Cost/Benefit Analysis: Lease vs. Buy, NPV, ROI, etc.



Discuss the financial reasons you have selected your ASRS vendor. Discuss the costs associated with the ASRS itself, its installation and other factors in a fully loaded cost analysis, discuss, and support with numbers, your decision for lease vs. buy. Based on efficiencies realized from the installation, how long will this investment take to pay for itself? Support your recommendation with numbers, and if necessary make educated estimates, noting estimates clearly when used.
A formal financial analysis was not completed. A set of assumptions was needed in order to complete this; a task not specifically undertaken by yiour team. (I have already completed this part of the assignment but I am puzzled as to why the professor remarked a formal financial analysis was not completed. I have attached the CBA I create perhaps for an overview. Please tell me if you can find what I missed.

Week 7
I am more concerned with week 7 assignment as I have completed the assignment above.


Presentation Content Presentation should include observations and strategic recommendations for CanGo as well as supporting your recommendations with competitive, marketing, and financial data.

Financial Analysis Analysis and recommendations of Can Gos current financial state, the impact of your recommendations on the companys finances, any necessary financial planning required. CanGos position vs. competition and industry average liquidity, debt, profitability and efficiency ratios ??" and what they all mean to the company.



There are faxes for this order.

List and describe the six categories of cost below.
*Variable Manufacturing Costs
*Fixed Manufacturing Costs
*Semi Variable or Mixed Manufacturing Costs
*Examples: Maintenance, Utilities and Postage
*Total Production Costs
*Sum of variable, fixed and semi variable costs
*Direct Costs
*Indirect Costs (Overhead)
Additionally, discuss which ones are used in making an incremental cost analysis and why. Choose a product and discuss it in terms of these six categories of costs in a one to two page paper.

I need to answer the following questions:


Your answer will be graded on content. You are expected to develop an answer to the question that addresses all of the issues, not simply regurgitate a section of the text. These should be answered in paragraph form and you should save the file as ?LastNameFirstInitial? or something similar to it (please put your last name as the start of the file name).


1. Explain cost-volume profit analysis (what?s so important about it)(Will probably need to address the underlying assumptions). Not just looking for an equation!

2. Explain product costs. Give examples where appropriate.

3. Explain, in detail, variance analysis (e.g., what it is, what it is used for, etc.)

4. Explain cost analysis for short-run decisions (e.g., what types of decisions can be made, what costs are used, etc.)

Hi Writer?s Topic "Biometric Controls"

In a two-page paper, prepare a cost analysis of three different biometric devices your company wants to implement. Identify the following information:
? Types of devices.
? Costs.
? Type 0 and Type 1 errors.
? How you can safely secure the data from attackers.


Grading Checklist


Activity
Prepares a cost analysis of three different biometric devices.
Identifies the Type 0 and Type 1 errors.
Identifies how to safely secure the data from attackers.
Provides well supported analysis using appropriately formatted references.

References
Barton, B., Byciuk, S., Harris, C., Schumack, D., & Webster, K. (2005). The emerging cyber risks of biometrics. Risk Management, 52(10), 26-28,30-31. http://search.proquest.com/docview/227026083?accountid=27965
Barton, B., Byciuk, S., Harris, C., Schumack, D., & Webster, K. (2005). The emerging cyber risks of biometrics. Risk Management, 52(10), 26-28,30-31. http://search.proquest.com/docview/227026083?accountid=27965
Zorkadis, V., & Donos, P. (2004). On biometrics-based authentication and identification from a privacy-protection perspective: Deriving privacy-enhancing requirements. Information Management & Computer Security, 12(1), 125-137. http://search.proquest.com/docview/212304455?accountid=27965


Readings
Use the library to complete the following:
? Read B. Barton, S. Byciuk, C. Harris, D. Schumack, and K. Webster?s 2005 The Emerging Cyber Risks of Biometrics from Risk Management, volume 52, issue 10, pages 26?31. This paper looks at the concerns of privacy rights versus the use of biometric information for identification and improved security.
? Read Y. Itakura and S. Tsujii?s 2005 Proposal on a Multifactor Biometric Authentication Method Based on Cryptosystem Keys Containing Biometric Signatures from International Journal of Information Security, volume 4, issue 4, pages 288?298. This article examines a proposed biometric model that uses cryptographic systems to avoid biometric information theft. You will refer to this article in an upcoming discussion in this unit.
? Read V. Zorkadis and P. Donos?s 2004 On Biometrics-based Authentication and Identification from a Privacy Protection Perspective from Information Management & Computer Security, volume 12, issue 1, pages 125?137. This article discusses biometric based authentication technologies with regard to legal regulations that protect personal information.

Instructions This is in 2 parts the program budget and cost analysis NO DIRECT QUOTES the project is to develop a in-service to assist personnel in the hospice organization to provide intervention and strategic to deal with difficult dementia patients 3 reference for each paper no more the 10 pages for each paper will download project paper and instruction for each part 8 pages each developing inservice to educate health personel on dealing with difficult dementia patients in the hospice setting please see uploads
There are faxes for this order.

Customer is requesting that (rbwpenn) completes this order.

I need a summary and critique for three articles. Each article should be summarized in 2 pages (a total of 6 pages for 3 articles). One of these being concerned with making a cost estimate. The second one with cost analysis. And the third one with activity based costing.
please provide a refrence to the articles.

The paper topic is open to the writer and must pertain to the concepts covered in the Cost & Economic Analysis class. The textbooks we use are:

Levin,Henry and McEwan,Patrick. Cost-Effectiveness Analysis 2nd Edition Sage Publications 2001.
Anthony Boardman, David Greenberg, Aidan Vining, David Weimer. Cost-Benefit Analysis: Concepts and Practice, 4/E

Here is from the syllabus:
Projects:
Research Paper on Evaluation: Each student in the course selects a topic of interest to them (policy or program), and prepares a paper on that topic using insights from the course and their own experience. The paper can be qualitative or quantitative. The study can be related to the student?s organization or an area of interest outside of their parent organization. A key element of the paper is to apply concepts and principles of cost analysis discussed in the course.
Research Paper?s Format: The paper is to contain at a minimum: 1) cover page, 2) short table of contents, 3) introduction & conclusions sections, 4) four references in the form of footnotes/endnotes, and 5) a bibliography page. The length of the paper is 7-10 pages (excluding the cover page, table of contents, endnotes page, and bibliography page). The paper is to be typed double-spaced and turned in on the date in the course schedule (above). The Student Drop Box in the course should be used to send the paper to the instructor. If you cite a reference from a download off the internet, please give the
appropriate citation including the date you viewed it on the internet.

Course: Health Management and Services

Return on Investment

1. Identify strategies to improve or resolve health system issues for a patient population by collecting literature on the solutions to the issue in the health system.
2. Integrate the solutions and cost analysis by using return-on-investment approach.
3. Write the strategic plan integrating cost analysis, return-on-investment analysis.
4. Summarize and present the key findings in the class. Submit powerpoint files and notes with the project.

Please follow what is being asked on the following questions. The professor is particular about answering each questions and wants the title on the research. Thank you. I will appreciate the effort.

List and describe the six categories of cost. Additionally, discuss which ones are used in making an incremental cost analysis and why. Choose a product and discuss it in terms of these six categories of costs in a one to two page paper.

Easy student is asked to identify a budget request element that could likely be included in HSO budget request and prepare
(a) A Description Statement of the request that provides an overview of the request.
(b) A Needs Analysis detailing the new or unmet need (problem) the request will satisfy/cure including a justification statement that clearly and emphatically presents the consequences of not meeting this need, and
(c) A Benefit/Cost Analysis of the request demonstrating incontrovertible evidence that the need id cost-justified.

In the first two pages, explain costs variances for direct labor and direct materials; Taguchi cost function and Quality cost analysis. DO NOT USE QUOTATIONS. Must have two sources.


Third Page will address these two following questions (one source needed for third page):

What factors contribute to a managers decision to recall a manufactured product? Support your answers with specific examples.

How can managers within a service organization improve sales and control costs when utilizing the Taguchi quality control method? Give examples.

