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  • [Solved] FINCB/571: Corporate Finance Competency 3 – Assessment

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    Course Title: Corporate Finance Competency Assessment Title: Financial Plan Total Number of Points: 100 Assignment Directions Review the company you chose to work with in Competencies 1 and 2. Describe the business, including the type of business. Create the business case: • Determine why funding is…

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    Course Title: Corporate Finance
    Competency Assessment Title: Financial Plan
    Total Number of Points: 100
    Assignment Directions
    Review the company you chose to work with in Competencies 1 and 2.
    Describe the business, including the type of business.
    Create the business case:
    • Determine why funding is needed for the company.
    • Determine the sources of funding. Consider self-funding, borrowing, equity, venture capital, and so on.
    o Evaluate the requirements of each funding source you determined appropriate.
    o Analyze the associated risks of each funding source.
    o Decide which sources are the best fit for your company based on the requirements of each. Justify your decision.
    • Estimate the cost of capital for both short-term and long-term funding sources. Research current estimated APRs for your selected sources
    of funding. Consider creating a table or chart to display this information.
    Create a profit-and-loss statement for a 3-year period. Project revenue. State any realistic assumptions, such as growth per year, in your
    projections.
    Estimate direct costs, including capital, marketing, labor, and supply costs.
    Cite references to support your assignment.
    Competency Assessment Rubric
    1. Sources of Funding (weight 10%) Determination of sources of funding such as self-funding, borrowing, equity, venture capital, etc. was comprehensive.
    2. Cost of Capital (weight 35%) Comprehensively estimated the cost of capital including current APRs for selected sources.
    3. Profit-and-Loss Statement (weight 35%) Created a fully complete profit-andloss statement for a 3-year period including revenue projections and stated assumptions.
    4. Direct Costs (weight 20%) Comprehensively estimated direct costs.
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    fincb571_v1P3_comp3_rubric.pdf](https://www.sweetstudy.com/files/fincb571-v1p3-comp3-rubric-pdf "fincb571_v1P3_comp3_rubric.pdf")

  • [Solved] tutor

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  • [Solved] Week 5 Discussion- Delivery of Healthcare

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    **Continuum of Care Scenario: Team A Discussion 2** For this team Discussion, you will have the opportunity to review the work of others and provide them with peer-reviewed feedback, as well as consider how their continuum of care might be improved. Further, you will be able to compare and contrast …

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    **Continuum of Care Scenario: Team A Discussion 2**
    For this team Discussion, you will have the opportunity to review the work of others and provide them with peer-reviewed feedback, as well as consider how their continuum of care might be improved. Further, you will be able to compare and contrast the other countries identified by your team members, outside of the United States, that are recognized for measuring outcomes and cost for every patient, the second element of a value-based care model.
    In this Discussion, you will continue to analyze your continuum of care scenario using the value-based care model, the IOM Aims, and a country comparison. You will continue to work with Team A and share your suggestions for improvements. Then, you will provide peer-review feedback on your colleagues’ suggestions, and they will do the same for you. This feedback will be incorporated into the Week 6 Assignment, which you should continue to update this week.
    **To prepare for this Discussion:**
    – Continue to collaborate with Team A to ensure that each member of your team receives peer-review feedback from at least two colleagues.
    – Locate your Community Profile and Continuum of Care document that you developed in Week 3 and return to your continuum of care scenario. Research how your community and specific diagnosis relate the following:
    – The value-based care element of: Measure outcomes and cost for every patient.
    – The IOM Aim of: Be effective.
    – Additionally, research and identify a country outside of the United States that has a healthcare delivery model that closely aligns with the value-based care element of “measure outcomes and cost for every patient.”
    **Post** your evaluation of a continuum of care scenario and country comparison based on your Week 3 Community Profile and Continuum of Care scenario, to address the following:
    – In one sentence, briefly identify the city/state in which your health community is located, the specific diagnosis for your identified health issue, and the country you used as a comparison.
    – Using at least one scholarly source, propose at least one improvement that could be made based on the following elements of the value-based care model:
    – Measure outcomes and cost for every patient
    – Using at least one scholarly source, propose at least one improvement that could be made based on the following IOM Aim:
    – Be effective
    – Using at least one scholarly source, compare your community’s model of healthcare delivery to the delivery model of the country that closely aligns with the value-based care element of “measure outcomes and cost for every patient.” What lessons—positive or negative—could your community learn from other countries?
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    Week5LearningResources-DeliveryofHealthcare.docx](https://www.sweetstudy.com/files/week5learningresources-deliveryofhealthcare-docx "Week5LearningResources-DeliveryofHealthcare.docx")
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    WK3Assgn_Campbell_L2.docx](https://www.sweetstudy.com/files/wk3assgn-campbell-l2-docx "WK3Assgn_Campbell_L2.docx")

  • [Solved] Week 5 Discussion- Managerial Finance

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    **The Financial Health of An Organization** How do you determine if an organization is healthy, from a financial perspective? For example, an organization might bring in a phenomenal number of sales in a given year, and, at first glance, most people might consider that organization to be in a health…

