describe three specific actions Aetna could take to accomplish the diversity implication

Read “The ‘ICE’ Strategy” on Human Resource Management (pp. 8–9) of the PDF in Aetna: Investing In Diversity Case. Also review Exhibits 6 and 7 on pp. 22–23 of the case study to see the link between Aetna’s strategic focus and the diversity outcomes that can result. From Exhibit 7, select one of the eight strategic focuses and one of the 10 diversity implications that you feel relates to that focus.

Discuss the relationship between the two and describe three specific actions Aetna could take to accomplish the diversity implication. Include at least one citation and reference in your initial post.

Respond to at least two of your classmates’ posts concerning their choices and suggested actions. Can you add anything to their perspective?

Refer to the Discussion Rubric for directions on completing these discussions.

PEER 1: Exhibit 7 relating to Aetna’s diversity strategy includes, “Deliver best-in-class customer experience” (Cascio, W. 2009 p. 23). One major diversity implication as listed would include, “Provide culturally appropriate consumer experience; design products and services to meet their needs” (Cascio, W. 2009 p. 23). The relationship between the two is that, by providing the best customer experience and products or services, you are also providing the best customer experience.

Three specific actions that Aetna could take to accomplish the diversity implication includes an “ICE” strategy; integrate, communicate and educate. First, they could integrate their implication across their entire company. Set clear goals and expectations of all employees. They then need to communicate, not only with the employees regarding said goals and expectations, but also with customers to determine what their specific needs and expectations are. This should be a revolving door, so-to-speak; communication should be constant with employees to keep them current as well as with customers to ensure they are happy. Finally, they could develop a training program that begins at the date of hire and continues throughout the course of employment to ensure that employees are providing quality services and products. This training program would also provide up-to-date information on Aetna’s goals as well as focusing on any areas that need improvement.

Reference:

Cascio, W. (2009) Aetna: Investing in Diversity, Society For Human Resource Management, Strategic HR Management case study, P. 23).

PEER 2: In exhibit 7 it says, “build a workforce that understands the racial/ethnic, gender, sexual orientation and generational diversity of the marketplace…create an inclusive work environment that maximizes each employee’s contributions and productivity”. Aetna can achieve these by taking Raymond’s advice and including the diversity strategy into new-hire orientation, when employees are aware of something that the company they work for is working towards they can work towards doing their part to make it a success. Secondly, putting it on the company website, then it’s made known to the public and Aetna’s clientele what they’re working towards and can then be held accountable towards that. Continuing to publish yearly diversity reports will also help Aetna gauge how they’re doing in their efforts.

exhibit 6: Aetna’s diversity strategy and focus areas Aetna’s Diversity Strategy INTERGRATION • • • Includes all diversity dimensions (race, sexual orientation, age, telework and caregiver status, etc.) Its components work together across the enterprise (Marketing, HR, Foundation, Procurement, Sales, Investments, etc.) Supports Aetna’s business goals COMMUNICATION • • • Disseminate information to employee and customers and other key constituents Communicate about diversity in internal and external forums positioning Aetna as a best-in-class company Share progress and challenges EDUCATION • • • • What is the strategy and its components? How is it manifested in the business strategy? Who is included? What tools are needed to increase competencies and meet marketplace needs? exhibit 7: Linking aetna’s strategic Business goals to diversity outcomes context for aetna’s diversity strategy AETNA’S STRATEGIC FOCUS • • • • • • • • » » » » » » » » Profitably grow market share and earnings Deliver superior medical quality and total cost management Achieve optimal expense structure through improved productivity to support growth Create customer value through innovation and technology Apply technology to create customer value Deliver best-in-class customer experience Foster compliance as a core competency Enhance our diverse, high- performance culture and workforce DIVERSITY IMPLICATIONS • • • • • • • • • • Build a workforce that understands the racial/ethnic, gender, sexual orientation and generational diversity of the marketplace » Create an inclusive work environment that maximizes each employee’s contributions and productivity » Attract potential candidates to Aetna; choose from a broader and deeper pool of candidates » Achieve criteria to bid on government and public-sector businesses » Enhance workforce capabilities to address the needs of our multicultural/multilingual constituents » Provide culturally appropriate consumer experience; design products and services to meet their needs » Establish business relationships with organizations and local communities to support communitybased marketing and sales » Establish an infrastructure that supports sales and renewal efforts of employers » Increase supplier diversity spending to fully leverage business opportunities at the local levels » Link diversity metrics directly to enterprise scorecard » The “ICE” Strategy Aetna’s diversity strategy is a unique marriage of values and business strategy with roots from more than 35 years ago.7 Its core components are integration, communication and education (ICE). Exhibit 6 is a graphic representation of this overall diversity strategy. Integration means that all diversity components are working together across the enterprise (marketing, HR, Aetna’s philanthropic foundation, investments, procurement, sales, etc.) and that they are fully integrated into the short- and long- term business-planning process. Communication is the creation and dissemination of information to all employees and customers. Finally, education means deepening the understanding of what the diversity strategy is, its components, how it is manifested in Aetna’s business strategy, who is included, and the creation of development tools to increase individual and organizational competencies. The outcome of this strategy is twofold: (1) to serve customers in current markets more effectively while (2) identifying opportunities in new markets. It recognizes that Aetna’s future success depends on a deep knowledge of all employee segments; clear and consistent communication to disseminate information to employees, customers and other key constituents; and an increased focus on developing the cultural awareness and competency necessary to sustain its business success. To be sure, Aetna’s ICE strategy extends well beyond diversity awareness to that of a strategic advantage. 8 © 2009 Society for Human resource Management. Wayne Cascio, Ph.D. As he examines Exhibit 6, Raymond notes that under the column heading “Integration,” Aetna’s diversity strategy supports its business goals. To illustrate this linkage in greater detail, he consults Exhibit 7, which shows the interplay between the company’s strategic business goals and the diversity implications associated with them. As for the ICE components of communication and education (of new hires, current employees and senior managers), Raymond considers some of Aetna’s major initiatives: • • » » New-hire orientation includes an overview of the diversity strategy. The internal diversity web site includes information and resources related to diversity, including Aetna’s mission, strategy and other resources. • • • • • • Aetna’s robust performance management process includes diversity-related behaviors and competencies for all levels of employees. » Aetna regularly publishes articles on different diversity topics on its intranet. » Since 2005, the company has published an annual diversity report. » Aetna sponsors a speaker series through its “Diversity in Action Lecture Series,” available to all employees via live webcast. » The Aetna Diversity Board, chaired by the company’s chief executive officers, is comprised of Aetna executives, including its president. » The Aetna Diversity Alliance, a multi-level cross-organizational group that leverages and integrates each other’s resources to maximize Aetna’s diversity- related presence and reach, internally and externally. » • • » » The Aetna Diversity Scorecard. An annual report for Aetna’s board of directors, which captures the company’s accomplishments related to its diversity strategy. • • Aetna’s chairman reports the results of diversity initiatives at quarterly managers’ meetings and at all-employee meetings. » Reporting results of key external diversity assessments and surveys such as the DiversityInc’s “Top 50 Employers for Diversity.”

