Compensation

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XYT1: Compensation Strategy

XYT1: Compensation Strategy Brand Manager Job Description

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Product Sales Representative Job Description

 

TITLE: Product sales representative

REPORTS TO: Partners

JOB PURPOSE: The product sales representative cultivates new client relationships and expands existing relationships.

 

Responsibilities:

· Develops new streams of consulting revenue through new and existing sales channels

· Converts existing transactional business into long-term contract business

· Contributes to marketing efforts

· Builds and manages a sales funnel

· Works with marketing department on developing marketing plans specific to consulting services

· Represents company at industry trade shows and conferences

· Networks to develop new leads

· Effectively communicates verbally and in writing

· Possesses the ability to execute on initiatives

· Demonstrates proven track record of business development skills

· Demonstrates proven track record of successful account management

· Exhibits sound decision-making skills in high-pressure situations

· Possesses excellent follow-up and closing skills

· Effectively collaborates with other departments on key initiatives

 

Minimum Qualifications:

· Bachelor’s degree in business management or business administration

· 3+ years’ product sales experience

· 1+ years’ sales management experience

· Working knowledge of MS Office and associated applications required

· Ability to travel up to 50% of the year

 
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CIPD LEVEL5 (5CO01)

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5CO01

Organisational performance and culture in practice

Learner Assessment Brief

Version 2021. 1 February 2021

 

Level 5 Associate Diploma in

People Management

Organisational Learning and Development

5CO01

Organisational performance and culture in practice

This unit assignment explores the connections between organisational structure and the wider world of work in a commercial context. It highlights the factors and trends, including the digital environment, that impact on business strategy and workforce planning, recognising the influence of culture, employee wellbeing and behaviour in delivering change and organisational performance.

C insight

 

Workplace technology: the employee experience (July 2020)

Our research looks at technology adoption and use at work, in addition to role in supporting organisations and their workforce.

The COVID-19 pandemic has thrown a spotlight on technology as an enabler of work with many organisations turning to its use for flexible and remote working. However, these circumstances have also revealed other issues such as productivity, work life balance, workforce engagement and wellbeing which must all be considered when new technology use is introduced in the workplace.

Taken together with the broader theme of increasing digitisation and technical advancement, organisations and people professionals need to understand how workplace technology is impacting their workforce if they are to drive and support the best outcomes for their people and business.

https:// www.cipd.co.uk/knowledge/work/technology/workplace-technology-employee

 

 

Technology and the future of work (January 2021)

How artificial intelligence (AI), robots and automation are shaping the world of work, the ethical considerations and the role of people professionals.

Much has been said about the potential impact of AI, robots and automation on jobs and the future of work. A common view is that many jobs are at risk of being taken over by machines, potentially leading to large-scale job losses. Our research shows that while there are risks, there are at least as many opportunities to increase the number and quality of jobs. No doubt these technologies will change the nature of work as we know it. This change needs a proper people strategy led by people professionals.

This factsheet describes some of the technologies that are having an impact on the world of work. It looks at the ethical implications of using these technologies in the workplace and considers the role of people professionals in shaping the future of work for humans.

 

Level 5 Associate Diploma

 

https:// www.cipd.co.uk/knowledge/work/technology/emerging-future-work-factsheet

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Workforce planning (November 2020)

 

Explores the benefits of workforce planning, the activities involved and the stages of the workforce planning process.

 

Workforce planning is a core business process which aligns changing organisation needs with people strategy. It can be the most effec

to be complicated and can be adjusted to suit the size and maturity of any organisation. It can provide market and industry intelligence to help organisations focus on a range of challenges and issues and prepare for initiatives to support longer term business goals.

 

This factsheet examines the concept of workforce planning. It distinguishes between strategic and operational workforce planning, ‘hard’ and ‘soft’ workforce planning, which work together to generate and analyse information before planning actions. It also explores the stages of the workforce planning process and highlights key issues and action points for implementation.

 

https:// www.cipd.co.uk/knowledge/strategy/organisational-development/workforce- planning-factsheet

Case study

You are a member of the People Practice team for a company, BMC that has recently purchased a large contemporary city centre licenced food premises in Manchester adding to its growing portfolio of acquisitions in Leeds, London, Nottingham and Glasgow. You have been asked to assist in preparing the managers for their forthcoming Strategic Management Planning meeting on implementing the new business strategy, by providing them with a presentation and a written report.

Currently the company operates a strict centralised policy to all its premises but during the COVID- 19 lockdown the CEO considers that the previous business strategy needs addressing and is open to new ideas and approaches to improve the business once trading resumes.

The CEO of BMC is also fully aware that the focus of the business has all too often neglected the people side of the business and is conscious that BMC has a legacy of high staff turnover and low employee satisfaction. Previously, response to this has  and the CEO is keen for the management team to appreciate the connections between organisational structure, strategy and the wider business environment and gain an understanding of organisational culture, behaviour and how people practices support the achievement of business goals and objectives.

 

Preparation for the Tasks:

At the start of your assignment, you are encouraged to plan your assessment work with your Assessor and where appropriate agree milestones so that they can help you monitor your progress.

 

Refer to the indicative content in the unit to guide and support your evidence.

 

Pay attention to how your evidence is presented, remember you are working in the People Practice Team for this task.

 

Ensure that the evidence generated for this assessment remains your own work.

 

You will also benefit from:

Acting on formative feedback from your Assessor.

 

Reflecting on your own experiences of learning opportunities and training and continuing professional development

Level 5 Associate Diploma

Reading the CIPD Insight, Fact Sheets and related online material on these topics.

 

PAGE 5

Task One Strategic planning meeting report

As your report is being prepared for a formal senior management meeting, it should be written in formal business report format and style.

Your report is to be provided to  where the main priority is to discuss implementing the new business strategy. The team is made up of mainly operational managers who have limited knowledge and understanding of the

connections between organisational structure, strategy, and the wider business environment so the CEO has asked that your report should include an understanding of the connections between organisational structure, strategy, and the business operating environment.

The report must therefore include:

 

an evaluation of the advantages and disadvantages of two different types of organisational structures in different types of organisations, the range of products, services and customers associated with each, and how they link to organisational purpose. (AC 1.1)

 

an analysis of the way in which organisational strategy should be linked to products, services, customers and revenue (AC 1.2)

 

an analysis of the current and ongoing impact on organisations of the range of external factors and trends. (AC 1.3)

 

an assessment of two current issues and causes that identify key priorities within organisations that will affect product/service delivery, and the impact this may have on people practice and solutions. (AC 1.4 & AC 3.3)

 

an explanation of the ways in which people practices can impact on organisational systems and structures, and therefore affect the effective employment, management and development of people (AC1.5)

 

an exploration of the impact that technology has on people, work and working practices, and the current and emerging scale of the use of technology within organisations. (AC 1.6)

 

Your evidence must consist of:

Formal business report (approximately 2500 words) refer to CIPD wordcount policy

 

Task Two Presentation pack

The CEO has also asked you to prepare a presentation to the managers prior to their formal Strategic Management Planning meeting to position them for their meeting. The focus is to give theoretical understanding of organisational culture and workplace behaviour and how people practices should support the achievement of business goals and objectives. The presentation pack needs to include presentation slides and supporting notes.

The presentation must include:

an explanation of the principles of different approaches, theories and models of organisational and human behaviour that illustrate the factors that can influence how individuals, groups and teams contribute to organisational success. (AC 2.1)

an identification of the main drivers of change in organisations, and using at least two established models, an explanation of how people might experience change (AC 2.2)

 

an explanation of the steps that can be taken to increase diversity and inclusion in your work, and the implications for a positive and inclusive culture of not taking these steps (AC 2.3)

using examples from your experience and current good practice concepts, an explanation of the positive and negative ways in which people practices can affect organisational culture and behaviours. (AC 2.4)

an assessment of the importance of wellbeing in the workplace and identification of the different factors affecting wellbeing that can impact physically and psychologically and upon relationships, affecting health, commitment and performance. (AC 2.5)

 

a critical evaluation of your experience of work and how this illustrates and supports the concept and principles of employee lifecycle (AC 3.1)

 

explains both the strategic and operational links and support between people practice and other organisational functions. (AC 3.2)

 

explores the principles of different approaches for engaging with internal customers to establish their needs (AC 3.4)

 

explains the key components of project planning strategies that can be used for ensuring projects are delivered in line with customer requirements. (AC 3.5)

 

It is essential that you refer to academic concepts, theories and professional practice for the tasks to ensure that your work is supported by analysis. Please ensure that any references and sources drawn upon are acknowledged correctly and supported by a bibliography.

 

Level 5 Associate Diploma

 

Your evidence must consist of:

Slide deck and presenter notes (approximately 2000 words, refer to CIPD word count policy)

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Assessment Criteria Evidence Checklist

Use this as a checklist to make sure that you have included the required evidence to meet the task. Please enter the evidence title and where it can be referred to. An example has been provided for you.

 

Task 1 Strategic planning meeting report Assessment criteria  

Evidenced Y/N

  

Evidence reference
1.1 Evaluate the advantages and disadvantages of different types of organisation structures including the reasons underpinning them.   Strategic planning meeting report.
1.2 Analyse connections between organisational strategy, revenue generation, products, services and customers.    
1.3 Analyse external factors and trends impacting organisations.    
1.4 Assess current organisational priorities and the associated issues and causes.    
1.5 Explain how people practices impact on organisational systems and structures.    
1.6 Evaluate the scale of technology within organisations and how it impacts work.    
3.3 Discuss key themes that currently shape the work of an area of people practice and how these impact on the provision of people solutions.    

