...School of Business ------------------------------------------------- Syllabus ECO/372 Version 4 Principles of Macroeconomics Whenever there is any question including about what assignments are due, please remember this syllabus is considered the ruling document. Group Number: GA11BSB08 Course Start Date: 07/17/2012 Course End Date: 08/14/20112 Course Schedule: Workshop 1 – July 17, 2012 Workshop 2 – July 24, 2012 Workshop 3 – July 31, 2012 Workshop 4 – Aug. 7, 2012 Workshop 5 – Aug. 14, 2012 FACILITATOR: Farooq A. Khan COURSE LOCATION, DAY AND TIME: Gardena Learning Center, Tuesday @ 6PM REQUIRED READING: Students are required to read all materials available at the Course Materials site for this course on https://ecampus.phoenix.edu/portal/portal/public/login.aspx | Course Syllabus School of Business ECO/372 Version 4 Principles of Macroeconomics | Copyright © 2012, 2008, 2007, 2006 by University of Phoenix. All rights reserved. Course Description This course provides students with the basic theories, concepts, terminology, and uses of macroeconomics. Students learn practical applications for macroeconomics in their personal and professional lives through assimilation of fundamental concepts and analysis of actual economic events. Policies Faculty and students will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies:...
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...------------------------------------------------- Course Syllabus Facilitator Name: Robert C. Paramo, MBA Course Name: Principles of Macroeconomics Course Number: ECO/372 Version 4 Group Number: SB12BSB02 Course Start Date: 01/24/2013 Course End Date: 02/21/2013 COURSE SCHEDULE: Workshop 1 – Jan. 24, 2013 Workshop 2 – Jan. 31, 2013 Workshop 3 – Feb. 07, 2013 Workshop 4 – Feb. 14, 2013 Workshop 5 – Feb. 21, 2013 COURSE LOCATION, DAY AND TIME: San Bernardino Learning Center, Thursdays, 6:00 p.m. to 10:00 p.m. REQUIRED READING: Students are required to read all materials available at the Course Materials site for this course on https://ecampus.phoenix.edu/portal/portal/public/login.aspx Whenever there is a question about what assignments are due, please remember this syllabus is considered the ruling document. Copyright Copyright ©2009 by University of Phoenix. All rights reserved. University of Phoenix© is a registered trademark of Apollo Group, Inc. in the United States and/or other countries. Microsoft©, Windows©, and Windows NT© are registered trademarks of Microsoft Corporation in the United States and/or other countries. All other company and product names are trademarks or registered trademarks of their respective companies. Use of these marks is not intended to imply endorsement, sponsorship, or affiliation. Edited in accordance with University of Phoenix© editorial standards and practices. Policies Students/learners will...
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...ECO 372 Course Syllabus Course Description This course provides students with the basic theories, concepts, terminology, and uses of macroeconomics. Students learn practical applications for macroeconomics in their personal and professional lives through assimilation of fundamental concepts and analysis of actual economic events. Policies Faculty and students will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Colander, D. C. (2010). Macroeconomics (8th ed.). Boston, MA: McGraw-Hill/Irwin. All electronic materials are available on the student website. Week One: Fundamentals of Macroeconomics | | Details | Due | Points | Objectives | 1.1 Explain the economic interaction of resources among households, government, and business. 1.2 Describe gross domestic product, inflation rate, unemployment rate, and interest rate. 1.3 Identify sources of historical economic data and economic forecasts. | | | Reading...
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...Fundamentals of Macroeconomics Paper Kimberly Gay, Janine Lewis, Rosalyn O’Brien, Vicente Rodriguez, Marie Watts ECO/372 January 30, 2015 Kathy Crump Introduction There are many factors that contribute to the current state of the United States economy. An analysis of the current performance of certain factors can help to determine the financial decisions and the fiscal policies the government will need to recommend for the future. We will discuss in detail four important factors; unemployment, expectations, consumer income, and interest rates, their existing effect on aggregate demand and supply as they relate to the Keynesian and Classical model. Unemployment According to the Bureau of Labor Statistics (BLS), the current and official unemployment rate is the lowest is has been since 2008. As of December of 2014, the official unemployment rate is at 5.6 percent ("Bureau of Labor Statistics", 2015). Before this, the lowest it has been was in 2008 when the percentage was at 5 to 5.4. Though this recent recession has put a strain on the U.S. economy, there seems to be a slow improvement on the unemployment rate. Time will tell if the upcoming fiscal policies will see this trend continue or cause an increase in the unemployment rates. Expectations Expectations of consumers and businesses determine the future of the economy. In June of 2014, the American people’s outlook on the U.S. economy experienced a one-year high of 48.5, according to the...
