Business Information Systems with Applications course

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Hello tutors,I need assistance in writing Project.

based on the attached guide and requirements.Here are the key instructions that must be followed:
Deadline: 13 / 3 / 2026

In the last two decades, many strides have been made in automation. This is not say that this is new–not at all. However, in the last 20 or so years, there have been significant strides made in artificial intelligence particularly in the areas of business. Do some research on the following topic.

Write a research paper containing 6 – 8 pages including References in accordance with APA 7th Edition on the topic shown below.

Topic:

Discuss the Impact of Artificial Intelligence on Accounting, Finance and Taxation. Include the following sections

1. An Abstract (summarizing what the paper is about)
2. Introduction
3. Review of Literature
4. Recommendation and Conclusion.

The paper will be processed through “Turnitin.” Any paper in which the Similarity Index is greater than 10 % will be rejected and assigned a ZERO GRADE.

Complete a one-page organizational chart that you believe would best suit your organization’s needs.

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Introduction

In this assessment, you will learn why implementation is sometimes more difficult than strategy formulation. You will also learn how annual objectives, the organizational chart, and organization culture can be used to increase the probability of implementation. A good strategy does not guarantee successful implementation. Although they are interdependent, they are different in nature. Strategy implementation means change. The real work begins after the strategies are created. Implementation requires the support and hard work of employees, and resistance can sabotage implementation. Managers and employees must be motivated to implement strategies. Implementation requires matching structure to strategy, linking performance to pay, creating a change climate, managing political relationships, creating a strategy-supportive culture, adapting key processes, and managing human resources. Establishing objectives and policies, and allocating human resources are also important to implementation.

Instructions

Altering organization charts is an important skill. This assessment will improve your ability to alter a hierarchical structure to respond to new strategies. Based on your organization, complete a one-page organizational chart that you believe would best suit the organization’s needs. Be sure to take into account the strategy recommendations you have put forth in previous assessments.

An example for changes to the organizational chart might include moving to a division structure by product, or moving to a matrix structure.

Be sure to provide as much detail as possible in your organizational chart, including the names of the individuals and the titles of the positions. Include a two-paragraph description and rationale about why this organization chart will help implement your new strategy recommendations.

Additional Requirements

Your assessment should also meet the following requirements:

• Written communication: Written communication is free of errors that detract from the overall message.
• APA formatting: If you use sources, ensure that resources and citations are formatted according to current APA style and formatting guidelines.
• Font and font size: Times New Roman, 12 point.

Competencies Measured

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:

• Competency 1: Evaluate key elements of the strategic planning process.
  • Provide rationale for changes in the organizational structure that help support and implement new strategies.
  • Describe the impact of organizational restructuring on developing and implementing new strategies.
• Competency 3: Apply a sequential process for developing and implementing strategies, goals, objectives, and tactics as part of the strategic plan implementation.
  • Create an organizational chart that includes the major roles in the organization.

Question-1:

Do you agree or disagree with the statement Markets are morally neutral; the individuals who participate in them are not? In your response, take a clear position and explain whether moral responsibility lies mainly with the market system itself or with the people who operate within it.

Note: Your answer should be a minimum of 4-5 pages in total and include a minimum of 3-4 references. APA format, and no plagiarism or AI content is allowed.

Question-2:

What are the social costs associated with global trade that protesters often highlight? In that context, do consumers have a moral responsibility toward the workers or communities who may bear the social costs of producing those goods? Explain your reasoning with examples.

Note: Your answer should be a minimum of 4-5 pages in total and include a minimum of 3-4 references. APA format, and no plagiarism or AI content is allowed.

Note:

• Content should be clear, concise, and understandable in APA format
• No plagiarism or AI content is allowed.
• Please follow the minimum number of pages and include a minimum number of references.
• Check for any grammatical errors and sentence structure.

Complete a growth-share (BCG) matrix for an organization of your choice, along with a preparation worksheet in which you assess information for the matrix.

Create a grand strategy matrix for an organization of your choice, write a summary of whether the organization’s strategies are aligned with the matrix, and make recommendations for changes to the organization’s strategy based on your observations.

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Introduction

In this assessment, you will learn how to evaluate your chosen organization’s relative market share versus the industry sales growth rate. Strategy formation is an assessment of whether the organization is doing the right things, and how it can be more effective. Organizations can become obsolete by following a strategy outdated by market changes. Objectives should be consciously developed and coordinated and not just extensions of day-to-day operations.