New Look Jacket Inc.
The main topics for Assignment 4 are standard costing, variance analysis, and budget
creation. Accountants of all management levels often have to analyze variance reports
in order to help in the decision-making process. Through the differentiation of costs into
fixed and variable classifications, managers are better able to construct break-even
charts and other decision-making and control tools. Understanding cost breakdown can
better determine where the inefficiencies of the operations lie, and determine the first
step towards enhancing the efficiency of an operation. In addition, cost analysis helps
toward the creation of budgets and forecasts. An effective budget or forecast is
necessary for an organization to make optimal use of the resources available to it.
Variance analysis reports are very predominant in manufacturing organizations. When
variance analysis is conducted properly (e.g., on time and at the proper level), it can be
an effective control against further cost and schedule problems that may jeopardize the
successful completion of a product.
In this assignment, candidates will learn why standard cost systems are used, how
standards for material and labour are set, how material, labour and overhead variances
are calculated, and how desired levels of attainability affect standard settings.
Learning Outcome
The candidates will interpret the results of a variance analysis report in order to evaluate
performance against targets and use this information as a means for planning and
control when preparing an operating budget.
Required Readings
1. ?Cost Accounting: A Managerial Emphasis,? 5th Canadian Edition. Authors:
Horngren, Foster, Datar, Teall and Gowing, Chapter 16, pages 790-803
(CMA Online Library).
Assignment
Complete the following assignment, which will be submitted to the website for your
moderator to review. Further discussion on this assignment will take place at the IS.
An assessment rubric for this assignment is provided in Appendix 1.
M2A4 ? New Look Jacket Inc.
Read the case entitled ?New Look Jacket Inc.? located below.
Required:
Candidates are required to analyze a variance analysis report and create a draft
operating budget for their moderator?s review. The analysis should explain the reasons
for each variance contained in the variance report and interpret the numbers of the
variance report as it relates to the situation at New Look Jacket. They will use this
analysis as a basis for a problem-solving and decision-making exercise at the
Interactive Session.
The introduction, body and conclusion of the report must be no longer than 1,000 words
and there may be up to four (4) pages of appendices.* Please work with the variances
provided in the exhibits

New Look Jacket Inc.
In early 2013, the CEO of the New Look Jacket Inc. (NLJ) was reviewing the 2012
operating results (see Exhibit 1). He was pleased to see that sales and net income were
higher than the budget, but he had a feeling that the aggregated numbers were hiding
some information. He decided to call in the company?s newly hired controller, a Certified
Management Accountant, to ask for a variance analysis.
NLJ produces and sells two lines of jackets: nylon and leather. The market for nylon
jackets is large and competitive, but the leather jacket market has traditionally been
small with only a few competing manufacturers. During 2012, fashion trendsetters
highlighted leather jackets, creating a ten-time increase in the market?s demand for
leather jackets. Unfortunately, NLJ did not foresee this trend and had planned sales of
only 5,000 leather jackets in the 2012 budget (see Exhibit 1).
While the increased demand for leather jackets created a windfall gain in sales for NLJ,
it created great turmoil in the production plant. Supply of direct materials had been
contracted at the beginning of the year based on the budgeted requirements. NLJ?s
buyers had to purchase the increased requirements for leather from various new
sources, some of which proved to be unreliable. Workers skilled in cutting and sewing
leather were scarce and the production manager had to hire and train inexperienced
workers. Also, three new special sewing machines had to be purchased.
In late December 2012, the production manager reported to the CEO that, despite the
many necessary adjustments that were made during the year, he managed to fill all
orders for both lines of jackets. He was proud of his department?s performance and
requested that sizeable bonuses be awarded to all production workers and staff.
Hearing about the production manager?s request, the marketing manager asked to
speak with the CEO.
Marketing Manager: ?I hear that the production manager has been boasting about his
department?s performance this year. Sure, he filled all of the orders, but deliveries were
usually two to four weeks late and eight percent of the leather jackets were sent back
for replacement because of flaws, sizing errors and inferior quality of leather. We?ve
built our reputation on good service and quality products. We?ve never been late on
deliveries before and returns have always been less than 1%. I?m afraid we?re going to
lose some of our longstanding customers if we don?t get our service and quality back to
our usual standards.?
CEO: ?The production manager admitted to having quality control problems because
the experienced leather workers did not have the time to adequately train and supervise
the new inexperienced workers who were hired. However, he assured me that the new
workers need only another month or two to perfect their skills and get up to speed.?
Marketing Manager: ?Well, I hope so. The fashion trend for leather jackets is expected
to surpass last year and, if we can deliver good quality jackets on time, I think we can
sell up to 30,000 leather jackets in 2013.?
After his meeting with the marketing manager, the CEO met with the new controller. The
CEO described his conversations with both the production and marketing managers and
then requested the following information from the controller:
1. A written explanation of the significance and reasons for the variances in the 2012
detailed variance report (Exhibit 2); and
2. A draft operating budget for 2013.
The controller immediately collected data from the marketing and production managers
on which to base the 2013 budget (see Exhibit 3).
Candidates are expected to address all the Required. Failure to do so may result in an
assessment of Below Expectations or Not Addressed.

Exhibit 1
New Look Jacket Inc.
2012 Operating Budget
Nylon Jackets Leather Jackets Total
Sales volume 95,000 5,000 100,000
Sales revenue $3,325,000 $750,000 $4,075,000
Direct materials 665,000 250,000 915,000
Direct labour 760,000 200,000 960,000
Variable overhead 570,000 30,000 600,000
Variable selling and admin. 166,250 37,500 203,750
Total variable costs 2,161,250 517,500 2,678,750
Contribution margin $1,163,750 $232,500 1,396,250
Fixed overhead 900,000
Fixed selling and admin. 250,000
Net income $ 246,250
New Look Jacket Inc.
2012 Actual Operating Results
Nylon Jackets Leather Jackets Total
Sales volume 93,500 16,500 110,000
Sales revenue $3,272,500 $2,475,000 $5,747,500
Direct materials 654,500 935,550 1,590,050
Direct labour 748,000 726,000 1,474,000
Variable overhead 561,000 115,500 676,500
Variable selling and admin. 149,600 140,250 289,850
Total variable costs 2,113,100 1,917,300 4,030,400
Contribution margin $1,159,400 $ 557,700 1,717,100
Fixed overhead 1,000,000
Fixed selling and admin. 300,000
Net income $ 417,100

Exhibit 2
2012 Detailed Variance Report
Nylon Jackets Leather Jackets Total
Sales price 0 0 0
Sales volume:
Mix $134,750 U $511,500 F $376,750 F
Quantity* 116,375 F 23,250 F 139,625 F
Total sales volume $ 18,375 U $534,750 F $516,375 F
*Sales Quantity Variance:
Market share $349,063 U
Market size $488,688 F
Total $139,625 F
Direct materials:
Price 0 $ 44,550 U $ 44,550 U
Usage 0 66,000 U 66,000 U
Total direct materials 0 $110,550 U $110,550 U
Direct labour:
Rate 0 $ 99,000 F $ 99,000 F
Usage 0 165,000 U 165,000 U
Total direct labour 0 $ 66,000 U $ 66,000 U
Variable overhead 0 $ 16,500 U $ 16,500 U
Variable selling and admin. $ 14,025 F $ 16,500 U $ 2,475 U
Fixed overhead $100,000 U
Fixed selling and admin. $ 50,000 U
Total variance from budget $170,850 F

Exhibit 3
Marketing and Production Data
Nylon Jackets Leather Jackets
Market size (units):
2012 budget 475,000 12,500
2012 actual 425,000 125,000
2013 estimate 400,000 150,000
Expected market share for 2013 25% 20%
Estimated sales price for 2013 $37.00 $160.00
2012 production standards:
Direct material quantity 2.8 metres 2.5 metres
Standard price/metre $2.50 $20.00
Direct labour hours 1 hour 2 hours
Standard rate/hour $8.00 $20.00
Standard variable overhead cost $6.00 $6.00
Variable selling and admin. $1.75 $7.50
For nylon jackets, all budgeted estimates were achieved with the exception of sales
volume and variable selling and administration. Unit variable costs for nylon jackets and
all fixed costs are expected to increase by 5% over the 2012 actual costs because of
inflation. For leather jackets, variable cost and usage standards were revised as follows
to more closely reflect expected conditions:
2012 Actual
Revised 2013
Standard
Direct material quantity 2.7 metres 2.6 metres
Direct material price per metre $21.00 $23.00
Direct labour hours 2.5 hours 2.2 hours
Direct labour rate/hour $17.60 $20.00
Variable overhead $7.00 $7.25
Variable selling and admin. $8.50 $9.00

Assessment rubric
Employs quantitative skills to prepare an operating budget for NLJ based on the standard rates provided
in the case.
1. Demonstrates competence in applying the right quantitative tools to analyze a business issue.
2. Demonstrates competence in preparing budget projections for sales, direct material, direct
labour, variable costs and fixed cost.
AE: Both of the above attributes
are contained in the response.
Appropriate tools are applied
correctly, assumptions are
relevant and there are no major
errors in the calculations.

Employs quantitative skills to prepare an operating budget for NLJ based on the standard rates provided
in the case.
1. Demonstrates competence in applying the right quantitative tools to analyze a business issue.
2. Demonstrates competence in preparing budget projections for sales, direct material, direct
labour, variable costs and fixed cost.
AE: Both of the above attributes
are contained in the response.
Appropriate tools are applied
correctly, assumptions are
relevant and there are no major
errors in the calculations.


