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Case Study: Lakewood Assessment History Assignment Writing Help

Case Study: Lakewood Assessment

Question 1

It was difficult for Lakewood to incorporate and become a city since it could not finance critical activities in a town. In particular, residents of Lakewood feared that they would have to pay high taxes to fund city activities such as garbage collection, security, and development activities. In return, Lakewood residents opposed the incorporation plan upon its proposition by Ben Weingart.

Question 2

            Regarding the basics of the Lakewood plan, Todd suggested that the incorporation plan would only work if the county agreed to contract with Lakewood in the development of the municipal services. The move would oversee the reduction of development cost since the residents would finance the contract on low taxes compared to the prior alternative, where Lakewood had to develop its activities on its own despite incorporation. Similarly, the plan had a basis on the exclusion of various municipal property taxes that further regulated the fee to be paid by Lakewood residents. The multiple changes oversaw the incorporation of Lakewood in 1954 and the development of the Lakewood plan.

Question 3

Concerning the influence of Lakewood’s plan on Los Angeles, it oversaw the incorporation of more cities to Los Angeles upon which they would pay low taxes to meet the municipality activities more so police patrol and law enforcement. The move further helped Los Angeles to contract annexed at low cost, which would be catered for by the taxpayers. Similarly, the Lakewood plan oversaw the incorporation of cities by California upon which it would offer California Highway Patrol to serve the municipality. However, the rise of opposition against Lakewood’s plan in 1954 managed to annex cities under California, which oversaw the dismissal of the California Highway Patrol. The period led to the annexation of 175 square miles who developed contracts with bigger cities.

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The Six Dimensions of Wellness Model ap art history homework help: ap art history homework help

The Six Dimensions of Wellness Model

Change in a Company.

In recent times, most companies are in the state of flux because they respond fast to the external business environment. Workplace processes, strategies, and systems must change persistently and evolve for organizations to be competitive in their respective industries. The change affects an essential aspect of the company, which is the people. The loss of employees is costly because of the recruitment costs as well as the time involved in getting new employees. Every time employees leave the organization, crucial intimate knowledge of the company often goes with them. Thus, companies should often reconsider terminating employees from their duties and employing others because there will be a significant financial implication in terms of hiring other employees. For Pegasus Company to implement change, it needs to consider some aspects like; clearly defining the change, and aligning it to the goals of the business, determining impacts and the people who will be affected, coming up with a communication strategy, providing adequate training, and implementing a support structure.    

For Pegasus Company to be successful in change reorganization, it should embrace a change management plan, which will help to support a smooth transition as well as make sure that the employees get thorough guidance through the change journey. The fact is that over 70% of the initiatives of most organizations to change often fail because of unproductive management behavior and the negative attitude of the employees (Courtney, 2016). Therefore, in this case, Pegasus Company should first ensure that it prepares its employees for the change, for them to develop the right attitude. Employees do not like being ambushed over aspects of the company that relates to change (Courtney, 2016). The earlier they are informed, the better. Otherwise, if employees are ambushed, they will develop a negative attitude, which is not needed for the implementation of change. Just like the other senior members of the company, employees need time to get their things in order before they can accept the changes (Courtney, 2016). They also need time to reflect on what will become of them when the changes are made and how they will cope with what lies ahead of them.

To start the change management reorganization, the first intervention to recommend to the company is clearly defining the change and aligning it to the goals of the business. This first essential step may seem obvious, but most organizations often miss it. Pegasus Company has to ensure that it aligns the changes to the organizational goals. The fact that Pegasus Company has never experienced reorganization, the challenge that the company faces should be pointed out by the management, as it will help them make the appropriate decision concerning change that the company needs. The growth of the company brought about the division of employees by skill group, and people from their various skill groups do not talk to one another except for passing along projects, designs, and other ideas that would help to complete the goals of a project. Thus, it is apparent that the change, which the company will embrace is crucial.

The second intervention is determining the impact of the change, and the people who will be affected. The employees of the company will be the first ones to feel the effect of change, as the various departments will have to be reshuffled. The fact that employees from different departments do not talk is dangerous for the success of the company. Thus reshuffling will help enhance communication skills. Reshuffling helps come up with a communication strategy that the employees cannot escape, and this is the third intervention. The views of the employees are essential, and it is ideal for the company to gather information from the different employees, as it helps know their stand. The fourth intervention is for the company to offer adequate training concerning how it would want change to be implemented. All employees are expected to abide by the laid down rules that help implement change, as long as they align with the goals of the organization. Finally, the company should come up with a support structure that will see to it the changes made are implemented, and that they will enhance the state of the company, and make the working environment better for the employees. Measuring the change process will bring out the effort that the company went through and ascertain whether it was worth it or not. Since the company will have spent money on the whole process of change, it is ideal to confirm that the project was worth the money spent.

