Category: Business and management

This is a coursework essay for BUAD 1904. The topic is: Assess the main contributing factors that can compromise the integrity of records in Caribbean organisations in the twenty-first century and the role of management in mitigating these factors. The essay must be between 19002000 words, double spaced, Times New Roman, size 12. APA referencing style is required with at least three book sources. The essay must critically assess the factors and evaluate the role of management. Proper grammar, logical sequencing, and academic writing are required.

Companies need to understand their ability to compete and the environment in which they must compete. Of the strategy planning tools they have available, the PEST (political, economic, sociocultural, and technology) analysis has been shown to be very effective. Do you believe that companies who have a planning culture and use planning tools, such as the PEST analysis, can perform better in the long run than their industry competitors, who may not use similar planning tools? Why, or why not?

Introduction

An important aspect of running a successful start-up business is acquiring funding from potential investors based on information about the business. In this task, you will use the skills you have acquired in the MBA coursework to complete the start-up phase in a business simulation. The simulation is accessed through your course. Using data from the Q1Q4 phase of the simulation, you will create and deliver a presentation for potential business investors using the attached Presentation Template PowerPoint slide deck and information from the scenario. The objective of the presentation is to obtain capital to grow your business.

Before you begin working on Task 1, you must finish and submit the simulation up to the end of the third quarter (Q3). Begin working through the fourth quarter (Q4) and load the data from the simulation into the tactical plan. Next, manually fill out your projections for the fifth (Q5) and sixth quarters (Q6) within the tactical plan, ensuring the tactical plan is fully updated through Q6 before beginning this task.

Submit Task 1 concurrently with submitting your decisions for Q4 within the simulation. When you have passed Task 1, submit Q4 again and you will be allowed to proceed with the simulation into Q5.

Scenario

You are the owner of a start-up business that creates 3D-printed, carbon fiber bicycles. Up through the businesss third quarter (Q3), you have used your own money to fund the business. The business model shows promise, but you are now seeking an additional $2.5 million in equity funding to execute your business plan. You will create and deliver a multimedia presentation that shows your business plan to potential investors and illustrates how the additional funding will be used and will provide a return to your investors.

Requirements

Your submission must represent your original work and understanding of the course material. Most performance assessment submissions are automatically scanned through the WGU similarity checker. Students are strongly encouraged to wait for the similarity report to generate after uploading their work and then review it to ensure Academic Authenticity guidelines are met before submitting the file for evaluation. See for more information.

Grammarly Note:

Professional Communication will be automatically assessed through Grammarly for Education in most performance assessments before a student submits work for evaluation. Students are strongly encouraged to review the Grammarly for Education feedback prior to submitting work for evaluation, as the overall submission will not pass without this aspect passing. See for more information.

Microsoft Files Note:

Write your paper in Microsoft Word (.doc or .docx) unless another Microsoft product, or pdf, is specified in the task directions. Tasks may not be submitted as cloud links, such as links to Google Docs, Google Slides, OneDrive, etc. All supporting documentation, such as screenshots and proof of experience, should be collected in a pdf file and submitted separately from the main file. For more information, please see

A. Attach a completed copy of each of the following:

an Excel file (.xlsx) containing the companys completed tactical plan from quarter four (Q4), downloaded from within the business simulation

a PowerPoint file (.ppt) using the attached Presentation Template, including presenter notes to accompany the slides

a link to the Panopto recording of yourself delivering the presentation created in part B

Note: The companys completed tactical plan, and market share or sales report must be exported from within the simulation. You may copy and paste the information for the market share or sales report directly into the attached Presentation Template, or you may take a screenshot of the information to insert it into the template as an image file.

B. Create a Panopto video recording (suggested length of 2030 minutes) that includes you delivering the presentation slides from part A. Using the attached Presentation Template, you will present your business plan to ask venture capitalists for $2.5 million in funding based on the scenario. The slides in your presentation should include only the main points you wish to make. More extensive information should be included in the presenter notes section of the presentation to refer to when speaking about the slide. In the presentation of your business plan, you must do the following:

Note: The audiovisual recording should feature you visibly presenting the material (i.e., not in voice-over or embedded video) and should simultaneously capture both you and your presentation slides.

Note: For instructions on how to access and use Panopto, use the “Panopto How-To Videos” web link provided below. To access Panopto’s website, navigate to the web link titled “Panopto Access” and then choose to log in using the WGU option. If prompted, log in using your WGU student portal credentials, and then it will forward you to Panoptos website.

