Bright Academic Experts

Category: Management

  • MGT520 Discussion 2 – 2 replies and 1 reply to instructor

    Directions:

    • Discuss the concepts, principles, and theories from your textbook. Cite your textbooks and cite any other sources if appropriate.
    • Your initial post should address all components of the question with a 500 word limit.
    • Reply to at least two discussion posts with comments that further and advance the discussion topic.

    Requirements: as per instructions

  • Flowchart and Description HRM

    1. Using the information and resources provided below, create a flowchart that represents an appropriate recruitment and selection process.
    2. Write a document in which you explain the following:
      • Why the recruiting methods you included in your flowchart are appropriate for the position
      • Why the selection methods you included in your flowchart are appropriate for the position. Be sure to address the key characteristics by which selection methods are evaluated: reliability, validity, utility (cost-benefit analysis, basically), and legality.

    Many examples of flowcharts similar to the one you are to create are available online (potential search phrase: “hiring process flowchart”). Examine them to get a general idea of what you are to create if you are unfamiliar with creating flowcharts in general or for this specific situation.

    Information and Resources:

    1. Select one of the following positions as the basis for your flowchart. NOTE: Each item below is linked to a summary report (job descriptions and job specifications) at . Use these as the basis for your analysis of these positions; do not rely on your own ideas about what these positions require of the people who fill them.
    2. Include as many or as few of these recruiting methods in your flowchart as are appropriate for your chosen position:Note: This is fictitious data created specifically for this assignment.
      Method Applicants Generated Hires Yield Ratio Cost Cost Per Hire
      Local university 200 90 45% $30,000 $333
      Renowned university 400 10 2.5% $50,000 $5,000
      Employee referrals 50 35 70% $15,000 $429
      Online job board 7000 200 2.9% $5,000 $25
      Social media 750 75 10% $20,000 $267
    3. Include as many or as few of the following selection methods in your flowchart as are appropriate for your chosen position:
      • Cognitive ability test
      • Handwriting analysis
      • Honesty/Integrity assessment
      • Job-knowledge test
      • Personality assessment
      • Situational judgement test
      • Social media review
      • Structured interview
      • Unstructured interview
      • Work-sample test
    4. You may use the document attached as the basis for your flowchart. It includes all the elements listed above as well as others for decision points and comments. Note that the PowerPoint file has only one slide that is very large. I have arranged it this way so that you will have plenty of room to lay out your flowchart, but I realize that this layout is unusual. If you have a question about how to use it, please post a question in the appropriate forum so that answers will be available to everyone. If you are more familiar with another app with which you can generate a flowchart, you are welcome to use it so long as you can provide the end product in Microsoft Word, Microsoft PowerPoint, or PDF format.

    Requirements: No length required

  • Discussion Unit III ACC 5301

    Cookie Business

    This project measures your mastery of ULOs 2.1, 3.5, and 3.6.

    Assignment Objective: In this project, you will be opening your own specialty cookie company to see how product costing methods and changes in production affect business decisions. You will be creating a series of reports and analyzing the results using the template provided to guide you through the project. You will:

    1. Gain an understanding of product costing (direct materials, direct labor, and overhead).
    2. Review job order costing.
    3. Review process costing.
    4. Make business decisions based on analyzing accounting data.

    Length: You will prepare a three- to four-page written report (including spreadsheets) using the .

    References: At least two peer-reviewed sources are required. Resources used are required to be scholarly/academic in nature and found in the CSU Library. APA Style is required for citations and references.

    Details: First, start the paper with an introduction section per the assignment template provided above.

    Part 1: Establish a cookie business selling only one type of specialty cookie with two employees making the cookies.

    • Create a name and establish a location for the business.
    • Construct a mission statement for the business.
    • Decide on the type of cookie you want to make and sell.

    Part 2: Develop costing and sales information for 1,000 cookies (this is the first and only order).