 

Level 5 Associate Diploma

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Task 2 Presentation Pack Assessment criteria  

Evidenced Y/N

  

Evidence reference
2.1 Interpret theories and models which examine organisational and human behaviour.   Presentation pack.
2.2 Evaluate the drivers for change and basic models for how these changes are experienced.    
2.3 Explain how to build diversity and inclusion into your work in order to build a positive culture.    
2.4 Assess how people practices impact on organisational culture and behaviour.    
2.5 Assess the importance of well-being at work and the different factors which impact well-being.    
3.1 Critically evaluate the relationship between the employee lifecycle and your work.    
3.2 Assess how people practice connects with other areas of an organisation and supports wider people and organisational strategies.    
3.4 Discuss processes for consulting and engaging with internal customers to understand their needs.

 

Explain the key components of planning strategies for ensuring that projects are delivered in line with customer requirements

    
3.5      

5CO01

Organisational performance and culture in practice

 

Assessment Criteria marking descriptors.

 

Assessors will mark in line with the following assessment criteria (AC) marking descriptors, and will indicate where the learner sits within the marking band range for each AC .

Assessors must provide a mark from 1 to 4 for each assessment criteria within the unit. Assessors should use the mark descriptor grid as guidance so they can provide comprehensive feedback that is developmental for learners. Please be aware that not all the mark descriptors will be present in every assessment criterion, so assessors must use their discretion in making grading decisions.

The grid below shows the range for each unit assessment result based on total number of marks awarded across all assessment criteria.

To pass the unit assessment learners must achieve a 2 (Low Pass) or above for each of the assessment criteria.

The overall result achieved will dictate the outcome the learner receives for the unit, provided

NONE of the assessment criteria have been failed or referred.

Please note that learners will receive a Pass or Fail result from the CIPD at unit level. Referral

grades can be used internally by the centre.

 

Overall mark Unit result
0 to 31 Fail
32 to 41 Low Pass
42 to 52 Pass
53 to 64 High Pass

Level 5 Associate Diploma

PAGE 11

Marking Descriptors

 

Mark Range Descriptor
 

 

 

1 Fail

 Insufficient demonstration of knowledge, understanding or skills (as appropriate) required to meet the AC.

Insufficient examples included, where required, to support answers.

Presentation and structure of assignment is not appropriate and does not meet the assessment brief.
2 Low Pass Demonstrates an acceptable level of knowledge, understanding or skills (as appropriate) required to meet the AC.

Sufficient and acceptable examples included, where required, to support answers.

Required format adopted but some improvement required to the structure and presentation of the assignment.

Answers are acceptable but could be clearer in responding to the task and presented in a more coherent way.
3 Pass Demonstrates good knowledge, understanding or skills (as appropriate) required to meet the AC.

Includes confident use of examples, where required, to support each answer.

Presentation and structure of assignment is appropriate for the assessment brief.

Answers are clear and well expressed.
4 High Pass Demonstrates a wide range and confident level of knowledge, understanding or skill (as appropriate).

Includes strong examples that illustrate the point being made, that link and support the answer well.

Answers are applied to the case organisation or an alternative organisation.

Answers are clear, concise and well argued, directly respond to what has been asked.

The presentation of the assignment is well structured, coherent and focusses on the need of the questions.

Includes clear evidence of the use of references to wider reading to help inform answer.

Marking grid

 

Task Two Assessment criteria Mark (1-4)

 

Task One Assessment criteria Mark (1-4)

 

1.1 Evaluate the advantages and disadvantages of different types of organisation structures including the reasons underpinning them.  
1.2 Analyse connections between organisational strategy, revenue generation, products, services and customers.  
1.3 Analyse external factors and trends impacting organisations.  
1.4 Assess current organisational priorities and the associated issues and causes.  
1.5 Explain how people practices impact on organisational systems and structures.  
1.6 Evaluate the scale of technology within organisations and how it impacts work.  
3.3 Discuss key themes that currently shape the work of an area of people practice and how these impact on the provision of people solutions.  
Total for this task  
2.1 Interpret theories and models which examine organisational and human behaviour. .
2.2 Evaluate the drivers for change and basic models for how these changes are experienced.  
2.3 Explain how to build diversity and inclusion into your work in order to build a positive culture.  
2.4 Assess how people practices impact on organisational culture and behaviour.  
2.5 Assess the importance of well-being at work and the different factors which impact well-being.  
3.1 Critically evaluate the relationship between the employee lifecycle and your work.  
3.2 Assess how people practice connects with other areas of an organisation and supports wider people and organisational strategies.  

Level 5 Associate Diploma

PAGE 13

 

Task Two Assessment criteria Mark (1-4)

3.4 Discuss processes for consulting and engaging with internal customers to understand their needs.  
3.5 Explain the key components of planning strategies for ensuring that projects are delivered in line with customer requirements  
Total for this task  
Total marks for unit  
 
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OM005 Operational Resources And Productivity

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Scenario: You have been hired as a consultant to increase productivity in United General Hospital’s emergency department. Your consulting engagement entails evaluating productivity metrics for the emergency room (ER), creating a balanced scorecard to measure the department’s performance, and then presenting recommendations to the leaders of the emergency department.

This Assessment has three-parts. Click each of the items below to complete this Assessment.

Part I: Productivity Metrics (Word Document)

As a first step in your consulting engagement, you review Ron’s experience in the ER. Using information from the case study, evaluate Ron’s experience and summarize your findings against national standards as follows (4-5 pages):

· Identify 6-8 activities or processes carried out during Ron’s visit to United General. Enter the 6-8 activities or processes and their duration in the “Productivity Metrics Dashboard.” (attachment in the instructions)

· Each of the 6 to 8 activities in the chart need to have completed data for the Observed Time, National Average and Differential OT vs NA. (You will complete the Acceptable differential data for the 5 activities or processes you will discuss below.)

· Include the sources for all data in the sources tab in the “Productivity Metrics Dashboard.”

· Write an analysis of activities and processes that create inefficiency as follows:

· Identify five of the activities or processes from the case study/ included in your dashboard that create inefficiency in the emergency department.

· Provide a rationale for your selection of the five activities or processes. Include cited material and References to support your assertions.

· Identify any discrepancies and outline reasons why discrepancies exist.

· Write an analysis of acceptable differentials for the five activities or processes as follows:

· Using benchmarks determined by the Centers for Medicare and Medicaid Services, identify the national averages/benchmarks for five activities or processes you selected.

· Enter the national averages/benchmarks in the “Productivity Metrics Dashboard.”

· Determine an acceptable differential to the national benchmark for each of the 5 activities or processes and enter the differentials into the “Productivity Metrics Dashboard.”

· Explain the methodology you used to determine acceptable differentials for each of the metrics for these five activities.

Part II: Balanced Scorecard Methodology (Slide Presentation)

The next step in your consulting engagement is creating a balanced scorecard but, first, you must convince the executive committee that the balanced scorecard method is effective. Several members of the executive committee are not familiar with the process. An important part of your role is to educate them. You decide to show them a sample balanced scorecard for an emergency department.

· Create a 5 to 7-slide presentation that explains the balanced scorecard methodology, including at least two strengths and two limitations, and the benefits of using the balanced scorecard methodology in United General Hospital’s emergency department.

· Include a critique of the hospital’s productivity metrics results and any limitations of the current data collection process and/or metrics being used for the scorecard.

Part III: Balanced Scorecard Creation (Word Document)

After you explain the balanced scorecard methodology, the board and chief executive officer (CEO) wants you to create a balanced scorecard for the emergency department at United General.

· Create a balanced scorecard for United General’s emergency department. Can be completed in an image or graphic type display. (up to 2 pages)

· Include both quantitative and qualitative metrics.

· Explain why you selected these metrics for United General and how you identified the targets. (4-6 pages)

· A defense of best practices used for productivity metrics dashboard data collection, analysis/interpretation, and action planning.

· Recommend a high-level process to collect, track, and measure data for the emergency department’s productivity metrics.

 
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ORGANIZATION DEVELOPMENT ISSUES’ QUIZ : 10 M/C QUESTIONS :

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OD TEST LEVEL QUIZ : 10 M/C QUESTIONS :

 

1. What factors did Warren Bennis believe led to the emergence of OD? (Points : 1)

increased social awareness and a desire to implement an interdisciplinary approach to management

increased social awareness and a focus on cultural change within the organization

the need for a new organizational form

answers a and c

answers b and c

 

2. The main thought underlying the systems approach is that _____. (Points : 1)

all parts are interrelated

some parts are related

it allows us to look at the internal organization

some parts belong to the external environment

none of the above

 

3. A corporate culture must achieve goals as well as satisfy the needs of_____ if the

organization is to be effective. (Points : 1)

stockholders

the strategic plan

top management

members

systems

 

4. A system is a set of interrelated parts designed to achieve some goal. (Points : 1)

True

False

 

5. An. OD professional retains the right of autonomy, has a commitment to the discipline of OD, has a responsibility to society, and has knowledge and skill of OD. (Points : 1)

True

False

 

6. A renewing/transformational management system is characterized by _____. (Points : 1)

a stable environment

a formal structure

futuristic orientation

centralized decision making

all of the above

 

7. Rapid technological change in the environment forces an organization to develop a

_____ orientation. (Points : 1)

satisficing

conservative

renewing

monitoring

sluggish

 

8. Which of the following is an indicator of an underlying cultural value? (Points : 1)

a company dress code

verbal and written history such as “The H-P Way”

quarterly award ceremonies

stories about Walt Disney and Sam Walton at Disney and Wal-Mart respectively

all of the above

 

9. Characteristics of OD include a collaborative approach to change and an emphasis on performance. (Points : 1)

True

False

 

10. The idea that organization change may have substantial effects extending far beyond the

area in which the change actually takes place relates to _____. (Points : 1)

interdependency

contingency theory

process observation

information overload

a hyperturbulent environment

 
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Technical Writing

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Final Assignment

Final Assignment 2

REQUIRED RETAKE INSTRUCTIONS

ENG121: Business and Technical Writing

Name: Number: Exam: 50024 Grade: 35%

Date: February 9, 2015 Evaluator: J.D

Dear Student,

The grade you earned on this assignment was below passing. However, you now have another chance to earn a passing grade for this exam. Whatever score you earn on the retake will be posted as the final score for this exam (up to the highest possible retake grade of 70%).