Presents ideas, arguments and recommendations in a logical, supportive and convincing manner.
AE: The recommendations are
logical and consistent with the
analyses; the position is
supported in depth with a variety
of sources.


The format and organization of the report are appropriate:
1. The response reflects appropriate professional tone and tact, and addresses the appropriate
audience;
2. The language used in the narrative is without a distracting number of deviations from business
norms, jargon, or unexplained abbreviations, and has few spelling, grammatical, sentence
structure, punctuation and typographical errors;
3. The content is expressed clearly, concisely, logically and coherently, and flows well. Repetition is
used in an effective manner and is not excessive;
4. References, labels and audit trails are provided where appropriate (e.g. the response is easy to
follow); and
5. The response adheres to the specified word and page limits.
AE: All the above elements are
present and of appropriate
quality, the content is organized
appropriately, and the response
conforms to the format
specifications. Few minor
problems with language use and
content expression; the
response is easy to follow

For this assignment, choose a major publicly traded automotive producer, such as General Motors, Ford,
Toyota, or Volkswagen. Then, research this company?s production and inventory levels, and operational
cost information, along with price and sales data for the most recent quarter available.
Write a seven to nine (7-9) page paper in which you:
1. Create a demand supply analysis based on the data you collected on your chosen company?s
price and sales, which demonstrates the relationship between price and quantity demanded.
2. Determine the equilibrium price and quantity and explain its meaning to your chosen company.
Indicate how your chosen company?s management should use this information to make sound
strategic decisions.
3. Calculate the elasticity of demand for your chosen company?s automobiles (or choose a specific
make / model). Interpret what the demand tells your chosen company?s management team.
4. Speculate what may happen to your chosen company?s specifically if the elasticity of demand
calculated above represented a competitor of your choice instead. Provide support for your
response.
5. Create a cost analysis and graph. Include total cost, total variable cost, marginal cost, and fixed
costs, along with any other costs you believe are valuable to the cost analysis.
6. Create a total revenue schedule, marginal revenue schedule, and a graph representing both.
Interpret what the graph tells your chosen company?s management team.
7. Determine the profit maximizing level of output by assessing the actions your chosen company
should take if it is to continue to maximize profits.
8. Assume your chosen company wants to expand its operations which involve capital budget
decisions. Recommend two (2) different and appropriate cost-related tools. Provide support for
your recommendation.
9. Now, assume your chosen company wants to expand its operations globally into a new market.
Suggest two (2) strategies the firm should consider. Provide support for your suggestions.

Please answer each question individually, with inline citation and list reference.

I.Planning a Technological Solution
a. Nick has been handed a project where he has to implement Online Gaming, requiring significant technological integration. What factors does he need to consider and manage for the project to be a success?
b. Class, let' shift our attention to the planning meeting. I am a little concerned re the casual nature of the planning meeting called by Warren. If you were asked to give Warren advice on how to improve the planning session, what would be your suggestions?

c. Warren did not have anything written down and that is definitely weak point. Besides assigning who should do what I think it would be beneficial to verify numbers from previous holiday season and see where were the biggest issues. Warren mentioned and his team added many important tasks but notes and reports from previous year would help to verify if they did not forget anything important.


II. Cost/Benefit Analysis
a. What are the costs of the new systems that may be implemented? How do we justify their implementation at CanGo?

b. Why do we conduct this Cost analysis? How does this type of analysis help in the justification of the implementation of any project?


d. With any business endeavor it's always a good objective to implement a Cost Benefit Analysis, the reason being as a means of evaluating all of the potential costs and revenues that may be generated if the project is completed. The outcome of the analysis will determine whether the project is financially feasible, or if another project should be pursued. It would be a shame to let a good idea fall short due to improper financial planning.

III. Communication(see attached)

the following topics need to be written on

1)benfits of an activity based costing system over traditional systems of overhead allocation.

2)major similiarties and differnces between activity based costing and tradtional costing systems

3)activity based costing analysis of a cost object Ex) cost object=xray, mri-use a diagram to show the steps

Competition Bikes Inc. has retooled and is making both the CarbonLite and the Titanium frame bikes. The company vice president directed that a cost study be conducted, and an activity-based costing analysis was undertaken in one of the company plants. After the study, a breakeven analysis was completed along with target profit projections.

Prepare a summary report to the vice president of the company in which you do the following:

1. Recommend whether the company should change its costing method to activity-based costing.

2. Based on an evaluation of cost-volume-profit, do the following:

a. Analyze the breakeven point for Competition Bikes Inc. with regard to sales units and sales dollars for both CarbonLite and Titanium bikes.

b. In one paragraph in the summary report describe the impacts to the breakeven point if company management needed to add $50,000 in fixed costs to the production facility and the direct materials had a 10% cost increase.

3. If you choose to use outside sources, include all in-text citations and references in APA format.

GRADING RUBRIC PAPER NEEDS TO COVER:
A1 COSTING METHOD: The candidate provides an appropriate recommendation, with sufficient support, of whether the company should change its costing method to activity-based costing.

A2a BREAKEVEN POINT: The candidate provides a plausible analysis, with sufficient support, of the breakeven point for Competition Bikes Inc. with regard to sales units and sales dollars for both CarbonLite and Titanium bikes based on an evaluation of cost-volume-profit.

A2b BREAKEVEN ANALYSIS CHANGE: The candidate provides an accurate description, with sufficient detail, of what would happen to the breakeven analysis if company management needed to add $50,000 in fixed costs to the production facility and the direct materials had a 10% cost increase based on an evaluation of cost-volume-profit.

B. In Text Citations with References in APA format: If the candidate uses outside sources, the candidate provides appropriate in-text citations and references accurately or with only minor APA formatting errors, OR the candidate does not use outside sources.

Create a written proposal in which you detail the complete design of an employee training program.

Write a six to eight (6-8) page paper in which you:
1. Design a two (2) day training program for a group of twenty (20) employees.
2. Identify two to three (2-3) training needs though a Training Needs Analysis (TNA) and justify an approach for this training.
3. Develop the training objective for this program based on an analysis of the business.
4. Determine the training cost for the training program you are proposing. Include a detailed breakdown of time allotted for each piece, the subsequent cost analysis, and the total cost for the project as a whole.
5. Select key training method (s) to deliver the program to employees, such as an e-Learning module or a one-day face-to-face training program.
6. Create an agenda of activities for the training program.
7. Use at least five (5) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources.

Your assignment must follow these formatting requirements:
? Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
? Include a cover page containing the title of the assignment, the student?s name, the professor?s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

The specific course learning outcomes associated with this assignment are:
? Identify when to conduct a Training Needs Analysis (TNA).
? Analyze the various approaches to performing a Training Needs Analysis.
? Develop strategies for training design.
? Use technology and information resources to research issues in training and development.
? Write clearly and concisely about training and development using proper writing mechanics.

1 Page for each module. Writer (username=christinapeter) worked on this for other colleagues. She's already done the research and is familiar. Please see if she can do my modules. I don't mind if I need to give and extra day.

MODULE 14?SELECTING AN INTERNATIONAL PRICING STRATEGY

1. THE ECONOMIC ENVIRONMENT. Identify economic factors (personal income level, inflation rate, taxes) that might influence pricing decisions in this country. (In many countries, people may not be able to afford products that are considered minor purchases in industrialized nation.)

2. COST ANALYSIS. Estimate production costs and other business expenses that would be encountered when offering this product or service. (The total cost of providing an item must include both direct production costs as well as administrative and overhead expenses.)

3. DEMAND ANALYSIS. Analyze the potential demand for this product (or service) based on the current and expected market. (As a product gains in popularity or a country?s economy improves, demand for various items is likely to expand.)

4. COMPETITOR ANALYSIS. Compare your pricing plans with those of any competitors that may be providing identical or similar products or services.


Step 2: Action Plan
Prepare a summary report consisting of the following components:
1. An overview of economic factors that could influence pricing strategies.
2. A synopsis of costs that would influence the price of the good of service being proposed for global business operations.
3. A description of demand factors, competitor actions, and government regulations that might affect pricing activities.
4. Recommend a pricing strategy (including specific prices) for the proposed enterprise. Provide evidence to support your proposal.


MODULE 15? DETERMINING ORGANIZATIONAL FINANCIAL RESULTS

1. REVENUE SOURCES. Identify and estimate amounts for product (or service) sales for various market segments. (For example, some companies sell both to consumers and businesses. A heating company may sell furnaces to homeowners as well as to companies.)

2. OPERATING COSTS. List and estimate operating expenses necessary for producing (or obtaining), storing, marketing, and distributing the product (or service) for this business enterprise.

3. START-UP COSTS. Review your start-up cost estimate from Module 7. Suggest any revisions based on additional information or expanded knowledge of the planned business operation.

