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    **files (3)** – ## Week7DiscussionInstructions-Capstone.docx – ## Week5LearningResources-Capstone.docx – ## Week6LearningResources-Capstone.docx **## Week7DiscussionInstructions-Capstone.docx** **Week 7 Discussion** **Capstone** **Workplace Readiness and Business Skills for Good** Workplace readines…

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    Assignment Prompt & Instructions

    **files (3)**

    – ## Week7DiscussionInstructions-Capstone.docx

    – ## Week5LearningResources-Capstone.docx

    – ## Week6LearningResources-Capstone.docx

    **## Week7DiscussionInstructions-Capstone.docx**

    **Week 7 Discussion**

    **Capstone**

    **Workplace Readiness and Business Skills for Good**

    Workplace readiness skills are essential for individuals to maintain employment and succeed in the professional environment. These skills encompass personal qualities, people skills, and professional traits that are highly valued by employers. Mastering these skills is crucial for organizational success, as they contribute to improved work performance, effective collaboration, and the ability to adapt to the demands of the workplace. For this Discussion, you will reflect upon the
    _Business Skills for Good_ you have encountered so far in this program and will isolate the two that have resonated most deeply with you in your professional career and why.

    **To prepare for this Discussion:**

    · Review the Learning Resources from Weeks 5 and 6.

    · Reflect on the previous weeks in this course, as well as the
    _Business Skills for Good_ that you have built throughout this program so far. As a refresher, they include the following:

    · emotional intelligence

    · growth mindset

    · planning

    · personal mastery

    · questioning, persuasion

    · Evidence-based decision making

    (
    **Note:** At the end of this course, you will discuss the final skill for this program, becoming an effective change agent.)

    · Select the two
    _Business Skills for Good_ that have resonated most with you and that you consider most important within your job or within any business/professional setting. Develop your thinking around why you selected those two skills and how they relate to creating positive business outcomes.

    · Then, in order to support your selections, identify one example of how you have put each of those skills into practice effectively in your own professional career in order to solve a problem and/or bring about a positive outcome. Or consider an example in which you did not put the skill into practice in an effective way, and it resulted in a less-than-positive outcome. If you had employed the skill effectively, how might it have produced a different result?

    **Post** your summary of the relevance of workplace readiness skills development to positive business outcomes, to include the following:

    · Identify the two
    _Business Skills for Good_ that you believe are most relevant to your professional career (or to a professional career in general).

    · Explain why you believe your two selected
    _Business Skills for Good_ are the most relevant or necessary for either the type of work you do or for a professional career in general and how developing these skills can promote positive business outcomes.

    · To support your assessment of the relevance or importance of developing these skills, provide one example for each skill (for a total of two examples) of a time you either put that skill into practice effectively in order to solve a business problem and/or produce a positive outcome or
    _did not_ put that skill into practice effectively and it resulted in a less-than-positive outcome. If you provide an example of a less-than-positive outcome, propose how the situation might have gone differently had you been able to put that skill into practice more effectively.

    **## Week5LearningResources-Capstone.docx**

    **Week 5 Learning Resources**

    **Capstone**

    **What Is Healthy Organization?**

    How would you define a “healthy organization”? Many individuals would consider a healthy organization to be one that earns the most profits or maintains long-term stability, but additional factors should be considered. If those outcomes were achieved through dishonorable practices or an overloaded and underpaid workforce, then it is likely most people would reassess how “healthy” that organization was. Using the following resources, you will explore what it means to have a healthy organization.

    · Goldman, J. (2018, July 26).
    [_How to grow revenue and profit by focusing on organizational health_ Links to an external site.](https://www.inc.com/jeremy-goldman/to-grow-revenue-profit-focus-on-organizational-health.html). Inc.com. https://www.inc.com/jeremy-goldman/to-grow-revenue-profit-focus-on-organizational-health.html

    · HSMAmericas. (2010, September 22).
    [_Patrick Lencioni on the four disciplines of healthy organizations_ Links to an external site.](https://www.youtube.com/watch?v=SJAeFnd3QWE) [Video]. YouTube. https://www.youtube.com/watch?v=SJAeFnd3QWE

    · Lencioni, P. (2024, November 25).
    [_The six critical questions by Patrick Lencioni_ Links to an external site.](https://www.youtube.com/watch?v=cYMcvYPMzqk) [Video]. YouTube. https://www.youtube.com/watch?v=cYMcvYPMzqk

    · Starr, P. (2020, September).
    [Having it all: How to have both a healthy organization and strong performanceLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=147607679&site=eds-live&scope=site&custid=s6527200).
    _Smart Business Cleveland_ ,
    _32_ (1), 20.

    **Healthy Corporate Culture**

    A crucial component of a healthy organization is its corporate culture. An organization can demonstrate its commitment to a healthy corporate culture by focusing on its employees’ and customers’ well-being. A healthy culture recognizes the common values that describe an organization’s objectives, which can lead to prosperity, organizational consistency, and a more engaged workforce. Through these resources, you will examine the components of a healthy organizational culture.

    · Bregman, P. (2009, June 25).
    [A good way to change a corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH003DV-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · Coleman, J. (2013, May 6).
    [Six components of a great corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH00AKN-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · Geller, L. W. (2017, January 30).
    [Why good employees do bad thingsLinks to an external site.](https://www.strategy-business.com/article/Why-Good-Employees-Do-Bad-Things). s
    _trategy+business_ , (87). https://www.strategy-business.com/article/Why-Good-Employees-Do-Bad-Things

    · Schwartz, M. S. (2013).
    [Developing and sustaining an ethical corporate culture: The core elementsLinks to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://www.sciencedirect.com/science/article/pii/S0007681312001218?via=ihub).
    _Business Horizons_ ,
    _56_ (1), 39–50.
    [https://doi.org/10.1016/j.bushor.2012.09.002](https://doi.org/10.1016/j.bushor.2012.09.002)

    **Attributes of a Successful, Resilient Organization**

    How do you define a successful, resilient organization? More importantly, what can be done to create or sustain one? There are numerous variables to consider when answering these questions, and the answer may not always be clear. It is unlikely that there is a single approach that will solve every inevitable issue that organizations will face. While one approach may not solve every problem, combining multiple, time-tested business practices can improve the likelihood of success. Using these resources, you will explore what factors are important for a successful and resilient organization.

    · Borg, L. (2020, July 17).
    [_The essential role of agility in business success_ Links to an external site.](https://www.linkedin.com/pulse/essential-role-agility-business-success-lori-borg/?articleId=6689919463724331008). LinkedIn. https://www.linkedin.com/pulse/essential-role-agility-business-success-lori-borg/?articleId=6689919463724331008

    · Cook, C. (2025, June 23).
    [_13 characteristics of a successful businessLinks to an external site._](https://www.uschamber.com/co/start/strategy/successful-businesses-common-characteristics). U.S. Chamber of Commerce. https://www.uschamber.com/co/start/strategy/successful-businesses-common-characteristics

    · Suarez, F. F., & Montes, J. S. (2020).
    [Building organizational resilience](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FS20062-PDF-ENG%2Frich-text).
    _Harvard Business Review_ ,
    _98_ (6), 47–52.

    · Teece, D. J., Raspin, P. G., & Cox, D. R. (2020, September 8).
    [Plotting strategy in a dynamic worldLinks to an external site.](https://www.proquest.com/scholarly-journals/plotting-strategy-dynamic-world/docview/2450654678/se-2?accountid=14872).
    _MIT Sloan Management Review_ ,
    _62_ (1), 28–33.

    · Thiemann, M. (2021, February 4).
    [_Why is agility so important to the success of companies?_ Links to an external site.](https://www.forbes.com/sites/forbescoachescouncil/2021/02/04/why-is-agility-so-important-to-the-success-of-companies/?sh=1c750a956f29) Forbes. https://www.forbes.com/sites/forbescoachescouncil/2021/02/04/why-is-agility-so-important-to-the-success-of-companies/?sh=1c750a956f29

    **## Week6LearningResources-Capstone.docx**

    **Week 6 Learning Resources**

    **Capstone**

    **SWOT Analysis**

    A SWOT analysis is a common strategic framework that focuses on an organization’s strengths, weaknesses, opportunities, and threats (SWOT). This framework will analyze the organization internally (through its strengths and weaknesses) and externally (through its opportunities and threats). Information gathered from a SWOT analysis can be used to make better, more informed decisions for an organization. Through these resources, you will examine the SWOT analysis, including some different perspectives and approaches on applying it to decision making.

    · Kenton, W. (2025, December 19).
    [_SWOT: What it is, how it works, and how to perform an analysis_ Links to an external site.](https://www.investopedia.com/terms/s/swot.asp). Investopedia. https://www.investopedia.com/terms/s/swot.asp

    · Minsky, L., & Aron, D. (2021, February 23).
    [Are you doing the SWOT analysis backwards?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH067M6-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_ , 1–6. http://hbr.org

    · Niehaus, T. (2021, June 10)
    _._ [_Don’t jump into digital transformation without a readiness assessmentLinks to an external site._](https://www.forbes.com/sites/forbestechcouncil/2021/06/10/dont-jump-into-digital-transformation-without-a-readiness-assessment/?sh=79919b8a76e7) . Forbes. https://www.forbes.com/sites/forbestechcouncil/2021/06/10/dont-jump-into-digital-transformation-without-a-readiness-assessment/?sh=79919b8a76e7

    · OnStrategy. (n.d.).
    [_The strategic planning process in 4 steps_ Links to an external site.](https://onstrategyhq.com/resources/strategic-planning-process-basics/).
    [https://onstrategyhq.com/resources/strategic-planning-process-basics/](https://onstrategyhq.com/resources/strategic-planning-process-basics/)

    **Overcoming Resistance to Change**

    There is a plethora of reasons why organizations experience resistance to change. For example, there might be sunk costs associated with a process or technology that an organization’s leaders do not want to lose. As a result, they may resist a particular change, even though investing in a different process or technology could significantly increase productivity and profits. Change can be perceived as a threat, and most people (and organizations) are programmed to avoid threats. Managers and leaders often decline new initiatives and ideas, not because they are bad or unprofitable, but because they would require crossing the threshold of change that can be difficult to overcome. Using these resources, you will examine how organizations and their leadership can overcome resistance to change.

    · Baumgartner, N. (2019, March 22).
    [_Change is the new normal: How to build a resilient workplace_ Links to an external site.](https://www.forbes.com/sites/forbeshumanresourcescouncil/2019/03/22/change-is-the-new-normal-how-to-build-a-resilient-workplace/?sh=3582c7f55fc2). Forbes. https://www.forbes.com/sites/forbeshumanresourcescouncil/2019/03/22/change-is-the-new-normal-how-to-build-a-resilient-workplace/?sh=3582c7f55fc2

    · GreggU. (2021, January 2).
    [_Overcoming resistance to change_ Links to an external site.](https://www.youtube.com/watch?v=or_t4Dg6dIU) [Video]. YouTube. https://www.youtube.com/watch?v=or_t4Dg6dIU

    · Lumen Learning. (n.d.).
    [Resistance to changeLinks to an external site.](https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/resistance-to-change/). In
    _Organizational behavior and human relations_ . https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/resistance-to-change/

    · Martins, J. (2026, January 3).
    [_Change management process: 6 steps for teams & leadersLinks to an external site._](https://asana.com/resources/change-management-process). Asana.
    [https://asana.com/resources/change-management-process](https://asana.com/resources/change-management-process)

    **Organizational Readiness**

    Have you ever heard the sentiment that you cannot make someone change unless they want to change themselves? Perhaps you have experienced this in your personal life, whether through yourself or someone else. There is often a catalyst to set the change in motion that can range from reading a short article to surviving a near-death experience. The same concept can be applied in business, except that catalyst might appear as a new competitor entering the market or insolvency within 6 months if circumstances remain unchanged. Using these resources, you will explore the importance of organizational readiness for change.

    · D’Amore-McKim School of Business. (2019, November 13).
    [_Organizational readiness assessment_ Links to an external site.](https://www.youtube.com/watch?v=STeYt-JJtNY) [Video]. YouTube. https://www.youtube.com/watch?v=STeYt-JJtNY

    · Dym, B., & Hutson, H. (2018).
    [_Leveraging organizational readiness for change_ Links to an external site.](https://thesystemsthinker.com/leveraging-organizational-readiness-for-change/). The Systems Thinker. https://thesystemsthinker.com/leveraging-organizational-readiness-for-change/

    · PKF Texas. (2016, June 27).
    [_Five critical areas of change readiness_ Links to an external site.](https://www.youtube.com/watch?v=plzsMJfj9Ws) [Video]. YouTube.
    [https://www.youtube.com/watch?v=plzsMJfj9Ws](https://www.youtube.com/watch?v=plzsMJfj9Ws)

    **Evaluating Change Readiness**

    Assuming an organization has recognized its need for change and has broken past its resistance, what should it do next? Just because change may be necessary does not mean that it will always be easy to implement. It is important for leadership to determine how ready the organization is for the desired changes and then take the appropriate steps to ensure that transitions occur as smoothly as possible, not only from an operational standpoint but also in the attitudes and feelings among employees. Through these resources, you will examine how to evaluate how ready an organization is for change.

    · Combe, M. (2014).
    [_Change readiness: Focusing change management where it counts_ Links to an external site.](https://www.pmi.org/learning/library/change-readiness-11126). PMI. https://www.pmi.org/learning/library/change-readiness-11126

    · Tanner, R. (2020, December 25).
    [Is your organization ready for change?Links to an external site.](https://managementisajourney.com/three-questions-senior-leaders-must-ask-before-undertaking-organizational-change/) _Management Is a Journey_ . https://managementisajourney.com/three-questions-senior-leaders-must-ask-before-undertaking-organizational-change/

    **The Importance of Change Management**

    Have you ever worked for a company that was undergoing change? Whether that change was company-wide or affected just one department or team, there may have been some process in place to ensure that the affected individuals were aware of the change, the reason(s) for the change, and the process for how the change was going to take place. Leaders who have a solid grasp of change management principles and procedures can help to guide their teams through significant shifts in organizational goals, structure, technologies, and processes. And at the broader organizational level, the ability to manage change well can mean the difference between successful initiatives and ones that fail to deliver the desired results.