1. Within the next four weeks, prepare a completely revised assignment. You may not just make a clean copy of your work correcting only grammar and spelling errors. Instead, address the issues indicated by the evaluator, as well as apply the revision and editing strategies taught in your study materials, including

· adding specific details which you make up in order to clarify and support your statements

· deleting unnecessary information

· reorganizing for logical flow

2. Review the study materials for this exam, especially samples in the unit that show the correct format, as well as the information given in the exam instructions. Contact the school with any questions about the requirements.

3. Review your graded exam, including the comments and the corrections. In particular, take note of those areas on the evaluation sheet where you scored Fair or lower. These indicate areas on which to improve.

4. Be sure to enclose or attach this sheet when you submit your retake assignment, so we can properly credit your record. For online submission, copy just this form and paste as the first page of your retake exam. If you do not include this form, up to ten points may be deducted from your exam grade.

Business Technical Writing

Company Address?

Date?

Inside Address?

Salutation?

 

Phoenix Advertising is a company established in North Carolina. According to the information given, it is evident that the branch under the report is facing a number of challenges, which need to be attended to with immediate effect. Recently, two top management employees left the company to a competing firm, there as well are also threatening to leave the company .

Background

From the reports evaluated, there are factors that are leading to reassignment of the employees to rival companies. From the case scenario presented, it is evident that the top management fails to involve the junior employees as make most of the important decisions without consulting them. When the employees feel left out, they hardly perform, as they feel ignored most of the time. Secondly, the company focuses on increasing their levels of profitability. Hence, it is taking a lot of work from all potential clients without necessarily evaluating the accounts and the workload. This causes the employees responsible for working for ling hours with minimal compensation. In my opinion, this could be the reason for low morale and decrease in production.

 

Firstly, there is weak leadership, which fails to involve employees at all levels in the company. This can be seen from the way the management take lots work from all different clients without necessarily evaluating the accounts and workload. Secondly, there is poor communication between all levels. The top management does communicate with junior employees, and it fails to encourage their work and efforts. This is the reason they end up editing their work without consulting them. Further, the company is contracting more clients than it can handle with the current personnel.

 

The top management of the company should embrace real leadership and administration. To be precise, the management should and must effectively communicate with employees on all their levels. This could be achieved best by outlining their roles and responsibilities. It should also provide better means of evaluation and reporting of every employee. The heads of various departments should also work closely with their employees at make any changes in their works with their consultations in order to value their efforts at different levels (Schein, 1985).

Further, due to the increased volumes of workload, the management should also offer enough compensation to all employees by paying them for any overtime work from them. This could be achieved by improving the terms of the contract. Additionally, the company should provide an excellent working environment where the employees are comfortable. The management should also aim at improving human capital through ore training and development. This is because in the world of advertising, technology is changing the dynamics day by day. A specific timeline should be set in order to ensure that all these goals and objectives are achieved on time. The company also has to take considerations of the competitive environment where it is operating on. Hence, losing their clients to their competitors can be a threat, and the company should look into this in time.

Proposal

In order to accomplish my plan at Roanoke, I will need a team of people who will work with different divisions in order to bring the best output. All the employees will be from the company. Sales and marketing representatives of the enterprise, customer relation’s officers, editors, ICT persons, and the technical personnel have the right skills to carry out the tasks. Most of them are in the middle stage of career development. For this reason, they are aware of all their roles and responsibilities.

Every employee will be assigned a particular a role that he or is supposed to achieve within the set timeline. Department’s heads are expected to oversee the implementation of each phase of the project. Progress reports should also be done and evaluated on a timely basis before the project is complete. My role in this task is to supervise all operations and ensure that all the responsible parties play their part well by ensuring that they perform different functions and responsibilities in the right way.

Schedule

A schedule of how the project will be conducted and the specific timelines will also be set in order to ensure that the project is completed on time. Depending on the role and input of different employees and departments, all the work will be divided, and a deadline set in very case. Reports should be availed in time in order to assess the level of progress of the project and improve the evaluation process.

Staffing

All the employees involved in the project will come from the company from different departments. However, in case there will be a need for additional employees, the budget will take care of their costs.

Budget

Item Cost
Employees in concerned departments – $4000
New and loss of employees – $1500
Travelling expenses – $2200
Advertising – $5000
Labor and Equipment – $7000
Miscellaneous expenses – $2500

Request for Authorization

After the project has been completed, all the reports will be assessed and evaluated before being handed over to the top management. Later, the top management will authorize my department to give the final project to the client.

Closing line?

Signature block?

Evaluation of 050024: “Final Examination”

 

 Skill Realized Skill Developing Skill Emerging Skill

Not

Evident
Introduction (Did you identify one problem, qualifications-purpose?):

 5 4.5 4 3.5 2 1 0
Background (Did you provide detailed proof cause-effect, bulleted objectives?):

 15 14 13 12 11 4 0
Proposal (How complete and clear did you develop each objective?):

 20 19 18 17 16 5 0
Schedule (Is there a specific date/time period indicated for each objective?):

 5 4.5 4 3.5 3 1 0
Staffing (Are specific in-house personnel matched to each task-objective and their qualifications described?):

 10 9 8.5 8 7.5 4 0
Budget (Is budget in columns, readable, cover all costs?):

 5 4.5 4 3.5 2 1 0
Request for authorization (How well did you persuade team to adopt plan within specific time frame?): 5 4.5 4 3.5 3 1 0
Audience, coherence, tone (Did you maintain a professional tone as part of company team and develop information logically?):

 10 9 8.5 8 7.5 4 0
Grammar, sentence structure, and mechanics (How well did you edit and proofread to ensure correct application of standard written conventions for American English?):
 15 14 13 12 11 8 0
Format (Did you correctly include/format the letter, headings, font, justification, header info?):

 10 9 8.5 8 7.5 2 0

EXAM GRADE, DATE, EVALUATOR: 35%, February 9, 2015, J.D.

NOTE: The numbers on this scoring grid do not show points awarded or deducted but reflect how well you met the criteria. The numbers merely guide the instructor in calculating a final score that fits appropriately within the Penn Foster grading scale (which is given in your online Student Handbook).

· Skill Realized scores indicate grades in the A to high-B range.

· Skill Developing scores reflect grades in the mid-B to C range.

· Skill Emerging scores designate grades in the D to F range.

�Awkward wording.

�Incorrect wording.

�This section should contain your qualifications to prepare this proposal, and summarize the benefits of your plan.

�The Background section must persuade the executive team that a dire need exists. Summarize the field investigation of your chosen problem. Include specific numbers and percentages (facts and figures) with explanations to show how you determined each cause contributed to the problem. End this section with a bulleted list of the key phases (stages) you’ll develop in the proposal section to solve the causes. Phrase each stage as a key action goal.

�Develop the steps needed to solve the problem. Use a phrase or word for each goal and italicize it. (You’ll have to use the same phrases or words in the Schedule and Budget sections.) Then write at least one paragraph for each goal, outlining what actions are involved in that phase. Develop detailed, clear-cut solutions to the underlying issues and causes you identified in the Background section. Describe how each phase will address the issue.

�Using a column format, you need to mention the schedule/deadline for each phase.

�Mention the people who would be held responsible for the implementation of EACH phase of your proposal along with their qualifications.

�You need to mention the cost phase-wise.

�The Authorization section must suggest a time frame for the approval of your plan. Provide assurance that your proposal will achieve your goal. Summarize the problems at the Roanoke Branch and describe the benefits of your plan for Roanoke branch, their clients, and Phoenix Advertising as a whole.

 
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HTM520 Week 8 Case Study 4 Case Study 4 Timeshare Exchange Fair (A)

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HTM520 week 8 Case Study 4

Click the link above to submit your assignment.

Students, please view the “Submit a Clickable Rubric Assignment” in the Student Center.

Instructors, training on how to grade is within the Instructor Center.

Case Study 4: “Timeshare Exchange Fair (A)”

Due Week 8 and worth 100 points

 

Read the case study titled, “Timeshare Exchange Fair (A)”, located in Casepack HTM 520: Strategic Planning in Hospitality and Tourism.

 

Write a two to three (2-3) page paper in which you:

1.      Analyze the major reasons why and how timeshares evolved into timeshare exchange fairs. Predict the main impact that such and evolution will have on the hospitality and tourism industry in the next 10 years.

2.      Examine both the seven (7) factors that influence the functioning of the exchange and the impact of each factor on an exchange fair. Determine which of the seven (7) factors you believe impacts exchange fairs the most. Provide a rationale for your response.