    • Estimate and explain the cost per cookie based on job order costing (manufacturing overhead is 30% of direct labor costs). Prepare a job order cost sheet by researching and identifying the top five ingredients and their estimated costs as your direct materials. Research and identify the cost of wages for your two employees as your direct labor. It typically takes two days to make 1,000 cookies.
    • For process costing, examine the costs per 1,000 cookies looking at these top three processes (departments): Mixing, Add-ins, Packaging.
    • The Mixing Department will be examined in depth (only do this department).
    • All materials will be added in at the beginning of the process.
    • The cookies will be in the Mixing Department for a total of 8 hours (use two employees, 4 hours each as your direct labor). The cookies will be 100% complete with respect to materials, and only be 40% complete with respect to conversion costs (labor and overhead) before they are transferred to the Add-ins Department. Manufacturing overhead is 30% of direct labor costs.
    • Estimate and explain the sales price you plan to set per cookie based on the cost data.

    Part 3: Define job order and process costing. Then, compare and contrast the costing methods used in this project (job order vs. process costing), including which you believe provides the most useful information as a manager.

    Part 4: Discuss what will happen to revenue if the number of the cookies sold increases or decreases.

    End this paper with the key observations and present any future recommendations.

    Use the for your job order, and process costing spreadsheets to be embedded in your case study document.

    Submission: Save the submission as a Word document and upload the document to Blackboard.

    Grading: The assignment will be reviewed in alignment with the grading rubric criteria. The assignment is worth 15% of your course grade.

    Resources

    The following resource(s) may help you with this assignment.

    Requirements: requirement length

  • Global Leadership: How to deal…..

    This week, we covered many great resources highlighting the importance of effective leadership in uncertain situations. This uncertainty can come from cross-cultural situations (see Ch 2 in the textbook) but also from crises (Gulati, 2023) and general business situations (Furr & Furr, 2022). Each reading and related video material provided insights into specific strategies, tactics, and actions to become a more effective leader in situations that involve a high degree of uncertainty. PLEASE TRY TO USE THE REFERENCE OF THE READING USED IN THE EXAMPLES I DON’T HAVE ACCESS TO THE ACTUAL READING RIGHT NOW, SO HAVE TO FOLLOW EXAMPLES.

    Examples:

    1. The strategies I found most relevant in my current role are increasing mindfulness and slowing your judgement and opinion formation. I work in such a fast-paced environment that I usually dont have the time to be fully present in meetings. Im trying to think ahead of whats being discussed, or my mind is stuck on troubleshooting another issue. Im not able to be fully present in the moment, which usually pushes me away from participating in certain projects that would require me to do so. Slowing down your judgment and opinion formation is another strategy I could benefit from because it requires you to hold off on making any decisions before you have an accurate understanding of the situation. Given that speed and efficiency are a big component of my role, I am usually forming opinions before I have all the information, which sometimes requires me to course-correct or backtrack later on.
    2. I do plan on using both of these strategies in my current role to be more present and open to taking on less predictable projects. When collaborating with others, my goal is to be more mindful and present so I can fully understand the situation were in and how I can make the experience most beneficial and successful for those involved. Especially when working with global teams, the context and verbal cues are going to differ from the US teams I work with more frequently, so delaying judgments and opinions will allow me to better understand the nuances to make more informed decisions.

    Example 2

    What strategy for leading in uncertainty did you find most relevant to your current or future leadership role? Explain why.

    In my current role as a project lead, the strategy for leading in uncertainty that I find most relevant is “Sustain Yourself.” In the article “How to Overcome Your Fear of the Unknown,” the authors describe this mindset as recasting setbacks and focusing on things that have true meaning for you. Working for clients that have a variety of needs, expectations, documentation, and timelines, every project brings new issues and struggles. At times, this can feel overwhelming. While most go well, I have faced setbacks and been in a role where we failed to adequately meet deliverable expectations and potentially lost future business. It can be very easy to fall into the trap of overthinking what you should have done and thus doubting yourself in future projects. Avoiding this and effectively sustaining myself is essential for avoiding burnout, building confidence, and learning from past mistakes.

    Can you think of situations in which you utilized any of these strategies effectively, or do you have any planned uses for utilizing these strategies effectively?

