analyze two (2) major pressures that a public leader faces from shareholders, customers, stakeholders, and employees.

From the weekly readings and first e-Activity, analyze two (2) major pressures that a public leader faces from shareholders, customers, stakeholders, and employees. Propose two to three (2-3) key actions that public leaders can take in order to maintain a leadership style in the face of such pressures. Justify your response.•From the weekly readings and second e-Activity, compare the U.S. health system that you have researched to the centralized healthcare in European health systems. Propose two (2) strategies a public leader can address regarding both health systems in order to make each structure more cost effective and operationally efficient. Provide a rationale for your response.

List at least two appropriate training methods for delivering the diversity training.

Imagine having a discussion with the CEO of your organization about the diversity of the US population and the globalization of business. Leadership believes that it is important for employees to be able to work well with people who are different from them. The CEO wonders about the need for diversity training and asks you to let her know how you would approach such training. Directions Review the information in your textbook on linking training to the needs of the organization, the stages of instructional design, and employee development methods. Write a 1000-word business memo to the CEO responding to the items below. Follow the memo format in the Business Memo example provided here: http://extmedia.kaplan.edu/business/AB203/AB203_1402A/203_memoexample.pdf. Note that the questions in this Assignment relate to both Units 8 and 9. APA style is NOT required for business memos. 1. List the stages of instructional design. 2. List at least two appropriate training methods for delivering the diversity training. 3. List at least two appropriate employee development methods to support diversity in the organization.

assess the importance of a company’s ability to understand its customers when creating its marketing strategy.

BUS508 Week 7 Discussion and Journal Week 7 Discussion“Marketing Strategy” Please respond to the following:• From the e-Activity and the “Hit & Miss: Kodak Ignores the Digital Picture” reading in Chapter 12 of the text, examine the main reasons behind Kodak reinventing itself in order to stay in business. Evaluate the level of success of Kodak’s reinvention attempts. Support your position with two (2) examples of Kodak’s success or failure in its efforts.• From the scenario, assess the importance of a company’s ability to understand its customers when creating its marketing strategy. Determine the degree to which this understanding factors into distribution strategies for its products and services. Provide a rationale for your response. • Journal Entry 6: Prepare a one to two (1-2) paragraph journal entry that examines your learning experiences with ORION in Week 2 of this course, that addresses the following:5. 1. Determine the primary manner in which ORION has increased your business knowledge in the related subject area.2. Discuss specific challenges that you may have experienced with any of the subject matter presented, and point out the areas for which you would like more information.3. Suggest at least two (2) possible applications of this week’s material to the company that you currently work for or hope to work for in the future. * Note: To access ORION please see instructions in the Week 1 area.

Write a story about computer security incident

This story should be a minimum of 5 single space pages in length and font size 12. Your story can take this forms: (1) describe the potential compromising of the security around a valued asset.The story should be broken down into the following stages:Act I – Here we learn about the particular asset that is being protected/attacked. We should be introduced to at least one good guy that is defending this asset. We should also get an overview of the types of defenses that are in place to protect the asset.Act II – Here we are introduced to the bad guy(s). We should learn a bit of their motivation for wanting to acquire the asset. We should also get a broad overview of the plan to compromise the security surrounding the asset.Act III – The attack begins. Detailed steps should be given as the bad guy(s) execute their attack plan and how the security system/good guy(s) are reacting to each step of this attack. The action in this act should end as the attackers encounter an unexpected problem that threatens their success.Act IV – In this final act, we begin by solving the dilemma encountered at the end of Act III. The action then completes as the final stages of the attack unfold, resulting in either the successful attainment of the desired asset, or in a failed attack. Plot twists are welcome.Epilogue – In this short ending, we examine what happens after the action is over. Do the bad guys enjoy the spoils of victory, or suffer the consequences of defeat?

What would you offer?

