversations and text messages. We duplicated efforts, bought décor that didn’t match, and had to redo parts of the setup to accommodate both visions. Although the shower ultimately turned out beautiful, the planning process was way more stressful than it needed to be. With a strategic plan that clarified responsibilities, aligned our visions early, and established a timeline for decisions, the experience could have been smoother, more collaborative, and less chaotic.

    Validation Tools

    After reviewing this week’s material, planning my daughter’s baby shower became a clear example of how a stakeholder analysis could have improved the situation. The core issue wasn’t logistical or external forces, it was misaligned expectations between the two primary stakeholders, my daughter and me. I began planning with a vision for the event and assumed I would handle every aspect, from decorations to food and activities. However, my daughter had a completely different vision and wanted full control over the décor. Because we never identified or discussed our roles as key stakeholders, our expectations were misaligned, and we had to revise the plans a few times.

    According to Emerald Works (n.d.), stakeholder analysis is designed to identify and understand your stakeholders, helping you anticipate their reactions and win their support early in the process. Conducting a stakeholder analysis would have helped me recognize my daughter as a highinterest, highpower stakeholder in the decisions. By clarifying her influence and expectations at the beginning, we could have aligned our visions, assigned responsibilities appropriately, and communicated more effectively. Asking her opinion would have made the planning process smoother and more collaborative (Emerald Works, n.d.). Despite the rough start in the planning process, everything worked out and it was an amazing day.

    References

    Emerald Works Limited. (n.d.).
    [Stakeholder analysis: Winning support for your projects](https://waldenu.instructure.com/courses/247046/files/21119774?wrap=1) [Download Stakeholder analysis: Winning support for your projects](https://waldenu.instructure.com/courses/247046/files/21119774/download?download_frd=1). MindTools. https://www.mindtools.com/community/pages/article/newPPM_07.php

    **## Week9_Discussion_Strategy_Validation1.docx**

    1

    **Week 9 Discussion: Strategy Validation Tools**

    Student’s Name

    Institution

    Course Name

    Instructor

    Date

    **Week 9 Discussion: Strategy Validation Tools**

    After leaving a steady position, a friend of my's opened a small coffee shop. She selected the spot because of the low rent and the neighborhood she liked, but didn't do any market research before signing the lease. Things did not go well for her, and in less than a year, sales were far short of expectations, and she had left her business in debt. However, it could have been different with careful strategic planning.

    This scenario would have been best validated using Porter's five forces analysis. The framework looks at the threat from potential new competitors, the bargaining power of suppliers, the bargaining power of buyers, threat from substitutes and rivalry among existing competitors to determine the profitability of an industry (Emerald Works Limited, n.d.).

    The most serious rivalry was that of the competitors. There were two proven coffee shops and a national chain within a mile, so that meant she was fighting for the same scarce business. New entrants were also a possibility since opening a coffee shop is not a very expensive endeavor, thus new companies can enter the market with relative speed and start to compete on price. There was a lot of buyer power as customers don't pay much to switch and have a lot of choices. Other beverages like home-brewed, office, and convenience store coffee reduced demand. Supplier power was moderate, there was a single wholesale roaster that she was dependent on, and she didn't have much power over the price. The same, a case study of a coffee shop in Indonesia also gave high scores for new entrants, buyer power and rivalry (Faries, 2026).

    Other tools in this week's resources would not have been helpful. PEST analysis refers to the external political, economic, social and technological conditions, while stakeholder analysis involves the project's stakeholders. Five forces is the better option because the failure was due to the industry structure and competition, which is what the 5 forces measure. If she finished it before signing the lease, the results would probably have been a market with a lot of competition and few barriers to entry, and would have made her think about making her offer stand out, picking another spot, or deciding not to pursue the venture. Bunlusilp (2026) discovered that analysing the business environment is not sufficient, as results should be converted into specific marketing strategies in order to generate competitive advantage.

    **References**

    Bunlusilp, M. (2026). Analysis of the five forces model and marketing adaptation strategies of coffee shop entrepreneurs in Northeastern Thailand: Factors for competitive advantage.
    _Panyapiwat Journal, 18_(2), 57–76. https://so05.tci-thaijo.org/index.php/pimjournal/article/view/285253

    Emerald Works Limited. (n.d.).
    _Porter’s five forces: Understanding competitive forces to maximize profitability_. MindTools. https://www.mindtools.com/community/pages/article/newTMC_08.php

    https://ojs.umrah.ac.id/index.php/dignity/article/view/8289

    **## Week9LearningResources-Capstone.docx**

    **Week 9 Learning Resources**

    **Capstone**

    **Strategic Planning (Strategy Map, P.E.S.T. Analysis, Five Forces Analysis)**

    Leadership teams need to be able to set the direction for their organizations, which can include setting the priorities, determining how resources are allocated, ensuring that goals are getting met, and so on. To assist with this process, managers and leaders can rely on strategic planning tools, such as strategy maps, P.E.S.T. analysis, and Porter’s Five Forces analysis. Using these resources, you will examine these tools and consider their role in an organization’s strategy.

    · Athuraliya, A. (2021, September 24).
    [What is a strategy map? A comprehensive guide with templatesLinks to an external site.](https://creately.com/blog/diagrams/what-is-a-strategy-map/).
    _Creately_ . https://creately.com/blog/diagrams/what-is-a-strategy-map/

    · Emerald Works Limited. (n.d.).
    [_Porter’s five forces: Understanding competitive forces to maximize profitability_](https://waldenu.instructure.com/courses/247046/files/21119749?wrap=1) [Download Porter’s five forces: Understanding competitive forces to maximize profitability](https://waldenu.instructure.com/courses/247046/files/21119749/download?download_frd=1). MindTools. https://www.mindtools.com/community/pages/article/newTMC_08.php
    Porter's Five Forces: Understanding Competitive Forces to Maximize Profitability by MindTools.com. Copyright 2021 by Mind Tools Ltd. Reprinted by permission of Mind Tools Ltd. via the Copyright Clearance Center.

    **Note:** Please disregard any reference to an embedded video in this reading.

    · Emerald Works Limited. (n.d.).
    [_PEST analysis: Identifying “big picture” opportunities and threats_](https://waldenu.instructure.com/courses/247046/files/21119751?wrap=1) [Download PEST analysis: Identifying “big picture” opportunities and threats](https://waldenu.instructure.com/courses/247046/files/21119751/download?download_frd=1). MindTools. https://www.mindtools.com/community/pages/article/newTMC_09.php?route=pages/article/newTMC_09.php
    PEST Analysis: Identifying “Big Picture” Opportunities and Threats by MindTools.com. Copyright 2021 by Mind Tools Ltd. Reprinted by permission of Mind Tools Ltd. via the Copyright Clearance Center.