Every organization needs to communicate clear objectives. Analytical tools like BCG, a Boston Consulting Group evaluation of relative market share position and industry sales growth rate, and grand strategy matrix, a four-block model that recommends strategies based on competitive position and industry market growth, can improve the quality of strategic decisions. But leaders must make these choices. Behavioral, cultural, and political aspects of the process and selection are important to manage. Boards of directors are assuming a more active role in strategy because of legal pressures.

Strategic Analysis Tools

• SWOT matrix: The SWOT analysis is a matching tool that allows managers to gauge external and internal factors affecting the organization. The SWOT matrix is typically set up with quadrants that lend to SO, WO, ST, and WT strategies.
• SPACE matrix is also a four-section matching tool that helps managers determine if an aggressive, conservative, defensive, or competitive strategy is most appropriate for the organization.
• BCG matrix is another quadrant-based matrix that focuses on profit centers for an organization. The focus is on the market share versus industry sales growth rate and helps managers determine the company’s business portfolio based on how products fall in the matrix.

Instructions

Part 1

Complete Part 1 of this assessment using .

You may wish to review the suggested readings as well as do your own research into completing a BCG matrix to prepare for this assessment.

Complete the following:

• Select an organization with multiple divisions or product lines to analyze. For example, Apple would likely be considered to have multiple divisions, such as those associated with iTunes, iPods, iPhones, iPads, and Mac computers.
• Assess your chosen organization’s key divisions. To do this, place five column headings at the top of a worksheet. Title the columns as follows: Divisions, Revenues, Profits, Market Share Position, and Industry Growth Rate. Assess your organization’s key divisions in each of these five categories. This information will help provide the foundation necessary to successfully complete a BCG matrix. Submit this worksheet as one of the deliverables for this assessment.
• Use the to complete a BCG matrix for your chosen organization. You might find it interesting and useful to compare and discuss your results with people from the organization.

Be sure to submit both your completed BCG matrix and your preparation worksheet for this assessment.

Part 2

Complete Part 2 of this assessment using .

Create a grand strategy matrix for an organization of your choice. Ideally, the company you choose will be a familiar one and one to which you have easy access, such as your place of employment or a company close to where you live. You may use the same organization for other assessments in this course.

You may wish to review the suggested readings as well as do your own research into completing a grand strategy matrix to prepare for this assessment.

Complete the following:

• Answer the following questions:
  • Is your chosen organization in a weak or strong competitive position?
  • Is the market growth rapid or slow?
• Complete a grand strategy matrix for your chosen organization using the .
• Compare whether the organization’s strategies are aligned with the relevant quadrant strategies, and write a half-page summary on the differences and changes you identify. Make recommendations for changes to the organization’s strategy based on your observations.

Additional Requirements

Your assessment should also meet the following requirements:

• Written communication: Written communication is free of errors that detract from the overall message.
• APA formatting: If you use sources, ensure that resources and citations are formatted according to current APA style and formatting guidelines.
• Font and font size: Times New Roman, 12 point.

Competencies Measured

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:

• Competency 1: Evaluate key elements of the strategic planning process.
  • Assess the key divisions of an organization.
  • Develop a BCG matrix of an organization.
  • Analyze whether the selected organization has a weak or strong competitive position.
  • Identify whether an organization’s strategy is aligned with the relevant quadrant strategies.
• Competency 3: Apply a sequential process for developing and implementing strategies, goals, objectives, and tactics as part of the strategic plan implementation.
  • Describe whether the market growth rate is rapid or slow.
  • Recommend changes based on final observations.

Create a flip chart with alternative strategies that could benefit your organization. List 10 possible strategies. Summarize your findings in a 23 page memo.

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Introduction

In this assessment, you will learn appropriate business strategies and consider ways to engage employees in strategic prioritization and implementation. The hope of any strategic planning activity is that it will enhance organization performance. Through involvement in strategic planning, employees achieve a better understanding of the organization’s operation. The process allows for proactive decision making. It is important to anticipate and respond to issues and to understand that sometimes a philosophical change will surface. There are 12 general strategies an organization might follow when implementing change. Adopting one or more of these strategies might mark a new beginning for an organization, especially if the employees understand and support the plan of action. The 12 strategies are:

1. Forward integration. Increase control of distributors or retailers.
2. Backward integration. Increase control of firms’ suppliers.
3. Horizontal integration. Increase control of competitors.
4. Market penetration. Increase market share for current products in current markets.
5. Market development. Introduce current product in new geographic areas.
6. Product development. Increase sales through improved or new product.
7. Concentric diversification. Add new but related products.
8. Conglomerate diversification. Add new unrelated products.
9. Horizontal diversification. Add new, unrelated products for current customers.
10. Retrenchment. Cost reduction to reverse declining profit and sales.
11. Divestiture. Sale of part of the organization.
12. Liquidation. Sale of the company’s assets.

