...BUSN 460 Complete Class Click Link Below To Buy: http://hwcampus.com/shop/busn-460-complete-class/ Week 1 DQ 1 Selling your team’s services to CanGo Week 1 DQ 2 Mission, Vision & Values Week 2 DQ 1 Planning a Technological Solution Week 2 DQ 2 Cost Benefit Analysis Week 3 DQ 1 Flow Charting Processes Week 3 DQ 2 Implementing Technology Week 4 DQ 1 Group vs Team Week 4 DQ 2 Matrixed Employee Environments Week 5 DQ 1 Performance Review Session Week 5 DQ 2 Status Reports Week 6 DQ 1 Corporate Decision Making Week 6 DQ 2 Weighing Decision Criteria Week 7 DQ 1 Corporate Ethics Tactics Week 7 DQ 2 Profit vs. Responsibility BUSN 460 Week 1 Team Name and Contract BUSN 460 Week 2 Analysis Report - Issues Report BUSN 460 Week 3 Individual Financial Analysis Report BUSN 460 Week 4 Analysis Report BUSN 460 Week 5 Analysis Report BUSN 460 Week 6 Analysis Report BUSN 460 Final Project Consulting CanGo Final Report BUSN 460 Senior Project Week 3 Individual Financial Analysis Report Individual Financial Analysis Report Conclude working on your Individual Financial Analysis Report, due this week. Note that this is not a team assignment. Be sure to include proper citations for all references you use. Go to the CanGo Intranet and pull the financial statements. Use these to fill out the table found in Doc Sharing labeled Financial Analysis Project, and submit to the Individual Financial Analysis Dropbox in Week 3 after making sure that you...
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...BUSN 460 Complete Class Click Link Below To Buy: http://hwcampus.com/shop/busn-460-complete-class/ Week 1 DQ 1 Selling your team’s services to CanGo Week 1 DQ 2 Mission, Vision & Values Week 2 DQ 1 Planning a Technological Solution Week 2 DQ 2 Cost Benefit Analysis Week 3 DQ 1 Flow Charting Processes Week 3 DQ 2 Implementing Technology Week 4 DQ 1 Group vs Team Week 4 DQ 2 Matrixed Employee Environments Week 5 DQ 1 Performance Review Session Week 5 DQ 2 Status Reports Week 6 DQ 1 Corporate Decision Making Week 6 DQ 2 Weighing Decision Criteria Week 7 DQ 1 Corporate Ethics Tactics Week 7 DQ 2 Profit vs. Responsibility BUSN 460 Week 1 Team Name and Contract BUSN 460 Week 2 Analysis Report - Issues Report BUSN 460 Week 3 Individual Financial Analysis Report BUSN 460 Week 4 Analysis Report BUSN 460 Week 5 Analysis Report BUSN 460 Week 6 Analysis Report BUSN 460 Final Project Consulting CanGo Final Report BUSN 460 Senior Project Week 3 Individual Financial Analysis Report Individual Financial Analysis Report Conclude working on your Individual Financial Analysis Report, due this week. Note that this is not a team assignment. Be sure to include proper citations for all references you use. Go to the CanGo Intranet and pull the financial statements. Use these to fill out the table found in Doc Sharing labeled Financial Analysis Project, and submit to the Individual Financial Analysis Dropbox in Week 3 after making sure that you...
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...Course Design Guide DBM/460 Version 2 Syllabus College of Information Systems & Technology DBM/460 Version 2 Enterprise Database Management Systems Copyright © 2012, 2009 by University of Phoenix. All rights reserved. Course Description This course covers distributed computing, middleware, and industry standards as relating to the enterprise data repository. Data warehousing, data mining, and data marts are covered from an enterprise perspective. 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 Coronel, C., Morris, S., & Rob, P. (2011). Database systems: Design, implementation and management (9th ed.). Mason, OH: Cengage Learning. Eckerson, W. W. (2011). Performance dashboards: Measuring, monitoring, and managing your business (2nd ed.). Hoboken, NJ: John Wiley & Sons, Inc. Hoffer, J. A., Ramesh, V., & Topi, H. (2011). Modern database management (10th ed.). Upper Saddle River, NJ:...