    · McKinsey & Company. (2016, March 22).
    [_Dan Levin: The importance of change management_ Links to an external site.](https://www.youtube.com/watch?v=NkGY_xblI3M) [Video]. YouTube. https://www.youtube.com/watch?v=NkGY_xblI3M

    · Prosci. (n.d.).
    [_Why you need a change management strategy_ Links to an external site.](https://www.prosci.com/resources/articles/change-management-strategy). https://www.prosci.com/resources/articles/change-management-strategy

    · Stobierski, T. (2020, January 21).
    [Organizational change management: What it is and why it’s importantLinks to an external site.](https://online.hbs.edu/blog/post/organizational-change-management).
    _Harvard Business School Online_ . https://online.hbs.edu/blog/post/organizational-change-management

    **## Week6LearningResources-Capstone.docx**

    **Week 6 Learning Resources**

    **Capstone**

    **SWOT Analysis**

    A SWOT analysis is a common strategic framework that focuses on an organization’s strengths, weaknesses, opportunities, and threats (SWOT). This framework will analyze the organization internally (through its strengths and weaknesses) and externally (through its opportunities and threats). Information gathered from a SWOT analysis can be used to make better, more informed decisions for an organization. Through these resources, you will examine the SWOT analysis, including some different perspectives and approaches on applying it to decision making.

    · Kenton, W. (2025, December 19).
    [_SWOT: What it is, how it works, and how to perform an analysis_ Links to an external site.](https://www.investopedia.com/terms/s/swot.asp). Investopedia. https://www.investopedia.com/terms/s/swot.asp

    · Minsky, L., & Aron, D. (2021, February 23).
    [Are you doing the SWOT analysis backwards?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH067M6-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_ , 1–6. http://hbr.org

    · Niehaus, T. (2021, June 10)
    _._ [_Don’t jump into digital transformation without a readiness assessmentLinks to an external site._](https://www.forbes.com/sites/forbestechcouncil/2021/06/10/dont-jump-into-digital-transformation-without-a-readiness-assessment/?sh=79919b8a76e7) . Forbes. https://www.forbes.com/sites/forbestechcouncil/2021/06/10/dont-jump-into-digital-transformation-without-a-readiness-assessment/?sh=79919b8a76e7

    · OnStrategy. (n.d.).
    [_The strategic planning process in 4 steps_ Links to an external site.](https://onstrategyhq.com/resources/strategic-planning-process-basics/).
    [https://onstrategyhq.com/resources/strategic-planning-process-basics/](https://onstrategyhq.com/resources/strategic-planning-process-basics/)

    **Overcoming Resistance to Change**

    There is a plethora of reasons why organizations experience resistance to change. For example, there might be sunk costs associated with a process or technology that an organization’s leaders do not want to lose. As a result, they may resist a particular change, even though investing in a different process or technology could significantly increase productivity and profits. Change can be perceived as a threat, and most people (and organizations) are programmed to avoid threats. Managers and leaders often decline new initiatives and ideas, not because they are bad or unprofitable, but because they would require crossing the threshold of change that can be difficult to overcome. Using these resources, you will examine how organizations and their leadership can overcome resistance to change.

    · Baumgartner, N. (2019, March 22).
    [_Change is the new normal: How to build a resilient workplace_ Links to an external site.](https://www.forbes.com/sites/forbeshumanresourcescouncil/2019/03/22/change-is-the-new-normal-how-to-build-a-resilient-workplace/?sh=3582c7f55fc2). Forbes. https://www.forbes.com/sites/forbeshumanresourcescouncil/2019/03/22/change-is-the-new-normal-how-to-build-a-resilient-workplace/?sh=3582c7f55fc2

    · GreggU. (2021, January 2).
    [_Overcoming resistance to change_ Links to an external site.](https://www.youtube.com/watch?v=or_t4Dg6dIU) [Video]. YouTube. https://www.youtube.com/watch?v=or_t4Dg6dIU

    · Lumen Learning. (n.d.).
    [Resistance to changeLinks to an external site.](https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/resistance-to-change/). In
    _Organizational behavior and human relations_ . https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/resistance-to-change/

    · Martins, J. (2026, January 3).
    [_Change management process: 6 steps for teams & leadersLinks to an external site._](https://asana.com/resources/change-management-process). Asana.
    [https://asana.com/resources/change-management-process](https://asana.com/resources/change-management-process)

    **Organizational Readiness**

    Have you ever heard the sentiment that you cannot make someone change unless they want to change themselves? Perhaps you have experienced this in your personal life, whether through yourself or someone else. There is often a catalyst to set the change in motion that can range from reading a short article to surviving a near-death experience. The same concept can be applied in business, except that catalyst might appear as a new competitor entering the market or insolvency within 6 months if circumstances remain unchanged. Using these resources, you will explore the importance of organizational readiness for change.

    · D’Amore-McKim School of Business. (2019, November 13).
    [_Organizational readiness assessment_ Links to an external site.](https://www.youtube.com/watch?v=STeYt-JJtNY) [Video]. YouTube. https://www.youtube.com/watch?v=STeYt-JJtNY

    · Dym, B., & Hutson, H. (2018).
    [_Leveraging organizational readiness for change_ Links to an external site.](https://thesystemsthinker.com/leveraging-organizational-readiness-for-change/). The Systems Thinker. https://thesystemsthinker.com/leveraging-organizational-readiness-for-change/

    · PKF Texas. (2016, June 27).
    [_Five critical areas of change readiness_ Links to an external site.](https://www.youtube.com/watch?v=plzsMJfj9Ws) [Video]. YouTube.
    [https://www.youtube.com/watch?v=plzsMJfj9Ws](https://www.youtube.com/watch?v=plzsMJfj9Ws)

    **Evaluating Change Readiness**

    Assuming an organization has recognized its need for change and has broken past its resistance, what should it do next? Just because change may be necessary does not mean that it will always be easy to implement. It is important for leadership to determine how ready the organization is for the desired changes and then take the appropriate steps to ensure that transitions occur as smoothly as possible, not only from an operational standpoint but also in the attitudes and feelings among employees. Through these resources, you will examine how to evaluate how ready an organization is for change.

    · Combe, M. (2014).
    [_Change readiness: Focusing change management where it counts_ Links to an external site.](https://www.pmi.org/learning/library/change-readiness-11126). PMI. https://www.pmi.org/learning/library/change-readiness-11126

    · Tanner, R. (2020, December 25).
    [Is your organization ready for change?Links to an external site.](https://managementisajourney.com/three-questions-senior-leaders-must-ask-before-undertaking-organizational-change/) _Management Is a Journey_ . https://managementisajourney.com/three-questions-senior-leaders-must-ask-before-undertaking-organizational-change/

    **The Importance of Change Management**

    Have you ever worked for a company that was undergoing change? Whether that change was company-wide or affected just one department or team, there may have been some process in place to ensure that the affected individuals were aware of the change, the reason(s) for the change, and the process for how the change was going to take place. Leaders who have a solid grasp of change management principles and procedures can help to guide their teams through significant shifts in organizational goals, structure, technologies, and processes. And at the broader organizational level, the ability to manage change well can mean the difference between successful initiatives and ones that fail to deliver the desired results.

    · McKinsey & Company. (2016, March 22).
    [_Dan Levin: The importance of change management_ Links to an external site.](https://www.youtube.com/watch?v=NkGY_xblI3M) [Video]. YouTube. https://www.youtube.com/watch?v=NkGY_xblI3M

    · Prosci. (n.d.).
    [_Why you need a change management strategy_ Links to an external site.](https://www.prosci.com/resources/articles/change-management-strategy). https://www.prosci.com/resources/articles/change-management-strategy

    · Stobierski, T. (2020, January 21).
    [Organizational change management: What it is and why it’s importantLinks to an external site.](https://online.hbs.edu/blog/post/organizational-change-management).
    _Harvard Business School Online_ . https://online.hbs.edu/blog/post/organizational-change-management

    **## Week7DiscussionInstructions-Capstone.docx**

    **Week 7 Discussion**

    **Capstone**

    **Workplace Readiness and Business Skills for Good**

    Workplace readiness skills are essential for individuals to maintain employment and succeed in the professional environment. These skills encompass personal qualities, people skills, and professional traits that are highly valued by employers. Mastering these skills is crucial for organizational success, as they contribute to improved work performance, effective collaboration, and the ability to adapt to the demands of the workplace. For this Discussion, you will reflect upon the
    _Business Skills for Good_ you have encountered so far in this program and will isolate the two that have resonated most deeply with you in your professional career and why.

    **To prepare for this Discussion:**

    · Review the Learning Resources from Weeks 5 and 6.

    · Reflect on the previous weeks in this course, as well as the
    _Business Skills for Good_ that you have built throughout this program so far. As a refresher, they include the following:

    · emotional intelligence

    · growth mindset

    · planning

    · personal mastery

    · questioning, persuasion

    · Evidence-based decision making

    (
    **Note:** At the end of this course, you will discuss the final skill for this program, becoming an effective change agent.)

    · Select the two
    _Business Skills for Good_ that have resonated most with you and that you consider most important within your job or within any business/professional setting. Develop your thinking around why you selected those two skills and how they relate to creating positive business outcomes.

    · Then, in order to support your selections, identify one example of how you have put each of those skills into practice effectively in your own professional career in order to solve a problem and/or bring about a positive outcome. Or consider an example in which you did not put the skill into practice in an effective way, and it resulted in a less-than-positive outcome. If you had employed the skill effectively, how might it have produced a different result?

    **Post** your summary of the relevance of workplace readiness skills development to positive business outcomes, to include the following:

    · Identify the two
    _Business Skills for Good_ that you believe are most relevant to your professional career (or to a professional career in general).

    · Explain why you believe your two selected
    _Business Skills for Good_ are the most relevant or necessary for either the type of work you do or for a professional career in general and how developing these skills can promote positive business outcomes.

    · To support your assessment of the relevance or importance of developing these skills, provide one example for each skill (for a total of two examples) of a time you either put that skill into practice effectively in order to solve a business problem and/or produce a positive outcome or
    _did not_ put that skill into practice effectively and it resulted in a less-than-positive outcome. If you provide an example of a less-than-positive outcome, propose how the situation might have gone differently had you been able to put that skill into practice more effectively.

    **## Week5LearningResources-Capstone.docx**

    **Week 5 Learning Resources**

    **Capstone**

    **What Is Healthy Organization?**

    How would you define a “healthy organization”? Many individuals would consider a healthy organization to be one that earns the most profits or maintains long-term stability, but additional factors should be considered. If those outcomes were achieved through dishonorable practices or an overloaded and underpaid workforce, then it is likely most people would reassess how “healthy” that organization was. Using the following resources, you will explore what it means to have a healthy organization.

    · Goldman, J. (2018, July 26).
    [_How to grow revenue and profit by focusing on organizational health_ Links to an external site.](https://www.inc.com/jeremy-goldman/to-grow-revenue-profit-focus-on-organizational-health.html). Inc.com. https://www.inc.com/jeremy-goldman/to-grow-revenue-profit-focus-on-organizational-health.html

    · HSMAmericas. (2010, September 22).
    [_Patrick Lencioni on the four disciplines of healthy organizations_ Links to an external site.](https://www.youtube.com/watch?v=SJAeFnd3QWE) [Video]. YouTube. https://www.youtube.com/watch?v=SJAeFnd3QWE

    · Lencioni, P. (2024, November 25).
    [_The six critical questions by Patrick Lencioni_ Links to an external site.](https://www.youtube.com/watch?v=cYMcvYPMzqk) [Video]. YouTube. https://www.youtube.com/watch?v=cYMcvYPMzqk

    · Starr, P. (2020, September).
    [Having it all: How to have both a healthy organization and strong performanceLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=147607679&site=eds-live&scope=site&custid=s6527200).
    _Smart Business Cleveland_ ,
    _32_ (1), 20.

    **Healthy Corporate Culture**

    A crucial component of a healthy organization is its corporate culture. An organization can demonstrate its commitment to a healthy corporate culture by focusing on its employees’ and customers’ well-being. A healthy culture recognizes the common values that describe an organization’s objectives, which can lead to prosperity, organizational consistency, and a more engaged workforce. Through these resources, you will examine the components of a healthy organizational culture.

    · Bregman, P. (2009, June 25).
    [A good way to change a corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH003DV-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · Coleman, J. (2013, May 6).
    [Six components of a great corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH00AKN-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · Geller, L. W. (2017, January 30).
    [Why good employees do bad thingsLinks to an external site.](https://www.strategy-business.com/article/Why-Good-Employees-Do-Bad-Things). s
    _trategy+business_ , (87). https://www.strategy-business.com/article/Why-Good-Employees-Do-Bad-Things

    · Schwartz, M. S. (2013).
    [Developing and sustaining an ethical corporate culture: The core elementsLinks to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://www.sciencedirect.com/science/article/pii/S0007681312001218?via=ihub).
    _Business Horizons_ ,
    _56_ (1), 39–50.
    [https://doi.org/10.1016/j.bushor.2012.09.002](https://doi.org/10.1016/j.bushor.2012.09.002)

    **Attributes of a Successful, Resilient Organization**

    How do you define a successful, resilient organization? More importantly, what can be done to create or sustain one? There are numerous variables to consider when answering these questions, and the answer may not always be clear. It is unlikely that there is a single approach that will solve every inevitable issue that organizations will face. While one approach may not solve every problem, combining multiple, time-tested business practices can improve the likelihood of success. Using these resources, you will explore what factors are important for a successful and resilient organization.

    · Borg, L. (2020, July 17).
    [_The essential role of agility in business success_ Links to an external site.](https://www.linkedin.com/pulse/essential-role-agility-business-success-lori-borg/?articleId=6689919463724331008). LinkedIn. https://www.linkedin.com/pulse/essential-role-agility-business-success-lori-borg/?articleId=6689919463724331008

    · Cook, C. (2025, June 23).
    [_13 characteristics of a successful businessLinks to an external site._](https://www.uschamber.com/co/start/strategy/successful-businesses-common-characteristics). U.S. Chamber of Commerce. https://www.uschamber.com/co/start/strategy/successful-businesses-common-characteristics

    · Suarez, F. F., & Montes, J. S. (2020).
    [Building organizational resilience](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FS20062-PDF-ENG%2Frich-text).
    _Harvard Business Review_ ,
    _98_ (6), 47–52.