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    **The Financial Health of An Organization**
    How do you determine if an organization is healthy, from a financial perspective? For example, an organization might bring in a phenomenal number of sales in a given year, and, at first glance, most people might consider that organization to be in a healthy position. But how might that perspective change if it were discovered that the overhead costs were out of control? Or, what if the organization took out an enormous amount of debt? Are these circumstances negative or positive, or does that depend on other factors and interpretations? In this Discussion, you will use your own definition of _financial health_ to consider examples of financial health practices for a selected organization.
    **To prepare for this Discussion:**
    – Reflect on any knowledge or experience you have related to the concept of financial health.
    – Consider an example from an organization with which you are familiar. ( **Note:** It could be one where you have worked, or about which you have sufficient information to bring one or      more examples into this Discussion.) Then select two or more examples of practices employed by that organization that were reflective of financial health or a lack of financial health.
    – **Reminder:** Be sure to be aware of any personal biases you may have about the      organization or definitions of financial health you discuss this week. Also, be sure to support your assertions using an evidence-based approach.
    **Post** an analysis of a selected organization’s financial health practices, being sure to address the following:
    – Briefly define, in your own terms, what _financial health_ means from an organizational standpoint. Include in your definition the specific factors that would be taken into consideration      when assessing an organization’s financial health and stability. In other words, what would you need to show to demonstrate that an organization is healthy?
    – Identify two or more financial practices (good or bad) of an organization with which you are familiar, and categorize each practice based on your definition of organizational financial health, including a rationale for each categorization. Be sure to provide specific examples.
    **Note:** When using specific examples from your professional experience, be sure to disguise the names of any individual or organization and/or any proprietary or sensitive information.
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    Week5LearningResources-ManagerialFinance.docx](https://www.sweetstudy.com/files/week5learningresources-managerialfinance-docx "Week5LearningResources-ManagerialFinance.docx")
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    WAL_MBAX_6070_Module02_Part1_assignmentTemplate.xlsx](https://www.sweetstudy.com/files/wal-mbax-6070-module02-part1-assignmenttemplate-xlsx "WAL_MBAX_6070_Module02_Part1_assignmentTemplate.xlsx")
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    WAL_MBAX_6070_Module02_Part2_assignmentTemplate.docx](https://www.sweetstudy.com/files/wal-mbax-6070-module02-part2-assignmenttemplate-docx "WAL_MBAX_6070_Module02_Part2_assignmentTemplate.docx")

  • [Solved] unit 6

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    In-depth study guidance and analytical solution covering unit 6.

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  • [Solved] Week 4 Discussion Response- Delivery of Healthcare

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    **Colleague 1** Angela Smith **One-sentence identification** My health community is Atlanta, GA (health issue: Accidents — unintentional injuries), and I compared it to Montgomery, AL. **Improvement to “Organize care around medical conditions”** **Proposed improvement:** Create an Integrated Practic…