    Without knowing so, I have definitely utilized these strategies in my experiences with my current company. The most notable example is during client turnarounds, during which the entire facility is in a shutdown. This is done periodically for maintenance, upgrades, etc. During this time is when new control system changes and hardware deployment are done on my projects. These can be very stressful times, with long hours, pressure from upper management, and unknown problems and hurdles popping up that cause delays. During these times, “Do Something” has helped me overcome obstacles. In these high-paced environments, I can learn and experience more new things in 1 day than I do in a month of my “normal” tasks. Taking action is an important part of facing uncertainty, and I have found my willingness to brainstorm ideas and take immediate, practical steps during tense situations to be extremely valuable. In addition, this quality of mine has been noticed by others and has led to my input being highly valued as my turnaround experience grew.

    Example 3

    1. What strategy for leading in uncertainty did you find most relevant to your current or future leadership role? Explain why.

    The strategy I found most relevant is maintaining flexibility while promoting clear communication. Both Furr & Furr 2022 and Gulati 2023 highlights that uncertainty often derives from swiftly changing incidents, leaders who remain flexible but give clear advice tend to succeed. This strategy resonates with me because in any leadership role, whether supervising a team or making strategic judgments, uncertainty is unavoidable. By staying flexible while guaranteeing my team understands priority and what is expected, I can keep up performance even when situations are confusing. I have seen this strategy applied efficiently in a multi-functional project I led last year. Halfway through the project, major customer requirements changed significantly, creating uncertainty for the team. By holding regular check-ins, properly communicating updates, and permitting team members to adjust their assignments as needed, we maneuvered the change triumphantly and delivered on time.

    1. Can you think of situations in which you utilized any of these strategies effectively, or do you have any planned uses for utilizing these strategies effectively?

    I plan to use this strategy in future roles by enforcing organized but flexible planning showing clear goals and roles straightforward, but being prepared to turn as events change. I also plan to diligently request suggestions from my team, as comprehending their viewpoints can enhance decision making in unpredictable surroundings. Fundamentally, balancing flexibility with proper communications seems to be the most efficient way to lead through uncertainty, guaranteeing both unified vision and strength.

    Questions & Instructions

    1. What strategy for leading in uncertainty did you find most relevant to your current or future leadership role? Explain why.
    2. Can you think of situations in which you utilized any of these strategies effectively, or do you have any planned uses for utilizing these strategies effectively?

    Requirements: 2 mini paragraphs

  • MGMT 3116- Research Practicum

    rewrite the proposal to include the feedback from the supervisor

    Requirements: detailed

  • Prepare a slide presentation of 9 slides and include comment…

    View the following video in which Professor Ulrich discusses HR Strategy, HR Business Partnering, HR & Technology, and the Future of HR:

    The HR Congress. (2017, October 25). [Video file]. Retrieved from

    Prepare a slide presentation of 9 slides (not counting the cover and reference slides) and include a comment section with each slide in which you address the following:

    1. Discuss how changes in HR strategy, business partnering, and/or technology will shape the future of HR.
    2. Professor Ulrich presents an interesting question: Should the focus of an organization be on the organization or on talent? Which is most important? Who is on target: Professor Lawler or Professor Ulrich? Why? Support your viewpoints with viewpoints of others (authors, speakers).

    Utilize at least 2 valid sources to help strengthen your presentation.

    Upload your file by the module due date. Avoid AI detection

    Requirements: 9 Slides not including cover or reference slide

  • Week 4 Blog: Project Check-in #4 – Transportation

    Please refer to the SEE6040: Term Research Project Information section on the left-side navigational menu for further details on the expectations for each week. Please see the “sample blog post” in the assignment instructions for formatting requirements. In addition, refer to the for advice on how to write effective blogs each week for your term project.

    In a 350-400 word blog post:

    • Identify the transport and travel requirements of the event that you are researching.
    • What sustainable transport initiatives were utilized to reduce transport and travel impacts in the region?
    • Did event organizers encourage and facilitate sustainable travel for event attendees?
    • Reflect on public transportation relative to this event:
      • Was public transportation an option in this region?
      • Can you identify any deterrents for attendees considering using public transport at an event in this region, or was there any pushback from attendees relative to public transport?
    • Provide suggestions for improvement.
    • Note: I have attached my previous assignments. So, please read them carefully before starting. The professor values deep analysis and detailed, thoughtful writing and strongly dislikes generic or AI-sounding responses.

