Tag: Business & Finance

  • [Solved] Module 3 Journal

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    Executive Solution Overview

    ## INT 220 Module Three Journal Guidelines and Rubric ### Overview This journal assignment explores the impact of governmental trade interventions on industries and businesses. By analyzing a specific example of economic intervention, you will examine the government’s reasons for implementing the po…

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    Assignment Prompt & Instructions

    ## INT 220 Module Three Journal Guidelines and Rubric
    ### Overview
    This journal assignment explores the impact of governmental trade interventions on industries and businesses. By analyzing a specific example of economic intervention, you will examine the government’s reasons for implementing the policy, identify affected parties, and summarize essential information that businesses need to adapt. This reflection will deepen your understanding of how trade regulations shape market dynamics and influence decision making for businesses.
    ### Directions
    Governments and political leaders often create economic incentives and restrictions that influence trade to protect or benefit their domestic markets. These interventions can have significant effects on specific industries and the businesses operating within them. In this journal assignment, you will analyze the impact of a specific governmental trade intervention.
    Specifically, you must address the following rubric criteria:
    – **Government Intervention:** Provide a clear example of a government economic trade intervention designed to influence, regulate, or control trade for a specific industry. Summarize the reasons behind the government’s actions, drawing from the module resources or other reliable sources.
    – **Impacted Parties:** Identify the parties and organizations affected by the intervention and explain the intervention’s impacts. Include an analysis of how the intervention influenced commodity prices, if applicable.
    – **Business Implications:** Summarize the key information that a business in the affected industry would need to understand to adapt to or mitigate the intervention’s effects. Include a rationale supported by data and product considerations.
    ### What to Submit
    Submit this assignment as a 2- to 3-paragraph Microsoft Word document with double spacing, 12-point Times New Roman font, and one-inch margins. Cite any sources used in APA format.
    ### Module Three Journal Rubric
    CriteriaExceeds Expectations (100%)Meets Expectations (85%)Partially Meets Expectations (55%)Does Not Meet Expectations (0%)Value **Government Intervention** Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative mannerProvides a clear example of a government economic trade intervention with adequate reasoning and supporting detailsProvides an example of government trade intervention with limited reasoning or minimal supporting detailsDoes not attempt criterion25 **Impacted Parties** Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative mannerIdentifies the parties and organizations affected by the intervention and explains the intervention’s impacts, including a basic analysis of how the intervention influenced commodity prices, with sufficient detailIdentifies some affected parties and organizations, but provides a minimal or unclear explanation of the intervention’s impacts; provides a limited analysis of commodity prices, if mentioned at allDoes not attempt criterion25 **Business Implications** Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative mannerSummarizes key information that a business in the affected industry would need to understand to adapt to or mitigate the intervention’s effects, including a rationale supported by data and product considerations, with sufficient claritySummarizes basic information a business might need to understand to address to adapt to or mitigate the intervention’s effects, but lacks sufficient detail or depth; the analysis may be limited, with errors or omissions in explaining key business strategiesDoes not attempt criterion25 **Clear Communication** Exceeds expectations with an intentional use of language that promotes a thorough understandingConsistently and effectively communicates in an organized way to a specific audienceShows progress toward meeting expectations, but communication is inconsistent or ineffective in a way that negatively impacts understandingShows no evidence of consistent, effective, or organized communication 15 **Citations and Attributions** Uses citations for ideas requiring attribution, with few or no minor errorsUses citations for ideas requiring attribution, with consistent minor errorsUses citations for ideas requiring attribution, with major errorsDoes not use citations for ideas requiring attribution10 **Total:** 100%

  • [Solved] Business & Finance Module 3 assignment

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    ## INT 220 Module Three Assignment Guidelines and Rubric ### Overview There are many factors that should be examined when considering a new international market. In this assignment, you will explore how a company can qualify or quantify economic factors of markets and how they can influence the proc…

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    Assignment Prompt & Instructions

    ## INT 220 Module Three Assignment Guidelines and Rubric
    ### Overview
    There are many factors that should be examined when considering a new international market. In this assignment, you will explore how a company can qualify or quantify economic factors of markets and how they can influence the process of selecting a new market for a product. As you complete this assignment, consider how the lessons learned and resources used can be applied to your course project.
    ### Directions
    You are an international trade consultant ranking the overall quality of various international markets for a product of your choosing. Select a product you would be interested in introducing to a new market, then complete the Module Three Assignment Template, which is linked in the What to Submit section below. Then rank your recommendations for a new market and justify your rankings using key economic and political data points. Examples of products include digital cameras, activity trackers, curtains, coffeemakers, and so on.
    Specifically, you must address the following rubric criteria:
    **Section One**
    – **Application of Data**: Describe your initial thoughts on how insights from the required data to be collected could help to inform business decisions. For example, consider what information each data point provides, whether some data points should be weighted more heavily than others in making a business decision, what ideal data points might look like for expansion into a new market for your product, the ways that different political systems may impact a decision, and so on.
    **Section Two**
    – **Political and Economic Data Collection**: Complete the table in the provided template by finding the appropriate information and data points for each identified category using course and external resources. Then explain the insight that each selected statistic provides for business professionals. Insight explanations can be completed using bullet points.
    **Section Three**
    – **Ranking and Rationale**: Rank the appropriateness of introducing your selected product into the three markets from “most appropriate” to “least appropriate,” based on the political and economic data you collected. Provide a rationale for why you ranked the markets the way you did on the basis of the data you gathered.
    ### What to Submit
    Submit the completed [Module Three Assignment Template](https://learn.snhu.edu/content/enforced/2079111-INT-220-13905.202586-1/Course%20Documents/INT%20220%20Module%20Three%20Assignment%20Template.docx?isCourseFile=true&ou=2079111). In Sections One and Three, use complete sentences. In Section Two, numbers are appropriate. Sources should be cited according to APA style.
    ### Module Three Assignment Rubric
    CriteriaExceeds ExpectationsMeets ExpectationsPartially Meets ExpectationsDoes Not Meet ExpectationsValue **Application of Data** Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner (100%)Describes initial thoughts on how insights from the required data to be collected could help inform business decisions (85%)Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include providing further description of how data insights could be used to inform business decisions (55%)Does not attempt criterion (0%)30 **Political and Economic Data Collection** N/ACompletes the table in the provided template by finding the appropriate information and data points for each identified category using course and external resources (100%)Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include use of external resources to find the appropriate information and data points for each identified category (75%)Does not attempt criterion (0%)15 **Ranking and Rationale** Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner (100%)Ranks the appropriateness of the three markets and provides a rationale explaining the rankings based on the data gathered and product being introduced (85%)Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include providing a further data-supported rationale to explain the selected rankings, especially regarding the most appropriate market (55%)Does not attempt criterion (0%)30 **Clear Communication** Exceeds expectations with an intentional use of language that promotes a thorough understanding (100%)Consistently and effectively communicates in an organized way to a specific audience (85%)Shows progress toward meeting expectations, but communication is inconsistent or ineffective in a way that negatively impacts understanding (55%)Shows no evidence of consistent, effective, or organized communication (0%)10 **Citations and Attributions** Uses citations for ideas requiring attribution, with few or no minor errors (100%)Uses citations for ideas requiring attribution, with consistent minor errors (85%)Uses citations for ideas requiring attribution, with major errors (55%)Does not use citations for ideas requiring attribution (0%)15 **Total:** 100%
    \
    INT220ModuleThreeAssignmentTemplate1.docx](https://www.sweetstudy.com/files/int220modulethreeassignmenttemplate1-docx-10449969 "INT220ModuleThreeAssignmentTemplate1.docx")

  • [Solved] Graduate diploma

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    Assignment 4 – Assement4part1.docx – Assessment4part2.docx **Assement4part1.docx** This file is too large to display. [View in new window](https://www.sweetstudy.com/files/assement4part1-docx) **Assessment4part2.docx** This file is too large to display. [View in new window](https://www.sweetstudy.co…

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    Assignment Prompt & Instructions

    Assignment 4

    – Assement4part1.docx
    – Assessment4part2.docx

    **Assement4part1.docx**

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    **Assessment4part2.docx**

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    **Assessment4part2.docx**

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  • [Solved] Graduate diploma management

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    Executive Solution Overview

    – ## Assessment7part2.docx – Assesment7part1.docx **## Assessment7part2.docx** ![A logo with text and a shield Description automatically generated](https://www.sweetstudy.com/questions/graduate-diploma-management)![A close up of a sign Description automatically generated](https://www.sweetstudy.com/…

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    Assignment Prompt & Instructions

    – ## Assessment7part2.docx

    – Assesment7part1.docx

    **## Assessment7part2.docx**

    ![A logo with text and a shield Description automatically generated](https://www.sweetstudy.com/questions/graduate-diploma-management)![A close up of a sign Description automatically generated](https://www.sweetstudy.com/questions/graduate-diploma-management)

    **STUDENT VERSION**

    **LEAD STRATEGIC TRANSFORMATION**

    **BSBLDR811**

    **PROJECT PORTFOLIO**

    ![A logo with text and a shield Description automatically generated](https://www.sweetstudy.com/questions/graduate-diploma-management)

    | | |
    | — | — |
    | Student name: | |
    | Assessor: | |
    | Date: | |
    | Business this assessment is based on: | |
    | Documents reviewed: | |

    | | |
    | — | — |
    | ![](https://www.sweetstudy.com/questions/graduate-diploma-management) | Section 1: Preparation |

    | | | |
    | — | — | — |
    | Provide an overview of the current situation facing the business including: <br>The organisational mission, purpose and values<br>Analysis of the company’s organisational objectives and identification of strategic changes needs<br>A review of any current policies, procedures and practices against strategic objectives and a summary of potential changes<br>Key stakeholders involved and affected by the change | |
    | Outline any legislation, regulations and code of practice that applies to business strategic change and how you will apply this.<br>_(Note, if using the case study, conduct research and use federal and state specific information relevant to your own state/territory that must be applied)._ | |
    | Research<br>_Conduct research to identify environmental risks or impacts to the business or any other considerations you feel necessary._ | |
    | _Outline the sources of information you identified about best practice change management strategies, as well as an overview of best practice change management strategies you will use._<br>_Summarise each source of information and briefly outline how it has assisted in identifying major change requirements and opportunities_ | |
    | Major change requirements<br>_Identify and document major operational change requirements based on the business and your research and analysis to date. Formulate ideas and opportunities and outline strategies to achieve goals and how these could be implemented._ | |
    | Prioritisation of change requirements<br>_Outline your recommended priorities for each of the change requirements, including your reasoning._ | |
    | Financial implications <br>Summarise the financial implications – financial costs of changes and also cost reduction strategies that could be utilised. <br>Outline the benefits of this. | |
    | Risks | |
    | Communication channels <br>_Establish channels for personnel affected by the changes to communicate with management. How will this be done and how often?_ | |
    | As the change agent responsible for the change, what are your personal responsibilities in relation to this strategic change are and how will your behaviour impacts others? | |
    | Efficacy<br>Describe how you see yourself in terms of personal efficacy. <br>Give an example where you have been effective in producing positive change in others. | |
    | Competence<br>Describe your interpersonal competence. <br>Give at least on example where you have demonstrated competence in helping others | |
    | Empathy<br>Give at least one example of how you have demonstrated empathy in the following:<br>personal communication<br>relationships <br>day to day leadership role | |
    | Diversity<br>Evaluate your ability to build confidence and respect with diverse groups of individuals. <br>Comment on your ability to lead in a manner that is inclusive and respectful of the differences between people. | |
    | What are two personal weaknesses when it comes to change and what strategies do you use to regulate emotions/behaviour during times of change or disruption? | |
    | _![](https://www.sweetstudy.com/questions/graduate-diploma-management)_ Attach: | Organisational documentation reviewed including Change Management Policy | ☐ |

    | | |
    | — | — |
    | ![](https://www.sweetstudy.com/questions/graduate-diploma-management) | Section 2: Leading strategic change |

    | | |
    | — | — |
    | **Stakeholder 1** |
    | Who is this person and what stakeholder group do they form part of? | |
    | List of questions to ask this person. | |
    | _Complete this after the meeting_<br>How confident are you in this person’s ability to not only handle the change but to contribute positively to the organisation’s change management processes?<br>Provide reasons | |

    | | |
    | — | — |
    | **Stakeholder 2** |
    | Who is this person and what stakeholder group do they form part of? | |
    | List of questions to ask this person. | |
    | _Complete this after the meeting_<br>How confident are you in this person’s ability to not only handle the change but to contribute positively to the organisation’s change management processes?<br>Provide reasons | |

    | | |
    | — | — |
    | **Stakeholder 3** |
    | Who is this person and what stakeholder group do they form part of? | |
    | List of questions to ask this person. | |
    | _Complete this after the meeting_<br>How confident are you in this person’s ability to not only handle the change but to contribute positively to the organisation’s change management processes?<br>Provide reasons | |

    | | | |
    | — | — | — |
    | _![](https://www.sweetstudy.com/questions/graduate-diploma-management)_ Attach: | Written internal stakeholder communication | ☐ |
    | | Written external stakeholder communication | ☐ |
    | | Change management plan | ☐ |
    | | Communication and education plan | ☐ |
    | | Video footage of 3 x stakeholder engagement sessions (if not observed by the assessor) | ☐ |

    | | |
    | — | — |
    | ![](https://www.sweetstudy.com/questions/graduate-diploma-management) | Section 3: Review |

    | | | |
    | — | — | — |
    | Summarise the feedback received that relates to management | |
    | How can the feedback you have received help you to improve your leadership style and communication?<br>_Provide specific examples_ | |
    | What is one area that you feel you would benefit the most from improving. | |
    | Source two professional development activities that could assist with this identified area/s<br>_Provide supporting reasons for your choice_ | |
    | Describe what you intend to do over the next few years for your own personal development. | |
    | Describe what you intend to do over the next few years to develop your personal leadership style | |
    | _![](https://www.sweetstudy.com/questions/graduate-diploma-management)_ Attach: | Request for feedback | ☐ |
    | | Change Management Review | ☐ |
    | | Updated Communication and Education Plan | ☐ |
    | | Developed written communication about change of process | ☐ |