To submit your recording, upload it to the Panopto drop box titled C219: MBA, Healthcare Management Capstone C219 (Student Creators) (Drop Box). Once the recording has been uploaded and processed in Panopto’s system, retrieve the URL of the recording from Panopto and copy and paste it into the Links option. Upload the remaining task requirements using the Attachments option. Submitting the video on an external site (e.g., Prezi or YouTube) is not permitted.

1. Analyze how specific decisions made within the simulation affected your companys competitive sales and financial performance during the previous three quarters (Q1Q3) by doing the following:

a. Explain two decisions that have affected the companys past competitive sales performance in the carbon fiber bicycle market as shown in either the market share report or sales performance report.

b. Explain two decisions that have affected the companys past financial performance as shown on the financial summary table in your presentation slides.

Note: The market share report, and sales performance report are all provided in the business simulation. The Q3 numbers can be found on the Q4 tab.

2. Conduct a SWOT analysis and include the completed SWOT table in your presentation slides.

a. Discuss your companys greatest strength and biggest weakness.

b. Discuss your companys best opportunity and greatest threat.

Note: The accepted model for a SWOT analysis defines strengths and weaknesses as internal to the organization and opportunities and threats as external to the organization.

3. Explain each of the following company strategies for the next three quarters (Q4Q6) based on past performance in the simulation:

marketing strategy

sales channel strategy

human resource strategy

manufacturing strategy

financial strategy

a. Discuss two anticipated benefits the strategies will yield for your company in the next three quarters of the business.

4. Select two strategies from the bulleted list in part B3. For each selected strategy, recommend two specific implementation steps (decisions planned to occur in Q4, Q5, or Q6), using the tactical plan you created.

C. Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or summarized.

D. Demonstrate professional communication in the content and presentation of your submission.

File Restrictions

File name may contain only letters, numbers, spaces, and these symbols: ! – _ . * ‘ ( )

File size limit: 200 MB

File types allowed: doc, docx, rtf, xls, xlsx, ppt, pptx, odt, pdf, csv, txt, qt, mov, mpg, avi, mp3, wav, mp4, wma, flv, asf, mpeg, wmv, m4v, svg, tif, tiff, jpeg, jpg, gif, png, zip, rar, tar, 7z

Rubric

A:ATTACHMENTS

Not Evident

The submission does not include each of the required attachments.

Approaching Competence

The submission includes each of the required attachments, but 1 or more of the attachments is incomplete or not in the correct format.

Competent

The submission includes completed copies of each of the required attachments in the correct format.

B:PANOPTO RECORDING

Not Evident

A recording of the candidate delivering an audiovisual presentation using the Panopto system and the Presentation Template is not provided.

Approaching Competence

The provided recording includes the candidate delivering the audiovisual presentation using the Panopto system and the Presentation Template, but the audiovisual presentation is not based on the scenario to ask venture capitalists for funding. Or the slides in the audiovisual presentation do not include the main points with more extensive information included in the notes section.

Competent

The provided recording includes the candidate presenting the audiovisual presentation from part A using the Panopto system and the Presentation Template to ask venture capitalists for funding based on the scenario. The slides in the presentation include the main points with more extensive information included in the notes section.

B1a:PAST COMPETITIVE SALES PERFORMANCE

Not Evident

An explanation of 2 decisions that have affected past competitive sales performance is not provided.

Approaching Competence

The explanation identifies 2 decisions that have affected past competitive sales performance, but the explanation does not logically describe how 1 or more of the decisions affected competitive sales performance. Or the explanation does not include relevant information from the past three quarters as shown in either the market share or sales performance reports provided in the business simulation.

Competent

The explanation identifies 2 specific decisions that have affected past competitive sales performance and logically describes how the decisions affected competitive sales performance and includes relevant information from the past three quarters as shown in either the market share or sales performance reports provided in the business simulation.

B1b:PAST FINANCIAL PERFORMANCE

Not Evident

An explanation of 2 decisions that have affected past financial performance is not provided.

Approaching Competence

The explanation identifies 2 decisions that have affected past financial performance but does not logically describe how 1 or more of the identified decisions affected past financial performance. Or the information entered into the financial summary table within the presentation slides is incomplete or inaccurate.

Competent

The explanation identifies 2 specific decisions that have affected past financial performance and logically describes how the decisions affected financial performance. All relevant information from the past three quarters is accurately entered into the financial summary table within the presentation slides.