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Be able to review the organisational strategic aims and objectives

Concise details on Coursework 2
Assignment Number and Weighting 60% Anonymous marking Yes
Submission Date and Time See Moodle submission link Expected return of feedback and marked work 2 weeks from assignment submission date
Assessment is made up of multiple submissions No Details of multiple item in submission if relevant
Item Title

CW1

Weighting Item Due Date and 17:00:00
Submission

Procedure

See Assignment Brief for details Word Count 2,500 Words
Assignment Title Strategic Analysis and Evaluation
Assessment Learning Outcomes • Critical analysis of the organisation’s strategic direction, determining which theoretical models have valid applications in different environmental contexts and making practical use of mainstream strategy concepts to assess the organisation strategic direction.

• Account for and critically evaluate the organisation’s strategic decisions within the context of its external and internal environment, using SWOT/TOWS frameworks to support your analysis.

• Synthesise your understanding and knowledge of critical aspects of the organisation’s strategy and the strategic process in your Conclusions and Recommendations.

• Demonstrate an ability to independently research, present, analyse and critically evaluate relevant data and appropriate academic literature to support your analysis, conclusions and recommendations.

• Demonstrate effective communications skills to enable a clear presentation of key findings, results and recommendations. These include:
1. Clarity of written communication, including accurate spelling and grammar.
2. Consistency and appropriateness of writing style.
3. Appropriate use of standard Management Report template.
4. Correct and consistent use of Harvard Referencing System. [NOTE: There is a guide on Moodle. It is advised that you download this for future reference.]

CMI Learning Outcomes:

7006V1 Reviewing organisational strategy plans and performance –

1. Be able to review the organisational strategic aims and objectives

2. Be able to analyse progress towards organisational strategic aims and objectives
3. Be able to evaluate strategic options to support a revised strategic position