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...CanGo’s Operations Assessment & Recommendation Final Report Top Notch Consulting, Inc. Revision 1.1 Date –10/21/2012 Team B Linda Beckwith, Cecil Greene, David Hines, Rebecca Rodriquez, Deborah Thompson DeVry University Business 460, Senior Project September 29, 2012 Contents Executive Summary 3 SWOT Analysis 4 Market Analysis 5 Competitive Analysis 6 Financial Analysis 7 Strategic Recommendations 10 Conclusion 11 References 12 ------------------------------------------------- Executive Summary This report was commissioned to examine the ------------------------------------------------- SWOT Analysis David - ------------------------------------------------- Market Analysis Linda - ------------------------------------------------- Competitive Analysis David - ------------------------------------------------- Financial Analysis ------------------------------------------------- ------------------------------------------------- Strategic Recommendations Deborah - ------------------------------------------------- Conclusion Cecil - ------------------------------------------------- References Investopedia US, A Division of ValueClick, Inc. (2012). Investopedia.com. Retrieved October 5, 2012, from http://www.investopedia.com/terms/r/receivableturnoverratio.asp Investopedia US, A Division of ValueClick, Inc. (2012). Investopedia.com. Retrieved October 5, 2012, from http://www.investopedia.com/terms/i/inventoryturnover...
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...and FASB Analysis Paper ACC/460 The Governmental Accounting Standards Board and the Financial Accounting Standards Boards were put in place to assist in regulating the private sector, federal, and state and local governments. These regulations that are in place are to hold he sector accountable for its accurate financial reporting and documentation. I ask how these two divisions differ in its objectives and how to they regulate each party it governs. The Governmental Accounting Standards Board oversees the federal, state, and local governments with the basis of accountability. With that the GASB holds the government accountable to the citizens it represents. This means the government entities must show its constituents the money being raised is going to exactly what it was claimed for. An example of this would be a raise in taxes to assist in making gasoline safer for the environment. The GASB has broken down this accountability into three sub-objectives, the first is interperiod equity. Interperiod equity is a means of financial reporting that determines if there is enough current year money to pay for the current year needs. It also explains whether or not individuals in need of certain governmental services were pushed to the taxpayers. The second sub-objective is budgetary and fiscal compliance meaning that this reporting explains where funds came from to take care of services needed by the citizens. The third and final us service effort costs and accomplishments...
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...Contents 1:0 TO IDENTIFY THE RELEVANT CASH FLOWS TO EVALUATE THE PRODUCTION OF THE NEW SECURITY RIGHT 1 1.1 OPORTUMNITY COST 1 1.2 CASH FLOWS VS PROFIT 2 1.3 WORKING CAPITAL 2 1.3 OVERHEARDS 2 1.4 SUNK COST 2 2.0 A REPORT ON THE RECOMMENDATION IF THE PROJECT IS ACCEPTED OR REJECTED 3 3.0 TO CALCULATE THE NET PRESENT VALUE OF THE NEW PRODUCT USING GLOW PLC 3 4.0 TO CALCULATE THE INTERNAL RATE OF RETURN 4 5.0 TO WRITE A REPORT ON THE ADVISABILITY OF ACCEPTING THE CONTRACT AND ANY ADDITIONAL FACTORS TO BE CONSIDERED 5 1:0 TO IDENTIFY THE RELEVANT CASH FLOWS TO EVALUATE THE PRODUCTION OF THE NEW SECURITY RIGHT For the financial managers to evaluate investment opportunities, they must first determine the relevant cash flows which are the incremental investment and resulting subsequent inflows associated with the proposed capital expenditure. Incremental cash flows are the additional operating cash flow that an organization receives from taking on a new a project, and this incremental cash flow is divided into scenarios and namely; the positive incremental cash flow and the negative cash flow. The positive incremental cash flow means that the company’s cash flow will increase with the acceptance of the project and vice versa. The following are the relevant cash flows that have been identified in the production of the new security right in Glow Plc. of an Irish manufacturer. 1.1 OPORTUMNITY COST Opportunity cost refers to what you have to give up buying what...
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...A Case Study on the California High Speed Rail System (CAHSR) - Is It Feasible? By Hardeep Ramesh, MS ISE Engineering Economics (ISE 460) University of Southern California December 3, 2010 Abstract: California High Speed Rail (CHSR) system is a mega project planned by the California High Speed Rail Authority (CA HSRA), connecting the major metropolitan areas of California. The project finalized in mid 2000, is estimated to be one of the most expensive of its kind. It is in the lines of the high speed rail systems existing in France, Japan and China. The cost of the total project, which will cover around 800 miles, is estimated to be around $45 billion as of 2008. At this time of economic instability and no proper funding expected the big question is that - is the project economically feasible? This case study evaluates the financial benefits of the project. It will show the various sources from which the project will be benefited. Since it is a public investment if the total benefits are more than the total costs it is said to be economically feasible. This case study uses the benefit-cost analysis as an evaluation to establish this. It uses only the benefits and costs which are quantifiable and those which are not duplicative. Introduction: California’s burgeoning population and increasingly congested highways and airports demanded new transportation solutions. Highway construction The California High Speed Railway...