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    **Colleague 1**
    Angela Smith
    **One-sentence identification**
    My health community is Atlanta, GA (health issue: Accidents — unintentional injuries), and I compared it to Montgomery, AL.
    **Improvement to “Organize care around medical conditions”**
    **Proposed improvement:** Create an Integrated Practice Unit (IPU) for injury care — a multidisciplinary, condition-focused team that manages the full cycle of care for patients with unintentional injuries (from prehospital triage and acute management through rehabilitation and return-to-function). The IPU would include trauma surgeons, emergency physicians, orthopedics, interventional radiology, rehabilitation therapists, case managers, social work, and data analysts working from shared protocols, outcome metrics, and bundled payment arrangements.
    **Why this is supported / evidence:** Porter and Teisberg’s value-based health care framework recommend organizing care around medical conditions using Integrated Practice Units to improve outcomes and reduce waste; IPUs concentrate expertise, standardize pathways, and measure outcomes across the entire care cycle (Porter & Lee, 2013). Recent literature on value-based integrated care and IPUs shows that condition-focused organization and integrated care pathways are central facilitators for improved value (van Hoorn et al., 2024; Teisberg, 2019). Integrated care pathways have been shown to standardize care and improve process and outcome measures in primary and acute care settings (Jerjes et al., 2024).
    Practical steps to implement (brief):
    1. Convene a cross-disciplinary steering group to define the injury care bundle and outcome set.
    2. Map the full patient journey (prehospital → ED → OR/IR → ICU → rehab → outpatient) and identify handoff points.
    3. Pilot the IPU on one high-volume injury type (e.g., motor vehicle trauma) with bundled financing and outcome measurement.
    4. Use rapid PDSA cycles to refine workflows and scale.
    **Improvement to the IOM Aim “Be patient-centered”**
    **Proposed improvement:** Implement a patient-centered trauma navigation and outcomes program that combines (a) routine collection of patient-reported outcome measures (PROMs) and patient-reported experience measures (PREMs) for injured patients, (b) dedicated patient navigators / care coordinators to manage follow-up and social needs, and (c) shared decision-making tools tailored to injury recovery trajectories.
    **Why this is supported / evidence:** The Institute of Medicine (IOM) long ago made patient-centered care a foundational aim — care must be respectful of and responsive to individual patient preferences, needs, and values (IOM, 2001). Research shows that collecting PROMs and using care navigators improves recovery planning, patient satisfaction, and can reveal social determinants that impede recovery (Edgman-Levitan, 2021; Tzelepis et al., 2015). Patient navigation and systematic PROM/PREM measurement help tailor care to what matters most to patients (function, pain, return to work), and they support shared decision making and continuity — core patient-centered practices (NAM, 2020–2021 commentary).
    Practical steps to implement (brief):
    1. Select validated PROMs relevant to injury (pain, physical function, return-to-work scales).
    2. Train and deploy injury navigators (nurse or social-work background) to coordinate outpatient rehab, home supports, and appointments.
    3. Incorporate PROM/PREM data into clinical huddles and IPU performance dashboards so care plans reflect patient goals.
    **Comparison: Atlanta (community model) vs Montgomery, AL (comparison community) lessons for organizing care around medical conditions**
    Current models (brief evidence):
    · Atlanta, GA has high-capacity, integrated trauma resources (e.g., Grady Memorial’s Marcus Level I Trauma Center) with strong academic-clinical linkages and multidisciplinary trauma teams that provide rapid, centralized, high-volume care for severe injuries (Grady Health System, n.d.; Emory/Grady affiliations).
    · Montgomery, AL has capable regional hospitals (e.g., Baptist Medical Center South, Jackson Hospital) that provide broad acute and specialty services but do not match Atlanta’s Level I trauma volume or regional trauma resources (Jackson Hospital; Baptist Medical Center South web pages).
    Lessons (positive and negative) and how Atlanta could learn from Montgomery (and vice versa):
    · Positive lessons Montgomery → Atlanta (scaling community responsiveness):
    o Local access and continuity: Montgomery hospitals emphasize community-level access and outpatient linkages. Atlanta’s large, centralized systems can sometimes feel distant to patients in outlying neighborhoods; Atlanta IPUs should ensure partnerships with community hospitals and outpatient providers to maintain local continuity and timely follow-up (Jackson Hospital; Baptist Health info). Embedding outreach clinics or formal transfer/return pathways preserves patient-centered access across the region.
    · Positive lessons Atlanta → Montgomery (regionalization & specialization):
    o Regionalized trauma expertise improves survival: Strong evidence shows that regionalized trauma systems and care at high-volume trauma centers reduce mortality (MacKenzie et al., 2006; Sampalis et al., 1999). Montgomery can benefit from formalized transfer agreements, shared protocols, and tele trauma support to access Atlanta’s expertise when needed. Tele-trauma and telemedicine programs have been associated with improved initial trauma care and faster definitive disposition (Hashmi et al., 2023; UAB research highlights).
    · Potential negative lessons / cautions:
    o Resource intensity and equity: Atlanta’s high-resource, high-volume trauma center model is expensive and may centralize services in ways that create access gaps for nearby communities. Montgomery must weigh the costs of creating specialty centers against scalable alternatives (tele trauma, targeted pathway development) that preserve local access.
    o Implementation complexity: Creating IPUs or regionalized networks requires governance, data sharing agreements, and financing models (bundled payments) that smaller systems may find difficult; phased pilots and tele-health can mitigate this.
    Bottom line: Atlanta’s strength in centralized, high-volume trauma care positions it well to implement an IPU around unintentional injuries; Montgomery can be a practical partner by improving transfer pathways and adding tele-trauma support. Both communities can learn from each other: Atlanta should preserve local access and equity while Montgomery can adopt scaled integrated practices and tele-health linkages to benefit patients without needing a full Level I center locally.
    **References:**
    Edgman-Levitan, S. (2021). Patient-centered care: Achieving higher quality by designing care around the patient. BMJ Evidence-Based Medicine. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7934513/
    Grady Health System. (n.d.). Marcus Trauma Center / Trauma and ER. https://www.gradyhealth.org/services/trauma-and-er/
    Hashmi, Z. G., et al. (2023). Using telehealth to improve access to trauma care among rural patients. Journal of the American College of Surgeons (Viewpoint). https://pubmed.ncbi.nlm.nih.gov/37672235/
    Jerjes, W., et al. (2024). Enhancing primary care through integrated care pathways. BMC Primary Care. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC11669714/
    MacKenzie, E. J., et al. (2006). A national evaluation of the effect of trauma-center care on mortality. New England Journal of Medicine, 354, 366–378. https://www.nejm.org/doi/full/10.1056/NEJMsa052049
    Porter, M. E., & Lee, T. H. (2013). The strategy that will fix health care. Harvard Business Review. https://hbr.org/2013/10/the-strategy-that-will-fix-health-care
    Sampalis, J. S., et al. (1999). Trauma care regionalization: a process–outcome evaluation. Journal of Trauma. https://pubmed.ncbi.nlm.nih.gov/10217218/
    Teisberg, E. (2019). Defining and implementing value-based health care. Health Affairs / NEJM Catalyst. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7185050/
    Tzelepis, F., et al. (2015). Measuring the quality of patient-centered care. BMC Health Services Research. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4484696/
    van Hoorn, E. S., et al. (2024). Value-Based Integrated Care: A systematic literature review. International Journal of Integrated Care. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC11016279/
    Jackson Hospital. (n.d.). Jackson Hospital — Montgomery, AL. https://www.jackson.org/
    Baptist Medical Center South. (n.d.). Baptist Health / Montgomery, AL. https://www.baptistfirst.org/locations/ (see Baptist Medical Center South).
    **Colleague 2**
    Keona Wilson
    **Continuum of Care and Country Comparison**
    This discussion board post will build on my Week 3 community profile and continuum-of-care analysis of unintentional motor-vehicle crashes in Des Moines, Iowa, and compare the local healthcare delivery model with Sweden’s coordinated trauma and injury-prevention system.
    **Organized Care Around Medical Conditions (Value-Based Care Element)**
    As I highlighted in my week 3 community profile report, individuals injured in motor vehicle crashes in the city of Des Moines will move through multiple settings across the continuum of care, including emergency medical services, acute trauma care, inpatient rehabilitation, outpatient specialty clinics, and prevention initiatives. While all these services provide essential care for injured patients, they primarily operate as separate components rather than as an integrated, condition-focused system. One improvement that could align with value-based care is the development of standardized, diagnosis-specific trauma care pathways that formally link these specialties to promote positive patient outcomes. According to Porter & Lee, organizing care around the patient's medical condition rather than individual care settings will improve outcomes, reduce duplication of services and tests, and enhance efficiency. (Porter & Lee, 2013). Sweden has a trauma system that exemplifies this approach by coordinating care across the injury continuum, supported by national trauma registries and regional care networks. (World Health Organization,2023) If the city of Des Moines implemented similar coordinated pathways, it could improve continuity of care and overall value.
    **Be Patient-Centered (Institute of Medicine Aim)**
    To better meet the IOM aim of being patient-centered, my assigned city could strengthen patient-engagement and provide post-discharge support, primarily during the transitions between acute care to rehabilitation and outpatient services. Patient-centered care defined by the Institute of Medine emphasizes that shared-decision making, clear communication, and having respect for individuals’ needs and preferences is most beneficial for healthcare departments to poses. (Institute of Medicine,2001) Evidence from the peer-based article suggested that trauma patients whose doctors communicate effective discharge methods and share coordinated follow-up plans are more likely to adhere to rehabilitation plans while improving functional outcomes. (Berwick et al.,2008) Further enhancing patient-centered practices within an existing continuum could reduce care gaps and improve patient satisfaction and recovery.
    **Comparison with Sweden’s Healthcare Delivery Model**
    Compared to the healthcare delivery model for Des Moines, Sweden has a system that closely aligns with the value-based care principle of organizing care around medical conditions. Sweden also has a Vision Zero initiative, which treats motor-vehicle injuries as a preventable public health issue and aims to integrate prevention efforts, emergency response, hospital care, rehabilitation, and long-term recovery into a unified system. (Vision Zero Network, 2013). This contrasts directly with the Des Moines model, to the extent that prevention efforts are led by the Iowa DOT and clinical care is delivered by the healthcare organization, resulting in a parallel system rather than a fully integrated one. Research from the OECD International Transport Forum indicated that Sweden’s coordinated approach has contributed substantially to lower traffic-related mortality rates than those in the United States. (OECD,2024). Des Moines could learn from Sweden by emphasizing system-wide coordination, standardized trauma pathways, and the integration of prevention with clinical care.
    **Resources:**
    Berwick, D. M., Nolan, T. W., & Whittington, J. (2008). The Triple Aim: Care, health, and Cost. _Health Affairs (Project Hope)_, _27_(3), 759–769. [https://doi.org/10.1377/hlthaff.27.3.759Links to an external site.](https://doi.org/10.1377/hlthaff.27.3.759)
    Institute of Medicine. (2001). _Crossing the Quality Chasm: A New Health System for the 21st Century_. National Academies Press. [https://doi.org/10.17226/10027Links to an external site.](https://doi.org/10.17226/10027)
    Porter, M., & Lee, T. (2013). _The strategy that will fix health care_. Harvard Business Review. [https://hbr.org/2013/10/the-strategy-that-will-fix-health-careLinks to an external site.](https://hbr.org/2013/10/the-strategy-that-will-fix-health-care)
    Ronan. (2024, December 18). _Road Safety Annual Report 2024_. ITF. [https://www.itf-oecd.org/road-safety-annual-report-2024Links to an external site.](https://www.itf-oecd.org/road-safety-annual-report-2024)
    Vision Zero Network. (2013). _What is Vision Zero?_ Visionzeronetwork.org; Vision Zero Network. [https://visionzeronetwork.org/about/what-is-vision-zero/Links to an external site.](https://visionzeronetwork.org/about/what-is-vision-zero/)
    World Health Organization. (2023, December 13). _Global status report on road safety 2023_. Www.who.int. [https://www.who.int/publications/i/item/9789240086517Links to an external site.](https://www.who.int/publications/i/item/9789240086517)
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    Week4LearningResources-DeliveryofHealthcare.docx](https://www.sweetstudy.com/files/week4learningresources-deliveryofhealthcare-docx-10472451 "Week4LearningResources-DeliveryofHealthcare.docx")