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...Series Alma-Ata: Rebirth and Revision 7 Integrating health interventions for women, newborn babies, and children: a framework for action Björn Ekman, Indra Pathmanathan, Jerker Liljestrand Lancet 2008; 372: 990–1000 See Editorial page 863 This is the seventh in a Series of eight papers about Alma-Ata: rebirth and revision Lund University, Lund Sweden (B Ekman PhD); Kuala Lumpur, Malaysia (I Pathmanathan PhD); Ystad, Sweden (J Liljestrand PhD) Correspondence to: Dr Jerker Liljestrand, Götgången 12 27144 YSTAD, Sweden jerker@ystad.nu For women and children, especially those who are poor and disadvantaged, to benefit from primary health care, they need to access and use cost-effective interventions for maternal, newborn, and child health. The challenge facing weak health systems is how to deliver such packages. Experiences from countries such as Iran, Malaysia, Sri Lanka, and China, and from projects in countries like Tanzania and India, show that outcomes in maternal, newborn, and child health can be improved through integrated packages of cost-effective health-care interventions that are implemented incrementally in accordance with the capacity of health systems. Such packages should include community-based interventions that act in combination with social protection and intersectoral action in education, infrastructure, and poverty reduction. Interventions need to be planned and implemented at the district level, which requires strengthening of district planning and management...
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...and we, as Americans, should fight as hard as we can to diminish them just like we would, murder or terrorism. Since abortions have become such an everyday procedure, scientists and physicians have developed many ways to perform them. One way, if the fetus is 12 to 14 weeks old, being through the use of vacuum aspiration equipment. After the women’s cervix is dilated with steel rods, the surgeon forces the cervix open little by little until it is wide enough for contents to be removed through it. A syringe especially designed for these procedures creates a vacuum inside the women and the suction pulls the contents out of the uterus, including the fetus, so that it is on the outside. For the last step, the physician makes sure to scrape the walls of the uterus using a curette and once he is finished, the women is once again without child. Performing an abortion anytime after this period can be dangerous because by this time the uterus and blood vessels are much larger, and if these fluids enter the mother’s circulatory system it could cause a disruption of the blood-clotting system. Non-surgical abortions include the injections of prostaglandin and other materials. These procedures usually cost around $372. The abortion business itself manages an outstanding $400 million per year, an industry that obviously continues because of the high payments, and not because of moral...
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...According to Link and Phelan (1995), socioeconomic resources are a major determinant of differences in wellbeing of people. This paper draws heavily on the work of Roxburgh (2009) to extend on the fundamental cause perspective by expanding of the definition of resources, examining how race and gender influence the differences in relations between resources and mental health and modeling the relation between social status, gender and race while taking into account any differences in effect of resources across race and gender. While Roxburgh (2009) used a 2003 National Health Interview Survey (NHIS) dataset, this study used the 2011 NHIS dataset. According to fundamental cause perspective, socioeconomic resources (education, income and wealth) enables one to access resources which leads to better health outcomes through its influences on attitudes and behavior. According to role theory, the relation between role occupancy and health stems from access to resources, for example, social support which is derived from occupying socially value roles (Simon, 1995). For example, the primary social roles of marriage and employment confer one psychosocial support, social support and economic resources which lead to differences in welfare of individuals. For the case of employment, economic benefit in terms of income and co-worker social support plus the structured working routines encourage healthy behavior and little opportunity for pursuit of destructive behavior (Newman, 1999). Studies...
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...the purpose of private study, research criticism or review, as permitted under the Copyright Act 1968 no part may be reproduced without written permission Whilst every precaution has been taken to supply complete and accurate information, Central Institute of Technology assumes no responsibility for any liability, loss or damage caused or alleged to be caused directly or indirectly by the instructions contained in or accompanying this publication. Version 2 Semester 2, 2013 Printed by: Print Central Contents Introduction 4 Study Notes 5 Element 1 – Develop and document strategies for international purchasing 7 Element 2 – Implement international purchasing strategies 10 Element 3 – Undertake more complex international purchasing 12 Element 4 – Determine payment strategies 15 Element 5 – Arrange barter and countertrade 18 Element 6 – Determine logistics strategies 20 Element 7 – Evaluate international purchasing strategies and implement identified improvements 22 Portfolio Activities Semester 2, 2013 24 Introduction Continued pressure to reduce costs and improve spending has fueled a procurement revolution. Pressures to source from emerging markets such as China, India and Eastern Europe demand improved sourcing and supply management skills. Purchasing internationally involves having to expand your knowledge of many aspects of procurement that you don't have to worry about when buying domestically. Differences in cultures, laws, communications...