For full details regarding Assessments on this Module, please refer to the Assignment Brief located in the Assessment Section of the Moodle page of this Module
STRATEGIC MANAGEMENT [M115LON] Assignment Brief MAYAUG2021 Contents Introduction ——————————————————————————————————– Page 1 The Companies —————————————————————————————————– Page 2 Course Work 1 Brief/Instructions —————————————————————————— Page 4 Course Work 2 Brief/Instructions —————————————————————————— Page 7 Measuring the Quality of your Assignment Submissions ————————————————– Page 10 M115LON Strategic Management Assignment Brief [NOTE: It is important that you read and re-read this document throughout this term of study] INTRODUCTION The purpose of assessment (assignments, examinations, debates, reports and other methods) is to assess your level of knowledge and understanding of a particular subject area. Additionally, it assess, amongst others things, your cognitive skill sets. This briefing document provides: 1. The details of the assessment for M115LON Strategic Management. 2. Advice and guidance for undertaking this assessment. This advice and guidance is the culmination of many years’ experience of teaching and assessing at postgraduate level. As stated both here and in other documents (indicated within this document) it is in your best interest to actively engage with your studies and prepare for the assessment. This document must be read in conjunction with the Module Handbook and the guide on How to Succeed on M115LON: A Student Guide, in order to maximise your opportunity for success. NOTE: It is your responsibility to follow the directions asset out within this document. Non- compliance cannot be grounds for an appeal against the mark awarded (Please read the appropriate Course Handbook). For some of you this may be the first time that you have been required to tackle an assignment/management report. In your previous studies you may have undertaken short essays and/or examinations. If this is your first time in tackling a much larger assignment/management report then it is vital that you commence your planning early (See later note – Creating a Planning Schedule) and seek relevant support from Coventry University London’s Spotlight Scheme. Leaving either of Summative assignments to the ‘last minute’ is a very high-risk strategy. M115LON Assessment (CW1 and CW2) As stated in the guide ‘How to Succeed on M115LON’ and in the module’s Learning Outcomes you must be able to explore the subject area, critically evaluate, synthesise reliable and validated sources and provide evidence to support conclusions and recommendations. The assessment for this module is divided into two components, both Summative. CW1 – Environmental Audit – Group Voice Over Powerpoint (VOPP) Presentation and Individual Management report (1500 words). This carries 40% of the marks (20% Group VOPP Presentation and 20% Individual Management Report) CW2 – Strategic Review – Individual Management Report (2,500 words). This carries 60% of the marks. 1 For both assignments you will analyse a company that you will select from the list provided. You will receive marks and written feedback on both submissions. However, it is your responsibility to engage with the feedback and seek to enhance your CW2 submission. Please Note: You must achieve a minimum of 40% to pass this module. Work submitted late will not be marked and you will be required to resit the assessment next term where your mark will be capped at a maximum of 40%. Unless appropriate evidence is provided a non-submission will mean that you have failed the module. Please refer to the module and course handbook for the specific details. Creating a Planning Schedule It is vital that you plan your time in order to conduct the research and prepare drafts prior to your submissions. It is suggested that you create a plan with specific dates, for example a Gantt chart. Do not leave the research and writing until just before submission as this is a high-risk strategy and can significantly reduce your potential for success. Our advice is to start planning both elements of CW1 as soon as you finish reading this briefing document. [A useful resource is Stella Cottrell’s book The Study Skills Handbook, published by Palgrave Macmillan. There are copies in the Library.] Assessment Learning Outcomes You will see from both the Module Handbook (On the M115LON Moodle site. A sub-set of these is a set of Assessment Outcomes which link to the Rubric as stated below:      Critical analyse of the organisation’s strategic direction, determining which theoretical models have valid applications in different environmental contexts and making practical use of mainstream strategy concepts to assess the organisation strategic direction. Account for and critically evaluate the organisation’s strategic decisions within the context of its external and internal environment, using SWOT/TOWS frameworks to support your analysis. Synthesise your understanding and knowledge of critical aspects of the organisation’s strategy and the strategic process in your Conclusions and Recommendations. Demonstrate an ability to independently research, present, analyse and critically evaluate relevant data and appropriate academic literature to support your analysis, conclusions and recommendations. Demonstrate effective communications skills to enable a clear presentation of key findings, results and recommendations. These include: 1. Clarity of written communication, including accurate spelling and grammar. 2. Consistency and appropriateness of writing style. 3. Appropriate use of standard Management Report template. 4. Correct and consistent use of Harvard Referencing System. [NOTE: There is a guide on Moodle. It is advised that you download this for future reference.] 2 THE COMPANIES You have to select one of the following companies to investigate and analyse for your assessment. Choose your company carefully. Your selection could be based upon areas of interest, the type of company that you might want to work for in the future and/or the course you are enrolled on. We suggest that you briefly review each of the organisations prior to making your final choice. The choice has to be yours alone and not yourtutors. Each company has a corporate website from which you can extract the company’s Annual Report and Accounts, in addition to other reports (usually indicated under the ‘Investors’ tag). We suggest that this is your starting point for your research. The companies and their industries are: Name of Company 1 Virgin Atlantic 2 HYATT 3 4 5 6 7 8 SSP Pepsi Volkswagen AG JP Morgan Chase & Co Halfords Shell Corporate Website https://www.virginatlantic.com/ https://www.hyatt.com/ https://www.foodtravelexperts.com/ https://www.pepsico.com/ https://www.volkswagenag.com/ https://www.jpmorganchase.com/ https://www.halfordscompany.com/ http://www.shell.com/ Business Sector Aviation Hospitality Hospitality Manufacturing Automobile Finance Retail Energy Chartered Management Institute (CMI) Learning Outcomes The following learning outcomes need to be clearly met in your coursework to ensure that you meet the criteria for the double accreditation which includes a Level 7 certificate in Strategic Management and Leadership 7006V1 Reviewing organisational strategy plans and performance 1. Be able to review the organisational strategic aims and objectives 2. Be able to analyse progress towards organisational strategic aims and Objectives 3. Be able to evaluate strategic options to support a revised strategic Position 3 COURSE WORK 1 BRIEF/INSTRUCTIONS For CW1 you are required to deliver a group Voice Over Powerpoint (VOPP) presentation of no more than 25 minutes, critically examining both the micro and macro environments of your chosen company. Groups will formed of between 4 and 6 students. In addition you will submit a 1500 word Management Report. All group members must submit the group VOPP presentation slides in addition to their individual Management Report. This means:  Examining and evaluating the macro environment, stating specific examples of how these factors influence/impact upon the business operations of your chosen organisation.    Examining and evaluating the industry through Porter’s Five Forces model. Stating and examining the capabilities (resources and competences) of the organisation. Examining and evaluating the strengths and weaknesses of the organisation. Structure of Presentation  Non-anonymous cover sheet: This must contain the names of your team members and their ID numbers; Module title and code; name of your specific seminar tutor; submission date.  Introduction: An introduction to the organisation, its business, its industry and performance  Environmental Audit on the Organisation’s Business Environment, which will include: o An analysis of the organisation’s external macro business environment using the PESTEL framework o An analysis of the organisation’s external micro environment using the Porter’s Five Forces model. o An analysis of the organisation’s internal business environment – specifically the capabilities of the organisation. This will include the use of the VRIO framework. o  A critical evaluation of the chosen company’s strategic position, based on an assessment of the organisation’s internal and external business environment using the SWOT/TOWS framework Conclusions – What conclusions have you drawn regarding the organisation’s competitive potential having embarked on the analysis of the organisation’s business environment Please note that we want you to have the mind-set that you are making a presentation and submitting this Management Report to the Board of Directors for their consideration and understanding. Therefore it must be professional both in content (depth of research and analysis) and presentation (layout and writing style). This assessment requires you to engage with the business models and frameworks typically employed to undertake an environmental audit. When presenting the frameworks do not simply re- create the diagrams. Your role is to apply the frameworks. It is perfectly acceptable to use a series of subheading to delineate the points that you wish to make. Structure of the Management Report   Non-anonymous cover sheet: This must contain the module title and code, assignment title, your name and ID number, name of your specific seminar tutor, submission date and word count Executive summary: This should present a ‘snapshot’ of the report – What did you find out? What conclusions have you drawn? [This will help you to start formulating the Executive Summary for your Summative.] 