  • [Solved] Financial Forecasting

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    Financial Forecasting project, – Complete the Income Statement and Balance Sheet on the appropriate tabs in the _Financial Forecasting Template_, using the downloaded data. – Calculate the expenses to determine what will change and what will remain the same. – Summarize your rationale, within each l…

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    Financial Forecasting project,
    – Complete the Income Statement and Balance Sheet on the appropriate tabs in the _Financial Forecasting Template_, using the downloaded data.
    – Calculate the expenses to determine what will change and what will remain the same.
    – Summarize your rationale, within each line item expense.
    \
    Starbucks10thqrtreport.xls](https://www.sweetstudy.com/files/starbucks10thqrtreport-xls "Starbucks10thqrtreport.xls")
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  • [Solved] BUSINESS( NO PLAGARISM A+ WORK, ON TIME)

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    tutor discussion & assignment – ## BUSN604Week7Template2025.docx – ## wkds7.docx – EBSCO-FullText-12_18_2025.pdf – Too_Big_To_Ignore_A_feasibi.pdf – TechnicalEconomic_Feasibility.pdf **## BUSN604Week7Template2025.docx** 2 Week 7 Assignment Name University Course BUSN604: Fundamentals of Busi…

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    tutor discussion & assignment

    – ## BUSN604Week7Template2025.docx

    – ## wkds7.docx

    – EBSCO-FullText-12_18_2025.pdf
    – Too_Big_To_Ignore_A_feasibi.pdf
    – TechnicalEconomic_Feasibility.pdf

    **## BUSN604Week7Template2025.docx**

    2

    Week 7 Assignment

    Name

    University

    Course BUSN604: Fundamentals of Business Analysis

    Instructor

    Date

    **Introduction**

    Introduce the topic for this paper. Discuss the
    _how, what, why, where, who_ as you determine the feasibility of investing in a new product line in a foreign country, or keeping operations in the U.S. Choose a specific product line as an example in the analysis.

    **Factors**

    A.
    **Qualitative**

    In this section, define qualitative factors. Identify and describe a minimum of 3 factors you could use in your analysis. Why did you choose these factors? Why is it important to include qualitative measures in decision-making?

    B.
    **Quantitative**

    In this section, define quantitative factors. Identify and describe a minimum of 3 factors you could use in your analysis. Why did you choose these factors? Why is it important to include quantitative measures in decision-making?

    C.
    **Similarities**

    Evaluate the similarities when considering keeping an investment in the U.S. or expanding to a foreign country. Include a discussion on free trade.

    D.
    **Differences**

    Discuss the differences when considering keeping an investment in the U.S. or expanding to a foreign country. Include a discussion on free trade.

    **Recommendation**

    Determine the various financial, operational, and strategic factors needed to support a recommendation for or against company expansion.

    **Conclusion**

    Wrap up major points you would share with others in the Finance Department.

    References (start on next page)

    Include a minimum of 3 references.

    AI tool(s) used must be referenced.

    **## wkds7.docx**

    1

    **JR RESPOND ( NO MORE THAN 150-200 WORDS)**

    Apple Inc. has a history of making efforts to include ethical considerations in its strategic decision-making. As a global technology firm with complex supply chains, data collection and privacy concerns, and significant market influence, Apple’s business operations have been subjected to higher ethical expectations. Leadership has tried – with varying degrees of success or failure – to integrate ethics in three main areas: privacy, supply chain and environmental concerns, and corporate governance.