    Requirements: one

  • Management Question

    Module 4 Assignment Instructions for Strategic Audit and SFAS

    In this module, you will finish putting together all the elements of your Strategic Audit (SA) for the Capstone BUS 485A. This task includes building the SFAS for section V, and this step is explained on page four below.

    The SA is due by the end of the last day of the course on Saturday. The SA is the most valuable grading item. Use the Module 4 Assignment link to submit your work.

    ASSIGNMENT: Submit the complete Strategic Audit with sections I to V(SFAS). Drafts were submitted in previous modules under the discussion topic that supported the writing of the SA, and you got comments. Include your updated/improved/corrected sections.

    Submit also the updated/improved/corrected versions of 5-Y financials, Common ratios, Financial ratios, EFAS, IFAS, and SFAS in your SA.

    Exhibit attachments to be included Some exhibits go at the end of your SA (word document) and others are included in the 5-year financials of your case (Excel document).

    • Exhibit 1, EFAS, included at the end of your SA
    • Exhibit 2, IFAS, included at the end of your SA
    • Exhibit 3, SFAS, included at the end of your SA
    • Exhibit 4, Ratio Analysis for the past 5 years, included in Excel 5-year financials.
    • Exhibit 5, Common-Size Income Statement for the past 5 years, included in Excel 5-year financials.

    Writing Instructions

    Level of detailed discussion and analysis: Your prose needs to be in sufficient detail to demonstrate your business knowledge, critical thinking, and critical analysis abilities. One-line statements do not show nor demonstrate satisfactory business knowledge. Bullets do not show nor demonstrate satisfactory business knowledge. Your writing needs to expand on each point in a paragraph where you discuss and analyze the important elements of that particular SA item. See Lecture Reading 4.6 in Module 4/Voluntary Readings for some examples of demonstrated critical thinking, critical analysis, good discussion/analysis for your paragraphs. Make your paragraphs good complete detailed discussion and analysis.. Not one-liners. Do not copy from the textbook.

    Formatting and Admin of the SA: Single space your SA with the appropriate line spacing between parts, sections, and paragraphs. Extra line spacing is a serious detractor. Follow the alphanumeric paragraph structure as in the texts SA and as shown in the SA Paragraphing Structure Template and the Expanded Paragraph View for sections VI, VII, and VIII document. Do not use bullets. Use font size 10-12. Use Portrait page mode for your SA text do not use Landscape page mode for your SA text. Use single space of 1.0 do not use 1.15, nor 1.5.

    Use the SA Writing Template in Course Resources.

    For Section I: Current Situation:

    1. For the paragraph on the Current Posture, discuss how the company is doing currently in terms of revenues, profits, market share, etc. This is a big picture look at how the company is doing.
    2. For the paragraph on Strategic Posture, state the current mission, talk about how the company is doing on its corporate, business, and functional objectives, talk about the companys strategy or a mix of strategies, and talk about the companys current policies. See page 32, Appendix 1. A for some good questions to evaluate and analyze in this paragraph.

    For Section II: Strategic Managers:

    1. For the paragraph on the Board of Directors (BOD), talk about who is on the BOD, how the BOD is organized, what are the important experience, knowledge, skills, background, and connections the BOD members bring, and what is their involvement and performance in the strategic management of the firm. See pages 32-33, Appendix I. A for some good questions to work on. Just listing the BOD members is not a good way to show your analytical abilities.
    2. For the paragraph on the Top Management, talk about who the top managers are, how they are organized, what are the important experience, knowledge, skills, background, and style the top managers have, and what is their involvement and performance in the strategic management of the firm. See page 33, Appendix 1. A for many good ideas to consider. Just listing some of the top managers is not a good way to show your analytical abilities.