    · Teece, D. J., Raspin, P. G., & Cox, D. R. (2020, September 8).
    [Plotting strategy in a dynamic worldLinks to an external site.](https://www.proquest.com/scholarly-journals/plotting-strategy-dynamic-world/docview/2450654678/se-2?accountid=14872).
    _MIT Sloan Management Review_ ,
    _62_ (1), 28–33.

    · Thiemann, M. (2021, February 4).
    [_Why is agility so important to the success of companies?_ Links to an external site.](https://www.forbes.com/sites/forbescoachescouncil/2021/02/04/why-is-agility-so-important-to-the-success-of-companies/?sh=1c750a956f29) Forbes. https://www.forbes.com/sites/forbescoachescouncil/2021/02/04/why-is-agility-so-important-to-the-success-of-companies/?sh=1c750a956f29

    **## Week6LearningResources-Capstone.docx**

    **Week 6 Learning Resources**

    **Capstone**

    **SWOT Analysis**

    A SWOT analysis is a common strategic framework that focuses on an organization’s strengths, weaknesses, opportunities, and threats (SWOT). This framework will analyze the organization internally (through its strengths and weaknesses) and externally (through its opportunities and threats). Information gathered from a SWOT analysis can be used to make better, more informed decisions for an organization. Through these resources, you will examine the SWOT analysis, including some different perspectives and approaches on applying it to decision making.

    · Kenton, W. (2025, December 19).
    [_SWOT: What it is, how it works, and how to perform an analysis_ Links to an external site.](https://www.investopedia.com/terms/s/swot.asp). Investopedia. https://www.investopedia.com/terms/s/swot.asp

    · Minsky, L., & Aron, D. (2021, February 23).
    [Are you doing the SWOT analysis backwards?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH067M6-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_ , 1–6. http://hbr.org

    · Niehaus, T. (2021, June 10)
    _._ [_Don’t jump into digital transformation without a readiness assessmentLinks to an external site._](https://www.forbes.com/sites/forbestechcouncil/2021/06/10/dont-jump-into-digital-transformation-without-a-readiness-assessment/?sh=79919b8a76e7) . Forbes. https://www.forbes.com/sites/forbestechcouncil/2021/06/10/dont-jump-into-digital-transformation-without-a-readiness-assessment/?sh=79919b8a76e7

    · OnStrategy. (n.d.).
    [_The strategic planning process in 4 steps_ Links to an external site.](https://onstrategyhq.com/resources/strategic-planning-process-basics/).
    [https://onstrategyhq.com/resources/strategic-planning-process-basics/](https://onstrategyhq.com/resources/strategic-planning-process-basics/)

    **Overcoming Resistance to Change**

    There is a plethora of reasons why organizations experience resistance to change. For example, there might be sunk costs associated with a process or technology that an organization’s leaders do not want to lose. As a result, they may resist a particular change, even though investing in a different process or technology could significantly increase productivity and profits. Change can be perceived as a threat, and most people (and organizations) are programmed to avoid threats. Managers and leaders often decline new initiatives and ideas, not because they are bad or unprofitable, but because they would require crossing the threshold of change that can be difficult to overcome. Using these resources, you will examine how organizations and their leadership can overcome resistance to change.

    · Baumgartner, N. (2019, March 22).
    [_Change is the new normal: How to build a resilient workplace_ Links to an external site.](https://www.forbes.com/sites/forbeshumanresourcescouncil/2019/03/22/change-is-the-new-normal-how-to-build-a-resilient-workplace/?sh=3582c7f55fc2). Forbes. https://www.forbes.com/sites/forbeshumanresourcescouncil/2019/03/22/change-is-the-new-normal-how-to-build-a-resilient-workplace/?sh=3582c7f55fc2

    · GreggU. (2021, January 2).
    [_Overcoming resistance to change_ Links to an external site.](https://www.youtube.com/watch?v=or_t4Dg6dIU) [Video]. YouTube. https://www.youtube.com/watch?v=or_t4Dg6dIU

    · Lumen Learning. (n.d.).
    [Resistance to changeLinks to an external site.](https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/resistance-to-change/). In
    _Organizational behavior and human relations_ . https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/resistance-to-change/

    · Martins, J. (2026, January 3).
    [_Change management process: 6 steps for teams & leadersLinks to an external site._](https://asana.com/resources/change-management-process). Asana.
    [https://asana.com/resources/change-management-process](https://asana.com/resources/change-management-process)

    **Organizational Readiness**

    Have you ever heard the sentiment that you cannot make someone change unless they want to change themselves? Perhaps you have experienced this in your personal life, whether through yourself or someone else. There is often a catalyst to set the change in motion that can range from reading a short article to surviving a near-death experience. The same concept can be applied in business, except that catalyst might appear as a new competitor entering the market or insolvency within 6 months if circumstances remain unchanged. Using these resources, you will explore the importance of organizational readiness for change.

    · D’Amore-McKim School of Business. (2019, November 13).
    [_Organizational readiness assessment_ Links to an external site.](https://www.youtube.com/watch?v=STeYt-JJtNY) [Video]. YouTube. https://www.youtube.com/watch?v=STeYt-JJtNY

    · Dym, B., & Hutson, H. (2018).
    [_Leveraging organizational readiness for change_ Links to an external site.](https://thesystemsthinker.com/leveraging-organizational-readiness-for-change/). The Systems Thinker. https://thesystemsthinker.com/leveraging-organizational-readiness-for-change/

    · PKF Texas. (2016, June 27).
    [_Five critical areas of change readiness_ Links to an external site.](https://www.youtube.com/watch?v=plzsMJfj9Ws) [Video]. YouTube.
    [https://www.youtube.com/watch?v=plzsMJfj9Ws](https://www.youtube.com/watch?v=plzsMJfj9Ws)

    **Evaluating Change Readiness**

    Assuming an organization has recognized its need for change and has broken past its resistance, what should it do next? Just because change may be necessary does not mean that it will always be easy to implement. It is important for leadership to determine how ready the organization is for the desired changes and then take the appropriate steps to ensure that transitions occur as smoothly as possible, not only from an operational standpoint but also in the attitudes and feelings among employees. Through these resources, you will examine how to evaluate how ready an organization is for change.

    · Combe, M. (2014).
    [_Change readiness: Focusing change management where it counts_ Links to an external site.](https://www.pmi.org/learning/library/change-readiness-11126). PMI. https://www.pmi.org/learning/library/change-readiness-11126

    · Tanner, R. (2020, December 25).
    [Is your organization ready for change?Links to an external site.](https://managementisajourney.com/three-questions-senior-leaders-must-ask-before-undertaking-organizational-change/) _Management Is a Journey_ . https://managementisajourney.com/three-questions-senior-leaders-must-ask-before-undertaking-organizational-change/

    **The Importance of Change Management**

    Have you ever worked for a company that was undergoing change? Whether that change was company-wide or affected just one department or team, there may have been some process in place to ensure that the affected individuals were aware of the change, the reason(s) for the change, and the process for how the change was going to take place. Leaders who have a solid grasp of change management principles and procedures can help to guide their teams through significant shifts in organizational goals, structure, technologies, and processes. And at the broader organizational level, the ability to manage change well can mean the difference between successful initiatives and ones that fail to deliver the desired results.

    · McKinsey & Company. (2016, March 22).
    [_Dan Levin: The importance of change management_ Links to an external site.](https://www.youtube.com/watch?v=NkGY_xblI3M) [Video]. YouTube. https://www.youtube.com/watch?v=NkGY_xblI3M

    · Prosci. (n.d.).
    [_Why you need a change management strategy_ Links to an external site.](https://www.prosci.com/resources/articles/change-management-strategy). https://www.prosci.com/resources/articles/change-management-strategy

    · Stobierski, T. (2020, January 21).
    [Organizational change management: What it is and why it’s importantLinks to an external site.](https://online.hbs.edu/blog/post/organizational-change-management).
    _Harvard Business School Online_ . https://online.hbs.edu/blog/post/organizational-change-management

    **## Week7DiscussionInstructions-Capstone.docx**

    **Week 7 Discussion**

    **Capstone**

    **Workplace Readiness and Business Skills for Good**

    Workplace readiness skills are essential for individuals to maintain employment and succeed in the professional environment. These skills encompass personal qualities, people skills, and professional traits that are highly valued by employers. Mastering these skills is crucial for organizational success, as they contribute to improved work performance, effective collaboration, and the ability to adapt to the demands of the workplace. For this Discussion, you will reflect upon the
    _Business Skills for Good_ you have encountered so far in this program and will isolate the two that have resonated most deeply with you in your professional career and why.

    **To prepare for this Discussion:**

    · Review the Learning Resources from Weeks 5 and 6.

    · Reflect on the previous weeks in this course, as well as the
    _Business Skills for Good_ that you have built throughout this program so far. As a refresher, they include the following:

    · emotional intelligence

    · growth mindset

    · planning

    · personal mastery

    · questioning, persuasion

    · Evidence-based decision making

    (
    **Note:** At the end of this course, you will discuss the final skill for this program, becoming an effective change agent.)

    · Select the two
    _Business Skills for Good_ that have resonated most with you and that you consider most important within your job or within any business/professional setting. Develop your thinking around why you selected those two skills and how they relate to creating positive business outcomes.

    · Then, in order to support your selections, identify one example of how you have put each of those skills into practice effectively in your own professional career in order to solve a problem and/or bring about a positive outcome. Or consider an example in which you did not put the skill into practice in an effective way, and it resulted in a less-than-positive outcome. If you had employed the skill effectively, how might it have produced a different result?

    **Post** your summary of the relevance of workplace readiness skills development to positive business outcomes, to include the following:

    · Identify the two
    _Business Skills for Good_ that you believe are most relevant to your professional career (or to a professional career in general).

    · Explain why you believe your two selected
    _Business Skills for Good_ are the most relevant or necessary for either the type of work you do or for a professional career in general and how developing these skills can promote positive business outcomes.

    · To support your assessment of the relevance or importance of developing these skills, provide one example for each skill (for a total of two examples) of a time you either put that skill into practice effectively in order to solve a business problem and/or produce a positive outcome or
    _did not_ put that skill into practice effectively and it resulted in a less-than-positive outcome. If you provide an example of a less-than-positive outcome, propose how the situation might have gone differently had you been able to put that skill into practice more effectively.

    **## Week5LearningResources-Capstone.docx**

    **Week 5 Learning Resources**

    **Capstone**

    **What Is Healthy Organization?**

    How would you define a “healthy organization”? Many individuals would consider a healthy organization to be one that earns the most profits or maintains long-term stability, but additional factors should be considered. If those outcomes were achieved through dishonorable practices or an overloaded and underpaid workforce, then it is likely most people would reassess how “healthy” that organization was. Using the following resources, you will explore what it means to have a healthy organization.

    · Goldman, J. (2018, July 26).
    [_How to grow revenue and profit by focusing on organizational health_ Links to an external site.](https://www.inc.com/jeremy-goldman/to-grow-revenue-profit-focus-on-organizational-health.html). Inc.com. https://www.inc.com/jeremy-goldman/to-grow-revenue-profit-focus-on-organizational-health.html

    · HSMAmericas. (2010, September 22).
    [_Patrick Lencioni on the four disciplines of healthy organizations_ Links to an external site.](https://www.youtube.com/watch?v=SJAeFnd3QWE) [Video]. YouTube. https://www.youtube.com/watch?v=SJAeFnd3QWE

    · Lencioni, P. (2024, November 25).
    [_The six critical questions by Patrick Lencioni_ Links to an external site.](https://www.youtube.com/watch?v=cYMcvYPMzqk) [Video]. YouTube. https://www.youtube.com/watch?v=cYMcvYPMzqk

    · Starr, P. (2020, September).
    [Having it all: How to have both a healthy organization and strong performanceLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=147607679&site=eds-live&scope=site&custid=s6527200).
    _Smart Business Cleveland_ ,
    _32_ (1), 20.

    **Healthy Corporate Culture**

    A crucial component of a healthy organization is its corporate culture. An organization can demonstrate its commitment to a healthy corporate culture by focusing on its employees’ and customers’ well-being. A healthy culture recognizes the common values that describe an organization’s objectives, which can lead to prosperity, organizational consistency, and a more engaged workforce. Through these resources, you will examine the components of a healthy organizational culture.

    · Bregman, P. (2009, June 25).
    [A good way to change a corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH003DV-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · Coleman, J. (2013, May 6).
    [Six components of a great corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH00AKN-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · Geller, L. W. (2017, January 30).
    [Why good employees do bad thingsLinks to an external site.](https://www.strategy-business.com/article/Why-Good-Employees-Do-Bad-Things). s
    _trategy+business_ , (87). https://www.strategy-business.com/article/Why-Good-Employees-Do-Bad-Things

    · Schwartz, M. S. (2013).
    [Developing and sustaining an ethical corporate culture: The core elementsLinks to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://www.sciencedirect.com/science/article/pii/S0007681312001218?via=ihub).
    _Business Horizons_ ,
    _56_ (1), 39–50.
    [https://doi.org/10.1016/j.bushor.2012.09.002](https://doi.org/10.1016/j.bushor.2012.09.002)

    **Attributes of a Successful, Resilient Organization**

    How do you define a successful, resilient organization? More importantly, what can be done to create or sustain one? There are numerous variables to consider when answering these questions, and the answer may not always be clear. It is unlikely that there is a single approach that will solve every inevitable issue that organizations will face. While one approach may not solve every problem, combining multiple, time-tested business practices can improve the likelihood of success. Using these resources, you will explore what factors are important for a successful and resilient organization.

    · Borg, L. (2020, July 17).
    [_The essential role of agility in business success_ Links to an external site.](https://www.linkedin.com/pulse/essential-role-agility-business-success-lori-borg/?articleId=6689919463724331008). LinkedIn. https://www.linkedin.com/pulse/essential-role-agility-business-success-lori-borg/?articleId=6689919463724331008

    · Cook, C. (2025, June 23).
    [_13 characteristics of a successful businessLinks to an external site._](https://www.uschamber.com/co/start/strategy/successful-businesses-common-characteristics). U.S. Chamber of Commerce. https://www.uschamber.com/co/start/strategy/successful-businesses-common-characteristics

    · Suarez, F. F., & Montes, J. S. (2020).
    [Building organizational resilience](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FS20062-PDF-ENG%2Frich-text).
    _Harvard Business Review_ ,
    _98_ (6), 47–52.

