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Bussines and entrepreneurship

Each student must select one non-financial company listed on Bahrain Bourse or Saudi Exchange (Tadawul) and prepare a financial analysis report using data from two consecutive years (e.g., 2024 and 2025). Students must calculate and interpret the following ratios: Current Ratio, Debt-to-Equity Ratio, Net Profit Margin, Return on Assets (ROA), and Total Asset Turnover. Students must submit the report and Excel file showing calculations.

Students will also complete a 5-minute oral executive briefing.

Word Report (2,500 – 3,000 words)

All submissions will be checked using Turnitin. The maximum similarity allowed is 15%, and AI-generated content must not exceed 15%

Task summary: I’m stuck on an admission essay section and need help writing the admission essay. Screenshot and instructions are attached. I have limited work experience so in the attachment below I have provided a project.

Full order description: MAIN DETAILS:

Essays General Instructions: What are we looking for in your essays? It’s important to present a clear and compelling narrative that showcases your academic preparation, analytical mindset, motivation for pursuing the degree, and future goals.This process marks the beginning of your journey to becoming a leader in analytics. To achieve that success, you must be able to clearly articulate what motivatesyou, what you enjoy doing, and how your past experiences (academic, personal, or professional) have prepared you for what you want to do next

.Required Essay

Describe your academic background, technical skills, professional experience, and personal interests that have ledyou to pursue the M.S. in Business Analytics. What are your short-term and long-term career goals, and how will the MSBA program help you achieve them? If you have limited work experience, feel free to highlight coursework, research, internships, extracurricular involvement, or personal projects that have prepared you for this program.700 words APA-style.

ATTACHED:-instructions-paper

Human Resources Case Study: Tech Titan Employee Retention and HR Strategy Analysis

See attached

PART 3: ANALYSIS & WRITTEN COMPONENT

Students should write a 6-page maximum analysis addressing:

Section 1: In-Store Promotional Strategy Summary

• What is the current promotion or promotional theme?
• What are the primary promotional tactics being used? (pricing, bundles, displays, messaging, etc.)
• Who appears to be the target customer for this promotion?
• What is the implicit promotional goal? (increase traffic, clear inventory, build loyalty, acquire new customers, etc.)

Section 2: Brand Alignment Assessment

• How does the in-store promotion align with the retailer’s stated brand positioning and values?
• Is the messaging consistent with brand promise?
• Are the visual elements (colors, imagery, tone) consistent with brand identity?
• Does the promotion feel authentic to the brand or incongruent?
• Provide specific examples from your observations

Section 3: Promotional Execution Quality

• Evaluate the clarity and visibility of promotional signage (can customers easily understand?)
• Assess the organization and visual appeal of promotional displays
• Comment on the consistency of promotions throughout the store
• Note any gaps or areas where promotions seem poorly executed
• Did you observe customers responding positively or negatively?

Section 4: Strengths & Areas for Improvement

• What is the retailer doing well with in-store promotion?
• What promotional execution issues did you notice?
• What would you change to improve alignment with brand or effectiveness?

SUBMISSION REQUIREMENTS

• Cover page, including your name, course, date, assignment name
• Written analysis: 6 page maximum (excluding cover page), double-spaced, times New Roman 12-point font, 1-inch margin, insert page numbers
• (Optional) Photographs: 5-8 photos with captions attached as appendix
• Research sources: List of 3-5 sources used for brand positioning research
• Proper grammar and spelling (required)

I have already completed part one of the assignment I just need three more pages to be written. I have attached. what I have. Please use 0% AI for is assignment.

Human Resources Case Study: Tech Titan Employee Retention and HR Strategy Analysis

See attached

Word Count: 2000-2500 words

Case Study Title: Revitalizing Zenith Foods Ltd: A Managerial Odyssey

Background

Zenith Foods Ltd., established in 2005, is a mid-sized packaged food company based in Dubai, known for its ready-to-eat Middle Eastern meals. Initially launched by the Karim family, the company expanded rapidly across the UAE and Gulf region through wholesale and supermarket partnerships. By 2015, Zenith became a household name. However, its internal systems remained rigid and traditional, management decisions were centralized, hiring was family-referred, and digital transformation was absent.

Post-2018, a series of industry shifts, consumer demand for healthier options, sustainability trends, and new international entrants began affecting Zeniths market share. By 2022, the company had lost over 15% of its GCC market presence. Revenues dropped, employee attrition rose to 32%, and customer feedback revealed dissatisfaction with both product quality and service responsiveness.

In January 2023, Mr. Alexandre Dupont, a seasoned corporate strategist, was appointed CEO. His appointment marked a pivotal point: the first time a non-family member was entrusted to lead the company. Mr. Dupont, known for driving agile transformations, began by commissioning a 100-day audit to assess operations, employee morale, technological capability, and market relevance.

Phase 1: Diagnosing the Organisation

The audit revealed severe structural and cultural inertia. There was no formal strategic planning process; departments worked in silos, and the organizational structure remained flat and undefined. Employees lacked clarity on job roles and reporting lines. Leadership operated on intuition rather than data. In addition, decision-making was reactive rather than proactive.

Mr. Dupont quickly moved to clarify Zeniths management hierarchy. He introduced three distinct levels top (strategic), middle (tactical), and operational (supervisory). Each level had clearly defined responsibilities. He also realigned functions across planning, organizing, staffing, directing, and controlling.

He adopted the Contingency Theory, recognizing that there was no one-size-fits-all approach. Instead, he tailored leadership and control mechanisms depending on situational needs this flexibility helped him gain early support from skeptical long-timers.