4. PROFITABILITY. Describe an expected profit level for this global business venture based on economic conditions, competition, the size of the operation, and the market environment of the country. (Most new business activities take two, three, or more years before becoming profitable. Many ventures never earn a profit and either cease operations or a revised plan is implemented.)


Step 2: Action Plan
Prepare a summary report consisting of the following components:
5. A description of revenue sources and estimated amounts for the proposed global enterprise.
6. A synopsis of estimated operating expenses and start-up costs.
7. An analysis of expected profitability over the next few years. Provide evidence to support your analysis.

1. FINANCIAL GAINS. Identify potential profit levels and other measures of financial success for this global business operation. (Commonly considered measurements of financial success include profits, return on investment, market share, sales growth.)

2. ECONOMIC BENEFITS. Discuss positive economic contributions that this business operation might have for the host country. (Economic benefits may include improved infrastructure, creation of jobs, more efficient use of natural resources, or increased personal income.)

3. SOCIAL BENEFITS. Determine improvements to the country?s society that might result from the company?s global business activities. (Positive social results might include improved employee training, expanded heath care and other benefits for workers, or additional housing facilities.)

4. SOCIAL COSTS. Describe potential drawbacks for the host country that might result from this business venture. (Social costs of global business operations may include pollution, reduction in natural resources, or changes in traditions.)


Step 2: Action Plan
Prepare a summary report consisting of the following components:
8. An overview of potential financial gains from the proposed global enterprise.
9. A description of possible economic benefits for the countries involved.
10. A synopsis of social benefits and possible costs associated with the proposed business venture.

MODULE 16? MEASURING INTERNATIONAL BUSINESS SUCCESS

5. FINANCIAL GAINS. Identify potential profit levels and other measures of financial success for this global business operation. (Commonly considered measurements of financial success include profits, return on investment, market share, sales growth.)

6. ECONOMIC BENEFITS. Discuss positive economic contributions that this business operation might have for the host country. (Economic benefits may include improved infrastructure, creation of jobs, more efficient use of natural resources, or increased personal income.)

7. SOCIAL BENEFITS. Determine improvements to the country?s society that might result from the company?s global business activities. (Positive social results might include improved employee training, expanded heath care and other benefits for workers, or additional housing facilities.)

8. SOCIAL COSTS. Describe potential drawbacks for the host country that might result from this business venture. (Social costs of global business operations may include pollution, reduction in natural resources, or changes in traditions.)


Step 2: Action Plan
Prepare a summary report consisting of the following components:
11. An overview of potential financial gains from the proposed global enterprise.
12. A description of possible economic benefits for the countries involved.
13. A synopsis of social benefits and possible costs associated with the proposed business venture.

Writers

This a continuation of the last research paper where you discussed Verve energy budget and issues with the company finances by examining their financial statements.
Here are 3 different research papers (A, B and C) about the same topic written by three different people. You are to write a response to each paper by discussing what you agree or disagree with them and may be giving your opinion about what they said and add something you think is important.
Each response is no more than 100 words and all response have to be different, i.e, response to A is different than that to B and B is different than C. So total is 1 page.
Regards
Ahmed

Below are the three papers:

A: M. Sheehan
The Budget Process

Verve Energy would:
1. forecast the demand for electricity using historical data and then amend that model by taking into account any factors likely to have an effect on demand (population growth, economic trends, any intended price increases, weather trends, changes in legislation that might allow competitors to enter the regulated market) and based on that estimated demand calculate the likely revenue (Forecast);
2. from the Forecast create operational budgets for all of the activities necessary to allow Verve Energy to supply the forecast demand such as labour budgets for operation and maintenance personnel, fuel for the power plants, overhead, any necessary capital acquisition etc;
3. taking into account 1 and 2 above generate a budget balance sheet, an income statement and statement of cash flows.

Background

Improved operational performance saw Verve Energy achieve a better than forecast financial position for 2009. That said, the result was a net loss after tax of $171 million compared with a forecasted loss of $288 million. The material impediment to Verve Energy improving its financial performance is the agreements that vested from Western Power when it was disaggregated as part of the State Government energy market reforms. Those agreements and the current market rules prevent Verve Energy from charging cost reflective tariffs. Verve Energy is forecasting an improved financial performance during 2010 as the additional revenue from the 25% increase to the tariffs in 2009 are realised but still faces material issues in the short to medium term to achieving and maintaining a profitable position.(Verve Energy 2009)

Issues
The following are the material external factors that are likely to
1. influence demand for electricity in the next 10 years; and/or
2. prevent Verve Energy from realising an improved position with respect to profit.

Political
1. An inability to respond quickly to demand because Verve Energys capacity is capped to encourage others to build generating plant (Verve Energy 2009).
2. Increased operating costs through compliance with the Carbon Pollution Reduction Scheme (Verve Energy 2009).
3. Compliance with the Renewable Energy Target is likely to require additional investment in renewable forms of energy (Office of the Renewable Energy Regulator 2009).

Micro Economics

1. Elasticity of demand may mean that the increases in tariffs do not result in increased tariffs (McTaggart, Findlay, and Parkin 2007).

Social Cultural

1. Increasing reluctance to use electricity generated from fossil fuels.
2. Population growth likely to continue (Australian Bureau of Statistics 2009).

Commercial

1. Only two customers so possible one or the other defaulting is likely to have a material effect on revenue (Verve Energy 2009).
2. Additional competition in the market may result in less market share and reduced revenues (Verve Energy 2009).


Conclusion


Given that the material external factors identified above are largely not within the control of Verve Energy it is a matter of monitoring and to the influencing matter to the extent possible. In respect to the matters under the political heading Verve Energy will continue to lobby the relevant regulators to ensure that its interests and issues are well understood. In addition and in relation to the remaining items Verve Energy will undertake a series of financial planning models to obtain a better understanding of the affect the profitability of the company. Part of those financial planning models will include cost-volume-profit analysis to better understand the break even based on a series of assumptions.



B: S. Barr

1. In compiling its budget, Verve Energy needs to first set a strategic direction. This strategic direction would then be communicated throughout the organisation allowing scenario development to take place (usually a best and worst case scenario as well as a mid case, a business as usual scenario). The development of these scenarios must include any big events or risks and ensure everything is included and will include sales forecasting. This scenario will then require each of the business units or departments within Verve to cost out their expenses and contribute to the overall budget, and allow the preparation of financial statements showing the financial position of Verve, which can then be communicated throughout the organisation.
2.
Background
Verve Energy is a state owned company which formed as a result of a restructure of Western Power in 2006. To encourage private investment, Verve has a 3000 MW limit placed on it, however is required to cover any shortfalls in the electricity supply market (eg. Varanus incident). This has in part led Verve to run at a considerable loss over recent years, and a $171 million loss in the last financial year.
Issues
Main Issue Probable Cause Probable Consequence
Political Supply cap Government imposed cap of how much electricity can be produced (3000 MW) Verve not running an entirely efficient power generation business
Economic Balance Sheet position Increased liabilities such as Carbon Pollution Reduction Scheme and Community Service Obligation payments Generating insufficient income to cover current liabilities
Economic Annual Losses Being the supplier of last resort requiring the turning on of old and out dated plant Continuing to run at a loss and being subsidised by the government (this will be offset by the removal of the 10 year freeze on Tariffs)
Socio-cultural poor safety and environmental performance Lack of attention to safety systems Significant management time being consumed on improving safety performance
Technological new turbine installations Timely installation of these turbines with the ability to stop/start as required Reduction in costs
Legal Vesting contract with Synergy Not realising cost reflective tariffs Revenue generation not at its peak
Environmental Carbon footprint Possible introduction of Carbon Pollution Reduction Scheme, and need to increase percentage of renewable energy (eg. Wind farms, etc.) Increased operating costs in an effort to reduce carbon emissions

Conclusion
Verve Energy has been constrained by a number of factors in recent times including the government capping its production output, and a variety of contractual and supply issues. Whilst some of these will be removed in the near future, it can be expected that if the government wants to rely on Verve to plug the gap in electricity supply, that some issues will remain. This coupled with an ageing plant and requirement to reduce Carbon Emissions will vary the profit or loss significantly. This opens the door for an opportunity to implement Target Costing with a change in plant, contracts and removal of the 10 year freeze on Tariffs. In conjunction with the findings of the Oates Report (Verve Energy Annual Report, 2009), Verve will then be well positioned to show significant improvement in its profitability, and better understand its financial position over the coming years.

C: T NASH

Compile the Budget:
A budget assists in planning, coordination, communication, accountability/responsibility, control, authorisation & motivation (Bazley and Hancock 2006 ,636). The definition of budgeting should include allocation of resources and perforance evaluation (Hilton 2009 ,348), and this full definition outlines the requirements of Verve Energy.
The preparation of budget starts with an overall strategy, leading to corporate objectives, which then communicates to, controls, guides and evaluates the individual (departmental) functional budgets.
Verves sales revenue budget then forecasts demand - the expected units of energy required to be produced. This subsequently develops the Operational Budget, outlining how demand will be delivered in terms of material, labour and overhead.