    · Teece, D. J., Raspin, P. G., & Cox, D. R. (2020, September 8).
    [Plotting strategy in a dynamic worldLinks to an external site.](https://www.proquest.com/scholarly-journals/plotting-strategy-dynamic-world/docview/2450654678/se-2?accountid=14872).
    _MIT Sloan Management Review_ ,
    _62_ (1), 28–33.

    · Thiemann, M. (2021, February 4).
    [_Why is agility so important to the success of companies?_ Links to an external site.](https://www.forbes.com/sites/forbescoachescouncil/2021/02/04/why-is-agility-so-important-to-the-success-of-companies/?sh=1c750a956f29) Forbes. https://www.forbes.com/sites/forbescoachescouncil/2021/02/04/why-is-agility-so-important-to-the-success-of-companies/?sh=1c750a956f29

    **## Week6LearningResources-Capstone.docx**

    **Week 6 Learning Resources**

    **Capstone**

    **SWOT Analysis**

    A SWOT analysis is a common strategic framework that focuses on an organization’s strengths, weaknesses, opportunities, and threats (SWOT). This framework will analyze the organization internally (through its strengths and weaknesses) and externally (through its opportunities and threats). Information gathered from a SWOT analysis can be used to make better, more informed decisions for an organization. Through these resources, you will examine the SWOT analysis, including some different perspectives and approaches on applying it to decision making.

    · Kenton, W. (2025, December 19).
    [_SWOT: What it is, how it works, and how to perform an analysis_ Links to an external site.](https://www.investopedia.com/terms/s/swot.asp). Investopedia. https://www.investopedia.com/terms/s/swot.asp

    · Minsky, L., & Aron, D. (2021, February 23).
    [Are you doing the SWOT analysis backwards?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH067M6-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_ , 1–6. http://hbr.org

    · Niehaus, T. (2021, June 10)
    _._ [_Don’t jump into digital transformation without a readiness assessmentLinks to an external site._](https://www.forbes.com/sites/forbestechcouncil/2021/06/10/dont-jump-into-digital-transformation-without-a-readiness-assessment/?sh=79919b8a76e7) . Forbes. https://www.forbes.com/sites/forbestechcouncil/2021/06/10/dont-jump-into-digital-transformation-without-a-readiness-assessment/?sh=79919b8a76e7

    · OnStrategy. (n.d.).
    [_The strategic planning process in 4 steps_ Links to an external site.](https://onstrategyhq.com/resources/strategic-planning-process-basics/).
    [https://onstrategyhq.com/resources/strategic-planning-process-basics/](https://onstrategyhq.com/resources/strategic-planning-process-basics/)

    **Overcoming Resistance to Change**

    There is a plethora of reasons why organizations experience resistance to change. For example, there might be sunk costs associated with a process or technology that an organization’s leaders do not want to lose. As a result, they may resist a particular change, even though investing in a different process or technology could significantly increase productivity and profits. Change can be perceived as a threat, and most people (and organizations) are programmed to avoid threats. Managers and leaders often decline new initiatives and ideas, not because they are bad or unprofitable, but because they would require crossing the threshold of change that can be difficult to overcome. Using these resources, you will examine how organizations and their leadership can overcome resistance to change.

    · Baumgartner, N. (2019, March 22).
    [_Change is the new normal: How to build a resilient workplace_ Links to an external site.](https://www.forbes.com/sites/forbeshumanresourcescouncil/2019/03/22/change-is-the-new-normal-how-to-build-a-resilient-workplace/?sh=3582c7f55fc2). Forbes. https://www.forbes.com/sites/forbeshumanresourcescouncil/2019/03/22/change-is-the-new-normal-how-to-build-a-resilient-workplace/?sh=3582c7f55fc2

    · GreggU. (2021, January 2).
    [_Overcoming resistance to change_ Links to an external site.](https://www.youtube.com/watch?v=or_t4Dg6dIU) [Video]. YouTube. https://www.youtube.com/watch?v=or_t4Dg6dIU

    · Lumen Learning. (n.d.).
    [Resistance to changeLinks to an external site.](https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/resistance-to-change/). In
    _Organizational behavior and human relations_ . https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/resistance-to-change/

    · Martins, J. (2026, January 3).
    [_Change management process: 6 steps for teams & leadersLinks to an external site._](https://asana.com/resources/change-management-process). Asana.
    [https://asana.com/resources/change-management-process](https://asana.com/resources/change-management-process)

    **Organizational Readiness**

    Have you ever heard the sentiment that you cannot make someone change unless they want to change themselves? Perhaps you have experienced this in your personal life, whether through yourself or someone else. There is often a catalyst to set the change in motion that can range from reading a short article to surviving a near-death experience. The same concept can be applied in business, except that catalyst might appear as a new competitor entering the market or insolvency within 6 months if circumstances remain unchanged. Using these resources, you will explore the importance of organizational readiness for change.

    · D’Amore-McKim School of Business. (2019, November 13).
    [_Organizational readiness assessment_ Links to an external site.](https://www.youtube.com/watch?v=STeYt-JJtNY) [Video]. YouTube. https://www.youtube.com/watch?v=STeYt-JJtNY

    · Dym, B., & Hutson, H. (2018).
    [_Leveraging organizational readiness for change_ Links to an external site.](https://thesystemsthinker.com/leveraging-organizational-readiness-for-change/). The Systems Thinker. https://thesystemsthinker.com/leveraging-organizational-readiness-for-change/

    · PKF Texas. (2016, June 27).
    [_Five critical areas of change readiness_ Links to an external site.](https://www.youtube.com/watch?v=plzsMJfj9Ws) [Video]. YouTube.
    [https://www.youtube.com/watch?v=plzsMJfj9Ws](https://www.youtube.com/watch?v=plzsMJfj9Ws)

    **Evaluating Change Readiness**

    Assuming an organization has recognized its need for change and has broken past its resistance, what should it do next? Just because change may be necessary does not mean that it will always be easy to implement. It is important for leadership to determine how ready the organization is for the desired changes and then take the appropriate steps to ensure that transitions occur as smoothly as possible, not only from an operational standpoint but also in the attitudes and feelings among employees. Through these resources, you will examine how to evaluate how ready an organization is for change.

    · Combe, M. (2014).
    [_Change readiness: Focusing change management where it counts_ Links to an external site.](https://www.pmi.org/learning/library/change-readiness-11126). PMI. https://www.pmi.org/learning/library/change-readiness-11126

    · Tanner, R. (2020, December 25).
    [Is your organization ready for change?Links to an external site.](https://managementisajourney.com/three-questions-senior-leaders-must-ask-before-undertaking-organizational-change/) _Management Is a Journey_ . https://managementisajourney.com/three-questions-senior-leaders-must-ask-before-undertaking-organizational-change/

    **The Importance of Change Management**

    Have you ever worked for a company that was undergoing change? Whether that change was company-wide or affected just one department or team, there may have been some process in place to ensure that the affected individuals were aware of the change, the reason(s) for the change, and the process for how the change was going to take place. Leaders who have a solid grasp of change management principles and procedures can help to guide their teams through significant shifts in organizational goals, structure, technologies, and processes. And at the broader organizational level, the ability to manage change well can mean the difference between successful initiatives and ones that fail to deliver the desired results.

    · McKinsey & Company. (2016, March 22).
    [_Dan Levin: The importance of change management_ Links to an external site.](https://www.youtube.com/watch?v=NkGY_xblI3M) [Video]. YouTube. https://www.youtube.com/watch?v=NkGY_xblI3M

    · Prosci. (n.d.).
    [_Why you need a change management strategy_ Links to an external site.](https://www.prosci.com/resources/articles/change-management-strategy). https://www.prosci.com/resources/articles/change-management-strategy

    · Stobierski, T. (2020, January 21).
    [Organizational change management: What it is and why it’s importantLinks to an external site.](https://online.hbs.edu/blog/post/organizational-change-management).
    _Harvard Business School Online_ . https://online.hbs.edu/blog/post/organizational-change-management

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  • [Solved] 6-2 Short Paper: How Culture and Ethical Frameworks Affect Perceptions of War, Conflict, and Peace

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) See Attachment **files (1)** – ## PHL218ModuleSixShortPaperGuidelinesandRubric.html.zip **## PHL218ModuleSixShortPaperGuidelinesandRubric.html.zip** ## PHL 218 Module Six Short Paper Guidelines and Rubric.html…

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    **## PHL218ModuleSixShortPaperGuidelinesandRubric.html.zip**

    ## PHL 218 Module Six Short Paper Guidelines and Rubric.html

    [.](https://www.sweetstudy.com/questions/blank.html?isCourseFile=true)

    ## PHL 218 Module Six Short Paper Guidelines and Rubric

    ### Overview

    In this module’s required resources, we have explored situations when using force or warfare is justified for particular reasons. We have also considered how peace can be achieved and how it can be sustained in the long term. This assignment will help you express your opinion about a question related to war, conflict, neutrality, and peace while considering how your culture and ethical beliefs influence your opinions. As a reminder, something is ethically permissible if it can be justified using an ethical belief.

    ### Directions

    For this short paper, choose one of the following scenarios and respond to it:

    Scenario One

    – The survival of a particular political community itself is at stake—types of political communities might be nation-states, fundamentalist organizations, religious communities, or political parties. In this instance, is it ethically permissible to use any means necessary to fight for it?

    Scenario Two

    – A country has been suspected of ethnic cleansing or genocide, and the United Nations is considering intervention. The country’s government is a totalitarian dictatorship. Is it ethically permissible to impose democracy on an undemocratic regime? Why, or why not?

    Specifically, you must address the following:

    1. Ethically Permissible: Explain why the action proposed in your chosen scenario is or is not ethically permissible.
    2. Culture: Describe how your culture influences your opinion about this scenario.
    3. Ethical Beliefs: Explain how your personal ethical beliefs influence your opinion about this scenario.

    ### What to Submit

    Your submission should be a 1- to 2-page Microsoft Word document with 12-point Times New Roman font, double spacing, and one-inch margins. No sources are required. Any sources used should be cited according to APA style both throughout and at the end of your paper. While you won’t be graded on the quality of your citations in this assignment, you may receive guidance from your instructor on how to properly cite sources.

    Alternatively, Brightspace allows the use of video notes. You may optionally use the Video Note tool to complete this assignment, but if you use any sources, you must refer to your sources verbally throughout the video and submit a separate references page. If you use Video Note, your video should be 2‒5 minutes long. If you need assistance using Video Note, please refer to the resources in the Start Here module.

    ### AI Usage

    If you use gen AI tools to support your work on this assignment, be sure to follow
    [these AI usage guidelines](https://snhu.ink/StudentGenAIGuide). You must acknowledge your use of these tools in your work. Guidelines on how to cite AI tools can be found in
    [this Shapiro Library guide](https://snhu.ink/CitationAndAI).

    ### Module Six Short Paper Rubric

    | Criteria | Meets Expectations (100%) | Partially Meets Expectations (75%) | Does Not Meet Expectations (0%) | Value |
    | — | — | — | — | — |
    | Ethically Permissible | Explains why the action proposed in the chosen scenario is or is not ethically permissible | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include a clearer or more thorough explanation of why the action proposed in the chosen scenario is or is not ethically permissible | Does not attempt criterion | 30 |
    | Culture | Describes how culture influences stated opinion | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include a clearer or more detailed description of how culture influences stated opinion | Does not attempt criterion | 30 |
    | Ethical Beliefs | Explains how personal ethical beliefs influence stated opinion | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include a clearer or more thorough explanation of how personal ethical beliefs influence stated opinion | Does not attempt criterion | 30 |
    | Clear Communication | Consistently and effectively communicates in an organized way to a specific audience | Shows progress toward meeting expectations, but communication is inconsistent or ineffective in a way that negatively impacts understanding | Shows no evidence of consistent, effective, or organized communication | 10 |
    | Total: | 100% |

    ## blank.html

    **## PHL218ModuleSixShortPaperGuidelinesandRubric.html.zip**

    ## PHL 218 Module Six Short Paper Guidelines and Rubric.html

    [.](https://www.sweetstudy.com/questions/blank.html?isCourseFile=true)

    ## PHL 218 Module Six Short Paper Guidelines and Rubric

    ### Overview

    In this module’s required resources, we have explored situations when using force or warfare is justified for particular reasons. We have also considered how peace can be achieved and how it can be sustained in the long term. This assignment will help you express your opinion about a question related to war, conflict, neutrality, and peace while considering how your culture and ethical beliefs influence your opinions. As a reminder, something is ethically permissible if it can be justified using an ethical belief.

    ### Directions

    For this short paper, choose one of the following scenarios and respond to it:

    Scenario One

    – The survival of a particular political community itself is at stake—types of political communities might be nation-states, fundamentalist organizations, religious communities, or political parties. In this instance, is it ethically permissible to use any means necessary to fight for it?

    Scenario Two

    – A country has been suspected of ethnic cleansing or genocide, and the United Nations is considering intervention. The country’s government is a totalitarian dictatorship. Is it ethically permissible to impose democracy on an undemocratic regime? Why, or why not?

    Specifically, you must address the following:

    1. Ethically Permissible: Explain why the action proposed in your chosen scenario is or is not ethically permissible.
    2. Culture: Describe how your culture influences your opinion about this scenario.
    3. Ethical Beliefs: Explain how your personal ethical beliefs influence your opinion about this scenario.

    ### What to Submit

    Your submission should be a 1- to 2-page Microsoft Word document with 12-point Times New Roman font, double spacing, and one-inch margins. No sources are required. Any sources used should be cited according to APA style both throughout and at the end of your paper. While you won’t be graded on the quality of your citations in this assignment, you may receive guidance from your instructor on how to properly cite sources.

    Alternatively, Brightspace allows the use of video notes. You may optionally use the Video Note tool to complete this assignment, but if you use any sources, you must refer to your sources verbally throughout the video and submit a separate references page. If you use Video Note, your video should be 2‒5 minutes long. If you need assistance using Video Note, please refer to the resources in the Start Here module.