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...International Research Journal of Finance and Economics ISSN 1450-2887 Issue 30 (2009) © EuroJournals Publishing, Inc. 2009 http://www.eurojournals.com/finance.htm Fundamental Analysis Strategy and the Prediction of Stock Returns Jaouida Elleuch* Faculty of Economics and management sciences (FSEG), University of Sfax, Tunisia E-mail: Elleuchj@yahoo.fr Abstract This paper examines whether a simple fundamental analysis strategy based on historical accounting information can predict stock returns. The paper’s goal is to show that simple screens based on historical financial signals can shift the distribution of returns earned by an investor by separating eventual winners stocks from losers. Results show that historical accounting signals can be used to improve the entire distribution of future returns earned by an investor. In fact, despite the overall down activity of the market over the sample period chosen, results reveal that fundamental accounting signals can be used to discriminate from an overall sample generating future negative returns of -0,116 a winner portfolio that provide positive future return of 0,019 from a loser one generating a negative return of -0,229. The over-performance of the winner portfolio seems to be attributable to the ability of the fundamental signals to predict future earnings. In fact, results show that fundamental signals have a positive and significant correlation with future earnings performance and that the winner portfolio have a future...
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... Advanced Methods in Strategy Analysis is an advanced strategy elective designed for business major undergraduates interested in the strategic management of businesses and corporations. The course represents an extension of the frameworks and materials learned in BUAD 497. In particular, MOR 465 focuses on four main substantive areas of interest: Module 1: Basics of Corporate Strategy Module 2: Competitive Rivalries Module 3: Managing Strategic Change Module 4: Academic Research on Strategy Module 1: Basics of Corporate Strategy extends the frameworks and cases taught in BUAD 497 on “Corporate Strategy”, meaning issues that companies with multiple strategic business units face. We focus on the following issues in this module: 1. 2. 3. 4. The basic tenets of corporate strategy; Diversification and the notion of core competences; Vertical integration, Transaction Cost Economics (TCE) & the “make or buy decision”; and Corporate governance and “managing” the managers We examine these issues through both Harvard Business Review readings and Harvard and Stanford Business School cases. Module 2: Competitive Rivalries examines in more detail how firms compete with each-other in fast-moving markets. We read several chapters from the Hitt, Ireland & Hoskisson (2005) book Strategic Management: Competitiveness and Globalization (Concepts and Cases). By this stage of the course, we will also be immersed in the corporate simulation (see below for more information), and we will use the materials...
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...Transforming Lives Communities The Nation …One Student at a Time Disclaimer Academic programmes, requirements, courses, tuition, and fee schedules listed in this catalogue are subject to change at any time at the discretion of the Management and Board of Trustees of the College of Science, Technology and Applied Arts of Trinidad and Tobago (COSTAATT). The COSTAATT Catalogue is the authoritative source for information on the College’s policies, programmes and services. Programme information in this catalogue is effective from September 2010. Students who commenced studies at the College prior to this date, are to be guided by programme requirements as stipulated by the relevant department. Updates on the schedule of classes and changes in academic policies, degree requirements, fees, new course offerings, and other information will be issued by the Office of the Registrar. Students are advised to consult with their departmental academic advisors at least once per semester, regarding their course of study. The policies, rules and regulations of the College are informed by the laws of the Republic of Trinidad and Tobago. iii Table of Contents PG 9 PG 9 PG 10 PG 11 PG 11 PG 12 PG 12 PG 13 PG 14 PG 14 PG 14 PG 14 PG 15 PG 17 PG 18 PG 20 PG 20 PG 20 PG 21 PG 22 PG 22 PG 22 PG 23 PG 23 PG 23 PG 23 PG 24 PG 24 PG 24 PG 24 PG 25 PG 25 PG 25 PG 26 PG 26 PG 26 PG 26 PG 26 PG 26 PG 27 PG 27 PG 27 PG 27 PG 27 PG 27 PG 28 PG 28 PG 28 PG 28 PG 28 PG 33 PG 37 Vision Mission President’s...
