see instruction, due 4/20 – 2 years ago
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– 2 years ago
[>Economics homework help](https://www.sweetstudy.com/fields/business-finance-economics) Please see attachment for instructions. Article also attached – 2 years ago **files (2)** – ## Untitleddocument16.pdf – TheMushroomattheEndoftheWorld.pdf **## Untitleddocument16.pdf** Anna Tsing’s The Mushroom a…
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Please see attachment for instructions. Article also attached
– 2 years ago
**files (2)**
– ## Untitleddocument16.pdf
– TheMushroomattheEndoftheWorld.pdf
**## Untitleddocument16.pdf**
Anna Tsing’s The Mushroom at the End of the World introduces the concept of salvage
rhythms. Begin by defining salvage rhythms in your own words and explain what the
salvage rhythms of dumpster diving might reflect about our current social and economic
systems. What is another example of a resource or industry with salvage rhythms? How
would you explain this to a friend?
Then, compare and contrast how markets, regulations, and local norms were
represented in the simulation. What seemed most effective in governing the shared
resource of food waste, and why? How might you design a governance system for the
resource or industry you identified?
**TheMushroomattheEndoftheWorld.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/themushroomattheendoftheworld-pdf)
**TheMushroomattheEndoftheWorld.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/themushroomattheendoftheworld-pdf)
**## Untitleddocument16.pdf**
Anna Tsing’s The Mushroom at the End of the World introduces the concept of salvage
rhythms. Begin by defining salvage rhythms in your own words and explain what the
salvage rhythms of dumpster diving might reflect about our current social and economic
systems. What is another example of a resource or industry with salvage rhythms? How
would you explain this to a friend?
Then, compare and contrast how markets, regulations, and local norms were
represented in the simulation. What seemed most effective in governing the shared
resource of food waste, and why? How might you design a governance system for the
resource or industry you identified?
**TheMushroomattheEndoftheWorld.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/themushroomattheendoftheworld-pdf)
**## Untitleddocument16.pdf**
Anna Tsing’s The Mushroom at the End of the World introduces the concept of salvage
rhythms. Begin by defining salvage rhythms in your own words and explain what the
salvage rhythms of dumpster diving might reflect about our current social and economic
systems. What is another example of a resource or industry with salvage rhythms? How
would you explain this to a friend?
Then, compare and contrast how markets, regulations, and local norms were
represented in the simulation. What seemed most effective in governing the shared
resource of food waste, and why? How might you design a governance system for the
resource or industry you identified?
**TheMushroomattheEndoftheWorld.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/themushroomattheendoftheworld-pdf)
[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) **Academic Summary** Your assignment this week is to summarize Chapter 6 of Firestone, S. (2020). Biblical Principles of Crisis Leadership: The Role of Spirituality in Organizational Response. Palgrave MacMill…
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**Academic Summary**
Your assignment this week is to summarize Chapter 6 of Firestone, S. (2020). Biblical Principles of Crisis Leadership: The Role of Spirituality in Organizational Response. Palgrave MacMillan (The eBook or the excerpt is available in the Regent Library) or here – Firestone Chapter 6 Download Firestone Chapter 6. Summarize Dr. Firestone’s presentation of ‘Why is it important for a leader to understand the value of scripture for leading during a crisis” in **only 350-400 words**. The goal of this assignment is to help you perfect a concise, professional writing voice, so you must remain within this word count.
**You are also not allowed to use a single form of the verb "to be" (am, is, are, was, were, be, being, or been).** These verbs are an integral part of passive voice, which hurts your writing’s clarity and concision when used incorrectly. While your future graduate assignments likely won’t completely ban using passive voice, you want to be in the habit of using active voice whenever possible. Thus, this assignment completely bans the passive voice to help you practice utilizing the active voice.
Please review this weeks’ short, free e-textbook _Writing Professionally with Clarity and Concision_ before beginning this summary. It will help you learn more about writing concisely, using active voice, and avoiding plagiarism.
_**DIRECTIONS**_
– The summary must be 350-400 words (citations included).
– You should give a clear overview of the chapter beginning to end, so you must be judicious in how you utilize this short word count.
– Do not use "to be" verbs (am, is, are, was, were, be, being, or been.
– Paraphrase whenever possible instead of directly quoting the material you’re summarizing.
– If you absolutely need to use a quote, you must limit the quote to 3-4 words. No exceptions.
– Write behind the author as your source. This means consistently mentioning him as you summarize his material: e.g., "Winston explains…", "According to Winston, …", etc. (This will get you into the practice of using your sources as your authority in research writing, not you).
– Provide a one to two sentence summary of the entire chapter at the beginning of your first paragraph and a one to two sentence conclusion in your last paragraph.
Formatting:
– Create a Word.doc or Word.docx file using the provided APA 7th edition template.
– Lesson name as the title.
– Cite and reference per APA requirements.
– Be sure each sentence is clear and grammatically correct.
– Double-space the text.
– Use the correct style for headings and the reference.
– Use the normal style for text.
– 2 years ago
[>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management) – 2 years ago **files (6)** – ## StrengthofWeakTies.pdf – ## Ogl568photovoice.docx – ## PracticingwithFieldNotesandCriticalThinking1-3.docx – ANetworksGenderCompositionandCommunicationPat…
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– 2 years ago
**files (6)**
– ## StrengthofWeakTies.pdf
– ## Ogl568photovoice.docx
– ## PracticingwithFieldNotesandCriticalThinking1-3.docx
– ANetworksGenderCompositionandCommunicationPatterPredictWomensLeadershipSuccess.pdf
– Howtoptalentusesnetworks.pdf
– Contaminatingeffectsofbuildinginstrumentalties.pdf
**## StrengthofWeakTies.pdf**
The Strength of Weak Ties
Mark S. Granovetter
The American Journal of Sociology, Vol. 78, No. 6. (May, 1973), pp. 1360-1380.
Stable URL:
http://links.jstor.org/sici?sici=0002-9602%28197305%2978%3A6%3C1360%3ATSOWT%3E2.0.CO%3B2-E
The American Journal of Sociology is currently published by The University of Chicago Press.
Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at
http://www.jstor.org/about/terms.html. JSTOR's Terms and Conditions of Use provides, in part, that unless you have obtained
prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in
the JSTOR archive only for your personal, non-commercial use.
Please contact the publisher regarding any further use of this work. Publisher contact information may be obtained at
http://www.jstor.org/journals/ucpress.html.
Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed
page of such transmission.