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...KATZ GRADUATE SCHOOL OF BUSINESS UNIVERSITY OF PITTSBURGH Syllabus STRATEGIC MANAGEMENT (BSPP 2409) Instructor: Dr. John C. Camillus Donald R. Beall Professor of Strategic Management 338 Mervis Hall Phone: 412/648-1599 Fax: 412/383-7226 E-mail: camillus@katz.pitt.edu Administrative Assistant: Ms. Janice M. Trygar 341 Mervis Hall Phone: 412/648-1529 Fax: 412/648-1693 E-mail: jmtrygar@katz.pitt.edu Office Hours: 1) Mondays 11:00 am to 12:00 noon 2) Wednesdays 2:00 pm to 3:00 pm 3) By appointment. Course Description: “Strategy,” in the context of management, focuses on creating a harmonious relationship between organizations and their environments. Successful strategy matches an organization’s resources and capabilities with the opportunities that arise in its external environment and, in so doing, creates value for customers, shareholders and other stakeholders, as well as an advantage over the competition. This Strategic Management course offers a set of perspectives, concepts and tools for analyzing and understanding the general management task of formulating and implementing competitive strategies. Frameworks – derived primarily from industrial organization economics and the behavioral sciences – that relate to strategy formulation, the design of management systems, and motivating performance will provide the bases for analyzing and responding to organizational, industry, national and international contexts. The primary...
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...BUS 499 – Business Administration Capstone (Prerequisite: To be taken as last or next to last course) COURSE DESCRIPTION This course is the capstone course for the Bachelor of Business Administration program. It examines the processes by which organizations formulate strategy, implement policy, and evaluate outcomes in the highly competitive and dynamic global environment. The ethical implications of strategic choices are a central concern of this course. Analytic, integrative, and decision-making skills will be exercised through the use of case analysis and decision making. INSTRUCTIONAL MATERIALS Required Resources Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2011). Strategic management: Competitiveness and globalization, concepts and cases: 2011 custom edition (9th ed.). Mason, OH: South-Western Cengage Learning. Supplemental Resources Angwin, D., Paroutis, S., & Mitson, S. (2009). Connecting up strategy: Are senior strategy directors a missing link? California Management Review, 51(3), 74-94. Derfus, P. J., Maggitti, P. G., Grimm, C. M., & Smith, K. G. (2008). The red queen effect: Competitive actions and firm performance. Academy of Management Journal, 51(1), 61-80. Franken, A., Ewards, C., & Lambert, R. (2009). Executing strategic change: Understanding the critical management elements that lead to success. California Management Review, 51(3), 49-73. COURSE LEARNING OUTCOMES 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Identify the vision, mission, and stakeholders...
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...corruption perception is at a high level. Political parties are ranked as the most corrupt institution in Italy, closely followed by public officials and Parliament, according to Transparency International Global Corruption Barometer 2013. Regarding business and corruption, foreign investments and economic growth are hindered by organised crime and corruption. Business executives from World Economic Forum Global Competitiveness Report 2013-2014 consider corruption one of the problems for doing business in Italy Procurement process, mainly in water, roads and railway projects, in Italy is affected by corruption. ------------------------------------------------- CORRUPTION CHALLENGES Government and politics Checks and balances in the Italian government are compromised. A 2012 study indicates that the legislative branch has little independence from the executive. This creates a disparity in power and enables the executive to govern without appropriate accountability. Integrity mechanisms are also poor in the public sector. According to a 2011 report, parliamentary and government codes of conduct are aspirational at best, and not enforceable. Weak – and often non-existent – sanctions cannot effectively deter corrupt acts. National corruption scandals also undermine public officials’ image. Political financing Corporate donations to political parties and candidates are unregulated. Although there are constraints on election expenditure, there are no limits on donor contributions...
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...Week 2 Analysis Report DeVry University Our DDM Consulting Firm has been hired to advise and help guide CanGo in the restructuring and planning their future endeavors. CanGo is a young fast growing company which is interested in expanding into the online gaming market. This analysis report is the first of a series of reports created by our company to examine CanGo’s current concerns and offer recommendations to fix these issues. At DDM Consulting we believe that success is a team sport and there is no I in team. In saying this, it is going to take the cooperation of the upper management, lower management and CanGo employees for this company to reach its full potential. By implementing our recommendations CanGo can look forward to building a stronger company foundation, a growing presence in the online gaming market place, and a general increase in company moral In this first analysis report we will be going over six most important issues that CanGo will have to address immediately in order to guarantee continuous company growth and longevity in the market place. These issues include: 1: Company Mission and Vision statements 2: Goal setting and deadlines 3: Strategic planning 4: Workplace communication 5: Management skills 6: Market research Now that we have provided our six main focus areas for improvement, let us dive into the matter further by discussing and exploring each of these issues in greater detail to show how they really affect the overall success of your...