This assessment gives you experience recommending strategies to increase the effectiveness of your selected organization.

Gather representatives from different functions to discuss alternative strategies. Notice the learning and understanding that occurs as people express differences of opinion. Keep the focus on the process, which is more important than the document.

Using the opportunity/threat and strength/weakness factors you have identified, create a flip chart (using a whiteboard tool, PowerPoint, or another tool of your choice) with alternative strategies that could benefit your organization. List 10 possible strategies. Your list should include a description and possible outcomes of the strategy if implemented. Ask your gathered group to rate each of the strategies on a scale of 1 to 3, where 1 equals no support, 2 is neutral, and 3 equals support for implementation of the strategy. Sum the scores and prioritize the strategies.

Discuss how this process could help organizations achieve understanding and commitment from employees. Share the results with an organization leader. Ask for comments about the process and the top strategies.

When you have completed your assessment, summarize your findings in a 23 page memo. Attach the list of the 10 possible strategies with ratings to your memo.

Additional Requirements

Your assessment should also meet the following requirements:

• Written communication: Written communication is free of errors that detract from the overall message.
• APA formatting: If you use sources, ensure that resources and citations are formatted according to current APA style and formatting guidelines.
• Font and font size: Times New Roman, 12 point.

Competencies Measured

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:

• Competency 1: Evaluate key elements of the strategic planning process.
  • Evaluate the rationale for these recommendations, based on strengths, weakness, opportunities, and threats.
  • Summarize feedback and potential plans of action as a result of shared recommendation with organizational leaders.
• Competency 2: Analyze issues associated with stakeholders in the strategic planning process.
  • Describe options for how to engage employees in a dialogue about these strategies to gain understanding and commitment.
  • Summarize the scores and priorities of the strategies based on the group discussion.
• Competency 3: Apply a sequential process for developing and implementing strategies, goals, objectives, and tactics as part of the strategic plan implementation.
  • Apply a sequential process by identifying 10 recommended strategies with descriptions and outcomes.
  • Reflect on and incorporate your learning from having engaged a group in reviewing these strategies.

Write a research paper addressing a chosen business theory and its application to current industry practices and environments.

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Introduction

Senior executivesand those who work with them such as advisors and consultantsmust be skilled in organizational analysis. In particular, they must have proven abilities to review the current or proposed structure of an organization, compare it to the overall strategy, and recommend changes that will lead to enhanced performance.

Preparation

The following resources are required to complete the assessment.

Capella Resources

Click the links provided to view the following resources:

• .
• .

Instructions

Complete the following:

• Research business theories using the Capella library. You may also wish to use the materials provided in the Resources.
• Choose a theory that you feel is most relevant for today’s environment, and explain why you feel that way.
• Describe the industry associated with your theory, and identify best practices for organizational structure and learning.
• Provide recommendations for enhancing industry performance, and connect your recommendations to what is currently happening in the local and global environment.
• Based on the information presented in the New Business Realities of the 21st Century and Thinking Habits of Mind, Heart, and Imagination documents, analyze how a shift in business mindset affects the performance level in an organization. Use the most relevant realities and habits, as well as examples, to support your analysis.
• Based on the information presented in the research you have conducted, industry best practices, and the analysis you just provided, choose one of the following options:
  1. Explain how you would redesign an existing organization to have higher performance.
  2. Explain how you would design a new organization to achieve high performance and learning.

Format this assessment as a research paper, following APA guidelines for both style and citing sources, making sure you also use correct grammar and mechanics. There is no required minimum or maximum page length; however, you should strive to be as detailed as possible in addressing each part while also being as clear and concise as possible.

Please note: The term environment is used throughout this course to mean all of the externalfactors that affect an organization. These include, but are not limited to, the overall global market, the industry as a whole, and the financial market.