    Page
    **1** of
    **6**

    **Alice Springs College of Australia Pty Ltd T/A Alice Springs College of Australia**

    **ABN:** 52 640 959 128 |
    **RTO Code:** 45855 |
    **CRICOS Code:** 04021G I
    **T:** (08) 8952 3221 I
    **Version** 1.1

    **Address:** Level 15, 7 Deane Street, Burwood, NSW 2134 |
    **E:** info@asca.edu.au |
    **web:** www.asca.edu.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    **image3.png**

    **image4.png**

    **image5.svg**

    **image1.png**

    **image2.png**

    **Assesment7part1.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/assesment7part1-docx)

    **Assesment7part1.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/assesment7part1-docx)

    **## Assessment7part2.docx**

    ![A logo with text and a shield Description automatically generated](https://www.sweetstudy.com/questions/graduate-diploma-management)![A close up of a sign Description automatically generated](https://www.sweetstudy.com/questions/graduate-diploma-management)

    **STUDENT VERSION**

    **LEAD STRATEGIC TRANSFORMATION**

    **BSBLDR811**

    **PROJECT PORTFOLIO**

    ![A logo with text and a shield Description automatically generated](https://www.sweetstudy.com/questions/graduate-diploma-management)

    | | |
    | — | — |
    | Student name: | |
    | Assessor: | |
    | Date: | |
    | Business this assessment is based on: | |
    | Documents reviewed: | |

    | | |
    | — | — |
    | ![](https://www.sweetstudy.com/questions/graduate-diploma-management) | Section 1: Preparation |

    | | | |
    | — | — | — |
    | Provide an overview of the current situation facing the business including: <br>The organisational mission, purpose and values<br>Analysis of the company’s organisational objectives and identification of strategic changes needs<br>A review of any current policies, procedures and practices against strategic objectives and a summary of potential changes<br>Key stakeholders involved and affected by the change | |
    | Outline any legislation, regulations and code of practice that applies to business strategic change and how you will apply this.<br>_(Note, if using the case study, conduct research and use federal and state specific information relevant to your own state/territory that must be applied)._ | |
    | Research<br>_Conduct research to identify environmental risks or impacts to the business or any other considerations you feel necessary._ | |
    | _Outline the sources of information you identified about best practice change management strategies, as well as an overview of best practice change management strategies you will use._<br>_Summarise each source of information and briefly outline how it has assisted in identifying major change requirements and opportunities_ | |
    | Major change requirements<br>_Identify and document major operational change requirements based on the business and your research and analysis to date. Formulate ideas and opportunities and outline strategies to achieve goals and how these could be implemented._ | |
    | Prioritisation of change requirements<br>_Outline your recommended priorities for each of the change requirements, including your reasoning._ | |
    | Financial implications <br>Summarise the financial implications – financial costs of changes and also cost reduction strategies that could be utilised. <br>Outline the benefits of this. | |
    | Risks | |
    | Communication channels <br>_Establish channels for personnel affected by the changes to communicate with management. How will this be done and how often?_ | |
    | As the change agent responsible for the change, what are your personal responsibilities in relation to this strategic change are and how will your behaviour impacts others? | |
    | Efficacy<br>Describe how you see yourself in terms of personal efficacy. <br>Give an example where you have been effective in producing positive change in others. | |
    | Competence<br>Describe your interpersonal competence. <br>Give at least on example where you have demonstrated competence in helping others | |
    | Empathy<br>Give at least one example of how you have demonstrated empathy in the following:<br>personal communication<br>relationships <br>day to day leadership role | |
    | Diversity<br>Evaluate your ability to build confidence and respect with diverse groups of individuals. <br>Comment on your ability to lead in a manner that is inclusive and respectful of the differences between people. | |
    | What are two personal weaknesses when it comes to change and what strategies do you use to regulate emotions/behaviour during times of change or disruption? | |
    | _![](https://www.sweetstudy.com/questions/graduate-diploma-management)_ Attach: | Organisational documentation reviewed including Change Management Policy | ☐ |

    | | |
    | — | — |
    | ![](https://www.sweetstudy.com/questions/graduate-diploma-management) | Section 2: Leading strategic change |

    | | |
    | — | — |
    | **Stakeholder 1** |
    | Who is this person and what stakeholder group do they form part of? | |
    | List of questions to ask this person. | |
    | _Complete this after the meeting_<br>How confident are you in this person’s ability to not only handle the change but to contribute positively to the organisation’s change management processes?<br>Provide reasons | |

    | | |
    | — | — |
    | **Stakeholder 2** |
    | Who is this person and what stakeholder group do they form part of? | |
    | List of questions to ask this person. | |
    | _Complete this after the meeting_<br>How confident are you in this person’s ability to not only handle the change but to contribute positively to the organisation’s change management processes?<br>Provide reasons | |

    | | |
    | — | — |
    | **Stakeholder 3** |
    | Who is this person and what stakeholder group do they form part of? | |
    | List of questions to ask this person. | |
    | _Complete this after the meeting_<br>How confident are you in this person’s ability to not only handle the change but to contribute positively to the organisation’s change management processes?<br>Provide reasons | |

    | | | |
    | — | — | — |
    | _![](https://www.sweetstudy.com/questions/graduate-diploma-management)_ Attach: | Written internal stakeholder communication | ☐ |
    | | Written external stakeholder communication | ☐ |
    | | Change management plan | ☐ |
    | | Communication and education plan | ☐ |
    | | Video footage of 3 x stakeholder engagement sessions (if not observed by the assessor) | ☐ |

    | | |
    | — | — |
    | ![](https://www.sweetstudy.com/questions/graduate-diploma-management) | Section 3: Review |

    | | | |
    | — | — | — |
    | Summarise the feedback received that relates to management | |
    | How can the feedback you have received help you to improve your leadership style and communication?<br>_Provide specific examples_ | |
    | What is one area that you feel you would benefit the most from improving. | |
    | Source two professional development activities that could assist with this identified area/s<br>_Provide supporting reasons for your choice_ | |
    | Describe what you intend to do over the next few years for your own personal development. | |
    | Describe what you intend to do over the next few years to develop your personal leadership style | |
    | _![](https://www.sweetstudy.com/questions/graduate-diploma-management)_ Attach: | Request for feedback | ☐ |
    | | Change Management Review | ☐ |
    | | Updated Communication and Education Plan | ☐ |
    | | Developed written communication about change of process | ☐ |

    Page
    **1** of
    **6**

    **Alice Springs College of Australia Pty Ltd T/A Alice Springs College of Australia**

    **ABN:** 52 640 959 128 |
    **RTO Code:** 45855 |
    **CRICOS Code:** 04021G I
    **T:** (08) 8952 3221 I
    **Version** 1.1

    **Address:** Level 15, 7 Deane Street, Burwood, NSW 2134 |
    **E:** info@asca.edu.au |
    **web:** www.asca.edu.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    **image3.png**

    **image4.png**

    **image5.svg**

    **image1.png**

    **image2.png**

    **Assesment7part1.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/assesment7part1-docx)

    **## Assessment7part2.docx**

    ![A logo with text and a shield Description automatically generated](https://www.sweetstudy.com/questions/graduate-diploma-management)![A close up of a sign Description automatically generated](https://www.sweetstudy.com/questions/graduate-diploma-management)

    **STUDENT VERSION**

    **LEAD STRATEGIC TRANSFORMATION**

    **BSBLDR811**

    **PROJECT PORTFOLIO**

    ![A logo with text and a shield Description automatically generated](https://www.sweetstudy.com/questions/graduate-diploma-management)

    | | |
    | — | — |
    | Student name: | |
    | Assessor: | |
    | Date: | |
    | Business this assessment is based on: | |
    | Documents reviewed: | |

    | | |
    | — | — |
    | ![](https://www.sweetstudy.com/questions/graduate-diploma-management) | Section 1: Preparation |

    | | | |
    | — | — | — |
    | Provide an overview of the current situation facing the business including: <br>The organisational mission, purpose and values<br>Analysis of the company’s organisational objectives and identification of strategic changes needs<br>A review of any current policies, procedures and practices against strategic objectives and a summary of potential changes<br>Key stakeholders involved and affected by the change | |
    | Outline any legislation, regulations and code of practice that applies to business strategic change and how you will apply this.<br>_(Note, if using the case study, conduct research and use federal and state specific information relevant to your own state/territory that must be applied)._ | |
    | Research<br>_Conduct research to identify environmental risks or impacts to the business or any other considerations you feel necessary._ | |
    | _Outline the sources of information you identified about best practice change management strategies, as well as an overview of best practice change management strategies you will use._<br>_Summarise each source of information and briefly outline how it has assisted in identifying major change requirements and opportunities_ | |
    | Major change requirements<br>_Identify and document major operational change requirements based on the business and your research and analysis to date. Formulate ideas and opportunities and outline strategies to achieve goals and how these could be implemented._ | |
    | Prioritisation of change requirements<br>_Outline your recommended priorities for each of the change requirements, including your reasoning._ | |
    | Financial implications <br>Summarise the financial implications – financial costs of changes and also cost reduction strategies that could be utilised. <br>Outline the benefits of this. | |
    | Risks | |
    | Communication channels <br>_Establish channels for personnel affected by the changes to communicate with management. How will this be done and how often?_ | |
    | As the change agent responsible for the change, what are your personal responsibilities in relation to this strategic change are and how will your behaviour impacts others? | |
    | Efficacy<br>Describe how you see yourself in terms of personal efficacy. <br>Give an example where you have been effective in producing positive change in others. | |
    | Competence<br>Describe your interpersonal competence. <br>Give at least on example where you have demonstrated competence in helping others | |
    | Empathy<br>Give at least one example of how you have demonstrated empathy in the following:<br>personal communication<br>relationships <br>day to day leadership role | |
    | Diversity<br>Evaluate your ability to build confidence and respect with diverse groups of individuals. <br>Comment on your ability to lead in a manner that is inclusive and respectful of the differences between people. | |
    | What are two personal weaknesses when it comes to change and what strategies do you use to regulate emotions/behaviour during times of change or disruption? | |
    | _![](https://www.sweetstudy.com/questions/graduate-diploma-management)_ Attach: | Organisational documentation reviewed including Change Management Policy | ☐ |

    | | |
    | — | — |
    | ![](https://www.sweetstudy.com/questions/graduate-diploma-management) | Section 2: Leading strategic change |

    | | |
    | — | — |
    | **Stakeholder 1** |
    | Who is this person and what stakeholder group do they form part of? | |
    | List of questions to ask this person. | |
    | _Complete this after the meeting_<br>How confident are you in this person’s ability to not only handle the change but to contribute positively to the organisation’s change management processes?<br>Provide reasons | |

    | | |
    | — | — |
    | **Stakeholder 2** |
    | Who is this person and what stakeholder group do they form part of? | |
    | List of questions to ask this person. | |
    | _Complete this after the meeting_<br>How confident are you in this person’s ability to not only handle the change but to contribute positively to the organisation’s change management processes?<br>Provide reasons | |

    | | |
    | — | — |
    | **Stakeholder 3** |
    | Who is this person and what stakeholder group do they form part of? | |
    | List of questions to ask this person. | |
    | _Complete this after the meeting_<br>How confident are you in this person’s ability to not only handle the change but to contribute positively to the organisation’s change management processes?<br>Provide reasons | |

    | | | |
    | — | — | — |
    | _![](https://www.sweetstudy.com/questions/graduate-diploma-management)_ Attach: | Written internal stakeholder communication | ☐ |
    | | Written external stakeholder communication | ☐ |
    | | Change management plan | ☐ |
    | | Communication and education plan | ☐ |
    | | Video footage of 3 x stakeholder engagement sessions (if not observed by the assessor) | ☐ |

    | | |
    | — | — |
    | ![](https://www.sweetstudy.com/questions/graduate-diploma-management) | Section 3: Review |

    | | | |
    | — | — | — |
    | Summarise the feedback received that relates to management | |
    | How can the feedback you have received help you to improve your leadership style and communication?<br>_Provide specific examples_ | |
    | What is one area that you feel you would benefit the most from improving. | |
    | Source two professional development activities that could assist with this identified area/s<br>_Provide supporting reasons for your choice_ | |
    | Describe what you intend to do over the next few years for your own personal development. | |
    | Describe what you intend to do over the next few years to develop your personal leadership style | |
    | _![](https://www.sweetstudy.com/questions/graduate-diploma-management)_ Attach: | Request for feedback | ☐ |
    | | Change Management Review | ☐ |
    | | Updated Communication and Education Plan | ☐ |
    | | Developed written communication about change of process | ☐ |

    Page
    **1** of
    **6**

    **Alice Springs College of Australia Pty Ltd T/A Alice Springs College of Australia**

    **ABN:** 52 640 959 128 |
    **RTO Code:** 45855 |
    **CRICOS Code:** 04021G I
    **T:** (08) 8952 3221 I
    **Version** 1.1

    **Address:** Level 15, 7 Deane Street, Burwood, NSW 2134 |
    **E:** info@asca.edu.au |
    **web:** www.asca.edu.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    **image3.png**

    **image4.png**

    **image5.svg**

    **image1.png**

    **image2.png**

    **Assesment7part1.docx**

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  • [Solved] Graduate diploma in management

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – ## LastassgnPart2.docx – Lastasstpart1.docx **## LastassgnPart2.docx** ![](https://www.sweetstudy.com/questions/graduate-diploma-in-management)![A close up of a sign Description automatically generated](https://www.sweetstudy.com/questions/graduate-diploma-in-management) **TAELED803** **IMPLEMENT …