    For Section III: External Environment:

    1. This paragraph covers the current status of the external environment facing the company. Dont talk about what the firm should or could do or might do in the future about these external factors. Keep focused on what is facing the company now in the external environment.
    2. Cover the many factors in the External Environment that you discovered as you analyzed and evaluated the case study. You need to discuss and analyze the 10 Strategic Factors from the EFAS (O1, O2, O3, O4, O5, T1, T2, T3, T4, T5) and any other external factors that are important to a good complete discussion about the external environment that your company is facing. Be sure to put in the EFAS SF tags (O1, O2, T1, T4, etc) at the sentence or paragraph where you discuss/analyze those most important 10 SF from the EFAS. Be sure to put in an O or a T when you discuss other factors of importance. This is your place to shine with your analytical abilities in your discussion and analysis of the factors facing your company. Do a good complete discussion and analysis.
    3. For the Task Environment, be sure to cover the 6 elements of Porters methodology of competitive forces. See pages 108-112 in the text.
    4. Your Summary in paragraph D should summarize the most important external strategic factors facing the company.

    For Section IV: Internal Environment:

    1. This paragraph covers the current status of the companys internal environment in three areas: Corporate Structure, Corporate Culture and Corporate Resources. Keep focused on the current internal status of the corporation, not what they should or should not do in the future. Remember, Corporate Structure is about how the corporation is organized, not about the BOD nor the Top Managers. Remember, Corporate Culture is about culture, not about HR programs or top management personnel.
    2. Cover the many factors in the Internal Environment that you discovered as you analyzed and evaluated the case study. You need to discuss and analyze the 10 Strategic Factors from the IFAS (S1, S2, S3, S4, S5, W1, W2, W3, W4, W5) and any other internal factors that are important to a good complete discussion about the internal environment of the firm. Be sure to put in the IFAS SF tags (S2, S5, W3, W4 etc) at the sentence or paragraph where you discuss/analyze those most important 10 SF from the IFAS. Be sure to put in a S or W when you discuss other factors of importance. This is your place to shine with your analytical abilities in your discussion and analysis of the factors facing your company. Do a good complete discussion and analysis.
    3. Be sure to identify your Core Competencies and your Distinctive Competencies.
    4. Be sure to demonstrate your financial analysis skills by discussing some of your financial ratios as part of the paragraph on the Finance function. Discussing income statement trends is fine, but does not replace your good complete discussion and analysis of the financial ratios of your company.
    5. Your Summary in paragraph D should summarize the most important internal strategic factors of the company.

    For Section V(SFAS): Analysis of Strategic Factors:

    1. In your Situational Analysis, discuss the 10 most important Strategic Factors that are contained in your SFAS. These are the most important strategic factors for the company. Divide them up into paragraphs on Strengths, Weaknesses, Opportunities, and Threats. Be sure to identify them with your SF tags from the SFAS (S2, W4, T3, O2, etc etc)
    2. In your Overall Situation of the Firm, provide an evaluation of the SFAS by answering the following questions: Could the strengths be used to take advantage of the opportunities mentioned in A? How?; Could the strengths be used to minimize the threats mentioned in A? How?; Does the firm needs a radical change to move forward? In what direction?

    How do you build the SFAS?

    The SFAS (Strategic Factors Analysis Summary) table is Exhibit 3 of your SA and supports Section V of your SA.

    Complete the SFAS as described on pages 171-173 in the textbook. Focus on identifying the 10 most important strategic factors. Be sure to keep your SWOT tags on each SF.

    Revise the weights to add to 1.0 and the ratings as needed.

    You must complete the Comments Column in the table. Repeat or revise your comments for each strategic factor from the previous EFAS and IFAS tables.

    Be sure to explain WHY it is a strategic factor; a quantified estimate of the potential impact (QPI) in the future of the SF; how you assigned the weight; and how you assigned the rating; and for Internal SF identify the Core Competencies (CC) and Distinctive Competencies (DC). Use the same quantitative analysis that you did for the EFAS and IFAS to estimate and quantify the potential impacts in the future; the impact on the firms future survival; and how well or how badly the firm is handling the SF right now.

