Racism in Play “Othello” by William Shakespeare Essay

Art, Music, and Creative Writing homework help

Art, Music, and Creative Writing homework help. In this Group Project, you will create a risk template, complete a weighted scorecard, and develop risk responses to effectively assess the risks associated with the ADC project.,You will create a risk template, complete a weighted scorecard,In this Group Project, you will create a risk template, complete a weighted scorecard, and develop risk responses to effectively assess the risks associated with the ADC project.,Individual Portion: Part 1, Create a risk template by listing the risks that you think are appropriate for, ADC., You may need to make assumptions about the project. Just be sure to document them in the description of the risk., ,When identifying your risks, be sure to consider the following:, Project and product risks, External and internal risks, Project budget risks, Scheduling risks, Resource risks, Product quality risks, Be sure to categorize and quantify all of the identified risks., Click on the following link to download and view a copy of an example risk template., When you have finished, upload your file to the Small Group Discussion Area for peer review.,Individual Portion: Part 2, Next, create a weighted scorecard list of functional requirements for the scheduling tool you need to purchase for, ADC., Begin by reviewing each group member’s completed risk template., If you notice any errors or contradictions, be sure to explain the issues thoroughly too each member before proceeding to risk responses and the creation of the weighted scorecard., Use the Small Group Discussion Area to come to a consensus on the risk responses and how the weighted scorecard should be completed.,The members of the group should decide the following:, What risks and requirements must be included?, What weight each risk or requirement should be given, Place each of your requirement statements, one per row, in the Requirements column., Document any project assumptions you make in footnotes., When the group has finished, the Score and Weighted Score columns should not be blank., Click on the following link to download and view a copy of an example weighted scorecard.,Attachments,Click Here To Download,Art, Music, and Creative Writing homework help