    Apple has made a consistent effort to include privacy as an ethical priority in strategic planning and communication. The leadership team has claimed privacy as a “fundamental human right” on several occasions, and this has manifested itself in the architecture of Apple’s products. The prioritization of on-device data processing, App Tracking Transparency, and privacy-enhancing technologies such as default encryption have clearly been chosen due to ethical commitments. The company has allocated significant resources to this strategic direction, while also choosing to forgo advertising and data-mining profits that some competitors pursue. In this case, there has been no trade-off with profitability, as privacy has been translated into competitive advantage and brand trust.

    Apple’s ethical efforts have also been visible in its approach to environmental sustainability and carbon neutrality. Leadership has made commitments to not only make Apple’s corporate operations carbon neutral, but also the entire lifecycle of its products. This strategic approach is operationalized in a number of initiatives that are becoming more visible in new products: recycled materials, renewable energy purchasing and investments, supply chain emissions reductions, and circular economy initiatives. The capital investment and strategic requirements for this suggest a prioritization of public ethical commitments, though also a calculation that there is minimal cost in the long-term as renewables and recycling become more competitive. Still, the relatively rapid change in corporate language around this issue has led some critics to accuse Apple of “greenwashing”.

    Apple’s integration of ethics into its global supply-chain strategy and labor practices has had more mixed results. Although it has put into place a code of conduct and supplier audit system, there have been well-documented and repeated scandals about violations of these ethical commitments by its overseas manufacturing partners. Apple has been connected to labor abuses such as forced labor, excessive overtime, and unsafe working conditions. Leadership has tried to adapt to these controversies by increasing audits, producing transparency reports, and in some cases moving production out of certain countries. Yet the strategic reality is that Apple’s business model is highly dependent on low-cost and efficiency-driven manufacturing at scale, primarily in China. The ethical requirements of transparent, living-wage, and rights-based labor are often in tension with this strategic economic and political dependency. Leadership has tried to improve working conditions and align more with local legal frameworks where possible, but structural change in this area is challenging and increases costs, threatens production schedules, and can reduce profit margins.

    Apple has also been challenged on market power and antitrust issues, especially as they are applied to its App Store policies, which are seen as unfair by some developers and limiting competition and consumer choice. The company has argued that its commissions and store policies are required for security and overall quality. However, regulators in multiple countries have challenged this, with mixed success. Leadership has pushed back hard on changes to its platform, in part to protect its profit share. This is another area where ethics is more challenging to align with strategic interests and profitability.

    In summary, Apple’s leadership has made some meaningful attempts to integrate ethics into its strategic planning, especially when it comes to privacy and environmental sustainability. In these areas, public ethical commitments have been translated into a competitive advantage. Labor practices and supply-chain transparency, however, as well as market dominance, have proven more challenging, as has incorporating ethical concerns into longer-term shareholder expectations. Apple’s strategic approach to ethics shows that it is not a fixed state but an ongoing process that is subject to technological, economic, and geopolitical changes.

    **DD RESPOND ( NO MORE THAN 150-200 WORDS)**

    The incorporation of ethical principles into strategic planning is especially important for defense contractors, and General Dynamics (GD) offers a very good case study on the way in which leadership takes the effort to balance profitability with social responsibility. As a major defense contractor operating in highly regulated markets, GD's implementation of ethics in its business strategy is reflected in formal governance structures, compliance systems and leadership oversight. The company has an extensive Code of Conduct and mandatory ethics training along with internal reporting systems designed to help guide decision making in all business units. These tools help ensure that strategic initiatives are aligned with financial objectives, as well as legal and ethical obligations and/or national security requirements.

    Leadership at General Dynamics has done a fairly good job in institutionalizing ethical considerations by making them a part of risk assessment, contract selection, and long term investment decisions. For example, before ever setting foot in or expanding contracts, GD examines compliance with U.S. defense regulations, export controls, and anti corruption laws. Ethical leadership also impacts the allocation of resources, with large investments in infrastructure for compliance, cyber security and employee ethics training. I think that these actions are reflective of a deontological approach to ethics, which focuses on one's duty, responsibility, and adherence to principles even when the cost of complying with them is higher.

    Nonetheless, having to balance between profitability and social responsibility is an ongoing challenge. One particular tension is based on government dependence on defense spending, which can include weapons systems or military technologies that trigger ethical concerns from the public as well as advocacy groups. While these contracts are legal and as important as they are strategically, they may contradict broader societal debates on issues of militarization, arms sales, and global conflict. Additionally, operating internationally brings its own risks in terms of supply chain ethics, labor standards and geopolitical instability, and constant monitoring is necessary to prevent reputational and ethical breakdowns.

    **ASSIGNMENT ( NO MORE THAN 675-700 WORDS)( USE TEMPLATE)**

    Prompt:

    You are an employee in the Financial Department of a medium-sized company of your choice. The company must determine the feasibility of the company making an investment in a new product line overseas or keeping it in the US. Propose the methods or techniques used to make proper capital budgeting decisions.

    Assignment Directions:

    Important: Use the template provided for this assignment. Include citations in each section.

    You will NOT develop the actual case analysis and provide an outcome.

    For this assignment, apply AI tools to research a company for a product line. In a minimum of 675 content words:

    Describe the product.

    Identify 3 qualitative and 3 quantitative factors to consider and justify why you included each in analyzing the scenario presented.

    Evaluate the similarities and differences between investing in the US and in a foreign country and include a discussion on free trade.

    Determine the various financial, operational, and strategic factors needed to support a recommendation for or against company expansion.