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    – Lastasstpart1.docx

    **## LastassgnPart2.docx**

    ![](https://www.sweetstudy.com/questions/graduate-diploma-in-management)![A close up of a sign Description automatically generated](https://www.sweetstudy.com/questions/graduate-diploma-in-management)

    **TAELED803**

    **IMPLEMENT IMPROVED LEARNING PRACTICE**

    **PROJECT PORTFOLIO**

    ![A logo with text and a shield Description automatically generated](https://www.sweetstudy.com/questions/graduate-diploma-in-management)

    | | |
    | — | — |
    | Student name: | |
    | Assessor: | |
    | Date: | |
    | Organisation you are basing this project on: | |
    | Relevant qualification, skill set or unit: | |

    | | |
    | — | — |
    | ![](https://www.sweetstudy.com/questions/graduate-diploma-in-management) | Section 1: Evaluation and planning |

    | | | |
    | — | — | — |
    | Describe the organisation and the course you are basing this project on. | |
    | Describe the cohort of learners you are basing this project on. | |
    | Provide an overview of current training and assessment practices.<br>_What learning materials are being used?_<br>_What training techniques are being used?_<br>_What assessment methods are being used?_<br>_What other resources and equipment are being used?_<br>_How is technology currently being used?_<br>_You will need to attach the current Training and Assessment Strategy (TAS) as part of your evidence._ | |
    | How are you going to conduct observations and an analysis of your learner cohort?<br>This must include:<br>_Their interests, abilities, relationships and any contextual needs._<br>_Their unique learner styles and how appropriate the current learning methods are for them._<br>_This will involve data collection and building learner profiles._<br>_Attach your evidence once you have completed your observations and evaluations._ | |
    | Evaluation of advances in learning practices <br>_What advances in practice have you researched?_<br>_How do these advances specifically apply to the course you are basing this project on?_<br>_How these are being implemented by other organisations._<br>_List your sources._ | |
    | Evaluation of technology<br>_What is the role of technology in this industry area?_<br>_What is the impact of new technologies on learners and training techniques and how this could be incorporated into your learning environment?_ | |
    | Provide an evaluation for how new learning practices can be introduced for your chosen course and cohort in a way that will ensure learning practice still reflects the qualification requirements.<br>What are the requirements that must be met and how can you ensure this when introducing changes? | |
    | Why should changes be incorporated? <br>When was the strategy last reviewed and why is there a need to review and challenge existing practices? | |
    | Planning<br>_Summarise the changes you are going to make to learning practice for the current course along with your reasons why you have chosen to this._<br>_Include details of how you have considered:_<br>_Learner styles, needs and preferences_<br>_Technology_<br>_Advances in contemporary practice_<br>_Qualification requirements._<br>_Make a copy of the TAS and work your changes into the copy._<br>_Attach as evidence._ | |
    | _![](https://www.sweetstudy.com/questions/graduate-diploma-in-management)_ Attach: | Current Training and Assessment Strategy (TAS) | ☐ |
    | | Evidence of observations and data collection – analysis of learners and their needs (videos, surveys, learner profiles you have developed etc.) | ☐ |
    | | Revised Training and Assessment Strategy (TAS) | ☐ |

    | | |
    | — | — |
    | ![](https://www.sweetstudy.com/questions/graduate-diploma-in-management) | Section 2: Testing and advocating |

    | | | |
    | — | — | — |
    | Testing approaches used<br>_Outline how you tested changes to learning practice based on your planning in Section 1._<br>_Include details of testing and trials that took place, participants, timeframes, successes and failures._<br>_Attach evidence of testing conducted (videos, documentation, modified resources etc.)_ | |
    | Discuss the resources you used during this phase.<br>_How did you source them and how did you ensure they were available?_ | |
    | Results<br>_Summarise the results of your testing and what you’ve learned._<br>_How was the learning improved? What were the comments of the trial participants?_<br>_Attach evidence (surveys / feedback forms / data collection)_ | |
    | _Advocacy_<br>_Outline how you advocated for improved learning practice and acted as a mentor to your colleagues._<br>_How did you share your knowledge and experience with others to develop improved practice?_<br>_Attach evidence._ | |
    | _![](https://www.sweetstudy.com/questions/graduate-diploma-in-management)_ Attach: | Evidence of testing (videos, documentation, modified resources etc.) | ☐ |
    | | Evidence of results (surveys/data/graphs/feedback) | ☐ |
    | | Evidence of advocacy and mentoring (article, blog, vlog, video, presentation etc). | ☐ |

    Page
    **1** of
    **6**

    **Alice Springs College of Australia Pty Ltd T/A Alice Springs College of Australia**

    **ABN:** 52 640 959 128 |
    **RTO Code:** 45855 |
    **CRICOS Code:** 04021G I
    **T:** (08) 8952 3221 I
    **Version** 1.1

    **Address:** Level 15, 7 Deane Street, Burwood, NSW 2134 |
    **E:** info@asca.edu.au |
    **web:** www.asca.edu.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    **image3.png**

    **image4.png**

    **image5.svg**

    **image1.png**

    **image2.png**

    **Lastasstpart1.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/lastasstpart1-docx)

    **Lastasstpart1.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/lastasstpart1-docx)

    **## LastassgnPart2.docx**

    ![](https://www.sweetstudy.com/questions/graduate-diploma-in-management)![A close up of a sign Description automatically generated](https://www.sweetstudy.com/questions/graduate-diploma-in-management)

    **TAELED803**

    **IMPLEMENT IMPROVED LEARNING PRACTICE**

    **PROJECT PORTFOLIO**

    ![A logo with text and a shield Description automatically generated](https://www.sweetstudy.com/questions/graduate-diploma-in-management)

    | | |
    | — | — |
    | Student name: | |
    | Assessor: | |
    | Date: | |
    | Organisation you are basing this project on: | |
    | Relevant qualification, skill set or unit: | |

    | | |
    | — | — |
    | ![](https://www.sweetstudy.com/questions/graduate-diploma-in-management) | Section 1: Evaluation and planning |

    | | | |
    | — | — | — |
    | Describe the organisation and the course you are basing this project on. | |
    | Describe the cohort of learners you are basing this project on. | |
    | Provide an overview of current training and assessment practices.<br>_What learning materials are being used?_<br>_What training techniques are being used?_<br>_What assessment methods are being used?_<br>_What other resources and equipment are being used?_<br>_How is technology currently being used?_<br>_You will need to attach the current Training and Assessment Strategy (TAS) as part of your evidence._ | |
    | How are you going to conduct observations and an analysis of your learner cohort?<br>This must include:<br>_Their interests, abilities, relationships and any contextual needs._<br>_Their unique learner styles and how appropriate the current learning methods are for them._<br>_This will involve data collection and building learner profiles._<br>_Attach your evidence once you have completed your observations and evaluations._ | |
    | Evaluation of advances in learning practices <br>_What advances in practice have you researched?_<br>_How do these advances specifically apply to the course you are basing this project on?_<br>_How these are being implemented by other organisations._<br>_List your sources._ | |
    | Evaluation of technology<br>_What is the role of technology in this industry area?_<br>_What is the impact of new technologies on learners and training techniques and how this could be incorporated into your learning environment?_ | |
    | Provide an evaluation for how new learning practices can be introduced for your chosen course and cohort in a way that will ensure learning practice still reflects the qualification requirements.<br>What are the requirements that must be met and how can you ensure this when introducing changes? | |
    | Why should changes be incorporated? <br>When was the strategy last reviewed and why is there a need to review and challenge existing practices? | |
    | Planning<br>_Summarise the changes you are going to make to learning practice for the current course along with your reasons why you have chosen to this._<br>_Include details of how you have considered:_<br>_Learner styles, needs and preferences_<br>_Technology_<br>_Advances in contemporary practice_<br>_Qualification requirements._<br>_Make a copy of the TAS and work your changes into the copy._<br>_Attach as evidence._ | |
    | _![](https://www.sweetstudy.com/questions/graduate-diploma-in-management)_ Attach: | Current Training and Assessment Strategy (TAS) | ☐ |
    | | Evidence of observations and data collection – analysis of learners and their needs (videos, surveys, learner profiles you have developed etc.) | ☐ |
    | | Revised Training and Assessment Strategy (TAS) | ☐ |

    | | |
    | — | — |
    | ![](https://www.sweetstudy.com/questions/graduate-diploma-in-management) | Section 2: Testing and advocating |

    | | | |
    | — | — | — |
    | Testing approaches used<br>_Outline how you tested changes to learning practice based on your planning in Section 1._<br>_Include details of testing and trials that took place, participants, timeframes, successes and failures._<br>_Attach evidence of testing conducted (videos, documentation, modified resources etc.)_ | |
    | Discuss the resources you used during this phase.<br>_How did you source them and how did you ensure they were available?_ | |
    | Results<br>_Summarise the results of your testing and what you’ve learned._<br>_How was the learning improved? What were the comments of the trial participants?_<br>_Attach evidence (surveys / feedback forms / data collection)_ | |
    | _Advocacy_<br>_Outline how you advocated for improved learning practice and acted as a mentor to your colleagues._<br>_How did you share your knowledge and experience with others to develop improved practice?_<br>_Attach evidence._ | |
    | _![](https://www.sweetstudy.com/questions/graduate-diploma-in-management)_ Attach: | Evidence of testing (videos, documentation, modified resources etc.) | ☐ |
    | | Evidence of results (surveys/data/graphs/feedback) | ☐ |
    | | Evidence of advocacy and mentoring (article, blog, vlog, video, presentation etc). | ☐ |

    Page
    **1** of
    **6**

    **Alice Springs College of Australia Pty Ltd T/A Alice Springs College of Australia**

    **ABN:** 52 640 959 128 |
    **RTO Code:** 45855 |
    **CRICOS Code:** 04021G I
    **T:** (08) 8952 3221 I
    **Version** 1.1

    **Address:** Level 15, 7 Deane Street, Burwood, NSW 2134 |
    **E:** info@asca.edu.au |
    **web:** www.asca.edu.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    **image3.png**

    **image4.png**

    **image5.svg**

    **image1.png**

    **image2.png**

    **Lastasstpart1.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/lastasstpart1-docx)

    **## LastassgnPart2.docx**

    ![](https://www.sweetstudy.com/questions/graduate-diploma-in-management)![A close up of a sign Description automatically generated](https://www.sweetstudy.com/questions/graduate-diploma-in-management)

    **TAELED803**

    **IMPLEMENT IMPROVED LEARNING PRACTICE**

    **PROJECT PORTFOLIO**

    ![A logo with text and a shield Description automatically generated](https://www.sweetstudy.com/questions/graduate-diploma-in-management)

    | | |
    | — | — |
    | Student name: | |
    | Assessor: | |
    | Date: | |
    | Organisation you are basing this project on: | |
    | Relevant qualification, skill set or unit: | |

    | | |
    | — | — |
    | ![](https://www.sweetstudy.com/questions/graduate-diploma-in-management) | Section 1: Evaluation and planning |

    | | | |
    | — | — | — |
    | Describe the organisation and the course you are basing this project on. | |
    | Describe the cohort of learners you are basing this project on. | |
    | Provide an overview of current training and assessment practices.<br>_What learning materials are being used?_<br>_What training techniques are being used?_<br>_What assessment methods are being used?_<br>_What other resources and equipment are being used?_<br>_How is technology currently being used?_<br>_You will need to attach the current Training and Assessment Strategy (TAS) as part of your evidence._ | |
    | How are you going to conduct observations and an analysis of your learner cohort?<br>This must include:<br>_Their interests, abilities, relationships and any contextual needs._<br>_Their unique learner styles and how appropriate the current learning methods are for them._<br>_This will involve data collection and building learner profiles._<br>_Attach your evidence once you have completed your observations and evaluations._ | |
    | Evaluation of advances in learning practices <br>_What advances in practice have you researched?_<br>_How do these advances specifically apply to the course you are basing this project on?_<br>_How these are being implemented by other organisations._<br>_List your sources._ | |
    | Evaluation of technology<br>_What is the role of technology in this industry area?_<br>_What is the impact of new technologies on learners and training techniques and how this could be incorporated into your learning environment?_ | |
    | Provide an evaluation for how new learning practices can be introduced for your chosen course and cohort in a way that will ensure learning practice still reflects the qualification requirements.<br>What are the requirements that must be met and how can you ensure this when introducing changes? | |
    | Why should changes be incorporated? <br>When was the strategy last reviewed and why is there a need to review and challenge existing practices? | |
    | Planning<br>_Summarise the changes you are going to make to learning practice for the current course along with your reasons why you have chosen to this._<br>_Include details of how you have considered:_<br>_Learner styles, needs and preferences_<br>_Technology_<br>_Advances in contemporary practice_<br>_Qualification requirements._<br>_Make a copy of the TAS and work your changes into the copy._<br>_Attach as evidence._ | |
    | _![](https://www.sweetstudy.com/questions/graduate-diploma-in-management)_ Attach: | Current Training and Assessment Strategy (TAS) | ☐ |
    | | Evidence of observations and data collection – analysis of learners and their needs (videos, surveys, learner profiles you have developed etc.) | ☐ |
    | | Revised Training and Assessment Strategy (TAS) | ☐ |

    | | |
    | — | — |
    | ![](https://www.sweetstudy.com/questions/graduate-diploma-in-management) | Section 2: Testing and advocating |

    | | | |
    | — | — | — |
    | Testing approaches used<br>_Outline how you tested changes to learning practice based on your planning in Section 1._<br>_Include details of testing and trials that took place, participants, timeframes, successes and failures._<br>_Attach evidence of testing conducted (videos, documentation, modified resources etc.)_ | |
    | Discuss the resources you used during this phase.<br>_How did you source them and how did you ensure they were available?_ | |
    | Results<br>_Summarise the results of your testing and what you’ve learned._<br>_How was the learning improved? What were the comments of the trial participants?_<br>_Attach evidence (surveys / feedback forms / data collection)_ | |
    | _Advocacy_<br>_Outline how you advocated for improved learning practice and acted as a mentor to your colleagues._<br>_How did you share your knowledge and experience with others to develop improved practice?_<br>_Attach evidence._ | |
    | _![](https://www.sweetstudy.com/questions/graduate-diploma-in-management)_ Attach: | Evidence of testing (videos, documentation, modified resources etc.) | ☐ |
    | | Evidence of results (surveys/data/graphs/feedback) | ☐ |
    | | Evidence of advocacy and mentoring (article, blog, vlog, video, presentation etc). | ☐ |