Business Performance:
Background -
Verves combination of State Government ownership and private enterprise corporate structure makes for a complex mix of vision & strategy, where it is required to both be profitable & competitive although exist under tight governmental controls forcing it to give way to competition under limits, controls, vesting contracts and tight environment and social compliance, whilst experiencing dynamic fuel/supply issues and tariff limitations.
The resulting financial struggle is not surprising, although, the competition also face similar challenges. Verve is respected as a reliable energy supplier despite the dire financial status.
(Chairman & MD - Verve Energy 2008) (Chairman & MD - Verve Energy 2007-8) (Chairman & MD - Verve Energy 2008)

Issues Cause and Consequence identifiable through PESTLE evaluation as follows (focus on issues):
Issue Category Direct Cause Consequence to Verve
POLITICAL
(Trade Restrictions / Tariffs) 3000MW Cap
Energy Tariff Freeze - Cannot increase production or price to maintain effective cost/price ratio
ECONOMIC
(Price of Fuel)
(Price of Energy)
(Financial Issues) Dynamic (& high) cost of liquid fuel.
Cost/Price ratio of Energy is not adequate
Increasing Current Liability - struggles to maintain output within fuel cost margin
- Profit margin negative
- Inability to reduce debt = inability to commission efficient plant
SOCIAL
(Safety / Employment) Poor Safety at Work
Employment Cuts - Fluctuating Reputation
- Affecting customer perception
TECHNOLOGICAL
(Cost of Maintenance & Efficiency Gains) Maintaining Old Plant to satisfy demand.
Cost of New Plant - Sunk Costs maintaining old plant
- New Plant increases Liability due to negative cash flow
LEGAL
(Market)
(Legislation) Vesting Contracts
Unfair competitive legislation stifles market - Commercially unsustainable
- Lost Competitive Advantage
ENVIRONMENTAL
(Water Usage)
(Emissions Constraints) Water Restrictions
Carbon Foot Print
Pressure for Renewable - High cost of environmentally acceptable solutions hits bottom line.

Conclusions
Partnership with government should be leveraged providing a business performance perspective to the review of cap levels, vesting contracts, national emissions trading scheme, tariff setting and subsidy for fuel/water and increased output at peak times in order to provide a commercially sustainable energy market.
Identification of variable cost drivers and non-value adding activities, with respect to individual plants, would indicate the high fuel & environmental costs (for non-renewable) but also indicate each plants profitability through the implementation of a process view/cost assignment ABC Model.
A reduction in overall plant based on this profitability study would better meet the cap limit through the generation of higher efficiency (low variable cost) energy, reduced overhead and emissions concerns and provide a release on Verves output requirements by objective analysis of financial performance, resource allocation & cost/price ratio to provide energy.
High setup costs of renewable energy would outweigh the ongoing variable costs and negate emissions cost, however significant subsidy would be required due to Verves financial status.
Objective evaluation of performance through cost analysis should provide the leverage for Verve to be freed to operate as a profitable business in the long run rather than fighting incompatible strategic initiatives of governmental protection and private enterprise competitive advantage.
Writers

This a continuation of the last research paper where you discussed Verve energy budget and issues with the company finances by examining their financial statements.
Here are 3 different research papers (A, B and C) about the same topic written by three different people. You are to write a response to each paper by discussing what you agree or disagree with them and may be giving your opinion about what they said and add something you think is important.
Each response is no more than 100 words and all response have to be different, i.e, response to A is different than that to B and B is different than C. So total is 1 page.
Regards
Ahmed

Below are the three papers:

A: M. Sheehan
The Budget Process

Verve Energy would:
1. forecast the demand for electricity using historical data and then amend that model by taking into account any factors likely to have an effect on demand (population growth, economic trends, any intended price increases, weather trends, changes in legislation that might allow competitors to enter the regulated market) and based on that estimated demand calculate the likely revenue (Forecast);
2. from the Forecast create operational budgets for all of the activities necessary to allow Verve Energy to supply the forecast demand such as labour budgets for operation and maintenance personnel, fuel for the power plants, overhead, any necessary capital acquisition etc;
3. taking into account 1 and 2 above generate a budget balance sheet, an income statement and statement of cash flows.

Background

Improved operational performance saw Verve Energy achieve a better than forecast financial position for 2009. That said, the result was a net loss after tax of $171 million compared with a forecasted loss of $288 million. The material impediment to Verve Energy improving its financial performance is the agreements that vested from Western Power when it was disaggregated as part of the State Government energy market reforms. Those agreements and the current market rules prevent Verve Energy from charging cost reflective tariffs. Verve Energy is forecasting an improved financial performance during 2010 as the additional revenue from the 25% increase to the tariffs in 2009 are realised but still faces material issues in the short to medium term to achieving and maintaining a profitable position.(Verve Energy 2009)

Issues
The following are the material external factors that are likely to
1. influence demand for electricity in the next 10 years; and/or
2. prevent Verve Energy from realising an improved position with respect to profit.

Political
1. An inability to respond quickly to demand because Verve Energys capacity is capped to encourage others to build generating plant (Verve Energy 2009).
2. Increased operating costs through compliance with the Carbon Pollution Reduction Scheme (Verve Energy 2009).
3. Compliance with the Renewable Energy Target is likely to require additional investment in renewable forms of energy (Office of the Renewable Energy Regulator 2009).

Micro Economics

1. Elasticity of demand may mean that the increases in tariffs do not result in increased tariffs (McTaggart, Findlay, and Parkin 2007).

Social Cultural

1. Increasing reluctance to use electricity generated from fossil fuels.
2. Population growth likely to continue (Australian Bureau of Statistics 2009).

Commercial

1. Only two customers so possible one or the other defaulting is likely to have a material effect on revenue (Verve Energy 2009).
2. Additional competition in the market may result in less market share and reduced revenues (Verve Energy 2009).


Conclusion


Given that the material external factors identified above are largely not within the control of Verve Energy it is a matter of monitoring and to the influencing matter to the extent possible. In respct to the matters under the political heading Verve Energy will continue to lobby the relevant regulators to ensure that its interests and issues are well understood. In addition and in relation to the remaining items Verve Energy will undertake a series of financial planning models to obtain a better understanding of the affect the profitability of the company. Part of those financial planning models will include cost-volume-profit analysis to better understand the break even based on a series of assumptions.



B: S. Barr

1. In compiling its budget, Verve Energy needs to first set a strategic direction. This strategic direction would then be communicated throughout the organisation allowing scenario development to take place (usually a best and worst case scenario as well as a mid case, a business as usual scenario). The development of these scenarios must include any big events or risks and ensure everything is included and will include sales forecasting. This scenario will then require each of the business units or departments within Verve to cost out their expenses and contribute to the overall budget, and allow the preparation of financial statements showing the financial position of Verve, which can then be communicated throughout the organisation.
2.
Background
Verve Energy is a state owned company which formed as a result of a restructure of Western Power in 2006. To encourage private investment, Verve has a 3000 MW limit placed on it, however is required to cover any shortfalls in the electricity supply market (eg. Varanus incident). This has in part led Verve to run at a considerable loss over recent years, and a $171 million loss in the last financial year.
Issues
Main Issue Probable Cause Probable Consequence
Political Supply cap Government imposed cap of how much electricity can be produced (3000 MW) Verve not running an entirely efficient power generation business
Economic Balance Sheet position Increased liabilities such as Carbon Pollution Reduction Scheme and Community Service Obligation payments Generating insufficient income to cover current liabilities
Economic Annual Losses Being the supplier of last resort requiring the turning on of old and out dated plant Continuing to run at a loss and being subsidised by the government (this will be offset by the removal of the 10 year freeze on Tariffs)
Socio-cultural poor safety and environmental performance Lack of attention to safety systems Significant management time being consumed on improving safety performance
Technological new turbine installations Timely installation of these turbines with the ability to stop/start as required Reduction in costs
Legal Vesting contract with Synergy Not realising cost reflective tariffs Revenue generation not at its peak
Environmental Carbon footprint Possible introduction of Carbon Pollution Reduction Scheme, and need to increase percentage of renewable energy (eg. Wind farms, etc.) Increased operating costs in an effort to reduce carbon emissions

Conclusion
Verve Energy has been constrained by a number of factors in recent times including the government capping its production output, and a variety of contractual and supply issues. Whilst some of these will be removed in the near future, it can be expected that if the government wants to rely on Verve to plug the gap in electricity supply, that some issues will remain. This coupled with an ageing plant and requirement to reduce Carbon Emissions will vary the profit or loss significantly. This opens the door for an opportunity to implement Target Costing with a change in plant, contracts and removal of the 10 year freeze on Tariffs. In conjunction with the findings of the Oates Report (Verve Energy Annual Report, 2009), Verve will then be well positioned to show significant improvement in its profitability, and better understand its financial position over the coming years.