B2:SWOT ANALYSIS

Not Evident

A copy of the SWOT analysis table is not included in the audiovisual presentation.

Approaching Competence

A copy of the SWOT analysis table is included in the audiovisual presentation, but it is incomplete.

Competent

A copy of the completed SWOT analysis table is included in the audiovisual presentation.

B2a:GREATEST STRENGTH AND WEAKNESS

Not Evident

A discussion of both the companys greatest strength and biggest weakness is not provided.

Approaching Competence

The discussion includes both the companys greatest strength and biggest weakness, but 1 or more are not internally focused or are not based on the SWOT analysis. Or specific details are not provided for both the companys greatest strength and biggest weakness.

Competent

The discussion includes specific details about both the companys greatest strength and biggest weakness. Each is internally focused and based on the SWOT analysis.

B2b:BEST OPPORTUNITY AND THREAT

Not Evident

A discussion of both the companys best opportunity and greatest threat is not provided.

Approaching Competence

The discussion includes both the companys best opportunity and greatest threat, but 1 or more are not externally focused or are not based on the SWOT analysis. Or specific details are not provided for both the companys best opportunity and greatest threat.

Competent

The discussion includes specific details about both the companys best opportunity and greatest threat. Each is externally focused and based on the SWOT analysis.

B3:COMPANY STRATEGIES

Not Evident

An explanation of each of the given company strategies for the next three quarters is not provided.

Approaching Competence

The explanation identifies each of the given company strategies for the next three quarters, but the explanation does not logically discuss the rationale for 1 or more of the strategies using specific examples of past performance from the simulation.

Competent

The explanation identifies each of the given company strategies for the next three quarters and logically discusses the rationale for each strategy using specific examples of past performance from the simulation.

B3a:ANTICIPATED BENEFITS

Not Evident

A discussion of 2 anticipated benefits for the company is not provided.

Approaching Competence

The discussion of 2 anticipated benefits for the company is not based on the strategies identified in part B3, or the potential benefits are not logical for the company for the next three quarters of the business.

Competent

The discussion includes 2 logical anticipated benefits of the strategies identified in part B3 for the next three quarters of the business.

B4:IMPLEMENTATION STEPS

Not Evident

Recommendations for 2 of the given strategies are not provided.

Approaching Competence

The recommendations of 2 of the given strategies do not logically outline specific implementation steps for the next three quarters for each strategy, or the recommendations are not based on the tactical plan from the simulation.

Competent

The recommendations of 2 of the given strategies logically outline specific implementation steps for the next three quarters for each strategy based on the tactical plan from the simulation.

C:

Not Evident

The submission does not include both in-text citations and a reference list for sources that are quoted, paraphrased, or summarized.

Approaching Competence

The submission includes in-text citations for sources that are quoted, paraphrased, or summarized and a reference list; however, the citations or reference list is incomplete or inaccurate.

Competent

The submission includes in-text citations for sources that are properly quoted, paraphrased, or summarized and a reference list that accurately identifies the author, date, title, and source location as available.

D:

Not Evident

This submission includes pervasive errors in professional communication related to grammar, sentence fluency, contextual spelling, or punctuation, negatively impacting the professional quality and clarity of the writing. Specific errors have been identified by Grammarly for Education under the Correctness category.

Approaching Competence

This submission includes substantial errors in professional communication related to grammar, sentence fluency, contextual spelling, or punctuation. Specific errors have been identified by Grammarly for Education under the Correctness category.

Competent

This submission includes satisfactory use of grammar, sentence fluency, contextual spelling, and punctuation, which promote accurate interpretation and under

See attached document for instructions.

Reflection on the International Business Simulation: Market Entry

What were your thoughts and feelings while playing this simulation?

Not everyone works their way through this scenario perfectly. What can you take away

from the incorrect decisions/responses you made?

What did you learn or take away from this simulation?