    **Note:** Please disregard any reference to an embedded video in this reading.

    · Lumen Learning. (n.d.).
    [Common frameworks for evaluating the business environmentLinks to an external site.](https://courses.lumenlearning.com/wmopen-principlesofmanagement/chapter/common-frameworks-for-evaluating-the-business-environment/). In
    _Principles of management_ .
    [https://courses.lumenlearning.com/wmopen-principlesofmanagement/chapter/common-frameworks-for-evaluating-the-business-environment/](https://courses.lumenlearning.com/wmopen-principlesofmanagement/chapter/common-frameworks-for-evaluating-the-business-environment/)

    **Get The Strategy Right (Key Success Factor Analysis, Stakeholder Analysis)**

    When a strategy is developed, it can act as a guide for an organization. It can map out the vision and direction for where that organization wants to go moving forward. When everyone in an organization, from top-level leadership to entry-level employees, has clear goals and can follow a clear mission, the organization can function better as a cohesive unit to achieve its goals. Through these resources, you will explore how to choose a strategy that will increase the likelihood of success.

    · Emerald Works Limited. (n.d.).
    [_Critical success factors: Daniel and Rockart’s guide to meeting strategic goals_](https://waldenu.instructure.com/courses/247046/files/21119769?wrap=1) [Download Critical success factors: Daniel and Rockart’s guide to meeting strategic goals](https://waldenu.instructure.com/courses/247046/files/21119769/download?download_frd=1). MindTools. https://www.mindtools.com/community/pages/article/newLDR_80.php
    Critical Success Factors: Daniel and Rockart’s Guide to Meeting Strategic Goals by MindTools.com. Copyright 2021 by Mind Tools Ltd. Reprinted by permission of Mind Tools Ltd. via the Copyright Clearance Center.

    · Emerald Works Limited. (n.d.).
    [_Stakeholder analysis: Winning support for your projects_](https://waldenu.instructure.com/courses/247046/files/21119774?wrap=1) [Download Stakeholder analysis: Winning support for your projects](https://waldenu.instructure.com/courses/247046/files/21119774/download?download_frd=1). MindTools. https://www.mindtools.com/community/pages/article/newPPM_07.php
    Stakeholder Analysis: Winning Support for Your Projects by MindTools.com. Copyright 2021 by Mind Tools Ltd. Reprinted by permission of Mind Tools Ltd. via the Copyright Clearance Center.

    **Note:** Please disregard any reference to an embedded video in this reading.

    · GreggU. (2018, June 1).
    [_Key success factors_ Links to an external site.](https://www.youtube.com/watch?v=LxJJ7Mw7rmQ) [Video]. YouTube. https://www.youtube.com/watch?v=LxJJ7Mw7rmQ

    **Note:** The approximate length of this media piece is 2 minutes.

    · McLeod, L. E. (2020, December 1).
    [3 mistakes that stymie corporate purpose initiatives](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH060V4-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · ProductPlan. (2020, January 13).
    [_What is a stakeholder analysis? – Leading successful projects_ Links to an external site.](https://www.youtube.com/watch?v=PXCo92Iag3g) [Video]. YouTube.
    [https://www.youtube.com/watch?v=PXCo92Iag3g](https://www.youtube.com/watch?v=PXCo92Iag3g)

    **Strategy Designing and Validating Tactics (Potential Strategic Pathways)**

    When validating a strategy, managers might consider the semantics of the strategy. They may ask about what the strategy says, how it relates to other plans, and how it connects to business outcomes and goals. Through these resources, you will examine tactics for designing and validating strategies.

    · Githens, G. (2011, March 29).
    [Validation: How to get strategy rightLinks to an external site.](https://leadingstrategicinitiatives.com/2011/03/29/validation-how-to-get-strategy-right/).
    _Leading Strategic Initiatives_ . https://leadingstrategicinitiatives.com/2011/03/29/validation-how-to-get-strategy-right/

    · Gray, D. (2021, April 29).
    [What makes successful frameworks rise above the rest](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FSMR886-PDF-ENG%2Frich-text).
    _MIT Sloan Management Review_ . http://hbr.org

    **## Week9DiscussionResponses-Capstone.docx**

    **Week 9 Discussion Responses**

    **Capstone**

    **Colleague 1- Nadia Bhatti**

    **Professional Experience and the Need for Strategic Planning**

    Throughout my leadership experience in healthcare, I have learned that one of the greatest challenges organizations faces is balancing operational efficiency, financial sustainability, and quality patient care. While these priorities should complement one another, organizations sometimes address them independently, creating unintended consequences.

    One example involves the redesign of a clinical model of care within a residential behavioral health organization. Over time, inconsistencies in staffing allocation, overlapping responsibilities, and variations in clinical workflows created operational challenges. Some departments experienced staffing pressures while others had opportunities to use existing resources more effectively. Additionally, decisions regarding staffing and program operations were sometimes driven by immediate needs rather than a clearly defined, organization-wide strategy.

    Although leadership shared the goal of delivering quality patient care, a more structured strategic planning approach could have helped establish priorities earlier, align resources with patient needs, and reduce operational inefficiencies.

    **Recommended Strategic Planning Tool and Rationale**

    Of the strategic planning tools presented this week, I believe
    **a strategy map would have been the most effective tool** for improving this situation. Athuraliya (2021) explains that strategy maps provide a visual representation of how organizational objectives connect across financial performance, internal processes, customer outcomes, and organizational learning and growth.

    In this scenario, a strategy map could have helped leadership evaluate how staffing decisions and operational processes influenced broader organizational outcomes. For example, improvements in employee training, role clarity, and staffing allocation could support more consistent clinical programming and discharge planning. These improvements could subsequently contribute to better patient experiences, stronger continuity of care, and more effective resource utilization.

    Unlike stakeholder analysis, which primarily focuses on identifying and engaging individuals affected by organizational decisions, a strategy map would provide a broader framework for connecting departmental priorities to the organization's strategic objectives.

    **Strategy Validation and Organizational Outcomes**

    To apply this tool effectively, I would begin by identifying the organization's primary strategic objectives, including clinical quality, patient engagement, workforce effectiveness, and financial sustainability. From there, leadership could develop a strategy map demonstrating how improvements in one area support outcomes in another.

    Githens (2011) emphasizes that effective strategy validation requires aligning a clearly identified problem with an appropriate solution while ensuring sufficient resources are available for implementation. Applying this principle would help leadership determine whether proposed staffing changes and workflow improvements addressed underlying operational challenges rather than simply responding to immediate financial pressures.

    Success could be evaluated through measurable indicators such as staff productivity, overtime utilization, patient satisfaction, treatment engagement, timely discharge planning, and clinical outcomes. Emerald Works Limited (n.d.) also emphasizes the importance of identifying critical success factors that support organizational objectives.