 

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:

·         Analyze interorganizational relationships and management resources in order to successfully implement strategies.

·         Use technology and information resources to research issues in strategic planning in hospitality and tourism.

·         Write clearly and concisely about strategic planning in hospitality and tourism using proper writing mechanics.

 

Grading for this assignment will be based on answer quality, logic / organization of the paper, and language and writing skills, using the following rubric.

 

 

 
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Look Thru All Documents And Input Anyon Spreat Sheet Provided With Line Number From Stroy Line

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DEPARTMENT OF THE AIR FORCE Thomas N. Barnes Center for Enlisted Education (AETC) Maxwell AFB, AL 36118

1 Jan 13

Certified Current 13 Nov 14

AIRMAN LEADERSHIP SCHOOL STUDENT GUIDE

PART I COVER SHEET

LESSON TITLE: EA02, JOINT ORGANIZATION

TIME: 2 Hours

METHOD: Experiential

LESSON REFERENCES: Air Force Pamphlet (AFPAM) 36-2241. Professional Development Guide, 1 October 2013. Airman, Official magazine of the U.S. Air Force, The Book 2011, Washington, DC: Air Force

Office of Public Affairs. Volume LV, Number 3, 2011.

Bartolotto, LTC John K. “The Origin and Developmental Process of the National Security Strategy.” Research Project, US Army War College, 3 May 2004.

Centers for Disease Control and Prevention Web site. “Military Protocol: Uniformed Services.” http://www.cdc.gov/od/occp/officership/military_protocol.htm

Department of Defense (DOD) Directive 5100.1. Functions of the DoD and Its Major Components, 21 December 2010.

Joint Publication (JP) 1. Doctrine for the Armed Forces of the United States, 02 March 2007, Incorporating Change 1, 20 March 2009.

U.S. Africa Command official Web site. “About the Command.” http://www.africom.mil/index.asp

U.S. Air Force official public Web site. “Mission Part One: From the Signal Corps to the Air Corps.” http://www.airforce.com/learn-about/history/part1/

U.S. Army official public Web site. “Soldier Life.” http://www.goarmy.com/soldier-life/being- a-soldier/living-the-army-values.html

U.S. Central Command official Web site. “About CENTCOM.” http://www.centcom.mil/

U.S. Coast Guard official Web site. “United States Coast Guard Core Values & Creed.” http://www.uscg.mil/hq/cg3/cg3pcx/corevalues.asp

U.S. Department of Defense official public Web site. “DOD at a Glance.” http://www.defense.gov/pubs/almanac

U.S. Department of Defense official public Web site. “Unified Command Plan.”

 

 

http://www.defense.gov/home/features/2009/0109_unifiedcommand

U.S. European Command official Web site. “About EUCOM.” http://www.eucom.mil/

U.S. Navy official Web site. “Honor Courage Commitment.” http://www.navy.mil/navydata/navy_legacy_hr.asp?id=193

U.S. Northern Command official Web site. “About USNORTHCOM.” http://www.northcom.mil/home.html

U.S. Pacific Command official Web site. “About.” http://www.pacom.mil/

U.S. Southern Command official Web site. “About Us.” http://www.southcom.mil/AppsSC/index.php

U.S. Special Operations Command official Web site. “About USSOCOM.” http://www.socom.mil/SOCOMHome/Pages/default.aspx

U.S. Transportation Command official Web site. “About USTRANSCOM.” http://www.transcom.mil/

U.S. Strategic Command official Web site. “Organization.” http://www.stratcom.mil/

ADDITIONAL REFERENCES: The Joint Electronic Library: http://www.dtic.mil/doctrine

The Defense Link Home page: http://www.defenselink.mil STUDENT PREPARATION: Reading assignments (approx 5,600 words) and homework assignment (total time, approximately 45 minutes).

PART IA GENERAL LEARINING OUTCOME: Students who graduate from Airman Leadership School are prepared to perform first-level supervisory responsibilities, effectively lead individuals and work center teams as evidenced by their comprehension of Joint Organization.

SUPPORTS: The Joint Organization lesson supports the following AF Institutional Competencies:

1. Enterprise Perspective – Government organizations and processes 2. Enterprise Perspective – Enterprise Structure and Relationships

The Joint Organization lesson supports the following Basic EJPME Learning Areas: 1. National Military Capabilities and Organization 2. Armed Forces Overview

TERMINAL COGNITIVE OBJECTIVE: Know the concepts of national, military, and joint organization structure.

C1_EA02SG – 2

 

 

EA02SG – 3

TERMINAL COGNITIVE SAMPLES OF BEHAVIOR

1. List the combatant commands

2. State:

a. Origin of national security

3. USAF structure (MAJCOMS)Recall:

a. Organization for national security

b. How defense organizations fit into the overall (national security/government) structure

c. Joint Chiefs of Staff (JCS) organization, role, and function

d. Two distinct chains of command

i. Operational

ii. Administrative

e. Purpose, roles, and functions of (i – viii)

i. President

ii. Secretary of Defense (SecDef)

iii. National Security Council (NSC)

iv. Chairman Joint Chiefs of Staff (CJCS)

v. Combatant Commanders (CCDR)

vi. Joint Force Commanders (JFC)

vii. Service Component Commanders

viii. Combat Support Agencies

f. Relationships (chain of command) of (i – viii)

i. President

ii. Secretary of Defense (SecDef)

iii. National Security Council (NSC)

iv. Chairman Joint Chiefs of Staff (CJCS)

v. Combatant Commanders (CCDR)

vi. Joint Force Commanders (JFC)

vii. Service Component Commanders

viii. Combat Support Agencies

g. Roles and responsibilities of each Air Force major command (MAJCOM)

i. Air Force Material Command (AFMC)

ii. AF Space Command (AFSPC)

iii. AF Reserve Command (AFRC)

iv. Air Education Training Command (AETC)

v. Pacific Air Forces (PACAF)

 

 

 

EA02SG – 4

h. Primary roles and functions of sister services

i. Army

ii. Navy

iii. Marine Corps

iv. Coast Guard

i. Core values of sister services

i. Army

ii. Navy/Marine Corps

iii. Coast Guard

j. General customs and courtesies of sister services

i. Army

ii. Navy/Marine Corps

iii. Coast Guard

k. Uniform and rank insignias of sister services

i. Army

ii. Navy

iii. Marine Corps

iv. Coast Guard

4. Match combatant commands with their:

a. Primary functional area of responsibility

b. Geographic area of responsibility

5. Explain the importance of each MAJCOM‘s role (i.e. unique way it supports national security)

a. Air Force Material Command (AFMC)

b. AF Space Command (AFSPC)

c. AF Reserve Command (AFRC)

d. Air Education Training Command (AETC)

e. Pacific Air Forces (PACAF)

AFFECTIVE OBJECTIVE: Value Joint Organization concepts and their impact on

NCO, unit, and mission effectiveness.

 

 

 

EA02SG – 5

PART IB

LESSON OUTLINE:

CONTENT

INTRODUCTION: Attention, Motivation, and Overview

MP1. Head of the Class Challenge

MP2. Homework Review

MP3. Pop Quiz

CONCLUSION: Summary, Remotivation, and Closure

PART II

STUDENT READING

NATIONAL MILITARY CAPABILITIES AND ORGANIZATION

The Origin of National Security

Today, ―national security‖ is a collective term encompassing both national defense and

foreign relations of the United States, but it wasn‘t until 1943, during World War II, that

the term ―national security‖ came into full usage in US political discourse. Since the end

of World War II, each administration has sought to develop and perfect a reliable set of

executive procedures and institutions to manage national security policy. Congress

stepped into the debate by passing the National Security Act in 1947, which, among other

things, created the National Security Council (NSC) under the chairmanship of the

President to coordinate foreign policy and defense policy and to reconcile diplomatic and

military commitments and requirements. The next precedent came in 1972 when the

Nixon administration made official statements of National Security Strategy (NSS) in a

State of the World Report.

The Nixon administration‘s precedent became law in 1986 with the Goldwater-Nichols

Department of Defense (DoD) Reorganization Act, which required the President to report

regularly to Congress and the American people on the NSS. Congress‘ mandate tasked the

Executive Branch to publish a NSS and in 1987 the first document called, “The National

Security Strategy of the United States” was published by the Reagan administration. 1

Organization for National Security

The ability of the United States to achieve its national strategic objectives is dependent on

the effectiveness of the US Government employing the instruments of national power.

