Each student is expected to write a summary self-evaluation paper at the end of

Each student is expected to write a summary self-evaluation paper at the end of the course. These
papers are usually 8-10 pages in length. Students are asked to comprehensively address their
negotiating style and effectiveness (strengths, weaknesses, opportunities, threats, future learning
agenda, etc.), integrating readings and activities that have occurred during the academic semester.
Students might address some or all the following points:
1. Do I enjoy bargaining? Do I enjoy being in situations of conflict, and/or do I enjoy
attempting to persuade others to my point of view? Why?
2. Do others see me as a good bargainer? Am I seen as strong or weak? Am I perceived
as one who gives in easily, or holds out too long, or knows when to make concessions and
3. How do I see myself in relation to the question in (2) above?
4. How effective am I at persuading others? How effective are my verbal skills to argue
my points?
5. At what time do I feel most competent in bargaining? Least competent?
6. How do I respond when I hold power in a situation? How do I respond when I have
little or no influence in a situation?
7. Overall, what are my major strengths and weaknesses as a negotiator, and what kind of
learning goals must I set for myself for the future

DISCUSSION ASSIGNMENT This assignment provides an opportunity to review and prac

This assignment provides an opportunity to review and practice the analytic tools introduced in Chapters One and Two that companies use to identify emerging public issues, gauge stakeholder interest in them and develop firm responses to them. These include:
Environmental scanning
Performance/Expectation gap visualization
Stakeholder analysis
Stakeholder identification and categorization (market vs. non-market)a
Stakeholder interests, power(s) and potential coalitions
Stakeholder mapping
You will be using these tools as you progress through the course. This week, a mini-case (“CVS”) is provided to practice using them. Conveniently, the case illustrates the thematic content of Chapters 1 & 2. (as detailed in the “Learning Objectives and Study Guide” document in the Week One module.)
This is an independent assignment to be completed by each student working individually. You may complete and submit the assignment at any time before midnight, on the posted due date.
The only materials needed to complete this assignment are Chapters 1 and 2 of the Lawrence text, the instructor summaries for Chapters 1 and 2 posted in the Week One Module, and the Week One mini-case below. Use only provided materials to complete the assignment. This assignment does not require an analysis of the case so outside materials that relate to it will not be of help.
Because this assignment references Quiz 1 content, definitions of key Chapter One and Two concepts – and hints about how to use them — are embedded in the instructions for review.
Begin by reading the mini-case posted below:
CVS Quits for Good.jpg
Tobacco use remains the No. 1 cause of preventable death and disease in the U.S. Evolving societal attitudes about health and wellness in recent decades and growing public concern about the environmental effects of tobacco use (including air pollution and side-streamed inhalation of tobacco smoke by others) are credited with helping to substantially reduce tobacco use during recent decades.
Federal, state and local restrictions on the manufacture, labeling, packaging, marketing, sale and consumption of cigars, cigarettes and other tobacco products make tobacco one of the most highly regulated consumer products in America today.
But despite a half-century of vigorous efforts by governments, non-governmental organizations and public and private health-care associations and practitioners among others to reduce consumption, 40 million Americans continue to smoke.
A persistent rise in tobacco product use by US youth during recent decades is particularly concerning and has resulted in increased oversight and regulation of sales to minors. Government investigation shows pharmacies sell cigarettes at lower cost than other retail outlets and more often violate age-limit laws.
Studies suggest disrupting consumer availability of tobacco products is a promising way to reduce their use by all consumer segments. Several research studies published over the last decade, for example, show two-thirds of American adults believe retail pharmacies, in particular, should not be allowed to sell tobacco. Another study found nearly half of cigarette smokers themselves support such a policy. Other research has shown pharmacists consider the sale of tobacco products by their employers as a conflict of interest, a position also recognized as far back as the 1990’s by NGOs, including the Interfaith Center on Corporate Responsibility, which has long lobbied for curtailed tobacco sales at pharmacies.
Nearly a decade ago, the 62,000-member American Pharmacists Association issued a policy calling on pharmacies and other retail facilities with pharmacies to voluntarily stop selling tobacco products. Truth Initiative, one of Aerica’s largest nonprofit public health organizations committed to abolishing tobacco use and nicotine addiction, has long supported voluntary tobacco-free policies by pharmacies arguing that “If pharmacies truly care about the health of their customers, they should join in support of these policies and adopt tobacco-free policies themselves.”
In 2014, CVS, one of the nation’s largest pharmacy chains, made a bold announcement, revealing plans to remove all tobacco products from all of its 7,500 stores across the U.S.
The decision to end the sale of tobacco products was not without risk. CVS estimated ending cigarette sales would cost the firm $2 billion in lost revenue annually — $1.5 billion in forfeited cigarette sales plus 500M in lost revenue associated with other products bought during tobacco purchases. It would also lose revenue provided by tobacco companies to secure shelf space and in-store marketing presence.