Read Case Study 6 and respond to question 2.Your response should be at least one page long and conform to APA Version 6 standards. If you have questions about APA Version 6 standards, refer to the Syllabus for instructions about accessing an APA tutorial.Below is the grading rubric used for this case study: CriteriaPointsCase StudySubmitted case study and addressed all questions asked in assignment. Each case study presents one or more questions for analysis and explanation. A quality response fully answers the question or questions asked.25 pointsAPA StandardsWritten response conforms to APA format (in-text citations and references as required, punctuation, headings, paraphrasing, seriation). At a minimum, focus on in-text citations, sentence punctuation, seriation rules, and reference list construction. You should list and cite the text, as appropriate, when responding to case study questions.3 pointsSpelling and GrammarSubmitted assignment was checked for spelling and grammar errors.2 pointsCASE STUDY 6Exploring Innovation in ActionSewing up the competition – innovation in the textile and clothing industryManufacturing doesn’t get much older than the textile and clothing industry. Since the earliest days when we lived in caves there’s been a steady demand for something to wrap around us to keep warm and to protect the more sensitive bits of our anatomy from the worst of the elements. What began with animal hides and furs gradually moved into a more sophisticated activity with fabrics woven from flax or wool – and with people increasingly specialising in the business.In its early days this was very much a cottage industry – quite literally people would spin wool gathered from sheep and weave simple cloths on home-made looms. But the skill base – and the technology – began to develop and many of the family names we still have today – Weaver, Dyer, Tailor, for example – remind us of the importance of this sector. And where there were sufficient cottages and groups of people with such skill we began to see concentrations of manufacturing – for example, the Flemish weavers or the lace makers in the English Midlands. As their reputation – and the quality of their goods – grew so the basis of trading internationally in textile and clothing was established.The small-scale nature of the industry changed dramatically during the Industrial Revolution. Massive growth in population meant that markets were becoming much bigger whilst at the same time significant developments in technology (and the science underpinning the technology) meant that making textiles and clothing became an increasingly industrialised process. Much of the early Industrial Revolution was around the cotton and wool industries in England and many of the great innovations and machinery – such as the Spinning Jenny – were essentially innovations to support a growing international industry. And the growth of the industry fuelled scientific research and led to developments like the invention of synthetic dyes (which allowed a much broader range of colour) and the development of bleaching agents.There’s a pattern in this in which certain manufacturing innovation trajectories play a key role. For example, the growing mechanisation of operations, their linking together into systems of production and the increasing attempts to take human intervention out through automation. Of course this was easier to do in some cases than others – for example, one of the earliest forms of programmable control, long before the invention of the computer, was the Jacquard punched card system which could control the weaving of different threads across a loom. But actually making material into various items of clothing is more difficult, simply because material doesn’t have a fixed and controllable shape – so this remained increasingly a labour-intensive process.By the twentieth century the industries had become huge and well-established, with growing international trade in raw materials such as cotton and in finished goods. The role of design became increasingly important as basic demand was satisfied and certain regions – for example, France and Italy – began to assume strong reputations for design. Branding became increasingly important in a world where mass communications began to make the telling of stories and the linking of images and other elements into advertising which fuelled demand for clothing as much more than a basic necessity purchase.Mass production methods and the scientific management approaches underpinning them diffused rapidly – and in the case of clothing assembly which remained a labour-intensive process – led to the quest for lower wage cost locations. So began the migration of clothing manufacture around the world, visiting and settling in ever cheaper locations across the Far East, through much of Africa and Latin America to its present home in China.Today this is a global industry embracing design activities, cutting and processing operations, assembly, distribution and sales – all fuelled by a huge demand for differentiation and personalisation. This is an industry in which price is only one element – non-price factors such as variety, speed, brand and quality matter. And it’s an industry dominated by the need for high-frequency product innovation – fashion collections no longer run along the old seasonal track with winter and summer collections. In some cases the range is changed every month and innovation in information and communications technology means that this cycle is getting shorter still.All of this has shaped an industry which is highly networked across global ‘value chains’ and co-ordinated by a few major players. Much of the ‘front’ end of the industry is about major brands and retail chains whilst the ‘backroom’ operations are often small-scale subcontractors often in low wage cost areas of the world. Like so many industries it has become somewhat footloose and wandered from its origins – leaving behind only a small reminder of its original dominance. Compared with countries like India and China, today’s European clothing industry is a small player on the global stage.There are some exceptions to this – and they underline the power of innovation and entrepreneurship. Just because the