These instruments of national power (diplomatic, informational, military, and economic)

are normally coordinated by the appropriate government officials, often with advice from

the NSC. They are the tools the United States uses to apply its sources of power, including

its culture, human potential, industry, science and technology, academic institutions,

geography, and national will. 2

 

 

EA02SG – 6

How Defense Organizations Fit Into the Overall Structure

The DoD is responsible for the military component of the NSS. 3 The DoD is a cabinet-

level organization. Reporting to it are the three military departments (Army, Navy and Air

Force) and 16 defense agencies. The four armed services are subordinate to their military

departments. The Marine Corps is a second armed service in the Department of the Navy. 4

The Armed Forces serve under the civilian control of the President who is the Commander

in Chief. 5 The Secretary of Defense (SecDef) is the principal assistant to the President in

all matters relating to the DoD. All functions in the DoD and its component agencies are

performed under the authority, direction, and control of the SecDef. 6 The SecDef is

responsible to the President for creating, supporting, and employing military capabilities. 7

The Joint Chiefs of Staff

The Joint Chiefs of Staff (JCS) consists of the Chairman of the Joint Chiefs of Staff

(CJCS), Vice Chairman of the Joint Chiefs of Staff (VCJCS), and the Service Chiefs: US

Army Chief of Staff, Chief of Naval Operations, US Air Force Chief of Staff,

Commandant of the Marine Corps, and the Chief of the National Guard Bureau. The Joint

Staff supports the JCS and constitutes the immediate military staff of the SecDef. 8

The CJCS is the principal military advisor to the President, the NSC, and the SecDef. 9 The

other members of the JCS also provide advice if and when requested by the President,

NSC, or SecDef. Their main function is to advise the CJCS with regards to their

respective service. 10

 

The Commandant of the Coast Guard may be invited by the CJCS or the Service Chiefs to

participate in meetings or to discuss matters of mutual interest to the Coast Guard and the

other services. 11

 

Two Distinct Branches of the Chains of Command

The President and SecDef, with assistance from the CJCS, exercise authority and control

of the Armed Forces through two distinct branches of the chain of command (see Figure

1). 12

 

Operational Branch: used to employ forces and begins with the President, through the

SecDef, and onto the combatant commanders (CCDRs). Orders are normally

conveyed to the CCDRs by the CJCS under the authority and direction of the SecDef.

Conversely, reports from CCDRs are normally submitted to the SecDef through the

CJCS who acts as the spokesman for the CCDRs. 13

 

Administrative Branch: Used to recruit, organize, train, and equip forces. It also

begins with the President, through the SecDef, but proceeds to the Secretaries of the

military departments. 14

The Secretaries exercise administrative control through the

commanders of the service component commands assigned to combatant commands.

They go through the Service Chiefs (as determined by the Secretaries) for forces not

assigned to the combatant commands. 15

 

 

 

EA02SG – 7

 

Figure 1 Chain of Command and Control

 

 

 

EA02SG – 8

Combatant Commanders

A combatant command (COCOM) is a command with a broad continuing mission under a

single commander and composed of significant assigned components of two or more

military departments that are established and so designated by the President, through the

SecDef with the advice and assistance of the CJCS. 16

The commander of a COCOM is

referred to as the combatant commander (CCDR). A COCOM (command authority)

provides full authority to organize and employ commands and forces as the CCDR

considers necessary to accomplish assigned missions. Operational control is inherent in a

COCOM. 17

 

COCOMs are established in the Unified Command Plan (UCP) by the President, through

the SecDef and with the advice and assistance of the CJCS. The UCP is a classified

document that sets forth basic guidance to all CCDRs. It establishes their missions,

responsibilities, and force structure, delineates the general geographical area of

responsibility for geographic combatant commanders (GCCs), and specifies functional

responsibilities for functional combatant commanders (FCCs). 18

Common functions of a

CCDR are shown in Figure 2.

 

Figure 2. Common Functions of a Combatant Commander

Joint Force Commanders

Joint Force Commander (JFC) is a general term applied to a CCDR, subunified

commander, or Joint Task Force (JTF) commander authorized to exercise combatant

command (command authority) or operational control over a joint force. 19

A JTF is

established when the mission has a specific limited objective. JTFs are established on

geographical areas or functional basis depending on the mission and when the mission

does not require overall centralized control of logistics.

 

 

EA02SG – 9

Service Component Commanders

A Service component command, assigned to a CCDR, consists of a Service component

CDR and the Service forces (such as individuals, units, detachments, and organizations,

including the support forces) that have been assigned to that CCDR. Service component

CDRs have responsibilities that derive from their roles in fulfilling the Services‘ support

function. The JFC also may conduct operations through the Service component CDRs. 20

 

Combat Support Agencies

In addition to the military Services, a number of DoD agencies provide combat support or

combat service support to joint forces and are designated as combat support agencies

(CSAs). Included among CSAs are the:

Defense Intelligence Agency (DIA)

National Geospatial-Intelligence Agency (NGA)

Defense Information Systems Agency (DISA)

Defense Logistics Agency (DLA)

Defense Contract Management Agency (DCMA)

Defense Threat Reduction Agency (DTRA), and

National Security Agency (NSA).

These CSAs provide CCDRs specialized support and operate in a supporting role.

Executive authority over these CSAs resides with the SecDef. 21

 

There are currently nine combatant commands—six are geographically organized and three

are functionally organized. 22

 

Geographically Organized

Combatant Commands (GCC)

Functionally Organized

Combatant Commands (FCC)

US Africa Command (USAFRICOM)

US Central Command (USCENTCOM)

US European Command (USEUCOM)

US Northern Command (USNORTHCOM)

US Pacific Command (USPACOM)

US Southern Command (USSOUTHCOM)

US Special Operations Command (USSOCOM)

US Transportation Command (USTRANSCOM)

US Strategic Command (USSTRATCOM)

Table 1. The Combatant Commands

Geographic Combatant Commands

GCCs are assigned a geographic Area of Responsibility (AOR) within which their

missions are accomplished with assigned and/or attached forces. Specific responsibilities

of each GCC vary but all GCCs are responsible to:

 deter attacks against the United States, its territories, possessions and bases, and employ appropriate force should deterrence fail; and

 carry out assigned missions and tasks and plan for and execute military operations,

 

 

EA02SG – 10

as directed, in support of strategic guidance.

 

US Africa Command (USAFRICOM) 23

 

Headquarters: Kelley Barracks, Stuttgart, Germany

US Africa Command is responsible for US military relations with 53 African countries,

including the islands of Cape Verde, Equatorial Guinea, and Sao Tome and Principe, along

with the Indian Ocean islands of Comoros, Madagascar, Mauritius, and Seychelles. US

Central Command maintains its traditional relationship with Egypt, though USAFRICOM

coordinates with Egypt on issues relating to Africa security.

USAFRICOM better enables the DoD to work with other elements of the US government

and others to achieve a more stable environment where political and economic growth can

take place. USAFRICOM is committed to supporting US government objectives through

the delivery and sustainment of effective security cooperation programs that assist African

nations build their security capacity to enable them to better provide for their own defense.

US Central Command (USCENTCOM) 24

 

Headquarters: MacDill AFB, Florida

US Central Command‘s AOR is the Middle East, Egypt, and Central Asia.

With national and international partners, USCENTCOM promotes cooperation among

nations, responds to crises, deters or defeats state and nonstate aggression, and supports

development and, when necessary, reconstruction in order to establish the conditions for

regional security, stability, and prosperity.

US European Command (USEUCOM) 25

 

Headquarters: Stuttgart, Germany

US European Command‘s AOR covers almost one-fifth of the planet, including all of

Europe, large portions of Asia, parts of the Middle East and the Arctic and Atlantic

Oceans. The command is responsible for US military relations with NATO and 51

countries on two continents with a total population of close to a billion people.

USEUCOM conducts military operations, international military partnering, and

interagency partnering to enhance transatlantic security and defend the United States

forward.

US Northern Command (USNORTHCOM) 26

 

Headquarters: Peterson AFB, Colorado

US Northern Command conducts homeland defense, civil support, and security

cooperation to defend and secure the United States and its interests.

USNORTHCOM‘s AOR includes air, land, and sea approaches and encompasses the

continental United States, Alaska, Canada, Mexico and the surrounding water out to

approximately 500 nautical miles. The commander of USNORTHCOM is responsible for

theater security cooperation with Canada, Mexico, and the Bahamas.

USNORTHCOM plans, organizes, and executes homeland defense and civil support

 

 

EA02SG – 11

missions, but has few permanently assigned forces. The command is assigned forces

whenever necessary to execute missions as ordered by the President or SecDef.

The commander of USNORTHCOM also commands the North American Aerospace

Defense Command (NORAD), a bi-national command responsible for aerospace warning,

aerospace control, and maritime warning for Canada, Alaska, and the continental United

States.

USNORTHCOM‘s civil support mission includes domestic disaster relief operations that

occur during fires, hurricanes, floods, and earthquakes. Support also includes counter-drug

operations and managing the consequences of a terrorist event employing a weapon of

mass destruction. The command provides assistance to a Primary Agency when tasked by

the DoD. Per the Posse Comitatus Act, military forces can provide civil support but cannot

become directly involved in law enforcement.

In providing civil support, USNORTHCOM generally operates through established Joint

Task Forces subordinate to the command. An emergency must exceed the capabilities of

local, state, and federal agencies before USNORTHCOM becomes involved. In most

cases, support will be limited, localized, and specific. When the scope of the disaster is

reduced to the point that the Primary Agency can again assume full control and

management without military assistance, USNORTHCOM will exit, leaving the on-scene

experts to finish the job.

US Pacific Command (USPACOM) 27

 

Headquarters: Camp H. M. Smith, Hawaii

US Pacific Command‘s AOR encompasses about half of the earth‘s surface, stretching

from the waters off the west coast of the US to the western border of India and from

Antarctica to the North Pole.

USPACOM protects and defends, in concert with other US Government agencies, the

territory of the United States, its people, and its interests. With allies and partners,

USPACOM is committed to enhancing stability in the Asia-Pacific region by promoting

security cooperation, encouraging peaceful development, responding to contingencies,

deterring aggression, and when necessary, fighting to win. This approach is based on

partnership, presence, and military readiness.

US Southern Command (USSOUTHCOM) 28

 

Headquarters: Miami, Florida

US Southern Command is responsible for providing contingency planning, operations, and

security cooperation for Central and South America, the Caribbean (except US

commonwealths, territories, and possessions), and Cuba, as well as for the force protection

of US military resources at these locations. USSOUTHCOM is also responsible for

ensuring the defense of the Panama Canal and canal area.