JSTOR is an independent not-for-profit organization dedicated to and preserving a digital archive of scholarly journals. For
more information regarding JSTOR, please contact support@jstor.org.
http://www.jstor.org
Sat Jan 13 20:15:49 2007
[http://links.jstor.org/sici?sici=0002-9602%28197305%2978%3A6%3C1360%3ATSOWT%3E2.0.CO%3B2-E](http://links.jstor.org/sici?sici=0002-9602%28197305%2978%3A6%3C1360%3ATSOWT%3E2.0.CO%3B2-E)
[http://www.jstor.org/about/terms.html](http://www.jstor.org/about/terms.html)
[http://www.jstor.org/journals/ucpress.html](http://www.jstor.org/journals/ucpress.html)
**## Ogl568photovoice.docx**
**Ogl-568 Women’s Gender Studies-Module 5**
**Your FINAL PHOTO Selections!**
**I have attached what this week’s module about**
In each module, you will have the opportunity to participate in an online discussion forum.
Discussion Purpose: The purpose of the discussion forum is to exchange ideas with class members to expand personal perspectives and make a meaningful application of the course content. Participating in class discussions is a vital part of learning. Participation in discussions represents a significant portion of graded work in this class.
Instructions
First, for your initial discussion board post, please choose one of the photographs you submitted in your Field Notes and Photography assignment and post it along with an explanation of how the image you took relates to the Module Topic.
Second, view the photographs posted by other students and respond to the images they have posted and the explanation of what the image means to them
**AND TO YOU**.
**You should respond to at least TWO images this week**
**_(or more if you're feeling extra:)._**
These questions are for THINKING- you do not need to include these in your post unless you want to:
**Observation and Description**
·
**What do you notice first in the photograph, and why do you think your attention is drawn there?**
**Context and Perspective**
·
**Who might be the intended audience for this photograph, and how might their interpretation differ from yours?**
**Interpretation and Meaning**
·
**What emotions or ideas does the photograph evoke in you? Do you think this aligns with the photographer's intended message?**
·
**What story or message do you think the photograph is trying to convey? Are there any symbols or metaphors present that enhance its meaning?**
**Critical Reflection**
·
**What questions does this photograph raise for you about its subject or context?**
·
**How does this imagery relate to the Module Topic?**
**After you have posted, try reading back to see what others have said. Do you notice any themes, patterns, or similarities? Make note of these themes for your final paper this week.**
[https://www.ted.com/talks/worklife_with_adam_grant_networking_for_people_who_hate_networking](https://www.ted.com/talks/worklife_with_adam_grant_networking_for_people_who_hate_networking)
[https://www.youtube.com/watch?v=k115ePA_9SU&embeds_referring_euri=https%3A%2F%2Fasu.instructure.com%2F&source_ve_path=OTY3MTQ](https://www.youtube.com/watch?v=k115ePA_9SU&embeds_referring_euri=https%3A%2F%2Fasu.instructure.com%2F&source_ve_path=OTY3MTQ)
[https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2430174](https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2430174)
**## PracticingwithFieldNotesandCriticalThinking1-3.docx**
2
**Field Notes and Critical Thinking**
Module 3: Mentors, Advocates, and Advisors
Your name:
**Field Notes and Critical Thinking**
**Field Notes**
**Field Note 1:**
**Date/Time:** October 5, 2023; 3:00 PM
**Location:** University Women’s Leadership Panel
**Observation:** A session of female executives spoke about deconstructing gender bias in traditionally male industries. One of the speakers spoke about the influence of mentorship in her career advancement, where her male mentor was a vocal advocate for her throughout key promotion negotiations. She talked about how his sponsorship made her aware of organizational politics and positioned her front and center with top leaders.
**Reflection:** This account emphasizes the two-fold burden shouldered by women in the workplace: the access to mentorship to advance in their careers and the overall lack of access to older leaders belonging to the same gender identity. The panelist's experience reaffirms Casciaro et al.'s (2014) study that instrumental networking such as accessing mentors would result in feelings of moral discomfit because of perceived differentials in power. Despite such psychological barriers, mentorship is still needed for shattering structural barriers. This discussion also harmonized with Yang et al.'s (2019) research on how leadership achievement among women is strongly signaled by possessing an inner network of female contacts that provide emotional support as well as access to a diverse group of networks.
**Field Note 2:**
**Date/Time:** October 7, 2023; 10:30 AM
**Location:** Workplace Diversity Training Session
**Observation:** One facilitator invited an employee to establish "weak ties" with members of other departments to facilitate innovation and collaboration. What was surprising was that not many women stepped forward to establish these cross-functional relationships during the workshop's interactive sessions.
**Reflection:** Women's hesitation to engage in weak-tie networking may be due to gendered socialization that devalues self-promoting behavior. Granovetter's (1973) seminal work on the strength of weak ties demonstrates how such ties bridge structural holes in networks, providing access to new information and opportunities. However, as Cross (2008) explains in his research on high performers, an individual needs to work deliberately to make weak ties benefit them—a strategy that may be contrary to communal norms more generally linked to women.
**Field Note 3:**
**Date/Time:** October 9, 2023; 6:00 PM
**Location:** Professional Networking Event
**Observation:** A female participant lingered around her colleagues instead of approaching a high-level executive who could be a possible mentor. When asked about it later, she was afraid of "bothering" the executive and was not sure that she had anything of value to offer in return.
**Reflection:** This behavior is a manifestation of what Casciaro et al. (2014) refer to as "networking discomfort," where individuals avoid instrumental relationship-building in an attempt to sustain their moral self-concept. In women, this discomfort typically is amplified by fear of appearing aggressive or self-serving, a much-documented phenomenon in gender studies of workplace behavior. Cross (2008) would term this being caught in the "surface networker" trap, whereby individuals fail to create the high-quality, mutually rewarding relationships that are the hallmark of highly effective networks.
**Photographs**
**_Photograph 1:_** A group of women collaborating at a roundtable discussion.
**Explanation:** This image captures the power of collective support in leader development. It is the antithesis of the individualistic and at times transactional nature of instrumental networking that dominates most workplaces.
**_Photograph 2:_** A LinkedIn connection request screen on a smartphone.
Explanation: Social media tools like LinkedIn have transformed weak-tie networking by lowering the threshold for creating professional relationships.
**Photograph 3**: A woman hesitating near a senior executive at a networking event.
**Explanation**: This photo depicts the "networking discomfort" Casciaro et al. (2014) wrote about, where concern about appearing transactional or intrusive chokes off relationship-building. It highlights the gendered dilemma that women face in self-promoting in professional spheres.