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...Policies and strategies to improve nutritional status[7] Ministry of Health and Population strategies Health strategies In order to improve the health status of the Egyptian population, MOHP has developed several strategies, including the following: * Preventive care system: the specific areas of intervention are immunization, quarantine measures, safe water supply, food hygiene, public cleanliness, environmental hygiene and infestation control. * Primary health care: through which medical services are provided to the general population and to vulnerable groups (pregnant and lactating mothers and children under five years of age). * Curative care services: where sick people find medical treatment. Nutrition strategies Before 1992, ad hoc programmes addressed the problem of malnutrition. Following the International Conference on Nutrition (ICN), held in Rome in December 1992 and sponsored by FAO and WHO, nutrition programmes in Egypt have been enhanced. Egypt presented a country paper at the conference and took part in post-ICN condensed nutrition activities. A ministerial decree of 1994 formulated a high-level inter-ministerial committee representing the ministries of agriculture, health, planning, information, supply, education and academia. The outcome was the development of the Egyptian National Strategy for Nutrition, which has nine main policy areas. Each policy area includes a problem statement, a goal, measurable objectives, actions, authorities responsible for...
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...ASSUMPTION UNIVERSITY MARTIN de TOURS SCHOOL OF MANAGEMENT AND ECONOMICS DEPARTMENT OF MARKETING COURSE SYLLABUS SEMESTER 2/2015 |MARTIN de TOURS SCHOOL OF MANAGEMENT AND ECONOMICS’ VISION | |Leading International Business School in ASEAN Region | |MARTIN de TOURS SCHOOL OF MANAGEMENT AND ECONOMICS’ MISSION | |Shaping Graduates toward Global Business Excellence | |ASSUMPTION UNIVERSITY’S UNIQUENESS | |An International Catholic University | |IDENTITY OF AU STUDENTS | |Ethics, English Proficiency, Entrepreneurial Spirit | |COURSE ORGANIZATION ...
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...Introduction As consultants for CanGo, our job is to make sure that CanGo is up to date with all its policies and regulations and is overall running as smoothly and efficient as possible. Our goal for CanGo is to help them answer any questions that they might have or might arise in the near future. We have come across quite some problems with the company already, but are typical because of the short time that the company has been around. New businesses typically fall into this type of category, where they run into problems, which they don’t even know there is or exist. With CanGo taking on an AS/RS it can really help the company take off and be even more successful than it already is. But first CanGo needs to look with in its company and fix issues such as not having either of vision or mission statement that both employees and customers can look back on and see what this company is all about. With CanGo not handling personnel issues properly can cause ugly lawsuits in the future, and this is something we want to avoid. The top management team at CanGo has a lot of improvements to make from decision making to evaluating employees properly. Over the weeks we will work closely with everyone at CanGo and turn this company around and give it a fresh start. Interactive Alpha Consulting has been retained by CanGo to observe their business processes and provide any course of action needed to address various challenges facing the firm. During our observation, my...
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...Understanding Consumer Behavior Week 3 and 4 CanGo Analysis Report Team D – The Achievers Joselyn Palmeri Rodger Phillips Viridiana Saenzpardo Brenda Thomas Carlene Watson Business 460 Senior Project February 3, 2013 Issue #1: No process flow chart, complaints and returns were biggest problems last year – Rodger Phillips Implementing a process flow chart for the processes at CanGo is important, because they do not currently have one and it would really benefit the company as a whole. It is also important because helps with accountability and knowing who, what, when, where, and why. Recommendation #1 By creating a flow chart, CanGo will be better able to more easily manage processes at CanGo. The flow chart will help break down the overall processes into sub-processes. That is what makes them easier to manage. Complaints and returns were the biggest complaints from the previous year. If CanGo implements the use of a flow chart, they will be able to break down the process of handling customer service into sub-processes. The sub-processes would include taking phone calls, responding to emails, shipping, inventory, and finance. 2) Still little financing available 3) Sales = Evaluation and purchase fall off in purchases 4) Lack of knowledge pertaining to who is buying and where they are located 5) Lack of efficiency in picking orders in warehouse Issue #2: CanGo must find hidden clients to increase marketing and sales strategies – Brenda Thomas Behind...
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