Functional Combatant Commands

FCCs support (or can be supported by) GCCs or may conduct assigned missions

independently. Primary responsibilities of the three FCCs are as follows:

 

 

 

EA02SG – 12

US Special Operations Command (USSOCOM) 29

 

Headquarters: MacDill AFB, Florida

The US Special Operations Command is the Unified Combatant Command charged with

overseeing the various Special Operations Commands of the Army, Air Force, Navy and

Marine Corps of the United States Armed Forces.

USSOCOM conducts several covert and clandestine missions, such as unconventional

warfare, foreign internal defense, special reconnaissance, psychological operations, civil

affairs, direct action, counter-terrorism and war on drugs operations. Each branch has a

Special Operations Command that is unique and capable of running its own operations, but

when the different Special Operations Forces need to work together for an operation,

USSOCOM becomes the joint component command of the operation.

US Transportation Command (USTRANSCOM) 30

 

Headquarters: Scott AFB, Illinois

As the single manager of America’s global defense transportation system, USTRANSCOM

is tasked with the coordination of people and transportation assets to allow the US to

project and sustain forces, whenever, wherever, and for as long as they are needed.

US Strategic Command (USSTRATCOM) 31

 

Headquarters: Offutt AFB, Nebraska

US Strategic Command is charged with space operations (such as military satellites),

information operations (such as information warfare), missile defense, global command

and control, intelligence, surveillance, and reconnaissance (ISR), global strike and strategic

deterrence (the United States nuclear arsenal), and combating weapons of mass

destruction.

 

THE UNITED STATES AIR FORCE MAJOR COMMAND STRUCTURE

Most units of the Air Force are assigned to a specific major command (MAJCOM), led by

a general officer. MAJCOMs have extensive functional responsibilities. MAJCOMs may

be subdivided into numbered air forces (NAFs) with each NAF responsible for one or

more wings or independent groups.

Wings are the primary units of the working Air Force and are responsible for maintaining

an Air Force base or carrying out a specific mission. Wings may be commanded by a

general officer or a colonel. There are different types of wings, based on objective:

operational, air base, or specialized mission.

Wings typically contain an operations group, a maintenance group, a support group and a

medical group, with each group having several squadrons.

The majority of individual officers and Airmen are assigned to a squadron, which may be

composed of several flights.

Additionally, there are other types of organizations in the Air Force structure such as

centers, field operating agencies, and direct reporting units. 32

 

 

 

EA02SG – 13

Air Combat Command (ACC)

Headquarters: Langley AFB, Virginia

Air Combat Command organizes, trains, equips and deploys combat ready forces to

support combatant commanders around the globe. Additionally, ACC provides the air

component headquarters to USNORTHCOM, USSOUTHCOM, and USCENTCOM and

supports the in-place air components of USEUCOM and USPACOM. ACC also provides

air defense forces to North American Aerospace Defense Command. To accomplish the

objectives of the National Defense Strategy, ACC operates fighter, attack, bomber,

intelligence, surveillance and reconnaissance (ISR), combat search and rescue, battle-

management, electronic-combat, and unmanned aircraft system platforms. In addition,

ACC conducts information operations and provides command, control, communications,

and intelligence systems to theater commanders and combat forces. 33

 

Air Education and Training Command (AETC) 34

 

Headquarters: Randolph AFB, Texas

Air Education and Training Command develops America‘s Airmen for tomorrow. With a

vision to deliver unrivaled air, space and cyberspace education and training, the command

recruits Airmen and provides basic military training, initial and advanced technical

training, flying training, medical training, space and missile training, cyber training, and

professional military and degree-granting professional education. The command also

conducts joint, readiness and Air Force security assistance training.

AETC sustains the combat capability of the operational Air Force by providing highly

trained and motivated Airmen and manages mobility and contingency tasking support for

combatant commanders.

Air Force Global Strike Command (AFGSC) 35

 

Headquarters: Barksdale AFB, Louisiana

Activated Aug. 7, 2009, this is the Air Force‘s newest command.

AFGSC develops and provides combat-ready forces for nuclear deterrence and global

strike operations—safe, secure, effective—to support the President of the United States

and combatant commanders.

AFGSC is responsible for organizing, training, and equipping the Air Force‘s three

intercontinental ballistic missile wings, two B-52 Stratofortress wings and the only B-2

Spirit wing. The three weapons systems make up two-thirds of the nation‘s strategic

nuclear triad by providing the land-based and airborne nuclear deterrent forces.

Air Force Materiel Command (AFMC) 36

 

Headquarters: Wright-Patterson AFB, Ohio

Air Force Materiel Command delivers war-winning technology, acquisition support,

sustainment, and expeditionary capabilities to the warfighter.

AFMC conducts research, development, and test and evaluation, and provides acquisition

management services and logistics support necessary to keep Air Force weapon systems

ready for war.

 

 

EA02SG – 14

Air Force Reserve Command (AFRC) 37

 

Headquarters: Robins AFB, Georgia

Air Force Reserve Command provides personnel to augment the active duty community to

carry out the warfighting mission with approximately 14% of the total force while

spanning a wide variety of missions such as: space, flight testing, special operations, aerial

port operations, civil engineering, security forces, intelligence, military training,

communications, mobility support, transportation, and services. AFRC also conducts two

missions no one else does in the DoD: fixed-wing aerial spray missions to kill mosquitoes

in the aftermath of natural disasters and the Hurricane Hunters who monitor hurricanes for

the National Weather Service. 38

 

Air Force Space Command (AFSPC)

Headquarters: Peterson AFB, Colorado

Air Force Space Command is responsible for organizing, training, and equipping mission-

ready space and cyberspace forces and capabilities for North American Aerospace Defense

Command, US Strategic Command, and other combatant commands world-wide.

AFSPC oversees Air Force network operations to provide capabilities in, through, and

from cyberspace, manages a global network of satellites, and is responsible for space

system development and acquisition. The command executes spacelift to launch satellites

with a variety of expendable launch systems and operates them to provide space

capabilities in support of combatant commanders around the clock. AFSPC also provides

positioning, navigation, timing, communications, missile warning, weather and intelligence

warfighting support.

AFSPC personnel operate sensors that provide direct attack warning and assessment to US

Strategic Command and North American Aerospace Defense Command. The command

develops, acquires, fields, operates, and sustains space systems and fields and sustains

cyber systems. 39

 

Air Mobility Command (AMC)

Headquarters: Scott AFB, Illinois

Air Mobility Command provides airlift and aerial refueling for all of America‘s armed

forces. They also provide aeromedical evacuation and Global Reach Laydown (GRL).

GRL strategy uses resources from various organizations and brings them together to form

those deployed organizations required to achieve the specific objectives of any particular

mobility operation. These resources are also used to expand already existing AMC

presence or establish AMC presence and infrastructure where none exists.

Additionally, AMC has many special-duty and operational support aircraft and plays a

crucial role in providing humanitarian support at home and around the world. 40

 

 

 

 

 

EA02SG – 15

Pacific Air Force (PACAF)

Headquarters: Joint Base Pearl Harbor-Hickam, Hawaii

Pacific Air Force provides USPACOM integrated expeditionary Air Force capabilities to

defend the homeland, promote stability, dissuade/deter aggression, and swiftly defeat

enemies.

PACAF organizes, trains, equips, and maintains resources prepared to conduct a broad

spectrum of air operations—from humanitarian relief to decisive combat employment—in

DoD‘s largest area of responsibility.

PACAF also conducts multinational exercises and hosts international exchange events to

foster partnerships for regional security and stability. 41

 

US Air Forces in Europe (USAFE)

Headquarters: Ramstein Air Base, Germany

US Air Forces in Europe executes the USEUCOM mission with forward-based air power

to provide forces for global operations, ensure strategic access, assure allies, deter

aggression and build partnerships.

USAFE builds and maintains partnerships, promotes regional stability, provides forces for

global operations, supports combatant command missions, sustains forward-based

infrastructure, ensures strategic access to US forces, assure allies and deter aggression. 42

 

Air Force Special Operations Command (AFSOC)

Headquarters: Hurlburt Field, Florida

Air Force Special Operations Command is responsible to US Special Operations

Command for the readiness of Air Force special operations forces to conduct the war on

terrorism and to disrupt, defeat, and destroy terrorist networks that threaten the United

States, its citizens, and interests worldwide.

The command‘s mission areas include shaping and stability operations, battlefield air

operations, information operations, intelligence, surveillance and reconnaissance (ISR),

specialized air and space mobility, precision engagement, and agile combat support. 43

 

 

ARMED FORCES OVERVIEW

Primary Roles of the Services to organize, train, equip, and provide forces. 44

 

The Department of the Army is the nation‘s principal land force and promotes national

values and interests by conducting military engagement and security cooperation, deterring

aggression and violence, and should deterrence fail, compelling enemy behavioral change

or compliance. The Army includes land combat, service forces, aviation, water transport,

and space and cyberspace forces. The Army is organized, trained, and equipped primarily

for prompt and sustained combat incident to operations on land, and to support the other

military services and joint forces. The Army is responsible for the preparation of land

forces necessary for the effective prosecution of war and military operations short of war.

The Army contributes forces through a rotational, cyclical readiness model that provides a

predictable and sustainable supply of modular forces to the combatant commands and a

 

 

EA02SG – 16

surge capacity for unexpected contingencies. 45

 

The Department of the Navy is composed of the Navy and the Marine Corps. They

provide sea, land, air, space, and cyberspace forces, both combat and support, with the

capabilities necessary to operate and support the other military services and joint forces.