Despite the financial implications of his decision to ban tobacco sales, CVS CEO Larry Merlo defended it as “the right thing” for his company to do.“Ending the sale of cigarettes and tobacco products at CVS/pharmacy is simply the right thing to do for the good of our customers and our company. The sale of tobacco products is inconsistent with our purpose – helping people on their path to better health… By removing tobacco products from our retail shelves, we will better serve our patients, clients and health care providers”
Watch this CBS News interview with Larry Merlo following White House praise at the time of the company’s tobacco ban:
https://www.youtube.com/watch?v=ZxL3kYGIjOc (Links to an external site.)
Answer each of the three sets of questions below. Identify each question with the number that precedes it (e.g. 2a, 2b, etc.) so that your answers can be quickly identified by your team members after you post.
This assignment (and all others in this class) should be written in professional business English. Please use clear, complete and grammatically correct sentences. Before submitting your assignment, be sure to check your text for spelling, grammar, sentence structure and overall clarity and readability. **Please use a spell-check app (e.g., “Grammarly” or the one embedded in your Word program) to correct all errors before pasting your text into your team’s discussion thread. While an occasional typo may not affect your points, informal, non-professional or unedited composition will. (Thank you!)
Submit your post in the discussion text box. Please do not “attach” any part of your response as a separate document. “Attached” documents won’t be opened or graded. Do not reproduce assignment questions – just provide answers. Please do not email your work instead of posting it.
QUESTIONS (1, 2 and 3)
Corporate “Purpose”
This course addresses a core course question: “What is the purpose of the firm?” At a macro level, there are two alternative answers: shareholder theory and stakeholder theory. Generally speaking, the shareholder view of the firm prioritizes the interests of one stakeholder – shareholders — and seeks to maximize profit. The stakeholder view considers the interests of all of the firm’s stakeholders and seeks to provide value for society while making a profit. Review this week’s instructor audio summary for more detail about the two theories.
Many companies today are also articulating a “company-specific” purpose. This statement, explaining why a particular firm uniquely exists, is used to drive strategy and decision-making.
1a. In the CVS case, how does CEO, Larry Merlo formally define the “company-specific” purpose of CVS? HINT: you will find it succinctly stated in 8 words in the print case and in the video.)
1b. Which theory (shareholder or stakeholder) is implied by CVS’ company-specific purpose? Explain why you think so.
1c. In the video, how does Merlo explain how his firm’s company-specific purpose drove the decision to stop tobacco sales? Do you agree? Why?
1d. Which theory (shareholder or stakeholder) would be implied if CVS, having declared its company-specific purpose, continued to sell tobacco products? Explain why you think so.
2. Stakeholder Analysis (2a, 2b, 2c
A “Performace-Expectation Gap” (PE/Gap) results when something a company is actually doing (i.e. some specific “performance”) is different than what one or more stakeholder thinks it should be doing. In this case, CVS is selling tobacco products while a number of stakeholders think it should not.
A PE/Gap is visualized by a graph with two lines – one representing the company’s actual performance regarding some issue and the second depicting the behavior or performance stakeholders expect. (HINT: be sure you can “read” a PE/Gap graph ( see example below) for Quiz 1 and can identify, what each of the two axes represent, which line in the graph is which and why the “gap” between the lines will likely increase over time.)
A growing PE/Gap would have been obvious to Larry Merlo from routine environmental scanning by the firm. (Review for Quiz 1 for the eight environments companies should routinely scan.)
Evidence of a P/E gap should motivate a firm to do something about it! Larry knows it will could CVS more than $2 billion annually in lost revenue if he stops selling tobacco. In weighing whether to do it or not, a prudent step would be to consider the perspectives of relevant stakeholders. Larry likely asked, “How might CVS stakeholders affect or be affected by a decision to ban tobacco products?”
“Stakeholder analysis” is a management tool used to inform organizational decisions – including, as in this case, whether or how to respond to a specific public issue. This step requires identifying the full range of stakeholders whose interests and positions on the issue or decision are relevant. (Hint: Review the “four questions” required in doing stakeholder analysis. The first one is “Who are the relevant stakeholders?”)
2a) Who are the relevant stakeholders in this case? Identify all of the stakeholders you think could affect or be affected by a CVS decision to stop selling tobacco products. Construct a chart like the one below. (Do this in a Word document that you can later embed into the text of your submission. See instructions at end of this note.
Stakeholder Chart 3.png
List stakeholders in the left column, grouped as either “market stakeholders” or “non-market stakeholders.” (Hint: Both market and non-market stakeholders can affect or be affected by the firm. What distinguishes the two categories is that market stakeholders engage in economic exchanges with the firm in the normal conduct of its business, while non-market stakeholders do not.)
(Note: the sample chart is generic. The number of rows in the chart is not meant to indicate how many relevant stakeholders there may be in this particular case or the number of stakeholders that are market or non-market stakeholders. Missing a relevant stakeholder can have significant consequences for a firm – so cast a wide net to identify them!
