post with a minimum of 250 words must contain at least (2) professional references, properly cited in the current APA format.
TOPIC: It is proven that Americans vote much less often and in lower numbers than citizens in other parts of the developed world. What accounts for this lack of engagement in the political system? What effect could this have on democracy as a whole? Propose some changes that could boost voter participation in the United States.
CLICK HERE TO MAKE YOUR ORDERon It is proven that Americans vote much less often and in lower numbers than citizens in other parts of the developed world
Do customers prefer smart watches over Fitbit because of the design?
What is the consumer’s perception of Fitbit’s features over other smart watches and are they competitive?
What are the desirable features that customers look for?
Requirements: 400-450 words
Its a Business Research Proposal. Could you please disregard the first question (Do customers prefer smart watches over Fitbit because of the design?) instead focus on Customer Preferences on feature of Smartwatch over Fitbit?
Make Case study presentation (Connect those bible leader and my paper leader)
Select a person from the Bible. The person selected may be one who lived in either Old Testament times or New Testament times.
The person may be someone who was a formal leader or someone who was not a leader in the formal sense, but exercised leadership attributes/principles and actions. Describe who this person is and two to three leadership traits exhibited by the leader.
Zero in on one situation in which the person was faced with an ethical or moral dilemma. Describe the situation and the other actors involved.
Critically describe how the person responded to the situation. In your description, explain how the person exhibited leadership attributes and principles. Explain how the person exhibited authority, responsibility, and accountability.
2. Your second leader will be the leader you chose for your critical analysis research paper. ( Here is my paper link https://www.mediafire.com/file/9ch61byph4bmx5g/AVIA+245+Leadership+Paper.docx/file)
Describe who this person is.
Describe the ethical or moral dilemma the person faced and the other actors involved.
Critically describe how the person responded to the situation. In your description, explain how the person exhibited leadership attributes and principles. Explain how the person exhibited authority, responsibility, and accountability.
Compare and contrast each person’s response and actions.
Analyze how each person responded to the situation in terms of authority, responsibility and accountability.
Analyze how each person responded to their situation in terms of ethics and morals.
Analyze how each person exercised leadership traits in the situation.
Provide relevant lessons for your audience. What lessons can be applied to your leadership development?
Purpose: To integrate and build on basic concepts in support of critical thinking.
Courseoutcomes:This assignment enables the student to meet the following course outcomes.
CO 1: Correlate lifestyle, environmental, and other influences with changes in levels of wellness. (POs 1 and 7)
CO 2: Explain the pathophysiologic processes of select health conditions. (PO 1)
CO 3: Predict clinical manifestations and complications for select disease processes. (POs 1 and 8)
Duedate:Your faculty member will inform you when this assignment is due. The Late Assignment Policy applies to this assignment.
Totalpointspossible:50 points
Preparingtheassignment
Select a pathophysiology concept (i.e., infection, mobility, perfusion, tissue integrity, cognition, intracranial regulation, hormonal regulation, glucose regulation, fluid and electrolytes, acid-base balance, cellular regulation, nutrition, gas exchange, pain, immunity, inflammation, elimination, and thermoregulation) for which you have not previously completed an active learning template (ALT). Some examples include but are not limited to
Complete the three areas of the template to describe the pathophysiologic changes that occur within the body and what care the nurse may provide for clients experiencing the changes.
Select a disease process (i.e., myocardial infarction, cerebrovascular accident, seizure, small bowel obstruction) from the current organ system you are studying, for which you have not previously completed an ALT.
Complete the top three boxes, the Assessment and Safety Concerns area of the form.
Be prepared to submit, present and/or teach this concept to others, as directed by your instructor.
In addition, complete as much of the Patient Centered Care area as you are able based on your own research and/or collaboration with your peers or faculty.
Create a 1-page analysis describing how the selected Basic Concept ALT relates to the selected Systems Disorder ALT.
Be prepared to present and/or submit your paper, as directed by your instructor.
For writing assistance, visit the Writing Center.
Please note that your instructor may provide you with additional assessments in any form to determine that you fully understand the concepts learned in the review module.
Thefollowing provides anexample of the Basic Concept ALT to helpclarifytheassignmentguidelines.
NOT FOR STUDENT SUBMISSION
Thefollowing provides anexample of the System Disorder ALT to helpclarifytheassignmentguidelines.
NOT FOR STUDENT SUBMISSION
Thefollowing provides anexample of the 1-page Analysisto helpclarifytheassignmentguidelines.
NOT FOR STUDENT SUBMISSION
Since the largest group to experience hip fractures are older adults, the normal changes that occur with aging place them at higher risk for complications of immobility and surgical repair of the fracture (for example: decreased muscle mass, decreased bone density, suppressed immune response, and loss of muscle strength and flexibility).
Immobility after a hip fracture (and surgical repair of the break) contributes to the following undesirable changes within the body.
Deep vein thrombosis (DVT) occurs when blood pools in the lower extremity veins, which increases the risk of pulmonary embolism and compromised circulation and oxygenation.
Muscle atrophy contributes to orthostatic hypotension when the smooth muscles of the venous system fail to contract when the client changes from a supine to an upright position.
Loss of appetite due to inactivity, depression, boredom, or pain can contribute to weight loss and malnutrition impacting muscle mass and delaying healing.
Use of an indwelling urinary catheter increases the risk for urinary tract infection.
Calcium loss from long bones may lead to renal calculi and osteoporosis.
Pressure and moisture to the skin increases the risk of pressure ulcers.