4     Introduction: An introduction that places the organisation within context – its financial status, operations (what it does), its proposed strategy and their key competitors. An analysis of the organisation’s external business environment – macro factors (PESTEL framework). An analysis of the sector/industry through Porter’s Five Forces model. An analysis of the organisation’s internal business environment – specifically the capabilities of the organisation. This will include the use of the VRIO framework.  A critical evaluation of the chosen company’s strategic position, based on an assessment of the organisation’s internal and external business environment using the appropriate frameworks – SWOT/TOWS  Conclusions – [What conclusions do you draw from undertaking the various examinations of the above topics/issues? This will help you to start formulating some of your conclusions for CW2  References: These must be in the CULC Harvard Format. Additionally there must be appropriate in-text citations throughout your work. [NOTE: You must seek out reliable and validated sources of information for your assignments – Please refer to comments elsewhere in this document and other guides on the M002 Moodle pages.]  Appendices: No more than four pages in total. The analysis should be supported by data gathered from your case study company and your independent research. It should also be presented using a range of theoretical frameworks and methods covered in the module (Topics 1 – 5 only). You are expected to use (as an absolute minimum) the core text, the company’s most recent Annual Report, two business news items (from reliable sources) and one journal article. You should also check your work against the rubric (see later note). Presentation of CW1 Group VOPP Presentation Format: Groups will consist of 4-6 students each. Each group has to produce a VOPP PowerPoint slides, all group members have to present. The group presentation should be no longer than 25 minutes. The presentation slides should be submitted by each individual group member by the submission deadline. Individual Report Format: The Management Report must be professionally presented and appropriately referenced. As stated above we want you to develop the mind-set that this is for the Board of Directors of your chosen company. Even though you are submitting this electronically we want you to follow the format stated below. Assignments must be presented in the following format: • Word-processed in Arial font, 12 pitch and double-spaced. • Margins must be as follows: Top; 1.0 inch (2.5cm), Bottom; 1.0 inch (2.5 cm), Left; 1.25 inches (3.2 cm), Right; 1.25 inches (3.2 cm). • All pages must be numbered in the top right-hand corner. 5 • Use only a plain white background – no coloured/designed backgrounds (including company logos) as this impedes readability. Please also remember that a report can be enhanced or damaged through layout, for example placing all tables and diagrams in Appendices can hamper the flow of discussion (see later comments on the use of tables). Decisions therefore need to be made about the most appropriate place to use tables [please see various notes on what should not be in a tabular format] and so on to support your case. Written English Review both your sentence and paragraph structuring prior to submission. Your written English must be of a professional standard. This includes avoiding ‘journalistic’ words and phrases such as: ‘cutthroat’ competition. A good text to help you enhance your writing skills is: Peck, J. and Coyle, M. (2005) The Student’s Guide to Writing: Grammar, Punctuation and Spelling. (2nd Ed). Basingstoke: Palgrave Macmillan. There are also other resources that you can use in the library. Word Limit: 1,500 words using the standard format described above. Please Note: The specified word count refers to the main body of the report and does not include: title page, executive summary, tables, graphs, references or appendices (however no more than four pages of appendices). You are allowed an upper margin of 10%. In cases where the formative submission exceeds this 10% upper limited, the sections beyond the 10% limit will not be read. Submission Date: As shown in the Assessment section of the M115LON Moodle page via Turnitin, both elements (these are two documents – presentation slides and Management Report). This means that it must be registered on the university server before 5.00pm. Any submission with a time stamp of 5:00pm or later will automatically be considered late and awarded zero marks. It is your responsibility to check the submission date – As shown on the submission link on Moodle It is therefore strongly advised that you submit at least one day beforehand. It is your responsibility to upload the correct document onto the university system prior to the deadline. Feedback on CW1 You will receive written individual and generic feedback. It is your responsibility to reflect upon the written feedback provided and feed that forward to your CW2 submission. General questions on the assessment are addressed either via email and/or within the seminar sessions. 6 COURSE WORK 2 BRIEF/INSTRUCTIONS This assignment represents the culmination of all your work on this module having undertaken an environmental audit in CW1. You have studied the strategic options available to the business. You are now required to independently evaluate the existing strategy of the business and make recommendations to the Board of Directors as to the future development of the business’ strategy. You are expected to use the same company you analysed in CW1. Your evaluation and recommendations should be presented as a 2,500 word Management Report. Submission Date: As shown in assessment section of the M115LON Moodle page via Turnitin. This means that it must be registered on the university server before 05.00pm. Any submission with a time stamp of 05:00pm or later will automatically be considered late and awarded zero marks. It is your responsibility to check the submission date – As shown on the submission link on Moodle. Your management report should include:          Anonymous cover sheet: This must contain the following: Module title and code, Assignment title, Your ID number, Name of your seminar tutor, Word Count (the word count minus the title page, contents page, executive summary, tables/charts, reference list and any appendices) and date of submission. Executive Summary: This should be no more than one page in length and should present a ‘snapshot’ of the report including your findings from the environmental audit and the strategic direction of the organisation. You should also include an overview of your recommendations with a brief rationale. [Note: This is not counted in the word limit.] Table of contents: This should be no more than one page in length. [NOTE: This is not counted within the word limit.] Introduction: An introduction to the company’s operations – in other words ‘setting the scene’. This to include an overview of the organisation’s operations, their proposed strategy, its financial situation, general state of the sector/industry (for example, is it in growth or decline) and its key competitors. It is expected that elsewhere in the report you will apply the models/concepts and frameworks to the organisation. This approach should underpin your knowledge and understanding of the organisation and the environment in which it operates. Analysis of the organisation’s strategic position in its industry- by using relevant business KPIs in comparing the performance of the organization with that of its main competitors Analysis of the organisation’s strategic direction: This needs to be undertaken with a clear identification of the methods by which the organisation’s strategies have been pursued. You must use Ansoff and either BCG or GE/McKinsey. Critical evaluation of the organisation’s strategy: This is in terms of its suitability, acceptability and feasibility (SAF Framework). Conclusions: What conclusions have you drawn from analysing this organisation? Recommendations: These are what you have derived from examining the organisation. These should link back to the material that you have critically reviewed within the previous sections. There must be a clear rationale for the recommendations. Read your recommendations carefully and ask yourself the following questions: o Are your recommendations rational? o What evidence can you provide in support of these recommendations? 7 o   How would the various stakeholders react? How would you react if you were a shareholder? o Is it logical that the company would or need to take these specific actions? o Do they make sense? o Would you be prepared to discuss them at a Board meeting? References: These must be in the Coventry University Harvard Format. There must be appropriate in-text citations throughout your submission. [NOTE: You must seek out