dominant trends lead in one direction does not mean that there isn’t scope for someone to spot and deploy ways of bucking this trend. One such player was a young clerk working in a small clothing retailing business in northern Spain. Frustrated with his career prospects Amancio Ortega Gaona decided to strike out on his own and in 1963 invested his savings – the princely sum of $25 – into a small manufacturing operation making pyjamas and lingerie. In classic fashion he peddled (and pedalled – his earliest transport was a bicycle!) his wares around the region and built the business over the next ten years and then decided to move into retailing as well, opening his first shop in the north-western town of La Coruna in 1975.Things have moved on somewhat since then. Industria de Diseno Textil – Inditex – the holding company which he established – is now worth around $8 billion and has just opened its 2000th store in Hong Kong. Active in nearly 70 countries this textile and clothing business has eight key brand groups, each targeted at particular segments or product types – for example, ‘Pull and Bear’ for children, ‘Massimo Dutti’ for older men and women or ‘Oysho’ in lingerie. Best known of these is ‘Zara’ – a global brand with strong design and fashion identity running through both the clothes and the stores in which they are sold.Its clothes combine stylish designs with a strong link to current high-fashion themes with moderate prices. As Lotte Freddie, fashion editor of the Danish daily newspaper Berlingske Tidende, commented ‘If you want a classic, Italianate look in tune with current styles and at a reasonable price go to Zara’.Zara’s successful growth is not simply a matter of low cost or of standardisation but rather ofinnovation. The company has become a leader by exploiting some of the key non-price trends in the industry – for example, variety and product innovation. For example over 10,000 different clothing models are created and sold every year – this is most certainly not a case of ‘one size fits all’ or of long-lasting product types! Ortega has taken the entire system for creating clothes and built a business – and originally did so in an area which did not previously have any textile tradition.At an early stage in the development of the manufacturing business he moved back into textile finishing operations to make sure that the colours and quality of the material he used to make the clothes were up to scratch. Not only did this give better quality control but it also opened up the road to offering exciting and different fabric designs and textures. There are now 18 textile designing and finishing operations in the group as well as the clothing manufacturing.A major part of the company’s success comes from a strong commitment to design – they employ over 200 designers and make extensive play of this commitment. It’s a theme which doesn’t stop with the clothes themselves but also extends to the presentation of the stores, their window displays, their catalogues, Internet advertising and so on. Part of the headquarters building in Arteixo La Coruna, Spain, contains 25 full-size shop windows with display platforms and lighting which allow the team to see what real store windows would look like – not only under normal conditions but also on rainy days, at night and so on.Another key aspect of Zara’s success is the flexibility which comes from having a very different model for manufacturing. Around 2500 employees work directly in manufacturing operations – but behind them is a much larger workforce spread across villages and small communities in Spain and northern Portugal. Once the new design has been approved the fabric is cut and then distributed to this network of small workshops – and these represent an outsource capability delivering a high degree of flexibility. Pre-cut pieces and easy to follow instructions are given to workers in what is still largely an informal economy – and their output then flows back into the massive Zara distribution centre like tributaries to a fast-flowing river. (This is not a small operation – the centre has around 200 kilometres of moving rails on which the products flow. Highly automated and with extensive in-line quality checking the process transfers the incoming pieces into production lots which are then allocated to a fleet of trucks for fast shipment, mostly by air from the nearby airport at Santiago de Compostella.)Needless to say this places significant demands on a highly flexible and innovative co-ordination system which Zara have developed in-house. In this way they make use of a model which dates back hundreds of years (the idea of industrial districts and clusters) but use twenty-first century technologies to make it work to give them huge flexibility in both the volume and variety of the things they make. Where competitors such as H&M and Gap have to start planning and producing their new lines three to five months before goods finally make it to the stores, Zara manages the whole process in less than three weeks! Their flexibility is also based on rapid response and extensive use of information and communication technologies. At the end of the day as the customers leave their 950 stores around the world the sales staff use wireless handsets to communicate inventory levels to the store manager who then transmits this intelligence back to Spain as a feed into the design order and distribution system. This gives an up-to-the-minute idea of what is selling – and what isn’t – so the stores can be highly responsive to customer preferences – which colours ‘work’, which themes are popular, which designs aren’t hitting the spot. But it’s not just following the market – Zara can also push the game by making sure that no model is kept on sale for more than four weeks – no matter how well it is selling. This has a strong impact on their brand – they are seen as very original and design-led – but it puts even more pressure on their ability to be agile in design and manufacture. 2.You have been hired as a consultant to a small clothing manufacturer who wants to emulate the success of Zara and Benetton. She wants advice on an innovation strategy which takes the key lessons from these successful firms. What would you offer?