If client unable to reposition themselves in bed, skin can break down increasing the chance for infection.
Social isolation increases the risk of delirium and disorientation.
When supine, the weight of the chest wall limits lung expansion and contributes to atelectasis.
Blood redistribution and fluid shifts increase the risk for pulmonary edema.
Pooling of secretions increases the risk for pneumonia and decreased gas exchange.
Decreased weight bearing contributes to hormone imbalances.
Considering the concept of mobility with the systems disorder of a hip fracture, it is evident that the older adult is most at risk for not only experiencing a hip fracture but having one or more complications of immobility due to the injury, as well.
Patient-focused care should address pain management (pharmacologic and non-pharmacologic), promoting optimal respiratory status, and early movement with the help of physical therapy. As always, client safety should be incorporated into all care.
GradingRubric: Criteria are met when the student’s application of knowledge demonstrates achievement of the outcomes for this assignment.
Requiredcriteria Complete the entire template. Student name Concept Related content Underlying principles Nursing interventions Be ready to submit, present, and/or teach this concept to others.
Requiredcriteria Complete these sections Student name Disorder/Disease process Alterations in health (diagnosis) Pathophysiology Related to client problem Health promotion and disease prevention Risk factors Expected findings Laboratory tests Diagnostic procedures Safety considerations
Glazed Donut Shop (GDS) wants to go international i.e. enter other markets overseas. It is now based in Kuala Lumpur. As a consultant advice GDS on the best way to go international taking into consideration the nature of its business. Explain your decision and evaluate the likely outcomes for GDS.
NOTE:-
ASSIGMENT RUBRIC
A) Knowledge and Understanding – wide range of ideas
B) Analysis and Evaluation – analyse, evaluate, compare and construct values.
C) Critical Thinking – logical and creative, with insightful outcomes
D) Research and Enquiry – Rigorous and sustained enquiry with excellent outcomes.
D) Communication – communicate ideas clearly and appropriately.
E) Presentation and Referencing – Technically excellent accurate referencing and presentation.
Reminder:-
1) Word count –Not more than 800 words. Not including references.
2) You must provide references. References should use the American Psychological Association (APA) format.
3) References should include the latest journal/book publication (year 2000 and onwards).
Cluster Analysis (hierarchical & non-hierarchical) • Grouping/clustering similar objects/cases (or also variables) into groups. • Homogeneous/heterogeneous groups? • Segments? – Segmentation • Profiles? • Grouping variables? [see also: N. K. Malhotra & D. F. Birks, 2007, Marketing Research: An Applied Approach (Chapter 23: Cluster Analysis), 3rd European Edition, Prentice Hall, Inc., Pearson Education Limited, Essex, England.] Modul University Vienna Aim • Objects or variables are clustered into homogeneous groups that are similar to each other and dissimilar to other groups. • Group/cluster membership is not known in advance. There is no a priori information. A data-driven grouping solution is produced. • Number of clusters not fixed in advance when using hierarchical clustering but is selected subsequent to the procedure. Using nonhierarchical clustering the number of clusters has to be pre-specified. Different solutions should be compared. • Optimum result for k clusters is not necessarily the same as hierarchical result for the kth step • Result may heavily depend on the procedure chosen! You will always get some cluster solution, also if there are no reasonable clusters! Importing data in R: .csv-files Locate the file and enter the path and file name to import the dataset
Modul University Vienna Scatterplot How many cultural and sporty activities would you plan for a one month trip? Optional: Standardization If variables used for cluster analysis are measured on different scales, they have to be standardized in the forefront (Z scores most frequently used). Otherwise measurement scale differences may have an influence on the result! Standardization: [Mean value deducted from every observation and divided by the standard deviation.] Modul University Vienna Hierarchical clustering procedure Clustering procedure for hierarchical clustering can be • agglomerative – every object starts in a separate cluster which are grouped into bigger and bigger clusters until all objects are in one cluster • or divisive – a single cluster with all objects is split up until all objects are in separate clusters (also see Dendrogram) Linkage methods: • Single linkage = nearest neighbour • Complete linkage = farthest neighbour • Average linkage = average distance between all pairs • Centroid method = distance between cluster centroids • Variance methods (minimize within-cluster variance) Ward‘s method – most frequently used! – combines clusters with smallest increase in overall sum of squared distance to the cluster means Hierarchical clustering Distance measure • Similarity is determined by the distance between groups • Default: Squared Euclidean distance – most often used – interval scale; (v=number of variables, X and Y are the objects to be compared) various alternative distance measures available for interval, counts or binary data: e.g. City-Block or Manhattan-distance (sum of absolute distances), for binary data: -distance Depending on the chosen distance measure results may change! Modul University Vienna Perform cluster analysis
Agglomeration schedule • X1 and X2: If the values are negative, the two observations were merged at this stage (singleton agglomerations). If it is positive, it was merged at a former stage of the algorithm (non-singleton observations). • cluster height: the criterion usedfor the agglomeration procedure (here the squared Euclidean distance). • One can observe a dramatic increase in step 37. Further collapsing the 3 to two clusters will be problematic. Modul University Vienna Dendrogram • Vertical lines represent distances between clusters that are put together. • Coefficients are rescaled, here 0-50. How many clusters • Distances of last two stages are very large. • Decision on three clusters? Or two? Depends on objectives! • …are relevant in terms of practical/managerial considerations? • Theoretically based? Literature? • Useful sizes? • Meaningful interpretation of cluster characteristics possible? • Distance between clusters? Modul University Vienna Dendrogram • Distances of last two stages are very large. • Decision on three clusters? Or two? Depends on objectives!