    Page
    **1** of
    **6**

    **Alice Springs College of Australia Pty Ltd T/A Alice Springs College of Australia**

    **ABN:** 52 640 959 128 |
    **RTO Code:** 45855 |
    **CRICOS Code:** 04021G I
    **T:** (08) 8952 3221 I
    **Version** 1.1

    **Address:** Level 15, 7 Deane Street, Burwood, NSW 2134 |
    **E:** info@asca.edu.au |
    **web:** www.asca.edu.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    Address: 12 Glass court, Alice Springs, NT 0870 |
    **T:** 0423507231|
    **E :** alicespringcollege.au@gmail.com | w: www.alicespringcollegeNT.com.au

    **image3.png**

    **image4.png**

    **image5.svg**

    **image1.png**

    **image2.png**

    **Lastasstpart1.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/lastasstpart1-docx)

    – 1
    – 2

  • [Solved] short discussion

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    short discussion post with 250 words. will provide more detail when bid accepted

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    short discussion post with 250 words.
    will provide more detail when bid accepted

  • [Solved] Business Finance – Management Week 1 Assignment- Managerial Finance

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    Executive Solution Overview

    **Financial Management Decision Making- Part 1** Module 1 Assignment Overview In this module, you will complete an Assignment that is divided across and submitted over the course of 3 weeks. This week, you will complete and submit Part 1 of the Company Profile. You will complete and submit Part 2 of…

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    **Financial Management Decision Making- Part 1**
    Module 1 Assignment Overview
    In this module, you will complete an Assignment that is divided across and submitted over the course of 3 weeks. This week, you will complete and submit Part 1 of the Company Profile. You will complete and submit Part 2 of the Profile in Week 2 and will complete and submit Part 3 of the Company Profile, as well as your recommendations to the mutual fund’s managers, in Week 4.
    You have been hired by a mutual fund as a management consultant to evaluate a publicly held company that the fund is considering adding to its holdings. Specifically, you will appraise the company’s work environment/organizational culture, financial stability, domestic and international financial growth opportunities, ethical practices, diversity/composition of its board of directors, corporate social responsibility practices, and evidence-based decision-making practices. Based on your evaluation, you will develop an 8- to 10-page report (in total throughout Weeks 1–4) for the managers of the mutual fund that will include your recommendations as to whether this company aligns with the mutual fund’s investment philosophy, which emphasizes companies that are recognized for their practices related to ethics, social responsibility, and global expansion.
    In your report, be sure to include relevant citations from the Learning Resources, the Walden Library, and/or other appropriate academic sources to support your work.
    **To prepare for this Assignment:**
    – Download Module 1 Assignment Template. **Note:** Be sure to keep a copy of your completed Assignment this week, as you will be adding to the same file for your Assignments for Weeks 2 and 4.
    – If you need help locating an organization that is recognized for its practices related to ethics, social responsibility, and global expansion, you may want to begin by searching for “top ethical      companies” and review some recently compiled lists (e.g., within the past 2–3 years) of companies that may meet these criteria.
    **Submit** your evaluation of value to shareholders, to include the following:
    **Company Profile, Part 1 (3-4 pages)**
    – Describe the publicly held company you selected for this evaluation, including its Nasdaq or NYSE stock symbol, its industry, where it operates, and what kinds of products/services it      provides.
    – Identify the mission and vision of the company.
    – Evaluate the company on its value to shareholders in the following areas, being sure to provide relevant examples, details, and citations to support your evaluation for each area:
    – Work environment/organizational culture
    – Financial stability
    – Opportunities for further domestic and international growth
    \
    WAL_MBAX_6070_Module01_assignmentTemplate1.docx](https://www.sweetstudy.com/files/wal-mbax-6070-module01-assignmenttemplate1-docx "WAL_MBAX_6070_Module01_assignmentTemplate1.docx")
    \
    Week2AssignmentResources-ManagerialFinance.docx](https://www.sweetstudy.com/files/week2assignmentresources-managerialfinance-docx "Week2AssignmentResources-ManagerialFinance.docx")

  • [Solved] Slides

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    1. Please read the attachment 2. Create a slideshow. Less than 5 minutes. – ## K.pdf **## K.pdf** Introduction Company Profile A leading nonprofit healthcare organization in the US, Kaiser Permanente integrates health insurance, hospitals, and medical groups into a unified system. The company was …

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    Assignment Prompt & Instructions

    1. Please read the attachment
    2. Create a slideshow. Less than 5 minutes.

    – ## K.pdf

    **## K.pdf**

    Introduction
    Company Profile

    A leading nonprofit healthcare organization in the US, Kaiser Permanente integrates health
    insurance, hospitals, and medical groups into a unified system. The company was founded in
    1945 by businessman Henry J. Kaiser and physician Dr. Sidney Garfield to provide affordable
    medical treatment to workers on huge industrial projects and wartime shipyards. Kaiser
    Permanente, headquartered in Oakland, California, serves over 12 million members in eight
    states and DC. The Kaiser Foundation Health Plan, Inc. offers insurance, Kaiser Foundation
    Hospitals oversee inpatient treatment and facilities, and Permanente Medical Groups provide
    direct patient care. This framework streamlines healthcare, insurance, and preventive services.
    Quality, affordability, and innovation are hallmarks of Kaiser Permanente, especially in digital
    health technologies and EMRs. The organization sets evidence-based, patient-centered care
    standards with over 23,000 physicians and 200,000 workers. It leads the nation in healthcare
    outcomes, preventive medicine, and community health improvement with its integrated
    approach.
    Mission and Vision

    Kaiser Permanente's objective is to promote members' and communities' health via
    high-quality, affordable health care. This mission emphasizes equity, accessibility, and
    prevention, ensuring that healthcare promotes lifetime wellbeing rather than just treating illness.
    Kaiser streamlines coordination and reduces costs by integrating health insurance, hospitals, and
    physician organizations. Investment in community health projects and tackling social
    determinants of health to produce healthier, more resilient populations is part of their social
    obligation.

    The organization strives to lead complete health with patient-centered, creative, and
    sustainable care. Kaiser Permanente uses technology, data analytics, and evidence-based
    practice to lead modern healthcare. Since true health comprises the full person and community,
    its vision includes mental, social, and environmental well-being as well as clinical care. Kaiser
    Permanente is to provide quality care that is universally accessible, equitable, and driven by
    innovation that improves individual and population health outcomes, guided by its core values of
    integrity, compassion, excellence, and inclusiveness.
    Brief History

    Kaiser Permanente was created in 1945 by entrepreneur Henry J. Kaiser and physician Dr.
    Sidney Garfield from a 1930s and WWII prepaid medical plan for construction and shipyard
    workers. Health care was changed by the organization's integrated insurance, hospital, and
    physician model, which emphasized prevention, coordination, and accessibility. Kaiser became
    a national managed care leader in the 1950s and 1960s by expanding beyond California. In
    subsequent decades, the organization pioneered HMOs and became noted for its preventive
    medicine and community health efforts. Kaiser Permanente led healthcare technology in the 21st
    century by creating one of the first comprehensive EMR systems and growing telehealth
    services. In eight states and Washington, D.C., Kaiser Permanente provides integrated,

    patient-centered care to over 12 million members and leads in innovation, sustainability, and
    health equity.
    Performance Analysis
    Financial Performance

    Kaiser Permanente is one of the most financially secure US nonprofits. The company's
    2023 sales exceeded $100 billion, despite inflation and post-pandemic cost pressures (Davis et
    al., 2023). Despite pandemic-related reductions, its net income recovered, demonstrating its
    financial resilience and cost management. More than 12 million people in several states are
    joining. Kaiser's integrated model—health insurance, hospital services, and physician
    networks—cuts administrative costs and improves care coordination. This innovative model
    allows continual investing in technology, infrastructure, and community health programs,
    aligning profitability with mission-driven care delivery rather than shareholder profits.
    Market Share

    Kaiser Permanente controls individual and group insurance in California's managed care
    industry. It also affects the Pacific Northwest, Colorado, and the Mid-Atlantic. The integrated
    approach gives the company an edge over traditional insurance and hospital networks. Kaiser
    consistently ranks among the top five U.S. healthcare providers in membership and service
    delivery, according to industry statistics. High member retention rates, driven by excellent
    patient outcomes and brand trust in quality, price, and accessibility, promote its market
    expansion.
    Analyst Ratings

    Financial and healthcare analysts consider Kaiser Permanente a model for sustainable
    healthcare. With good liquidity, varied revenue streams, and conservative management, Moody's
    and Standard & Poor's rate the organization's credit outlook as stable. U.S. News & World
    Report and the National Committee for Quality Assurance (NCQA) typically rank Kaiser
    hospitals among the best for patient safety, chronic illness management, and preventative care.
    Environmental and Social Performance

    Kaiser Permanente leads corporate social responsibility and sustainability nationwide. It
    became the first U.S. healthcare institution to become carbon neutral in 2020, showcasing its
    environmental stewardship (Shin et al., 2025). It heavily funds renewable energy, waste
    reduction, and sustainable hospital design. Kaiser invests billions in community health efforts to
    address food insecurity, homelessness, and health inequities. Its commitment to diversity,
    inclusivity, and workforce well-being solidifies its status as a socially responsible healthcare
    provider that combines economic performance with public value and environmental
    responsibility.

    External Environment Analysis
    General Environment
    Kaiser Permanente operates within a complex and dynamic general environment influenced by
    political, economic, sociocultural, technological, environmental, and legal factors. These

    PESTEL elements shape the organization’s strategic decisions, financial performance, and ability
    to deliver high-quality, affordable care.

    Factor Description Impact on Kaiser
    Permanente

    Political Government health regulations,
    Affordable Care Act policies

    High

    Economic Inflation, healthcare costs,
    insurance market fluctuations

    Moderate to High

    Sociocultur
    al

    Aging population, health
    awareness, diversity of patients

    High

    Technologi
    cal

    Digital health, AI in diagnostics,
    EMR innovations

    High

    Environme
    ntal

    Sustainability mandates, climate
    impact on health

    Moderate

    Legal HIPAA, data privacy laws,
    compliance issues

    High

    Political concerns are important because the organization relies on government healthcare
    programs. Kaiser Permanente gained membership and compliance requirements from the
    Affordable Care Act (ACA). Medicare, Medicaid, and reimbursement policy changes affect its
    operations. Kaiser aligns with changing national healthcare goals through health policy
    advocacy.

    Economic conditions impact Kaiser's performance. The industry faces financial
    challenges from inflation, labor expenses, and insurance reimbursements. By integrating
    insurance, hospital, and physician services, Kaiser's integrated approach reduces costs and
    improves efficiency. Its nonprofit status and cost keep memberships up during recessions.

    Kaiser's service delivery tactics are shaped by demographics, chronic disease rates, and
    cultural diversity. The organization meets community needs through preventative care, health
    education, and culturally sensitive services.

    Technological, environmental, and legal reasons boost Kaiser's growth. Kaiser pioneered
    electronic medical records and telehealth to improve patient care and efficiency. It leads to
    environmental sustainability through carbon neutrality. HIPAA and healthcare standards protect
    patient privacy, safety, and confidence in all activities.
    Industry Environment (Porter’s Five Forces)

    Kaiser Permanente operates in a highly competitive and regulated healthcare industry
    where Porter’s Five Forces—threat of new entrants, bargaining power of suppliers, bargaining
    power of buyers, threat of substitutes, and industry rivalry—collectively determine the
    organization’s strategic positioning and profitability.

    1. Threat of New Entrants
    The threat of new entrants in the healthcare industry is relatively low due to high capital

    requirements, stringent regulatory standards, and the need for established infrastructure and
    expertise. Building an integrated model like Kaiser Permanente’s, which combines hospitals,
    insurance plans, and medical groups, requires substantial investment and years of coordination.
    Additionally, strict compliance with federal and state health regulations and accreditation
    standards serves as a barrier to entry. However, emerging digital health startups and telemedicine
    providers represent a moderate threat as they offer innovative, lower-cost alternatives that could
    disrupt traditional models of care delivery.
    2. Bargaining Power of Suppliers

    Kaiser Permanente’s supplier power is moderate. The organization relies on pharmaceutical
    companies, medical equipment manufacturers, and technology providers. Due to its large scale
    and integrated structure, Kaiser has strong negotiating leverage to secure favorable pricing for
    drugs, medical supplies, and technology contracts. Long-term partnerships with suppliers and the
    ability to purchase in bulk reduce costs. Nonetheless, supply chain disruptions and regulatory
    pressures in the pharmaceutical sector can influence prices and availability.
    3. Bargaining Power of Buyers

    The bargaining power of buyers—patients, employers, and government programs—is high.
    Consumers are increasingly informed, cost-conscious, and have access to multiple healthcare
    options. Employers and government agencies that purchase group health plans demand
    value-based care and price transparency. To maintain loyalty, Kaiser emphasizes high-quality,
    preventive, and patient-centered care. Its integrated system and strong reputation help mitigate
    buyer power by offering convenience and consistent outcomes that enhance member retention.
    4. Threat of Substitutes

    The threat of substitutes is moderate. Alternative healthcare options such as urgent care
    clinics, telemedicine platforms, and retail health centers provide consumers with more flexible
    and lower-cost services. Kaiser mitigates this threat by investing heavily in telehealth, remote
    monitoring, and preventive care programs, making its services more accessible and efficient.
    5. Industry Rivalry

    Industry rivalry is intense. Major competitors include UnitedHealth Group, CVS Health
    (Aetna), Anthem (Elevance Health), and HCA Healthcare. These organizations compete on cost,
    quality, technology, and service accessibility. Kaiser’s integrated model, nonprofit status, and
    focus on preventive care offer differentiation, but the industry’s consolidation trend and
    technological disruption sustain ongoing competitive pressure.
    Opportunities and Threats Summary

    As healthcare evolves, Kaiser Permanente has many potential for innovation and growth as
    well as substantial external dangers that require strategic management. Key opportunities and
    dangers are listed below, along with extensive descriptions of how they relate to the
    organization's mission and strategic goals.