The Navy and Marine Corps comprise the nation‘s principal maritime force. The Marine

Corps serves as a versatile, all-purpose, fast response task force capable of quick action in

areas requiring emergency intervention using both ground and air combat elements while

relying on the Navy to provide the sea combat elements. The Navy employs the global

reach, persistent presence through forward-stationed and rotationally-based forces, and

operational flexibility to secure the nation from direct attack. Along with the Marine

Corps, they also secure strategic access and retain global freedom of action, strengthen

existing and emerging alliances and partnerships, establish favorable security conditions,

deter aggression and violence by state, non-state, and individual actors, and should

deterrence fail, prosecute the full range of military operations in support of US national

interests. 46

 

The Coast Guard is a unique military service residing within the Department of

Homeland Security (DHS) while simultaneously providing direct support to the DoD.

During peacetime, the Coast Guard protects the maritime economy and environment,

defends US maritime borders, and conducts search and rescue missions. They also provide

port and waterway security, drug interdiction, migrant interdiction, marine safety, and

other law enforcement missions. Upon the declaration of war or when the President

directs, the Coast Guard will operate under the authority of the Department of the Navy

and will continue to do so until the President transfers the Coast Guard back to the DHS by

executive order. 47

 

Core Values of the Sister Services

At this stage in your career, you are no doubt familiar with the Air Force core values:

Integrity First, Service Before Self, and Excellence In All We Do. They are at the heart of

who we are and shape us as a Service. Below are the core values of our sister Services.

Take a moment to learn them. Consider the differences and similarities between our core

values and those of our brethren.

Army: Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, Personal Courage 48

 

Navy/Marines: Honor, Courage, and Commitment 49

 

Coast Guard: Honor, Respect, Devotion to Duty 50

 

Special Note: Why do I need to know the core values and other customs and courtesies of

our sister services? Great question! There are two reasons. First, the Chairman of the

Joint Chiefs of Staff directed all services to incorporate joint information into its EPME

curriculum. The learning outcomes, objectives, and samples of behavior for this lesson

come straight out of CJCSI 1805.01A, 1 October 2010. Second, as members of the

Profession of Arms (POA), it is our responsibility to advance the POA which includes

knowing certain things about our sister services’ functions, capabilities, and customs and

courtesies.

 

 

 

EA02SG – 17

General Customs and Courtesies of the Services 51

 

Executing appropriate customs and courtesies in a joint environment can be a challenge. It

is expected that errors will be made, but through sincere effort and practice you can

decrease mistakes, mitigate embarrassment, increase your credibility, and strengthen unit

cohesion.

Salutes are exchanged among members of all the uniformed services: Army, Navy, Air

Force, Marines, Coast Guard, Public Health Service, and the National Oceanographic and

Atmospheric Administration (NOAA).

Saluting when not in uniform and uncovered is not usually performed by members of the

Navy or Marine Corps. You may see this practice in the Army and/or the Air Force. If an

officer is saluted when not in uniform or in uniform and not covered, tradition dictates that

the officer does not return the salute. Instead, the officer may greet the person saluting

with “‘Good morning,‘ ‗Good afternoon,‘ or ‗Good evening‘‖ depending on the situation.

If you approach someone who is senior to you and you are in civilian attire, do not salute.

Instead, say “Good morning sir or ma‘am.‖

―Saluting the Colors‖ refers to paying tribute to the United States Flag. There are two

daily ceremonies in which uniformed service personnel salute the Colors, Reveille, and

Retreat. US Army installations generally play (or sound) Reveille as the flag is raised near

sunrise, though its exact time varies from base to base. On board US Navy, Marine Corps,

and Coast Guard facilities, the flag is generally raised at 0800 while the National Anthem

or the bugle call To the Colors is played. On some US military bases, Reveille is

accompanied by a cannon shot. Evening Colors, also known as Retreat is sounded by the

Bugler at sundown each evening during the flag-lowering ceremony at all naval stations,

marine barracks, naval or marine camps, and aboard ship. Prior to the beginning of the

ceremony, Attention is sounded by the Bugler. After a short pause he sounds Evening

Colors. Upon completion of Evening Colors the Bugler sounds Carry On. When a band is

present at the ceremony the National Anthem follows Evening Colors in the ceremony and

is followed by Carry On sounded on the bugle. On US Army bases, the bugle call Retreat

is sounded just before the actual lowering of the flag. At the last note of this call a cannon

is fired. Then, if a band is present, the National Anthem will be played. In the absence of

a band, the bugle call ―To the Colors‖ is substituted.

If you are outdoors during Reveille or Retreat, stop what you are doing, face the flag or the

direction in which Colors are being held, come to the position of attention and render a

hand salute. On US Army installations it is customary to stop your vehicle, get out, come

to the position of attention, and render a hand salute if Colors or Retreat is sounded. On

Naval, Coast Guard, and Air Force installations and Colors or Retreat is sounded, stop

your vehicle and sit at attention until the last note of the music is sounded; then you may

proceed. If you are in doubt as to sit at attention or exit your vehicle, it is better to be

formal than disrespectful. Therefore it is recommended that you exit your vehicle, face in

the direction where Colors are being held, come to the position of attention and render a

hand salute.

When in uniform and boarding any Naval vessel where the national ensign (flag) is flying,

halt at the gangway, face aft, and salute the ensign. Then turn to the officer of the day

(OOD), salute, and say, ―I request permission to come aboard, sir/ma‘am.‖ If you are

 

 

EA02SG – 18

boarding a ship other than your own, also state the purpose of your visit. The OOD returns

both salutes and says, ―Come aboard‖ or a similar expression. When you leave a ship, the

order of saluting is reversed. Salute the OOD first and say, ―I request permission to leave

the ship, sir/ma‘am.‖ After receiving permission, face and salute the ensign (if it is flying)

and depart.

Uniform and Rank Insignia

Knowing the uniform and rank insignia of your joint teammates is a must. Properly

recognizing other military members and rendering salutes when appropriate is at the heart

of military courtesy. Addressing members by their rank i.e. “Good morning Petty Officer

Jones” or “Good afternoon 1st Sergeant Smith” is a show of respect and strengthens the

profession of arms. The charts in Figures 3 and 4 show enlisted and officer ranks for all

the US Armed Services. Public Health Service and NOAA officer ranks are equivalent to

the Navy and the Coast Guard.

 

 

EA02SG – 19

Figure 3. Rank Insignia of the United States Armed Forces – Enlisted

52

 

 

EA02SG – 20

 

Figure 4. Rank Insignia of the United States Armed Forces – Officers 53

 

 

 

EA02SG – 21

HOMEWORK

Part I: List the other eight Combatant Commands using the format (#1) below.

1. US Africa Command (USAFRICOM) 5. ____________________________

2. ____________________________ 6. ____________________________

3. ____________________________ 7. ____________________________

4. ____________________________ 8. ____________________________

9. ____________________________

Part II: Fill in the boxes on the map with the appropriate geographical Combatant

Command responsible for each AOR. Note: Combatant Commands may be used once,

more than once or not at all.

 

1

5

3

2 6

4

7

EA02SG – 22

Part III. Match a combatant command from the list in Part I with its description below

and indicate your answer by writing the name of the command on the line provided. Note:

A Combatant Command may be used once, more than once or not at all.

8. Tasked with the coordination of people and transportation assets to allow the US to project and sustain forces, whenever, wherever, and for as long as they are needed

_______________________________

9. Responsible for US military relations with NATO and conducts military operations, international military partnering, and interagency partnering to enhance

transatlantic security and defend the United States forward

_______________________________

10. Conducts several covert and clandestine missions, such as unconventional warfare, foreign internal defense, special reconnaissance, psychological operations, civil

affairs, direct action, counter-terrorism and war on drugs operations

_______________________________

11. Plans, organizes and executes homeland defense and civil support missions

_______________________________

12. Charged with space operations, information operations, missile defense, global command and control, and intelligence, surveillance, and reconnaissance

_______________________________

13. AOR includes Egypt

_______________________________

 

EA02SG – 23

Acronym Glossary

ACC Air Combat Command

AETC Air Education and Training Command

AFGSC Air Force Global Strike Command

AFMC Air Force Materiel Command

AFRC Air Force Reserve Command

AFSOC Air Force Special Operations Command

AFSPC Air Force Space Command

AMC Air Mobility Command

AOR area of responsibility

CCDR combatant commander

CDR commander

CSA combat support agency

CJCS Chairman of the Joint Chiefs of Staff

DCMA Defense Contract Management Agency

DIA Defense Intelligence Agency

DISA Defense Information Systems Agency

DLA Defense Logistics Agency

DoD Department of Defense

DoDD Department of Defense directive

DTRA Defense Threat Reduction Agency

EJPME enlisted joint professional military education

GRL global reach laydown

ISR intelligence, surveillance, and reconnaissance

JCS Joint Chiefs of Staff

JFC joint force commander

JTF joint task force

MAJCOM major command

NAF numbered air force

NGA National Geospatial-Intelligence Agency

NMS national military strategy

NCO noncommissioned officer

NOAA National Oceanographic and Atmospheric Administration

NSC National Security Council

NSA National Security Agency

NSS National security strategy

OOD Officer on duty

PACAF Pacific Air Force

SecDef Secretary of Defense

USAFE US Air Forces in Europe

USAFRICOM United States Africa Command

USCENTCOM United States Central Command

USEUCOM United States European Command

USNORTHCOM United States Northern Command

USPACOM United States Pacific Command

USSOCOM United States Special Operations Command

USSOUTHCOM United States Southern Command

USSTRATCOM United States Strategic Command

USTRANSCOM United States Transportation Command

UCP Unified Command Plan

VCJCS Vice Chairman of the Joint Chiefs of Staff

 

 

EA02SG – 24

NOTES

1 Research Project, The Origin and Developmental Process of the National Security Strategy, 3 May 2004, 2-3.

2 Joint Publication 1, Doctrine for the Armed Forces of the United States, 02 March 2007, x.

3 Ibid., III-1.

4 U.S. Department of Defense official public Web site, ―DOD at a Glance,‖

http://www.defense.gov/pubs/almanac/ (accessed 5 March 2011). 5 Joint Publication 1, Doctrine for the Armed Forces of the United States, 02 March 2007, i.