Cluster membership and information • Cluster membership variable of the 3 cluster solution is produced.
• The 1st group has 15 observations, the 2nd and 3rd have 12.
• The 1st group is neither interested in culture nor sports. The 2nd group is interested in culture but not in sports. The 3rd group is interested in sports but not in culture. Modul University Vienna Non-hierarchical clustering: k-means • Disadvantage: Number of clusters has to be a priori fixed!!! • Advantage: computationally less burdensome compared with hierarchical cluster analysis if many observations are contained in the dataset • Optimising partitioning: Objects are reassigned iteratively between clusters and do not necessarily stay within one cluster once assigned to it (contrary to hierarchical clustering) • Iteration: 1. Each objects is assigned to the cluster with thenearest cluster center (least squared Euclidean distance) 2. Recalculation of cluster centers 3. Loop: Continue with step 1 Distance measure • Similarity (between preferably interval scaled variables) is determined by the squared Euclidean distance • Notation: n=number of observations i=1,…,n x and y are the objects to be compared • The variance (squared Euclidean distances between all clustering variables and the centroid of each cluster), or socalled within cluster variation, is minimized.
Modul University Vienna Number of clusters, iteration and random starts • The number of clusters must be specified a priori!!! • k-means uses an iterative algorithm to determine the cluster centers (1. objects are assigned to nearest cluster center, 2. calculation of cluster center, 3. continues with step 1). iter.max sets the maximum number of iterations. During classification the algorithm will continue iterating until iter.max iterations have been conducted or the convergence criterion is reached. • Hint: A high iter.max value is recommended (e.g. 1,000) to allow for a high number of iteration steps and the algorithm to converge. • As the final result depends on the starting values, k-means clustering should be run with several random starting values, here 25. The one with the lowest within-cluster variation will automatically be selected. Random starts • The a priori selected number of clusters must be specified!!! • k-means uses an iterative algorithm to determine the cluster centers. iter.max sets the maximum number of iterations. During classification the algorithm will continue iterating until iter.max iterations have been done or the convergence criterion is fulfilled. • If convergence criteria is not achieved the number of maximum iterations has to be increased until enough iteration steps (1. objects are assigned to nearest cluster center, 2. calculation of cluster center, 3. continues with step 1) are processed. • Hint: A high max_iter value is recommended (e.g. 1,000) to allow for a high number of iteration steps and the algorithm to converge. Modul University Vienna Perform k-means clustering
• The number of cases in each cluster shows the size of each cluster in the dataset. • Cluster means are the means of variables within clusters. • Cluster vector = cluster membership Cluster membership • The cluster membership shows the case number in the rownames (values 1 to 39) and the cluster number in the kcluster.cluster column. • Case number 1 belongs to cluster 3, case number 13 belongs to cluster 1… Modul University Vienna Print k-means solution and cluster center • Final Cluster Centers are the means of variables within clusters.
Cluster comparison • Attention! Judgement of differences between clusters for variables used in the algorithm via t-test or ANOVA? No hypothesis test in the usual meaning, just descriptive! Just an indicator which variables are relevent for clustering. = Proper validation only by means of an external criterion not involved in cluster analysis! = Profiling Modul University Vienna Profiling • First, groups are described on the basis of the variables used for k-means clustering. • Second, profiling describes clusters by means of other relevant variables not used during the clustering procedure (e.g. demographic, psychographic, geographic… characteristics).
Hydrographics are applied to firearms for aesthetic purposes almost as often as they are for functional ones. This is evident in the many different films available which are purely for looks. Let’s face it, you are unlikely to ever be surrounded by flames and skulls and in need of a firearm which blends into your environment. Consider all the purely aesthetic hydrographics you have seen and then discuss the following.
Do you find there to be any ethical concern with taking a tool such as a firearm and giving it a “designer look” like you would a car, boat, or other “toy”? Why or why not? If you were to offer hydrographic application at your own shop, would you apply these finishes if a customer requested them? Why or why not? Finally, how would you defend your position to a customer who took offense to your view, whatever it is?