    Opportunities Threats

    Growth in telehealth and AI
    integration

    Rising healthcare costs

    Expansion into new states Regulatory uncertainty

    Partnerships with tech
    companies

    Cybersecurity and
    privacy risks

    Increased focus on preventive
    care

    Competition from large
    insurers

    Sustainability leadership
    initiatives

    Workforce shortages

    Opportunities

    1. Growth in telehealth and AI integration: Virtual care has grown post-pandemic,
    providing Kaiser Permanente the ability to improve access, convenience, and efficiency
    with AI-driven analytics and remote monitoring. This supports the organization's
    strategic goal of high-quality, tech-enabled care.

    2. Expansion into new states: Expansion outside eight states and D.C. would diversify
    membership and boost national presence. Kaiser's expansion supports its objective to
    improve community health and affordability.

    3. Partnerships with tech companies: Google and Epic Systems partnerships could
    improve data management, digital diagnostics, and patient involvement. Such
    partnerships improve Kaiser's technology-integrated care delivery strategy.

    4. Increased focus on preventive care: Kaiser's longstanding focus on prevention can lead
    population health management and minimize long-term costs, boosting its value-based
    care model as chronic diseases rise.

    5. Sustainability leadership initiatives: Kaiser's carbon neutrality and sustainable
    operations boost brand reputation and meet customer and regulator environmental
    requirements.

    Threats
    Kaiser Permanente is facing several external issues that may lead to its inability to survive

    in the long term and offer high-quality, affordable care. Healthcare costs are challenging because
    of inflation, expensive medical technologies, and increased pharmaceutical prices. These
    variables increase the operations cost and leave Kaiser to strike a balance between profitability
    and affordability. The unpredictable alterations in federal and state health policies such as
    insurance requirements, payment plans, and privacy limits might interfere with the planning and
    resource distribution. The organization's extensive usage of online health platforms and
    electronic medical data raises cybersecurity and privacy concerns. Data breaches can result in

    fines, patient distrust, and reputational damage. Kaiser must innovate to compete with
    UnitedHealth Group, CVS Health, and Anthem. Staff shortages from burnout and aging threaten
    service quality and efficiency. Such risks demand proactive cost management, cybersecurity
    resistance, personnel investment, and policy flexibility to ensure Kaiser Permanente's success
    and mission to provide inexpensive and quality healthcare.

    **## K.pdf**

    Introduction
    Company Profile

    A leading nonprofit healthcare organization in the US, Kaiser Permanente integrates health
    insurance, hospitals, and medical groups into a unified system. The company was founded in
    1945 by businessman Henry J. Kaiser and physician Dr. Sidney Garfield to provide affordable
    medical treatment to workers on huge industrial projects and wartime shipyards. Kaiser
    Permanente, headquartered in Oakland, California, serves over 12 million members in eight
    states and DC. The Kaiser Foundation Health Plan, Inc. offers insurance, Kaiser Foundation
    Hospitals oversee inpatient treatment and facilities, and Permanente Medical Groups provide
    direct patient care. This framework streamlines healthcare, insurance, and preventive services.
    Quality, affordability, and innovation are hallmarks of Kaiser Permanente, especially in digital
    health technologies and EMRs. The organization sets evidence-based, patient-centered care
    standards with over 23,000 physicians and 200,000 workers. It leads the nation in healthcare
    outcomes, preventive medicine, and community health improvement with its integrated
    approach.
    Mission and Vision

    Kaiser Permanente's objective is to promote members' and communities' health via
    high-quality, affordable health care. This mission emphasizes equity, accessibility, and
    prevention, ensuring that healthcare promotes lifetime wellbeing rather than just treating illness.
    Kaiser streamlines coordination and reduces costs by integrating health insurance, hospitals, and
    physician organizations. Investment in community health projects and tackling social
    determinants of health to produce healthier, more resilient populations is part of their social
    obligation.

    The organization strives to lead complete health with patient-centered, creative, and
    sustainable care. Kaiser Permanente uses technology, data analytics, and evidence-based
    practice to lead modern healthcare. Since true health comprises the full person and community,
    its vision includes mental, social, and environmental well-being as well as clinical care. Kaiser
    Permanente is to provide quality care that is universally accessible, equitable, and driven by
    innovation that improves individual and population health outcomes, guided by its core values of
    integrity, compassion, excellence, and inclusiveness.
    Brief History

    Kaiser Permanente was created in 1945 by entrepreneur Henry J. Kaiser and physician Dr.
    Sidney Garfield from a 1930s and WWII prepaid medical plan for construction and shipyard
    workers. Health care was changed by the organization's integrated insurance, hospital, and
    physician model, which emphasized prevention, coordination, and accessibility. Kaiser became
    a national managed care leader in the 1950s and 1960s by expanding beyond California. In
    subsequent decades, the organization pioneered HMOs and became noted for its preventive
    medicine and community health efforts. Kaiser Permanente led healthcare technology in the 21st
    century by creating one of the first comprehensive EMR systems and growing telehealth
    services. In eight states and Washington, D.C., Kaiser Permanente provides integrated,

    patient-centered care to over 12 million members and leads in innovation, sustainability, and
    health equity.
    Performance Analysis
    Financial Performance

    Kaiser Permanente is one of the most financially secure US nonprofits. The company's
    2023 sales exceeded $100 billion, despite inflation and post-pandemic cost pressures (Davis et
    al., 2023). Despite pandemic-related reductions, its net income recovered, demonstrating its
    financial resilience and cost management. More than 12 million people in several states are
    joining. Kaiser's integrated model—health insurance, hospital services, and physician
    networks—cuts administrative costs and improves care coordination. This innovative model
    allows continual investing in technology, infrastructure, and community health programs,
    aligning profitability with mission-driven care delivery rather than shareholder profits.
    Market Share

    Kaiser Permanente controls individual and group insurance in California's managed care
    industry. It also affects the Pacific Northwest, Colorado, and the Mid-Atlantic. The integrated
    approach gives the company an edge over traditional insurance and hospital networks. Kaiser
    consistently ranks among the top five U.S. healthcare providers in membership and service
    delivery, according to industry statistics. High member retention rates, driven by excellent
    patient outcomes and brand trust in quality, price, and accessibility, promote its market
    expansion.
    Analyst Ratings

    Financial and healthcare analysts consider Kaiser Permanente a model for sustainable
    healthcare. With good liquidity, varied revenue streams, and conservative management, Moody's
    and Standard & Poor's rate the organization's credit outlook as stable. U.S. News & World
    Report and the National Committee for Quality Assurance (NCQA) typically rank Kaiser
    hospitals among the best for patient safety, chronic illness management, and preventative care.
    Environmental and Social Performance

    Kaiser Permanente leads corporate social responsibility and sustainability nationwide. It
    became the first U.S. healthcare institution to become carbon neutral in 2020, showcasing its
    environmental stewardship (Shin et al., 2025). It heavily funds renewable energy, waste
    reduction, and sustainable hospital design. Kaiser invests billions in community health efforts to
    address food insecurity, homelessness, and health inequities. Its commitment to diversity,
    inclusivity, and workforce well-being solidifies its status as a socially responsible healthcare
    provider that combines economic performance with public value and environmental
    responsibility.

    External Environment Analysis
    General Environment
    Kaiser Permanente operates within a complex and dynamic general environment influenced by
    political, economic, sociocultural, technological, environmental, and legal factors. These

    PESTEL elements shape the organization’s strategic decisions, financial performance, and ability
    to deliver high-quality, affordable care.

    Factor Description Impact on Kaiser
    Permanente

    Political Government health regulations,
    Affordable Care Act policies

    High

    Economic Inflation, healthcare costs,
    insurance market fluctuations

    Moderate to High

    Sociocultur
    al

    Aging population, health
    awareness, diversity of patients

    High

    Technologi
    cal

    Digital health, AI in diagnostics,
    EMR innovations

    High

    Environme
    ntal

    Sustainability mandates, climate
    impact on health

    Moderate

    Legal HIPAA, data privacy laws,
    compliance issues

    High

    Political concerns are important because the organization relies on government healthcare
    programs. Kaiser Permanente gained membership and compliance requirements from the
    Affordable Care Act (ACA). Medicare, Medicaid, and reimbursement policy changes affect its
    operations. Kaiser aligns with changing national healthcare goals through health policy
    advocacy.

    Economic conditions impact Kaiser's performance. The industry faces financial
    challenges from inflation, labor expenses, and insurance reimbursements. By integrating
    insurance, hospital, and physician services, Kaiser's integrated approach reduces costs and
    improves efficiency. Its nonprofit status and cost keep memberships up during recessions.

    Kaiser's service delivery tactics are shaped by demographics, chronic disease rates, and
    cultural diversity. The organization meets community needs through preventative care, health
    education, and culturally sensitive services.

    Technological, environmental, and legal reasons boost Kaiser's growth. Kaiser pioneered
    electronic medical records and telehealth to improve patient care and efficiency. It leads to
    environmental sustainability through carbon neutrality. HIPAA and healthcare standards protect
    patient privacy, safety, and confidence in all activities.
    Industry Environment (Porter’s Five Forces)

    Kaiser Permanente operates in a highly competitive and regulated healthcare industry
    where Porter’s Five Forces—threat of new entrants, bargaining power of suppliers, bargaining
    power of buyers, threat of substitutes, and industry rivalry—collectively determine the
    organization’s strategic positioning and profitability.

    1. Threat of New Entrants
    The threat of new entrants in the healthcare industry is relatively low due to high capital

    requirements, stringent regulatory standards, and the need for established infrastructure and
    expertise. Building an integrated model like Kaiser Permanente’s, which combines hospitals,
    insurance plans, and medical groups, requires substantial investment and years of coordination.
    Additionally, strict compliance with federal and state health regulations and accreditation
    standards serves as a barrier to entry. However, emerging digital health startups and telemedicine
    providers represent a moderate threat as they offer innovative, lower-cost alternatives that could
    disrupt traditional models of care delivery.
    2. Bargaining Power of Suppliers

    Kaiser Permanente’s supplier power is moderate. The organization relies on pharmaceutical
    companies, medical equipment manufacturers, and technology providers. Due to its large scale
    and integrated structure, Kaiser has strong negotiating leverage to secure favorable pricing for
    drugs, medical supplies, and technology contracts. Long-term partnerships with suppliers and the
    ability to purchase in bulk reduce costs. Nonetheless, supply chain disruptions and regulatory
    pressures in the pharmaceutical sector can influence prices and availability.
    3. Bargaining Power of Buyers

    The bargaining power of buyers—patients, employers, and government programs—is high.
    Consumers are increasingly informed, cost-conscious, and have access to multiple healthcare
    options. Employers and government agencies that purchase group health plans demand
    value-based care and price transparency. To maintain loyalty, Kaiser emphasizes high-quality,
    preventive, and patient-centered care. Its integrated system and strong reputation help mitigate
    buyer power by offering convenience and consistent outcomes that enhance member retention.
    4. Threat of Substitutes

    The threat of substitutes is moderate. Alternative healthcare options such as urgent care
    clinics, telemedicine platforms, and retail health centers provide consumers with more flexible
    and lower-cost services. Kaiser mitigates this threat by investing heavily in telehealth, remote
    monitoring, and preventive care programs, making its services more accessible and efficient.
    5. Industry Rivalry

    Industry rivalry is intense. Major competitors include UnitedHealth Group, CVS Health
    (Aetna), Anthem (Elevance Health), and HCA Healthcare. These organizations compete on cost,
    quality, technology, and service accessibility. Kaiser’s integrated model, nonprofit status, and
    focus on preventive care offer differentiation, but the industry’s consolidation trend and
    technological disruption sustain ongoing competitive pressure.
    Opportunities and Threats Summary

    As healthcare evolves, Kaiser Permanente has many potential for innovation and growth as
    well as substantial external dangers that require strategic management. Key opportunities and
    dangers are listed below, along with extensive descriptions of how they relate to the
    organization's mission and strategic goals.

    Opportunities Threats

    Growth in telehealth and AI
    integration

    Rising healthcare costs

    Expansion into new states Regulatory uncertainty

    Partnerships with tech
    companies

    Cybersecurity and
    privacy risks

    Increased focus on preventive
    care

    Competition from large
    insurers

    Sustainability leadership
    initiatives

    Workforce shortages

    Opportunities

    1. Growth in telehealth and AI integration: Virtual care has grown post-pandemic,
    providing Kaiser Permanente the ability to improve access, convenience, and efficiency
    with AI-driven analytics and remote monitoring. This supports the organization's
    strategic goal of high-quality, tech-enabled care.

    2. Expansion into new states: Expansion outside eight states and D.C. would diversify
    membership and boost national presence. Kaiser's expansion supports its objective to
    improve community health and affordability.