    ### AI Usage

    If you use gen AI tools to support your work on this assignment, be sure to follow
    [these AI usage guidelines](https://snhu.ink/StudentGenAIGuide). You must acknowledge your use of these tools in your work. Guidelines on how to cite AI tools can be found in
    [this Shapiro Library guide](https://snhu.ink/CitationAndAI).

    ### Module Six Short Paper Rubric

    | Criteria | Meets Expectations (100%) | Partially Meets Expectations (75%) | Does Not Meet Expectations (0%) | Value |
    | — | — | — | — | — |
    | Ethically Permissible | Explains why the action proposed in the chosen scenario is or is not ethically permissible | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include a clearer or more thorough explanation of why the action proposed in the chosen scenario is or is not ethically permissible | Does not attempt criterion | 30 |
    | Culture | Describes how culture influences stated opinion | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include a clearer or more detailed description of how culture influences stated opinion | Does not attempt criterion | 30 |
    | Ethical Beliefs | Explains how personal ethical beliefs influence stated opinion | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include a clearer or more thorough explanation of how personal ethical beliefs influence stated opinion | Does not attempt criterion | 30 |
    | Clear Communication | Consistently and effectively communicates in an organized way to a specific audience | Shows progress toward meeting expectations, but communication is inconsistent or ineffective in a way that negatively impacts understanding | Shows no evidence of consistent, effective, or organized communication | 10 |
    | Total: | 100% |

    ## blank.html

  • [Solved] Business Finance – Management 6-2 Assignment: 24-Month Pro Forma

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    – ## BUS400ModuleSixAssignmentTemplate.docx

    – ## ModuleSixAssignmentGuidelinesandRubric.html.zip

    **## BUS400ModuleSixAssignmentTemplate.docx**

    ![SNHU logo](https://www.sweetstudy.com/questions/business-finance-management-6-2-assignment-24-month-pro-forma)

    ## BUS 400 Module Six Assignment Template

    ### 24-Month Pro Forma

    Replace the text in brackets with the appropriate values in each row.

    | | | |
    | — | — | — |
    | **Income Statement** | **Previous Fiscal Year** | **24-Month Projections** |
    | Sales | $[Insert sales.] | $[Insert sales.] |
    | Cost of goods sold | $[Insert cost of goods sold.] | $[Insert cost of goods sold.] |
    | Gross profit | $[Insert gross profit.] | $[Insert gross profit.] |
    | Selling expenses | $[Insert selling expenses.] | $[Insert selling expenses.] |
    | Administrative expenses | $[Insert administrative expenses.] | $[Insert administrative expenses.] |
    | Total operating expense | $[Insert total operating expense.] | $[Insert total operating expense.] |
    | Income from operations | $[Insert income from operations.] | $[Insert income from operations.] |
    | Other income | $[Insert other income.] | $[Insert other income.] |
    | Income before tax and interest | $[Insert income before tax and interest.] | $[Insert income before tax and interest.] |
    | Other expense (interest) | $[Insert other expense (interest).] | $[Insert other expense (interest).] |
    | Income before income tax | $[Insert income before income tax.] | $[Insert income before income tax.] |
    | Income tax expense | $[Insert income tax expense.] | $[Insert income tax expense.] |
    | Net income | $[Insert net income.] | $[Insert net income.] |

    **Explanation of Assumptions**

    [Insert 1‒2 paragraphs explaining how you speculated appropriate assumptions.]

    ### References

    [Cite your sources in APA.]

    ## image1.png

    **## ModuleSixAssignmentGuidelinesandRubric.html.zip**

    ## Module Six Assignment Guidelines and Rubric.html

    ## BUS 400 Module Six Assignment Guidelines and Rubric

    ### Overview

    Planning and forecasting the financial viability of a new product, service, or project is essential for driving business opportunities. Regardless of a company’s key performance indicators (KPIs), senior leaders must evaluate the financial feasibility of new initiatives to ensure they can operate within budget or secure adequate funding for development and implementation. One effective way to accomplish this goal is by creating a pro forma.

    A pro forma is a financial projection that estimates anticipated future performance. This forward-looking tool provides a blueprint for financial expectations, enabling stakeholders to make informed business, investment, and operational decisions.

    ### Scenario

    After receiving constructive feedback from the project management consultant on your Business Model Canvas (BMC), it’s clear that you need to focus on developing the financial component as you prepare for an upcoming funding pitch to senior leaders. However, one comment from the PM stood out: “No matter how strong the idea is, senior management will consider it a ‘no-go’ if the new product or service doesn’t demonstrate its potential to generate sales.”

    As you prepare for your funding pitch in Module Seven, the PM consultant highlights the importance of including a 24-month pro forma. However, the PM cautions that funding pitches are fast-paced and decisive. Providing too much information can overwhelm senior management, prompt unnecessary questions, and ultimately undermine the purpose of your pitch and decrease your chances of approval.

    ### Directions

    The PM’s directive at this point is for you to develop a 24-month pro forma that demonstrates the potential profitability of the new product or service you're proposing in an income statement. You will use the Module Six Assignment Template linked in the What to Submit section below to complete this assignment.

    To project what can be added to the company’s profitability, you can use the company’s latest income statement, which is available in the 10-K report. To support your projections, analyze other companies in the marketplace with similar products or services. Additionally, you can base your projections on the company’s recent year-end financials and key assumptions based on your market analysis. Remember, these numbers are purely speculative.

    Based on your projections, you are also required to provide a budget assumptions summary. This summary should outline the key factors, estimates, and rationale used to develop the budget, providing context for the numbers presented and helping senior management understand the reasoning behind the projections and financial decisions.

    Specifically, you must address the following rubric criteria:

    1. Previous Fiscal Year: Identify historical information from the previous fiscal year.
    2. 24-Month Projections: Speculate projections for 24 months.
    3. Explanation of Assumptions: Explain your ability to speculate appropriate assumptions.

    ### What to Submit

    Submit the completed
    [Module Six Assignment Template](https://www.sweetstudy.com/questions/Course%20Documents/BUS%20400%20Module%20Six%20Assignment%20Template.docx?isCourseFile=true) as a Microsoft Word document. Sources should be cited according to APA style.

    ### AI Usage

    If you use gen AI tools to support your work on this assignment, be sure to follow
    [these AI usage guidelines](https://snhu.ink/StudentGenAIGuide). You must acknowledge your use of these tools in your work. Guidelines on how to cite AI tools can be found in
    [this Shapiro Library guide](https://snhu.ink/CitationAndAI).

    ### Module Six Assignment Rubric

    | Criteria | Exceeds Expectations (100%) | Meets Expectations (85%) | Partially Meets Expectations (55%) | Does Not Meet Expectations (0%) | Value |
    | — | — | — | — | — | — |
    | Previous Fiscal Year | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Identifies historical information from the previous fiscal year | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include missing or incorrect information | Does not attempt criterion | 20 |
    | 24-Month Projections | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Speculates projections for 24 months | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include missing or unrealistic projections | Does not attempt criterion | 30 |
    | Explanation of Assumptions | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Explains ability to speculate appropriate assumptions | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include explanations that are cursory, or assumptions that are not clearly stated | Does not attempt criterion | 30 |
    | Clear Communication | Exceeds expectations with an intentional use of language that promotes a thorough understanding | Consistently and effectively communicates in an organized way to a specific audience | Shows progress toward meeting expectations, but communication is inconsistent or ineffective in a way that negatively impacts understanding | Shows no evidence of consistent, effective, or organized communication | 10 |
    | Citations and Attributions | Uses citations for ideas requiring attribution, with few or no minor errors | Uses citations for ideas requiring attribution, with consistent minor errors | Uses citations for ideas requiring attribution, with major errors | Does not use citations for ideas requiring attribution | 10 |
    | Total: | 100% |

    ## Course Documents/BUS 400 Module Six Assignment Template.docx

    ![SNHU logo](https://www.sweetstudy.com/questions/business-finance-management-6-2-assignment-24-month-pro-forma)

    ## BUS 400 Module Six Assignment Template

    ### 24-Month Pro Forma

    Replace the text in brackets with the appropriate values in each row.

    | | | |
    | — | — | — |
    | **Income Statement** | **Previous Fiscal Year** | **24-Month Projections** |
    | Sales | $[Insert sales.] | $[Insert sales.] |
    | Cost of goods sold | $[Insert cost of goods sold.] | $[Insert cost of goods sold.] |
    | Gross profit | $[Insert gross profit.] | $[Insert gross profit.] |
    | Selling expenses | $[Insert selling expenses.] | $[Insert selling expenses.] |
    | Administrative expenses | $[Insert administrative expenses.] | $[Insert administrative expenses.] |
    | Total operating expense | $[Insert total operating expense.] | $[Insert total operating expense.] |
    | Income from operations | $[Insert income from operations.] | $[Insert income from operations.] |
    | Other income | $[Insert other income.] | $[Insert other income.] |
    | Income before tax and interest | $[Insert income before tax and interest.] | $[Insert income before tax and interest.] |
    | Other expense (interest) | $[Insert other expense (interest).] | $[Insert other expense (interest).] |
    | Income before income tax | $[Insert income before income tax.] | $[Insert income before income tax.] |
    | Income tax expense | $[Insert income tax expense.] | $[Insert income tax expense.] |
    | Net income | $[Insert net income.] | $[Insert net income.] |

    **Explanation of Assumptions**

    [Insert 1‒2 paragraphs explaining how you speculated appropriate assumptions.]

    ### References

    [Cite your sources in APA.]

    ## image1.png

    **## ModuleSixAssignmentGuidelinesandRubric.html.zip**

    ## Module Six Assignment Guidelines and Rubric.html

    ## BUS 400 Module Six Assignment Guidelines and Rubric

    ### Overview

    Planning and forecasting the financial viability of a new product, service, or project is essential for driving business opportunities. Regardless of a company’s key performance indicators (KPIs), senior leaders must evaluate the financial feasibility of new initiatives to ensure they can operate within budget or secure adequate funding for development and implementation. One effective way to accomplish this goal is by creating a pro forma.

    A pro forma is a financial projection that estimates anticipated future performance. This forward-looking tool provides a blueprint for financial expectations, enabling stakeholders to make informed business, investment, and operational decisions.

    ### Scenario

    After receiving constructive feedback from the project management consultant on your Business Model Canvas (BMC), it’s clear that you need to focus on developing the financial component as you prepare for an upcoming funding pitch to senior leaders. However, one comment from the PM stood out: “No matter how strong the idea is, senior management will consider it a ‘no-go’ if the new product or service doesn’t demonstrate its potential to generate sales.”

    As you prepare for your funding pitch in Module Seven, the PM consultant highlights the importance of including a 24-month pro forma. However, the PM cautions that funding pitches are fast-paced and decisive. Providing too much information can overwhelm senior management, prompt unnecessary questions, and ultimately undermine the purpose of your pitch and decrease your chances of approval.

    ### Directions

    The PM’s directive at this point is for you to develop a 24-month pro forma that demonstrates the potential profitability of the new product or service you're proposing in an income statement. You will use the Module Six Assignment Template linked in the What to Submit section below to complete this assignment.

    To project what can be added to the company’s profitability, you can use the company’s latest income statement, which is available in the 10-K report. To support your projections, analyze other companies in the marketplace with similar products or services. Additionally, you can base your projections on the company’s recent year-end financials and key assumptions based on your market analysis. Remember, these numbers are purely speculative.

    Based on your projections, you are also required to provide a budget assumptions summary. This summary should outline the key factors, estimates, and rationale used to develop the budget, providing context for the numbers presented and helping senior management understand the reasoning behind the projections and financial decisions.

    Specifically, you must address the following rubric criteria:

    1. Previous Fiscal Year: Identify historical information from the previous fiscal year.
    2. 24-Month Projections: Speculate projections for 24 months.
    3. Explanation of Assumptions: Explain your ability to speculate appropriate assumptions.

    ### What to Submit

    Submit the completed
    [Module Six Assignment Template](https://www.sweetstudy.com/questions/Course%20Documents/BUS%20400%20Module%20Six%20Assignment%20Template.docx?isCourseFile=true) as a Microsoft Word document. Sources should be cited according to APA style.

    ### AI Usage

    If you use gen AI tools to support your work on this assignment, be sure to follow
    [these AI usage guidelines](https://snhu.ink/StudentGenAIGuide). You must acknowledge your use of these tools in your work. Guidelines on how to cite AI tools can be found in
    [this Shapiro Library guide](https://snhu.ink/CitationAndAI).

    ### Module Six Assignment Rubric

    | Criteria | Exceeds Expectations (100%) | Meets Expectations (85%) | Partially Meets Expectations (55%) | Does Not Meet Expectations (0%) | Value |
    | — | — | — | — | — | — |
    | Previous Fiscal Year | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Identifies historical information from the previous fiscal year | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include missing or incorrect information | Does not attempt criterion | 20 |
    | 24-Month Projections | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Speculates projections for 24 months | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include missing or unrealistic projections | Does not attempt criterion | 30 |
    | Explanation of Assumptions | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Explains ability to speculate appropriate assumptions | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include explanations that are cursory, or assumptions that are not clearly stated | Does not attempt criterion | 30 |
    | Clear Communication | Exceeds expectations with an intentional use of language that promotes a thorough understanding | Consistently and effectively communicates in an organized way to a specific audience | Shows progress toward meeting expectations, but communication is inconsistent or ineffective in a way that negatively impacts understanding | Shows no evidence of consistent, effective, or organized communication | 10 |
    | Citations and Attributions | Uses citations for ideas requiring attribution, with few or no minor errors | Uses citations for ideas requiring attribution, with consistent minor errors | Uses citations for ideas requiring attribution, with major errors | Does not use citations for ideas requiring attribution | 10 |
    | Total: | 100% |

    ## Course Documents/BUS 400 Module Six Assignment Template.docx

    ![SNHU logo](https://www.sweetstudy.com/questions/business-finance-management-6-2-assignment-24-month-pro-forma)

    ## BUS 400 Module Six Assignment Template

    ### 24-Month Pro Forma

    Replace the text in brackets with the appropriate values in each row.

    | | | |
    | — | — | — |
    | **Income Statement** | **Previous Fiscal Year** | **24-Month Projections** |
    | Sales | $[Insert sales.] | $[Insert sales.] |
    | Cost of goods sold | $[Insert cost of goods sold.] | $[Insert cost of goods sold.] |
    | Gross profit | $[Insert gross profit.] | $[Insert gross profit.] |
    | Selling expenses | $[Insert selling expenses.] | $[Insert selling expenses.] |
    | Administrative expenses | $[Insert administrative expenses.] | $[Insert administrative expenses.] |
    | Total operating expense | $[Insert total operating expense.] | $[Insert total operating expense.] |
    | Income from operations | $[Insert income from operations.] | $[Insert income from operations.] |
    | Other income | $[Insert other income.] | $[Insert other income.] |
    | Income before tax and interest | $[Insert income before tax and interest.] | $[Insert income before tax and interest.] |
    | Other expense (interest) | $[Insert other expense (interest).] | $[Insert other expense (interest).] |
    | Income before income tax | $[Insert income before income tax.] | $[Insert income before income tax.] |
    | Income tax expense | $[Insert income tax expense.] | $[Insert income tax expense.] |
    | Net income | $[Insert net income.] | $[Insert net income.] |

    **Explanation of Assumptions**

    [Insert 1‒2 paragraphs explaining how you speculated appropriate assumptions.]