Leadership Code by Dave Ulrich, Norm Smallwood and Kate Sweetman Report

professional essay writers The book Leadership Code by Dave Ulrich, Norm Smallwood and Kate Sweetman is in keeping with expectations of people who wish to develop their leadership skills. I had known through the book’s reviews that the authors have achieved an almost unachievable task by having examined an exhaustive amount of information on the issue of leadership. They have provided a remarkable presentation in the book’s seven chapters by having synthesized their findings into five core principles in calling them the Leadership Code. I chose the book because the authors meticulously guide readers on how to make strategies, how to execute them with the involvement of people, how to create a strong foundation of creative people and how to develop with strong leadership qualities. The book is full of business expressions and is ideal for all people that wish to become powerful leaders. Dave Ulrich is amongst the most renowned authors on the contemporary business environment. The authors have directly given the message that leaders do matter but leadership is more important. They believe that the most experienced and gifted leader engages every person in his team by using his heart, mind and feet. Real leaders are those that involve people for a cause and people follow them for such qualities. Leadership is existent when organizations produce more than just a few leaders because it is not limited to a single individual but to the leadership building process. The authors have not raised questions about the important role of individual leaders but have asserted that a very significant obligation of a leader is to reinforce and introduce sustainability in the processes whereby high impact leaders are identified, hired, developed and retained at all stages and in all fields of the organization. The book deals with the issue of how an organization can transform itself from being just good to great. In fact, the Leadership Code has responded to two very important issues. First is the proportion of leadership that is the same and whether there are common standards that must be mastered by leaders in all situations. The authors have delved into issues of whether there is a specific and recognized leadership code. The second issue examined in the book is whether there are common standards that should be mastered by all leaders. In examining such issues the authors have analyzed whether leaders are born or the can be groomed. They offer an integrated process whereby leaders can become better leaders. In outlining the five essential rules of excellent leadership, the authors have devoted a separate chapter for each one. Rule one is about shaping the future and asserts that this quality is present in the strategic aspect of the leader. Get your 100% original paper on any topic done in as little as 3 hours Learn More The authors hold that the strategist envisions a bright future and helps in creating it. In being futurists with a practical approach, strong leaders are able to ascertain organizational needs and test such concepts practically and logically in the context of available resources such as people, capital and organizational competence. They believe in working with their team in figuring out how to transition from the present to the required potential. The second rule relates to how things can be made to happen. This element of execution stresses upon the issue of how the organization can ascertain the direction that it wants to take. Leaders that execute efficiently are able to transform plans into action and they thoroughly understand how change happens, how accountability is to be assigned, what major decisions are to be taken and which ones to pass on. Effective leaders are able to ensure that their team works in synergy to achieve organizational goals. The third rule pertains to efficiently engaging the available talent. Leaders that make the best use of the available talent are able to take talented people with them in the business process after retaining the right people. They develop strong organizational, professional and personal devotion towards the organization. Rule four deals with how the next generation can be constructively built. Strong leaders develop human capital by assisting and guiding future leaders to develop high competencies and to become successful. The fifth rule asserts that one should invest in oneself because personal efficiency forms the core of the leadership code. The competency of strong leaders cannot be limited only to what they know and implement. An important trait of strong leaders pertains to what kind of humans they are and how much they can achieve through their team members. Leaders are characterized as being learners from their experiences with life, people, failures and success. The authors have approached readers on two distinct though interrelated issues in the context of the requirement of effective leadership and how others can be helped in becoming strong leaders. In citing the example of Jeff Immelt, CEO of GE, who spends considerable time counseling his executives, the authors have written, “modeling the rules of leadership ensures that you lead well, but helping others master those rules guarantees success” (Ulrich et al, 2009, p.64). The styles used by the authors pertain to establishing and then sustaining a cordial and direct rapport with readers. The book deals in detail about the leadership issues in virtually acting as a mentor for readers. The authors hold that “the essence of strategy is choosing what not to do. As you communicate, you need to consider your audience, tailoring your message differently for the boardroom and the lunchroom, and learn to succeed in both. We will write a custom Report on Leadership Code by Dave Ulrich, Norm Smallwood and Kate Sweetman specifically for you! Get your first paper with 15% OFF Learn More You need to share your emotions and self, not just your intellectual ideas” (Ulrich et al, 2009, p.85). They hold that in building the next generation leaders have to transform into developers of human capital and that personal proficiency is the eventual canon of strong leadership, which begins with knowing oneself. Obviously, it can be understood that these revelations are not theoretical but are practical steps to imbibe strong leadership qualities. The book is so meaningful in exhaustively dealing with leadership that the reader is forced to think that it is specifically written for him or her. The book provides considerable information in 180 pages and examines all the five essential elements exhaustively that are thoroughly explained in using practical examples. In the final chapter the authors have explained how strong leaders succeed in adding value to the organization. They introduce a clear theory of leadership that can be adopted by organizations in identifying future leaders in terms of their competence levels. They have suggested the areas in which organizations can make investments to develop leadership at different organizational levels. The authors also provide a framework whereby such principles can be properly aligned in the organization. They have pointed out that “this leadership code, like any other code, provides both structure and guidance, and helps you know not only what to do to be a better individual leader, but also how to build better leadership capability” (Ulrich et al, 2009, p.94) They have conducted several interviews and a thorough literature review in concluding that almost 70 percent of leadership efficiency can be incorporated in the leadership codes. The synthesis and analysis made by the authors result in creating a structure that they assert is useful, practical and accurate. Although there are many critics that will speak up against the manner in which the authors have depicted a lack of sophistication in conducting their research, the work clearly passes the most significant test pertaining to the value perceptions of leaders that are in the forefront in organizations. The biggest learning from the book is by way of providing a strong basis to make self assessments, while the feedback exercises are very helpful in assisting readers to know the extent to which they fulfill the Leadership Code. In being very well written, appealing and realistic, the book allows readers to develop skills to crack the Leadership Code, thereby taking their leadership to higher levels. It provides an open environment for all those who are worried in being stopped from sharing their insights and opinions on leadership. The Leadership Code is not for people who wish to quickly get ideas about how they can improve. Not sure if you can write a paper on Leadership Code by Dave Ulrich, Norm Smallwood and Kate Sweetman by yourself? We can help you for only $16.05 $11/page Learn More It is all about thoroughly undergoing a systematic exercise by applying the given ideas to one’s leadership development. It is also helpful in developing organizations through creating an efficient team of future leaders that will carry the organization towards the path of growth. The Leadership Code is for people who wish to learn and study in challenging themselves. Works Cited Ulrich, Dave., Smallwood, Norm., and Sweetman Kate. Leadership Code, Harvard Business School Press, 2009.