    Cardiec, F., Bertrand, S., Witt, M. J., Metcalfe, K., Godley, B. J., McClellan, C., Vilela, R., Parnell, R. J., & François le Loc’h. (2020). “Too Big To Ignore”: A feasibility analysis of detecting fishing events in Gabonese small-scale fisheries.
    _PLoS One, 15_(6)
    [https://doi.org/10.1371/journal.pone.0234091](https://doi.org/10.1371/journal.pone.0234091)

    Xing, Y., Tan Aditya, D. S., & Ma, Y. (2022). Technical–Economic Feasibility Analysis of Subsea Shuttle Tanker.
    _Journal of Marine Science and Engineering, 10_(1), 20. https://doi.org/10.3390/jmse10010020

    **EBSCO-FullText-12_18_2025.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/ebsco-fulltext-12-18-2025-pdf)

    **Too_Big_To_Ignore_A_feasibi.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/too-big-to-ignore-a-feasibi-pdf)

    **TechnicalEconomic_Feasibility.pdf**

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

    **TechnicalEconomic_Feasibility.pdf**

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

    **## BUSN604Week7Template2025.docx**

    2

    Week 7 Assignment

    Name

    University

    Course BUSN604: Fundamentals of Business Analysis

    Instructor

    Date

    **Introduction**

    Introduce the topic for this paper. Discuss the
    _how, what, why, where, who_ as you determine the feasibility of investing in a new product line in a foreign country, or keeping operations in the U.S. Choose a specific product line as an example in the analysis.

    **Factors**

    A.
    **Qualitative**

    In this section, define qualitative factors. Identify and describe a minimum of 3 factors you could use in your analysis. Why did you choose these factors? Why is it important to include qualitative measures in decision-making?

    B.
    **Quantitative**

    In this section, define quantitative factors. Identify and describe a minimum of 3 factors you could use in your analysis. Why did you choose these factors? Why is it important to include quantitative measures in decision-making?

    C.
    **Similarities**

    Evaluate the similarities when considering keeping an investment in the U.S. or expanding to a foreign country. Include a discussion on free trade.

    D.
    **Differences**

    Discuss the differences when considering keeping an investment in the U.S. or expanding to a foreign country. Include a discussion on free trade.

    **Recommendation**

    Determine the various financial, operational, and strategic factors needed to support a recommendation for or against company expansion.

    **Conclusion**

    Wrap up major points you would share with others in the Finance Department.

    References (start on next page)

    Include a minimum of 3 references.

    AI tool(s) used must be referenced.

    **## wkds7.docx**

    1

    **JR RESPOND ( NO MORE THAN 150-200 WORDS)**

    Apple Inc. has a history of making efforts to include ethical considerations in its strategic decision-making. As a global technology firm with complex supply chains, data collection and privacy concerns, and significant market influence, Apple’s business operations have been subjected to higher ethical expectations. Leadership has tried – with varying degrees of success or failure – to integrate ethics in three main areas: privacy, supply chain and environmental concerns, and corporate governance.

    Apple has made a consistent effort to include privacy as an ethical priority in strategic planning and communication. The leadership team has claimed privacy as a “fundamental human right” on several occasions, and this has manifested itself in the architecture of Apple’s products. The prioritization of on-device data processing, App Tracking Transparency, and privacy-enhancing technologies such as default encryption have clearly been chosen due to ethical commitments. The company has allocated significant resources to this strategic direction, while also choosing to forgo advertising and data-mining profits that some competitors pursue. In this case, there has been no trade-off with profitability, as privacy has been translated into competitive advantage and brand trust.

    Apple’s ethical efforts have also been visible in its approach to environmental sustainability and carbon neutrality. Leadership has made commitments to not only make Apple’s corporate operations carbon neutral, but also the entire lifecycle of its products. This strategic approach is operationalized in a number of initiatives that are becoming more visible in new products: recycled materials, renewable energy purchasing and investments, supply chain emissions reductions, and circular economy initiatives. The capital investment and strategic requirements for this suggest a prioritization of public ethical commitments, though also a calculation that there is minimal cost in the long-term as renewables and recycling become more competitive. Still, the relatively rapid change in corporate language around this issue has led some critics to accuse Apple of “greenwashing”.

    Apple’s integration of ethics into its global supply-chain strategy and labor practices has had more mixed results. Although it has put into place a code of conduct and supplier audit system, there have been well-documented and repeated scandals about violations of these ethical commitments by its overseas manufacturing partners. Apple has been connected to labor abuses such as forced labor, excessive overtime, and unsafe working conditions. Leadership has tried to adapt to these controversies by increasing audits, producing transparency reports, and in some cases moving production out of certain countries. Yet the strategic reality is that Apple’s business model is highly dependent on low-cost and efficiency-driven manufacturing at scale, primarily in China. The ethical requirements of transparent, living-wage, and rights-based labor are often in tension with this strategic economic and political dependency. Leadership has tried to improve working conditions and align more with local legal frameworks where possible, but structural change in this area is challenging and increases costs, threatens production schedules, and can reduce profit margins.

    Apple has also been challenged on market power and antitrust issues, especially as they are applied to its App Store policies, which are seen as unfair by some developers and limiting competition and consumer choice. The company has argued that its commissions and store policies are required for security and overall quality. However, regulators in multiple countries have challenged this, with mixed success. Leadership has pushed back hard on changes to its platform, in part to protect its profit share. This is another area where ethics is more challenging to align with strategic interests and profitability.

    In summary, Apple’s leadership has made some meaningful attempts to integrate ethics into its strategic planning, especially when it comes to privacy and environmental sustainability. In these areas, public ethical commitments have been translated into a competitive advantage. Labor practices and supply-chain transparency, however, as well as market dominance, have proven more challenging, as has incorporating ethical concerns into longer-term shareholder expectations. Apple’s strategic approach to ethics shows that it is not a fixed state but an ongoing process that is subject to technological, economic, and geopolitical changes.

    **DD RESPOND ( NO MORE THAN 150-200 WORDS)**

    The incorporation of ethical principles into strategic planning is especially important for defense contractors, and General Dynamics (GD) offers a very good case study on the way in which leadership takes the effort to balance profitability with social responsibility. As a major defense contractor operating in highly regulated markets, GD's implementation of ethics in its business strategy is reflected in formal governance structures, compliance systems and leadership oversight. The company has an extensive Code of Conduct and mandatory ethics training along with internal reporting systems designed to help guide decision making in all business units. These tools help ensure that strategic initiatives are aligned with financial objectives, as well as legal and ethical obligations and/or national security requirements.