**Critical Thinking Prompts**
**Critical Thinking Prompt 1: Current Networks and Challenges**
My working networks are currently comprised largely of "convenience networks," peers of comparable ranks and backgrounds that provide emotional support but limited career-enhancing ties. This homogeneity creates what Granovetter (1973) would identify as structural holes within my professional network. The greatest challenge lies in overcoming the psychological discomfort Casciaro et al. (2014) attribute to instrumental networking, particularly when making initial contact with high-ranking leaders.
To make up for this, I plan to attend a minimum of two interdisciplinary professional conferences per month to expand my weak ties and use LinkedIn sparingly to contact professionals outside of my immediate field, organizing overtures on the basis of shared interest rather than transactional value. I will create what Yang et al. (2019) call a "dual network" of maintaining strong ties among female colleagues while creating weak ties between organizational fields
**Application Prompt 1: Self-Assessment**
My reluctance to network instrumentally is rooted in what Casciaro et al. (2014) describe as fear of moral contamination, the concern that strategic relationship-building undermines authenticity. This is especially pronounced as a woman trying to avoid what Cross (2008) refers to as the "surface networker" trap, where shallow connections do not lead to substantive career advantage. In order to shift this mindset, I will adopt a "learning orientation" (Cross, 2008) by prioritizing mutual knowledge sharing in networking ties and establish specific objectives (e.g., two informational interviews/month) to make active networking a regular habit
**Application Prompt 2: Key Discovery**
Granovetter's (1973) "strength of weak ties" theory strongly connected to my life as a first-generation professional. My best career possibilities have been made possible by what Granovetter would call weak ties (previous professors, internship managers, and conference acquaintances) who opened doors for me to opportunities inaccessible to my family network. That is precisely similar to Granovetter's major thesis that weak ties fill in structural holes across homogeneous groups. Cross's (2008) application of this theory following his research on high performers added richness to the idea that it's not only having weak ties that matters, but positioning oneself as a bridge between clusters within a network.
**Action Plan**
**Who:** Senior diversity officer at my target company
**What:** 20-minute informational interview regarding their career trajectory and current work
**Where:** Virtual (Zoom)
**When:** By October 20, 2023
**Plan:**
1. Check out their LinkedIn profile and recent publications
2. Compose a personalized message with reference to common ground in mentoring programs
3. Craft questions that reflect knowledge of their work while leaving room for real dialogue
4. Write a thank-you note and offer to exchange relevant resources
**Reflection Prompt: Networking and Leadership**
Effective networking is the foundation of leadership, particularly for women who are encountering systemic barriers. Granovetter's (1973) weak ties provide access to diverse perspectives and possibilities, with Yang et al.'s (2019) research demonstrating women's leadership effectiveness as a blend of strong woman support networks and wide weak-tie networks. Gendered expectation muddies that formula, though. Women are victimized by what Cross (2008) calls the "biased learner" trap when networks become too homogeneous, and face exclusion for assertive networking behavior fostered in men but penalized in them.
References
Casciaro, T., Gino, F., & Kouchaki, M. (2014). The contaminating effects of building instrumental ties: How networking can make us feel dirty.
_Administrative Science Quarterly_,
_59_(4), 705-735.
[https://t-j.ru/media/how-networking-can-make-us-feel-dirty.ip9yswyzdffx..pdf](https://t-j.ru/media/how-networking-can-make-us-feel-dirty.ip9yswyzdffx..pdf)
Cross, R., Thomas, R. J., & Light, D. A. (2008). How top talent uses networks and where rising stars get trapped.
_Organizational dynamics_,
_37_(2), 165-180.
[https://www.robcross.org/wp-content/uploads/2020/04/Org-Dynamics-How-Top-Talent-Uses-Networks.pdf](https://www.robcross.org/wp-content/uploads/2020/04/Org-Dynamics-How-Top-Talent-Uses-Networks.pdf)
Granovetter, M. S. (1973). The strength of weak ties.
_American journal of sociology_,
_78_(6), 1360-1380.
[https://landanyjobyouwant.com/sites/default/files/publications/the_strength_of_weak_ties_and_exch_w-gans.pdf](https://landanyjobyouwant.com/sites/default/files/publications/the_strength_of_weak_ties_and_exch_w-gans.pdf)
Yang, Y., Chawla, N. V., & Uzzi, B. (2019). A network’s gender composition and communication pattern predict women’s leadership success.
_Proceedings of the National Academy of Sciences_,
_116_(6), 2033-2038.
[https://www.pnas.org/doi/pdf/10.1073/pnas.1721438116](https://www.pnas.org/doi/pdf/10.1073/pnas.1721438116)
## image1.jpeg
## image2.jpeg
## image3.jpeg
**ANetworksGenderCompositionandCommunicationPatterPredictWomensLeadershipSuccess.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/anetworksgendercompositionandcommunicationpatterpredictwomensleadershipsuccess-pdf)
**Howtoptalentusesnetworks.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/howtoptalentusesnetworks-pdf)
**Contaminatingeffectsofbuildinginstrumentalties.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/contaminatingeffectsofbuildinginstrumentalties-pdf)
**Contaminatingeffectsofbuildinginstrumentalties.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/contaminatingeffectsofbuildinginstrumentalties-pdf)
**## StrengthofWeakTies.pdf**
The Strength of Weak Ties
Mark S. Granovetter
The American Journal of Sociology, Vol. 78, No. 6. (May, 1973), pp. 1360-1380.
Stable URL:
http://links.jstor.org/sici?sici=0002-9602%28197305%2978%3A6%3C1360%3ATSOWT%3E2.0.CO%3B2-E
The American Journal of Sociology is currently published by The University of Chicago Press.
Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at
http://www.jstor.org/about/terms.html. JSTOR's Terms and Conditions of Use provides, in part, that unless you have obtained
prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in
the JSTOR archive only for your personal, non-commercial use.
Please contact the publisher regarding any further use of this work. Publisher contact information may be obtained at
http://www.jstor.org/journals/ucpress.html.
Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed
page of such transmission.