C: T NASH

Compile the Budget:
A budget assists in planning, coordination, communication, accountability/responsibility, control, authorisation & motivation (Bazley and Hancock 2006 ,636). The definition of budgeting should include allocation of resources and performance evaluation (Hilton 2009 ,348), and this full definition outlines the requirements of Verve Energy.
The preparation of budget starts with an overall strategy, leading to corporate objectives, which then communicates to, controls, guides and evaluates the individual (departmental) functional budgets.
Verves sales revenue budget then forecasts demand - the expected units of energy required to be produced. This subsequently develops the Operational Budget, outlining how demand will be delivered in terms of material, labour and overhead.

Business Performance:
Background -
Verves combination of State Government ownership and private enterprise corporate structure makes for a complex mix of vision & strategy, where it is required to both be profitable & competitive although exist under tight governmental controls forcing it to give way to competition under limits, controls, vesting contracts and tight environment and social compliance, whilst experiencing dynamic fuel/supply issues and tariff limitations.
The resulting financial struggle is not surprising, although, the competition also face similar challenges. Verve is respected as a reliable energy supplier despite the dire financial status.
(Chairman & MD - Verve Energy 2008) (Chairman & MD - Verve Energy 2007-8) (Chairman & MD - Verve Energy 2008)

Issues Cause and Consequence identifiable through PESTLE evaluation as follows (focus on issues):
Issue Category Direct Cause Consequence to Verve
POLITICAL
(Trade Restrictions / Tariffs) 3000MW Cap
Energy Tariff Freeze - Cannot increase production or price to maintain effective cost/price ratio
ECONOMIC
(Price of Fuel)
(Price of Energy)
(Financial Issues) Dynamic (& high) cost of liquid fuel.
Cost/Price ratio of Energy is not adequate
Increasing Current Liability - struggles to maintain output within fuel cost margin
- Profit margin negative
- Inability to reduce debt = inability to commission efficient plant
SOCIAL
(Safety / Employment) Poor Safety at Work
Employment Cuts - Fluctuating Reputation
- Affecting customer perception
TECHNOLOGICAL
(Cost of Maintenance & Efficiency Gains) Maintaining Old Plant to satisfy demand.
Cost of New Plant - Sunk Costs maintaining old plant
- New Plant increases Liability due to negative cash flow
LEGAL
(Market)
(Legislation) Vesting Contracts
Unfair competitive legislation stifles market - Commercially unsustainable
- Lost Competitive Advantage
ENVIRONMENTAL
(Water Usage)
(Emissions Constraints) Water Restrictions
Carbon Foot Print
Pressure for Renewable - High cost of environmentally acceptable solutions hits bottom line.

Conclusions
Partnership with government should be leveraged providing a business performance perspective to the review of cap levels, vesting contracts, national emissions trading scheme, tariff setting and subsidy for fuel/water and increased output at peak times in order to provide a commercially sustainable energy market.
Identification of variable cost drivers and non-value adding activities, with respect to individual plants, would indicate the high fuel & environmental costs (for non-renewable) but also indicate each plants profitability through the implementation of a process view/cost assignment ABC Model.
A reduction in overall plant based on this profitability study would better meet the cap limit through the generation of higher efficiency (low variable cost) energy, reduced overhead and emissions concerns and provide a release on Verves output requirements by objective analysis of financial performance, resource allocation & cost/price ratio to provide energy.
High setup costs of renewable energy would outweigh the ongoing variable costs and negate emissions cost, however significant subsidy would be required due o Verves financial status.
Objective evaluation of performance through cost analysis should provide the leverage for Verve to be freed to operate as a profitable business in the long run rather than fighting incompatible strategic initiatives of governmental protection and private enterprise competitive advantage.

**Please Note: Module 1 has already been completed and I will be sending it to you as a resource and also to use as a guide as far as format***

I only need Module 2 and 3 completed.

This professional capstone consulting document represents a culmination of learning for the Masters Program. Students will act as consultants to the H2O Oganization (an unknown) and will make comprehensive best practice strategic recommendations based on research findings. All topics researched in this paper will relate directly to real-world experiences our Masters level students may face in their current/future positions.


Organizational Scenario


H20 Organization, mid-sized Software Development company (3,000 employees) based in Germany, is seeking advice from several consulting groups regarding best practices. H20 would like to expand operations from Germany into the US, but is concerned about crossing over without aligning the Companys HR Initiatives with the US practices. H20 is currently leading the market with compensation and benefits, has Google.com-like company culture and is considered one of the best companies to work for in Germany. H20 is looking for some general information and theory on how to operate in these critical functions as well as some specific applied research on companies with best practices in each HR Discipline.


Module 1

Human Resource Information Systems (HRIS)
In this module a key element is to demonstrate Why HRIS is critical and give an overview of how H20 can operate with One HRIS system. The assumption is that H20 currently has an HRIS system, but we do not know which one. For this module your team will consider some of the major HRIS software offerings. For example, look at the possibility of using SAP or Peoplesoft. Review the metrics that the selected system can produce; what reporting capabilities are important for H2O? Remember, your team is serving as the consultancy group to H20 it is expected that you will apply research and list 5-10 HRIS best practices. Your module will close with a concise list of HRIS recommendations for H20.

a. Outline and review of HRIS systems
b. Explanation of manpower and technology needed to operate HRIS
c. Assessment of the importance of the HRIS function within an organization
d. Metrics HRIS system can produce for the organization
e. Best practices of 5-10 US organizations
f. Key action items for H20 implementation of effective HRIS system


Module 2: Staffing

Recruitment
Teams should include basic information on methods for recruitment in the US (for example: online versus on ground recruitment, new graduates versus experienced candidates). Since H2O is a software development company your team should consider cost per hire and time to fill metrics in that field of work. Look at companies within this line of work (consider comparing data to Yahoo!, Microsoft, Oracle and other software/internet companies). Seek out industry best practices. Ultimately your team will present suggestions for How H20 should source and fill their openings.

a. Overview of Staffing methods (Online/On-ground; new graduates vs. experienced, agencies, temporary placement, etc.)
b. Review of cost per hire for staffing and training requirements



Module 3

Module 3. Training & Development

Teams will review how training and development are conducted in the US. Students should not limit their search to traditional educational methods (also consider online training, webinars, focused off-site training, etc). Many companies see training as optional --so this is one of the areas where budget cuts are typically seen. As such, your research should include in-depth cost analysis of training (basic HR training on Sexual Harassment for example) and a review of the benefits of the selected training. Further, your team will look into best practices for Training- methods, cost saving tips and new techniques are all key areas for review. Your module will culminate in a list of recommendations on training methods H20 should consider and methods that should be avoided.

a. Review of T&D purpose and strategic alignment with organization
b. Cost analysis of training program (in house vs. consultant)


There are faxes for this order.

i attached the file. please read it and add on the following extra headings, plz focus on antibiotics

1- how pharmacists can use direct-to-physician advertisement (DTP) to change the malpractices of the physicians, especially by doing evaluational reseacrh at the current clinical practices ( 3 pages).

2- the important of using cost analysis as part of the DTP to change the malpractices, for example if u didnt use this antibiotic we can save $10 per patient (3 pages).

PLEASE PUT A REFERNCE FOR EACH PARAGRAPH.

Assignment 2: Designing a Training Program
Due Week 8 and worth 300 points

Create a written proposal in which you detail the complete design of an employee training program.

Write a six to eight (6-8) page paper in which you:

1.Design a two (2) day training program for a group of twenty (20) employees.
2.Identify two to three (2-3) training needs though a Training Needs Analysis (TNA) and justify an approach for this training.
3.Develop the training objective for this program based on an analysis of the business.
4.Determine the training cost for the training program you are proposing. Include a detailed breakdown of time allotted for each piece, the subsequent cost analysis, and the total cost for the project as a whole.
5.Select key training method (s) to deliver the program to employees, such as an e-Learning module or a one-day face-to-face training program.
6.Create an agenda of activities for the training program.
7.Use at least five (5) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:

?Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
?Include a cover page containing the title of the assignment, the student?s name, the professor?s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:

?Identify when to conduct a Training Needs Analysis (TNA).
?Analyze the various approaches to performing a Training Needs Analysis.
?Develop strategies for training design.
?Use technology and information resources to research issues in training and development.
?Write clearly and concisely about training and development using proper writing mechanics

Marking criteria:

1. Introduction (10/60)
? Budget presentation on appropriate template (3)
? Budget period clearly stated(2)
? Describes setting in which budget is to be applied (5)
2 Budget (45/60)
? Budget is detailed and correct (30)
? Alternative options using opportunity cost analysis are discussed (10)
? Document shows sources of data used for forecasting expenditure (5)
3 Presentation (5/60)
? Uses correct grammer, spelling & punctuation
? Correct application of APA used for in-text citation and for the reference list

Details
Develop a budget for a project, ward, unit or service using a budget template (you may use one from your own organization), in an environment of scarce resources. Consider alternative options using opportunity cost analysis. Annotate the document to show the sources of data used for forecasting the expenditure for the budget period.