    3. Partnerships with tech companies: Google and Epic Systems partnerships could
    improve data management, digital diagnostics, and patient involvement. Such
    partnerships improve Kaiser's technology-integrated care delivery strategy.

    4. Increased focus on preventive care: Kaiser's longstanding focus on prevention can lead
    population health management and minimize long-term costs, boosting its value-based
    care model as chronic diseases rise.

    5. Sustainability leadership initiatives: Kaiser's carbon neutrality and sustainable
    operations boost brand reputation and meet customer and regulator environmental
    requirements.

    Threats
    Kaiser Permanente is facing several external issues that may lead to its inability to survive

    in the long term and offer high-quality, affordable care. Healthcare costs are challenging because
    of inflation, expensive medical technologies, and increased pharmaceutical prices. These
    variables increase the operations cost and leave Kaiser to strike a balance between profitability
    and affordability. The unpredictable alterations in federal and state health policies such as
    insurance requirements, payment plans, and privacy limits might interfere with the planning and
    resource distribution. The organization's extensive usage of online health platforms and
    electronic medical data raises cybersecurity and privacy concerns. Data breaches can result in

    fines, patient distrust, and reputational damage. Kaiser must innovate to compete with
    UnitedHealth Group, CVS Health, and Anthem. Staff shortages from burnout and aging threaten
    service quality and efficiency. Such risks demand proactive cost management, cybersecurity
    resistance, personnel investment, and policy flexibility to ensure Kaiser Permanente's success
    and mission to provide inexpensive and quality healthcare.

  • [Solved] financial manager

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    What could a financial manager look at to determine whether his company is successful or in distress? Give an example of a success or distress in today's business world.

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    Assignment Prompt & Instructions

    What could a financial manager look at to determine whether his company is successful or in distress? Give an example of a success or distress in today's business world.

  • [Solved] HRM 6303 Unit IV SA

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – ## TrainingandDevelopmentHRM6303UnitIVScholarlyActivity.docx – ## UnitIVStudyGuide.pdf **## TrainingandDevelopmentHRM6303UnitIVScholarlyActivity.docx** 2 Training and Development HRM 6303 Unit IV SA We learned about various training delivery methods and the categories to which they belong. Which a…

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    – ## TrainingandDevelopmentHRM6303UnitIVScholarlyActivity.docx

    – ## UnitIVStudyGuide.pdf

    **## TrainingandDevelopmentHRM6303UnitIVScholarlyActivity.docx**

    2

    Training and Development HRM 6303 Unit IV SA

    We learned about various training delivery methods and the categories to which they belong. Which approach suits you best when retaining knowledge—cognitive or behavioral? Explain your choice. Also, how did the COVID-19 pandemic impact how training is delivered? Has it changed? What training delivery methods are being utilized for learning?

    Your assignment should be a minimum of 500 words in length with at least one supporting reference.

    **## UnitIVStudyGuide.pdf**

    HRM 6303, Training and Development 1

    Course Learning Outcomes for Unit IV

    Upon completion of this unit, students should be able to:

    4. Evaluate the application of different delivery systems.
    4.1 Identify factors of knowledge retention.
    4.2 Assess delivery methods used for teaching adult learners.
    4.3 Explain the importance of certain delivery methods since the COVID-19 pandemic.

    Required Unit Resources

    In order to access the following resources, click the links below.

    Arraya, M. A. M., & Porfírio, J. A. (2017). Training delivery methods as source of dynamic capabilities: The

    case of sports’ organisations. European Journal of Training and Development, 41(4), 354–372.
    https://search-proquest-
    com.libraryresources.columbiasouthern.edu/docview/1913332273?accountid=33337

    Seven Dimensions (Producer). (2015). Training and learning every day (Segment 3 of 11) [Video]. In A

    formula for team success. Films on Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=93337&loid=374023

    The transcript for this video can be found by clicking the “Transcript” tab to the right of the video in the Films
    on Demand database.

    Unit Lesson

    Introduction

    During the pandemic, most employees worked remotely unless they were considered essential workers (vital
    to operations), but learning and training still had to move forward in organizations. In an effort to meet the
    need, most organizations focused on virtual and online training delivery methods for remote employees. Since
    the pandemic, eLearning (virtual, online, web-based) training delivery methods have become preferred
    methods of many organizations.

    In this unit, we take a more in-depth look at the various training delivery methods available. As mentioned in
    past units, matching the learner’s style with the delivery method is paramount. Therefore, we will explore the
    two primary approaches to help you narrow down this decision. The two approaches to learning are cognitive
    and behavioral.

    Cognitive Approach

    In the cognitive approach, learning is stimulated through the impact made on cognitive processes such as
    thinking, analyzing, retaining, and recalling information. The cognitive approach to training has a strong
    emphasis on the understanding of concepts and information. The retention of the material and its
    understanding are increased by perceiving the connections between the concepts being learned, breaking
    down the connections, and reconstructing them. There are two critical processes in the cognitive approach to
    learning, accommodation and assimilation.

    UNIT IV STUDY GUIDE
    Delivery Systems

    HRM 6303, Training and Development 2

    UNIT x STUDY GUIDE
    Title

    With the cognitive approach, the learners control their own learning path. The trainer and the method used to
    deliver the training facilitate the process of learning. Hence, the self-paced learning is typically a viable option
    in the cognitive approach. However, if the learner is not motivated to learn, then the trainer must view the
    design and delivery of the training to ensure that the adult learning concepts are incorporated as suggested in
    Unit II. In the cognitive approach, the learner is active in the process of learning, which is often self-directed
    and self-evaluative. The trainer will act as the facilitator, presenter, and coordinator who will guide the
    learners into discovery, solutions, and different perspectives of information. Delivery methods for the cognitive
    approach include the classroom lecture method, discussions, and eLearning.

    Classroom Lecture Method

    The classroom lecture method is a traditional cognitive delivery approach. In this method, a general
    understanding of a topic is introduced. There are many formats that this method can follow to allow for a
    formal or interactive experience. In the formal approach, learners listen as a trainer gives a lecture on a topic.
    Questions are typically asked toward the end of the lecture, and learners are assessed by activities given by
    the trainer and are also evaluated by the trainer. On the other hand, in an interactive format, the learner and
    trainer are both engaged in learning the material. There is a dynamic, continuous dialogue between the
    learner and the trainer. Given what we know about adult learning, it is wise to ensure that this training format
    be engaging and interactive.

    Discussions

    In the discussion delivery method, a two-way dialogue is taking place between the trainer and the learner.
    Typically, a short 15- to 20-minute lecture is given about a particular topic, and then the learners are asked to
    discuss the topic and the lecture. The trainer supports the discussion by reinforcing the material, expanding
    upon the information presented, and allowing the learners to ask questions. The trainer looks for both verbal
    and nonverbal feedback to assess desired learning. If learning has not occurred, then more time may need to
    be spent on a particular topic.

    eLearning

    If you recall from Unit I, eLearning is the delivery of training that is typically done through electronic media
    such as virtual classrooms, mobile devices, or web-based learning via a computer. When this method of
    training delivery is used, instructors are often positioned to moderate discussions, provide feedback, and
    suggest supplemental resources and activities. We will explore two eLearning delivery approaches: webinars
    and social media.

    Webinars: As mentioned earlier, technological advances have opened up the number of ways that training
    can be delivered. Web conferencing is a method in which live meetings or presentations can be given over
    the internet from one central location. Webinars are a specific type of web conferencing tool where the
    delivery of training occurs in real time and typically involves a facilitator from one location who communicates
    electronically (i.e., computer, telephone, satellite, or through some other technical mean) with audience
    members who may reside in different locations. This training delivery method is quite popular due to its
    flexibility and cost savings.

    Social media: This is another eLearning approach that has gained much momentum in recent times. Although
    new, some experts believe that social media could be useful in all phases of training and development and

    HRM 6303, Training and Development 3

    UNIT x STUDY GUIDE
    Title

    could fundamentally shift the way training is being delivered today (Leonard, 2015). Some of the uses of
    social media in training are listed below.

    • The use of social intranet platforms to announce scheduled training events is now commonplace. A
    brief message describes content, and then a link can lead to further explanation or a video of the
    training.

    • Social intranet platforms, such as Yammer or Chatter, can be used to conduct getting-to-know-you
    exercises. Participants show up at training events already familiar with each other’s interests and
    backgrounds.

    • Another option is delivering lectures and videos and posting them to video-sharing sites on the
    organization’s intranet.

    • Social media can allow participants to share perspectives and experiences.
    • Support can also be provided for ongoing learning through internal discussion boards where learners

    can collaborate and exchange experiences and ideas.
    • Social media can be used to support post-training collaborative assignments and action plans.
    • Intranet or internet can facilitate opportunities for employees to interact with specialists in their field.
    • Social media can also be used to support alumni networks.

    Behavioral Approach

    The behavioral approach is a delivery method with an emphasis on real-world situations that are simulated to
    mirror the events, processes, and circumstances of a given concept. As mentioned earlier, the adult learner
    learns well through experience, whether that be live or simulated. Learning happens through behaviors
    practiced and exhibited over time. There are several delivery methods in the behavioral approach, which are
    detailed below.

    • Case studies: Participants would apply a new skill/knowledge to a hypothetical case or situation.
    Case studies can simulate historical situations where decision-making is needed. These situations
    can be real or imagined and encourage learners to display the behavior of properly making decisions.

    • Role plays: Participants act out and assume roles to practice appropriate behavior or resolve conflicts
    for various situations. There are two types of role-playing scenarios, which are listed below.
    o Structured role play: In this type of role playing, there is a great deal of information provided about

    the situation. Often, there are scripts involved that provide dialogue among the characters. This
    type of role playing will encourage learners to display traits needed for the given role-playing
    scenario.

    o Unstructured role play: In this type of role playing, the scenario is loosely constructed and free
    flowing. This type of role playing provides insight to the learners on how their behavior impacts
    others.

    • Simulations: Participants perform a given role within a scenario designed to resemble a real-life
    challenge. This method allows the learners to apply what they have learned. As the trainer allows the
    learners to practice the skill, the learners begin to develop proficiency in that given skill.

    • In-basket technique: The in-basket technique is a specified role-playing scenario designed to exhibit
    decision-making skills and attitudes. For example, the learners are given information about their role.
    This can be a current or future job. Also, general information about the situation is given. The learners
    are then given a packet of materials, such as complaints, messages, memos, and reports, which
    constitute the in-basket. The learners are then asked to respond to the materials within a few hours.
    When all of the appropriate responses have been given, the trainer will ask the learners to discuss
    the process they took to make the decisions that they did. The trainer will offer feedback in order to
    reinforce behaviors that the learners did well and to provide alternatives for the actions that were not
    done well.

    • Behavior modeling: In this method, an expert will model the behaviors that need to be learned. The
    learners will then practice the behaviors in a structured role play. The trainer will then reinforce the
    behavior and give feedback on areas that need improvement. This method is different from role
    playing in that it gives the learners an example of what the behavior looks like prior to practicing the
    behavior.

    • Coaching: The coaching delivery method is where one-on-one instruction and guidance is given to
    learners to help improve their performance in a given area. Typically, this method is used to aid in
    performance deficiencies, but it can also act as a motivational tool for those who are performing well.

    HRM 6303, Training and Development 4

    UNIT x STUDY GUIDE
    Title

    There are many delivery approaches that can help a trainer deliver the content that needs to be learned. One
    core focus is to ensure that the delivery style is one that is palatable for all learners. The knowledge for this
    comes through the understanding of the various adult learning concepts and then tailoring your delivery
    approach to those concepts.

    Conclusion

    There are two primary approaches in matching the learner’s style with the training delivery method. They are
    the cognitive approach and the behavioral approach. We also learned the classroom lecture method is a
    traditional cognitive delivery approach. Although this delivery method is very much prevalent, eLearning
    (virtual, online, web-based, and even social-media based) has become a preferred training method for many
    organizations. In training delivery, eLearning is not just a trend, it is here to stay.

    Reference

    Leonard, B. (2015, May 20). Social media can enhance employees' learning. Society for Human Resource

    Management [SHRM]. https://www.shrm.org/resourcesandtools/hr-topics/organizational-and-
    employee-development/pages/social-media-value.aspx

    **## UnitIVStudyGuide.pdf**

    HRM 6303, Training and Development 1

    Course Learning Outcomes for Unit IV

    Upon completion of this unit, students should be able to:

    4. Evaluate the application of different delivery systems.
    4.1 Identify factors of knowledge retention.
    4.2 Assess delivery methods used for teaching adult learners.
    4.3 Explain the importance of certain delivery methods since the COVID-19 pandemic.

    Required Unit Resources

    In order to access the following resources, click the links below.

    Arraya, M. A. M., & Porfírio, J. A. (2017). Training delivery methods as source of dynamic capabilities: The

    case of sports’ organisations. European Journal of Training and Development, 41(4), 354–372.
    https://search-proquest-
    com.libraryresources.columbiasouthern.edu/docview/1913332273?accountid=33337

    Seven Dimensions (Producer). (2015). Training and learning every day (Segment 3 of 11) [Video]. In A

    formula for team success. Films on Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=93337&loid=374023

    The transcript for this video can be found by clicking the “Transcript” tab to the right of the video in the Films
    on Demand database.

    Unit Lesson

    Introduction

    During the pandemic, most employees worked remotely unless they were considered essential workers (vital
    to operations), but learning and training still had to move forward in organizations. In an effort to meet the
    need, most organizations focused on virtual and online training delivery methods for remote employees. Since
    the pandemic, eLearning (virtual, online, web-based) training delivery methods have become preferred
    methods of many organizations.

    In this unit, we take a more in-depth look at the various training delivery methods available. As mentioned in
    past units, matching the learner’s style with the delivery method is paramount. Therefore, we will explore the
    two primary approaches to help you narrow down this decision. The two approaches to learning are cognitive
    and behavioral.