Phase 2: Strategic Planning and Technology Adoption

Zenith Foods had never created formal strategic, tactical, or operational plans. Mr. Dupont introduced quarterly planning workshops. A cross-functional strategic planning team (marketing, production, HR, and IT) was formed to build a new roadmap with three core pillars:

1. Market Expansion through healthier product lines.
2. Technology and Innovation via automation and CRM tools.
3. Sustainability and Inclusion, aiming for carbon neutrality by 2030.

By incorporating SMART goals into planning, departments could align efforts to key performance indicators (KPIs). In parallel, he pushed for ERP implementation, allowing real- time decision-making, inventory management, and supplier coordination.

Resistance was encountered, particularly from senior employees wary of automation. Mr. Dupont organized digital literacy training sessions to help older staff transition.

Phase 3: Organizing for Agility

To address Zeniths structural inefficiencies, Mr. Dupont implemented a matrix organizational structure. This allowed employees to report both to a functional manager (e.g., head of R&D) and a product line manager (e.g., Healthy Snacks Division). He redefined departmentalization based on product lines rather than geography, fostering accountability.

Delegation became central. Middle managers were given authority to make budgetary and hiring decisions within their units, subject to a performance dashboard. This transition from centralization to selective decentralization allowed for faster decision-making and reduced bottlenecks.

Phase 4: Revamping Talent Strategy

The HR department previously a purely administrative unit was repositioned into a strategic partner. Zenith revamped its recruitment strategy by implementing competency-based hiring, reducing family and referral bias. They also introduced AI-enabled screening tools to identify skilljob fit.

To tackle high attrition, Mr. Dupont introduced a comprehensive Training & Development Program, Zenith Uplift. It focused on leadership development, cross-functional training, and soft skill enhancement. Performance appraisals were redesigned using the 360-degree feedback method, linking performance to team collaboration, innovation, and goal achievement.

A major milestone was the launch of Zeniths first Graduate Management Trainee Program to attract university talent, aiming to groom future leaders internally.

Phase 5: Leadership and Motivation

Mr. Duponts leadership style reflected Transformational Leadership. He focused on empowering teams, setting a compelling vision, and leading by example. During town halls, he addressed employee concerns transparently and frequently used storytelling to rally the workforce.

He incorporated Herzbergs Two-Factor Theory into performance reviews, ensuring that hygiene factors (salaries, job security) were met, while also increasing motivators like recognition, career progression, and autonomy.

One remarkable example was the Voice of Zenith platform, where employees could anonymously suggest improvements. The company implemented over 40% of these suggestions within a year, boosting morale and signalling a shift toward participatory management.

Phase 6: Control, Decision Making, and Monitoring

Zenith had traditionally used post-hoc controls (e.g., quarterly reviews). Mr. Dupont introduced feedforward controls, such as predictive analytics to forecast demand, and concurrent controls, including real-time production dashboards.

He also institutionalized Management by Objectives (MBO). Every department set quarterly objectives aligned with corporate goals. Performance reviews were tied to the completion of these objectives.

For decision-making, he employed a blend of Rational and Intuitive Decision Models. For example, new market entry was driven by data analytics, while product naming involved creative brainstorming and customer sentiment.

To encourage team-based decisions, Zenith introduced collaborative tools such as Slack and Click Up, and scheduled regular Think Days where cross-departmental teams tackled company challenges.

Phase 7: Embracing Diversity and Global Trends

Mr. Dupont was deeply committed to fostering diversity and inclusion. Women were underrepresented in leadership, so Zenith launched its Women in Leadership initiative, targeting 40% female representation in management by 2026.

Zenith also joined the UN Global Compact, aligning its practices with global sustainability goals. As part of its Agile Management philosophy, it created a Rapid Innovation Cell (RIC) to quickly test and scale ideas like biodegradable packaging or AI-based supply chain optimization.

Finally, to stay globally competitive, the company expanded into digital direct-to-consumer channels, invested in blockchain traceability, and leveraged consumer behavior analytics.

Conclusion

By 2025, Zenith Foods Ltd. has evolved from a rigid, family-run business into a modern, data- driven, and people-centric organization. Its transformation journey illustrates how fundamental Principles of Management when thoughtfully applied can drive cultural shifts, operational excellence, and long-term strategic value.

Answer any 5 Questions:

1. How did Mr. Dupont implement the core management functions and address different levels of management?
2. How did planning and technological innovation shape Zeniths recovery?
3. What changes were made in terms of organizational structure and authority delegation?
4. How did Zenith revamp its HR practices and address motivation?
5. What control systems and decision-making tools were implemented to improve organizational effectiveness?
6. How did Mr. Dupont incorporate leadership theories and motivational models to drive cultural change at Zenith Foods Ltd.?
7. In what ways did Zenith Foods Ltd. adapt to global business trends and sustainability initiatives, and how did these contribute to its competitive advantage?

Human Resources Case Study: Tech Titan Employee Retention and HR Strategy Analysis

See attached

For this week, please review Lesson 9 readings and PowerPoint. For the discussion board post, please respond to the following:

1. Describe how OMB Circular A-123 addressed the performance of root cause analysis in regard to internal control deficiencies identified by management or noted during audits?
2. Describe the processes in developing corrective action plans and tracking of open audit recommendations at your agency? Is the audit follow-up process effective? Why or why not?
3. Please review the attached invoice and identify at least 3 potential audit issues that may warrant further scrutiny: