Tag: Model Answer

  • [Solved] Organizational Case Study #1

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    ## The Case of Remote Workers Returning In the late winter of 2020 the global economy entered a period of forced transition, upheaval, and disarray as COVID-19 spread around the globe with no regard for national boundaries. On March 11, the World Health Organization declared the spread of the virus …

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    ## The Case of Remote Workers Returning
    In the late winter of 2020 the global economy entered a period of forced transition, upheaval, and disarray as COVID-19 spread around the globe with no regard for national boundaries.  On March 11, the World Health Organization declared the spread of the virus a global pandemic.[1]  In an effort to slow the spread and spare lives, quarantine measures were put in place with varying degrees of success and severity around the world.[2]  As this occurred, businesses of all types were shuttered to the public.  In most places, dining, entertainment, and personal services like hair nail salons, which were considered non-essential, were prohibited from opening their stores.[3][4]  Many businesses, mostly those employing white-collar workers, did their best to transition to remote work.  This practice was facilitated by a rise in new telecommunications technology, the demand for which created affordability and widespread acceptance of their use.[5]
    As the COVID-19 pandemic progressed through 2020, 2021, and into 2022 there were many attempts, measures, and strategies used to combat the pandemic including vaccines, masking, and social distancing.  Some businesses did not survive the turbulent times, others did, and some new forms of business emerged and thrived.[4][5]  As the years passed, and with the option of in-person work either prohibited or considered too risky, businesses and workers adapted to remote work.
    Though the pandemic forced this remote work on a scale not previously experienced, the practice of telecommuting (i.e., working from remote locations via the use of telecommunications technology) does not originate in the pandemic.  As the functionality and affordability of telecommunications technology increased in the 21st century, more and more companies began to expect workers to answer emails, take phone calls, and complete projects whether they were physically in the office or not.  This worked for and against the interest of employees in different ways.  For some, it provided the freedom to work when and where they wanted without the hassle and extra work of commuting to an office.  For others, it was an intrusion into their personal lives and made it difficult, and sometimes nearly impossible, to maintain a healthy distinction between work life and home life. Many employers and employees struck up formal agreements in which they employees were granted permission to work via telecommuting on a full-time (or near full-time) basis.  This was desirable for the companies because they were no longer limited to hiring by geographical constraints, and for employees they could live where they preferred to live instead of where their office was located.
    However, during the second decade of the 21st century, there was a growing concern that the increase of telecommuting was harming workplace innovation and productivity.  Studies emerged showing how telecommuting workers may actually be more productive in the routine nature of their work at home, but that creativity and teamwork decreased to the potential detriment of overall organizational productivity.[6]  As a result, many companies such as Yahoo, Best Buy, and Honeywell began to recall telecommuting workers back to the office.[7]
    In 2016 Honeywell, Inc. was a $40 billion company focused in the aerospace, building technologies, performance materials and technologies, and safety and productivity solutions. That summer they announced that, in response to market pressures and declining performance, they planned to end their telecommuting practice for all employees whose job did not strictly require it, such as sales teams and field service technicians.[7]  Honeywell had already been forced to make layoffs in its aerospace division and many saw the move as an attempt to galvanize organizational productivity in an effort to avoid further layoffs.  Some employees shrugged off the move as another shift in corporate strategy and prepared to start commuting back to work. Yet many other employees, who were more comfortable with remote work and had built their life around this practice, voiced strong dissent.[7]  Honeywell ultimately moved forward with the proposal.  As a result they saw increasing productivity, and concomitant rise in share price, throughout much of 2017, 2018, and 2019.[8]  However, like many other businesses, Honeywell was rocked by the economic upheaval during the pandemic and struggled to adjust the paradigm of fully remote work coupled with the other stressors of the early 20s.
    In the Spring of 2022, two years after the upheaval of business life as usual, many companies attempted to recall their workforce back to the office.  Sufficient time had been afforded for people to receive vaccinations, preventive measures had increased, and companies were incurring costs of owning and operating empty office spaces not utilized by the workforce.  Google, Tesla, and Apple all sent out notices to their workforce that a return to in-person in company offices was imminent.[9]  Tesla CEO, Elon Musk, emailed his employees with the subject line “Remove work is no longer acceptable” and demanded that Tesla employees return to on-site work or seek employment elsewhere.[9]  Apple attempted similar measures for the summer of 2022 but reneged after 1,000+ employees signed an open letter in objection stating: "Stop treating us like school kids who need to be told when to be where and what homework to do.”[9]  Similar resistance at Cognizant, a Google contractor, caused the company to push back its June 6 date for in-person work to September 6, 2022.  The Cognizant employees had connected with group, Alphabet Workers Union, and signed a petition citing "COVID fears, the costs of commuting amid $5 gas, and the increase in productivity and morale that employees have experienced while working from home.”[9]
    In many ways, the COVID-19 pandemic and the economic upheaval it created, have accelerated trends in employee-employer relations that lagged behind social and technological advances.  However, the ultimate consequences of an economy and society built predominantly on remote work will not be known for some time.  It is possible this shift will be as comparably significant as the move from agricultural to industrial work that took place in the late 19th and early 20th century.
    Sources:
    1. Cucinotta, D., Vanelli, M. (March 2020) [WHO Declares COVID-19 a PandemicLinks to an external site.](https://pubmed.ncbi.nlm.nih.gov/32191675/) _Acta Bio Medica: Atenei Parmensis_, _91_(1), 157, Retrieved on 5/22/22 from https://pubmed.ncbi.nlm.nih.gov/32191675/
    2. Livermore, D. (March 2021). [_"'Zero Covid' – an impossible dream"_Links to an external site.](https://www.hartgroup.org/zero-covid-an-impossible-dream/). _Retrieved_ _5/22/22_ from https://www.hartgroup.org/zero-covid-an-impossible-dream/
    3. Ayelet, S. (April, 2021) [_The pandemic may have caused 200,000 business closures — fewer than expectedLinks to an external site._](https://www.businessinsider.com/small-business-closures-pandemic-less-expected-past-year-fed-survey-2021-4?op=1) _._ Business Insider. Retrieved on 5/22/22 from https://www.businessinsider.com/small-business-closures-pandemic-less-expected-past-year-fed-survey-2021-4?op=1
    4. Singolda, A. (March 2020) [Links to an external site.](https://finance.yahoo.com/quote/HON) [_Analysis of 8 billion page views shows where the next hot start-up can thrive.Links to an external site._](https://www.cnbc.com/2020/05/12/here-are-the-new-businesses-to-start-during-the-coronavirus-recession.html) Retrieved on 5/22/22 from https://www.cnbc.com/2020/05/12/here-are-the-new-businesses-to-start-during-the-coronavirus-recession.html
    5. Bond, Shannon (March 2021) [A Pandemic Winner: How Zoom Beat Tech Giants To Dominate Video Chat.Links to an external site.](https://www.npr.org/2021/03/19/978393310/a-pandemic-winner-how-zoom-beat-tech-giants-to-dominate-video-chat) NPR. Retrieved on 5/22/22 from https://www.npr.org/2021/03/19/978393310/a-pandemic-winner-how-zoom-beat-tech-giants-to-dominate-video-chat
    6. [Dutcher, E. G. (2012).Links to an external site.](https://finance.yahoo.com/quote/HON) [The effects of telecommuting on productivity: An experimental examination. The role of dull and creative tasksLinks to an external site.](https://www-sciencedirect-com.libproxy.library.unt.edu/science/article/pii/S0167268112000893?via%3Dihub). _Journal of Economic Behavior & Organization, 84_(1), 355-363. Retrieved on 5/22/22 from https://www-sciencedirect-com.libproxy.library.unt.edu/science/article/pii/S0167268112000893?via%3Dihub
    7. [Links to an external site.](https://www-sciencedirect-com.libproxy.library.unt.edu/science/article/pii/S0167268112000893?via%3Dihub) [DePass, D. (October, 2016) “Links to an external site.](https://finance.yahoo.com/quote/HON) [Honeywell Ends Telecommuting OptionLinks to an external site.](http://www.startribune.com/honeywell-ends-telecommuting-option/397929641/),” Star Tribune. Retrieved on 5/22/22 from http://www.startribune.com/honeywell-ends-telecommuting-option/397929641/
    8. [Honeywell International Incorporated.Links to an external site.](https://finance.yahoo.com/quote/HON) Retrieved on 5/22/22 from https://finance.yahoo.com/quote/HON
    9. [Links to an external site.](https://www-sciencedirect-com.libproxy.library.unt.edu/science/article/pii/S0167268112000893?via%3Dihub) Hsu, Andrea (June 2022) [The idea of working in the office, all day, every day? No thanks, say workersLinks to an external site.](https://www.npr.org/2022/06/05/1102744672/remote-work-from-home-return-to-office-covid-pandemic-workers-apple-google) Retrieved 6/4/22 from https://www.npr.org/2022/06/05/1102744672/remote-work-from-home-return-to-office-covid-pandemic-workers-apple-google
    After reading respond to _all_ the following prompt questions fully, complexly, and in a way that demonstrates strong application of the material provided in course content.
    1. What challenges does remote work face that are less of an obstacle when working in an in-person environment and vice versa?  Be sure to explain these in-depth.
    2. How are managers better able to promote certain types of productivity in an in-person work environment (contrasted with remote work)? Provide examples.
    3. As an element of design and structure, _what type_ of culture is created in a remote work organization and how is this different from a culture of in-person work?
    4. Given what you now know about organizational behavior, what recommendation would make to an organization about whether they should use remote work or in-person work as their primary method of operations?
    ##### Submission Instructions:
    – Quality is more important than quantity!  Keep it **under** 1200 words.  There is no minimum but if you fail to answer the questions well or fully points will be deducted.  You are making a case for your position _using concepts and materials from class – this is not you opining about an idea you have._
    – CITE EVERYTHING! I want to be _super_ clear here.  Check out the page on academic writing below but this is super important.
    – I have compiled a page for you about quality academic writing – check it! [**Academic Writing**](https://unt.instructure.com/courses/130914/pages/academic-writing "Academic Writing")
    – Save the file as **LastName.0CS1** (DraderMazza.OCS1).
    – Save it only as a .doc or .docx and upload it.  No PDFs!!
    \
    RubricforOrganizationalCaseStudy-1.pdf](https://www.sweetstudy.com/files/rubricfororganizationalcasestudy-1-pdf-10456365 "RubricforOrganizationalCaseStudy-1.pdf")

  • [Solved] Discuss how a culture of excellence is important to the field of nursing

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    In-depth study guidance and analytical solution covering Discuss how a culture of excellence is important to the field of nursing.

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  • [Solved] what is writing?

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  • [Solved] Organizational Leadership

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    In this assignment, you will take on the role of a member of a leadership team at a mid-sized hospital facing challenges with operational costs while maintaining quality care. Your task is to create a strategic plan to address these issues, focusing on improving both care delivery and financial mana…

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    In this assignment, you will take on the role of a member of a leadership team at a mid-sized hospital facing challenges with operational costs while maintaining quality care. Your task is to create a strategic plan to address these issues, focusing on improving both care delivery and financial management.
    **Instructions:**
    1. **Create a Strategic Plan Overview using PowerPoint**
    – Goal 1: Identify and explain one strategic goal for improving care delivery. For example, improving patient satisfaction, reducing wait times, or enhancing team collaboration.
    – Goal 2: Identify a second goal that is focused on improving financial management. This could include cost-cutting measures, optimizing staff efficiency, or reducing waste.
    – Use visual elements (charts, icons, etc.) to help highlight key elements of the strategy.
    2. **Financial Management Strategy (Interactive Video or Voiceover)**
    – write a one page document explaining one financial management strategy you would implement to help the hospital reduce costs without sacrificing care quality.
    – Ensure to explain the rationale behind this choice and how you expect it to impact both the hospital’s budget and patient outcomes. You may also share how you would communicate this strategy to the hospital staff.
    #### **Document Type/Template:**
    – **PowerPoint presentation**

  • [Solved] Organizational Leadership

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    In this formative assessment, you will analyze a case study involving financial challenges at an outpatient clinic. You will identify the key economic issues affecting the clinic, such as rising operational costs, reimbursement problems, and patient satisfaction concerns. Then, you will propose prac…

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    In this formative assessment, you will analyze a case study involving financial challenges at an outpatient clinic. You will identify the key economic issues affecting the clinic, such as rising operational costs, reimbursement problems, and patient satisfaction concerns. Then, you will propose practical solutions to address these challenges, focusing on cost-saving measures, resource allocation, and strategies to improve care quality. Finally, you will submit a short reflection that explains how the economic principles you've learned apply to the situation and justifies your proposed solutions.
    **Instructions:**
    Please review the provided case study on healthcare economics and financial decision-making. The case study outlines the clinic's financial troubles, resource allocation issues, and economic factors influencing patient care.
    – **Case Study:** You are a leadership team member at a large outpatient clinic that is experiencing financial difficulties, including rising operational costs and issues with reimbursement rates from insurance providers. The clinic has received feedback from patients regarding long wait times and perceived reductions in the quality of care. Your task is to analyze the financial challenges and propose a strategic plan to address these issues while maintaining patient care standards.
    Based on the case study, identify the main financial issues the clinic is facing. Consider the economic factors affecting reimbursement rates, patient volume, and operational costs.
    Develop a brief outline of potential solutions to address the financial challenges. Focus on the following:
    – Cost-saving measures without compromising care quality.
    – Adjustments in resource allocation to improve operational efficiency.
    – Strategies to increase patient satisfaction and reduce wait times.
    Submit a written reflection (500 words): Explain how the economic principles you've learned apply to the clinic's situation. Discuss the rationale behind the solutions you propose and how these strategies can contribute to the long-term sustainability of the clinic.
    #### **Document Type/Template:**
    – Word Document

  • [Solved] 848 Unit 7 Dis

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  • [Solved] This is an ABA question for children with Autism

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    Prediction, description and control these are the goals of behavior analysis as a science, Review a published article and highlight where each goal is demonstrated. Created a case example that includes one example of each goal and explain their relevance. This case example can be done as a PowerPoin…

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    Prediction, description and control these are the goals of behavior analysis as a science, Review a published article and highlight where each goal is demonstrated.
    Created a case example that includes one example of each goal and explain their relevance.
    This case example can be done as a PowerPoint.

  • [Solved] Milestone 2

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  • [Solved] MO4

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    – ## MO4.pdf **## MO4.pdf** READ BELOW- The Knowledge-to-Action (KTA) Framework is a widely used translation science model that provides a structured, iterative process for moving evidence into clinical practice. The framework includes two major components: the knowledge creation funnel, which synth…

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    – ## MO4.pdf

    **## MO4.pdf**

    READ BELOW-

    The Knowledge-to-Action (KTA) Framework is a widely used translation science model that
    provides a structured, iterative process for moving evidence into clinical practice. The
    framework includes two major components: the knowledge creation funnel, which
    synthesizes and distills evidence, and the action cycle, which guides the implementation,
    evaluation, and sustainability of evidence-based interventions (Graham et al., 2020). Its
    emphasis on context, adaptation, barrier assessment, implementation, and long-term
    sustainability makes the KTA Framework particularly well suited for addressing national
    practice problems that require system-wide change. One such national priority is fall
    prevention, a complex patient safety issue that requires consistent adherence,
    multidisciplinary collaboration, and ongoing evaluation. The sustainability strategy of
    monitoring and evaluating knowledge use is especially critical within the KTA Framework
    and serves as a key mechanism for maintaining fall-prevention practices over time.
    Within the KTA Framework, ongoing monitoring and evaluation of knowledge use is a
    vital sustainability strategy that helps maintain intervention fidelity after the initial
    implementation phase. In the context of fall prevention, sustainability relies on ensuring
    that evidence-based practices—such as accurate fall-risk assessments, completion of
    educational fall-prevention videos, and adherence to hourly rounding—continue to be
    applied consistently across clinical settings. Ongoing monitoring provides a structured
    method for evaluating whether these practices remain active and eNective long after the
    initial rollout (Graham et al., 2020). Continuous monitoring strengthens sustainability by
    creating mechanisms for accountability and enabling early identification of challenges that
    undermine practice fidelity. Regular audits of fall-risk assessment completion or rounding
    documentation help identify practice gaps, while fall dashboards allow staN and leaders to
    track trends and respond proactively to increases in fall rates (Montejano-Lozoya et al.,
    2020). Evidence supports the eNectiveness of data-driven feedback loops in maintaining
    long-term adherence to safety initiatives. When staN consistently receive outcome data,
    they remain more motivated and engaged in fall-prevention activities (Cameron et al.,
    2021), transforming monitoring into a powerful driver of a culture of safety. A critical
    element of sustainability is embedding monitoring processes into organizational structures
    rather than treating them as temporary project tasks. The KTA Framework encourages
    integrating evaluation into routine quality-improvement processes to promote long-term
    adoption of evidence-based practices (Graham et al., 2020). For a fall-prevention initiative,
    this may include incorporating fall data review into daily safety huddles, monthly unit
    meetings, leader rounding discussions, or quarterly performance scorecards.
    Implementation science literature supports this approach, showing that interventions are
    more likely to sustain when monitoring routines are built directly into existing workflows
    (Keith et al., 2020). Embedding monitoring processes ensures continuity even during staN
    turnover or shifts in organizational priorities.
    Furthermore, ongoing monitoring aligns with evidence showing that sustainability
    improves when organizations promote continuous learning and adaptation. Nilsen (2020)
    explains that long-term implementation success requires teams to regularly reflect on data
    and adapt interventions based on evolving needs and contextual factors. Fall prevention is

    dynamic, influenced by patient acuity, staNing patterns, environmental factors, and
    technological solutions. Consistent evaluation creates opportunities to adjust fall-
    prevention strategies as these factors shift, such as improving educational tools, updating
    fall-risk screening processes, or simplifying documentation requirements. Research
    demonstrates that sustained reductions in falls occur when interventions remain
    responsive rather than rigid (Cameron et al., 2021).
    Overall, the sustainability strategy of ongoing monitoring and evaluation within the KTA
    Framework is essential for supporting long-term success in fall-prevention initiatives at a
    national scale. Embedding continuous assessment, feedback loops, and adaptation
    mechanisms into routine operations enables organizations to maintain intervention fidelity,
    reduce fall rates, and strengthen a culture of evidence-based practice long after the
    implementation phase concludes.

    INSTRUCTIONS BELOW-

    Application of Knowledge
    a. Address all bullet points accurately and thoroughly with a substantive, in-depth
    discussion.
    2. Engagement in Meaningful Dialogue
    a. Respond by furthering dialogue by providing more information and clarification, thereby
    adding more depth to the discussion.
    Integration of Evidence
    a. Incorporate three (3) diNerent sources.
    A scholarly source is (a) evidence-based, (b) peer-reviewed, and (c) published in the last
    five (5) years.
    Professionalism in Communication
    a. References are consistent with APA style/formatting with no error patterns; the hanging
    indent is not required.
    b. Presents information in an organized manner.
    c. Uses clear and concise language.
    d. Communicates with no error patterns in English grammar, spelling, syntax, and
    punctuation.
    Writing Requirements (APA style/formatting)
    · In-text citations
    · Reference list in correct APA style/formatting
    · Standard English usage and mechanics
    · A scholarly source is (a) evidence-based, (b) peer-reviewed, and (c) published in the last
    five (5) years.
    · Response post(s) may require a scholarly citation and reference.

    **## MO4.pdf**

    READ BELOW-

    The Knowledge-to-Action (KTA) Framework is a widely used translation science model that
    provides a structured, iterative process for moving evidence into clinical practice. The
    framework includes two major components: the knowledge creation funnel, which
    synthesizes and distills evidence, and the action cycle, which guides the implementation,
    evaluation, and sustainability of evidence-based interventions (Graham et al., 2020). Its
    emphasis on context, adaptation, barrier assessment, implementation, and long-term
    sustainability makes the KTA Framework particularly well suited for addressing national
    practice problems that require system-wide change. One such national priority is fall
    prevention, a complex patient safety issue that requires consistent adherence,
    multidisciplinary collaboration, and ongoing evaluation. The sustainability strategy of
    monitoring and evaluating knowledge use is especially critical within the KTA Framework
    and serves as a key mechanism for maintaining fall-prevention practices over time.
    Within the KTA Framework, ongoing monitoring and evaluation of knowledge use is a
    vital sustainability strategy that helps maintain intervention fidelity after the initial
    implementation phase. In the context of fall prevention, sustainability relies on ensuring
    that evidence-based practices—such as accurate fall-risk assessments, completion of
    educational fall-prevention videos, and adherence to hourly rounding—continue to be
    applied consistently across clinical settings. Ongoing monitoring provides a structured
    method for evaluating whether these practices remain active and eNective long after the
    initial rollout (Graham et al., 2020). Continuous monitoring strengthens sustainability by
    creating mechanisms for accountability and enabling early identification of challenges that
    undermine practice fidelity. Regular audits of fall-risk assessment completion or rounding
    documentation help identify practice gaps, while fall dashboards allow staN and leaders to
    track trends and respond proactively to increases in fall rates (Montejano-Lozoya et al.,
    2020). Evidence supports the eNectiveness of data-driven feedback loops in maintaining
    long-term adherence to safety initiatives. When staN consistently receive outcome data,
    they remain more motivated and engaged in fall-prevention activities (Cameron et al.,
    2021), transforming monitoring into a powerful driver of a culture of safety. A critical
    element of sustainability is embedding monitoring processes into organizational structures
    rather than treating them as temporary project tasks. The KTA Framework encourages
    integrating evaluation into routine quality-improvement processes to promote long-term
    adoption of evidence-based practices (Graham et al., 2020). For a fall-prevention initiative,
    this may include incorporating fall data review into daily safety huddles, monthly unit
    meetings, leader rounding discussions, or quarterly performance scorecards.
    Implementation science literature supports this approach, showing that interventions are
    more likely to sustain when monitoring routines are built directly into existing workflows
    (Keith et al., 2020). Embedding monitoring processes ensures continuity even during staN
    turnover or shifts in organizational priorities.
    Furthermore, ongoing monitoring aligns with evidence showing that sustainability
    improves when organizations promote continuous learning and adaptation. Nilsen (2020)
    explains that long-term implementation success requires teams to regularly reflect on data
    and adapt interventions based on evolving needs and contextual factors. Fall prevention is

    dynamic, influenced by patient acuity, staNing patterns, environmental factors, and
    technological solutions. Consistent evaluation creates opportunities to adjust fall-
    prevention strategies as these factors shift, such as improving educational tools, updating
    fall-risk screening processes, or simplifying documentation requirements. Research
    demonstrates that sustained reductions in falls occur when interventions remain
    responsive rather than rigid (Cameron et al., 2021).
    Overall, the sustainability strategy of ongoing monitoring and evaluation within the KTA
    Framework is essential for supporting long-term success in fall-prevention initiatives at a
    national scale. Embedding continuous assessment, feedback loops, and adaptation
    mechanisms into routine operations enables organizations to maintain intervention fidelity,
    reduce fall rates, and strengthen a culture of evidence-based practice long after the
    implementation phase concludes.

    INSTRUCTIONS BELOW-

    Application of Knowledge
    a. Address all bullet points accurately and thoroughly with a substantive, in-depth
    discussion.
    2. Engagement in Meaningful Dialogue
    a. Respond by furthering dialogue by providing more information and clarification, thereby
    adding more depth to the discussion.
    Integration of Evidence
    a. Incorporate three (3) diNerent sources.
    A scholarly source is (a) evidence-based, (b) peer-reviewed, and (c) published in the last
    five (5) years.
    Professionalism in Communication
    a. References are consistent with APA style/formatting with no error patterns; the hanging
    indent is not required.
    b. Presents information in an organized manner.
    c. Uses clear and concise language.
    d. Communicates with no error patterns in English grammar, spelling, syntax, and
    punctuation.
    Writing Requirements (APA style/formatting)
    · In-text citations
    · Reference list in correct APA style/formatting
    · Standard English usage and mechanics
    · A scholarly source is (a) evidence-based, (b) peer-reviewed, and (c) published in the last
    five (5) years.
    · Response post(s) may require a scholarly citation and reference.