    Leadership at General Dynamics has done a fairly good job in institutionalizing ethical considerations by making them a part of risk assessment, contract selection, and long term investment decisions. For example, before ever setting foot in or expanding contracts, GD examines compliance with U.S. defense regulations, export controls, and anti corruption laws. Ethical leadership also impacts the allocation of resources, with large investments in infrastructure for compliance, cyber security and employee ethics training. I think that these actions are reflective of a deontological approach to ethics, which focuses on one's duty, responsibility, and adherence to principles even when the cost of complying with them is higher.

    Nonetheless, having to balance between profitability and social responsibility is an ongoing challenge. One particular tension is based on government dependence on defense spending, which can include weapons systems or military technologies that trigger ethical concerns from the public as well as advocacy groups. While these contracts are legal and as important as they are strategically, they may contradict broader societal debates on issues of militarization, arms sales, and global conflict. Additionally, operating internationally brings its own risks in terms of supply chain ethics, labor standards and geopolitical instability, and constant monitoring is necessary to prevent reputational and ethical breakdowns.

    **ASSIGNMENT ( NO MORE THAN 675-700 WORDS)( USE TEMPLATE)**

    Prompt:

    You are an employee in the Financial Department of a medium-sized company of your choice. The company must determine the feasibility of the company making an investment in a new product line overseas or keeping it in the US. Propose the methods or techniques used to make proper capital budgeting decisions.

    Assignment Directions:

    Important: Use the template provided for this assignment. Include citations in each section.

    You will NOT develop the actual case analysis and provide an outcome.

    For this assignment, apply AI tools to research a company for a product line. In a minimum of 675 content words:

    Describe the product.

    Identify 3 qualitative and 3 quantitative factors to consider and justify why you included each in analyzing the scenario presented.

    Evaluate the similarities and differences between investing in the US and in a foreign country and include a discussion on free trade.

    Determine the various financial, operational, and strategic factors needed to support a recommendation for or against company expansion.

    Cardiec, F., Bertrand, S., Witt, M. J., Metcalfe, K., Godley, B. J., McClellan, C., Vilela, R., Parnell, R. J., & François le Loc’h. (2020). “Too Big To Ignore”: A feasibility analysis of detecting fishing events in Gabonese small-scale fisheries.
    _PLoS One, 15_(6)
    [https://doi.org/10.1371/journal.pone.0234091](https://doi.org/10.1371/journal.pone.0234091)

    Xing, Y., Tan Aditya, D. S., & Ma, Y. (2022). Technical–Economic Feasibility Analysis of Subsea Shuttle Tanker.
    _Journal of Marine Science and Engineering, 10_(1), 20. https://doi.org/10.3390/jmse10010020

    **EBSCO-FullText-12_18_2025.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/ebsco-fulltext-12-18-2025-pdf)

    **Too_Big_To_Ignore_A_feasibi.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/too-big-to-ignore-a-feasibi-pdf)

    **TechnicalEconomic_Feasibility.pdf**

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

    **## BUSN604Week7Template2025.docx**

    2

    Week 7 Assignment

    Name

    University

    Course BUSN604: Fundamentals of Business Analysis

    Instructor

    Date

    **Introduction**

    Introduce the topic for this paper. Discuss the
    _how, what, why, where, who_ as you determine the feasibility of investing in a new product line in a foreign country, or keeping operations in the U.S. Choose a specific product line as an example in the analysis.

    **Factors**

    A.
    **Qualitative**

    In this section, define qualitative factors. Identify and describe a minimum of 3 factors you could use in your analysis. Why did you choose these factors? Why is it important to include qualitative measures in decision-making?

    B.
    **Quantitative**

    In this section, define quantitative factors. Identify and describe a minimum of 3 factors you could use in your analysis. Why did you choose these factors? Why is it important to include quantitative measures in decision-making?

    C.
    **Similarities**

    Evaluate the similarities when considering keeping an investment in the U.S. or expanding to a foreign country. Include a discussion on free trade.

    D.
    **Differences**

    Discuss the differences when considering keeping an investment in the U.S. or expanding to a foreign country. Include a discussion on free trade.

    **Recommendation**

    Determine the various financial, operational, and strategic factors needed to support a recommendation for or against company expansion.

    **Conclusion**

    Wrap up major points you would share with others in the Finance Department.

    References (start on next page)

    Include a minimum of 3 references.

    AI tool(s) used must be referenced.

    **## wkds7.docx**

    1

    **JR RESPOND ( NO MORE THAN 150-200 WORDS)**

    Apple Inc. has a history of making efforts to include ethical considerations in its strategic decision-making. As a global technology firm with complex supply chains, data collection and privacy concerns, and significant market influence, Apple’s business operations have been subjected to higher ethical expectations. Leadership has tried – with varying degrees of success or failure – to integrate ethics in three main areas: privacy, supply chain and environmental concerns, and corporate governance.

    Apple has made a consistent effort to include privacy as an ethical priority in strategic planning and communication. The leadership team has claimed privacy as a “fundamental human right” on several occasions, and this has manifested itself in the architecture of Apple’s products. The prioritization of on-device data processing, App Tracking Transparency, and privacy-enhancing technologies such as default encryption have clearly been chosen due to ethical commitments. The company has allocated significant resources to this strategic direction, while also choosing to forgo advertising and data-mining profits that some competitors pursue. In this case, there has been no trade-off with profitability, as privacy has been translated into competitive advantage and brand trust.

    Apple’s ethical efforts have also been visible in its approach to environmental sustainability and carbon neutrality. Leadership has made commitments to not only make Apple’s corporate operations carbon neutral, but also the entire lifecycle of its products. This strategic approach is operationalized in a number of initiatives that are becoming more visible in new products: recycled materials, renewable energy purchasing and investments, supply chain emissions reductions, and circular economy initiatives. The capital investment and strategic requirements for this suggest a prioritization of public ethical commitments, though also a calculation that there is minimal cost in the long-term as renewables and recycling become more competitive. Still, the relatively rapid change in corporate language around this issue has led some critics to accuse Apple of “greenwashing”.