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Evidence-Based Medicine: Research Presentation

Research Presentation

For this project, you will complete a clinical case study analysis, research review, and PowerPoint video presentation about the pathophysiology of a topic of your choice.

  1. Your presentation should follow a case study SBAR format (situation, background, assessment, and recommendations).
  2. You must include three (3) different medical-based evidence and/or research recommendations.
  3. You must include at least three (3) scholarly sources in your overall presentation.

Your PowerPoint presentation should include the following slides:

  • Introduction to the case or situation
  • Background detail
  • Clinical assessment
  • Recommendations
  • Application to future practice
  • Reference slide: At least three (3) scholarly references supporting your ideas.

Your presentation should be 3-5 minutes in length. Upload your completed video presentation here for grading.

You will also post it to the Discussion Board for your Week 9 Discussion. Look ahead to the Week 9 Discussion Board for details.

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Elevator speech and online Interview

Each student will prepare and record a one minute “elevator pitch” to introduce yourself to me as the recruiter for the job that you wrote your resume and cover letter for, and a two minute response to the following interview question. Where do you see yourself in five years and how does this job move you towards that future?

Ultimately, each student is to assume they have found himself/herself at a networking event with a recruiter for whom he/she would like to work (assume you are giving a pitch for the job you used for your resume and cover letter). What would you say to impress them? Get them to look at you further? Remember to put your very best effort forward, as this assignment will be graded accordingly.

3 point– Lead-in/Attention grabbing opener

9 points– Overall enthusiasm, information presented, how you will follow-up, judge’s/audience desire to provide a follow-up experience

I am attaching a doc of which job I want to take!

I attached my resume. I am an international student from Lithuania.

I need you to write me a script for my Elevator speech and online Interview (3 minutes total)

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answer to this discussion prompt and. write replies to these comments

Choose ONE of the following questions:

Option 1

G. H. is a 26-year-old male who was involved in a serious motorcycle accident that fractured his vertebrae and compressed his spinal cord at the level of T8. Answer the following questions:

  1. What is spinal shock? How long can it last? Why is it difficult to determine the degree of injury and impairment during this time frame?
  2. Immediately after this injury, what should you expect to occur for each of the following:
    1. Range of movement for his arms? For his legs? Why?
    2. Spastic or flaccid paralysis? Why?
    3. Bowel and/or bladder dysfunction? Why or why not?
    4. Breathing difficulties? Why or why not?
  3. After the period of spinal shock, what changes should you expect to see (if any) in the manifestations listed in #2 above?
  4. What type of rehabilitative treatments might G. H. need to promote his recovery and return to function?
  5. If G. H. has mild-to-moderate chronic back pain one year after his accident, explain the pain management medications you would suggest to improve his quality of life and why you selected those particular medications.