  • [Solved] Excel spreadsheet

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    Need this project completed – ## F2025Assignt2KeyCheckfigures.xlsx – ## F2025Excelprojectinstructions6.pdf – F2025EXCELPROJ1.xls **## F2025Assignt2KeyCheckfigures.xlsx** ## Sheet1 | | | | | | | — | — | — | — | — | | Key Check Figures | | Schedules | | Schedule B | July | August | September…

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    Need this project completed

    – ## F2025Assignt2KeyCheckfigures.xlsx

    – ## F2025Excelprojectinstructions6.pdf

    – F2025EXCELPROJ1.xls

    **## F2025Assignt2KeyCheckfigures.xlsx**

    ## Sheet1

    | | | | | |
    | — | — | — | — | — |
    | Key Check Figures |
    | Schedules |
    | Schedule B | July | August | September | Sched E15 |
    | Total collections | $2,274,993 | $2,572,479 | $2,858,704 | $929,200 |
    | Schedule D |
    | COGS | $1,692,384 | $1,909,842 | $2,156,968 |

    | Schedule E |
    | Total Payments | $2,076,010 | $1,985,264 | $2,177,350 |
    | Projected Income statements |
    | Net Income before Taxes | $125,877 | $161,323 | $203,086 |
    | Projected Balance Seet | September |
    | Accounts Receivable | $3,079,662 |
    | Inventory | $1,587,432 |
    | Fixed Assets, net of depreciation | $1,522,000 |
    | Total Assets | $6,230,594 |
    | Accounts Payable | $896,796 |
    | Projected SCF | July | August | September |
    | Cash excess (deficit) | -$527,715 | -$166,635 | -$206,252 |

    **## F2025Excelprojectinstructions6.pdf**

    1

    EXCEL PROJECT: FINANCIAL PLANNING AND MODELING CASE

    (100 points)

    GENERAL INSTRUCTIONS: READ THIS ENTIRE ASSIGNMENT CAREFULLY

    BEFORE STARTING YOUR WORK. Failure to follow the instructions will result in point

    deductions. Late Projects will be subject to a 10 point for each day (or a fraction of a day) and

    will not be accepted after the third day following the deadline.

    Download all files from the Canvas course page, including the accompanying excel template,

    and save

    them. DO NOT COPY AND PASTE THE EXCEL TEMPLATE INTO A NEW

    WORKBOOK AND DO NOT WORK THROUGH THE WEB BROWSER. Use formulas

    in all spreadsheet cells and reference given data cells as necessary. You will NOT earn credit

    for ENTERING HARDCODED VALUES. BE SURE TO REGULARLY SAVE YOUR

    WORK. Excuses about lost work will not be accepted. Maintain a second (backup) copy of

    your file as well.

    PROJECT OBJECTIVES

    The project requires to complete an Excel-based financial model template. Such models are

    extensively used in business planning, decision-making, and for obtaining business financing.,

    making but also emphasizes critical thinking and general business skills. Specifically, the case

    has the following objectives: (1) to obtain experience using Excel within a planning and decision

    context; (2) to integrate a range of managerial and financial accounting concepts; and (3) to

    reinforce financial statement relationships through linking projected financial statements.

    You will complete a financial planning model that is derived from a set of assumptions and link

    together statements of projected cash, income and balance sheets that articulate. An Excel

    template, which is available for downloading, is structured with a separate worksheet (or tab) for

    each of the following sections: Sheet (1) Assumptions; Sheet (2) Supporting Schedules; Sheet (3)

    Projected Income Statement and Balance Sheet; and Sheet (4) Projected Cash Flow.

    Sheet (2) provides supporting schedules for detailed computations, which in turn links to the

    projected income statements and balance sheet contained within Sheet (3), along with projected

    cash flow in Sheet (4).

    2

    To work correctly, all cells of your model should be linked together via formulas, or cell

    references, across all worksheets. (A 5th sheet labeled, Graph contains data to produce a cost-

    volume-profit graph from current period, baseline information. You should use the ChartWizard

    in Excel to create the graph. The Excel template already contains the key assumptions as well as

    some formulas.

    Within a real-life practice situation, you would need to independently develop and obtain support

    for the necessary assumptions that have been provided to you. In Part I of the Excel case, you

    should complete the model formulas and linkages to Sheets (2), (3) and (4

    To accomplish this, the financial model must articulate (i.e., interconnect, or link) across all

    schedules and statements. Thus, a change in assumption should flow through and automatically

    update all related schedules in Sheet (2) and projected statements in Sheets (3) and (4). This

    requires entering formulas within the cells to calculate the required values, rather than

    hardcoding values into the cells.

    OUT-WEST PRODUCTS, INC. CASE

    You’re Hired!

    Cynthia Valley formed Out-West Products, Inc. (OWP) in 2020 when she obtained an exclusive

    franchise to nationally distribute a pen-based input device that provides effortless communication

    with standard personal computers. Recent high sales growth of the base model pen-based input

    device (PID-B), along with expected sales growth for a new premium model (PID-P), requires

    adding new management team members. The Company hires you as a management trainee to

    assume direct responsibility for financial planning activities. Your first assignment is to prepare

    a financial plan for the next three months, starting July 1.

    CASH COOLECTION PATTERN is as follows:

    30% of a month’s sales are collected by month-end. An additional 40% is collected in the

    month following, and the remaining 30% is collected in the second month following sale.

    Thus far bad debts have been negligible.

    Since OWP’s policy is to never stock out of its pen-based input devices (PIDs), and potentially

    forfeit market share to competitors, the Company maintains fairly high inventory levels.

    Therefore, desired ending inventories are equal to 70% of the next month’s sales in units.

    3

    Prior to June, OWP sold only the basic model PID-B at a price of $230 per unit. The PID-B

    costs OutWest Products $155 each from the manufacturer and it pays for purchases as follows:

    CASH Disbursements PATTERN is as follows:

    60% in the month of purchase and the remaining 40% the following month.

    The company’s monthly operating expenses (organized by cost behavior) are also provided in the

    Assumptions Sheet of the excel template. All operating expenses are paid during the month, in

    cash, with the exception of depreciation and insurance expenses.