JSTOR is an independent not-for-profit organization dedicated to and preserving a digital archive of scholarly journals. For
more information regarding JSTOR, please contact support@jstor.org.
http://www.jstor.org
Sat Jan 13 20:15:49 2007
[http://links.jstor.org/sici?sici=0002-9602%28197305%2978%3A6%3C1360%3ATSOWT%3E2.0.CO%3B2-E](http://links.jstor.org/sici?sici=0002-9602%28197305%2978%3A6%3C1360%3ATSOWT%3E2.0.CO%3B2-E)
[http://www.jstor.org/about/terms.html](http://www.jstor.org/about/terms.html)
[http://www.jstor.org/journals/ucpress.html](http://www.jstor.org/journals/ucpress.html)
**## Ogl568photovoice.docx**
**Ogl-568 Women’s Gender Studies-Module 5**
**Your FINAL PHOTO Selections!**
**I have attached what this week’s module about**
In each module, you will have the opportunity to participate in an online discussion forum.
Discussion Purpose: The purpose of the discussion forum is to exchange ideas with class members to expand personal perspectives and make a meaningful application of the course content. Participating in class discussions is a vital part of learning. Participation in discussions represents a significant portion of graded work in this class.
Instructions
First, for your initial discussion board post, please choose one of the photographs you submitted in your Field Notes and Photography assignment and post it along with an explanation of how the image you took relates to the Module Topic.
Second, view the photographs posted by other students and respond to the images they have posted and the explanation of what the image means to them
**AND TO YOU**.
**You should respond to at least TWO images this week**
**_(or more if you're feeling extra:)._**
These questions are for THINKING- you do not need to include these in your post unless you want to:
**Observation and Description**
·
**What do you notice first in the photograph, and why do you think your attention is drawn there?**
**Context and Perspective**
·
**Who might be the intended audience for this photograph, and how might their interpretation differ from yours?**
**Interpretation and Meaning**
·
**What emotions or ideas does the photograph evoke in you? Do you think this aligns with the photographer's intended message?**
·
**What story or message do you think the photograph is trying to convey? Are there any symbols or metaphors present that enhance its meaning?**
**Critical Reflection**
·
**What questions does this photograph raise for you about its subject or context?**
·
**How does this imagery relate to the Module Topic?**
**After you have posted, try reading back to see what others have said. Do you notice any themes, patterns, or similarities? Make note of these themes for your final paper this week.**
[https://www.ted.com/talks/worklife_with_adam_grant_networking_for_people_who_hate_networking](https://www.ted.com/talks/worklife_with_adam_grant_networking_for_people_who_hate_networking)
[https://www.youtube.com/watch?v=k115ePA_9SU&embeds_referring_euri=https%3A%2F%2Fasu.instructure.com%2F&source_ve_path=OTY3MTQ](https://www.youtube.com/watch?v=k115ePA_9SU&embeds_referring_euri=https%3A%2F%2Fasu.instructure.com%2F&source_ve_path=OTY3MTQ)
[https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2430174](https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2430174)
**## PracticingwithFieldNotesandCriticalThinking1-3.docx**
2
**Field Notes and Critical Thinking**
Module 3: Mentors, Advocates, and Advisors
Your name:
**Field Notes and Critical Thinking**
**Field Notes**
**Field Note 1:**
**Date/Time:** October 5, 2023; 3:00 PM
**Location:** University Women’s Leadership Panel
**Observation:** A session of female executives spoke about deconstructing gender bias in traditionally male industries. One of the speakers spoke about the influence of mentorship in her career advancement, where her male mentor was a vocal advocate for her throughout key promotion negotiations. She talked about how his sponsorship made her aware of organizational politics and positioned her front and center with top leaders.
**Reflection:** This account emphasizes the two-fold burden shouldered by women in the workplace: the access to mentorship to advance in their careers and the overall lack of access to older leaders belonging to the same gender identity. The panelist's experience reaffirms Casciaro et al.'s (2014) study that instrumental networking such as accessing mentors would result in feelings of moral discomfit because of perceived differentials in power. Despite such psychological barriers, mentorship is still needed for shattering structural barriers. This discussion also harmonized with Yang et al.'s (2019) research on how leadership achievement among women is strongly signaled by possessing an inner network of female contacts that provide emotional support as well as access to a diverse group of networks.
**Field Note 2:**
**Date/Time:** October 7, 2023; 10:30 AM
**Location:** Workplace Diversity Training Session
**Observation:** One facilitator invited an employee to establish "weak ties" with members of other departments to facilitate innovation and collaboration. What was surprising was that not many women stepped forward to establish these cross-functional relationships during the workshop's interactive sessions.
**Reflection:** Women's hesitation to engage in weak-tie networking may be due to gendered socialization that devalues self-promoting behavior. Granovetter's (1973) seminal work on the strength of weak ties demonstrates how such ties bridge structural holes in networks, providing access to new information and opportunities. However, as Cross (2008) explains in his research on high performers, an individual needs to work deliberately to make weak ties benefit them—a strategy that may be contrary to communal norms more generally linked to women.
**Field Note 3:**
**Date/Time:** October 9, 2023; 6:00 PM
**Location:** Professional Networking Event
**Observation:** A female participant lingered around her colleagues instead of approaching a high-level executive who could be a possible mentor. When asked about it later, she was afraid of "bothering" the executive and was not sure that she had anything of value to offer in return.
**Reflection:** This behavior is a manifestation of what Casciaro et al. (2014) refer to as "networking discomfort," where individuals avoid instrumental relationship-building in an attempt to sustain their moral self-concept. In women, this discomfort typically is amplified by fear of appearing aggressive or self-serving, a much-documented phenomenon in gender studies of workplace behavior. Cross (2008) would term this being caught in the "surface networker" trap, whereby individuals fail to create the high-quality, mutually rewarding relationships that are the hallmark of highly effective networks.
**Photographs**
**_Photograph 1:_** A group of women collaborating at a roundtable discussion.
**Explanation:** This image captures the power of collective support in leader development. It is the antithesis of the individualistic and at times transactional nature of instrumental networking that dominates most workplaces.
**_Photograph 2:_** A LinkedIn connection request screen on a smartphone.
Explanation: Social media tools like LinkedIn have transformed weak-tie networking by lowering the threshold for creating professional relationships.
**Photograph 3**: A woman hesitating near a senior executive at a networking event.
**Explanation**: This photo depicts the "networking discomfort" Casciaro et al. (2014) wrote about, where concern about appearing transactional or intrusive chokes off relationship-building. It highlights the gendered dilemma that women face in self-promoting in professional spheres.