For any company to initiate change in its process, it should follow the five interventions as advised by Pegasus Company. Involving an expert to help through with the change process helps to save time and money, and ensure the best possible results to the company. Besides, change entails involving the employees and ensuring that they know what is expected of them because they are an integral part of the company. Change starts with the employees, and when they have the right attitude towards it, they will act accordingly, and the change will bring positive results.

References

Courtney, F. (2016). 6 Steps to Effective Organizational Change Management. Retrieved from https://www.pulselearning.com/blog/6-steps-effective-organizational-change-management/

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Analysis and Presentation of Results apus history essay help

Chapter 4: Analysis and Presentation of Results

The preceding chapter on research methodology highlighted the data collected through the interview method from entrepreneurs to understand their working capital management strategies. Using a qualitative research method, the focus of the study was to uncover and interpret the essence of the participants’ thinking regarding working capital in entrepreneurial firms. This chapter proceeds to the next stage of the research by presenting the results of the data collection process. It also analyses the data in order to understand the strategies used by technology business owners in acquiring and managing working capital in the MENA region. The chapter begins with a description of the profile of the interviewees, followed by an analysis of the different responses based on each of the questions posed in the interview sessions. The candidate read the transcripts several times to have a better and thorough understanding of the data for coding. Based on relevance, the findings of the study were equally substantiated using the literature reviewed in the second chapter. Research findings confirm results from the literature, while other findings extend knowledge in the field. Each time a point was mentioned about a particular theme, the point was highlighted in the same color for ease of comparison and evaluation. Third, similarities and differences in the responses were also identified to evaluate any inconsistencies about how the business manages working capital.   The seven themes identified from the data collection were

Theme 1: Hybrid entrepreneurship

Theme 2: Financing from overseas

Theme 3: Collaborative relationship with suppliers and customers

Theme 4: Revamping the legal and banking structure

Theme 5: Using public relations as a tool

Theme 6: International angel investors, and

Theme 7: Effective working capital strategies.

Demographic characteristics

Question one of the interview protocol was about the respondent’s experience in the business sector, the type of business, services offered, and how the business was financed. Table 1 provides a summary of this information. The background information demonstrates that the interviewees work in varying entrepreneurial positions in technology-oriented companies but with varying sizes and interests.

Table 1

Interviewee profile

Interviewee Code
Company Sector
Business Type
Age
Gender
Services Offered
Source of Finance

C1
Communication
International Telecom
55
Male
Data services
Personal savings

C2
Consultation
Management consulting firm
67
Male
Consultation services around management area
Personal savings

C3
Technology
Cybersecurity and technology integration
50
Male
Internet security services
Loans

C4
Healthcare, automotive, Jewelry and Real Estate
E-commerce and E-business
32
Male
Technology Business services
Personal savings and Bank loans

C5
Technology
Consultation services
53
Male
Technology implementation for small and big business
Personal financing

C6
Petroleum
Oil and gas services
55
Male
Technology advice on their introduction in the oil and gas industry
Personal financing

C7
Technology
Contracting services leveraging on technology
60
Female
Linking customers on available opportunities using the available technology
Personal Financing

C8
Farming
Technology and farming services
48
Male
Linking communities with technology for farming
Personal Financing

Details of Analysis and Results

Theme 1: Hybrid Entrepreneurship

As part of the second section of the interview script, the respondents answered concerning the strategies that work best to acquire and manage working capital for a growing business.  One of the recurring themes from the respondents is hybrid entrepreneurship. This is evidenced by the majority of employees in the different organizations working a full-time job, while at the same time engaging in building a business part-time. An analysis of the responses revealed that the majority of the respondents (9 out of 10) found it necessary to adopt some aspects of hybrid entrepreneurship as a practice of generating working capital for business growth. For instance, interviewee C1 noted, “I am currently running my company which is now about five and a half years old, and essentially, I started that after I left the corporate world, I used to work for.”