Did you enjoy the simulation? What did you like or dislike

Answer each question in a full pargraph

Your Role as a Manager in Creating a Positive, Inclusive Workplace Culture: The Importance of Organizational Culture You have been selected by the CEO of your organization (or another organization you know well) to give a series of presentations to managers aimed at helping build a positive, inclusive culture that drives employee engagement. You will develop and submit this series of presentations in Weeks 13. To begin, select a specific organization that you know well. It can be one you are currently a part of, or one you have been involved with in the past. You may, if you choose, create a fictitious organization and use this for your Assignment. If you choose to do so, be sure to provide a sufficient amount of detailed information to describe the fictitious organization in your presentation. Whichever organization you choose, remember to disguise the names of the organization and any staff members you may mention in your presentation (e.g., the CEO, whom we call Mary Smith rather than CEO Alice Thompson). This week, your goal is to ensure managers understand the organizations culture and why it matters. The CEO is concerned that managers neither fully understand the importance of culture nor take responsibility for ensuring the organizations culture is strong, positive, and inclusive. You are seeking not just to inform but also to analyze the existing culture and persuade managers to take specific recommended actions to improve the organizations culture and thereby increase employee engagement and motivation and improve organizational outcomes. You will develop a PowerPoint presentation designed to ensure that all managers have a shared understanding of the meaning of key terms; understand the importance and value of employee engagement, employee motivation, and a positive and inclusive culture; and have key takeaways in the form of specific calls to action (CTAs). These CTAs will include your recommendations for building and maintaining a positive, inclusive culture in the areas over which they have influence. In addition to the slide content, you must include an accompanying script in the Notes section of each slide that you would use if you were delivering the presentation to a group of managers. As you prepare your presentation and script, be sure to cover all items outlined, including the incorporation of references to appropriate academic sources, such as those found in the Learning Resources or those in the Walden Library. Resources Be sure to review the Learning Resources before completing this activity. Click the weekly resources link to access the resources. WEEKLY RESOURCES To prepare for this Assignment: Review, as needed, the following resource, which includes links to helpful information about using Microsoft PowerPoint: OASIS: Academic Skills Center. (n.d.). Microsoft PowerPoint. Walden University. Download the Week 1 Assignment Template (PowerPoint presentation). By Day 7 Submit your presentation. Using the PowerPoint template provided, address the following topics and questions in approximately 56 slides, excluding references: Organizational Culture and Its Importance Describe components of organizational culture. Analyze why organizational culture is important. Classify the culture of your chosen organization as a clan, adhocracy, hierarchy, or market culture (Cameron & Quinn, 2011). Be sure to include your data or evidence to support your cultural diagnosis. Analyze the strengths and weaknesses of the culture as you have described it. Include at least one example of each. Call to Action: Propose at least one key step that managers in your selected organization can take to strengthen its organizational culture. Learning Resources Required Resources What Is Culture? Before managers can take meaningful action to shape organizational culture in a positive way, they must first understand it. Through these resources, you will explore the key components of organizational culture and how they work together to define cultureoften referred to as the way we do things around here. Lochner, R. (2020, March 5). Organizational culture [Video]. YouTube. Note: The approximate length of this media piece is 3 minutes. Organizational Communication Channel. (2017, May 10). Organizational culture Edgar Schein [Video]. YouTube. Note: The approximate length of this media piece is 11 minutes. Schein, E. (2017). How to define culture in general. In Organizational culture and leadership (5th ed., pp. 315). John Wiley & Sons. Organizational Culture and Leadership, by Schein, E. Copyright 2017 by John Wiley & Sons. Reprinted by permission of John Wiley & Sons via the Copyright Clearance Center. Licensed in 2023. Time Estimate: 26 minutes Schein, E. (2017). The structure of culture. In Organizational culture and leadership (5th ed., pp. 1729). John Wiley & Sons. Organizational Culture and Leadership, by Schein, E. Copyright 2017 by John Wiley & Sons. Reprinted by permission of John Wiley & Sons via the Copyright Clearance Center. Licensed in 2023. Time Estimate: 26 minutes Schein, E. (2017). A young and growing U.S. engineering organization. In Organizational culture and leadership (5th ed., pp. 3142). John Wiley & Sons. Organizational Culture and Leadership, by Schein, E. Copyright 2017 by John Wiley & Sons. Reprinted by permission of John Wiley & Sons via the Copyright Clearance Center. Licensed in 2023. Time Estimate: 24 minutes Schorin, G., & Wilberding, M. (2020, January 21). The x factor of great corporate cultures. Harvard Business Review Digital Articles, 25. Time Estimate: 6 minutes Diagnosing Culture: The Competing Values Framework Frameworks can be useful tools for analysis and classification. Using these resources, you will examine the Competing Values Framework, probably the best-known framework for analyzing an organizations culture. You will also explore how cultural priorities differ in various regions of the world. Understanding these differences is important in effectively managing across geographies and cultures. Cameron, K. S., & Quinn, R. E. (2011). The competing values framework. In Diagnosing and changing organizational culture: Based on the competing values framework (3rd ed., pp. 3572). John Wiley & Sons. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, 3rd Edition by Cameron, K. S.; Quinn, R. E. Copyright 2011 by Jossey-Bass. Reprinted by permission of Jossey-Bass via the Copyright Clearance Center. Licensed in 2023. Time Estimate: 76 minutes Clayton, S. (2019, December 5). 6 signs your corporate culture is a liability. Harvard Business Review Digital Articles, 27. Time Estimate: 10 minutes OTM Education. (2013, November 2). Introduction to competing values framework [Video]. YouTube. Note: The approximate length of this media piece is 7 minutes. Yo-Jud Cheng, J., & Groysberg, B. (2020, January 8). How corporate cultures differ around the world. Harvard Business Review Digital Articles, 27. Time Estimate: 10 minutes Important Documents for the Week Document: Week 1 Assignment Template (PowerPoint presentation) Optional Resources Optional Resources OASIS: Academic Skills Center. (n.d.). Microsoft PowerPoint. Walden University.