**Critical Thinking Prompts**
**Critical Thinking Prompt 1: Current Networks and Challenges**
My working networks are currently comprised largely of "convenience networks," peers of comparable ranks and backgrounds that provide emotional support but limited career-enhancing ties. This homogeneity creates what Granovetter (1973) would identify as structural holes within my professional network. The greatest challenge lies in overcoming the psychological discomfort Casciaro et al. (2014) attribute to instrumental networking, particularly when making initial contact with high-ranking leaders.
To make up for this, I plan to attend a minimum of two interdisciplinary professional conferences per month to expand my weak ties and use LinkedIn sparingly to contact professionals outside of my immediate field, organizing overtures on the basis of shared interest rather than transactional value. I will create what Yang et al. (2019) call a "dual network" of maintaining strong ties among female colleagues while creating weak ties between organizational fields
**Application Prompt 1: Self-Assessment**
My reluctance to network instrumentally is rooted in what Casciaro et al. (2014) describe as fear of moral contamination, the concern that strategic relationship-building undermines authenticity. This is especially pronounced as a woman trying to avoid what Cross (2008) refers to as the "surface networker" trap, where shallow connections do not lead to substantive career advantage. In order to shift this mindset, I will adopt a "learning orientation" (Cross, 2008) by prioritizing mutual knowledge sharing in networking ties and establish specific objectives (e.g., two informational interviews/month) to make active networking a regular habit
**Application Prompt 2: Key Discovery**
Granovetter's (1973) "strength of weak ties" theory strongly connected to my life as a first-generation professional. My best career possibilities have been made possible by what Granovetter would call weak ties (previous professors, internship managers, and conference acquaintances) who opened doors for me to opportunities inaccessible to my family network. That is precisely similar to Granovetter's major thesis that weak ties fill in structural holes across homogeneous groups. Cross's (2008) application of this theory following his research on high performers added richness to the idea that it's not only having weak ties that matters, but positioning oneself as a bridge between clusters within a network.
**Action Plan**
**Who:** Senior diversity officer at my target company
**What:** 20-minute informational interview regarding their career trajectory and current work
**Where:** Virtual (Zoom)
**When:** By October 20, 2023
**Plan:**
1. Check out their LinkedIn profile and recent publications
2. Compose a personalized message with reference to common ground in mentoring programs
3. Craft questions that reflect knowledge of their work while leaving room for real dialogue
4. Write a thank-you note and offer to exchange relevant resources
**Reflection Prompt: Networking and Leadership**
Effective networking is the foundation of leadership, particularly for women who are encountering systemic barriers. Granovetter's (1973) weak ties provide access to diverse perspectives and possibilities, with Yang et al.'s (2019) research demonstrating women's leadership effectiveness as a blend of strong woman support networks and wide weak-tie networks. Gendered expectation muddies that formula, though. Women are victimized by what Cross (2008) calls the "biased learner" trap when networks become too homogeneous, and face exclusion for assertive networking behavior fostered in men but penalized in them.
References
Casciaro, T., Gino, F., & Kouchaki, M. (2014). The contaminating effects of building instrumental ties: How networking can make us feel dirty.
_Administrative Science Quarterly_,
_59_(4), 705-735.
[https://t-j.ru/media/how-networking-can-make-us-feel-dirty.ip9yswyzdffx..pdf](https://t-j.ru/media/how-networking-can-make-us-feel-dirty.ip9yswyzdffx..pdf)
Cross, R., Thomas, R. J., & Light, D. A. (2008). How top talent uses networks and where rising stars get trapped.
_Organizational dynamics_,
_37_(2), 165-180.
[https://www.robcross.org/wp-content/uploads/2020/04/Org-Dynamics-How-Top-Talent-Uses-Networks.pdf](https://www.robcross.org/wp-content/uploads/2020/04/Org-Dynamics-How-Top-Talent-Uses-Networks.pdf)
Granovetter, M. S. (1973). The strength of weak ties.
_American journal of sociology_,
_78_(6), 1360-1380.
[https://landanyjobyouwant.com/sites/default/files/publications/the_strength_of_weak_ties_and_exch_w-gans.pdf](https://landanyjobyouwant.com/sites/default/files/publications/the_strength_of_weak_ties_and_exch_w-gans.pdf)
Yang, Y., Chawla, N. V., & Uzzi, B. (2019). A network’s gender composition and communication pattern predict women’s leadership success.
_Proceedings of the National Academy of Sciences_,
_116_(6), 2033-2038.
[https://www.pnas.org/doi/pdf/10.1073/pnas.1721438116](https://www.pnas.org/doi/pdf/10.1073/pnas.1721438116)
## image1.jpeg
## image2.jpeg
## image3.jpeg
**ANetworksGenderCompositionandCommunicationPatterPredictWomensLeadershipSuccess.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/anetworksgendercompositionandcommunicationpatterpredictwomensleadershipsuccess-pdf)
**Howtoptalentusesnetworks.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/howtoptalentusesnetworks-pdf)
**Contaminatingeffectsofbuildinginstrumentalties.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/contaminatingeffectsofbuildinginstrumentalties-pdf)
**## StrengthofWeakTies.pdf**
The Strength of Weak Ties
Mark S. Granovetter
The American Journal of Sociology, Vol. 78, No. 6. (May, 1973), pp. 1360-1380.
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[http://links.jstor.org/sici?sici=0002-9602%28197305%2978%3A6%3C1360%3ATSOWT%3E2.0.CO%3B2-E](http://links.jstor.org/sici?sici=0002-9602%28197305%2978%3A6%3C1360%3ATSOWT%3E2.0.CO%3B2-E)
[http://www.jstor.org/about/terms.html](http://www.jstor.org/about/terms.html)
[http://www.jstor.org/journals/ucpress.html](http://www.jstor.org/journals/ucpress.html)
**## Ogl568photovoice.docx**
**Ogl-568 Women’s Gender Studies-Module 5**
**Your FINAL PHOTO Selections!**
**I have attached what this week’s module about**
In each module, you will have the opportunity to participate in an online discussion forum.
Discussion Purpose: The purpose of the discussion forum is to exchange ideas with class members to expand personal perspectives and make a meaningful application of the course content. Participating in class discussions is a vital part of learning. Participation in discussions represents a significant portion of graded work in this class.
Instructions
First, for your initial discussion board post, please choose one of the photographs you submitted in your Field Notes and Photography assignment and post it along with an explanation of how the image you took relates to the Module Topic.