    Establishing these measures before implementing changes would allow leadership to evaluate progress, identify unintended consequences, and adjust the strategy as necessary.

    **Leadership Reflection**

    One of my biggest takeaways from this experience is that strategic planning requires leaders to look beyond individual departments and consider how decisions affect the organization as a whole. Reducing expenses or reallocating staff may address an immediate operational concern, but those decisions must also support the organization's mission and long-term objectives.

    For me,
    **effective strategic planning is about creating alignment between people, processes, resources, and outcomes.** A strategy map provides an opportunity to make those connections visible while establishing greater accountability for results.

    Ultimately, I believe organizations are more successful when strategic decisions are proactive rather than reactive and when financial sustainability and quality patient care are viewed as interconnected priorities rather than competing interests.

    **References**

    Athuraliya, A. (2021, September 24).
    _What is a strategy map? A comprehensive guide with templates_. Creately.
    [https://creately.com/blog/diagrams/what-is-a-strategy-map/Links to an external site.](https://creately.com/blog/diagrams/what-is-a-strategy-map/?utm_source=chatgpt.com)

    Emerald Works Limited. (n.d.).
    _Critical success factors: Daniel and Rockart's guide to meeting strategic goals_. MindTools.
    [https://www.mindtools.com/community/pages/article/newLDR_80.phpLinks to an external site.](https://www.mindtools.com/community/pages/article/newLDR_80.php)

    Githens, G. (2011, March 29).
    _Validation: How to get strategy right_. Leading Strategic Initiatives.
    [https://leadingstrategicinitiatives.com/2011/03/29/validation-how-to-get-strategy-right/Links to an external site.](https://leadingstrategicinitiatives.com/2011/03/29/validation-how-to-get-strategy-right/?utm_source=chatgpt.com)

    **Colleague 2- Tiffany Mitchell**

    **Improvement Through Strategic Planning**

    To take a break from the nursing world, I’ll talk about how I recently took on the responsibility of planning a baby shower for my daughter. She’s my only child and this is my first grandchild, so to say that I’m excited is an understatement.

    Planning my daughter’s baby shower became a clear example of how the absence of strategic planning can complicate even the happiest event. I began the process with a vision for the shower and immediately started organizing everything from decorations and food to games and the overall theme. However, I quickly realized that my daughter had a completely different vision for the celebration. She wanted to take full control of the decorations, which created confusion because I had already purchased items and started designing the layout. Without a shared plan, our roles overlapped, expectations were misaligned, and communication became scattered across casual conversations and text messages. We duplicated efforts, bought décor that didn’t match, and had to redo parts of the setup to accommodate both visions. Although the shower ultimately turned out beautiful, the planning process was way more stressful than it needed to be. With a strategic plan that clarified responsibilities, aligned our visions early, and established a timeline for decisions, the experience could have been smoother, more collaborative, and less chaotic.

    Validation Tools

    After reviewing this week’s material, planning my daughter’s baby shower became a clear example of how a stakeholder analysis could have improved the situation. The core issue wasn’t logistical or external forces, it was misaligned expectations between the two primary stakeholders, my daughter and me. I began planning with a vision for the event and assumed I would handle every aspect, from decorations to food and activities. However, my daughter had a completely different vision and wanted full control over the décor. Because we never identified or discussed our roles as key stakeholders, our expectations were misaligned, and we had to revise the plans a few times.

    According to Emerald Works (n.d.), stakeholder analysis is designed to identify and understand your stakeholders, helping you anticipate their reactions and win their support early in the process. Conducting a stakeholder analysis would have helped me recognize my daughter as a highinterest, highpower stakeholder in the decisions. By clarifying her influence and expectations at the beginning, we could have aligned our visions, assigned responsibilities appropriately, and communicated more effectively. Asking her opinion would have made the planning process smoother and more collaborative (Emerald Works, n.d.). Despite the rough start in the planning process, everything worked out and it was an amazing day.

    References

    Emerald Works Limited. (n.d.).
    [Stakeholder analysis: Winning support for your projects](https://waldenu.instructure.com/courses/247046/files/21119774?wrap=1) [Download Stakeholder analysis: Winning support for your projects](https://waldenu.instructure.com/courses/247046/files/21119774/download?download_frd=1). MindTools. https://www.mindtools.com/community/pages/article/newPPM_07.php

    **## Week9_Discussion_Strategy_Validation1.docx**

    1

    **Week 9 Discussion: Strategy Validation Tools**

    Student’s Name

    Institution

    Course Name

    Instructor

    Date

    **Week 9 Discussion: Strategy Validation Tools**

    After leaving a steady position, a friend of my's opened a small coffee shop. She selected the spot because of the low rent and the neighborhood she liked, but didn't do any market research before signing the lease. Things did not go well for her, and in less than a year, sales were far short of expectations, and she had left her business in debt. However, it could have been different with careful strategic planning.

    This scenario would have been best validated using Porter's five forces analysis. The framework looks at the threat from potential new competitors, the bargaining power of suppliers, the bargaining power of buyers, threat from substitutes and rivalry among existing competitors to determine the profitability of an industry (Emerald Works Limited, n.d.).

    The most serious rivalry was that of the competitors. There were two proven coffee shops and a national chain within a mile, so that meant she was fighting for the same scarce business. New entrants were also a possibility since opening a coffee shop is not a very expensive endeavor, thus new companies can enter the market with relative speed and start to compete on price. There was a lot of buyer power as customers don't pay much to switch and have a lot of choices. Other beverages like home-brewed, office, and convenience store coffee reduced demand. Supplier power was moderate, there was a single wholesale roaster that she was dependent on, and she didn't have much power over the price. The same, a case study of a coffee shop in Indonesia also gave high scores for new entrants, buyer power and rivalry (Faries, 2026).

    Other tools in this week's resources would not have been helpful. PEST analysis refers to the external political, economic, social and technological conditions, while stakeholder analysis involves the project's stakeholders. Five forces is the better option because the failure was due to the industry structure and competition, which is what the 5 forces measure. If she finished it before signing the lease, the results would probably have been a market with a lot of competition and few barriers to entry, and would have made her think about making her offer stand out, picking another spot, or deciding not to pursue the venture. Bunlusilp (2026) discovered that analysing the business environment is not sufficient, as results should be converted into specific marketing strategies in order to generate competitive advantage.