DESCRIBING ORGANIZATIONAL CULTURE What does organizational culture mean to you? Has it been an important factor when deciding where you want to work? Has the culture of an organization ever caused you to want to leave an organization? Or is it a term that has little meaning for you or that you have not seen evidence of in the real world? In this Discussion, you will first describe and analyze the culture of an organization you know well, using the concepts and frameworks provided in this weeks Learning Resources. RESOURCES Be sure to review the Learning Resources before completing this activity. Click the weekly resources link to access the resources. WEEKLY RESOURCES To prepare for this Discussion: Review this weeks Learning Resources, particularly the Lochner (2020, March 5) video and the Schorin and Wilberding (2020, January 21) readings. Identify an organization with which you are very familiarperhaps one where you currently work (or have previously worked). As you consider this organization, think about how you would describe the culture of this organization, being sure to identify specific examples to support your description and reflecting on how this culture did or did not help the organization achieve and sustain success. BY DAY 3 Post an analysis of the culture of an organization you know well, to include the following: Briefly (in 12 sentences) describe the organization you have selected. Identify one or two examples from this organization for each of the three levels of culture described by Lochner (2020, March 5): what we see, what we say, and what we believe. Next, indicate whether the organizations internal and external cultures matched or were different, providing supporting examples. Finally, compare the organizations vision and values to its actual culture and explain how managerial behaviors did or did not deliberately help shape culture for organizational success. Refer to the Week 1 Discussion Rubric for specific grading elements and criteria. Your Instructor will use this grading rubric to assess your work. Read some of your colleagues postings. Refer to the Week 1 Discussion Rubric for specific grading elements and criteria. Your Instructor will use this grading rubric to assess your work. Important Note About Discussion Rubrics: In the peer-to-peer engagement section of the Discussion, the focus of your posts and responses should be to promote quality interaction with your colleagues and Instructor, to further the dialogue on the particular topic, to deepen your mutual understanding of concepts, and to draw out new ideas. Although you are encouraged to provide support for ideas you bring in from other sources, which is appropriate for discourse within a masters-level classroom, emphasis is placed on the quality of the engagement as noted in the Discussion rubrics, with 40% of your score based on your level of engagement in the ongoing conversation with your colleagues. Learning Resources Required Resources What Is Culture? Before managers can take meaningful action to shape organizational culture in a positive way, they must first understand it. Through these resources, you will explore the key components of organizational culture and how they work together to define cultureoften referred to as the way we do things around here. Lochner, R. (2020, March 5). Organizational culture [Video]. YouTube. Note: The approximate length of this media piece is 3 minutes. Organizational Communication Channel. (2017, May 10). Organizational culture Edgar Schein [Video]. YouTube. Note: The approximate length of this media piece is 11 minutes. Schein, E. (2017). How to define culture in general. In Organizational culture and leadership (5th ed., pp. 315). John Wiley & Sons. Organizational Culture and Leadership, by Schein, E. Copyright 2017 by John Wiley & Sons. Reprinted by permission of John Wiley & Sons via the Copyright Clearance Center. Licensed in 2023. Time Estimate: 26 minutes Schein, E. (2017). The structure of culture. In Organizational culture and leadership (5th ed., pp. 1729). John Wiley & Sons. Organizational Culture and Leadership, by Schein, E. Copyright 2017 by John Wiley & Sons. Reprinted by permission of John Wiley & Sons via the Copyright Clearance Center. Licensed in 2023. Time Estimate: 26 minutes Schein, E. (2017). A young and growing U.S. engineering organization. In Organizational culture and leadership (5th ed., pp. 3142). John Wiley & Sons. Organizational Culture and Leadership, by Schein, E. Copyright 2017 by John Wiley & Sons. Reprinted by permission of John Wiley & Sons via the Copyright Clearance Center. Licensed in 2023. Time Estimate: 24 minutes Schorin, G., & Wilberding, M. (2020, January 21). The x factor of great corporate cultures. Harvard Business Review Digital Articles, 25. Time Estimate: 6 minutes Diagnosing Culture: The Competing Values Framework Frameworks can be useful tools for analysis and classification. Using these resources, you will examine the Competing Values Framework, probably the best-known framework for analyzing an organizations culture. You will also explore how cultural priorities differ in various regions of the world. Understanding these differences is important in effectively managing across geographies and cultures. Cameron, K. S., & Quinn, R. E. (2011). The competing values framework. In Diagnosing and changing organizational culture: Based on the competing values framework (3rd ed., pp. 3572). John Wiley & Sons. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, 3rd Edition by Cameron, K. S.; Quinn, R. E. Copyright 2011 by Jossey-Bass. Reprinted by permission of Jossey-Bass via the Copyright Clearance Center. Licensed in 2023. Time Estimate: 76 minutes Clayton, S. (2019, December 5). 6 signs your corporate culture is a liability. Harvard Business Review Digital Articles, 27. Time Estimate: 10 minutes OTM Education. (2013, November 2). Introduction to competing values framework [Video]. YouTube. Note: The approximate length of this media piece is 7 minutes. Yo-Jud Cheng, J., & Groysberg, B. (2020, January 8). How corporate cultures differ around the world. Harvard Business Review Digital Articles, 27. Time Estimate: 10 minutes Important Documents for the Week Document: Week 1 Assignment Template (PowerPoint presentation) Optional Resources Optional Resources OASIS: Academic Skills Center. (n.d.). Microsoft PowerPoint. Walden University.