Option 2

How would you determine which of the following pain medication(s) to give a patient who:

  1. Has just had breast augmentation surgery?
  2. Has chronic neck and back pain from a car accident?
  3. Has terminal metastatic cancer?
  4. Had their wisdom teeth removed?
  5. Suffers from migraines?
  6. Has rheumatoid arthritis?

Use the opioid conversion table found in your text, and the following chart to assist you:

Analgesic Strength Equivalent dose
(relative) (10 mg Oral morphine)
Aspirin (non-opioid) 1/360 3600 mg
Ibuprofen (NSAID, non-opioid) 1/222 2220 mg
Naproxen (NSAID, non-opioid) 1/138 1380 mg
Dextropropoxyphene 1/13 to 1/20 130–200 mg
Codeine 1/10 180 mg (PO)
Tramadol 1/10 >200 mg
Pethidine (meperidine hydrochloride) 1/3 30 mg SC/IM/IV, 300 mg PO
Hydrocodone 1 10 mg
Morphine (oral) (1) (10 mg) (30 mg PO)
Oxycodone 1.5 6.67 mg
Morphine (IV/IM) 3 3.33 mg
Methadone (acute) 3–4 2.5–3.33 mg
Diamorphine (Heroin; IV/IM) 4–5 2–2.5 mg
Hydromorphone 5 1.5 mg SC/IV/IM, 7.5 mg PO
Oxymorphone 7 10 mg PO, 1 mg IV
Methadone (chronic) 2.5 to 5 3.33 mg
Fentanyl 50–100 0.1 mg (100 mcg) IM/IV
1

comment 1

  1. What is spinal shock? How long can it last? Why is it difficult to determine the degree of injury and impairment during this time frame?

physiologic or anatomic crosscut of the spinal line that outcomes in impermanent temporary loss or depressions of all or most spinal reflex movement underneath the degree of the injury.

Spinal shock typically goes on for a considerable length of time or weeks after spinal cord injury and the normal term is 4 to 12 weeks. Spinal shock is ended before and the pyramidal lot signs and protection responses happen sooner in incomplete injuries rather than with transverse lesions

Spinal cord wounds will in general change after some time. The more seriously compacted the spinal cord is, the more uncertain full recuperation will be. In the event that the spinal cord is cut off, full recuperation is amazingly far-fetched. The area of the injury is additionally a decent pointer of visualization. The lower the injury is, the less serious the mobility and different debilitations will be.

  1. Immediately after this injury, what should you expect to occur for each of the following:
    1. Range of movement for his arms? For his legs? Why?

At the point when the spinal cord injury is at a cervical level, itis called tetraplegia or quadriplegia. When it is at a lower level(thoracic, lumbar, or sacral), it is called paraplegia. Individuals with tetraplegia have some numbness or shortcoming or lack of movement in their arms or hands. Paraplegia doesn’t affect the arms or hands.

  1. Spastic or flaccid paralysis? Why?

Spasticity alludes to expanded muscle reflexes or muscles proceeding onward their own. Muscle spasms are not deliberate developments, and different things can trigger them. Contacting your skin, changing body position, extending your muscles, or having a bladder infection can cause these spasms.

flaccid loss of motion is the point at which the muscles are loose and consequently recoil

  1. Bowel and/or bladder dysfunction? Why or why not?

A spinal cord injury some of the time interferes with correspondence between the cerebrum and the nerves in the spinal cord that controls bladder and bowel function. This can cause bladder and bowel dysfunction known as neurogenic bladder or neurogenic bowel. Individuals with numerous sclerosis or spina bifida may have comparative issues.

  1. Breathing difficulties? Why or why not?

The higher the degree of injury, the more noteworthy will be the effect on breathing. A total spinal cord injury influences everything from the injury down. This implies if the diaphragm is influenced, so are the intercostal and abdominal muscular strength. Without the utilization of these muscles, an individual can’t inhale as effectively or hack or sniffle well. Hacking and wheezing significant in getting mucous out of the lungs. Clearing mucous keeps the lungs sound and liberated from diseases like pneumonia. Incomplete injuries may likewise bring about breathing issues. They will change contingent upon the level and degree of the injury.

  1. After the period of spinal shock, what changes should you expect to see (if any) in the manifestations listed in #2 above?

If the injuries are not major the patient should recover after some time, however, since G.H. hasn’t been able to move for sometimes it will require some therapy to get him on his feet and up and running.

  1. What type of rehabilitative treatments might G. H. need to promote his recovery and return to function?

The most significant objective is an acknowledgment of the free activation for both complete and incomplete paraplegic patients during the constant time frame. Ambulation can be social, household, and focused on work out. The patient must have the option to walk 50 m independent or with assistive gadgets for social ambulation. The individuals who ambulate locally can walk autonomously or with fractional help and need a little assistance or can be free at home. The individuals who ambulate for practice need propelled help for strolling or moving. Factors, for example, injury level, age, weight, general wellbeing status, inspiration and spasticity influence the ambulation potential. For the most part, patients with a physical issue of T10 or more can be ambulated for work out. Patients with T11-L2 wounds can ambulate in the home (residential) and the patients of more distal wounds can ambulate socially

  1. If G. H. has mild-to-moderate chronic back pain one year after his accident, explain the pain management medications you would suggest to improve his quality of life and why you selected those particular medications.