    Use the SFAS Template provided

    Requirements: See Instructions

  • Management Question

    Module 4 Assignment Instructions for Strategic Audit and SFAS

    In this module, you will finish putting together all the elements of your Strategic Audit (SA) for the Capstone BUS 485A. This task includes building the SFAS for section V, and this step is explained on page four below.

    The SA is due by the end of the last day of the course on Saturday. The SA is the most valuable grading item. Use the Module 4 Assignment link to submit your work.

    ASSIGNMENT: Submit the complete Strategic Audit with sections I to V(SFAS). Drafts were submitted in previous modules under the discussion topic that supported the writing of the SA, and you got comments. Include your updated/improved/corrected sections.

    Submit also the updated/improved/corrected versions of 5-Y financials, Common ratios, Financial ratios, EFAS, IFAS, and SFAS in your SA.

    Exhibit attachments to be included Some exhibits go at the end of your SA (word document) and others are included in the 5-year financials of your case (Excel document).

    • Exhibit 1, EFAS, included at the end of your SA
    • Exhibit 2, IFAS, included at the end of your SA
    • Exhibit 3, SFAS, included at the end of your SA
    • Exhibit 4, Ratio Analysis for the past 5 years, included in Excel 5-year financials.
    • Exhibit 5, Common-Size Income Statement for the past 5 years, included in Excel 5-year financials.

    Writing Instructions

    Level of detailed discussion and analysis: Your prose needs to be in sufficient detail to demonstrate your business knowledge, critical thinking, and critical analysis abilities. One-line statements do not show nor demonstrate satisfactory business knowledge. Bullets do not show nor demonstrate satisfactory business knowledge. Your writing needs to expand on each point in a paragraph where you discuss and analyze the important elements of that particular SA item. See Lecture Reading 4.6 in Module 4/Voluntary Readings for some examples of demonstrated critical thinking, critical analysis, good discussion/analysis for your paragraphs. Make your paragraphs good complete detailed discussion and analysis.. Not one-liners. Do not copy from the textbook.

    Formatting and Admin of the SA: Single space your SA with the appropriate line spacing between parts, sections, and paragraphs. Extra line spacing is a serious detractor. Follow the alphanumeric paragraph structure as in the texts SA and as shown in the SA Paragraphing Structure Template and the Expanded Paragraph View for sections VI, VII, and VIII document. Do not use bullets. Use font size 10-12. Use Portrait page mode for your SA text do not use Landscape page mode for your SA text. Use single space of 1.0 do not use 1.15, nor 1.5.

    Use the SA Writing Template in Course Resources.

    For Section I: Current Situation:

    1. For the paragraph on the Current Posture, discuss how the company is doing currently in terms of revenues, profits, market share, etc. This is a big picture look at how the company is doing.
    2. For the paragraph on Strategic Posture, state the current mission, talk about how the company is doing on its corporate, business, and functional objectives, talk about the companys strategy or a mix of strategies, and talk about the companys current policies. See page 32, Appendix 1. A for some good questions to evaluate and analyze in this paragraph.

    For Section II: Strategic Managers:

    1. For the paragraph on the Board of Directors (BOD), talk about who is on the BOD, how the BOD is organized, what are the important experience, knowledge, skills, background, and connections the BOD members bring, and what is their involvement and performance in the strategic management of the firm. See pages 32-33, Appendix I. A for some good questions to work on. Just listing the BOD members is not a good way to show your analytical abilities.
    2. For the paragraph on the Top Management, talk about who the top managers are, how they are organized, what are the important experience, knowledge, skills, background, and style the top managers have, and what is their involvement and performance in the strategic management of the firm. See page 33, Appendix 1. A for many good ideas to consider. Just listing some of the top managers is not a good way to show your analytical abilities.