Second, view the photographs posted by other students and respond to the images they have posted and the explanation of what the image means to them
**AND TO YOU**.
**You should respond to at least TWO images this week**
**_(or more if you're feeling extra:)._**
These questions are for THINKING- you do not need to include these in your post unless you want to:
**Observation and Description**
·
**What do you notice first in the photograph, and why do you think your attention is drawn there?**
**Context and Perspective**
·
**Who might be the intended audience for this photograph, and how might their interpretation differ from yours?**
**Interpretation and Meaning**
·
**What emotions or ideas does the photograph evoke in you? Do you think this aligns with the photographer's intended message?**
·
**What story or message do you think the photograph is trying to convey? Are there any symbols or metaphors present that enhance its meaning?**
**Critical Reflection**
·
**What questions does this photograph raise for you about its subject or context?**
·
**How does this imagery relate to the Module Topic?**
**After you have posted, try reading back to see what others have said. Do you notice any themes, patterns, or similarities? Make note of these themes for your final paper this week.**
[https://www.ted.com/talks/worklife_with_adam_grant_networking_for_people_who_hate_networking](https://www.ted.com/talks/worklife_with_adam_grant_networking_for_people_who_hate_networking)
[https://www.youtube.com/watch?v=k115ePA_9SU&embeds_referring_euri=https%3A%2F%2Fasu.instructure.com%2F&source_ve_path=OTY3MTQ](https://www.youtube.com/watch?v=k115ePA_9SU&embeds_referring_euri=https%3A%2F%2Fasu.instructure.com%2F&source_ve_path=OTY3MTQ)
[https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2430174](https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2430174)
**## PracticingwithFieldNotesandCriticalThinking1-3.docx**
2
**Field Notes and Critical Thinking**
Module 3: Mentors, Advocates, and Advisors
Your name:
**Field Notes and Critical Thinking**
**Field Notes**
**Field Note 1:**
**Date/Time:** October 5, 2023; 3:00 PM
**Location:** University Women’s Leadership Panel
**Observation:** A session of female executives spoke about deconstructing gender bias in traditionally male industries. One of the speakers spoke about the influence of mentorship in her career advancement, where her male mentor was a vocal advocate for her throughout key promotion negotiations. She talked about how his sponsorship made her aware of organizational politics and positioned her front and center with top leaders.
**Reflection:** This account emphasizes the two-fold burden shouldered by women in the workplace: the access to mentorship to advance in their careers and the overall lack of access to older leaders belonging to the same gender identity. The panelist's experience reaffirms Casciaro et al.'s (2014) study that instrumental networking such as accessing mentors would result in feelings of moral discomfit because of perceived differentials in power. Despite such psychological barriers, mentorship is still needed for shattering structural barriers. This discussion also harmonized with Yang et al.'s (2019) research on how leadership achievement among women is strongly signaled by possessing an inner network of female contacts that provide emotional support as well as access to a diverse group of networks.
**Field Note 2:**
**Date/Time:** October 7, 2023; 10:30 AM
**Location:** Workplace Diversity Training Session
**Observation:** One facilitator invited an employee to establish "weak ties" with members of other departments to facilitate innovation and collaboration. What was surprising was that not many women stepped forward to establish these cross-functional relationships during the workshop's interactive sessions.
**Reflection:** Women's hesitation to engage in weak-tie networking may be due to gendered socialization that devalues self-promoting behavior. Granovetter's (1973) seminal work on the strength of weak ties demonstrates how such ties bridge structural holes in networks, providing access to new information and opportunities. However, as Cross (2008) explains in his research on high performers, an individual needs to work deliberately to make weak ties benefit them—a strategy that may be contrary to communal norms more generally linked to women.
**Field Note 3:**
**Date/Time:** October 9, 2023; 6:00 PM
**Location:** Professional Networking Event
**Observation:** A female participant lingered around her colleagues instead of approaching a high-level executive who could be a possible mentor. When asked about it later, she was afraid of "bothering" the executive and was not sure that she had anything of value to offer in return.
**Reflection:** This behavior is a manifestation of what Casciaro et al. (2014) refer to as "networking discomfort," where individuals avoid instrumental relationship-building in an attempt to sustain their moral self-concept. In women, this discomfort typically is amplified by fear of appearing aggressive or self-serving, a much-documented phenomenon in gender studies of workplace behavior. Cross (2008) would term this being caught in the "surface networker" trap, whereby individuals fail to create the high-quality, mutually rewarding relationships that are the hallmark of highly effective networks.
**Photographs**
**_Photograph 1:_** A group of women collaborating at a roundtable discussion.
**Explanation:** This image captures the power of collective support in leader development. It is the antithesis of the individualistic and at times transactional nature of instrumental networking that dominates most workplaces.
**_Photograph 2:_** A LinkedIn connection request screen on a smartphone.
Explanation: Social media tools like LinkedIn have transformed weak-tie networking by lowering the threshold for creating professional relationships.
**Photograph 3**: A woman hesitating near a senior executive at a networking event.
**Explanation**: This photo depicts the "networking discomfort" Casciaro et al. (2014) wrote about, where concern about appearing transactional or intrusive chokes off relationship-building. It highlights the gendered dilemma that women face in self-promoting in professional spheres.
**Critical Thinking Prompts**
**Critical Thinking Prompt 1: Current Networks and Challenges**
My working networks are currently comprised largely of "convenience networks," peers of comparable ranks and backgrounds that provide emotional support but limited career-enhancing ties. This homogeneity creates what Granovetter (1973) would identify as structural holes within my professional network. The greatest challenge lies in overcoming the psychological discomfort Casciaro et al. (2014) attribute to instrumental networking, particularly when making initial contact with high-ranking leaders.
To make up for this, I plan to attend a minimum of two interdisciplinary professional conferences per month to expand my weak ties and use LinkedIn sparingly to contact professionals outside of my immediate field, organizing overtures on the basis of shared interest rather than transactional value. I will create what Yang et al. (2019) call a "dual network" of maintaining strong ties among female colleagues while creating weak ties between organizational fields
**Application Prompt 1: Self-Assessment**
My reluctance to network instrumentally is rooted in what Casciaro et al. (2014) describe as fear of moral contamination, the concern that strategic relationship-building undermines authenticity. This is especially pronounced as a woman trying to avoid what Cross (2008) refers to as the "surface networker" trap, where shallow connections do not lead to substantive career advantage. In order to shift this mindset, I will adopt a "learning orientation" (Cross, 2008) by prioritizing mutual knowledge sharing in networking ties and establish specific objectives (e.g., two informational interviews/month) to make active networking a regular habit
**Application Prompt 2: Key Discovery**
Granovetter's (1973) "strength of weak ties" theory strongly connected to my life as a first-generation professional. My best career possibilities have been made possible by what Granovetter would call weak ties (previous professors, internship managers, and conference acquaintances) who opened doors for me to opportunities inaccessible to my family network. That is precisely similar to Granovetter's major thesis that weak ties fill in structural holes across homogeneous groups. Cross's (2008) application of this theory following his research on high performers added richness to the idea that it's not only having weak ties that matters, but positioning oneself as a bridge between clusters within a network.