    New fixed assets, including personal computers and office furniture, will be purchased

    during September for $90,000 cash. Ignore depreciation for these newly acquired since they

    are insignificant. The Company declares dividends of $20,000 each quarter, payable in the

    first month of the following quarter.

    OWP’s actual balance sheet at June 30, 2020 is provided at the end of the template’s

    Assumptions Sheet.

    However, the Company also desires a minimum ending cash balance each month of $35,000

    to meet regular operating expenses. Assume borrowings occur at the beginning of the

    period. To further simplify, assume no tax consequences.

    REQUIRED:

    Financial Planning Model (100 Points)

    Download the Excel template from your Blackboard course page – DO NOT MODIFY THE

    FORMAT OF THE TEMPLATE. Save the file and do not attempt to complete the template

    directly from the course page and do not copy and paste sheets into a new workbook. Case

    assumptions have already been provided in the template’s assumptions sheet. If necessary, it

    may be helpful to review Chapter 3 (CVP Analysis) and Chapter 6 (Budgeting) in your textbook

    prior to beginning the project. Be sure to regularly save your work as you complete the

    model. Remember that you must use formulas so that any changes in input data

    automatically update your model. Otherwise, your model will not work adequately, and

    you will lose points. First, complete the sheets of the Excel template, as indicated below.

    Complete Sheet 2 (Schedules)

    1) Sales and merchandise purchase plans with supporting schedules. (40 points)

    4

    a) A sales plan by month and in total – including a schedule of projected cash collections

    from sales

    and accounts receivable, by month and in total.

    b) A purchases plan in units and in dollars, including a schedule of projected cash payments

    for

    purchases, by month and in total.

    [Note: The cost of inventory on hand is released to cost of goods sold before costs for the

    purchase of additional units (i.e., use a FIFO cost flow assumption for all months).]

    Complete Sheet 3 (Inc. St. and Bal. Sheet)

    2) Projected contribution format income statements by month and in total. (20 points)

    3) Projected balance sheet for the quarter as of September30. (20 points)

    Complete Sheet 4 (Statements of Cash Flow)

    4) Projected statements of cash by month and in total – internal budget format. (15 points)

    Graph (5 points)

    Use the data in the Graph worksheet to create a cost-volume-profit graph.

    Highlight the cells A13:H16. Click insert and Select a line chart type for the CVP graph (your

    choice of style).

    Be sure that your graph closely resembles a standard CVP graph or points will not be awarded.

    **F2025EXCELPROJ1.xls**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/f2025excelproj1-xls-10456445)

    **F2025EXCELPROJ1.xls**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/f2025excelproj1-xls-10456445)

    **## F2025Assignt2KeyCheckfigures.xlsx**

    ## Sheet1

    | | | | | |
    | — | — | — | — | — |
    | Key Check Figures |
    | Schedules |
    | Schedule B | July | August | September | Sched E15 |
    | Total collections | $2,274,993 | $2,572,479 | $2,858,704 | $929,200 |
    | Schedule D |
    | COGS | $1,692,384 | $1,909,842 | $2,156,968 |

    | Schedule E |
    | Total Payments | $2,076,010 | $1,985,264 | $2,177,350 |
    | Projected Income statements |
    | Net Income before Taxes | $125,877 | $161,323 | $203,086 |
    | Projected Balance Seet | September |
    | Accounts Receivable | $3,079,662 |
    | Inventory | $1,587,432 |
    | Fixed Assets, net of depreciation | $1,522,000 |
    | Total Assets | $6,230,594 |
    | Accounts Payable | $896,796 |
    | Projected SCF | July | August | September |
    | Cash excess (deficit) | -$527,715 | -$166,635 | -$206,252 |

    **## F2025Excelprojectinstructions6.pdf**

    1

    EXCEL PROJECT: FINANCIAL PLANNING AND MODELING CASE

    (100 points)

    GENERAL INSTRUCTIONS: READ THIS ENTIRE ASSIGNMENT CAREFULLY

    BEFORE STARTING YOUR WORK. Failure to follow the instructions will result in point

    deductions. Late Projects will be subject to a 10 point for each day (or a fraction of a day) and

    will not be accepted after the third day following the deadline.

    Download all files from the Canvas course page, including the accompanying excel template,

    and save

    them. DO NOT COPY AND PASTE THE EXCEL TEMPLATE INTO A NEW

    WORKBOOK AND DO NOT WORK THROUGH THE WEB BROWSER. Use formulas

    in all spreadsheet cells and reference given data cells as necessary. You will NOT earn credit

    for ENTERING HARDCODED VALUES. BE SURE TO REGULARLY SAVE YOUR

    WORK. Excuses about lost work will not be accepted. Maintain a second (backup) copy of

    your file as well.

    PROJECT OBJECTIVES

    The project requires to complete an Excel-based financial model template. Such models are

    extensively used in business planning, decision-making, and for obtaining business financing.,

    making but also emphasizes critical thinking and general business skills. Specifically, the case

    has the following objectives: (1) to obtain experience using Excel within a planning and decision

    context; (2) to integrate a range of managerial and financial accounting concepts; and (3) to

    reinforce financial statement relationships through linking projected financial statements.

    You will complete a financial planning model that is derived from a set of assumptions and link

    together statements of projected cash, income and balance sheets that articulate. An Excel

    template, which is available for downloading, is structured with a separate worksheet (or tab) for

    each of the following sections: Sheet (1) Assumptions; Sheet (2) Supporting Schedules; Sheet (3)

    Projected Income Statement and Balance Sheet; and Sheet (4) Projected Cash Flow.

    Sheet (2) provides supporting schedules for detailed computations, which in turn links to the

    projected income statements and balance sheet contained within Sheet (3), along with projected

    cash flow in Sheet (4).

    2

    To work correctly, all cells of your model should be linked together via formulas, or cell

    references, across all worksheets. (A 5th sheet labeled, Graph contains data to produce a cost-

    volume-profit graph from current period, baseline information. You should use the ChartWizard

    in Excel to create the graph. The Excel template already contains the key assumptions as well as

    some formulas.