Activity modification for musculoskeletal pain
Physical therapy
Therapeutic massage
Acupuncture
Transcutaneous electrical nerve stimulation (TENS)

For medication:

Non-steroidal anti-inflammatory drugs: like naproxen are most commonly used to treat musculoskeletal pain.

Antiseizure medications gabapentin are used to treat neuropathic pain.

Antidepressants are used to treat neuropathic pain and depression. medications such as venlafaxine

Narcotics such as morphine to treat neuropathic and musculoskeletal pain.

Muscle relaxants and anti-spasticity medications such as diazepam treat spasm-related and musculoskeletal pain.

Citation:

Spinal Shock. (1996). Www.Mayoclinicproceedings.Org. https://www.mayoclinicproceedings.org/article/S002…

comment2

1.what is spinal shock? How long does it last? Why is it difficult to determine the degree of injury and impairment during this time frame?

Spinal shock is the complete loss of function that happens below the level of injury. Spinal shock can case anywhere from a few hours and extend to weeks. It is difficult to determine the degree of injury and/or impairment because of the complete loss of function below the site of injury that may give the false sense of in severity.

2.Immediately after this injury, what should you expect to occur for each of the following

a.Range of movement for his arms? For his legs? Why?

Range of motion to his arms and legs are non-existent. He will experience flaccid paralysis of all skeletal muscles (Banasik & Copestead, 2019, p. 931).

b.Spastic or flaccid paralysis? Why?

Flaccid paralysis because of the loss of spinal reflexes(Banasik & Copestead, 2019, p. 931).

c.Bowel and/or bladder dysfunction? Why or why not?

Both bowel and bladder will be dysfunctional due to the ileus being paralytic

d.Breathing difficulties? Why or why not?

Breathing may be difficult due to paralysis of all skeletal muscles, but the diaphragm is still functioning

3.After the period of spinal shock, what changes should you expect to see(if any) in the manifestation listed in #2 above?

After spinal cord shock, paraplegia or quadriplegia can develop so he will still not have function in his arms and legs. As for his bladder and bowel, it is possible that he may regain reflex function, but constipation is also common.

4.What type of rehabilitative treatments might G.H. need to promote his recovery and return to function?

G.H. may need surgery to stabilize his vertebra, with interneal or external fixation and bracing. Rehabilitation will be a long process, with focus on independence and self-care. Assistance with psychosocial changes in his life will also be needed.

5.If G.H. has mild-to-moderate chronic ack pain one year after his accident, explain the pain management medication you would suggest to improve his quality of life and why you selected those particular medications

I would use NSIDs for main management and as an anti-inflammatory. Muscle relaxant would also be helpful. Due to the significant changes in G.H.’s life maybe an antidepressant would benefit him.

References

Banasik, J. L., & Copestead, L.-E. C. (2019). Pathophysiology (6th ed.) [e-book]. Elsevier.

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research paper should include specific examples and should involve major figures and stylistic movements

Select Citations for information on how to prepare the citations.

Your research paper should include specific examples and should involve major figures and stylistic movements as well as diversity and historical issues related to jazz. You must consult at least three outside sources for this research paper. You must use appropriate citations and itemize all outside using footnotes and a bibliography. Your textbook is not an outside source, but may be consulted as well. The paper will be graded on content, quality of research, organization and structure, spelling, grammar, vocabulary and writing style.

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Audio Recognition Project

Anyone is able to do this project?

create a fingerprint database of audio files

1. One time fingerprinting of audio files for Admin & Client Users

2. automatic detection of audio files from any channels added before or after

3.admin overall powers to data logs on Admin&client web interface

3. creation of Utility interface that registers all Audio files in database, (Add/Manage Tracks, Track Name, Sound File, Category(manually given), Select Monitoring Stations(Select ALL & Select Particular station), Manage track list, location

4.Detection is in Real time

***Ability to detect new Adverts based on image, phrase words, tagline*****

Dashboard

Show Users logged in

Show all live channels on dashboard

ability to brand dashboard for client users with their logo

Channels Monitoring

List of stations active

live playback/recording of channels (ability to download recorded files, recording such be done for every 30mins of live stream and compression of files)

Reporting

Start Date – End date

Select All Channel Logs or Select Particular Channels logs or Select Particular Audio Log

Download Logs

Real time display of Detection time (Time, Channel, Location, Brand, Channel Type, Brand Advert)

Channel COnfiguration – ADD SOURCE

Name

Location

Type (TV or Radio)

Statue (Active, Disable, Inactive)

Device

Save Changes

Delete Station

Management

Account Creation – create users account and give privileges (Add NEW USER, Account Type(advertiser, Agency, Admin), Time Zone

Track Approval – Every track added by client has to be approved

BackCheck Utility

This processes recorded audio files that is recorded from Monitoring channels to confirm if any advert audio files missed detection.

1.Channels

2.Add Audio File

3.Search and display results

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Respond to the following scenario with your thoughts, Respond to the following scenario with your thoughts, ideas, and comments., and comments.