I am working in a rehabilitation hospital (Shatin Hospital), which is run by the Hospital Authority, the main provider of public health care in Hong Kong. There is increasing of hospital service demand in HK, due to aging population, lack of hospital bed, shortage of manpower etc. Moreover, the rehabilitation hospital works with a regional acute hospital as a partner in the same territory. The patients will be transferred from the acute hospital and the acute hospital always asks for more bed from my hospital due to their bed crisis. However, Shatin hospital also faces the insufficient manpower and one doctor resigned recently. The opportunity cost for add two extra beds to each wards may not be succed. Therefore, I would like to propose the project to reform one pair of medical and geriatric wards to nurse-led wards.

Background:
Each ward: 25 beds. There are 5 female wards and 5 male wards in M&G department. Each pair of wards has one ward manager, each wards has one doctor, one advance practice nurse and 9 nurses (RN & EN). The aim of the nurse-led ward to manage chronic health problem, chronic wound care, feeding management and end-of-life care.
Financial implications?
Salary of doctor: $56,440/month, registered nurse: $26,960 and 43,383,
The expenditure of one acute bed: $4,680 per day, the fee of A&E is $990
Due to front line nurses are not confident on nurse round and service change, the training sessions need to provide for nurses.
The cost for manpower is same, and it is needed to buy more heel protectors and dressing materials, because there are more patients are bedbound, and the patients who need more wound care.
.
Different headings For the assignment( suggested by lecturer)
1) Proposal title
? Hospital/department/ward/clinic
? Project description
? Location(s) of works, if applicable
2) Justifications for change
a)Justification such as(the following list is not exhaustive)
? What is the service need- and why?
? What are the issues that impact on this need: issues like population growth, change in demographics, in social characteristics, in technology, in public expectation and others may be explored
? What is wrong in the existing practice that needs intervention?
? What changes need to be managed to make the service function well?
? What may happen if the proposal is not implemented?
? How will the proposal change the situation?
? What government policy issues does the proposal address?
? What are the dey anticipated benefits?
? Who benefits? How? When?
? How will the service be managed?
? How are the stakeholders engaged with the proposal?
? Have other agencies that are involved agreed to the proposal?
? The key risks associated with the current proposal. What is the impact of these risks?
? Include statistics, if available
b) Targets and performance indicator
? Please express the above in a specific, measurable, achievable, relevant and timely manner, e.g. KPI
c) Implications if the initiative is not implemented in the coming year and the
years following
d) what are the alternatives you have considered?
e) alternatives explored to re-deploy existing resources
3) Financial implications
A. Capital costs, e.g.
? construction, refurbishment, alteration, e.g. scope of works, work programme, cash flow,
? engineering equipment/medical equipment/furniture (F&E)
- F&E descriptions and quantities
- Justifications, eg consequences of the non-availability of the proposed equipment, mission critical to clinical service
- Medical equipment/Furniture
If new, please provide evidence-based supporting information e.g. an extract of a professional journal.
If additional, please specify the existing equipment quantities, their annual utilization rates, patient caseload per year, any backup arrangements, etc.
Cash flow.
B. Recurrent costs
- Staff training costs, if any
- Cash flow
- Other consumable costs,
C. Fees and income, e.g. suggest fees to the management
D. Appendices
Please include as appendices all calculations, tables and other evidence needed to support your proposal

Learning Goals
1. Understand the multiple facets of child development: physical, cognitive, personality, moral, social-emotional, identity, and spiritual development.
2. Understand stage theory, developmental norms, and critical periods.
3. Be familiar with the history and changing perspectives in the field of child development.
4. Understand and be conversant in the important issues in child development, such as health, nutrition, parenting, caretaking, schooling, resilience, gender, and cultural and ethnic diversity.
5. Become familiar with current research and controversies in the field.

Overview Paper
For the Overview, my goal is to:
? Critically analyze the history of this field.
? Comparing and contrasting theories of child development.

Resources
Dependent on the availability of the reading materials, below is the list of resources for possible readings:

Cohen, D. Observing and recording the behavior of young children 4th ed. New York: Teachers College Press.

Crain, W. D. (1999). Theories of development: Concepts and applications 4th ed. Englewood Cliffs, NJ:: Prentice Hall College Division.

Gesell, A., & Ilg, F.L. (1949). Child development: An introduction to the study of human growth. New York: Harper & Row.

Junn, E.N., & Boyatzis, C.J. (Ed.s). (2000). Annual Editions: Child Growth and Development 00/01. New YorK: McGraw-Hill Higher Education.

Lefrancois, G. (2000). Of children (9th ed.). Belmont, CA.: Wadsworth.

Lefrancois, G. (1999). Psychology for Teaching (10th ed.). Belmont, CA.: Wadsworth.

Shaffer, D. R. ( 1999 ). Developmental Psychology: Childhood & Adolescence 5th Ed.

Ulijasjek, S., Johnson, F., and Preece, M. (ed.s). (1998). Cambridge Encyclopedia of Human Growth and Development. New York: Cambridge University Press.

Wood, C. (1997). Yardsticks: Yardsticks : Children in the Classroom Ages 4-14 : A Resource for Parents and Teachers. Greenfield, MA: Northeast Foundation for Children.
Practical, useful, well-organized resource.

Infancy and Early Childhood

Ainsworth, M. D., Blehar, M. C., Waters, E., & Wall, S. (1978). Patterns of attachment. Hillsdale, NJ: Erlbaum.

Bowlby, J. (1990). A secure base: Parent-child attachment and healthy human
development. New York: Basic Books.

Brazelton, T. B., & Greenspan, S. I. (2000). The Irreducible Needs of Children: What
Every Child Must Have to Grow, Learn, and Flourish. Cambridge, MA: Perseus.

Carlsson-Paige, N., & Levin, D. E. (1987). The war play dilemma. New York: Teachers College Press.


Dunn, J. (1988). The beginnings of social understanding. Cambridge, MA: Harvard University Press.

Montessori, M. (1967). The absorbent mind 6th Ed.(Claude A. Claremont, Trans.). Madras, India: Kalakshetra Publications. (Original work published in 1949)
Montessoris theory of stages, including psychological, language, and physical development .

Brain and Neurological Development

Eliot, L. (1999). What's Going on in There? How the Brain and Mind Develop in the First Five Years of Life. New York: Bantam.

LeDoux, J. (1996). The emotional brain. New York: Touchstone.
Makes brain functions understandable with conversational language and simple diagrams.

Shonkoff, J. P. & Phillips, D. A. (Ed.s). (2000). From Neurons to Neighborhoods : The Science of Early Childhood Development. Washington DC: National Academy Press.

Cognitive Development

Damon, W. & Hart, D. 1(988). Self Understanding in Childhood and Adolescence.
Cambridge: Cambridge University Press

Piaget, J. (1952). The origins of intelligence in children. New York: International
Universities Press.

Piaget, J. (1970). Genetic Epistemology. New York: W.W. Norton

Piaget, J., & Inhelder, B. (1969). The psychology of the child. New York: Basic Books.

Culture

Azibo, D. (1996). African psychology in historical perspective. Trenton, NJ: Africa World Press.
Edited volume of chapters by Akbar, Phillips, Stewart, Carruthers, and others. Highly recommended.

Gardiner, H.W., Mutter, J. D., & Kosmitzki, C. (1997). Lives Across Cultures: Cross-Cultural Human Development. Needham Heights, MA: Allyn & Bacon.
Cross-cultural perspectives on development: physical, cognitive, personality, and gender.


Shujaa, M.J.(1995). Too much schooling, too little education; a paradox of black life in white societies. Trenton, NJ Africa World Press

Suarez-Orozco, C., & Suarez-Orozco,, M.M. (2001). Children of Immigration (The
Developing Child). Cambridge, MA: Harvard University Press.

Tatum, B.D. (1999). Why are all the black kids sitting together in the cafeteria?: And other conversations about race. New York: Basic Books.

Education

Barnett, W. S. (1996). Lives in the balance: Age-27 benefit-cost analysis of the High/Scope Perry Preschool Program (Monographs of the High/Scope Educational Research Foundation, 11). Ypsilanti, MI: High/Scope Press.

Elkind, D. 1993. Images of the young child: collected essays on development and education. Washington, DC: NAEYC.
Essays by the author of The Hurried Child.

Hohmann, M. & Weikar, D. P. (1995). Educating Young Children: Active Learning Practices forPreschool and Child Care Programs. Ypsilanti, MI: High Scope Press.