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...2009 Peng, Sun, Pinkham, and Chen A R T I 63 C L E The Institution-Based View as a Third Leg for a Strategy Tripod by Mike W. Peng, Sunny Li Sun, Brian Pinkham, and Hao Chen Executive Overview This article identifies the emergence of the institution-based view as a third leading perspective in strategic management (the first two being the industry-based and resource-based views). We (a) review the roots of the institution-based view, (b) articulate its two core propositions, and (c) outline how this view contributes to the four fundamental questions in strategy. Overall, we suggest that the institution-based view represents the third leg of a strategy tripod, overcomes the long-standing criticisms of the industrybased and resource-based views’ lack of attention to contexts, and contributes significant new insights as part of the broader intellectual movement centered on new institutionalism. A s part of a broader intellectual movement centered on new institutionalism throughout the social sciences in recent decades (DiMaggio & Powell, 1983, 1991; North, 1990, 2005; Scott, 1987, 1995, 2008b; Williamson, 1975, 1985), strategic management researchers have increasingly realized that institutions are more than background conditions (Oliver, 1997; Peng & Heath, 1996). Instead, “institutions directly determine what arrows a firm has in its quiver as it struggles to formulate and implement strategy” (Ingram & Silverman, 2002, p. 20...
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...REGENT UNIVERSITY COLLEGE OF ARTS & SCIENCES UNDERGRADUATE CATALOG 2013-2014 (Fall 2013-Summer 2014) Regent University 1000 Regent University Drive Virginia Beach, VA 23464-9800 800.373.5504 admissions@regent.edu www.regent.edu PREFACE Regional Accreditation Regent University is accredited by the Southern Association of Colleges and Schools Commission on Colleges to award associates, baccalaureate, masters, and doctorate degrees. Contact the Commission on Colleges at 1866 Southern Lane, Decatur, Georgia 30033-4097 or call 404-679-4500 for questions about the accreditation of Regent University. National and State Accreditation Regent University’s undergraduate school is accredited or certified by the following bodies: Council for Higher Education Accreditation (CHEA) (www.chea.org/) The Teacher Education Accreditation Council (TEAC) The Regent University School of Education's educational leadership and teacher preparation programs and the College of Arts & Sciences interdisciplinary studies program, which are designed to prepare competent, caring, and qualified professional educators are accredited by the Teacher Education Accreditation Council for a period of seven years, from January 9, 2009 to January 9, 2016. This accreditation certifies that the educational leadership, teacher preparation and interdisciplinary studies programs have provided evidence that they adhere to TEAC's quality principles. Teacher Educational Accreditation Council, One Dupont Circle, Suite...
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...Table of Contents I. Executive summary: 1 II. Current market situation: 1 1. Market description: 1 2. Product Review: 2 3. Competitive Review: 3 III. Strengths, Weaknesses, Opportunities and Threat Analysis 6 1. Strengths: 6 2. Weakness: 7 3. Opportunities: 7 4. Threats: 8 IV. Market-Product Focus: 8 1. Marketing and Product Objectives 8 2. Target Market 9 3. Product differentiation 9 V. Marketing Strategy: 9 1. Product Strategy: 9 2. Pricing Strategy: 9 3. Distribution Strategy: 10 4. Marketing Communication Strategy: 10 4.1. Advertising: 10 4.2. Direct Marketing: 11 4.3. Sales Promotion: 11 4.4. Personal selling: 12 5. Marketing Organization: 12 VI. Action Programs: 12 VII. Budget ( in one year from 7/2012 to 7/2013 ) 13 VIII. Controls 14 Source 15 Executive summary: Lancôme is preparing to launch a new anti-aging cream concluding the perfect result of 10 years exploring in lab and be recommended as “A miracle elixir exists”, the Absolue L’Extrait, in Vietnam cosmetic market. Our product offers a competitively unique combination of the latest advanced technology in dermal stem cells and great beauty effects after testing and launching in other countries. We are targeting specific segments in the consumer and taking advantages of opportunities indicated by the huge demand for beauty in such a dynamic economic. The primary marketing objective is to achieve first-year Vietnam sales of 10,000 units. The primary financial objectives are to...
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...For the exclusive use of L. Wang, 2016. W12453 FACEBOOK, INC: THE INITIAL PUBLIC OFFERING (A) 1 Ken Mark wrote this case under the supervision of Professors Deborah Compeau, Craig Dunbar and Michael R. King solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com. Copyright © 2012, Richard Ivey School of Business Foundation Version: 2014-03-13 INTRODUCTION “The entire market is waiting for the emergence of Facebook as a publicly traded company,” said Jonathan McNeil, lead analyst at CXTechnology Fund (CXT), as he spoke to the fund’s investment committee on May 16, 2012. The highly anticipated pricing of the Facebook initial public offering (IPO) was underway, and in three hours, McNeil was scheduled to provide the lead underwriter, Morgan Stanley, with CXT’s final indication...
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