GEN 102 Ashford University Wk 4 Functional Resume Professional Audit Worksheet

GEN 102 Ashford University Wk 4 Functional Resume Professional Audit Worksheet.

Short Week 4 Assignment[WLOs: 1, 2, 3, 4] [CLOs: 1, 2, 3, 5]Transcript Prepare: Prior to beginning work on this assignment watch the Week 4 Assignment video (Links to an external site.), review the sample resumes, check Support U for resources including a model assignment, and read the following: The Most In-Demand Hard and Soft Skills of 2020 (Links to an external site.)Examples from the Workplace (Links to an external site.) Reflect:
Once you are ready to take the next step in your professional journey,
digital tools can help you prepare for and find that perfect position.
Think about the tools you have in your personal skillset. What strengths
will you highlight in your career search? Consider your past work
experience to help you decide which resume template to complete. If you
already have considerable work history and education under your belt,
then the reverse chronological resume is the one to choose. However, if
your work history is limited or consists of several short jobs, a
functional resume might be the better option as it places more emphasis
on skills than work history. Write: Select and complete the template that best fits your experience and background: Professional Audit Worksheet: Functional Resume • Professional Audit Worksheet: Reverse Chronological ResumeSave your work and then submit your worksheet using the Assignment Submission button. If needed watch the Introduction to Waypoint and Originality Reports (Links to an external site.) video for instructions. Verify your submission was successful.
GEN 102 Ashford University Wk 4 Functional Resume Professional Audit Worksheet

What is the Purpose of Franchising?