6 Ibid., III-1.

7 Ibid., II-2.

8 Ibid., III-3.

9 Ibid., III-3.

10 Ibid., III-4.

11 Ibid., III-4.

12 Ibid., II-4.

13 Ibid., II-4.

14 Ibid., II-4.

15 Ibid., II-6.

16 Ibid., GL-11.

17 Ibid., GL-5.

18 Ibid., GL-11.

19 Ibid., GL-8.

21 Ibid., II-7.

22 U.S. Department of Defense official public Web site, ―Unified Command Plan,‖

http://www.defense.gov/home/features/2009/0109_unifiedcommand/ (accessed 5 March 2011). 23

U.S. Africa Command official Web site, ―About the Command,‖ http://www.africom.mil/index.asp (accessed

5 March 2011). 24

U.S. Central Command official Web site, ―About Centcom,‖ http://www.centcom.mil/ (accessed 5 March

2011). 25

U.S. European Command official Web site, ―About EUCOM,‖ http://www.eucom.mil/ (accessed 5 March

2011). 26

U.S. Northern Command official Web site, ―About USNORTHCOM,‖ http://www.northcom.mil/home.html

(accessed 5 March 2011). 27

U.S. Pacific Command official Web site, ―About,‖ http://www.pacom.mil/ (accessed 5 March 2011). 28

U.S. Southern Command official Web site, ―About Us,‖ http://www.southcom.mil/AppsSC/index.php

(accessed 5 March 2011). 29

U.S. Special Operations Command official Web site, ―About USSOCOM,‖

http://www.socom.mil/SOCOMHome/Pages/default.aspx (accessed 5 March 2011). 30

U.S. Transportation Command official Web site, ―About USTRANSCOM,‖ http://www.transcom.mil/

(accessed 5 March 2011). 31

http://www.stratcom.mil/ 32

Airman, Official magazine of the U.S. Air Force, The Book 2011, Washington, DC: Air Force Office of

Public Affairs, Volume LV, Number 3, 2011, 3. 33

Ibid., 6. 34

Ibid., 7. 35

Ibid., 8. 36

Ibid., 9. 37

Ibid., 10. 38

Ibid., 10. 39

Ibid., 11. 40

Ibid., 12. 41

Ibid., 14. 42

Ibid., 15.

 

 

EA02SG – 25

43

Ibid., 15. 44

Joint Publication 1, Doctrine for the Armed Forces of the United States, 02 March 2007, xiii. 45

Department of Defense Directive 5100.1, Functions of the DoD and Its Major Components, 21 December

2010, 29. 46

Ibid., 30 thru 31. 47

Ibid., 32 thru 33. 48

U.S. Army official public Web site, ―Soldier Life,‖ http://www.goarmy.com/soldier-life/being-a-

soldier/living-the-army-values.html (accessed 5 March 2011). 49

U.S. Navy official Web site, ―Honor Courage Commitment,‖

http://www.navy.mil/navydata/navy_legacy_hr.asp?id=193 (accessed 5 March 2011). 50

U.S. Coast Guard official Web site, ―United States Coast Guard Core Values & Creed,‖

http://www.uscg.mil/hq/cg3/cg3pcx/corevalues.asp (accessed 5 March 2011). 51

Centers for Disease Control and Prevention Web site, ―Military Protocol: Uniformed Services,‖

http://www.cdc.gov/od/occp/officership/military_protocol.htm (accessed 5 March 2011). 53

Ibid., inside back cover.

 
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Case Study 5

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Case Study 5 due Friday @ 11:59pm

 

The statements in each Case Study must be at least 3-5 pages of text, supported by at least 1 scholarly source, with an APA-formatted references list and in-text citations. Absolutely NO PLAGIARISM.

 

Chapter 13, “Applications: Evaluating Staffing Process Results”: answer questions 1–4.

 

  1. Determine the yield ratios (offer receivers/applicants, new hires/applicants), time lapse or cycle times (days to offer, days to start), and retention rates associated with each recruitment source.
  2. What is the relative effectiveness of the three sources in terms of yield ratios, cycle times, and retention rates?
  3. What are some possible reasons for the fact that the three sources differ in their relative effectiveness?
  4. What would you recommend Dexter do differently in the future to improve his evaluation of the staffing process?
 
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Report #4- World Measurement – REPOST

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World Measurement is the global leader in product testing for safety.  The recent problem with Chinese-made toy products (for example, Mattel recalled 19 million toys with evidence of lead paint) combined with the global recession has caused a 7% decline in sales and 12% in net profits.  The president of the company, Lewis Jacobs, is convinced that he must get concessions from the workers if World Measurement is to compete effectively with increasing foreign competition.  In particular, Jacobs is displeased with the cost of employee benefits.  He doesn’t mind conceding a competitive wage increase (maximum 3%), but he wants the total compensation package to cost 3% less.  

 

The current costs are shown in Exhibit 1 (attached).  Your assistant has surveyed other companies that are obtaining concessions from employees.  You also have data from a consulting firm that indicates employee preferences for different forms of benefits (see Exhibit 2 attached).  Based on all this information, you have two possible concession packages that you can propose, labeled “Option 1” and “Option 2” (see Exhibit 3 attached).

 

Please analyze and answer each of the questions below.  It is not necessary for you to type the question itself.  Your assignment should be 3-4 pages long, double-spaced, using 12-point font, excluding cover page, attachments, etc.

 

1.  Cost out these packages given the data in Exhibit 1 and the information obtained from various insurance carriers and other information sources (see Exhibit 4 attached).

2.  Which package should you recommend to Jacobs?  Why?

3.  Which of these strategies do you think will require less input from employees in terms of their reactions?  Why?

 

Keep in mind that, while there no “absolutely correct” answers to these questions, this is not an opportunity for opinion alone.  Grading will reflect your reasoning and critical thinking skills, your ability to integrate what you have assimilated from course material, the clarity of your response and its appearance.  Please see the rubric posted under the “Resources” tab in the main menu of the course for additional guidelines on grading.

 
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Bayside Memorial Hospital Is Considering Purchasing A New MRI Machine. Based On The Cash Flow Analysis Above Would You Recommend That The Healthcare Facility, Bayside Memorial Hospital, Purchase An MRI Machine? In Your Analysis Please Review The Following

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HS440 Unit 6:Finance For Health Care ASSIGNMENT

HS440 Unit 6 Assignment: The Impact of Financial and Strategic Planning .

Unit Outcomes Addressed in this Assignment:

 Describe the key components of a financial plan
 Define financial and strategic planning
 Explain the difference between a simple budget and a flexible budget
 Describe the use of variance analysis in the budget creation process

Course Outcome assessed/addressed in this Assignment:

HS440-5: Explain the methodologies and processes used in preparing budgets for health care organizations.
Gel-6.6: Apply research to the field of study.
Utilizing your textbook and the Kaplan Resource Library:
HS440:Finance For Health Care ASSIGNMENT

 Bayside Memorial Hospital is considering purchasing a new MRI machine.

 

1. Based on the cash flow analysis on the attached doc. file below  would you recommend that the healthcare facility, Bayside Memorial Hospital, purchase an MRI machine?

 

2. In your analysis please review the following concepts: incremental cash flow, sunk cost, opportunity cost, strategic value, inflation effects. (These are the assignment instructions, allowing students to master the key components of the rubric including :

 

i. Describe the key components of a financial plan define financial and strategic planning;

 

ii. explain the difference between a simple budget and a flexible budget;

 

iii. and describe the use of variance analysis in the budget creation process

Requirements
 Responses to the questions should be written in a clear, detailed manner and observe the conventions of Standard American English (correct grammar, punctuation, etc.).
 Follow APA formatting for the title and reference page, as well as APA formatting within the paper itself (Times New Roman 12-point font and properly double spaced).
 The minimum page limit is 2 pages or 600 words.
 The maximum page limit is 4 pages or 1200 words.
 Information should be summarized in your own words with appropriate APA formatting and citation style of in-text citations in the body of the text to acknowledge the source(s) of information.
 Include at least one reference. The course textbook may count towards the reference requirement for this Assignment. All references will follow APA format.
 Follow the conventions of Standard American English (correct grammar, sentence structure, punctuation, etc.).
 Your work should display superior content, organization, style, and mechanics.
 For additional support, utilize the Kaplan Writing Center and review the document entitled, “Writing Center Resources,” found in Doc sharing.

 

Please this assignment should be 1000-1200 words, must be strictly on topic, original, and well detailed contributions to the quality of the discussion by making frequent 3-4 informed scholar references.

 
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