    ### References

    [Cite your sources in APA.]

    ## image1.png

    **## BUS400ModuleSixAssignmentTemplate.docx**

    ![SNHU logo](https://www.sweetstudy.com/questions/business-finance-management-6-2-assignment-24-month-pro-forma)

    ## BUS 400 Module Six Assignment Template

    ### 24-Month Pro Forma

    Replace the text in brackets with the appropriate values in each row.

    | | | |
    | — | — | — |
    | **Income Statement** | **Previous Fiscal Year** | **24-Month Projections** |
    | Sales | $[Insert sales.] | $[Insert sales.] |
    | Cost of goods sold | $[Insert cost of goods sold.] | $[Insert cost of goods sold.] |
    | Gross profit | $[Insert gross profit.] | $[Insert gross profit.] |
    | Selling expenses | $[Insert selling expenses.] | $[Insert selling expenses.] |
    | Administrative expenses | $[Insert administrative expenses.] | $[Insert administrative expenses.] |
    | Total operating expense | $[Insert total operating expense.] | $[Insert total operating expense.] |
    | Income from operations | $[Insert income from operations.] | $[Insert income from operations.] |
    | Other income | $[Insert other income.] | $[Insert other income.] |
    | Income before tax and interest | $[Insert income before tax and interest.] | $[Insert income before tax and interest.] |
    | Other expense (interest) | $[Insert other expense (interest).] | $[Insert other expense (interest).] |
    | Income before income tax | $[Insert income before income tax.] | $[Insert income before income tax.] |
    | Income tax expense | $[Insert income tax expense.] | $[Insert income tax expense.] |
    | Net income | $[Insert net income.] | $[Insert net income.] |

    **Explanation of Assumptions**

    [Insert 1‒2 paragraphs explaining how you speculated appropriate assumptions.]

    ### References

    [Cite your sources in APA.]

    ## image1.png

    **## ModuleSixAssignmentGuidelinesandRubric.html.zip**

    ## Module Six Assignment Guidelines and Rubric.html

    ## BUS 400 Module Six Assignment Guidelines and Rubric

    ### Overview

    Planning and forecasting the financial viability of a new product, service, or project is essential for driving business opportunities. Regardless of a company’s key performance indicators (KPIs), senior leaders must evaluate the financial feasibility of new initiatives to ensure they can operate within budget or secure adequate funding for development and implementation. One effective way to accomplish this goal is by creating a pro forma.

    A pro forma is a financial projection that estimates anticipated future performance. This forward-looking tool provides a blueprint for financial expectations, enabling stakeholders to make informed business, investment, and operational decisions.

    ### Scenario

    After receiving constructive feedback from the project management consultant on your Business Model Canvas (BMC), it’s clear that you need to focus on developing the financial component as you prepare for an upcoming funding pitch to senior leaders. However, one comment from the PM stood out: “No matter how strong the idea is, senior management will consider it a ‘no-go’ if the new product or service doesn’t demonstrate its potential to generate sales.”

    As you prepare for your funding pitch in Module Seven, the PM consultant highlights the importance of including a 24-month pro forma. However, the PM cautions that funding pitches are fast-paced and decisive. Providing too much information can overwhelm senior management, prompt unnecessary questions, and ultimately undermine the purpose of your pitch and decrease your chances of approval.

    ### Directions

    The PM’s directive at this point is for you to develop a 24-month pro forma that demonstrates the potential profitability of the new product or service you're proposing in an income statement. You will use the Module Six Assignment Template linked in the What to Submit section below to complete this assignment.

    To project what can be added to the company’s profitability, you can use the company’s latest income statement, which is available in the 10-K report. To support your projections, analyze other companies in the marketplace with similar products or services. Additionally, you can base your projections on the company’s recent year-end financials and key assumptions based on your market analysis. Remember, these numbers are purely speculative.

    Based on your projections, you are also required to provide a budget assumptions summary. This summary should outline the key factors, estimates, and rationale used to develop the budget, providing context for the numbers presented and helping senior management understand the reasoning behind the projections and financial decisions.

    Specifically, you must address the following rubric criteria:

    1. Previous Fiscal Year: Identify historical information from the previous fiscal year.
    2. 24-Month Projections: Speculate projections for 24 months.
    3. Explanation of Assumptions: Explain your ability to speculate appropriate assumptions.

    ### What to Submit

    Submit the completed
    [Module Six Assignment Template](https://www.sweetstudy.com/questions/Course%20Documents/BUS%20400%20Module%20Six%20Assignment%20Template.docx?isCourseFile=true) as a Microsoft Word document. Sources should be cited according to APA style.

    ### AI Usage

    If you use gen AI tools to support your work on this assignment, be sure to follow
    [these AI usage guidelines](https://snhu.ink/StudentGenAIGuide). You must acknowledge your use of these tools in your work. Guidelines on how to cite AI tools can be found in
    [this Shapiro Library guide](https://snhu.ink/CitationAndAI).

    ### Module Six Assignment Rubric

    | Criteria | Exceeds Expectations (100%) | Meets Expectations (85%) | Partially Meets Expectations (55%) | Does Not Meet Expectations (0%) | Value |
    | — | — | — | — | — | — |
    | Previous Fiscal Year | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Identifies historical information from the previous fiscal year | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include missing or incorrect information | Does not attempt criterion | 20 |
    | 24-Month Projections | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Speculates projections for 24 months | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include missing or unrealistic projections | Does not attempt criterion | 30 |
    | Explanation of Assumptions | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Explains ability to speculate appropriate assumptions | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include explanations that are cursory, or assumptions that are not clearly stated | Does not attempt criterion | 30 |
    | Clear Communication | Exceeds expectations with an intentional use of language that promotes a thorough understanding | Consistently and effectively communicates in an organized way to a specific audience | Shows progress toward meeting expectations, but communication is inconsistent or ineffective in a way that negatively impacts understanding | Shows no evidence of consistent, effective, or organized communication | 10 |
    | Citations and Attributions | Uses citations for ideas requiring attribution, with few or no minor errors | Uses citations for ideas requiring attribution, with consistent minor errors | Uses citations for ideas requiring attribution, with major errors | Does not use citations for ideas requiring attribution | 10 |
    | Total: | 100% |

    ## Course Documents/BUS 400 Module Six Assignment Template.docx

    ![SNHU logo](https://www.sweetstudy.com/questions/business-finance-management-6-2-assignment-24-month-pro-forma)

    ## BUS 400 Module Six Assignment Template

    ### 24-Month Pro Forma

    Replace the text in brackets with the appropriate values in each row.

    | | | |
    | — | — | — |
    | **Income Statement** | **Previous Fiscal Year** | **24-Month Projections** |
    | Sales | $[Insert sales.] | $[Insert sales.] |
    | Cost of goods sold | $[Insert cost of goods sold.] | $[Insert cost of goods sold.] |
    | Gross profit | $[Insert gross profit.] | $[Insert gross profit.] |
    | Selling expenses | $[Insert selling expenses.] | $[Insert selling expenses.] |
    | Administrative expenses | $[Insert administrative expenses.] | $[Insert administrative expenses.] |
    | Total operating expense | $[Insert total operating expense.] | $[Insert total operating expense.] |
    | Income from operations | $[Insert income from operations.] | $[Insert income from operations.] |
    | Other income | $[Insert other income.] | $[Insert other income.] |
    | Income before tax and interest | $[Insert income before tax and interest.] | $[Insert income before tax and interest.] |
    | Other expense (interest) | $[Insert other expense (interest).] | $[Insert other expense (interest).] |
    | Income before income tax | $[Insert income before income tax.] | $[Insert income before income tax.] |
    | Income tax expense | $[Insert income tax expense.] | $[Insert income tax expense.] |
    | Net income | $[Insert net income.] | $[Insert net income.] |

    **Explanation of Assumptions**

    [Insert 1‒2 paragraphs explaining how you speculated appropriate assumptions.]

    ### References

    [Cite your sources in APA.]

    ## image1.png

    **## BUS400ModuleSixAssignmentTemplate.docx**

    ![SNHU logo](https://www.sweetstudy.com/questions/business-finance-management-6-2-assignment-24-month-pro-forma)

    ## BUS 400 Module Six Assignment Template

    ### 24-Month Pro Forma

    Replace the text in brackets with the appropriate values in each row.

    | | | |
    | — | — | — |
    | **Income Statement** | **Previous Fiscal Year** | **24-Month Projections** |
    | Sales | $[Insert sales.] | $[Insert sales.] |
    | Cost of goods sold | $[Insert cost of goods sold.] | $[Insert cost of goods sold.] |
    | Gross profit | $[Insert gross profit.] | $[Insert gross profit.] |
    | Selling expenses | $[Insert selling expenses.] | $[Insert selling expenses.] |
    | Administrative expenses | $[Insert administrative expenses.] | $[Insert administrative expenses.] |
    | Total operating expense | $[Insert total operating expense.] | $[Insert total operating expense.] |
    | Income from operations | $[Insert income from operations.] | $[Insert income from operations.] |
    | Other income | $[Insert other income.] | $[Insert other income.] |
    | Income before tax and interest | $[Insert income before tax and interest.] | $[Insert income before tax and interest.] |
    | Other expense (interest) | $[Insert other expense (interest).] | $[Insert other expense (interest).] |
    | Income before income tax | $[Insert income before income tax.] | $[Insert income before income tax.] |
    | Income tax expense | $[Insert income tax expense.] | $[Insert income tax expense.] |
    | Net income | $[Insert net income.] | $[Insert net income.] |

    **Explanation of Assumptions**

    [Insert 1‒2 paragraphs explaining how you speculated appropriate assumptions.]

    ### References

    [Cite your sources in APA.]

    ## image1.png

    **## ModuleSixAssignmentGuidelinesandRubric.html.zip**

    ## Module Six Assignment Guidelines and Rubric.html

    ## BUS 400 Module Six Assignment Guidelines and Rubric

    ### Overview

    Planning and forecasting the financial viability of a new product, service, or project is essential for driving business opportunities. Regardless of a company’s key performance indicators (KPIs), senior leaders must evaluate the financial feasibility of new initiatives to ensure they can operate within budget or secure adequate funding for development and implementation. One effective way to accomplish this goal is by creating a pro forma.

    A pro forma is a financial projection that estimates anticipated future performance. This forward-looking tool provides a blueprint for financial expectations, enabling stakeholders to make informed business, investment, and operational decisions.

    ### Scenario

    After receiving constructive feedback from the project management consultant on your Business Model Canvas (BMC), it’s clear that you need to focus on developing the financial component as you prepare for an upcoming funding pitch to senior leaders. However, one comment from the PM stood out: “No matter how strong the idea is, senior management will consider it a ‘no-go’ if the new product or service doesn’t demonstrate its potential to generate sales.”

    As you prepare for your funding pitch in Module Seven, the PM consultant highlights the importance of including a 24-month pro forma. However, the PM cautions that funding pitches are fast-paced and decisive. Providing too much information can overwhelm senior management, prompt unnecessary questions, and ultimately undermine the purpose of your pitch and decrease your chances of approval.

    ### Directions

    The PM’s directive at this point is for you to develop a 24-month pro forma that demonstrates the potential profitability of the new product or service you're proposing in an income statement. You will use the Module Six Assignment Template linked in the What to Submit section below to complete this assignment.

    To project what can be added to the company’s profitability, you can use the company’s latest income statement, which is available in the 10-K report. To support your projections, analyze other companies in the marketplace with similar products or services. Additionally, you can base your projections on the company’s recent year-end financials and key assumptions based on your market analysis. Remember, these numbers are purely speculative.

    Based on your projections, you are also required to provide a budget assumptions summary. This summary should outline the key factors, estimates, and rationale used to develop the budget, providing context for the numbers presented and helping senior management understand the reasoning behind the projections and financial decisions.

    Specifically, you must address the following rubric criteria:

    1. Previous Fiscal Year: Identify historical information from the previous fiscal year.
    2. 24-Month Projections: Speculate projections for 24 months.
    3. Explanation of Assumptions: Explain your ability to speculate appropriate assumptions.

    ### What to Submit

    Submit the completed
    [Module Six Assignment Template](https://www.sweetstudy.com/questions/Course%20Documents/BUS%20400%20Module%20Six%20Assignment%20Template.docx?isCourseFile=true) as a Microsoft Word document. Sources should be cited according to APA style.

    ### AI Usage

    If you use gen AI tools to support your work on this assignment, be sure to follow
    [these AI usage guidelines](https://snhu.ink/StudentGenAIGuide). You must acknowledge your use of these tools in your work. Guidelines on how to cite AI tools can be found in
    [this Shapiro Library guide](https://snhu.ink/CitationAndAI).