    **References**

    Bunlusilp, M. (2026). Analysis of the five forces model and marketing adaptation strategies of coffee shop entrepreneurs in Northeastern Thailand: Factors for competitive advantage.
    _Panyapiwat Journal, 18_(2), 57–76. https://so05.tci-thaijo.org/index.php/pimjournal/article/view/285253

    Emerald Works Limited. (n.d.).
    _Porter’s five forces: Understanding competitive forces to maximize profitability_. MindTools. https://www.mindtools.com/community/pages/article/newTMC_08.php

    https://ojs.umrah.ac.id/index.php/dignity/article/view/8289

    **## Week9LearningResources-Capstone.docx**

    **Week 9 Learning Resources**

    **Capstone**

    **Strategic Planning (Strategy Map, P.E.S.T. Analysis, Five Forces Analysis)**

    Leadership teams need to be able to set the direction for their organizations, which can include setting the priorities, determining how resources are allocated, ensuring that goals are getting met, and so on. To assist with this process, managers and leaders can rely on strategic planning tools, such as strategy maps, P.E.S.T. analysis, and Porter’s Five Forces analysis. Using these resources, you will examine these tools and consider their role in an organization’s strategy.

    · Athuraliya, A. (2021, September 24).
    [What is a strategy map? A comprehensive guide with templatesLinks to an external site.](https://creately.com/blog/diagrams/what-is-a-strategy-map/).
    _Creately_ . https://creately.com/blog/diagrams/what-is-a-strategy-map/

    · Emerald Works Limited. (n.d.).
    [_Porter’s five forces: Understanding competitive forces to maximize profitability_](https://waldenu.instructure.com/courses/247046/files/21119749?wrap=1) [Download Porter’s five forces: Understanding competitive forces to maximize profitability](https://waldenu.instructure.com/courses/247046/files/21119749/download?download_frd=1). MindTools. https://www.mindtools.com/community/pages/article/newTMC_08.php
    Porter's Five Forces: Understanding Competitive Forces to Maximize Profitability by MindTools.com. Copyright 2021 by Mind Tools Ltd. Reprinted by permission of Mind Tools Ltd. via the Copyright Clearance Center.

    **Note:** Please disregard any reference to an embedded video in this reading.

    · Emerald Works Limited. (n.d.).
    [_PEST analysis: Identifying “big picture” opportunities and threats_](https://waldenu.instructure.com/courses/247046/files/21119751?wrap=1) [Download PEST analysis: Identifying “big picture” opportunities and threats](https://waldenu.instructure.com/courses/247046/files/21119751/download?download_frd=1). MindTools. https://www.mindtools.com/community/pages/article/newTMC_09.php?route=pages/article/newTMC_09.php
    PEST Analysis: Identifying “Big Picture” Opportunities and Threats by MindTools.com. Copyright 2021 by Mind Tools Ltd. Reprinted by permission of Mind Tools Ltd. via the Copyright Clearance Center.

    **Note:** Please disregard any reference to an embedded video in this reading.

    · Lumen Learning. (n.d.).
    [Common frameworks for evaluating the business environmentLinks to an external site.](https://courses.lumenlearning.com/wmopen-principlesofmanagement/chapter/common-frameworks-for-evaluating-the-business-environment/). In
    _Principles of management_ .
    [https://courses.lumenlearning.com/wmopen-principlesofmanagement/chapter/common-frameworks-for-evaluating-the-business-environment/](https://courses.lumenlearning.com/wmopen-principlesofmanagement/chapter/common-frameworks-for-evaluating-the-business-environment/)

    **Get The Strategy Right (Key Success Factor Analysis, Stakeholder Analysis)**

    When a strategy is developed, it can act as a guide for an organization. It can map out the vision and direction for where that organization wants to go moving forward. When everyone in an organization, from top-level leadership to entry-level employees, has clear goals and can follow a clear mission, the organization can function better as a cohesive unit to achieve its goals. Through these resources, you will explore how to choose a strategy that will increase the likelihood of success.

    · Emerald Works Limited. (n.d.).
    [_Critical success factors: Daniel and Rockart’s guide to meeting strategic goals_](https://waldenu.instructure.com/courses/247046/files/21119769?wrap=1) [Download Critical success factors: Daniel and Rockart’s guide to meeting strategic goals](https://waldenu.instructure.com/courses/247046/files/21119769/download?download_frd=1). MindTools. https://www.mindtools.com/community/pages/article/newLDR_80.php
    Critical Success Factors: Daniel and Rockart’s Guide to Meeting Strategic Goals by MindTools.com. Copyright 2021 by Mind Tools Ltd. Reprinted by permission of Mind Tools Ltd. via the Copyright Clearance Center.

    · Emerald Works Limited. (n.d.).
    [_Stakeholder analysis: Winning support for your projects_](https://waldenu.instructure.com/courses/247046/files/21119774?wrap=1) [Download Stakeholder analysis: Winning support for your projects](https://waldenu.instructure.com/courses/247046/files/21119774/download?download_frd=1). MindTools. https://www.mindtools.com/community/pages/article/newPPM_07.php
    Stakeholder Analysis: Winning Support for Your Projects by MindTools.com. Copyright 2021 by Mind Tools Ltd. Reprinted by permission of Mind Tools Ltd. via the Copyright Clearance Center.

    **Note:** Please disregard any reference to an embedded video in this reading.

    · GreggU. (2018, June 1).
    [_Key success factors_ Links to an external site.](https://www.youtube.com/watch?v=LxJJ7Mw7rmQ) [Video]. YouTube. https://www.youtube.com/watch?v=LxJJ7Mw7rmQ

    **Note:** The approximate length of this media piece is 2 minutes.

    · McLeod, L. E. (2020, December 1).
    [3 mistakes that stymie corporate purpose initiatives](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH060V4-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · ProductPlan. (2020, January 13).
    [_What is a stakeholder analysis? – Leading successful projects_ Links to an external site.](https://www.youtube.com/watch?v=PXCo92Iag3g) [Video]. YouTube.
    [https://www.youtube.com/watch?v=PXCo92Iag3g](https://www.youtube.com/watch?v=PXCo92Iag3g)

    **Strategy Designing and Validating Tactics (Potential Strategic Pathways)**

    When validating a strategy, managers might consider the semantics of the strategy. They may ask about what the strategy says, how it relates to other plans, and how it connects to business outcomes and goals. Through these resources, you will examine tactics for designing and validating strategies.

    · Githens, G. (2011, March 29).
    [Validation: How to get strategy rightLinks to an external site.](https://leadingstrategicinitiatives.com/2011/03/29/validation-how-to-get-strategy-right/).
    _Leading Strategic Initiatives_ . https://leadingstrategicinitiatives.com/2011/03/29/validation-how-to-get-strategy-right/

    · Gray, D. (2021, April 29).
    [What makes successful frameworks rise above the rest](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FSMR886-PDF-ENG%2Frich-text).
    _MIT Sloan Management Review_ . http://hbr.org

    **## Week9DiscussionResponses-Capstone.docx**

    **Week 9 Discussion Responses**

    **Capstone**

    **Colleague 1- Nadia Bhatti**

    **Professional Experience and the Need for Strategic Planning**

    Throughout my leadership experience in healthcare, I have learned that one of the greatest challenges organizations faces is balancing operational efficiency, financial sustainability, and quality patient care. While these priorities should complement one another, organizations sometimes address them independently, creating unintended consequences.