**Action Plan**
**Who:** Senior diversity officer at my target company
**What:** 20-minute informational interview regarding their career trajectory and current work
**Where:** Virtual (Zoom)
**When:** By October 20, 2023
**Plan:**
1. Check out their LinkedIn profile and recent publications
2. Compose a personalized message with reference to common ground in mentoring programs
3. Craft questions that reflect knowledge of their work while leaving room for real dialogue
4. Write a thank-you note and offer to exchange relevant resources
**Reflection Prompt: Networking and Leadership**
Effective networking is the foundation of leadership, particularly for women who are encountering systemic barriers. Granovetter's (1973) weak ties provide access to diverse perspectives and possibilities, with Yang et al.'s (2019) research demonstrating women's leadership effectiveness as a blend of strong woman support networks and wide weak-tie networks. Gendered expectation muddies that formula, though. Women are victimized by what Cross (2008) calls the "biased learner" trap when networks become too homogeneous, and face exclusion for assertive networking behavior fostered in men but penalized in them.
References
Casciaro, T., Gino, F., & Kouchaki, M. (2014). The contaminating effects of building instrumental ties: How networking can make us feel dirty.
_Administrative Science Quarterly_,
_59_(4), 705-735.
[https://t-j.ru/media/how-networking-can-make-us-feel-dirty.ip9yswyzdffx..pdf](https://t-j.ru/media/how-networking-can-make-us-feel-dirty.ip9yswyzdffx..pdf)
Cross, R., Thomas, R. J., & Light, D. A. (2008). How top talent uses networks and where rising stars get trapped.
_Organizational dynamics_,
_37_(2), 165-180.
[https://www.robcross.org/wp-content/uploads/2020/04/Org-Dynamics-How-Top-Talent-Uses-Networks.pdf](https://www.robcross.org/wp-content/uploads/2020/04/Org-Dynamics-How-Top-Talent-Uses-Networks.pdf)
Granovetter, M. S. (1973). The strength of weak ties.
_American journal of sociology_,
_78_(6), 1360-1380.
[https://landanyjobyouwant.com/sites/default/files/publications/the_strength_of_weak_ties_and_exch_w-gans.pdf](https://landanyjobyouwant.com/sites/default/files/publications/the_strength_of_weak_ties_and_exch_w-gans.pdf)
Yang, Y., Chawla, N. V., & Uzzi, B. (2019). A network’s gender composition and communication pattern predict women’s leadership success.
_Proceedings of the National Academy of Sciences_,
_116_(6), 2033-2038.
[https://www.pnas.org/doi/pdf/10.1073/pnas.1721438116](https://www.pnas.org/doi/pdf/10.1073/pnas.1721438116)
## image1.jpeg
## image2.jpeg
## image3.jpeg
**ANetworksGenderCompositionandCommunicationPatterPredictWomensLeadershipSuccess.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/anetworksgendercompositionandcommunicationpatterpredictwomensleadershipsuccess-pdf)
**Howtoptalentusesnetworks.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/howtoptalentusesnetworks-pdf)
**Contaminatingeffectsofbuildinginstrumentalties.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/contaminatingeffectsofbuildinginstrumentalties-pdf)
[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) Developing leadership skills is a process of continual improvement. The SPL model provides a structure for personal growth. For this assessment, you will translate your course learning into a personal leadersh…
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Developing leadership skills is a process of continual improvement. The SPL model provides a structure for personal growth. For this assessment, you will translate your course learning into a personal leadership development plan and explain how your plan aligns with the SPL model. Your plan should define a strategy for maximizing your leadership effectiveness.
Write a 1,050- to 1,225-word personal leadership plan that includes the following:
– Identify the leadership theory or theories that support your plan. You must integrate theory with citations from the literature to illustrate why the theory you chose supports your plan. Write this section in a third-person perspective.
– Analyze your leadership strengths and weaknesses and what you will do to capitalize on your strengths and modify your weaknesses. Support your analysis of strengths and weaknesses with your scores on the interactive assessments.
– Identify gaps between the leader you are now and the leader you would like to become and how improving these gaps aligns with the SPL model.
– Describe actionable items you will realistically implement to close gaps between the leader you are now and the leader you would like to become.
– Provide a timeline for implementing action items.
_Note_:A well-structured scholarly paragraph contains 3–5 sentences. Please refer to the [MEAL Plan](https://multimedia.phoenix.edu/cms/20205378) as a guide. Avoid the use of first-person language. You will be writing this personal leadership plan from a third-person perspective.
Incorporate feedback from previous weeks.
Include a minimum of 4 peer-reviewed sources. The course textbook may be used as one of the sources.
Format your analysis according to current APA guidelines. Refer to the [Sample Paper for APA 7th Edition](https://multimedia.phoenix.edu/cms/202115142) as a guide to ensure the assignment meets APA standards.
_Note_: Remember to proofread your document, including grammar, punctuation, citations, and formatting.