    ### Module Six Assignment Rubric

    | Criteria | Exceeds Expectations (100%) | Meets Expectations (85%) | Partially Meets Expectations (55%) | Does Not Meet Expectations (0%) | Value |
    | — | — | — | — | — | — |
    | Previous Fiscal Year | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Identifies historical information from the previous fiscal year | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include missing or incorrect information | Does not attempt criterion | 20 |
    | 24-Month Projections | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Speculates projections for 24 months | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include missing or unrealistic projections | Does not attempt criterion | 30 |
    | Explanation of Assumptions | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Explains ability to speculate appropriate assumptions | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include explanations that are cursory, or assumptions that are not clearly stated | Does not attempt criterion | 30 |
    | Clear Communication | Exceeds expectations with an intentional use of language that promotes a thorough understanding | Consistently and effectively communicates in an organized way to a specific audience | Shows progress toward meeting expectations, but communication is inconsistent or ineffective in a way that negatively impacts understanding | Shows no evidence of consistent, effective, or organized communication | 10 |
    | Citations and Attributions | Uses citations for ideas requiring attribution, with few or no minor errors | Uses citations for ideas requiring attribution, with consistent minor errors | Uses citations for ideas requiring attribution, with major errors | Does not use citations for ideas requiring attribution | 10 |
    | Total: | 100% |

    ## Course Documents/BUS 400 Module Six Assignment Template.docx

    ![SNHU logo](https://www.sweetstudy.com/questions/business-finance-management-6-2-assignment-24-month-pro-forma)

    ## BUS 400 Module Six Assignment Template

    ### 24-Month Pro Forma

    Replace the text in brackets with the appropriate values in each row.

    | | | |
    | — | — | — |
    | **Income Statement** | **Previous Fiscal Year** | **24-Month Projections** |
    | Sales | $[Insert sales.] | $[Insert sales.] |
    | Cost of goods sold | $[Insert cost of goods sold.] | $[Insert cost of goods sold.] |
    | Gross profit | $[Insert gross profit.] | $[Insert gross profit.] |
    | Selling expenses | $[Insert selling expenses.] | $[Insert selling expenses.] |
    | Administrative expenses | $[Insert administrative expenses.] | $[Insert administrative expenses.] |
    | Total operating expense | $[Insert total operating expense.] | $[Insert total operating expense.] |
    | Income from operations | $[Insert income from operations.] | $[Insert income from operations.] |
    | Other income | $[Insert other income.] | $[Insert other income.] |
    | Income before tax and interest | $[Insert income before tax and interest.] | $[Insert income before tax and interest.] |
    | Other expense (interest) | $[Insert other expense (interest).] | $[Insert other expense (interest).] |
    | Income before income tax | $[Insert income before income tax.] | $[Insert income before income tax.] |
    | Income tax expense | $[Insert income tax expense.] | $[Insert income tax expense.] |
    | Net income | $[Insert net income.] | $[Insert net income.] |

    **Explanation of Assumptions**

    [Insert 1‒2 paragraphs explaining how you speculated appropriate assumptions.]

    ### References

    [Cite your sources in APA.]

    ## image1.png

  • [Solved] Can someone do my Week 2 discussion in DOC 700?

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    [>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management) Write In a doctoral program, writing is not just about following rules; it is about communicating often complex ideas with purpose, clarity, and academic integrity. Writing balances your …

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    Assignment Prompt & Instructions

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

    Write

    In a doctoral program, writing is not just about following rules; it is about communicating often complex ideas with purpose, clarity, and academic integrity. Writing balances your own scholarly voice with research and resources to back up your ideas. Strong scholarly writing takes time, effort, and reflection. It also requires initiative to identify your own writing challenges, as well as being a self-starter to find resources on your own to help address your writing challenges. At this level of study, success depends not just on your ability to complete the work, but also to identify your own challenges and take the initiative to seek out how you can attain mastery. Your instructors are valuable guides, but their role in doctoral-level or advanced studies work is not to prescribe each step or provide every resource. Faculty will provide leadership and direction; it is up to you to take ownership of your learning.

    Common writing challenges include

    formatting your table of contents

    writing in passive voice

    formatting your reference page

    lack of clarity

    using complex language or jargon

    long sentences or paragraphs

    lack of transitions between ideas

    moving abruptly between ideas or paragraphs without continuity

    summarizing literature instead of analyzing or synthesizing it

    failure to use academic voice

    For this discussion, you will

    Identify at least one area in your own academic writing that you would like to improve upon as you move through this program and why it is important to work on.

    Share at least two high-quality resources, outside of the required resources for this class. One resource should be from the University of Arizona Global Campus’ Writing Center or Library, and one resource should be something you find, like a video or article.

    Describe why you chose the resources.

    Explain how the chosen resources help address your writing challenges or improve your understanding of scholarly writing expectations.

    Discuss one actionable insight or strategy you gained from each resource.

    Choose one item from the common writing challenges where doctoral students struggle with writing and why it is important to work at an advanced scholarship level. This should be different from your own area of improvement you chose.

    Share at least two high-quality resources outside of the required resources for this class. One resource should be from the University of Arizona Global Campus Writing Center or Library, and one resource should be something you find, like a video or article.

    Describe why you chose the resource.

    Explain how the chosen resource helps address your writing challenges or improves your understanding of scholarly writing expectations.

    Discuss one actionable insight or strategy you gained from each resource.

    Ask one question about writing that you would like to consult with your peers about.

    For example: How do I balance my scholarly voice with citing research, especially when I am trying to use synthesis in my writing?

  • [Solved] TLMT5-1

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    see attached **files (2)** – ## WK5Assignment.docx – ## Week5TechnologyinTransportation_Reference.pdf **## WK5Assignment.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…

    Instant Solution Download

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

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    Assignment Prompt & Instructions

    see attached

    **files (2)**

    – ## WK5Assignment.docx

    – ## Week5TechnologyinTransportation_Reference.pdf

    **## WK5Assignment.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 is the difference between an APS, a CRM, and an ERP system, and which of the three would be the most beneficial to a retailer who could not afford to have them all?

    **## Week5TechnologyinTransportation_Reference.pdf**

    TLMT 201 – Retail Transportation
    Week 5

    Transcript of “Technology in Transportation” Video

    This week we will discuss the available technology used within transportation and logistics.
    The technology discussed in this presentation will include: electronic data interchange or EDI,
    Automatic Identification or Auto ID, Radio Frequency Identification or RFID, and types of
    software applications available to those in the transportation and logistics field such as
    transportation management systems, warehouse management systems, and event management
    systems.

    EDI or electronic data interchange is used to transmit data between the various points in the
    supply chain. For example, a shipper may transfer a new load or shipment to their carrier via
    EDI which travels electronically to the carrier’s system. This is a method that saves time but
    there are costs associated with this type of technology. Also, there are different versions of EDI
    so it is important that each company is equipped to receive the appropriate information and the
    IT systems are compatible.

    Auto ID is another technological advancement employed in the transportation and logistics field.
    For example, bar coding, RFID, and voice data collection. We are all familiar with bar codes.
    You know those black and white lines and numbers located on everything we buy?
    This little bar code does wonders for the supply chain and in the end, retailers. Bar codes
    provide cost savings, a reduction in human error, and increases customer satisfaction.
    Take for example a warehouse that receives hundreds and thousands of different products and
    quantities each day. Think about how much time and effort it would take if someone
    documented all of that inventory by hand. Think of the errors involved. An error happens in
    shipping or receiving this product, all of the inventory levels are inaccurate which means the
    assessed value of the product is incorrect not to mention the difficulty in physically locating the
    product in the warehouse to ship it to the retail customer. Bar coding minimizes human error
    simultaneously increasing efficiencies with inventory and spacing. That’s why it is important to
    bar code all products.

    This brings us to RFID or radio frequency identification. This is a great way to track a shipment
    throughout the supply chain. A RFID tag is mounted on the product and contains a chip that
    collects the data. This data is conveyed to the RFID reader. This reader uploads the data to the
    company’s computer system. This wonderful little tag comes in two versions: active and
    passive. An active RFID tag has its own power source and reader that continues to feed data into
    the system whereas a passive RFID tag transmits data to the reader only. Due to these
    differences there is also a difference in how much each one costs.

    Now, that we have briefly reviewed EDI & Auto ID let’s look at the different types of software
    applications available to those in transportation and logistics.

    There are 3 types of software systems we will discuss: transportation management system,
    warehouse management system, and event management system.

    First, a transportation management system reduces time and effort as they provide a multitude of
    functions. For example, I worked at a 3PL and they used a TMS that was generally used by
    trucking companies; however, this TMS was customized to suit their needs. The system was
    used for order management, tracking shipments, compiling shipper and carrier information,
    reporting revenue and profit per employee and team and various other functions for accounting,
    marketing and sales, etc. So these types of systems provide diversity to those needing a wide
    array of functionality. With all of this functionality comes a big price tag but worth the expense.
    Another point is that these systems require training and do not prevent human errors in data
    entry. Cleaning up the records and data contained in these systems is very time consuming.

    Next, we have warehouse management systems. These are great because they automate
    warehouse processes that can be time consuming such as picking, receiving and putting away the
    product, loading, and shipping – things of that nature. Besides the cost of implementation a
    WMS needs to be compatible with other technologies to truly utilize its functionality.

    Last, is the event management system. This kind of system is integrated with RFID and TMS
    systems which can be very exciting as the EMS alerts you to events happening in real-time as the
    product moves along the supply chain.

    In conclusion, we have discussed technology within the transportation and logistics field to
    include EDI, Auto ID, and the 3 types of software applications available to effectively and
    efficiently manage the supply chain.

    **## Week5TechnologyinTransportation_Reference.pdf**

    TLMT 201 – Retail Transportation
    Week 5

    Transcript of “Technology in Transportation” Video

    This week we will discuss the available technology used within transportation and logistics.
    The technology discussed in this presentation will include: electronic data interchange or EDI,
    Automatic Identification or Auto ID, Radio Frequency Identification or RFID, and types of
    software applications available to those in the transportation and logistics field such as
    transportation management systems, warehouse management systems, and event management
    systems.

    EDI or electronic data interchange is used to transmit data between the various points in the
    supply chain. For example, a shipper may transfer a new load or shipment to their carrier via
    EDI which travels electronically to the carrier’s system. This is a method that saves time but
    there are costs associated with this type of technology. Also, there are different versions of EDI
    so it is important that each company is equipped to receive the appropriate information and the
    IT systems are compatible.

    Auto ID is another technological advancement employed in the transportation and logistics field.
    For example, bar coding, RFID, and voice data collection. We are all familiar with bar codes.
    You know those black and white lines and numbers located on everything we buy?
    This little bar code does wonders for the supply chain and in the end, retailers. Bar codes
    provide cost savings, a reduction in human error, and increases customer satisfaction.
    Take for example a warehouse that receives hundreds and thousands of different products and
    quantities each day. Think about how much time and effort it would take if someone
    documented all of that inventory by hand. Think of the errors involved. An error happens in
    shipping or receiving this product, all of the inventory levels are inaccurate which means the
    assessed value of the product is incorrect not to mention the difficulty in physically locating the
    product in the warehouse to ship it to the retail customer. Bar coding minimizes human error
    simultaneously increasing efficiencies with inventory and spacing. That’s why it is important to
    bar code all products.

    This brings us to RFID or radio frequency identification. This is a great way to track a shipment
    throughout the supply chain. A RFID tag is mounted on the product and contains a chip that
    collects the data. This data is conveyed to the RFID reader. This reader uploads the data to the
    company’s computer system. This wonderful little tag comes in two versions: active and
    passive. An active RFID tag has its own power source and reader that continues to feed data into
    the system whereas a passive RFID tag transmits data to the reader only. Due to these
    differences there is also a difference in how much each one costs.

    Now, that we have briefly reviewed EDI & Auto ID let’s look at the different types of software
    applications available to those in transportation and logistics.

    There are 3 types of software systems we will discuss: transportation management system,
    warehouse management system, and event management system.

    First, a transportation management system reduces time and effort as they provide a multitude of
    functions. For example, I worked at a 3PL and they used a TMS that was generally used by
    trucking companies; however, this TMS was customized to suit their needs. The system was
    used for order management, tracking shipments, compiling shipper and carrier information,
    reporting revenue and profit per employee and team and various other functions for accounting,
    marketing and sales, etc. So these types of systems provide diversity to those needing a wide
    array of functionality. With all of this functionality comes a big price tag but worth the expense.
    Another point is that these systems require training and do not prevent human errors in data
    entry. Cleaning up the records and data contained in these systems is very time consuming.

    Next, we have warehouse management systems. These are great because they automate
    warehouse processes that can be time consuming such as picking, receiving and putting away the
    product, loading, and shipping – things of that nature. Besides the cost of implementation a
    WMS needs to be compatible with other technologies to truly utilize its functionality.

    Last, is the event management system. This kind of system is integrated with RFID and TMS
    systems which can be very exciting as the EMS alerts you to events happening in real-time as the
    product moves along the supply chain.

    In conclusion, we have discussed technology within the transportation and logistics field to
    include EDI, Auto ID, and the 3 types of software applications available to effectively and
    efficiently manage the supply chain.

    **## WK5Assignment.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 is the difference between an APS, a CRM, and an ERP system, and which of the three would be the most beneficial to a retailer who could not afford to have them all?

    **## Week5TechnologyinTransportation_Reference.pdf**

    TLMT 201 – Retail Transportation
    Week 5

    Transcript of “Technology in Transportation” Video

    This week we will discuss the available technology used within transportation and logistics.
    The technology discussed in this presentation will include: electronic data interchange or EDI,
    Automatic Identification or Auto ID, Radio Frequency Identification or RFID, and types of
    software applications available to those in the transportation and logistics field such as
    transportation management systems, warehouse management systems, and event management
    systems.

    EDI or electronic data interchange is used to transmit data between the various points in the
    supply chain. For example, a shipper may transfer a new load or shipment to their carrier via
    EDI which travels electronically to the carrier’s system. This is a method that saves time but
    there are costs associated with this type of technology. Also, there are different versions of EDI
    so it is important that each company is equipped to receive the appropriate information and the
    IT systems are compatible.

    Auto ID is another technological advancement employed in the transportation and logistics field.
    For example, bar coding, RFID, and voice data collection. We are all familiar with bar codes.
    You know those black and white lines and numbers located on everything we buy?
    This little bar code does wonders for the supply chain and in the end, retailers. Bar codes
    provide cost savings, a reduction in human error, and increases customer satisfaction.
    Take for example a warehouse that receives hundreds and thousands of different products and
    quantities each day. Think about how much time and effort it would take if someone
    documented all of that inventory by hand. Think of the errors involved. An error happens in
    shipping or receiving this product, all of the inventory levels are inaccurate which means the
    assessed value of the product is incorrect not to mention the difficulty in physically locating the
    product in the warehouse to ship it to the retail customer. Bar coding minimizes human error
    simultaneously increasing efficiencies with inventory and spacing. That’s why it is important to
    bar code all products.