    Cognitive Approach

    In the cognitive approach, learning is stimulated through the impact made on cognitive processes such as
    thinking, analyzing, retaining, and recalling information. The cognitive approach to training has a strong
    emphasis on the understanding of concepts and information. The retention of the material and its
    understanding are increased by perceiving the connections between the concepts being learned, breaking
    down the connections, and reconstructing them. There are two critical processes in the cognitive approach to
    learning, accommodation and assimilation.

    UNIT IV STUDY GUIDE
    Delivery Systems

    HRM 6303, Training and Development 2

    UNIT x STUDY GUIDE
    Title

    With the cognitive approach, the learners control their own learning path. The trainer and the method used to
    deliver the training facilitate the process of learning. Hence, the self-paced learning is typically a viable option
    in the cognitive approach. However, if the learner is not motivated to learn, then the trainer must view the
    design and delivery of the training to ensure that the adult learning concepts are incorporated as suggested in
    Unit II. In the cognitive approach, the learner is active in the process of learning, which is often self-directed
    and self-evaluative. The trainer will act as the facilitator, presenter, and coordinator who will guide the
    learners into discovery, solutions, and different perspectives of information. Delivery methods for the cognitive
    approach include the classroom lecture method, discussions, and eLearning.

    Classroom Lecture Method

    The classroom lecture method is a traditional cognitive delivery approach. In this method, a general
    understanding of a topic is introduced. There are many formats that this method can follow to allow for a
    formal or interactive experience. In the formal approach, learners listen as a trainer gives a lecture on a topic.
    Questions are typically asked toward the end of the lecture, and learners are assessed by activities given by
    the trainer and are also evaluated by the trainer. On the other hand, in an interactive format, the learner and
    trainer are both engaged in learning the material. There is a dynamic, continuous dialogue between the
    learner and the trainer. Given what we know about adult learning, it is wise to ensure that this training format
    be engaging and interactive.

    Discussions

    In the discussion delivery method, a two-way dialogue is taking place between the trainer and the learner.
    Typically, a short 15- to 20-minute lecture is given about a particular topic, and then the learners are asked to
    discuss the topic and the lecture. The trainer supports the discussion by reinforcing the material, expanding
    upon the information presented, and allowing the learners to ask questions. The trainer looks for both verbal
    and nonverbal feedback to assess desired learning. If learning has not occurred, then more time may need to
    be spent on a particular topic.

    eLearning

    If you recall from Unit I, eLearning is the delivery of training that is typically done through electronic media
    such as virtual classrooms, mobile devices, or web-based learning via a computer. When this method of
    training delivery is used, instructors are often positioned to moderate discussions, provide feedback, and
    suggest supplemental resources and activities. We will explore two eLearning delivery approaches: webinars
    and social media.

    Webinars: As mentioned earlier, technological advances have opened up the number of ways that training
    can be delivered. Web conferencing is a method in which live meetings or presentations can be given over
    the internet from one central location. Webinars are a specific type of web conferencing tool where the
    delivery of training occurs in real time and typically involves a facilitator from one location who communicates
    electronically (i.e., computer, telephone, satellite, or through some other technical mean) with audience
    members who may reside in different locations. This training delivery method is quite popular due to its
    flexibility and cost savings.

    Social media: This is another eLearning approach that has gained much momentum in recent times. Although
    new, some experts believe that social media could be useful in all phases of training and development and

    HRM 6303, Training and Development 3

    UNIT x STUDY GUIDE
    Title

    could fundamentally shift the way training is being delivered today (Leonard, 2015). Some of the uses of
    social media in training are listed below.

    • The use of social intranet platforms to announce scheduled training events is now commonplace. A
    brief message describes content, and then a link can lead to further explanation or a video of the
    training.

    • Social intranet platforms, such as Yammer or Chatter, can be used to conduct getting-to-know-you
    exercises. Participants show up at training events already familiar with each other’s interests and
    backgrounds.

    • Another option is delivering lectures and videos and posting them to video-sharing sites on the
    organization’s intranet.

    • Social media can allow participants to share perspectives and experiences.
    • Support can also be provided for ongoing learning through internal discussion boards where learners

    can collaborate and exchange experiences and ideas.
    • Social media can be used to support post-training collaborative assignments and action plans.
    • Intranet or internet can facilitate opportunities for employees to interact with specialists in their field.
    • Social media can also be used to support alumni networks.

    Behavioral Approach

    The behavioral approach is a delivery method with an emphasis on real-world situations that are simulated to
    mirror the events, processes, and circumstances of a given concept. As mentioned earlier, the adult learner
    learns well through experience, whether that be live or simulated. Learning happens through behaviors
    practiced and exhibited over time. There are several delivery methods in the behavioral approach, which are
    detailed below.

    • Case studies: Participants would apply a new skill/knowledge to a hypothetical case or situation.
    Case studies can simulate historical situations where decision-making is needed. These situations
    can be real or imagined and encourage learners to display the behavior of properly making decisions.

    • Role plays: Participants act out and assume roles to practice appropriate behavior or resolve conflicts
    for various situations. There are two types of role-playing scenarios, which are listed below.
    o Structured role play: In this type of role playing, there is a great deal of information provided about

    the situation. Often, there are scripts involved that provide dialogue among the characters. This
    type of role playing will encourage learners to display traits needed for the given role-playing
    scenario.

    o Unstructured role play: In this type of role playing, the scenario is loosely constructed and free
    flowing. This type of role playing provides insight to the learners on how their behavior impacts
    others.

    • Simulations: Participants perform a given role within a scenario designed to resemble a real-life
    challenge. This method allows the learners to apply what they have learned. As the trainer allows the
    learners to practice the skill, the learners begin to develop proficiency in that given skill.

    • In-basket technique: The in-basket technique is a specified role-playing scenario designed to exhibit
    decision-making skills and attitudes. For example, the learners are given information about their role.
    This can be a current or future job. Also, general information about the situation is given. The learners
    are then given a packet of materials, such as complaints, messages, memos, and reports, which
    constitute the in-basket. The learners are then asked to respond to the materials within a few hours.
    When all of the appropriate responses have been given, the trainer will ask the learners to discuss
    the process they took to make the decisions that they did. The trainer will offer feedback in order to
    reinforce behaviors that the learners did well and to provide alternatives for the actions that were not
    done well.

    • Behavior modeling: In this method, an expert will model the behaviors that need to be learned. The
    learners will then practice the behaviors in a structured role play. The trainer will then reinforce the
    behavior and give feedback on areas that need improvement. This method is different from role
    playing in that it gives the learners an example of what the behavior looks like prior to practicing the
    behavior.

    • Coaching: The coaching delivery method is where one-on-one instruction and guidance is given to
    learners to help improve their performance in a given area. Typically, this method is used to aid in
    performance deficiencies, but it can also act as a motivational tool for those who are performing well.

    HRM 6303, Training and Development 4

    UNIT x STUDY GUIDE
    Title

    There are many delivery approaches that can help a trainer deliver the content that needs to be learned. One
    core focus is to ensure that the delivery style is one that is palatable for all learners. The knowledge for this
    comes through the understanding of the various adult learning concepts and then tailoring your delivery
    approach to those concepts.

    Conclusion

    There are two primary approaches in matching the learner’s style with the training delivery method. They are
    the cognitive approach and the behavioral approach. We also learned the classroom lecture method is a
    traditional cognitive delivery approach. Although this delivery method is very much prevalent, eLearning
    (virtual, online, web-based, and even social-media based) has become a preferred training method for many
    organizations. In training delivery, eLearning is not just a trend, it is here to stay.

    Reference

    Leonard, B. (2015, May 20). Social media can enhance employees' learning. Society for Human Resource

    Management [SHRM]. https://www.shrm.org/resourcesandtools/hr-topics/organizational-and-
    employee-development/pages/social-media-value.aspx

    **## TrainingandDevelopmentHRM6303UnitIVScholarlyActivity.docx**

    2

    Training and Development HRM 6303 Unit IV SA

    We learned about various training delivery methods and the categories to which they belong. Which approach suits you best when retaining knowledge—cognitive or behavioral? Explain your choice. Also, how did the COVID-19 pandemic impact how training is delivered? Has it changed? What training delivery methods are being utilized for learning?

    Your assignment should be a minimum of 500 words in length with at least one supporting reference.

    **## UnitIVStudyGuide.pdf**

    HRM 6303, Training and Development 1

    Course Learning Outcomes for Unit IV

    Upon completion of this unit, students should be able to:

    4. Evaluate the application of different delivery systems.
    4.1 Identify factors of knowledge retention.
    4.2 Assess delivery methods used for teaching adult learners.
    4.3 Explain the importance of certain delivery methods since the COVID-19 pandemic.

    Required Unit Resources

    In order to access the following resources, click the links below.

    Arraya, M. A. M., & Porfírio, J. A. (2017). Training delivery methods as source of dynamic capabilities: The

    case of sports’ organisations. European Journal of Training and Development, 41(4), 354–372.
    https://search-proquest-
    com.libraryresources.columbiasouthern.edu/docview/1913332273?accountid=33337

    Seven Dimensions (Producer). (2015). Training and learning every day (Segment 3 of 11) [Video]. In A

    formula for team success. Films on Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=93337&loid=374023

    The transcript for this video can be found by clicking the “Transcript” tab to the right of the video in the Films
    on Demand database.

    Unit Lesson

    Introduction

    During the pandemic, most employees worked remotely unless they were considered essential workers (vital
    to operations), but learning and training still had to move forward in organizations. In an effort to meet the
    need, most organizations focused on virtual and online training delivery methods for remote employees. Since
    the pandemic, eLearning (virtual, online, web-based) training delivery methods have become preferred
    methods of many organizations.

    In this unit, we take a more in-depth look at the various training delivery methods available. As mentioned in
    past units, matching the learner’s style with the delivery method is paramount. Therefore, we will explore the
    two primary approaches to help you narrow down this decision. The two approaches to learning are cognitive
    and behavioral.

    Cognitive Approach

    In the cognitive approach, learning is stimulated through the impact made on cognitive processes such as
    thinking, analyzing, retaining, and recalling information. The cognitive approach to training has a strong
    emphasis on the understanding of concepts and information. The retention of the material and its
    understanding are increased by perceiving the connections between the concepts being learned, breaking
    down the connections, and reconstructing them. There are two critical processes in the cognitive approach to
    learning, accommodation and assimilation.

    UNIT IV STUDY GUIDE
    Delivery Systems

    HRM 6303, Training and Development 2

    UNIT x STUDY GUIDE
    Title

    With the cognitive approach, the learners control their own learning path. The trainer and the method used to
    deliver the training facilitate the process of learning. Hence, the self-paced learning is typically a viable option
    in the cognitive approach. However, if the learner is not motivated to learn, then the trainer must view the
    design and delivery of the training to ensure that the adult learning concepts are incorporated as suggested in
    Unit II. In the cognitive approach, the learner is active in the process of learning, which is often self-directed
    and self-evaluative. The trainer will act as the facilitator, presenter, and coordinator who will guide the
    learners into discovery, solutions, and different perspectives of information. Delivery methods for the cognitive
    approach include the classroom lecture method, discussions, and eLearning.

    Classroom Lecture Method

    The classroom lecture method is a traditional cognitive delivery approach. In this method, a general
    understanding of a topic is introduced. There are many formats that this method can follow to allow for a
    formal or interactive experience. In the formal approach, learners listen as a trainer gives a lecture on a topic.
    Questions are typically asked toward the end of the lecture, and learners are assessed by activities given by
    the trainer and are also evaluated by the trainer. On the other hand, in an interactive format, the learner and
    trainer are both engaged in learning the material. There is a dynamic, continuous dialogue between the
    learner and the trainer. Given what we know about adult learning, it is wise to ensure that this training format
    be engaging and interactive.

    Discussions

    In the discussion delivery method, a two-way dialogue is taking place between the trainer and the learner.
    Typically, a short 15- to 20-minute lecture is given about a particular topic, and then the learners are asked to
    discuss the topic and the lecture. The trainer supports the discussion by reinforcing the material, expanding
    upon the information presented, and allowing the learners to ask questions. The trainer looks for both verbal
    and nonverbal feedback to assess desired learning. If learning has not occurred, then more time may need to
    be spent on a particular topic.

    eLearning

    If you recall from Unit I, eLearning is the delivery of training that is typically done through electronic media
    such as virtual classrooms, mobile devices, or web-based learning via a computer. When this method of
    training delivery is used, instructors are often positioned to moderate discussions, provide feedback, and
    suggest supplemental resources and activities. We will explore two eLearning delivery approaches: webinars
    and social media.

    Webinars: As mentioned earlier, technological advances have opened up the number of ways that training
    can be delivered. Web conferencing is a method in which live meetings or presentations can be given over
    the internet from one central location. Webinars are a specific type of web conferencing tool where the
    delivery of training occurs in real time and typically involves a facilitator from one location who communicates
    electronically (i.e., computer, telephone, satellite, or through some other technical mean) with audience
    members who may reside in different locations. This training delivery method is quite popular due to its
    flexibility and cost savings.

    Social media: This is another eLearning approach that has gained much momentum in recent times. Although
    new, some experts believe that social media could be useful in all phases of training and development and

    HRM 6303, Training and Development 3

    UNIT x STUDY GUIDE
    Title

    could fundamentally shift the way training is being delivered today (Leonard, 2015). Some of the uses of
    social media in training are listed below.

    • The use of social intranet platforms to announce scheduled training events is now commonplace. A
    brief message describes content, and then a link can lead to further explanation or a video of the
    training.

    • Social intranet platforms, such as Yammer or Chatter, can be used to conduct getting-to-know-you
    exercises. Participants show up at training events already familiar with each other’s interests and
    backgrounds.