Explain how the global market would affect the business strategy of the selected organization.

Resources: Environmental Scan PaperSelect and organization and research from last week’s Environmental Scan Paper for this assignment.Decide which competitive advantages the selected organization has in common with the companies researched last week, and estimate which competitive strategies the selected organization could use to improve innovation and sustainability of business operations both in the United States and in the global market.Explain why you chose these competitive strategies and estimate how they might affect sustainability of long-term organizational performance.Explain how the global market would affect the business strategy of the selected organization.Summarize your findings in a 750-word paper.Format your paper consistent with APA guidelines.100 % Original0 Plagiarism

Create three fictional incidents for the risk area of Patient Surgery

We saw that risk management involves playing the devil’s advocate and asking, “What could go wrong?” Creating scenarios and thinking through situations will help you understand the nature of the risk better. This is your exercise for the week. Create three fictional incidents for the risk area of Patient Surgery Write about each scenario in not more than a page. Include the following information about each scenario: 1 Details of the incident—What, where, when, and who?2 Explain the cause—How and why? Grading Criteria Developed three plausible fictional incidents. Described the details of each incident. Explained the cause of each incident. Presented a structured document free of spelling and grammatical errors. Cited sources in the APA format.

What are 3 initial works, on the market, that you might suggest that the international company consider for acquisition or loan, and how much should the company budget for these works?

This is a case study to help you discover connections between the appreciation of art and the workplaces and other spaces that people inhabit.Part 1The chief executive officer (CEO) of a pharmaceuticals company wants to invest in new architecture and art for the company headquarters. You have been chosen to recommend artwork for the new location. Review the following information in preparation for your work on the project:Part 2The vice president (VP) of human resources has asked you to develop some initial information in a report.Answer the following questions keeping the project overview details in mind:What are 3 initial works, on the market, that you might suggest that the international company consider for acquisition or loan, and how much should the company budget for these works?Look specifically at paintings, sculpture, and photography.Use information from auction houses such as Auction House 1, Auction House 2, or others, along with other sources of art, sculpture, and photography for sale or lease.What security considerations would you have to take into account?What are the business advantages of an art collection? How does “art appreciation” extend to the business and professional world?For each of the 3 pieces, create a brief informational card that might also go into a brochure, explaining the following, in a condensed form:The subject of the workThe biography of the artistThe techniques and media usedSome key interpretive, historical, or descriptive information about the pieceBe sure to address the following questions:How do the characteristics and style fit the organization and environment?Why might employees be interested in them?Prepare your response as a report to the VP, using Word. Include photos of the recommended pieces of art. Be sure to include citations and references as needed, although it is not necessary to format this as an APA document.

What critiques do you have about the article?

Instructions for Writing your Reaction PapersEach paper you select to write about should be one of the journal papers that are being read for the course (see the General Course Outline below for a list of papers). It should be submitted at the beginning of class the day the reading is due. Once you have chosen and carefully read an article from one of the above journals, write a 2 page paper (double-spaced, with one-inch margins, 12 point font Times New Roman) answering the following questions about the described experiment(s). Papers should be two FULL pages in length (you may use a third page if necessary). The first page should be focused on summarizing the article, demonstrating full understanding of the content (see items 1-4 below). The second page should be focused on your reaction or response to the paper (see items 5-7 below). Credit will be awarded based on the content and writing of the papers, so be sure to answer the questions to the best of your ability. Again, you will need to write four reaction papers based on the journal articles (NOT the book readings, NOT the Nisbett chapter, and NOT the Busch, Milrod, & Sandberg (2009) reading). What is the purpose of the research? According to the article, what background research had been conducted in this area? What are the hypotheses?What type of research method was used (e.g., description of subjects, what materials were used, and procedures). Please do this for two studies (you do not need to do it for every study if there are 3 or more, but try to pick studies you think were important for the overall journal article).Identify the independent variable(s) & dependent variable(s)What were the main results? How do the results of the current studies support and extend the literature reviewed in the introduction?How does the research relate to topics that (a) you’ve learned in your course OR (b) apply to your everyday life experiences (be specific)?What critiques do you have about the article? Were there any problems with the design of the studies? What do you think they could have done better? Did the researchers address them? (Try to go beyond what the researchers say in the article! Not surprisingly, researchers do not always point out all the flaws in their own research.) What ethical issues did the researchers confront? How did they address them?7. What experimental question did this article raise for you? That is, if you were going to conduct an experiment on the topic of this article using it as background information, what question would you want to explore? Briefly describe how you would explore your question experimentally. Why would your experiment be important?