Gamification Project Research is beginning to show that today’s young adults have suffered from the lack of free and unsupervised play that children experienced for much of the 20th century (which started to end in the 1990s). These adults may suffer from the inability to handle social situations and regulate their behavior appropriately. In addition, these adults have limited ability to think creatively and expound upon and/or refine rudimentary ideas. They lack confidence and self-esteem and can suffer from anxiety and depression in higher numbers than previous generations. This is not solely a US phenomenon, as students in Asian countries where students spend more time in school and even less time playing also suffer from these issues. A growing trend in HRM is the use of games to teach employees knowledge and skills that they need for their jobs (gamification). Your assignment will be to find a way to use gamification to help students learn skills that they will need in business but may be missing from their repertoire as a result of inadequate development in childhood. You are to research on what skills play can teach individuals, and how it can be an effective tool in adult education. Then you are to develop and to recommend an activity that can be used in a classroom to help students teach then one or more skills they will need if they are to work in a business field (it does not have to HRM, it can be marketing, accounting, etc.) that research shows is: 1) lacking and 2) at least partially gained though what was normal childhood free play & experience. The game can be one that is played by 1 person or a group. You can use existing games, but you will have to describe in detail how those games will develop a skill in students. So if you are going to tell me that students should be assigned teams and told to play PUBG/Fortnite in order to build teamwork skills, you will need to expound upon that idea with what specific skills the students will learn (e.g name different teamwork skills or knowledge), what activities will the teams need to do specifically to gain skills, problems that the students may run into (No everyone is good at sneaking (my 8 year old is horrible at it) or not everyone can aim well to be effective in a shooter game) and how to overcome those problems. You also need to provide instructions on how both the team and the instructor should evaluate the work and assess skill development (will there be a team reflection paper and a gaming log, or will it be something else). Submission Instructions: The paper is to be clear and concise and students will lose points for improper grammar, punctuation and misspelling. The paper should be formatted per current APA and 4-5 pages in length, excluding the title and references page. Incorporate a minimum of 7 current (published within the last five years) scholarly journal articles or primary legal sources (statutes, court opinions) within your work. One page should be dedicated to the research you have done on both gamification and the skill(s) you wish to teach. Then at least 1 page on the activity and how to run it, as well as the other items about the activity specified above. Your paper will be reviewed for plagiarism with Turnitin.