    • Another option is delivering lectures and videos and posting them to video-sharing sites on the
    organization’s intranet.

    • Social media can allow participants to share perspectives and experiences.
    • Support can also be provided for ongoing learning through internal discussion boards where learners

    can collaborate and exchange experiences and ideas.
    • Social media can be used to support post-training collaborative assignments and action plans.
    • Intranet or internet can facilitate opportunities for employees to interact with specialists in their field.
    • Social media can also be used to support alumni networks.

    Behavioral Approach

    The behavioral approach is a delivery method with an emphasis on real-world situations that are simulated to
    mirror the events, processes, and circumstances of a given concept. As mentioned earlier, the adult learner
    learns well through experience, whether that be live or simulated. Learning happens through behaviors
    practiced and exhibited over time. There are several delivery methods in the behavioral approach, which are
    detailed below.

    • Case studies: Participants would apply a new skill/knowledge to a hypothetical case or situation.
    Case studies can simulate historical situations where decision-making is needed. These situations
    can be real or imagined and encourage learners to display the behavior of properly making decisions.

    • Role plays: Participants act out and assume roles to practice appropriate behavior or resolve conflicts
    for various situations. There are two types of role-playing scenarios, which are listed below.
    o Structured role play: In this type of role playing, there is a great deal of information provided about

    the situation. Often, there are scripts involved that provide dialogue among the characters. This
    type of role playing will encourage learners to display traits needed for the given role-playing
    scenario.

    o Unstructured role play: In this type of role playing, the scenario is loosely constructed and free
    flowing. This type of role playing provides insight to the learners on how their behavior impacts
    others.

    • Simulations: Participants perform a given role within a scenario designed to resemble a real-life
    challenge. This method allows the learners to apply what they have learned. As the trainer allows the
    learners to practice the skill, the learners begin to develop proficiency in that given skill.

    • In-basket technique: The in-basket technique is a specified role-playing scenario designed to exhibit
    decision-making skills and attitudes. For example, the learners are given information about their role.
    This can be a current or future job. Also, general information about the situation is given. The learners
    are then given a packet of materials, such as complaints, messages, memos, and reports, which
    constitute the in-basket. The learners are then asked to respond to the materials within a few hours.
    When all of the appropriate responses have been given, the trainer will ask the learners to discuss
    the process they took to make the decisions that they did. The trainer will offer feedback in order to
    reinforce behaviors that the learners did well and to provide alternatives for the actions that were not
    done well.

    • Behavior modeling: In this method, an expert will model the behaviors that need to be learned. The
    learners will then practice the behaviors in a structured role play. The trainer will then reinforce the
    behavior and give feedback on areas that need improvement. This method is different from role
    playing in that it gives the learners an example of what the behavior looks like prior to practicing the
    behavior.

    • Coaching: The coaching delivery method is where one-on-one instruction and guidance is given to
    learners to help improve their performance in a given area. Typically, this method is used to aid in
    performance deficiencies, but it can also act as a motivational tool for those who are performing well.

    HRM 6303, Training and Development 4

    UNIT x STUDY GUIDE
    Title

    There are many delivery approaches that can help a trainer deliver the content that needs to be learned. One
    core focus is to ensure that the delivery style is one that is palatable for all learners. The knowledge for this
    comes through the understanding of the various adult learning concepts and then tailoring your delivery
    approach to those concepts.

    Conclusion

    There are two primary approaches in matching the learner’s style with the training delivery method. They are
    the cognitive approach and the behavioral approach. We also learned the classroom lecture method is a
    traditional cognitive delivery approach. Although this delivery method is very much prevalent, eLearning
    (virtual, online, web-based, and even social-media based) has become a preferred training method for many
    organizations. In training delivery, eLearning is not just a trend, it is here to stay.

    Reference

    Leonard, B. (2015, May 20). Social media can enhance employees' learning. Society for Human Resource

    Management [SHRM]. https://www.shrm.org/resourcesandtools/hr-topics/organizational-and-
    employee-development/pages/social-media-value.aspx

    **## TrainingandDevelopmentHRM6303UnitIVScholarlyActivity.docx**

    2

    Training and Development HRM 6303 Unit IV SA

    We learned about various training delivery methods and the categories to which they belong. Which approach suits you best when retaining knowledge—cognitive or behavioral? Explain your choice. Also, how did the COVID-19 pandemic impact how training is delivered? Has it changed? What training delivery methods are being utilized for learning?

    Your assignment should be a minimum of 500 words in length with at least one supporting reference.

    **## UnitIVStudyGuide.pdf**

    HRM 6303, Training and Development 1

    Course Learning Outcomes for Unit IV

    Upon completion of this unit, students should be able to:

    4. Evaluate the application of different delivery systems.
    4.1 Identify factors of knowledge retention.
    4.2 Assess delivery methods used for teaching adult learners.
    4.3 Explain the importance of certain delivery methods since the COVID-19 pandemic.

    Required Unit Resources

    In order to access the following resources, click the links below.

    Arraya, M. A. M., & Porfírio, J. A. (2017). Training delivery methods as source of dynamic capabilities: The

    case of sports’ organisations. European Journal of Training and Development, 41(4), 354–372.
    https://search-proquest-
    com.libraryresources.columbiasouthern.edu/docview/1913332273?accountid=33337

    Seven Dimensions (Producer). (2015). Training and learning every day (Segment 3 of 11) [Video]. In A

    formula for team success. Films on Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=93337&loid=374023

    The transcript for this video can be found by clicking the “Transcript” tab to the right of the video in the Films
    on Demand database.

    Unit Lesson

    Introduction

    During the pandemic, most employees worked remotely unless they were considered essential workers (vital
    to operations), but learning and training still had to move forward in organizations. In an effort to meet the
    need, most organizations focused on virtual and online training delivery methods for remote employees. Since
    the pandemic, eLearning (virtual, online, web-based) training delivery methods have become preferred
    methods of many organizations.

    In this unit, we take a more in-depth look at the various training delivery methods available. As mentioned in
    past units, matching the learner’s style with the delivery method is paramount. Therefore, we will explore the
    two primary approaches to help you narrow down this decision. The two approaches to learning are cognitive
    and behavioral.

    Cognitive Approach

    In the cognitive approach, learning is stimulated through the impact made on cognitive processes such as
    thinking, analyzing, retaining, and recalling information. The cognitive approach to training has a strong
    emphasis on the understanding of concepts and information. The retention of the material and its
    understanding are increased by perceiving the connections between the concepts being learned, breaking
    down the connections, and reconstructing them. There are two critical processes in the cognitive approach to
    learning, accommodation and assimilation.

    UNIT IV STUDY GUIDE
    Delivery Systems

    HRM 6303, Training and Development 2

    UNIT x STUDY GUIDE
    Title

    With the cognitive approach, the learners control their own learning path. The trainer and the method used to
    deliver the training facilitate the process of learning. Hence, the self-paced learning is typically a viable option
    in the cognitive approach. However, if the learner is not motivated to learn, then the trainer must view the
    design and delivery of the training to ensure that the adult learning concepts are incorporated as suggested in
    Unit II. In the cognitive approach, the learner is active in the process of learning, which is often self-directed
    and self-evaluative. The trainer will act as the facilitator, presenter, and coordinator who will guide the
    learners into discovery, solutions, and different perspectives of information. Delivery methods for the cognitive
    approach include the classroom lecture method, discussions, and eLearning.

    Classroom Lecture Method

    The classroom lecture method is a traditional cognitive delivery approach. In this method, a general
    understanding of a topic is introduced. There are many formats that this method can follow to allow for a
    formal or interactive experience. In the formal approach, learners listen as a trainer gives a lecture on a topic.
    Questions are typically asked toward the end of the lecture, and learners are assessed by activities given by
    the trainer and are also evaluated by the trainer. On the other hand, in an interactive format, the learner and
    trainer are both engaged in learning the material. There is a dynamic, continuous dialogue between the
    learner and the trainer. Given what we know about adult learning, it is wise to ensure that this training format
    be engaging and interactive.

    Discussions

    In the discussion delivery method, a two-way dialogue is taking place between the trainer and the learner.
    Typically, a short 15- to 20-minute lecture is given about a particular topic, and then the learners are asked to
    discuss the topic and the lecture. The trainer supports the discussion by reinforcing the material, expanding
    upon the information presented, and allowing the learners to ask questions. The trainer looks for both verbal
    and nonverbal feedback to assess desired learning. If learning has not occurred, then more time may need to
    be spent on a particular topic.

    eLearning

    If you recall from Unit I, eLearning is the delivery of training that is typically done through electronic media
    such as virtual classrooms, mobile devices, or web-based learning via a computer. When this method of
    training delivery is used, instructors are often positioned to moderate discussions, provide feedback, and
    suggest supplemental resources and activities. We will explore two eLearning delivery approaches: webinars
    and social media.

    Webinars: As mentioned earlier, technological advances have opened up the number of ways that training
    can be delivered. Web conferencing is a method in which live meetings or presentations can be given over
    the internet from one central location. Webinars are a specific type of web conferencing tool where the
    delivery of training occurs in real time and typically involves a facilitator from one location who communicates
    electronically (i.e., computer, telephone, satellite, or through some other technical mean) with audience
    members who may reside in different locations. This training delivery method is quite popular due to its
    flexibility and cost savings.

    Social media: This is another eLearning approach that has gained much momentum in recent times. Although
    new, some experts believe that social media could be useful in all phases of training and development and

    HRM 6303, Training and Development 3

    UNIT x STUDY GUIDE
    Title

    could fundamentally shift the way training is being delivered today (Leonard, 2015). Some of the uses of
    social media in training are listed below.

    • The use of social intranet platforms to announce scheduled training events is now commonplace. A
    brief message describes content, and then a link can lead to further explanation or a video of the
    training.

    • Social intranet platforms, such as Yammer or Chatter, can be used to conduct getting-to-know-you
    exercises. Participants show up at training events already familiar with each other’s interests and
    backgrounds.

    • Another option is delivering lectures and videos and posting them to video-sharing sites on the
    organization’s intranet.

    • Social media can allow participants to share perspectives and experiences.
    • Support can also be provided for ongoing learning through internal discussion boards where learners

    can collaborate and exchange experiences and ideas.
    • Social media can be used to support post-training collaborative assignments and action plans.
    • Intranet or internet can facilitate opportunities for employees to interact with specialists in their field.
    • Social media can also be used to support alumni networks.

    Behavioral Approach

    The behavioral approach is a delivery method with an emphasis on real-world situations that are simulated to
    mirror the events, processes, and circumstances of a given concept. As mentioned earlier, the adult learner
    learns well through experience, whether that be live or simulated. Learning happens through behaviors
    practiced and exhibited over time. There are several delivery methods in the behavioral approach, which are
    detailed below.

    • Case studies: Participants would apply a new skill/knowledge to a hypothetical case or situation.
    Case studies can simulate historical situations where decision-making is needed. These situations
    can be real or imagined and encourage learners to display the behavior of properly making decisions.

    • Role plays: Participants act out and assume roles to practice appropriate behavior or resolve conflicts
    for various situations. There are two types of role-playing scenarios, which are listed below.
    o Structured role play: In this type of role playing, there is a great deal of information provided about

    the situation. Often, there are scripts involved that provide dialogue among the characters. This
    type of role playing will encourage learners to display traits needed for the given role-playing
    scenario.

    o Unstructured role play: In this type of role playing, the scenario is loosely constructed and free
    flowing. This type of role playing provides insight to the learners on how their behavior impacts
    others.

    • Simulations: Participants perform a given role within a scenario designed to resemble a real-life
    challenge. This method allows the learners to apply what they have learned. As the trainer allows the
    learners to practice the skill, the learners begin to develop proficiency in that given skill.

    • In-basket technique: The in-basket technique is a specified role-playing scenario designed to exhibit
    decision-making skills and attitudes. For example, the learners are given information about their role.
    This can be a current or future job. Also, general information about the situation is given. The learners
    are then given a packet of materials, such as complaints, messages, memos, and reports, which
    constitute the in-basket. The learners are then asked to respond to the materials within a few hours.
    When all of the appropriate responses have been given, the trainer will ask the learners to discuss
    the process they took to make the decisions that they did. The trainer will offer feedback in order to
    reinforce behaviors that the learners did well and to provide alternatives for the actions that were not
    done well.

    • Behavior modeling: In this method, an expert will model the behaviors that need to be learned. The
    learners will then practice the behaviors in a structured role play. The trainer will then reinforce the
    behavior and give feedback on areas that need improvement. This method is different from role
    playing in that it gives the learners an example of what the behavior looks like prior to practicing the
    behavior.

    • Coaching: The coaching delivery method is where one-on-one instruction and guidance is given to
    learners to help improve their performance in a given area. Typically, this method is used to aid in
    performance deficiencies, but it can also act as a motivational tool for those who are performing well.

    HRM 6303, Training and Development 4

    UNIT x STUDY GUIDE
    Title

    There are many delivery approaches that can help a trainer deliver the content that needs to be learned. One
    core focus is to ensure that the delivery style is one that is palatable for all learners. The knowledge for this
    comes through the understanding of the various adult learning concepts and then tailoring your delivery
    approach to those concepts.

    Conclusion

    There are two primary approaches in matching the learner’s style with the training delivery method. They are
    the cognitive approach and the behavioral approach. We also learned the classroom lecture method is a
    traditional cognitive delivery approach. Although this delivery method is very much prevalent, eLearning
    (virtual, online, web-based, and even social-media based) has become a preferred training method for many
    organizations. In training delivery, eLearning is not just a trend, it is here to stay.

    Reference

    Leonard, B. (2015, May 20). Social media can enhance employees' learning. Society for Human Resource

    Management [SHRM]. https://www.shrm.org/resourcesandtools/hr-topics/organizational-and-
    employee-development/pages/social-media-value.aspx

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