Begin by re-reading the mini-case. The mini-case has 10 paragraphs. Every paragraph references at least one and some acknowledge multiple stakeholders!
You can also consult — but should not emulate verbatim — the general stakeholder “categories” listed in Exhibit 1.B in Chapter One — understanding that not all of those “categories” may be relevant to every case and many of them are far too broad to be used in most analyses. If a general category seems relevant in a case, don’t stop there. Give careful thought about exactly who that category might represent. There may be more than one case-specific stakeholder in a category (sometimes many). If so, it would be inaccurate — and potentially dangerous –for a firm to treat those multiple stakeholders as if they were a homogeneous group. For example, “employees” is a generic category in Exhibit 1B, but every organization has many types and levels of employees and each may relate to or be affected by an issue very differently. If so, each should be listed as a separate stakeholder. The same may be true of other stakeholder “categories”, including customers, shareholders, governments, etc. Your stakeholder list should be as specific as possible. The less specific it is, the less useful your stakeholder analysis will be.
2b). Add to the chart the key interests of each stakeholder you listed. Be brief, but specific, in describing stakeholder interests. (Complete sentences are not necessary.)
2c). What type and level of power(s) does each stakeholder you listed possess as relates to this case? (Hint: “Chapter One discusses five types of power : voting, economic, political, legal and informational. A stakeholder could have more than one source of power. After identifying the appropriate types of power a stakeholder may have, can you think how they might be actually used in the specific situation you are studying?).
Stakeholder Mapping (3a, 3b, 3c, 3d, 3e)
After identifying all of the firm’s relevant stakeholders, relative to a given issue, you can use that data to construct a stakeholder “map.”
A stakeholder map is a visual management tool that helps a company to very quickly see the “big picture” regarding stakeholder positions on a specific issue or a decision. A stakeholder map does not explicitly “tell” a company what to do. Rather, it compares stakeholder positions on an issue or a decision and provides insights about their potential to respond to, affect or be affected by it.
Review how to create a stakeholder map in Chapter One. Stakeholders are positioned on the map along a continuum. Will stakeholders oppose, support or take a neutral position on a CVS decision to stop selling tobacco? Label the left-hand side of the map “Oppose” (meaning those positioned on left half of the map would oppose a CVS decision to stop tobacco sales). Label the right-hand side “Support” (meaning stakeholders on that side would support the decision). If a stakeholder is neutral, place it in the middle. The vertical axis will indicate a stakeholder’s “power” or influence low to high and relative to that of other stakeholders) on the issue.
3a) Place each stakeholder in your chart where you think it would appear on the map. (Be prepared to defend your placement). Place stakeholders individually. (Rarely would any two stakeholders have exactly the same influence or take exactly the same position on an issue.)
(Example: Suppose you listed “general public” as a non-market stakeholder. The case tells us that 2/3 of American’s (i.e. the “general public”) think pharmacies should not sell tobacco products. Based on that knowledge, on which side of the map would you place this stakeholder? On that side of the map, will you place it high, mid-way or low? This depends on your knowledge or interpretation of how much power this stakeholder has as relates to the issue and compared to other stakeholders. )
Below is a generic sample of a stakeholder map (not associated with the CVS case). Each oval represents one specific stakeholder. (A title for each stakeholder would appear in its respective oval.)
*MAP TABLE (additional materials)
Hint: Notice no two stakeholders in the sample map occupy exactly the same space. Some may have fairly close positions on the issue (oppose or support), but seem to have different levels of influence or power. The goal is to place each stakeholder as precisely as you can. Never “clump” a number of different stakeholders together in one oval. Doing so would render your map useless.
3b) Maps sometimes provide insight about possible stakeholder coalitions that could form for or against a decision. But be very careful and cautious. Coalitions are rare. They require not just having similar positions on an issue, but the ability of two or more stakeholders to recognize one another, communicate, organize, collaborate and support and manage their mutual response to that issue. Ask yourself if it’s logical and likely that stakeholders can or are willing to do that. (For example, suppose customers, the general public, shareholders and governments appear on a map in close proximity. Could they collaborate? Very likely not! None of these parties can be identified or contacted by the other two!)
3c) Interpret your stakeholder map. What can be learned from it?
3d) Does your analysis support Larry Merlo’s actual decision in 2014 to stop selling tobacco products? Why or why not? State and defend your position.
3e) Which of the four stages in the business-stakeholder relationship defined in Chapter 2 (inactive, reactive, proactive interactive) do you think best describes CVS at the time of the case? Explain why.
After the due date for this assignment, Part 2 of the assignment will be available in the Week One module identified as “CVS case continued.”
Book Title: Business and Society: Stakeholders, Ethics, Public Policy. 16th. Ed.).
Authors: Lawrence and Weber
Publisher: McGraw-Hill