Business Management Skills (DIPMB3_AS_v3) Student identification (student to complete) Please complete the fields shaded grey. Student number Written Assignment result (assessor to complete) Result — first submission Not yet demonstrated Parts that must be resubmitted Result — resubmission (if applicable) Not applicable Result summary (assessor to complete) First submission Resubmission (if required) Task 1 Not yet demonstrated Not applicable Task 2 Not yet demonstrated Not applicable Task 3 Not yet demonstrated Not applicable Task 4 Not yet demonstrated Not applicable Task 5 Not yet demonstrated Not applicable Task 6 Not yet demonstrated Not applicable Task 7 Not yet demonstrated Not applicable Task 8 Not yet demonstrated Not applicable Feedback (assessor to complete) [insert assessor feedback] Before you begin Read everything in this document before you start your written assignment for Business Management Skills (DIPMB3_AS_v3). About this document This document includes the following parts: • Instructions for completing and submitting this assignment • CCF & MB case study and tasks covering Business Management Skills: • Task 1 — Developing and nurturing relationships with clients, other professionals and third-party referrers • Task 2 — Growing the business • Task 3 — Identifying risk and applying risk management processes • Task 4— Improving the business • Task 5 —Managing people performance • Task 6 — Showing leadership in the workplace • Task 7 – Standards and values • Task 8 – Develop a Performance plan How to use the study plan We recommend that you use the study plan for this subject to help you manage your time to complete the assignment within your enrolment period. Your study plan is in the KapLearn Business Management Skills (DIPMB3v3) subject room. Instructions for completing and submitting this written assignment Saving your work Download this document to your desktop, type your answers in the spaces provided and save your work regularly. • Use the template provided, as other formats will not be accepted for these assignments. • Name your file as follows: Studentnumber_SubjectCode_Assignment_versionnumber_Submissionnumber (e.g. 12345678_DIPMB3_AS_v3_Submission1). • Include your student ID on the first page of the assignment. Before you submit your work, please do a spell check and proofread your work to ensure that everything is clear and unambiguous. Word count The word count shown with each question is indicative only. You will not be penalised for exceeding the suggested word count. Please do not include additional information which is outside the scope of the question. Additional research When completing this assignment, assumptions are permitted although they must not be in conflict with the information provided in the Case Study. You may also be required to source additional information from other organisations in the finance industry to find the right products or services to meet your client’s requirements, or to calculate any service fees that may be applicable. Submitting the written assignment Only Microsoft Office compatible written assignments submitted in the template file will be accepted for marking by Kaplan Professional Education. You need to save and submit this entire document. Do not remove any sections of the document. Do not save your completed assignment as a PDF. The written assignment must be completed before submitting it to Kaplan Professional Education. Incomplete written assignments will be returned to you unmarked. The maximum file size is 20MB for the Written and Oral Assignment. Once you submit your written assignment for marking you will be unable to make any further changes to it. You are able to submit your written assignment earlier than the deadline if you are confident you have completed all parts and have prepared a quality submission. Please refer to the Assignment submission/resubmission videos in the ‘Assessment’ section of KapLearn under your ‘Assignment Enrolment’ for details on how to submit/resubmit your written assignment. Your written assignment and oral assignment must be submitted together on or before your due date. Please check KapLearn for the due date. The written assignment marking process You have 12 weeks from the date of your enrolment in this subject to submit your completed assignment. If you reach the end of your initial enrolment period and have been deemed ‘Not yet demonstrated’ in one or more assessment items, then an additional four (4) weeks will be granted, provided you attempted all assessment tasks during the initial enrolment period. Your assessor will mark your written and oral assignment and return it to you in the Business Management Skills (DIPMB3v3) subject room in KapLearn under the ‘Assessment’ tab. Make a reasonable attempt You must demonstrate that you have made a reasonable attempt to answer all of the questions in your written assignment. Failure to do so will mean that your assignment will not be accepted for marking; therefore you will not receive the benefit of feedback on your submission. If you do not meet these requirements, you will be notified. You will then have until your submission deadline to submit your completed written and oral assignment. How your written assignment is graded Assignment tasks are used to determine your ‘competence’ in demonstrating the required knowledge and/or skills for each subject. As a result, you will be graded as either Demonstrated or Not yet demonstrated. Your assessor will follow the below process when marking your written assignment: • Assess your responses to each question, and sub-parts if applicable, and then determine whether you have demonstrated competence in each question. • Determine if, on a holistic basis, your responses to the questions have demonstrated overall competence. You must be deemed to be demonstrated in all assessment items in order to be awarded the units of competency in this subject, including: • all of the exam questions • the written and oral assignment. ‘Not yet demonstrated’ and resubmissions Should sections of your assignment be marked as ‘Not yet demonstrated’ you will be given an additional opportunity to amend your responses so that you can demonstrate your competency to the required level. You must address the assessor’s feedback in your amended responses. You only need amend those sections where the assessor has determined you are ‘Not yet demonstrated’. Make changes to your original submission. Use a different text colour for your resubmission. Your assessor will be in a better position to gauge the quality and nature of your changes. Ensure you leave your first assessor’s comments in your assignment, so your second assessor can see the instructions that were originally provided for you. Do not change any comments made by a Kaplan assessor. Units of competency This written assignment is your opportunity to demonstrate your competency against these units: Unit code Unit name BSBRSK401 Identify risk and apply risk management processes FNSPRM603 Grow the practice BSBMGT502 Manage people performance BSBMGT401 Show leadership in the workplace FNSRSK502 Assess risks Note that the written and oral assignment is one of two assessments required to meet the requirements of the units of competency. We are here to help If you have any questions about this written assignment you can post your query at the ‘Ask your Tutor’ forum in your subject room. You can expect an answer within 24 hours of your posting from one of our technical advisers or student support staff. Capital City Finance and Mortgage Brokers (CCF & MB) George and Mildred are very happy with the way you service your clients and are sure that you are a good fit for the team. They now want you to turn your focus to your primary task, which is to assist in expanding the business by building relationships with selected real estate agents, accountants and legal firms through strategic alliances. They also want you to consider how CCF & MB can consolidate its relationships with its existing strategic partners. Let’s recap on what you already know about Capital City Finance and Mortgage Brokers (CCF & MB). It’s a family owned business providing a range of mortgage and finance broking services to the business and private sectors, with experience in all facets of finance and insurance, providing expert advice covering a multitude of products and options existing within the market. CCF & MB specialises in home loans, commercial lending, business lending, personal and motor vehicle finance and insurance (life and general) and focuses on helping clients find the finance service suited to their individual circumstances. It provides its services through its association with the following partners: • Australian Aggregators: a rising company within the aggregation business, with an extensive panel of residential and commercial lenders, and asset finance. • ABC General Insurance: a boutique insurance company specialising in a full range of general insurances. • XYZ Life: a small family-owned insurance brokerage specialising in the full range of life insurance products. Based in the city, CCF & MB has the capacity to service clients from their office or anywhere at their clients’ convenience through its team of mobile brokers. CCF & MB does not hold a credit license but operates as a credit representative of Australian Aggregators. Since its inception 13 years ago, CCF & MB has built a loan book of almost $1.2 billion and averages over $120 million in new loans annually. CCF & MB’s vision is to be the mortgage and finance broker of choice in the greater metropolitan area. CCF & MB’s mission statement is: ‘to operate professionally in accordance with legislation, our licence and professional standards’. CCF & MB’s values are as follows: • to act with honesty and integrity at all times • to provide unbiased advice and conduct business, free from any conflict of interest • to maintain confidentiality in all dealings • to meet all NCCP regulatory requirements • to comply with all mortgage industry laws and regulations • to ensure quality and efficiency in its loan processes. CCF & MB’s people CCF & MB is owned by husband and wife, George and Mildred Spencer. With over 35 years’ experience in finance and business ownership, George established and built a successful business dedicated to assisting clients with managing their finances effectively. Starting the business with his wife Mildred 13 years ago, George gained immense satisfaction in seeing it expand, to service more and more clients across the city and greater metropolitan area. Although in recent years he has stepped back from dealing directly with clients, he still maintains a small select clientele. He also takes great pride in training and mentoring his team to enhance their performance. Mildred has over 22 years of lending experience and is qualified, not only to assist her clients with their mortgage requirements, but also to assist them with their commercial finance requirements. She also holds financial planning qualifications. She specialises in asset finance. The company has a small team of five additional consultants and two administration staff members. Profiles for the team are as follows: • Jennifer Dee is recognised as one of the top female brokers in Australia. She has been in the broking industry for over 10 years and has a passion and dedication to assist and accommodate all of her clients’ needs with their financial dreams. Jennifer is an Accredited Mortgage Consultant with the Mortgage and Finance Association of Australia (MFAA). • Louise Spencer (George and Mildred’s eldest daughter) is an Accredited Mortgage Consultant with the Mortgage and Finance Association of Australia (MFAA) and has been working as a loan consultant for almost two years. Louise started off in the lending industry in the office as an administrator to gain as much experience and knowledge as possible before taking a broking role. Her passion for helping her clients ensures that she is always available to her clients at a time and place convenient for them. • Michael Spencer is George’s younger brother and is CCF & MB’s equipment finance specialist. He has over 25 years working in the equipment finance industry. He has developed an in-depth understanding of the transport and agricultural industries, and also provides finance for general equipment, motor vehicles and computer equipment. • Martin Long has specialised in equipment finance for the last three years, but prior to this he spent five years operating his own retail food business. This practical experience allows him to see things from his client’s point of view, including experience with equipment finance. He specialises in plant and equipment in the machinery, woodworking and packaging industries. Examples of some of the equipment he has financed are farm machinery, extrusion lines, plastic injection moulders, commercial catering equipment, woodworking plant, packaging lines, forklifts, office fit-outs and many different motor vehicles. • Luis Ramirez migrated to Australia as a young boy; 25 years ago with his family. After completing high school he graduated from university with an accounting degree and worked in ANZ in commercial lending. He joined CCF & MB four years ago and specialises in vehicle and capital equipment financing. He provides ITC and general equipment lease funding options for clients. By providing better outcomes, both during and at the end of their equipment leases, Luis’ many clients have been able to reduce costs and maximise the value of their available budgets. CCF & MB is a member of the MFAA, as a broking business dealing directly with the public. Both George and Mildred are fellows of the MFAA. CCF & MB is also a corporate member of the FBAA. All staff members, including consultants, are paid an annual salary plus superannuation. Consultants also receive a car allowance plus a percentage of trail commissions, which are paid quarterly based on their performance targets. CCF & MB’s panelled lenders With access to an extensive panel of lenders, CCF & MB can meet most clients’ expectations. Residential lenders are listed in the following table. Adelaide Bank Homeloans Limited Pepper Home Loans AMP Homeside Phoenix-Circle Credit Union ANZ ING Direct PLAN Lending Australian Financial Keystart PN Bank Australian First Mortgage La Trobe Resi Bank of Melbourne Liberty Financial St George Bank BankSA Macquarie Suncorp Bankwest ME Bank The Rock Building Society Bluestone Mortgage Mart Westpac Citibank NAB Wide Bay Australia Ltd Commonwealth Bank Newcastle Permanent Heritage Bank Peoples Choice Credit Union Commercial lenders and asset finance providers are listed in the following table. Adelaide Bank Commercial Bibby Financial Services Pty Ltd Liberty Financial Commercial ANZ Commercial Commonwealth Bank Commercial NAB Commercial Australian First Mortgage Commercial IMB Commercial St George Commercial Bank SA Commercial ING Direct Commercial Suncorp Commercial Bankwest Business Banking LaTrobe Commercial Westpac Commercial Adelaide Bank Commercial Macquarie Leasing Westpac Equipment Finance ANZ Asset Finance Commonwealth Bank Asset Finance Liberty Asset Finance Future developments George and Mildred are very keen to expand and grow their business and are in the process of speaking with a number of real estate agents, accountants and legal firms with a view to forming strategic alliances. Due to the expected increase in business, George and Mildred are seeking to employ another consultant to take on the extra work. This person will be required to: • build strategic relationships with a number of real estate agents, accountants and legal firms already identified • identify and foster relationships with other real estate agents, accountants and legal firms • provide finance and mortgage broking services to new clients identified through these strategic alliances. Business management skills Task 1 — Developing and nurturing relationships with clients, other professionals and third-party referrers George and Mildred now require you to write a plan to assist in developing and nurturing relationships with clients, other professionals and third-party referrers. The layout and content of your plan should address the following: 1. How CCF & MB’s policies and procedures and legislative, regulatory and professional codes of practice impact on developing and nurturing relationships. 2. How you would use CCF & MB’s social, business and ethical standards to develop and maintain positive relationships. 3. The importance of confidentiality and how you would maintain it in your dealings with colleagues, clients and other parties. 4. How you would adjust your interpersonal style to the needs and situation of other parties. 5. How you would go about developing and maintaining business and professional networks and other relationships to benefit the organisation; and how you would use them to identify and cultivate relationships in order to promote and market the organisation. 6. How you could use and cooperate with other professionals and third parties to expand and enhance the reputation of the organisation, and to identify new and improved business practices. 7. How you would build referral business through appropriate communication channels, to find and secure new business relationships. 8. How you would identify referral needs and provide information about CCF & MB’s relevant products and services. 9. How you would secure interviews with referral business so that the needs of clients can be met. (1,000 words) You may use any format for your plan but you are not permitted to simply answer the points above. If you are unsure as to how to write a plan, you can refer to the Business Growth and Marketing topic and use the suggested SMEAC format outlined in Part 6, Section 13. You may also refer to the internet for other example business or marketing plans. Guidance on how to develop a plan is available at the business.gov.au website: https://www.business.gov.au/planning/templates-and-tools/marketing-plan-template-and-guide When completing this task, assumptions are permitted, although they must not be in conflict with the information provided in the background information. Student response to Task 1 Answer here Assessor feedback for Task 1: Resubmission required? No Task 2 — Growing the business Having considered how you would go about building and nurturing relationships, George and Mildred now require you to turn your attention to marketing and promoting CCF & MB’s business. This requires you to develop, implement, monitor and adjust a Marketing Plan for the business. When doing this, you will need to: • Ensure your plan is developed in line with CCF & MB’s vision statement. • Conduct some research (or make assumptions) and identify key market data for the plan. This can include, for example, customer demographics, product types (i.e. census data if available), marketing media data (i.e. social media). • Identify of target markets, using a combination of research and your own personal experience. • Identify your major competitors (at least two) with a competitor analysis developed for each competitor. • Conduct a review of CCF & MB’s current market position based on your research findings in conjunction with competitor analysis; and identify where improvements can be made. • Document changes you could introduce to improve the brand of CCF & MB, and what promotional activities you could introduce to build the customer base. • The provision of options for increasing yield per existing client. 1. To develop and implement the marketing plan, complete the table below: Student response to Task 2 Question 1 Implementing the Marketing plan Task Steps Required Resources Required Who will complete this Date to Start Date to Complete Answer here Answer here Answer here Answer here Answer here Answer here
2. To monitor the marketing plan, complete the table below: Student response to Task 2 Question 2 Monitoring the Marketing Plan Marketing plan targets Monitoring process Period one Period two Period three Period four Average Answer here Answer here Answer here Answer here Answer here Answer here Answer here
3. To make adjustments to the marketing plan, complete the table below: Student response to Task 2 Question 3 Adjusting the marketing plan Identified task requiring adjustment Changes required Answer here Answer here (1,000 words) When completing this task, assumptions are permitted although they must not be in conflict with the information provided in the background information. NOTE to students: You can add lines to the tables if necessary Assessor feedback for Task 2: Resubmission required? No Task 3 — Identifying risk and applying risk management processes George and Mildred have become very concerned about the potential risks that could jeopardise CCF & MB’s business operations. They were very impressed with your growth and marketing plans for CCF & MB so they have now moved you into more of a general manager’s role with expanded responsibilities, including managing CCF & MB’s risk. 1. As part of your new responsibilities you are required to develop a risk management plan which: • Establishes the context for CCF & MB’s risk management plan. • Lists and explains the tools you will use in assessing the risks you identify. • Identifies the stakeholders you would consult in establishing context and the tools you would use in identifying CCF & MB’s risks. • Identifies at least two risks that CCF & MB could face for each of the six categories of business risk including strategic risks, compliance risks, financial risk, operational risks, market and environmental risks and reputational risks with an appropriate risk statement for each identified risk. Note: You may make any assumptions in producing your plan, but these should be documented either in the body of your plan or separately before you produce it. You are not permitted to simply answer the points detailed above. Student response to Task 3: Question 1 Answer here 2. Refer to the email from co-worker identifying potential risk in the toolbox. Using the box below, write an email to management outlining the identified risk, your analysis, how you would evaluate the risk and suggest how the risk could be best treated. Student response to Task 3: Question 2 Answer here 3. Refer to the Risk treatment mapping guide in the toolbox. Using the following steps, complete the Risk evaluation and treatment table below: Step 1. Through analysis, identify the risks CC & MB’s business may face; and complete that column. This is to include both legislative and financial risks. Step 2. By using the Risk treatment mapping guide in the toolbox, appraise the likelihood and consequence for each risk identified and include these in the table. Step 3. Define how each risk can be treated, and whether a potentially serious risk should be escalated to management. Step 4. Develop recommendations to mitigate identified risks. Step 5. Provide recommendations on how to monitor and review the risks identified. Student response to Task 3: Question 3 Answer here Complete for Task 6: Risk evaluation and treatment map Risk identified (through analysis) Likelihood (risk evaluation criteria) Consequence Treatment (comment if risk should be escalated to management for supervision) Mitigate identified risks (provide recommendations to mitigate risk) Monitor (include how to be monitored and how often to be reviewed)
(Task 3: Questions 1-3, 1,000 words) Assessor feedback for Task 3: Resubmission required? No Task 4— Improving the business Over the last few months business for CCF & MB has been very good with a number of new clients coming on board as a result of implementing your business growth and marketing plans. However, neither you or the business owners are satisfied with maintaining the status quo; as you and they are committed to a program of continuous improvement. You all feel that CCF & MB’s competitive advantage needs to be strengthened and a SWOT should be undertaken to establish CCF & MB’s strengths and weaknesses including benchmarking the business against the industry. You now decide that you will carry out a diagnosis of the business including a SWOT analysis and a benchmarking exercise to improve CCF &MB’s competitive advantage and its business. You are to produce a document covering your diagnosis, which will be distributed amongst CCF & MB’s key personnel. As a minimum, your document should cover the following: 1. The data you have used as part of your diagnosis to identify CCF & MB’s competitive advantage. 2. A SWOT analysis to identify CCF & MB’s strengths and weaknesses, its threats and opportunities. 3. How you identified and sourced relevant benchmarking data. 4. How you selected the key indicators (and who you consulted with) for your benchmarking exercise. 5. A consolidated list of the areas for improvement you have identified with a cost-benefit ratio established for each of them. 6. Recommendations on the changes that may be required that will affect existing workflows or CCF & MB’s organisational structure 7. A high-level action plan that will implement and monitor the recommended changes to be made. In addition to the material on your Part 2 learning guides, the following link gives you access to a step-by-step guide to benchmarking and determining competitive advantage: http://www.business.vic.gov.au/marketing-sales-and-online/increasing-sales-through-marketing/benchmark-your-business (1,000 words) Student response to Task 4 Answer here Assessor feedback for Task 4: Resubmission required? No Task 5 —Managing people performance One of your key responsibilities as general manager is to develop and implement ways to improve the performance of CCF & MB’s consultants and other staff members. Answer the following questions: 1. Why is it important to consult with stakeholders when allocating work? What are the possible consequences of allocating work without consultation? Student response to Task 5: Question 1 Answer here 2. Describe the process you might follow when developing quantitative and qualitative performance criteria. You should explain how you ensure that the criteria relates to CCF & MB’s objectives and how to motivate staff members to achieve these objectives. Student response to Task 5: Question 2 Answer here 3. Describe the different ways you might gather information about a staff member’s workplace performance. Student response to Task 5: Question 3 Answer here 4. What are the benefits of evaluating and monitoring staff members on a continuous basis? Student response to Task 5: Question 4 Answer here 5. Describe how you might do this for CCF & MB. Student response to Task 5: Question 5 Answer here 6. Why is it important to document the performance management process? Explain the possible consequences of not retaining appropriate records of this process. Student response to Task 5: Question 6 Answer here 7. In what ways can you reinforce excellence in work performance through recognition and continuous feedback? In what ways might you be able reward staff in non-financial ways? Student response to Task 5: Question 7 Answer here 8. Design a high-level performance management process for CCF & MB to be rolled out to all staff members. Student response to Task 5: Question 8 Answer here 9. Who should you consult when designing the performance management process? List who you would consult and the reasons why. Student response to Task 5: Question 9 Answer here 10. Using the box below, create a minimum of 5 evaluation criteria, that could be used in a Performance appraisal Checklist: Student response to Task 5: Question 10 Answer here 11. Using the “Work Plan” template provided below, develop a work plan for CCF & MB. This can be done by using actions of your choice (i.e. nurturing leads to create clients). The work plan will also include who you will allocate various tasks to achieve the plan’s objective. The plan must be within CCF & MB’s organisational requirements and comply with legal requirements. Student response to Task 5: Question 11 Answer here Complete for Task 11: Work plan template Action Allocated to: Responsibility Timeframe allocated
(Task 5 Questions 1-11, 800 words) Martin and Luis are working together on project involving the preparation for a loan application for one of CCF & MB’s most influential clients, a property developer. Martin missed a deadline and the whole project is now behind schedule by a week. This is the third time in a month that he has missed a deadline. Martin has had problems with meeting deadlines in the past and has already had a written warning. As the general manager you have been monitoring Martin’s performance over the past month, providing informal feedback about his role in the project. Although he has made several improvements regarding his performance, his inability to meet deadlines has forced the delay of the client’s development a further month. CCF & MB made a commitment to the client that the loan application would be with the prospective lender two weeks ago. The client is not happy that he does not yet have an approval and is considering cancelling the agreement he has with CCF & MB and going elsewhere. 12. You have arranged to meet with Martin to talk about the project and his input. How would you go about providing constructive feedback to Martin? Student response to Task 5: Question 12 Answer here 13. Following your meeting with Martin you have decided to monitor his performance for the purposes of evaluating where improvements can be made and provide feedback. Outline the process you have adopted to conduct this monitoring exercise. Reference material is available in Topic 1.3, Business Management Skills, People management. Student response to Task 5: Question 13 Answer here 14. Following your meeting with Martin, use the evaluation criteria, you developed in question 10 above to record and document comments regarding Martin’s performance in the Performance Appraisal checklist below. Student response to Task 5: Question 14 Complete for Task 10: Performance Appraisal Checklist Evaluation Criteria Rating 1-5 (5 best) Team Leader/General Manager Comments Answer here Answer here Answer here Answer here Answer here Answer here Answer here Answer here Answer here Answer here Answer here Answer here Answer here Answer here Answer here (Task 5 Questions 12-14, 600 words) Assessor feedback for Task 5: Resubmission required? No Task 6 — Showing leadership in the workplace Leadership is defined as the ability to influence others. This assessment task requires you to reflect on your own ability to positively influence others in the workplace and the negative aspects of poor leadership. Note: If you are not currently working in the finance and mortgage broking industry, you may reflect on your experiences in another industry. 1. Reflect on a situation where you have had a positive impact in the workplace. Please include the skills, decisions and/or behaviours you demonstrated that contributed to this positive change and what the impact was for the team/clients/organisation. (400 words) Student response to Task 6: Question 1 Answer here 2. Reflect on a situation which was or could have been damaging to an organisation. Please include the behaviours, standards or values that were demonstrated and explain why they were detrimental. (400 words) Student response to Task 6: Question 2 Answer here 3. In your role as the general manager of CCF & MB create your own personal performance plan. You may use your own personal performance plan or alternatively you can use the example below. In developing your personal performance plan, you should ensure that your personal KPIs reflect CCF & MB’s goals and objectives and how you can help in building CCF & MB’s integrity and credibility. You may refer to the Organisational standards and values document located in the toolbox and use the Client service standards statement for specific development objectives. Student response to Task 6: Question 3 What are my development objectives? Priority What activities do I need to undertake to achieve my objectives? What support/resources do I need to achieve my objectives Target date for achieving my objectives Actual date of achieving my objectives
Review date: 4. Feedback from colleagues, staff and management may be gathered informally and formally including performance review feedback. Why is it important to analyse and interpret this type of feedback? (400 words) Student response to Task 6: Question 4 Answer here Assessor feedback for Task 6: Resubmission required? No Task 7 – Standards and values 1. Refer to the Organisational standards and values document located in the toolbox and identify two of standards and two values that would be important to CCF & MB. Student response to Task 7: Question 1 Answer here 2. Prepare a brief employee performance review of yourself in a current or previous workplace. In the performance review: • include the standards and values that you listed in question 1 • evaluate your own behaviour and performance against these standards and values • explain how you could adjust your performance in the workplace to meet these standards and values. Note: If you are not currently working in the financial services industry, you can choose another industry. You are only required to write 2-3 paragraphs maximum in your response. Student response to Task 7: Question 2 Answer here 3. CCF & MB provide an internal blog (through their intranet) for staff to make suggestions to improve business performance. In your role as the general manager at CCF & MB and following work preparing a performance plan you observed that client service standards were not being maintained consistently. Failure to meet these standards may be damaging to the reputation of the organisation. Use the internal blog (box below) as a communication tool and post a question to the sales team at CCF & MB asking why service standards and values are not being maintained consistently as required by the organisation. Refer to the Organisational standards and values document located in the toolbox and use the Client service standards statement to prepare your question. Student response to Task 7: Question 3 Answer here Assessor feedback for Task 7: Resubmission required? No Task 8 – Develop a performance plan For CCF & MB to continue to meet their primary goal of being a leader in offering broking services to the local community, they have asked you in your capacity as the newly appointed general manager to develop a performance plan and establish some ‘key performance indicators’ (KPIs) for all customer service staff. The objective of the performance plan is to focus on the organisations key goals and objectives in line with ‘Service standards statement’ available in the toolbox. Information on people performance can be sourced from Business Management Skills, Topic 1-3, People management. Student response to Task 8 Answer here Assessor feedback for Task 8: Resubmission required? No Assessor feedback: [insert feedback] Date assessed: Click here to enter a date Does the student need to resubmit? No Questions that need to be resubmitted First submission Not yet demonstrated Resubmission Not applicable To pass this subject, you will need to be assessed as DEMONSTRATED for either your first submission or your resubmission
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Lesson topic: the external assessment process Q1: How does the external audit affect other components of the strategic-management process? Q2: Use a series of two-dimensional (two-variable) graphs to illustrate the historical relationship among the following variables: value of the dollar, oil prices, and interest rates. Give one implication of each graph for strategic planning Q3: Opportunities and threats usually result from an interaction among key environmental trends rather than from a single external event or factor Lesson topic: the internal assessment process Q1: Do you agree or disagree with the RBV theorists that internal resources are more important for a firm than external factors in achieving and sustaining competitive advantage? Explain your and their position. Q2: Culture affects all the functions of the business. Discuss Q3: Do you think cultural products affect strategy formulation, implementation, or evaluation the most? Why? Important note: For each question answers it’s very important to explain, justify, describe and give examples
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Lesson topic: the external assessment process Q1: How does the external audit affect other components of the strategic-management process? Q2: Use a series of two-dimensional (two-variable) graphs to illustrate the historical relationship among the following variables: value of the dollar, oil prices, and interest rates. Give one implication of each graph for strategic planning Q3: Opportunities and threats usually result from an interaction among key environmental trends rather than from a single external event or factor Lesson topic: the internal assessment process Q1: Do you agree or disagree with the RBV theorists that internal resources are more important for a firm than external factors in achieving and sustaining competitive advantage? Explain your and their position. Q2: Culture affects all the functions of the business. Discuss Q3: Do you think cultural products affect strategy formulation, implementation, or evaluation the most? Why? Important note: For each question answers it’s very important to explain, justify, describe and give examples
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