    One example involves the redesign of a clinical model of care within a residential behavioral health organization. Over time, inconsistencies in staffing allocation, overlapping responsibilities, and variations in clinical workflows created operational challenges. Some departments experienced staffing pressures while others had opportunities to use existing resources more effectively. Additionally, decisions regarding staffing and program operations were sometimes driven by immediate needs rather than a clearly defined, organization-wide strategy.

    Although leadership shared the goal of delivering quality patient care, a more structured strategic planning approach could have helped establish priorities earlier, align resources with patient needs, and reduce operational inefficiencies.

    **Recommended Strategic Planning Tool and Rationale**

    Of the strategic planning tools presented this week, I believe
    **a strategy map would have been the most effective tool** for improving this situation. Athuraliya (2021) explains that strategy maps provide a visual representation of how organizational objectives connect across financial performance, internal processes, customer outcomes, and organizational learning and growth.

    In this scenario, a strategy map could have helped leadership evaluate how staffing decisions and operational processes influenced broader organizational outcomes. For example, improvements in employee training, role clarity, and staffing allocation could support more consistent clinical programming and discharge planning. These improvements could subsequently contribute to better patient experiences, stronger continuity of care, and more effective resource utilization.

    Unlike stakeholder analysis, which primarily focuses on identifying and engaging individuals affected by organizational decisions, a strategy map would provide a broader framework for connecting departmental priorities to the organization's strategic objectives.

    **Strategy Validation and Organizational Outcomes**

    To apply this tool effectively, I would begin by identifying the organization's primary strategic objectives, including clinical quality, patient engagement, workforce effectiveness, and financial sustainability. From there, leadership could develop a strategy map demonstrating how improvements in one area support outcomes in another.

    Githens (2011) emphasizes that effective strategy validation requires aligning a clearly identified problem with an appropriate solution while ensuring sufficient resources are available for implementation. Applying this principle would help leadership determine whether proposed staffing changes and workflow improvements addressed underlying operational challenges rather than simply responding to immediate financial pressures.

    Success could be evaluated through measurable indicators such as staff productivity, overtime utilization, patient satisfaction, treatment engagement, timely discharge planning, and clinical outcomes. Emerald Works Limited (n.d.) also emphasizes the importance of identifying critical success factors that support organizational objectives.

    Establishing these measures before implementing changes would allow leadership to evaluate progress, identify unintended consequences, and adjust the strategy as necessary.

    **Leadership Reflection**

    One of my biggest takeaways from this experience is that strategic planning requires leaders to look beyond individual departments and consider how decisions affect the organization as a whole. Reducing expenses or reallocating staff may address an immediate operational concern, but those decisions must also support the organization's mission and long-term objectives.

    For me,
    **effective strategic planning is about creating alignment between people, processes, resources, and outcomes.** A strategy map provides an opportunity to make those connections visible while establishing greater accountability for results.

    Ultimately, I believe organizations are more successful when strategic decisions are proactive rather than reactive and when financial sustainability and quality patient care are viewed as interconnected priorities rather than competing interests.

    **References**

    Athuraliya, A. (2021, September 24).
    _What is a strategy map? A comprehensive guide with templates_. Creately.
    [https://creately.com/blog/diagrams/what-is-a-strategy-map/Links to an external site.](https://creately.com/blog/diagrams/what-is-a-strategy-map/?utm_source=chatgpt.com)

    Emerald Works Limited. (n.d.).
    _Critical success factors: Daniel and Rockart's guide to meeting strategic goals_. MindTools.
    [https://www.mindtools.com/community/pages/article/newLDR_80.phpLinks to an external site.](https://www.mindtools.com/community/pages/article/newLDR_80.php)

    Githens, G. (2011, March 29).
    _Validation: How to get strategy right_. Leading Strategic Initiatives.
    [https://leadingstrategicinitiatives.com/2011/03/29/validation-how-to-get-strategy-right/Links to an external site.](https://leadingstrategicinitiatives.com/2011/03/29/validation-how-to-get-strategy-right/?utm_source=chatgpt.com)

    **Colleague 2- Tiffany Mitchell**

    **Improvement Through Strategic Planning**

    To take a break from the nursing world, I’ll talk about how I recently took on the responsibility of planning a baby shower for my daughter. She’s my only child and this is my first grandchild, so to say that I’m excited is an understatement.

    Planning my daughter’s baby shower became a clear example of how the absence of strategic planning can complicate even the happiest event. I began the process with a vision for the shower and immediately started organizing everything from decorations and food to games and the overall theme. However, I quickly realized that my daughter had a completely different vision for the celebration. She wanted to take full control of the decorations, which created confusion because I had already purchased items and started designing the layout. Without a shared plan, our roles overlapped, expectations were misaligned, and communication became scattered across casual conversations and text messages. We duplicated efforts, bought décor that didn’t match, and had to redo parts of the setup to accommodate both visions. Although the shower ultimately turned out beautiful, the planning process was way more stressful than it needed to be. With a strategic plan that clarified responsibilities, aligned our visions early, and established a timeline for decisions, the experience could have been smoother, more collaborative, and less chaotic.

    Validation Tools

    After reviewing this week’s material, planning my daughter’s baby shower became a clear example of how a stakeholder analysis could have improved the situation. The core issue wasn’t logistical or external forces, it was misaligned expectations between the two primary stakeholders, my daughter and me. I began planning with a vision for the event and assumed I would handle every aspect, from decorations to food and activities. However, my daughter had a completely different vision and wanted full control over the décor. Because we never identified or discussed our roles as key stakeholders, our expectations were misaligned, and we had to revise the plans a few times.

    According to Emerald Works (n.d.), stakeholder analysis is designed to identify and understand your stakeholders, helping you anticipate their reactions and win their support early in the process. Conducting a stakeholder analysis would have helped me recognize my daughter as a highinterest, highpower stakeholder in the decisions. By clarifying her influence and expectations at the beginning, we could have aligned our visions, assigned responsibilities appropriately, and communicated more effectively. Asking her opinion would have made the planning process smoother and more collaborative (Emerald Works, n.d.). Despite the rough start in the planning process, everything worked out and it was an amazing day.