Franchising is a method of marketing goods. It is important that this basic fact is understood; franchising is not an industry – indeed the use of franchising as a marketing method crosses industry borders. The application of franchising principles to each separate industry involves the blending of the ingredients to produce the right and product. Having grasped that basic fact, it should be appreciated that as franchising is a marketing method it should be approached in a flexible way. Franchising in its full sense – the business format franchise – may not be a suitable method for your business. However, you may well find that certain elements can have application and provide benefits. If that is so adopt them, even if the end result is that you have not adopted a franchise for your business. In the final analysis you have to make and live with your decisions – if franchising is not right for you, or you are not right for franchising, do not embark on that course for it could well end in disaster. But, you should not lead franchisees into disaster – for that they do not need a franchisor: many of them could manage quite well on their own. Other methods of marketing which are well known involve all levels from manufacture to retail sale. Some manufacturers or wholesalers appoint agents – those who will act on their behalf with power to undertake binding commitments. Others appoint distributors with whom they have a buyer/seller relationship. The distributor is an independent operator who may sell many competing ranges. Some manufacturers enter into licence agreements with others who manufacture their products or who carry out processes resulting in the production of goods. These arrangements may also involve trade mark licences coupled with know-how agreements under which the licensee manufactures or completes the manufacture of goods for sale. None of these agreements is the sort of marketing method with which this manual is specifically concerned although, at times, business people refer to them as ‘franchises’. The expression ‘franchise’ is also used to describe the right given for the operation of commercial TV and radio networks. The operation of a motor car manufacturers’ dealership is usually called a ‘franchise’ and in many cases quite rightly so. The suggestion fell on open minds who really understood that it was possible to expand a network using the financial and manpower resources of others. However, the franchisor had to develop an infrastructure to enable it to cope. That infrastructure, the way in which it is put together and sustained, is what this manual is concerned to explain. FACTS TO SUPPORT – ADVANTAGES For franchisors: Expansion Franchising is one of the only means available to access venture investment capital without the need to give up control of the operation of the chain in the process. After the brand is carefully designed and properly executed, franchisors are able to sell franchises and expand rapidly across countries using the resources of their franchisees, earn profits commensurate with their contribution to those societies while greatly minimixing the risk and expense that would be inherent in conventional chain operations. Legal considerations The franchisor is relieved to obtain the necessary licenses and permits to start a new outlets. In some jurisdictions, certain permits are more easily obtained by locally based, owner-operator type applicants while companies based outside the jurisdiction find it difficult if not impossible to get such licences issued to them directly. For this reason, hotel and restaurant chains that sell alcohol often have no viable option but to franchise if they wish to expand to another state. Additionally, the franchisor is relieved of the obligation to carry liability insurance on the independently owned franchise units that produce the gross sales of the franchised system since this is the obligation and responsibility of the franchisees under the franchise agreement. As long as the franchisor’s operational manuals is followed by the franchisees, the franchisors are generally always protected from any liability for any incident that occurs on the property of the franchisee. Franchisors can sell franchises without making any representations. Operational considerations Franchisees are said to have a greater incentive than direct employees to operate their businesses because they have a direct stake in the start up of the branded business and the tangible assets that wear the brand name. The need of franchisors to closely scrutinize the day to day operations of franchisees is greatly decreased. Franchisors can increase their profits on the gross sales of the franchisees and avoid the operational expenses for the physical units that wear their brand names. Franchisors can decrease their risk and therefore increase their profits as their franchisees bear the expense of operating the units and the expense of being employers. For franchisees: Employment Opening a franchise is a way of personal business. Quick start As practiced in retailing, franchising offers franchisees the advantage of starting up a new business faster based on a proven trademark and formula of doing business, as opposed to having to build a new business and brand from scratch. A well run franchise would offer from site selection to lease negotiation, training and ongoing support and statutory requirements and troubleshooting. Training Franchisors usually offer franchisees significant training, which is not available for free to individuals starting their own business. Although training is not always free for franchisees, it is sometimes supported through the traditional franchise fee that the franchisor collects and tailored to the business that is being started. When training fees and travel expenses, etc.. are required beyond the initial franchise fee, these fees are deductible as part of the startup expenses of the business. FACTS TO OBJECT – DISADVANTAGES For franchisors: Limited pool of viable franchisees In any city, there may be only a limited pool of prospects who have both the desire to purchase and start up a franchised business, as compared to the pool of individuals who can be hired and trained to competently manage directly-owned businesses, as paid employees. However, in periods of recession where traditional good jobs are in short supply, this disadvantage disappears because those who can’t find good jobs are willing to invest money in a franchise as a means of self-employment. Control Successful franchising necessitates a much more careful vetting process when evaluating the limited number of potential franchisees than would be required in the hiring of direct employees who may have experience in the concept sector. An incompetent manager of a directly-owned outlet can easily be replaced, while, regardless of the local laws and agreements in place, removing an incompetent franchisee who owns the tangible assets of the business is much more difficult. For franchisees: No guarantee There is no guarantee of financial success for the franchisee made by the franchisor in the written disclosure circular and the actual franchise agreement. While the estimated startup costs of the franchise are an implied “earnings claim” some franchised outlets do fail. Unfortunately, the unit financial performance statistics are not required to be disclosed to new buyers of franchises and this omission makes it impossible for new buyers of franchises to assess the odds of success and failure of their investment in the franchise in terms of profitability and failure as experienced on a unit basis of the franchise system. Control For franchisees, the disadvantage of franchising is a loss of control. While they gain the use of a system, assistance, training, marketing, the franchisee is required to follow the system and get approval for changes from the franchisor. For these reasons, franchisees and entrepreneurs are very different. A franchisee “is merely a temporary business investment where he may be one of several investors during the lifetime of the franchise. In other words, he is “renting” the opportunity, not “buying a business for the purpose of true ownership.” Additionally, “A franchise purchase consists of both intrinsic value and time value. A franchise is a wasting asset due to the finite term: the franchisor is only obliged to renew the franchise if it chooses to contract for that obligation.” Price Starting a franchise business carries expenses. In choosing to adopt the standards set by the franchisor, the franchisee often has no further choice as to signage, uniforms etc. The franchisee may not be allowed to source less expensive alternatives. Added to that is the franchise fee and ongoing royalties and advertising contributions. The contract may also bind the franchisee to such alterations as demanded by the franchisor from time to time. Conflicts The franchisor/franchisee relationship can easily cause conflict if either side is acting in bad faith. An incompetent franchisor can damage its franchisees by failing to promote the brand properly or by squeezing them too aggressively for profits. Franchise agreements is unilateral contracts wherein the contract terms generally are advantageous to the franchisor when there is conflict in the relationship. Summary: Yes, franchising is the best business plan. Why? Franchising your business can be a very successful way of expanding. Some of today’s largest businesses have used franchising to finance and accelerate their growth into world brands – McDonalds, Kentucky Fried Chicken, Pizza Hut, Burger King, Body Glove and the Body Shop. However, franchising must be planned step by step: – It must be pilot tested with company owned and operated outlets. Business must be successful, distinctive