    This brings us to RFID or radio frequency identification. This is a great way to track a shipment
    throughout the supply chain. A RFID tag is mounted on the product and contains a chip that
    collects the data. This data is conveyed to the RFID reader. This reader uploads the data to the
    company’s computer system. This wonderful little tag comes in two versions: active and
    passive. An active RFID tag has its own power source and reader that continues to feed data into
    the system whereas a passive RFID tag transmits data to the reader only. Due to these
    differences there is also a difference in how much each one costs.

    Now, that we have briefly reviewed EDI & Auto ID let’s look at the different types of software
    applications available to those in transportation and logistics.

    There are 3 types of software systems we will discuss: transportation management system,
    warehouse management system, and event management system.

    First, a transportation management system reduces time and effort as they provide a multitude of
    functions. For example, I worked at a 3PL and they used a TMS that was generally used by
    trucking companies; however, this TMS was customized to suit their needs. The system was
    used for order management, tracking shipments, compiling shipper and carrier information,
    reporting revenue and profit per employee and team and various other functions for accounting,
    marketing and sales, etc. So these types of systems provide diversity to those needing a wide
    array of functionality. With all of this functionality comes a big price tag but worth the expense.
    Another point is that these systems require training and do not prevent human errors in data
    entry. Cleaning up the records and data contained in these systems is very time consuming.

    Next, we have warehouse management systems. These are great because they automate
    warehouse processes that can be time consuming such as picking, receiving and putting away the
    product, loading, and shipping – things of that nature. Besides the cost of implementation a
    WMS needs to be compatible with other technologies to truly utilize its functionality.

    Last, is the event management system. This kind of system is integrated with RFID and TMS
    systems which can be very exciting as the EMS alerts you to events happening in real-time as the
    product moves along the supply chain.

    In conclusion, we have discussed technology within the transportation and logistics field to
    include EDI, Auto ID, and the 3 types of software applications available to effectively and
    efficiently manage the supply chain.

    **## WK5Assignment.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 is the difference between an APS, a CRM, and an ERP system, and which of the three would be the most beneficial to a retailer who could not afford to have them all?

    **## Week5TechnologyinTransportation_Reference.pdf**

    TLMT 201 – Retail Transportation
    Week 5

    Transcript of “Technology in Transportation” Video

    This week we will discuss the available technology used within transportation and logistics.
    The technology discussed in this presentation will include: electronic data interchange or EDI,
    Automatic Identification or Auto ID, Radio Frequency Identification or RFID, and types of
    software applications available to those in the transportation and logistics field such as
    transportation management systems, warehouse management systems, and event management
    systems.

    EDI or electronic data interchange is used to transmit data between the various points in the
    supply chain. For example, a shipper may transfer a new load or shipment to their carrier via
    EDI which travels electronically to the carrier’s system. This is a method that saves time but
    there are costs associated with this type of technology. Also, there are different versions of EDI
    so it is important that each company is equipped to receive the appropriate information and the
    IT systems are compatible.

    Auto ID is another technological advancement employed in the transportation and logistics field.
    For example, bar coding, RFID, and voice data collection. We are all familiar with bar codes.
    You know those black and white lines and numbers located on everything we buy?
    This little bar code does wonders for the supply chain and in the end, retailers. Bar codes
    provide cost savings, a reduction in human error, and increases customer satisfaction.
    Take for example a warehouse that receives hundreds and thousands of different products and
    quantities each day. Think about how much time and effort it would take if someone
    documented all of that inventory by hand. Think of the errors involved. An error happens in
    shipping or receiving this product, all of the inventory levels are inaccurate which means the
    assessed value of the product is incorrect not to mention the difficulty in physically locating the
    product in the warehouse to ship it to the retail customer. Bar coding minimizes human error
    simultaneously increasing efficiencies with inventory and spacing. That’s why it is important to
    bar code all products.

    This brings us to RFID or radio frequency identification. This is a great way to track a shipment
    throughout the supply chain. A RFID tag is mounted on the product and contains a chip that
    collects the data. This data is conveyed to the RFID reader. This reader uploads the data to the
    company’s computer system. This wonderful little tag comes in two versions: active and
    passive. An active RFID tag has its own power source and reader that continues to feed data into
    the system whereas a passive RFID tag transmits data to the reader only. Due to these
    differences there is also a difference in how much each one costs.

    Now, that we have briefly reviewed EDI & Auto ID let’s look at the different types of software
    applications available to those in transportation and logistics.

    There are 3 types of software systems we will discuss: transportation management system,
    warehouse management system, and event management system.

    First, a transportation management system reduces time and effort as they provide a multitude of
    functions. For example, I worked at a 3PL and they used a TMS that was generally used by
    trucking companies; however, this TMS was customized to suit their needs. The system was
    used for order management, tracking shipments, compiling shipper and carrier information,
    reporting revenue and profit per employee and team and various other functions for accounting,
    marketing and sales, etc. So these types of systems provide diversity to those needing a wide
    array of functionality. With all of this functionality comes a big price tag but worth the expense.
    Another point is that these systems require training and do not prevent human errors in data
    entry. Cleaning up the records and data contained in these systems is very time consuming.

    Next, we have warehouse management systems. These are great because they automate
    warehouse processes that can be time consuming such as picking, receiving and putting away the
    product, loading, and shipping – things of that nature. Besides the cost of implementation a
    WMS needs to be compatible with other technologies to truly utilize its functionality.

    Last, is the event management system. This kind of system is integrated with RFID and TMS
    systems which can be very exciting as the EMS alerts you to events happening in real-time as the
    product moves along the supply chain.

    In conclusion, we have discussed technology within the transportation and logistics field to
    include EDI, Auto ID, and the 3 types of software applications available to effectively and
    efficiently manage the supply chain.

  • [Solved] MGMT 601

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) Tutor reply **files (1)** – ## week5reply.docx **## week5reply.docx** 1 **4** **Peer Reply Guidance** · Reply to the main posts of two (2) different peers on different days throughout the week. Both responses …

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    **## week5reply.docx**

    1

    **4**

    **Peer Reply Guidance**

    · Reply to the main posts of two (2) different peers on different days throughout the week. Both responses should be original and substantive and encourage discussion and critical thought by proposing a different point of view or clearly elaborating on or asking an analytical  question about at least one (1) point of issue of your peer’s post,
    **(Note: "what do you think?" "do you agree?" and the like, are not analytical questions.)**

    Alan (No more than 150 words

    Greetings Class and Professor,

    Today I'll be exploring insider trading and evaluate a recent case that offers a clear example of the unlawful behavior and the regulatory actions taken in response.

    To begin, insider trading occurs when an individual trades securities using material nonpublic information obtained through a position of trust or special access. This conduct is illegal because it undermines market fairness, damages investor confidence, and distorts pricing mechanisms essential for efficient markets (Investor.gov, n.d.). It also signals deeper governance weaknesses since unethical choices increase operational risk and erode internal compliance structures (Wissda, 2024; Redcliffe Training, 2023). These concerns also align with core principles of commercial law, where courts emphasize good faith and enforceable obligations, as illustrated in Carlill v Carbolic Smoke Ball Company (Stephens, 2011).

    The specific statutes violated in insider trading cases are Section 10(b) of the Securities Exchange Act of 1934 and SEC Rule 10b5, which prohibit fraudulent or deceptive practices in connection with securities transactions (Boise State University, 2022).

    A recent example is SEC v. Joseph M. Dupont et al. (2024). In this case, Joseph Dupont, then a vice president at Alexion Pharmaceuticals, tipped confidential acquisition information about Portola Pharmaceuticals to his friend Shawn Cronin. Cronin then passed the information to additional individuals, who traded Portola securities ahead of the public announcement. Their conduct constituted insider trading because they used material nonpublic information to profit from the acquisition news. Thus, harming ordinary investors who lacked access to the same information (SEC, 2025). The case also illustrates why insider trading remains difficult to detect because regulators must navigate sophisticated trading patterns and ambiguous intent (CNBC, 2023).

    The case resulted in significant penalties. Cronin received three months imprisonment, forfeiture of more than seventy thousand dollars, and a five thousand dollar fine. Kaplan received five months imprisonment and forfeiture exceeding four hundred thousand dollars. Feldman received three months imprisonment, forfeiture exceeding one point seven million dollars, and a twenty five thousand dollar fine. Mendoza forfeited more than thirty eight thousand dollars, and Dupont paid a seventy five thousand dollar fine. They also agreed to permanent injunctions and restrictions preventing them from serving in leadership roles within public companies (SEC, 2025).

    Overall, I think this outcome is just because the penalties take away the money gained from the misconduct and the criminal charges strengthen deterrence. Hence, supporting ethical governance and market integrity (Wissda, 2024).

    Thank you for reading my post. I look forward to digging deeper into this topic with you all and gaining your perspectives.

    Julio (No more than 150 words)

    Hi Professor and everyone,

    Insider trading was my topic because it allows people to have the upper hand over other investors. If someone knows something about a security, they can use it to their advantage by buying or selling stocks or by telling others to do the same. This puts other investors at a disadvantage.

    The SEC charged a public company president and Chief Investment Officer, Alfred V. Tobia, and his sister-in-law, Elizabeth Lee. The SEC said Mr. Tobia told his sister-in-law about two upcoming business deals. Ms. Lee purchased stock in both companies and sold it after the news became public and prices rose. According to the SEC, the trades generated more than $428,000 in profit. More information about this case is available here.

    They were charged under Section 10(b) of the Securities Exchange Act of 1934 and Rule 10b-5. These rules help prevent deception or fraud when buying/selling securities.

    They both decided to settle the case without admitting or denying anything. On January 16th 2025, the court issued final judgments. Mr. Tobia was barred from committing these acts in the future and cannot serve as a public company officer or director for the next 5 years. He was also fined $785,020. Ms. Lee was also barred from doing this and was fined $576,955.

    I feel the SEC made a fair decision. They fined both parties more than they made from trading. The SEC also prohibited Mr. Tobia from leading a public company. Laws alone won't fix this issue; we need stronger insider-trading controls.

    **## week5reply.docx**

    1

    **4**

    **Peer Reply Guidance**

    · Reply to the main posts of two (2) different peers on different days throughout the week. Both responses should be original and substantive and encourage discussion and critical thought by proposing a different point of view or clearly elaborating on or asking an analytical  question about at least one (1) point of issue of your peer’s post,
    **(Note: "what do you think?" "do you agree?" and the like, are not analytical questions.)**

    Alan (No more than 150 words

    Greetings Class and Professor,

    Today I'll be exploring insider trading and evaluate a recent case that offers a clear example of the unlawful behavior and the regulatory actions taken in response.

    To begin, insider trading occurs when an individual trades securities using material nonpublic information obtained through a position of trust or special access. This conduct is illegal because it undermines market fairness, damages investor confidence, and distorts pricing mechanisms essential for efficient markets (Investor.gov, n.d.). It also signals deeper governance weaknesses since unethical choices increase operational risk and erode internal compliance structures (Wissda, 2024; Redcliffe Training, 2023). These concerns also align with core principles of commercial law, where courts emphasize good faith and enforceable obligations, as illustrated in Carlill v Carbolic Smoke Ball Company (Stephens, 2011).

    The specific statutes violated in insider trading cases are Section 10(b) of the Securities Exchange Act of 1934 and SEC Rule 10b5, which prohibit fraudulent or deceptive practices in connection with securities transactions (Boise State University, 2022).

    A recent example is SEC v. Joseph M. Dupont et al. (2024). In this case, Joseph Dupont, then a vice president at Alexion Pharmaceuticals, tipped confidential acquisition information about Portola Pharmaceuticals to his friend Shawn Cronin. Cronin then passed the information to additional individuals, who traded Portola securities ahead of the public announcement. Their conduct constituted insider trading because they used material nonpublic information to profit from the acquisition news. Thus, harming ordinary investors who lacked access to the same information (SEC, 2025). The case also illustrates why insider trading remains difficult to detect because regulators must navigate sophisticated trading patterns and ambiguous intent (CNBC, 2023).

    The case resulted in significant penalties. Cronin received three months imprisonment, forfeiture of more than seventy thousand dollars, and a five thousand dollar fine. Kaplan received five months imprisonment and forfeiture exceeding four hundred thousand dollars. Feldman received three months imprisonment, forfeiture exceeding one point seven million dollars, and a twenty five thousand dollar fine. Mendoza forfeited more than thirty eight thousand dollars, and Dupont paid a seventy five thousand dollar fine. They also agreed to permanent injunctions and restrictions preventing them from serving in leadership roles within public companies (SEC, 2025).

    Overall, I think this outcome is just because the penalties take away the money gained from the misconduct and the criminal charges strengthen deterrence. Hence, supporting ethical governance and market integrity (Wissda, 2024).

    Thank you for reading my post. I look forward to digging deeper into this topic with you all and gaining your perspectives.

    Julio (No more than 150 words)

    Hi Professor and everyone,

    Insider trading was my topic because it allows people to have the upper hand over other investors. If someone knows something about a security, they can use it to their advantage by buying or selling stocks or by telling others to do the same. This puts other investors at a disadvantage.

    The SEC charged a public company president and Chief Investment Officer, Alfred V. Tobia, and his sister-in-law, Elizabeth Lee. The SEC said Mr. Tobia told his sister-in-law about two upcoming business deals. Ms. Lee purchased stock in both companies and sold it after the news became public and prices rose. According to the SEC, the trades generated more than $428,000 in profit. More information about this case is available here.

    They were charged under Section 10(b) of the Securities Exchange Act of 1934 and Rule 10b-5. These rules help prevent deception or fraud when buying/selling securities.

    They both decided to settle the case without admitting or denying anything. On January 16th 2025, the court issued final judgments. Mr. Tobia was barred from committing these acts in the future and cannot serve as a public company officer or director for the next 5 years. He was also fined $785,020. Ms. Lee was also barred from doing this and was fined $576,955.

    I feel the SEC made a fair decision. They fined both parties more than they made from trading. The SEC also prohibited Mr. Tobia from leading a public company. Laws alone won't fix this issue; we need stronger insider-trading controls.