    References

    Emerald Works Limited. (n.d.).
    [Stakeholder analysis: Winning support for your projects](https://waldenu.instructure.com/courses/247046/files/21119774?wrap=1) [Download Stakeholder analysis: Winning support for your projects](https://waldenu.instructure.com/courses/247046/files/21119774/download?download_frd=1). MindTools. https://www.mindtools.com/community/pages/article/newPPM_07.php

  • [Solved] Reflection Journal

    ✓ Verified Academic Solution Available

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) Legal and Regulatory Issues in Human Resources Management (Contemporary Human Resource Management Issues Challenges and Opportunities) by [Ronald R. Sims](https://www.amazon.com/Ronald-R-Sims/e/B001HOIH3U/ref=…

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    Assignment Prompt & Instructions

    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    Legal and Regulatory Issues in Human Resources Management (Contemporary Human Resource Management Issues Challenges and Opportunities)

    by [Ronald R. Sims](https://www.amazon.com/Ronald-R-Sims/e/B001HOIH3U/ref=dp_byline_cont_book_1) (Editor), [Jr. William I. Sauser](https://www.amazon.com/s/ref=dp_byline_sr_book_2?ie=UTF8&field-author=Jr.+William+I.+Sauser&text=Jr.+William+I.+Sauser&sort=relevancerank&search-alias=books) (Editor)

    As a midterm assignment, reflect on and elaborate on each of the following five mini reflections. Your post should be 350 words or more.

    1-Identify one legal issue from the chapter (Chapters 1-6) that you believe is most consequential for HR practice (e.g., discrimination, privacy, ADA accommodations, harassment, wage/hour compliance).

    2-Explain how this issue shows up in real workplaces, either from your experience, observation, or a hypothetical scenario.

    3-Describe the tension between legal compliance and ethical responsibility.

    (Chapters emphasize that compliance alone is not enough; organizations must navigate ethical commitments beyond minimum legal requirements.

    4-State one question you still have about how HR should handle this issue.

    5- How and in what situations would you use an HR Compliance Audit?

    **Important:** Use your own voice and avoid using any Large Language Models or AI to produce your reflection; **if detected, points will be deducted.**

  • [Solved] TLMT7-1

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    see attached – a day ago **files (2)** – ## WK7AssignmentInstructions-Copy.docx – ## Week7Negotiating_Reference.pdf **## WK7AssignmentInstructions-Copy.docx** **Instructions:** Each written paper requires in-depth and detailed responses to the assignment question(s). The written papers need to refe…

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    see attached

    – a day ago

    **files (2)**

    – ## WK7AssignmentInstructions-Copy.docx

    – ## Week7Negotiating_Reference.pdf

    **## WK7AssignmentInstructions-Copy.docx**

    **Instructions:** Each written paper requires in-depth and detailed responses to the assignment question(s). The written papers need to reference the text materials in the content of the paper as well as the Reference Page. You must ensure you reference and cite a source if you paraphrase or quote directly from an author or source. Likewise, written papers include real-world examples to support any general points. Keep your submissions clear, concise, focused, and succinct. Quality is preferred and not quantity of verbiage. Each written paper must be:

    □ 2-3 pages maximum (500-700 words)

    □ APA format

    □ Title page, introduction, conclusion, and reference page (no short answer format)

    Choose ONE of the following:

    1. What steps are needed before going into negotiations with a company? Identify specific steps and discuss these in detail. You must include a title page, introduction, conclusion, and reference page.

    **## Week7Negotiating_Reference.pdf**

    TLMT 201 – Retail Transportation
    Week 7

    Transcript of “Negotiating” Video

    This week we will discuss and review negotiating. Negotiating is a very complex component of
    any business as there are several strategies and tactics you can use to get the most out of your
    negotiations with customers, suppliers, employees, and management.

    Therefore, everyone has different approaches and strategies so we will hit on only a few key
    points in this presentation. You will quickly see as you review this week’s course materials that
    these strategies, tactics, and tips are customizable to fit you as a negotiator and the situation in
    which you are negotiating.

    As a marketing and sales manager, I found that some of these strategies work across any
    negotiation whether it is negotiating a line haul price with a truckload carrier or negotiating a
    contract and price for a cyclical order of promotional items. One this is for certain, you always
    need to be prepared and on your toes for anything and everything. You need to know your
    opponent, know your options and limitations, and most importantly you need to know when to
    walk away from the table.

    This brings us to the negotiator. What do you see as some of the key attributes of a good
    negotiator?

    To me, a good negotiator has certain skills, abilities, and attributes that make for effective
    negotiations. A good negotiator must be personable. This means that they need to have an
    outgoing personality and relate well with others. You want a person that is not intimidated or
    shy when it comes to dealing with people in a negotiation.

    A good negotiator needs to be observant and perceptive. In negotiations, the negotiator needs to
    watch for those non-verbal cues of their opponent. These non-verbal cues are insights into how
    the opposition is thinking and feeling. This means that the negotiator must be quick thinking,
    intuitive, adaptable, and a problem solver. Seeing these non-verbal cues may mean that the
    presentation needs to switch gears to keep the customer on the hook otherwise it could mean
    losing the deal all together.

    The most important skills of being a good negotiator is being a good listener. Most people want
    to talk and let others listen. A good negotiator listens in order to provide the best possible
    solution to create a win-win situation. You cannot effectively negotiate without listening to what
    the other side has to say.

    Others attributes of a good negotiator include, patience, integrity, determination, and a
    competitive nature. A good negotiator will use all of these tools in their toolbox to effectively
    negotiate a contract, deal, or sale. Therefore, to effectively negotiate you need to know your
    strengths and weaknesses to provide a well-balanced approach in negotiations.

    If you are not a good listener then how will effectively negotiate? Develop your listening skills.

    If you tend to be impatient or a bull in a China shop – learn to be more patient and maintain a
    nice temperament.

    My point is that you can develop some of these skills or abilities to become a good negotiator
    which in turn plays into every part of your life.

    Think about all of the different activities you do on a day-to-day basis…you negotiate something
    with someone all the time. We are all natural negotiators but some are better than others!

    So, with that…what are some key points to consider as you go into negotiations?

    First, be prepared. Know the company or opponent inside and out. You need to know as much
    as possible about your opponent before coming to the table.

    Second, be confident and do not look like you need them more than they need you. If they were
    not interested in what you had to say, they wouldn’t meet with you.

    Third, provide options and flexibility in your services or solutions. Negotiation does not mean
    “winner takes all”. A win-win negotiation means that while both sides may not walk away with
    everything they want they are happy with the results and walk away feeling satisfied and not
    disgruntled or angry.

    Remember, building a relationship is key in any business transaction, contract, or deal so you do
    not want to start the relationship off on a bad note. A win-win situation is mutually beneficial
    and more apt to provide a long-term business relationship.

    Lastly, be observant and perceptive. I mentioned this a little earlier. You need to watch for non-
    verbal communications and be alert to shifts in demeanor, attitudes, voice intonation, and things
    of that nature. These cues will let you know when things may be shifting – either positively or
    negatively. Therefore, you must be quick on your feet to adjust if you want to seal the deal.
    Again, it is not “winners take all.”