Kamii, C. 1982. Number in Preschool and Kindergarten: Educational Implications of Piaget's Theory. Washington, DC: NAEYC.
Applying theory to practice.

Family

Cabrera, N. J., Tamis-LeMonda, C. S., Bradley, R. H., Hofferth, S. & Lamb, M. E. (2000). Fatherhood in the twenty-first century. Child Development, 71, 127-136.

Cline, F., & Fay, J. (1990). Parenting with Love and Logic. Colorado: Pinon Press.

Fine, M. J., & Carlson, C. (Eds.). (1992). The handbook of family-school intervention: A systems perspective. Needham Heights, MA: Allyn and Bacon.

Lamb, M.E. (Ed.). (1997). The role of the father in child development 3rd ed. New York: Wiley.

Parke, Ross D. Fatherhood. (1996). Cambridge: Harvard University Press.

Gender

Garbarino, J. (1999). Lost boys: Why our sons turn violent and how we can save them.
New York: The Free Press.

Gilligan, C. (1982). In a different voice: Psychological theory and womens
development. Cambridge, MA: Harvard, MA.

Kindlon, D., & Thompson, M. (1999). Raising Cain: Protecting the emotional life of
boys. New York: Ballantine.

MacCoby, E.E. (1999). The Two Sexes : Growing Up Apart, Coming Together. :Belknap.

Language Development

Bloom, P. (2000). How Children Learn the Meanings of Words (Learning, Development, and Conceptual Change). Cambridge, MA: Massachusetts Institute of Technology.

De Boysson-Bardies, B. (1999). How Language Comes to Children: From Birth to Two Years. Cambridge, MA: Massachusetts Institute of Technology.M. B. DeBevoise, Translator.


Moral Development

Damon, W. (1989). The moral child: Nurturing children's natural moral growth. New
York: The Free Press.

Gilligan, C. (1982). In a different voice: Psychological theory and women's
development. Cambridge, MA: Harvard University Press.

Gilligan, C., & Wiggins, G. (1988). The origins of morality in early childhood
relationships. In C. Gilligan, J. V. Ward, & J. M. Taylor (Ed.s), Mapping the moral
domain. Cambridge, MA: Harvard.


Physical Development

National Institute of Child Health and Human Development NICHDhttp://www.nichd.nih.gov/

Tamborlane, W. V. (Ed.). (1997). The Yale guide to childrens nutrition. New Haven: Yale University Press.

Spock, B. (1946). Baby and child care. New York: Pocket Books.

Resilience

Brooks, R.B. (1994). Children at risk: Fostering resilience and hope. American Journal of Orthopsychiatry, 64, 545-553.

Emery, R. E., & Forehand, R. (1996). Parental divorce and childrens well-being: A focus on resilience. In R. . Haggerty, L. R. Sherrod, N. Garmezy, & M. Rutter (Ed.s). Stress, risk and resilience in children and adolescents: Processes, mechanisms, and interventions (pp. 64-99).

Neighbors, B.; Forehand, R.; & McVicar, D. (1993). Resilient adolescents and
interpersonal conflict. American Journal of Orthopsychiatry, 63, 462-471.

Werner, E. E. (1989). High-risk children in young adulthood: A longitudinal study from birth to 32 years. American Journal of Orthopsychiatry, 59, 72-81.

Werner, E. E., & Smith, R.S. (1992). Overcoming the odds: High risk children from birth to adulthood. Ithaca, NY: Cornell University Press.

Social and Emotional Development

Bandura, A. (1967). The role of modeling processes in personality development. In W. W. Hartup & N. L. Smothergill (Ed.s). The young child: Reviews of research (pp. 42- 67). Washington, DC: NAEYC.

Erikson, E. H. (1963). Childhood and society (2nd ed.). New York: Norton.

Erikson, E. H. (1980). Identity and the life cycle (2d ed.). New York: Norton.

Freud, S. (1949). An outline of psychoanalysis (J. Strachey, Trans.). New York: W. W. Norton. (Original work published in 1940)

Kegan, R. (1982). The evolving self. Cambridge, MA: Harvard University Press.

Lefkowitz, M. M., Eron, L. D., Walder, L. O., & Huesmann, L. R. (1977). Growing up to
be violent: A longitudinal study of the development of aggression. NY: Pergamon
Press.

Cohen, J. (Ed.). (1999). Educating minds and hearts: Social emotional learning and the passage into adolescence. Alexandria, VA: ASCD.

For my Mammalian/Human Physiology lab, I have to do a drug review on the drug: Evista.
Here are the SPECIFIC guidelines provided from my instructor:

Advanced Writing Skills: A Drug Review
Todays dry lab will give you an opportunity to learn advanced research skills including:
scientific web searches (pubmed), proper citation use and an occasion to hone your
advanced scientific writing skills.
Assignment: Write a 4-6 page review paper on a drug advertisement YOU found (and
brought to class) from a magazine. The review MUST include:
Generic and Trade Name
A brief introduction including an indication of use
An explanation/background of the drugs mechanism of action
A summary of its clinical use supported by clinical trail data (should include
information like advantages, disadvantages, contraindications, safety)
A brief discussion on YOUR perspective of the drug and its use based on the
information presented
At least 5 References used and included in your reference section of the paper
Format will include a short introduction, summary of drugs mechanism, summary of
clinical trials regarding clinical use, a brief discussion and references.
This assignment will be graded on the ability to communicate concisely and understand
the scientific information presented as well as will be graded for grammar and proper
citation use.
Please attach the drug advertisement you choose to your assignment!
Successful Writing Assignment Helpful Hints:
Present the information critically and concisely
Synthesize, compare, contrast and evaluate what you read
Dont just assume the article is right- examine the results section of the papers
Attempt to write down what you remember from each article you read and what the final
conclusions of this paper were
Properly cite articles that you have read (Plagiarism will result in a zero at the very least
if not a visit to HONOR COUNCIL)
Sites to help search and find appropriate information:
http://www.ncbi.nlm.nih.gov/entrez/query.fcgi (or www.pubmed.com)
http://www.fda.gov/
http://www.nlm.nih.gov/medlineplus/tutorial.html



In addition:

Here are the paragraphs should be broken down into subtopics These are to be bolded and in caps before each paragraph:

Indication of Usage
Mechanism of Action
Pharmacokinetics
Metabolism
Dosage and Administration
Contradictions, Precautions, and Warnings
Adverse Rxns
Drug Interactions
Comparative Efficacy
Cost Analysis
References

In this drug review, actual trials of experiments in different phases of drug approval by the FDA are needed as support of the author's idea. Here is an example provided by my instructor:

The Journal of Pharmacology And Experimental Therapeutics Fast Forward
First published on February 20, 2004; 10.1124
Effects of Alcohols and Anesthetics on Recombinant Voltage-Gated Na+ Channels
Munehiro Shiraishi, and R. Adron Harris
It has been thought that axonal conduction, and by inference voltage-gated Na+ channels, are not affected by reasonable concentrations of anesthetics (Franks and Lieb, 1994). However, more recent studies show that anesthetics at clinically relevant concentrations can suppress Na+ channel function in synaptosomes (Ratnakumari and Hemmings, 1998), neurohypophysial nerve terminals (Ouyang et al., 2003), and in cells transfected with a rat neuronal sodium channel, Nav1.2 channel (Rehberg et al., 1996)

The inhibition of the Na+ channels by isoflurane varied with holding potential; at the more depolarized holding potential, the effect of isoflurane was greater. In other words, the isoflurane effect was much greater when the fraction of the channels in the inactivated state was increased. Most of the channels were in the resting state that are ready for activation at the holding potential of -90 mV, whereas one-half of the channels were in the inactivated state at around -60-mV holding potential. These results are mostly consistent with other publications. For example, Stadnicka et al. (1999) showed that isoflurane, as well as halothane, suppressed heart sodium channels expressed in HEK293 cells by acceleration of the transition from the open to the inactivated state and stabilization of the inactivated states (Stadnicka et al., 1999). Moreover, isoflurane inhibited voltage-gated Na+ currents in a concentration- and voltage-dependent manner in isolated rat neurohypophysial nerve terminals, and the inhibition by isoflurane had no significant effects on V1/2 of the activation curve, but the V1/2 of the inactivation curve was consistently shifted in a negative direction (Ouyang et al., 2003).

The local anesthetic lidocaine is known to inhibit Na+ channels in DRG neurons in a voltage- and use-dependent manner. The IC50 of lidocaine on TTX-resistant Na+ currents is almost 200 M (Roy and Narahashi, 1992; Scholz et al., 1998b). These results are consistent with our finding of 25% inhibition at 100 M. One possible explanation for the insensitivity of Nav1.8 channels to anesthetics is that they do not bind to the Nav1.8 channel (but bind to other Na+ channels).