Review the following scenario: An aircraft manufacturing company located in Cali

Review the following scenario:
An aircraft manufacturing company located in California, with contacts in the U.S. government, had a data breach. Data stolen included employee records containing employee names, addresses, social security numbers, and bank account numbers. It also included current aircraft blueprints. It was determined that the breach occurred due to an open remote access computer an employee set up with a simple password, for ease of working from home.
After reviewing the scenario, list the laws that impact this data breach. Describe the steps the company has to take in order to comply with the identified laws. Also, describe the IT controls the company needs to set up for information security in order to prevent a similar breach in the future.
You must cite examples from state breach notification laws and FISMA.

The Entrepreneurial Mind: Putting it all Together Throughout this course, we hav

The Entrepreneurial Mind: Putting it all Together
Throughout this course, we have discussed many of the qualities and skills required for a successful entrepreneur.
This assignment follows on from the first reflective assignment we completed earlier and is the next step on your pathway to success.
We now need to ‘Put to altogether’
Reflect on your responses in assignment 1.
The handout is also available in the resources section of ENGAGE for ease of downloading.
please find the assignment number #3 to solve questions.
a background on me.:
i am a bakery owner and soon to open a restaurant/Bakery.
i am very passionate and a creative thinker. please find my first assignemt also attached below for information you might need.

Opportunities come from many dynamics. Listed below are some of the sources that

Opportunities come from many dynamics. Listed below are some of the sources that cause industries to change and at the same time provide opportunities for the nimble firm to gain competitive advantages in servicing society within the industry:
Societal views
Government or regulation
Taste and preferences
Demographics – age, income, health, population growth
Sensitivity to price – normal good or an inferior good
Customers informed or uniformed about features like quality, safety
Demand — is it stable or cyclical
Last week strategic information is repeated here: Week 5 Discussion Company Information.docx
Last week we used the strategy and qualitative information provided to identify the current competitive positioning of four companies in the restaurant industry, Chipotle, McDonalds, Starbucks, and Yum Brands. Each of these restaurants has a unique strategy in place right now. This week’s discussion addresses how environmental dynamics influence the firms and create the need for new projects for a particular company.
Specifically, you need to think about how changes in one or more of the variables listed above interacts with the companies existing strategy to create the demand for a new project for a particular company. Please describe what you believe to be a viable project for one of the companies using a couple of paragraphs.
The first paragraph should describe how the environmental dynamic (from the list above) could change the industry.
The second paragraph should describe how the company’s strength (derived from prior readings or research on the company) can be used to meet this dynamic in a positive way that benefits both society and the company.
In the third paragraph, please discuss a couple of the initial up-front costs you believe are necessary to get the project up and running and what you believe to be the benefits received when the project is operational.

In your experience, how has the power within your business organization affected

In your experience, how has the power within your business organization affected you? Do you see it as a right given to others by their position or do you see it as a purely political situation that many people take advantage of?
Each discussion question response must contain at least two peer-reviewed references and be written in the third person.

Taking the core themes from the course students will develop a short “Research p

Taking the core themes from the course students will develop a short “Research paper” on “The Future of Supply Chain” of the Healthcare Industry. Add Scor Model level 1 to 3.
The work must include a
A map of the current organization of the supply chain in the industry/ sector
A strategic analysis of the issues that would be confronting the industry/ sector going into the future with relevant secondary data
Evaluation of how these future issues are going to impact the supply chain design and operations of the industry/ sector with appropriate rationale
Propose design and operation of a new configuration of supply chain.
You are required to demonstrate the following knowledge and skills in this assessment
Demonstrate application of relevant frameworks and concepts in the analysis
Demonstrate Quality and extent of research and use of information
Demonstrate the Quality of discussion and reflection in developing arguments (25%),
Demonstrate the use of managerial report effectively to convey your results to senior managers
Organization of report and referencing (25%)

Typical section of the submission projects: • Abstract • Executive summary • Int

Typical section of the submission projects:
• Abstract
• Executive summary
• Introduction
• Methodology
• Finding
• Discussion particular implication
It important to go thru then below attachment:
• Instruction for the project
• Define the Problem and analysis
• Survey and the analysis report
• General information about the program and king saud university
• Problem and suggestion for solve
• To improve the executive master program in king Saud university .
• Focus on the registration and LMS
• To give students more flexibility in register and choice of subjects and instructor.