    In conclusion, we have briefly discussed negotiating and some tips in effective negotiations.
    Remember, be prepared, be confident, provide options, be observant, and know when to walk
    away.

    **## Week7Negotiating_Reference.pdf**

    TLMT 201 – Retail Transportation
    Week 7

    Transcript of “Negotiating” Video

    This week we will discuss and review negotiating. Negotiating is a very complex component of
    any business as there are several strategies and tactics you can use to get the most out of your
    negotiations with customers, suppliers, employees, and management.

    Therefore, everyone has different approaches and strategies so we will hit on only a few key
    points in this presentation. You will quickly see as you review this week’s course materials that
    these strategies, tactics, and tips are customizable to fit you as a negotiator and the situation in
    which you are negotiating.

    As a marketing and sales manager, I found that some of these strategies work across any
    negotiation whether it is negotiating a line haul price with a truckload carrier or negotiating a
    contract and price for a cyclical order of promotional items. One this is for certain, you always
    need to be prepared and on your toes for anything and everything. You need to know your
    opponent, know your options and limitations, and most importantly you need to know when to
    walk away from the table.

    This brings us to the negotiator. What do you see as some of the key attributes of a good
    negotiator?

    To me, a good negotiator has certain skills, abilities, and attributes that make for effective
    negotiations. A good negotiator must be personable. This means that they need to have an
    outgoing personality and relate well with others. You want a person that is not intimidated or
    shy when it comes to dealing with people in a negotiation.

    A good negotiator needs to be observant and perceptive. In negotiations, the negotiator needs to
    watch for those non-verbal cues of their opponent. These non-verbal cues are insights into how
    the opposition is thinking and feeling. This means that the negotiator must be quick thinking,
    intuitive, adaptable, and a problem solver. Seeing these non-verbal cues may mean that the
    presentation needs to switch gears to keep the customer on the hook otherwise it could mean
    losing the deal all together.

    The most important skills of being a good negotiator is being a good listener. Most people want
    to talk and let others listen. A good negotiator listens in order to provide the best possible
    solution to create a win-win situation. You cannot effectively negotiate without listening to what
    the other side has to say.

    Others attributes of a good negotiator include, patience, integrity, determination, and a
    competitive nature. A good negotiator will use all of these tools in their toolbox to effectively
    negotiate a contract, deal, or sale. Therefore, to effectively negotiate you need to know your
    strengths and weaknesses to provide a well-balanced approach in negotiations.

    If you are not a good listener then how will effectively negotiate? Develop your listening skills.

    If you tend to be impatient or a bull in a China shop – learn to be more patient and maintain a
    nice temperament.

    My point is that you can develop some of these skills or abilities to become a good negotiator
    which in turn plays into every part of your life.

    Think about all of the different activities you do on a day-to-day basis…you negotiate something
    with someone all the time. We are all natural negotiators but some are better than others!

    So, with that…what are some key points to consider as you go into negotiations?

    First, be prepared. Know the company or opponent inside and out. You need to know as much
    as possible about your opponent before coming to the table.

    Second, be confident and do not look like you need them more than they need you. If they were
    not interested in what you had to say, they wouldn’t meet with you.

    Third, provide options and flexibility in your services or solutions. Negotiation does not mean
    “winner takes all”. A win-win negotiation means that while both sides may not walk away with
    everything they want they are happy with the results and walk away feeling satisfied and not
    disgruntled or angry.

    Remember, building a relationship is key in any business transaction, contract, or deal so you do
    not want to start the relationship off on a bad note. A win-win situation is mutually beneficial
    and more apt to provide a long-term business relationship.

    Lastly, be observant and perceptive. I mentioned this a little earlier. You need to watch for non-
    verbal communications and be alert to shifts in demeanor, attitudes, voice intonation, and things
    of that nature. These cues will let you know when things may be shifting – either positively or
    negatively. Therefore, you must be quick on your feet to adjust if you want to seal the deal.
    Again, it is not “winners take all.”

    In conclusion, we have briefly discussed negotiating and some tips in effective negotiations.
    Remember, be prepared, be confident, provide options, be observant, and know when to walk
    away.

    **## WK7AssignmentInstructions-Copy.docx**

    **Instructions:** Each written paper requires in-depth and detailed responses to the assignment question(s). The written papers need to reference the text materials in the content of the paper as well as the Reference Page. You must ensure you reference and cite a source if you paraphrase or quote directly from an author or source. Likewise, written papers include real-world examples to support any general points. Keep your submissions clear, concise, focused, and succinct. Quality is preferred and not quantity of verbiage. Each written paper must be:

    □ 2-3 pages maximum (500-700 words)

    □ APA format

    □ Title page, introduction, conclusion, and reference page (no short answer format)

    Choose ONE of the following:

    1. What steps are needed before going into negotiations with a company? Identify specific steps and discuss these in detail. You must include a title page, introduction, conclusion, and reference page.

    **## Week7Negotiating_Reference.pdf**

    TLMT 201 – Retail Transportation
    Week 7

    Transcript of “Negotiating” Video

    This week we will discuss and review negotiating. Negotiating is a very complex component of
    any business as there are several strategies and tactics you can use to get the most out of your
    negotiations with customers, suppliers, employees, and management.

    Therefore, everyone has different approaches and strategies so we will hit on only a few key
    points in this presentation. You will quickly see as you review this week’s course materials that
    these strategies, tactics, and tips are customizable to fit you as a negotiator and the situation in
    which you are negotiating.

    As a marketing and sales manager, I found that some of these strategies work across any
    negotiation whether it is negotiating a line haul price with a truckload carrier or negotiating a
    contract and price for a cyclical order of promotional items. One this is for certain, you always
    need to be prepared and on your toes for anything and everything. You need to know your
    opponent, know your options and limitations, and most importantly you need to know when to
    walk away from the table.

    This brings us to the negotiator. What do you see as some of the key attributes of a good
    negotiator?

    To me, a good negotiator has certain skills, abilities, and attributes that make for effective
    negotiations. A good negotiator must be personable. This means that they need to have an
    outgoing personality and relate well with others. You want a person that is not intimidated or
    shy when it comes to dealing with people in a negotiation.

    A good negotiator needs to be observant and perceptive. In negotiations, the negotiator needs to
    watch for those non-verbal cues of their opponent. These non-verbal cues are insights into how
    the opposition is thinking and feeling. This means that the negotiator must be quick thinking,
    intuitive, adaptable, and a problem solver. Seeing these non-verbal cues may mean that the
    presentation needs to switch gears to keep the customer on the hook otherwise it could mean
    losing the deal all together.

    The most important skills of being a good negotiator is being a good listener. Most people want
    to talk and let others listen. A good negotiator listens in order to provide the best possible
    solution to create a win-win situation. You cannot effectively negotiate without listening to what
    the other side has to say.