    Apple’s integration of ethics into its global supply-chain strategy and labor practices has had more mixed results. Although it has put into place a code of conduct and supplier audit system, there have been well-documented and repeated scandals about violations of these ethical commitments by its overseas manufacturing partners. Apple has been connected to labor abuses such as forced labor, excessive overtime, and unsafe working conditions. Leadership has tried to adapt to these controversies by increasing audits, producing transparency reports, and in some cases moving production out of certain countries. Yet the strategic reality is that Apple’s business model is highly dependent on low-cost and efficiency-driven manufacturing at scale, primarily in China. The ethical requirements of transparent, living-wage, and rights-based labor are often in tension with this strategic economic and political dependency. Leadership has tried to improve working conditions and align more with local legal frameworks where possible, but structural change in this area is challenging and increases costs, threatens production schedules, and can reduce profit margins.

    Apple has also been challenged on market power and antitrust issues, especially as they are applied to its App Store policies, which are seen as unfair by some developers and limiting competition and consumer choice. The company has argued that its commissions and store policies are required for security and overall quality. However, regulators in multiple countries have challenged this, with mixed success. Leadership has pushed back hard on changes to its platform, in part to protect its profit share. This is another area where ethics is more challenging to align with strategic interests and profitability.

    In summary, Apple’s leadership has made some meaningful attempts to integrate ethics into its strategic planning, especially when it comes to privacy and environmental sustainability. In these areas, public ethical commitments have been translated into a competitive advantage. Labor practices and supply-chain transparency, however, as well as market dominance, have proven more challenging, as has incorporating ethical concerns into longer-term shareholder expectations. Apple’s strategic approach to ethics shows that it is not a fixed state but an ongoing process that is subject to technological, economic, and geopolitical changes.

    **DD RESPOND ( NO MORE THAN 150-200 WORDS)**

    The incorporation of ethical principles into strategic planning is especially important for defense contractors, and General Dynamics (GD) offers a very good case study on the way in which leadership takes the effort to balance profitability with social responsibility. As a major defense contractor operating in highly regulated markets, GD's implementation of ethics in its business strategy is reflected in formal governance structures, compliance systems and leadership oversight. The company has an extensive Code of Conduct and mandatory ethics training along with internal reporting systems designed to help guide decision making in all business units. These tools help ensure that strategic initiatives are aligned with financial objectives, as well as legal and ethical obligations and/or national security requirements.

    Leadership at General Dynamics has done a fairly good job in institutionalizing ethical considerations by making them a part of risk assessment, contract selection, and long term investment decisions. For example, before ever setting foot in or expanding contracts, GD examines compliance with U.S. defense regulations, export controls, and anti corruption laws. Ethical leadership also impacts the allocation of resources, with large investments in infrastructure for compliance, cyber security and employee ethics training. I think that these actions are reflective of a deontological approach to ethics, which focuses on one's duty, responsibility, and adherence to principles even when the cost of complying with them is higher.

    Nonetheless, having to balance between profitability and social responsibility is an ongoing challenge. One particular tension is based on government dependence on defense spending, which can include weapons systems or military technologies that trigger ethical concerns from the public as well as advocacy groups. While these contracts are legal and as important as they are strategically, they may contradict broader societal debates on issues of militarization, arms sales, and global conflict. Additionally, operating internationally brings its own risks in terms of supply chain ethics, labor standards and geopolitical instability, and constant monitoring is necessary to prevent reputational and ethical breakdowns.

    **ASSIGNMENT ( NO MORE THAN 675-700 WORDS)( USE TEMPLATE)**

    Prompt:

    You are an employee in the Financial Department of a medium-sized company of your choice. The company must determine the feasibility of the company making an investment in a new product line overseas or keeping it in the US. Propose the methods or techniques used to make proper capital budgeting decisions.

    Assignment Directions:

    Important: Use the template provided for this assignment. Include citations in each section.

    You will NOT develop the actual case analysis and provide an outcome.

    For this assignment, apply AI tools to research a company for a product line. In a minimum of 675 content words:

    Describe the product.

    Identify 3 qualitative and 3 quantitative factors to consider and justify why you included each in analyzing the scenario presented.

    Evaluate the similarities and differences between investing in the US and in a foreign country and include a discussion on free trade.

    Determine the various financial, operational, and strategic factors needed to support a recommendation for or against company expansion.

    Cardiec, F., Bertrand, S., Witt, M. J., Metcalfe, K., Godley, B. J., McClellan, C., Vilela, R., Parnell, R. J., & François le Loc’h. (2020). “Too Big To Ignore”: A feasibility analysis of detecting fishing events in Gabonese small-scale fisheries.
    _PLoS One, 15_(6)
    [https://doi.org/10.1371/journal.pone.0234091](https://doi.org/10.1371/journal.pone.0234091)

    Xing, Y., Tan Aditya, D. S., & Ma, Y. (2022). Technical–Economic Feasibility Analysis of Subsea Shuttle Tanker.
    _Journal of Marine Science and Engineering, 10_(1), 20. https://doi.org/10.3390/jmse10010020

    **EBSCO-FullText-12_18_2025.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/ebsco-fulltext-12-18-2025-pdf)

    **Too_Big_To_Ignore_A_feasibi.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/too-big-to-ignore-a-feasibi-pdf)

    **TechnicalEconomic_Feasibility.pdf**

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

    – 1
    – 2
    – 3
    – 4
    – 5

  • [Solved] Future Recommendations for Leaders in the 21st Century

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    **Planning and Decision-Making in Public Health Organizations, Public Health and the Fundamentals of Managing It, Ethics for Public Health Managers and Workforce Diversity** **Pick one interest to discuss…..** – Reflect on an aspect(s) of this course that was or were of particular interest to you or…

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    **Planning and Decision-Making in Public Health Organizations, Public Health and the Fundamentals of Managing It, Ethics for Public Health Managers and Workforce Diversity**
    **Pick one interest to discuss…..**
    – Reflect on an aspect(s) of this course that was or were of particular interest to you or might have implications for choices that you make for your career in healthcare.
    – Be sure to respond to at least one of your classmates’ posts.

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