    Within a real-life practice situation, you would need to independently develop and obtain support

    for the necessary assumptions that have been provided to you. In Part I of the Excel case, you

    should complete the model formulas and linkages to Sheets (2), (3) and (4

    To accomplish this, the financial model must articulate (i.e., interconnect, or link) across all

    schedules and statements. Thus, a change in assumption should flow through and automatically

    update all related schedules in Sheet (2) and projected statements in Sheets (3) and (4). This

    requires entering formulas within the cells to calculate the required values, rather than

    hardcoding values into the cells.

    OUT-WEST PRODUCTS, INC. CASE

    You’re Hired!

    Cynthia Valley formed Out-West Products, Inc. (OWP) in 2020 when she obtained an exclusive

    franchise to nationally distribute a pen-based input device that provides effortless communication

    with standard personal computers. Recent high sales growth of the base model pen-based input

    device (PID-B), along with expected sales growth for a new premium model (PID-P), requires

    adding new management team members. The Company hires you as a management trainee to

    assume direct responsibility for financial planning activities. Your first assignment is to prepare

    a financial plan for the next three months, starting July 1.

    CASH COOLECTION PATTERN is as follows:

    30% of a month’s sales are collected by month-end. An additional 40% is collected in the

    month following, and the remaining 30% is collected in the second month following sale.

    Thus far bad debts have been negligible.

    Since OWP’s policy is to never stock out of its pen-based input devices (PIDs), and potentially

    forfeit market share to competitors, the Company maintains fairly high inventory levels.

    Therefore, desired ending inventories are equal to 70% of the next month’s sales in units.

    3

    Prior to June, OWP sold only the basic model PID-B at a price of $230 per unit. The PID-B

    costs OutWest Products $155 each from the manufacturer and it pays for purchases as follows:

    CASH Disbursements PATTERN is as follows:

    60% in the month of purchase and the remaining 40% the following month.

    The company’s monthly operating expenses (organized by cost behavior) are also provided in the

    Assumptions Sheet of the excel template. All operating expenses are paid during the month, in

    cash, with the exception of depreciation and insurance expenses.

    New fixed assets, including personal computers and office furniture, will be purchased

    during September for $90,000 cash. Ignore depreciation for these newly acquired since they

    are insignificant. The Company declares dividends of $20,000 each quarter, payable in the

    first month of the following quarter.

    OWP’s actual balance sheet at June 30, 2020 is provided at the end of the template’s

    Assumptions Sheet.

    However, the Company also desires a minimum ending cash balance each month of $35,000

    to meet regular operating expenses. Assume borrowings occur at the beginning of the

    period. To further simplify, assume no tax consequences.

    REQUIRED:

    Financial Planning Model (100 Points)

    Download the Excel template from your Blackboard course page – DO NOT MODIFY THE

    FORMAT OF THE TEMPLATE. Save the file and do not attempt to complete the template

    directly from the course page and do not copy and paste sheets into a new workbook. Case

    assumptions have already been provided in the template’s assumptions sheet. If necessary, it

    may be helpful to review Chapter 3 (CVP Analysis) and Chapter 6 (Budgeting) in your textbook

    prior to beginning the project. Be sure to regularly save your work as you complete the

    model. Remember that you must use formulas so that any changes in input data

    automatically update your model. Otherwise, your model will not work adequately, and

    you will lose points. First, complete the sheets of the Excel template, as indicated below.

    Complete Sheet 2 (Schedules)

    1) Sales and merchandise purchase plans with supporting schedules. (40 points)

    4

    a) A sales plan by month and in total – including a schedule of projected cash collections

    from sales

    and accounts receivable, by month and in total.

    b) A purchases plan in units and in dollars, including a schedule of projected cash payments

    for

    purchases, by month and in total.

    [Note: The cost of inventory on hand is released to cost of goods sold before costs for the

    purchase of additional units (i.e., use a FIFO cost flow assumption for all months).]

    Complete Sheet 3 (Inc. St. and Bal. Sheet)

    2) Projected contribution format income statements by month and in total. (20 points)

    3) Projected balance sheet for the quarter as of September30. (20 points)

    Complete Sheet 4 (Statements of Cash Flow)

    4) Projected statements of cash by month and in total – internal budget format. (15 points)

    Graph (5 points)

    Use the data in the Graph worksheet to create a cost-volume-profit graph.

    Highlight the cells A13:H16. Click insert and Select a line chart type for the CVP graph (your

    choice of style).

    Be sure that your graph closely resembles a standard CVP graph or points will not be awarded.

    **F2025EXCELPROJ1.xls**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/f2025excelproj1-xls-10456445)

    **## F2025Assignt2KeyCheckfigures.xlsx**

    ## Sheet1

    | | | | | |
    | — | — | — | — | — |
    | Key Check Figures |
    | Schedules |
    | Schedule B | July | August | September | Sched E15 |
    | Total collections | $2,274,993 | $2,572,479 | $2,858,704 | $929,200 |
    | Schedule D |
    | COGS | $1,692,384 | $1,909,842 | $2,156,968 |

    | Schedule E |
    | Total Payments | $2,076,010 | $1,985,264 | $2,177,350 |
    | Projected Income statements |
    | Net Income before Taxes | $125,877 | $161,323 | $203,086 |
    | Projected Balance Seet | September |
    | Accounts Receivable | $3,079,662 |
    | Inventory | $1,587,432 |
    | Fixed Assets, net of depreciation | $1,522,000 |
    | Total Assets | $6,230,594 |
    | Accounts Payable | $896,796 |
    | Projected SCF | July | August | September |
    | Cash excess (deficit) | -$527,715 | -$166,635 | -$206,252 |

    **## F2025Excelprojectinstructions6.pdf**

    1

    EXCEL PROJECT: FINANCIAL PLANNING AND MODELING CASE

    (100 points)

    GENERAL INSTRUCTIONS: READ THIS ENTIRE ASSIGNMENT CAREFULLY

    BEFORE STARTING YOUR WORK. Failure to follow the instructions will result in point

    deductions. Late Projects will be subject to a 10 point for each day (or a fraction of a day) and

    will not be accepted after the third day following the deadline.

    Download all files from the Canvas course page, including the accompanying excel template,

    and save

    them. DO NOT COPY AND PASTE THE EXCEL TEMPLATE INTO A NEW

    WORKBOOK AND DO NOT WORK THROUGH THE WEB BROWSER. Use formulas

    in all spreadsheet cells and reference given data cells as necessary. You will NOT earn credit

    for ENTERING HARDCODED VALUES. BE SURE TO REGULARLY SAVE YOUR

    WORK. Excuses about lost work will not be accepted. Maintain a second (backup) copy of

    your file as well.