    Others attributes of a good negotiator include, patience, integrity, determination, and a
    competitive nature. A good negotiator will use all of these tools in their toolbox to effectively
    negotiate a contract, deal, or sale. Therefore, to effectively negotiate you need to know your
    strengths and weaknesses to provide a well-balanced approach in negotiations.

    If you are not a good listener then how will effectively negotiate? Develop your listening skills.

    If you tend to be impatient or a bull in a China shop – learn to be more patient and maintain a
    nice temperament.

    My point is that you can develop some of these skills or abilities to become a good negotiator
    which in turn plays into every part of your life.

    Think about all of the different activities you do on a day-to-day basis…you negotiate something
    with someone all the time. We are all natural negotiators but some are better than others!

    So, with that…what are some key points to consider as you go into negotiations?

    First, be prepared. Know the company or opponent inside and out. You need to know as much
    as possible about your opponent before coming to the table.

    Second, be confident and do not look like you need them more than they need you. If they were
    not interested in what you had to say, they wouldn’t meet with you.

    Third, provide options and flexibility in your services or solutions. Negotiation does not mean
    “winner takes all”. A win-win negotiation means that while both sides may not walk away with
    everything they want they are happy with the results and walk away feeling satisfied and not
    disgruntled or angry.

    Remember, building a relationship is key in any business transaction, contract, or deal so you do
    not want to start the relationship off on a bad note. A win-win situation is mutually beneficial
    and more apt to provide a long-term business relationship.

    Lastly, be observant and perceptive. I mentioned this a little earlier. You need to watch for non-
    verbal communications and be alert to shifts in demeanor, attitudes, voice intonation, and things
    of that nature. These cues will let you know when things may be shifting – either positively or
    negatively. Therefore, you must be quick on your feet to adjust if you want to seal the deal.
    Again, it is not “winners take all.”

    In conclusion, we have briefly discussed negotiating and some tips in effective negotiations.
    Remember, be prepared, be confident, provide options, be observant, and know when to walk
    away.

    **## WK7AssignmentInstructions-Copy.docx**

    **Instructions:** Each written paper requires in-depth and detailed responses to the assignment question(s). The written papers need to reference the text materials in the content of the paper as well as the Reference Page. You must ensure you reference and cite a source if you paraphrase or quote directly from an author or source. Likewise, written papers include real-world examples to support any general points. Keep your submissions clear, concise, focused, and succinct. Quality is preferred and not quantity of verbiage. Each written paper must be:

    □ 2-3 pages maximum (500-700 words)

    □ APA format

    □ Title page, introduction, conclusion, and reference page (no short answer format)

    Choose ONE of the following:

    1. What steps are needed before going into negotiations with a company? Identify specific steps and discuss these in detail. You must include a title page, introduction, conclusion, and reference page.

    **## Week7Negotiating_Reference.pdf**

    TLMT 201 – Retail Transportation
    Week 7

    Transcript of “Negotiating” Video

    This week we will discuss and review negotiating. Negotiating is a very complex component of
    any business as there are several strategies and tactics you can use to get the most out of your
    negotiations with customers, suppliers, employees, and management.

    Therefore, everyone has different approaches and strategies so we will hit on only a few key
    points in this presentation. You will quickly see as you review this week’s course materials that
    these strategies, tactics, and tips are customizable to fit you as a negotiator and the situation in
    which you are negotiating.

    As a marketing and sales manager, I found that some of these strategies work across any
    negotiation whether it is negotiating a line haul price with a truckload carrier or negotiating a
    contract and price for a cyclical order of promotional items. One this is for certain, you always
    need to be prepared and on your toes for anything and everything. You need to know your
    opponent, know your options and limitations, and most importantly you need to know when to
    walk away from the table.

    This brings us to the negotiator. What do you see as some of the key attributes of a good
    negotiator?

    To me, a good negotiator has certain skills, abilities, and attributes that make for effective
    negotiations. A good negotiator must be personable. This means that they need to have an
    outgoing personality and relate well with others. You want a person that is not intimidated or
    shy when it comes to dealing with people in a negotiation.

    A good negotiator needs to be observant and perceptive. In negotiations, the negotiator needs to
    watch for those non-verbal cues of their opponent. These non-verbal cues are insights into how
    the opposition is thinking and feeling. This means that the negotiator must be quick thinking,
    intuitive, adaptable, and a problem solver. Seeing these non-verbal cues may mean that the
    presentation needs to switch gears to keep the customer on the hook otherwise it could mean
    losing the deal all together.

    The most important skills of being a good negotiator is being a good listener. Most people want
    to talk and let others listen. A good negotiator listens in order to provide the best possible
    solution to create a win-win situation. You cannot effectively negotiate without listening to what
    the other side has to say.

    Others attributes of a good negotiator include, patience, integrity, determination, and a
    competitive nature. A good negotiator will use all of these tools in their toolbox to effectively
    negotiate a contract, deal, or sale. Therefore, to effectively negotiate you need to know your
    strengths and weaknesses to provide a well-balanced approach in negotiations.

    If you are not a good listener then how will effectively negotiate? Develop your listening skills.

    If you tend to be impatient or a bull in a China shop – learn to be more patient and maintain a
    nice temperament.

    My point is that you can develop some of these skills or abilities to become a good negotiator
    which in turn plays into every part of your life.

    Think about all of the different activities you do on a day-to-day basis…you negotiate something
    with someone all the time. We are all natural negotiators but some are better than others!

    So, with that…what are some key points to consider as you go into negotiations?

    First, be prepared. Know the company or opponent inside and out. You need to know as much
    as possible about your opponent before coming to the table.

    Second, be confident and do not look like you need them more than they need you. If they were
    not interested in what you had to say, they wouldn’t meet with you.

    Third, provide options and flexibility in your services or solutions. Negotiation does not mean
    “winner takes all”. A win-win negotiation means that while both sides may not walk away with
    everything they want they are happy with the results and walk away feeling satisfied and not
    disgruntled or angry.

    Remember, building a relationship is key in any business transaction, contract, or deal so you do
    not want to start the relationship off on a bad note. A win-win situation is mutually beneficial
    and more apt to provide a long-term business relationship.

    Lastly, be observant and perceptive. I mentioned this a little earlier. You need to watch for non-
    verbal communications and be alert to shifts in demeanor, attitudes, voice intonation, and things
    of that nature. These cues will let you know when things may be shifting – either positively or
    negatively. Therefore, you must be quick on your feet to adjust if you want to seal the deal.
    Again, it is not “winners take all.”

    In conclusion, we have briefly discussed negotiating and some tips in effective negotiations.
    Remember, be prepared, be confident, provide options, be observant, and know when to walk
    away.