Respond to the following scenario with your thoughts, ideas, and comments. Be substantive and clear, and use research to reinforce your ideas.

You’re meeting with Lester in his office to discuss the details of your presentation to the board next week.

“Given all of the research that you have completed over the past several weeks,” he says, “you should have most of the information you need to make a presentation to the board. The board doesn’t want you to do any more research on all of the topics; rather, we want you to summarize the research that you have already done. ”

“Yes,” you say. “I think I have what I need.”

“Of course we want your final conclusion and recommendation on what the company should do regarding the location issue, as well,” he says.

“What type of presentation do you have in mind, Lester?”

“A PowerPoint presentation would be appropriate for this group,” he says. “I want you to include slide notes, too, in case we have to go back and look at something at a later date. Your PowerPoint presentation should contain between 7-10 slides, not including the title slide and reference slide(s). For each slide, you should have between 150–200 words in the Notes sections. Let’s take a few minutes now to go over how the slides should be organized. I’ve done similar presentations, so I can save you some time with a few pointers.”

When you get back to your office, you type out your notes about each element you discussed and the overall organization of the presentation. For this presentation, you are addressing the following elements:

  • Legal, social, and financial factor considerations
  • Economic factors: gross domestic product (GDP), inflation, interest rates, unemployment
  • Elasticity of demand
  • Economies of scale and efficiency
  • Strengths, weaknesses, opportunities, and threats (SWOT)
  • Market structure
  • Risk
  • Costs (marginal, fixed, variable, etc.)
  • International expansion (Five factors that should be considered before making the decision to expand internationally)

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implement a game engine and console based user interface (logging output only, no user…

This assignment requires you to implement a game engine and console based user interface (logging output only, no user
interaction required) for a casino style card game that is loosely based on Black Jack but is for the gambler in a hurry that doesn’t
want to think too hard and wants to trust in luck alone without having to worry about statistics!
The rules are simple, for each round, the player places a bet of a chosen amount up to their maximum available points (see NOTE1
below) and then receives a set of cards from the dealer (from a 28 card “half”* deck containing the cards 8, 9, 10, J, Q, K, A of all
suits) until they bust by exceeding the limit of 42 (or reach 42 exactly). There is no bust card if the player scores exactly 42 otherwise
the final score is the sum of the cards prior to the bust card (see scoring below). * “Half” deck in quotes since it is not exactly half a
standard 52 card deck!
The house then deals on their own behalf against the players .. Highest score wins! A draw, where both the player and house score
the same result, is a no contest and the bet is returned to the player. The game then proceeds to the next round where the process
of betting and dealing continues.
SCORING
The rules for scoring the cards are also simple with no action required by the player. An Ace is always worth 11 (not 1!), Jack, Queen
and King are 10 and the other cards are worth their face value. i.e. an eight of spades is worth 8 points.
NOTE1: Player points are not changed by placing a bet, they are only changed after the House has dealt and the win/loss has been
determined.
NOTE2: Players are only competing against the house to win more points, with their win loss determined only by their own and the
House’s dealt cards, not by the other players. Also, do not worry about modelling a real Casino “Black Jack” game with its more
complex rules such as splitting etc. The focus here is on the implementation using a simple, highest card sum wins.
HOW TO GET STARTED:
For this assignment you are provided with a skeleton eclipse project (CardGame.zip) that contains a number of interfaces that
you must implement to provide the specified behaviour as well as a simple client which will help you get started.
The provided Javadoc documentation (load index.html from CardGame/docs/ into a browser to view), and commented
interface source code (in the provided package model.interfaces) is your main specification, this document only serves as an
overview.

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company accounting‘X’ Ltd. purchased two new machines for cash on 1 January 2018…

‘X’ Ltd. purchased two new machines for cash on 1 January 2018. Machine A cost $4000 and Machine B cost $10000. Each machine was expected to have a useful life of 10 years, and residual values were estimated at $200 for Machine A and $500 for Machine B.
On 30 June 2019, ‘X’ Ltd. adopted the revaluation model to account for the class of machinery. The fair values of Machine A and Machine B were determined to be $3200 and $9000 respectively on that date. The useful life and residual value of Machine A were reassessed to 8 years and $150. The useful life and residual value of Machine B were reassessed to 8 years and $400.
On 2 January 2020, extensive repairs were carried out on Machine B for $6600 cash. ‘X’ Ltd. expected these repairs to extend Machine B’s useful life by 3.5 years, and it revised Machine B’s estimated residual value to $945.
‘X’ Ltd. decided to replace Machine A. It traded in Machine A on 31 March 2020 for new Machine C, which cost $6400. A $2800 trade-in was allowed for Machine A, and the balance of Machine C’s cost was paid in cash. Transport and installation costs of $95 were incurred in respect to Machine C. Machine C was expected to have a useful life of 8 years and a residual value of $800.
‘X’ Ltd. uses the straight-line depreciation method, recording depreciation to the nearest month and the nearest dollar. The end of its reporting period is 30 June.
On 30 June 2020, fair values were determined to be $14000 and $6500 for Machines B and C respectively.
Required:
Prepare general journal entries to record the above transactions and the depreciation journal entries required at the end of each reporting period up to 30 June 2020. Please show all the required calculations as note at the end of your answer.

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