    PROJECT OBJECTIVES

    The project requires to complete an Excel-based financial model template. Such models are

    extensively used in business planning, decision-making, and for obtaining business financing.,

    making but also emphasizes critical thinking and general business skills. Specifically, the case

    has the following objectives: (1) to obtain experience using Excel within a planning and decision

    context; (2) to integrate a range of managerial and financial accounting concepts; and (3) to

    reinforce financial statement relationships through linking projected financial statements.

    You will complete a financial planning model that is derived from a set of assumptions and link

    together statements of projected cash, income and balance sheets that articulate. An Excel

    template, which is available for downloading, is structured with a separate worksheet (or tab) for

    each of the following sections: Sheet (1) Assumptions; Sheet (2) Supporting Schedules; Sheet (3)

    Projected Income Statement and Balance Sheet; and Sheet (4) Projected Cash Flow.

    Sheet (2) provides supporting schedules for detailed computations, which in turn links to the

    projected income statements and balance sheet contained within Sheet (3), along with projected

    cash flow in Sheet (4).

    2

    To work correctly, all cells of your model should be linked together via formulas, or cell

    references, across all worksheets. (A 5th sheet labeled, Graph contains data to produce a cost-

    volume-profit graph from current period, baseline information. You should use the ChartWizard

    in Excel to create the graph. The Excel template already contains the key assumptions as well as

    some formulas.

    Within a real-life practice situation, you would need to independently develop and obtain support

    for the necessary assumptions that have been provided to you. In Part I of the Excel case, you

    should complete the model formulas and linkages to Sheets (2), (3) and (4

    To accomplish this, the financial model must articulate (i.e., interconnect, or link) across all

    schedules and statements. Thus, a change in assumption should flow through and automatically

    update all related schedules in Sheet (2) and projected statements in Sheets (3) and (4). This

    requires entering formulas within the cells to calculate the required values, rather than

    hardcoding values into the cells.

    OUT-WEST PRODUCTS, INC. CASE

    You’re Hired!

    Cynthia Valley formed Out-West Products, Inc. (OWP) in 2020 when she obtained an exclusive

    franchise to nationally distribute a pen-based input device that provides effortless communication

    with standard personal computers. Recent high sales growth of the base model pen-based input

    device (PID-B), along with expected sales growth for a new premium model (PID-P), requires

    adding new management team members. The Company hires you as a management trainee to

    assume direct responsibility for financial planning activities. Your first assignment is to prepare

    a financial plan for the next three months, starting July 1.

    CASH COOLECTION PATTERN is as follows:

    30% of a month’s sales are collected by month-end. An additional 40% is collected in the

    month following, and the remaining 30% is collected in the second month following sale.

    Thus far bad debts have been negligible.

    Since OWP’s policy is to never stock out of its pen-based input devices (PIDs), and potentially

    forfeit market share to competitors, the Company maintains fairly high inventory levels.

    Therefore, desired ending inventories are equal to 70% of the next month’s sales in units.

    3

    Prior to June, OWP sold only the basic model PID-B at a price of $230 per unit. The PID-B

    costs OutWest Products $155 each from the manufacturer and it pays for purchases as follows:

    CASH Disbursements PATTERN is as follows:

    60% in the month of purchase and the remaining 40% the following month.

    The company’s monthly operating expenses (organized by cost behavior) are also provided in the

    Assumptions Sheet of the excel template. All operating expenses are paid during the month, in

    cash, with the exception of depreciation and insurance expenses.

    New fixed assets, including personal computers and office furniture, will be purchased

    during September for $90,000 cash. Ignore depreciation for these newly acquired since they

    are insignificant. The Company declares dividends of $20,000 each quarter, payable in the

    first month of the following quarter.

    OWP’s actual balance sheet at June 30, 2020 is provided at the end of the template’s

    Assumptions Sheet.

    However, the Company also desires a minimum ending cash balance each month of $35,000

    to meet regular operating expenses. Assume borrowings occur at the beginning of the

    period. To further simplify, assume no tax consequences.

    REQUIRED:

    Financial Planning Model (100 Points)

    Download the Excel template from your Blackboard course page – DO NOT MODIFY THE

    FORMAT OF THE TEMPLATE. Save the file and do not attempt to complete the template

    directly from the course page and do not copy and paste sheets into a new workbook. Case

    assumptions have already been provided in the template’s assumptions sheet. If necessary, it

    may be helpful to review Chapter 3 (CVP Analysis) and Chapter 6 (Budgeting) in your textbook

    prior to beginning the project. Be sure to regularly save your work as you complete the

    model. Remember that you must use formulas so that any changes in input data

    automatically update your model. Otherwise, your model will not work adequately, and

    you will lose points. First, complete the sheets of the Excel template, as indicated below.

    Complete Sheet 2 (Schedules)

    1) Sales and merchandise purchase plans with supporting schedules. (40 points)

    4

    a) A sales plan by month and in total – including a schedule of projected cash collections

    from sales

    and accounts receivable, by month and in total.

    b) A purchases plan in units and in dollars, including a schedule of projected cash payments

    for

    purchases, by month and in total.

    [Note: The cost of inventory on hand is released to cost of goods sold before costs for the

    purchase of additional units (i.e., use a FIFO cost flow assumption for all months).]

    Complete Sheet 3 (Inc. St. and Bal. Sheet)

    2) Projected contribution format income statements by month and in total. (20 points)

    3) Projected balance sheet for the quarter as of September30. (20 points)

    Complete Sheet 4 (Statements of Cash Flow)

    4) Projected statements of cash by month and in total – internal budget format. (15 points)

    Graph (5 points)

    Use the data in the Graph worksheet to create a cost-volume-profit graph.

    Highlight the cells A13:H16. Click insert and Select a line chart type for the CVP graph (your

    choice of style).

    Be sure that your graph closely resembles a standard CVP graph or points will not be awarded.

    **F2025EXCELPROJ1.xls**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/f2025excelproj1-xls-10456445)

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