Competencies Measured

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

• Competency 2: Analyze the impact of learning and performance in organizational structures.
  • Explain a business theory associated with enhancing business performance.
  • Describe industry best practices for organizational structure and learning.
  • Recommend improvements for industry performance based on current environmental trends.
  • Analyze how a shift in business mindset affects the performance level in an organization.
• Competency 3: Create a model for organizational structure of a high-performance organization.
  • Describe a model for organizational structure that leads to high performance.
    

    Thinking Habits of Mind, Heart, and Imagination

    1. Complementary Thinking The habit of thinking that weaves multiple perspectives into an integrated fabric of understanding.
    2. Connected Seeing The habit of seeing reality as a whole system, which is a seamlessly connected, interactive and dynamic web-of-life.
    3. Collaborative Teamwork The habit of collaborating in teamwork to accomplish common purpose, by integrating personal initiative and group cooperation.
    4. Constructing Meaning The habit of constructing meaning by acquiring and synthesizing diverse sources of knowledge to enrich understanding.
    5. Conceptual Clarity The habit of clear conceptual thinking from first principles, to make sense of and to distinguish among the known, the unknown and the unknowable.
    6. Communicating Effectively The habit of communicating effectively in a teamwork style to collaboratively create new understandings, new possibilities and new realities.
    7. Courageous Action The habit of courageously taking action and making meaning in the face of ambiguous experience and uncertainty.
    8. Caring Empathy The habit of caring for, identifying with, and honoring others, as well as understanding how others see the world.
    9. Conversational Reflection The habit of reflecting on the experience of professional practice through learning conversations.
    10. Continuous Learning The habit of seeing every experience as an opportunity for continuous lifetime learning

  • New Business Realities of the 21st Century

    Five Driving Forces

    Driving Forces Shaping Business and Society	20th Century (Business Mechanism)	21st Century (Business Organism)
    1. Knowledge: Primary Source of Wealth	Industrial Capital.	Intellectual Capital.
    2. E-Business Systems: The New Infrastructure	Managing Tangible Assets.	Managing Information Assets.
    3. Net Communications: New Communities	Management Control and Mass Market Persuasion.	Enabling Networked Communities of Practice.
    4. System Dynamics: Transformative Change	Planned Stability and Incrementalism.	System Dynamics of Continuous Change.
    5. Social-Cultural Expectations: New Stakeholders	Material Value Transactions.	Meaningful Value Relationships.

    Driving Force 1

    Knowledge Primary Source of WealthKnowledge, as the intangible asset of “Intellectual Capital,” has now become the primary source of wealth and power in business and society in general. This displaces in large degree the tangible assets “Industrial Capital” of plant, equipment, energy, financial capital. Business management and leadership must be rethought to account for the different and surprising characteristics of knowledge, the new primary capital.

    Driving Force 2

    E- Business Systems The New InfrastructureE-business systems are the new primary infrastructure of networked organizations. These new electronic infrastructure systems both replace and leverage the traditional physical infrastructure of business, such as warehouses, central offices, paper-based transactions, and so on.

    Driving Force 3

    Net Communications New CommunitiesExtensive networked communications in business and society are enabling new forms of community. Conversations in the new networked communications of e-mail, chat, voice, and visual media are changing both the messages and the messengers in newly formed communities of communications.

    Driving Force 4

    System Dynamics Transformative ChangeNew system dynamics are at work in the economy – everything is speeded up. Now change is faster, unrelenting, and more transformative than at any time in history. In addition, a new understanding of the process of change is emerging as the new sciences of chaos and complexity develop. Business and society need to be rethought in terms of rapid transformative change, using the new insights of the hidden order in the chaos of complex adaptive dynamic systems.

    Driving Force 5

    Social-Cultural Expectations New StakeholdersSocial and cultural expectations are changing in rapid and transformative ways, which need to be recognized for wise management and leadership of organizations. These new social and cultural expectations take the form of a new and expanded set of stakeholders, who now believe they have a legitimate stake in the conduct and performance of private and public organizations impacting society.

    2001 Capella University

This week we explored how leaders make decisions and the different approaches they can use depending on the situation. Decision-making involves choosing the best course of action using relevant criteria, and leaders often rely on either rational decision-making (structured, data-driven) or intuitive decision-making (experience and instinct) when navigating complex challenges.

Leaders must also determine whether a problem is technical (clear solution) or adaptive (uncertain solution requiring learning and change) and decide how much to involve others in the process.

Imagine the following situation:

A major technology company is preparing to launch a new AI-powered product. Two weeks before the launch, internal testing reveals that the product occasionally produces inaccurate results that could mislead customers.

The leadership team must decide whether to: