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Part 1

Edward Seymour is a financial consultant to Cornish Inc., a real estate syndicate. Cornish finances and develops commercial real estate (office buildings) projects. The completed projects are then sold as limited partnership interests to individual investors. The syndicate makes a profit on the sale of these partnership interests. Edward provides financial information for prospective investors in a document called the offering “prospectus.” This document discusses the financial and legal details of the limited partnership investment.

One of the company’s current projects is called JEDI 2, and has the syndicate borrowing money from a local bank to build a commercial office building. The interest rate on the loan is 6.5% for the first four years. After four years, the interest rate jumps to 15% for the remaining 20 years of the loan. The interest expense is one of the major costs of this project and significantly affects the number of renters needed for the project to break even. In the prospectus, Edward has prominently reported that the break-even occupancy for the first four years is 65%. This is the amount of office space that must be leased to cover the interest and general upkeep costs during the first four years. The 65% break-even point is very low compared to similar projects and thus communicates a low risk to potential investors. Edward uses the 65% break-even rate as a major marketing tool in selling the limited partnership interests. Buried in the fine print of the prospectus is additional information that would allow an astute investor to determine that the break-even occupancy jumps to 95% after the fourth year when the interest rate on the loan increases to 15%. Edward believes prospective investors are adequately informed of the investment’s risk.

1. Is Edward behaving ethically? Explain your answer.

Part 2

The director of marketing for Starr Computer Co., Megan Hewitt, had the following discussion with the company controller, Cam Morley, on July 26 of the current year:

• Megan: Cam, it looks like I’m going to spend much less than indicated on my July budget.
• Cam: I’m glad to hear it.
• Megan: Well, I’m not so sure it’s good news. I’m concerned that the president will see that I’m under budget and reduce my budget in the future. The only reason that I look good is that we’ve delayed an advertising campaign. Once the campaign hits in September, I’m sure my actual expenditures will go up. You see, we are also having our sales convention in September. Having the advertising campaign and the convention at the same time is going to kill my September numbers.
• Cam: I don’t think that’s anything to worry about. We all expect some variation in actual spending month to month. What’s really important is staying within the budgeted targets for the year. Does that look as if it’s going to be a problem?
• Megan: I don’t think so, but just the same, I’d like to be on the safe side.
• Cam: What do you mean?
• Megan: Well, this is what I’d like to do. I want to pay the convention-related costs in advance this month. I’ll pay the hotel for room and convention space and purchase the airline tickets in advance. In this way, I can charge all these expenditures to July’s budget. This would cause my actual expenses to come close to budget for July. Moreover, when the big advertising campaign hits in September, I won’t have to worry about expenditures for the convention on my September budget as well. The convention costs will already be paid. Thus, my September expenses should be pretty close to budget.
• Cam: I can’t tell you when to make your convention purchases, but I’m not too sure that September items should be expensed in July’s budget.
• Megan: What’s the problem? It looks like “no harm, no foul” to me. I can’t see that there’s anything wrong with this—it’s just smart management.

1. How should Cam Morley respond to Megan Hewitt’s request to expense the advanced payments for convention-related costs against July’s budget?

Part 3

Cost Behavior:

Research an article from Baker College Online Library on Cost Behavior and discuss how it relates to the costs of products and services related to your company you like to run.

(Baker college library # 23504107367546)

Part 4

Teams are common in nearly every type of organization today; thus, finding appropriate ways to include team performance in the performance management process is important. As the HR Manager, how would you ensure that team performance is being evaluated in a fair and effective manner?

Part 5

Throughout this course, you have learned various aspects of performance effectiveness; including team collaboration, as you worked with your classmates in the group project. Discuss the top three elements that you can apply directly to your work/life now.

Each part should be 250-300 words each 

Topic:  Relationship Between Patient Care and Ability to Pay. 

Instructions

• Based on your rough draft of your capstone research project, develop your summary presentation (using MS PowerPoint) that will provide an overview of the key aspects of your project.
• Submit your draft capstone research presentation for review and feedback from your instructor.

8 slides

Textbook chapter  4 pages summary and please follow the instructions 

Activity 1: Case Study

This Activity is comprised of three (3) parts. Your Activity responses should be both grammatically and mechanically correct, and formatted in the same fashion as the Activity itself. If there is a Part A, your response should identify a Part A, etc. In addition, you must appropriately cite all resources used in your response and document in a bibliography using APA style. (100 points) (A 4-page response is required for the combination of Parts A, B, and C.)

Read “David Neeleman Reinvents Airlines,” on page 26 of your text. After reading this case and conducting additional research (at least two (2) journal articles), discuss the following. 

Part A Do you think that David Neeleman best meets the definition of a manager or a leader? List and discuss three (3) reasons for your answer and provide three (3) examples of how David Neeleman does not fit the alternate definition. 

Part B What are the key elements of JetBlue’s culture?

Part C What role does the leader play in the development and maintenance of the culture 

Research suggests many expatriate employees encounter problems that limit both their effectiveness in foreign assignments and their contributions to the firm once they return home. What do you see as the primary causes and consequences of these problems? What can a firm do to reduce the occurrence of such problems?

Your journal entry must be at least 200 words. No references or citations are necessary.

Submit Unit VIII Journal »

 Determine if the employee will be exempt or nonexempt and discuss how overtime will be handled. 6. Suggest other benefits that might be considered within the next few months to enhance employee performance and provide job motivation. 7. Provide information on how government regulations will influence the compensation. 8. Examine data from two (2) organizations listed in the BLS Website with packages similar to yours, focusing on salary, compensation, and benefits 

What are management responsibilities and employee rights in the evolving role of social networking in employment decisions?

As an international manager, your effectiveness can be greatly influenced by your understanding of cultural differences and their impact on staff. Hofstede’s Model of National Culture and Project GLOBE (pp. 583–585 in your textbook) details dimensions that help managers identify cultural differences within countries.

Write a one-page reflection paper about how this research has increased your understanding of different cultures and how you would use this understanding if managing staff who would be taking on expatriate assignments.

If outside sources are used, please adhere to APA style when creating citations and references for this assignment. APA formatting, however, is not necessary.

Microaggression

This assignment presents a summary of your identified racial, ethnic, or cultural group and the microaggressions they face in society. For this assignment, you will write a paper of 4–5 pages (excluding the cover page and references list).

For this assignment, complete the following:

• Describe the disenfranchised racial, ethnic, religious, or cultural group you selected in Unit 4 discussion:
  • Support your description of the disenfranchised racial, ethnic, religious, or cultural group with at least two peer-reviewed journal articles published in the last 5 years.
  • Discuss demographic factors, cultural orientation, and worldview.
  • Use the Capella Library and search for two peer-reviewed journal articles related to the disenfranchised racial, ethnic, religious, or cultural group.
• Define microaggressions:
  • Support your definition of microaggressions with scholarly publications.
• Discuss and analyze microaggressions that the disenfranchised racial, ethnic, religious, or cultural group may encounter:
  • Support your discussion of microaggressions experienced by the disenfranchised racial, ethnic, religious, or cultural group with findings from your Unit 5 discussion.
  • Support your analysis of microaggressions with two peer-reviewed journal articles published in the last 5 years.
  • Use the Capella Library and search for two peer-reviewed journal articles related to microaggressions.
• Design three strategies or therapeutic interventions to counter the identified microaggressions:
  • Support your strategies or therapeutic interventions with at least one scholarly reference.
• Evaluate your personal experience with both giving and receiving microaggressions:
  • Identify and discuss one experience where you were the recipient of a microaggression.
  • Identify and discuss one experience where you expressed a microaggression to another person.
  • Evaluate the cultural competence that was lacking in these experiences. Support your evaluation of cultural competence with at least one scholarly reference.

Assignment Requirements

• Times New Roman, 12-point, and double-spaced.
• Include a cover page, page numbers, and a running head.
• It is acceptable to write in the first person for this assignment.
• Cite at least six sources.
• Use current APA style and formatting, particularly for citations and references.

Resources

• Microaggression Scoring Guide.
• The Writing Center.
• Capella University Library.
• APA Style and Format.

Instructions

This assignment allows you to demonstrate mastery of course outcome:

2. design a total rewards program that incorporates monetary, nonmonetary, and environmental elements in order to ensure organizational success

In this final assignment, you will design a total rewards program based on the organization you work at, and used for assignment one.

Before creating the final projected total rewards program, you will have conducted a research project in which you have obtained original data thorough and detailed information about organizational goals, objectives, and challenges. In addition, you will have obtained information about the current monetary and non-monetary rewards and work environment of the organization and the challenges or changes (such as expansions, downsizing, changes of services or products) the organization anticipates. You will have also designed metrics to evaluate the total rewards program.

In the final paper, you will provide the research findings in a report of at least 10 pages plus a title page and a reference page. Provide at least eight sources (in APA format) in a reference list and respective in-text citations. At least 5 of these sources must be from course materials. Please be sure to use topic headings and include the following:

1.  Provide a Title Page in Academic Format

2.  Give the Introduction and Purpose for the Paper

3.  Summarize and describe the organization, including its capabilities, key goals, objectives, challenges, values, and core competencies required for success.

4.  Demonstrate your knowledge of the total rewards model by describing the current total rewards philosophy of the organization and its three categories of offerings.

5.  Identify and describe the segmentation of the workforce (drawing up our study of how to differentiate employee groups depending on their drivers, such as flexible schedules, growth potential, desire for demonstrating individual expertise or team success, low obligation and easy income, or high obligation and high income).

6.  Describe further the current requisite capabilities of the organization and the competencies (knowledge, skills, and abilities) of the employees and, in your opinion, an analysis of whether the current needs will change given the issues faced by the organization.

7.  Recommend changes to the total rewards program, along with specific plans, including plans for communicating the changes and metrics that should be used by the organization to evaluate the success of the new program.

8.  Present the justification for your recommendations.

9.  Assess and discuss the risks of not implementing the program and the opportunities the program will give the organization.

10.  Provide your metrics for evaluating the total rewards program and share why you chose the ones you did.

11. Describe your conclusions and a summary of knowledge gained about total rewards through the activity.

12. Reference Page (with at least eight scholarly sources), at least 5 of these should be from course materials.