    For Section III: External Environment:

    1. This paragraph covers the current status of the external environment facing the company. Dont talk about what the firm should or could do or might do in the future about these external factors. Keep focused on what is facing the company now in the external environment.
    2. Cover the many factors in the External Environment that you discovered as you analyzed and evaluated the case study. You need to discuss and analyze the 10 Strategic Factors from the EFAS (O1, O2, O3, O4, O5, T1, T2, T3, T4, T5) and any other external factors that are important to a good complete discussion about the external environment that your company is facing. Be sure to put in the EFAS SF tags (O1, O2, T1, T4, etc) at the sentence or paragraph where you discuss/analyze those most important 10 SF from the EFAS. Be sure to put in an O or a T when you discuss other factors of importance. This is your place to shine with your analytical abilities in your discussion and analysis of the factors facing your company. Do a good complete discussion and analysis.
    3. For the Task Environment, be sure to cover the 6 elements of Porters methodology of competitive forces. See pages 108-112 in the text.
    4. Your Summary in paragraph D should summarize the most important external strategic factors facing the company.

    For Section IV: Internal Environment:

    1. This paragraph covers the current status of the companys internal environment in three areas: Corporate Structure, Corporate Culture and Corporate Resources. Keep focused on the current internal status of the corporation, not what they should or should not do in the future. Remember, Corporate Structure is about how the corporation is organized, not about the BOD nor the Top Managers. Remember, Corporate Culture is about culture, not about HR programs or top management personnel.
    2. Cover the many factors in the Internal Environment that you discovered as you analyzed and evaluated the case study. You need to discuss and analyze the 10 Strategic Factors from the IFAS (S1, S2, S3, S4, S5, W1, W2, W3, W4, W5) and any other internal factors that are important to a good complete discussion about the internal environment of the firm. Be sure to put in the IFAS SF tags (S2, S5, W3, W4 etc) at the sentence or paragraph where you discuss/analyze those most important 10 SF from the IFAS. Be sure to put in a S or W when you discuss other factors of importance. This is your place to shine with your analytical abilities in your discussion and analysis of the factors facing your company. Do a good complete discussion and analysis.
    3. Be sure to identify your Core Competencies and your Distinctive Competencies.
    4. Be sure to demonstrate your financial analysis skills by discussing some of your financial ratios as part of the paragraph on the Finance function. Discussing income statement trends is fine, but does not replace your good complete discussion and analysis of the financial ratios of your company.
    5. Your Summary in paragraph D should summarize the most important internal strategic factors of the company.

    For Section V(SFAS): Analysis of Strategic Factors:

    1. In your Situational Analysis, discuss the 10 most important Strategic Factors that are contained in your SFAS. These are the most important strategic factors for the company. Divide them up into paragraphs on Strengths, Weaknesses, Opportunities, and Threats. Be sure to identify them with your SF tags from the SFAS (S2, W4, T3, O2, etc etc)
    2. In your Overall Situation of the Firm, provide an evaluation of the SFAS by answering the following questions: Could the strengths be used to take advantage of the opportunities mentioned in A? How?; Could the strengths be used to minimize the threats mentioned in A? How?; Does the firm needs a radical change to move forward? In what direction?

    How do you build the SFAS?

    The SFAS (Strategic Factors Analysis Summary) table is Exhibit 3 of your SA and supports Section V of your SA.

    Complete the SFAS as described on pages 171-173 in the textbook. Focus on identifying the 10 most important strategic factors. Be sure to keep your SWOT tags on each SF.

    Revise the weights to add to 1.0 and the ratings as needed.

    You must complete the Comments Column in the table. Repeat or revise your comments for each strategic factor from the previous EFAS and IFAS tables.

    Be sure to explain WHY it is a strategic factor; a quantified estimate of the potential impact (QPI) in the future of the SF; how you assigned the weight; and how you assigned the rating; and for Internal SF identify the Core Competencies (CC) and Distinctive Competencies (DC). Use the same quantitative analysis that you did for the EFAS and IFAS to estimate and quantify the potential impacts in the future; the impact on the firms future survival; and how well or how badly the firm is handling the SF right now.

    Use the SFAS Template provided

    Requirements:

  • Discussion – Decision Theory within Global Marketplace

    – I want original text, no plagiarism.

    – You can find the instructions in the file. Please read it carefully.

    – APA Style

    Thanks

    –

    Textbook:

    Luthans, F., & Doh, J. P. (2021) International management: Culture, strategy, and behavior (11th ed.) McGraw-Hill Education, New York, NY ISBN 978-1260260472

    Requirements: Read the file.