– 2 years ago
[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) **The Safety Committee’s Jewelry Dilemma** Leela Patel was standing by her machine, as she had for eight hours of each working day for the past six years. Leela was happy; she had many friends among the 400 or…
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**The Safety Committee’s Jewelry Dilemma** Leela Patel was standing by her machine, as she had for eight hours of each working day for the past six years. Leela was happy; she had many friends among the 400 or so women at the food processing plant. Most of them were of Indian origin like herself, although Asian women formed less than a fifth of the female workforce. Leela was a member of a five-woman team that reported to supervisor Bill Evans.Leela saw Evans approaching now, accompanied by Jamie Watkins, the shop steward. “Hello, Leela; we’ve come to explain something to you,” Evans began. “You must have heard about the accident last month when one of the girls caught a bangle in the machine and cut her wrist. Well, the Safety Committee has decided that no one will be allowed to wear any bangles, engagement rings, earrings, or necklaces at work—only wedding rings, sleepers for pierced ears, and wristwatches will be allowed. So I’m afraid you’ll have to remove your bangles.” Leela, as was her custom, was wearing three bangles—one steel, one plastic, and one gold. All the married Asian women wore bangles, and many of the English girls had also begun wearing them. Leela explained that she was a Hindu wife and the bangles were important to her religion.“Don’t make a fuss, Leela,” Evans said between clenched teeth. “I’ve already had to shout at Hansa Patel and Mira Desai. Why can’t you all be like Meena Shah? She didn’t mind taking her bangles off; neither did the English girls.” Leela could see that Evans was very angry, so, almost in tears, she removed the bangles. When the two had moved off, however, she replaced the gold bangle and carried on with her work.Within two or three days, the plant manager, Sam Jones, noticed that all the Asian women were wearing their bangles again—some, in fact, were wearing more than ever before. “I’m staggered by the response that this simple, common-sense restriction on the wearing of jewelry has brought,” Jones remarked to the regional race relations employment advisor. “I have had several deputations from the Asian women protesting the ban, not to mention visits by individuals on the instruction of their husbands. In addition, I’ve just had a letter from something called the Asian Advisory Committee, asking that the ban be lifted until we meet with their representatives. The strength of this discontent has prompted me to talk to you. Jewelry constitutes both a safety and a hygiene hazard on this site, so it must be removed. And I’m afraid if I talk to this Asian Committee, they’ll turn out to be a bunch of militants who’ll cause all sorts of trouble. At the same time, we can’t afford any work stoppages. What do you suggest?”Several days later, the advisor had arranged for Mr. Singh from the local Council for Community Relations to talk to Jones and other managers. Singh explained that in his opinion there were no obstacles arising from religious observance that prevented implementation of the ban on bangles. However, he pointed out, the bangles do have a custom base that is stronger than the English tradition base for wedding rings. “The bangles are a mark not only of marriage but of the esteem in which a wife is held by her husband. The more bangles and the greater their value, the higher her esteem and the greater her social standing. The tradition also has religious overtones, since the wearing of bangles by the wife demonstrates that each recognizes the other as ‘worthy’ in terms of the fulfillment of their religious obligations. This position is further complicated in that women remove their bangles if they are widowed, and some fear that the removal of the bangles may lead to their husbands’ deaths.” **Questions**
1. What is your initial reaction to this story? Why do you think you had this reaction?
2. Based on this limited information, how would you rate this organization in terms of honoring diversity and developing leadership diversity? Discuss.
3. If you were a top executive at this company, how would you handle this problem?
**Requirements:**
– There is no minimum or maximum required number of pages. Your analysis will be considered complete, if it addresses each of the 3 components outlined above.
– Use of proper APA formatting and citations. If supporting evidence from outside resources is used those must be properly cited. A minimum of 3 – 5 sources (excluding the course textbook) from scholarly articles or business periodicals is required.
– Include your best critical thinking and analysis to arrive at your justification.
– Approach the assignment from the perspective of the senior executive leadership of the company.
**Submission:** Upload/attach your completed paper to this assignment by the due date. Please see the Course Syllabus for the actual due date.
– 2 years ago
[>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management) Chapter 14 – pick three key concepts(14.2, 14.3, 14.4 of the textbook) you enjoyed the most about the chapter and write a 3-4 paragraph overview of EACH concept in an approximate 2-3 page…
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Chapter 14 – pick three key concepts(14.2, 14.3, 14.4 of the textbook) you enjoyed the most about the chapter and write a 3-4 paragraph overview of EACH concept in an approximate 2-3 page paper, double-spaced.
NO AI – (Turnitin is applied)
Source: Textbook applied.
– [\
\
book.pdf](https://www.sweetstudy.com/files/book-pdf-10266251 "book.pdf")
– 2 years ago
As part of the financial planning process, a common practice in the corporate finance world is restructuring through the process of mergers and acquisitions. It seems that a regular basis, investment bankers arrange M and A transactions, forming one company from separate companies. What are the adva…
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Have this question answered from scratch according to your specific instructions and deadline.
Order on TutorsGallery →As part of the financial planning process, a common practice in the corporate finance world is restructuring through the process of mergers and acquisitions. It seems that a regular basis, investment bankers arrange M and A transactions, forming one company from separate companies. What are the advantages and disadvantages of a merger? In thr response, provide an example of either- a mergers that was successful or one that was unsuccessful.
Write a paper of 10000-1,1250 content words(title page, abstract, and reference page not included).
Prepare the assignment according to the APA guidelines, including a title page, an introduction, and a conclusion. An abstract is not required. Use in-text citations and include a reference section.
– [\
\
17450097184826694837973235331162.jpg](https://www.sweetstudy.com/files/17450097184826694837973235331162-jpg "17450097184826694837973235331162.jpg")
– 2 years ago
[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) **Political Parties and Independents** **For this assignment go to five news outlets. Make sure they vary. An example: CBS (liberal), FOX (conservative), and USA (moderate). Then read this document and write t…
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**Political Parties and Independents**
**For this assignment go to five news outlets. Make sure they vary. An example: CBS (liberal), FOX (conservative), and USA (moderate). Then read this document and write two pages about where you align and why. Remember, no one is wrong, we are all free to make up our own minds about candidates and where we align. It is our constitutional right. This is a lesson on epistemic cognition.**
**Write a two-page paper on where you stand and why. (APA format, no abstract, citations, and references).**
– [\
\
PoliticalPartiesandIndependents1.pdf](https://www.sweetstudy.com/files/politicalpartiesandindependents1-pdf "PoliticalPartiesandIndependents1.pdf")
– 2 years ago
[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) Attached two files , one for the data you will work on in excel file and file discription for the data in PDF As a data scientist please study the data and answer the following questions 1- what is the primerl…
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Attached two files , one for the data you will work on in excel file and file discription for the data in PDF
As a data scientist please study the data and answer the following questions
1- what is the primerly diagnosis ?
2- What potential risk factors were there?
3- Make a statistical description of the data ( primerly diagnosis, risk factors, gender, age ,…etc)
4- is there a statistal relastionship between the primerly diagnosis and its risk factors?
please show your work in excel file and pdf file Includeing tables and graphs with explanation
– [\
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DATASET1.xlsx](https://www.sweetstudy.com/files/dataset1-xlsx-10266841 "DATASET1.xlsx")
– [\
\
NIS_2007_INTRODUCTION.pdf](https://www.sweetstudy.com/files/nis-2007-introduction-pdf-10266843 "NIS_2007_INTRODUCTION.pdf")
– 2 years ago