Also, respondent C2 observed that “it was March of 2001 I resigned because they were doing hilarious things that none of us understood at the time but not anticipating that it was going to go out of business or anything.”  In this case, having an initial place of work provides the essential capital for venturing into private entrepreneurship.  Additionally, respondent C4 had observed that his father started the company while he was working as a government employee.  While taking into consideration prior research, it has been suggested that there is a need to gather a sufficient amount of resources or investment to enhance a business operation (Cohen and Hochberg, 2014; Kerzner, 2015). The hybrid entrepreneurship has equally been found to leverage on different networks that assist entrepreneurs in sourcing for resources, which they use as working capital for growing their business. C3 observed that he leverages from the existing opportunities in the USA, such as the four percent loan by using a network which he had gathered while working in the USA.

Similarly, respondent C5 noted to have leveraged on connections in a different company in the States, where he had worked to improve his capacity of sourcing for business resources. Interviewee C5 Posited that “at that time, I was working with another company in the States doing virtualization and environmental technology that was like a trend at that time. When I came to Dubai, I looked around to see the trends of all the latest technology trends in the world that I have basically adopted. The concept came about when I had the experience in the States that I was doing, for example, data center virtualization with datacenter, and I had the expertise, but I did not lack the image, but when you come to Dubai, you need to come with a name that nobody takes to you just as a small entrepreneur small business that they have a very difficult time starting.”

Even among the few respondents who indicated that they did not use any referral network or their previous place of employment as a resource. It was clear to them that there would be a likelihood that through networking and relying on resources gathered in their previous employment, they can increase their revenues substantially. Interviewee C8, for instance, posited that “our problem is not proper products, or I don’t even think marketing or even marketing channels is the issue it’s getting the capital to build the products and manufacturing the products has been the issue, which would have been better if we used referrals.”

Theme 2: Financing from Overseas

The majority of the respondents have noted to source their finances from overseas. Overseas financing included merging with subsidiaries in other countries, friends and associates in different countries, and investors. Interviewee C1 noted, “I did try to talk to, and I did talk to quite a lot of western investors in Europe and America.” This is an indication that collaborating with international companies would be a significant source of financial resources in implementing their venture.” Similar findings were evident in the information provided by the respondents. The various sources of financing their operations exploited by the organizations are informed by the need to have a sufficient amount of cash flow or working capital as an essential element of a sustainable business.

Table 2

Summary of Interviewee Opinions and Strategies of Acquiring and Managing Working Capital to Grow Business

 

Interviewee
Strategies for Acquiring and Managing Working Capital to Grow Business

C1
Using the resources gathered from their previous occupation and engaging foreign partners

C2
Partnership and support from government institutions

C3
Engaging partners in previous occupation and investors and plowing back profits from initial company operations

C4
Using the resources gathered from their previous occupation and engaging foreign partners

C5
Borrowing from banks, partners and friends to top-up personal finances

C6
Consolidating finances with the wife and sourcing finances from international conglomerates

C7
Attracting investors to be part of the business, supporting entrepreneurial activity

C8
Engaging partners and organizations interested in humanitarian responsibilities and plans

Theme 3: Collaborative Relationship with Suppliers and Customers

An entrepreneur engages a wide array of stakeholders in managing working capital. With this in mind, the interviewees were asked how they establish a working relationship with both their suppliers and customers. A common recurring theme from the respondents is that they normally get involved in revenue sharing with suppliers and customers.

Nevertheless, an analysis of the different findings demonstrated the existence of mixed views.  The majority of the respondents (C1, C2, C4, C5, C6, C7, and C8) indicated that they made prioritization of their suppliers and customers for the working capital management.  This means that the respondents agreed to the view that an entrepreneur must possess the capability of interacting actively with their suppliers and customers for sourcing resources.  Interviewee C1, for instance, contended with the view by noting that “having more mature people in the businesses you appear to be much bigger than anyone that this is a much bigger company because these guys are there, we know their chemistry like many industries you get to know people.”  To support this view, respondent C3 observed that for the customers “from us managing the personal relationship, so you have to have an account before you do it” while for the suppliers, the respondent noted that “the biggest help I got was from the suppliers because I am not buying products I am buying solutions, so suppliers were willing to provide their solutions to customize, provide the service, and then I pay them after I get paid.” Nevertheless, C4 noted on the existence of a win-win situation where the contractors have to pay back for the services offered by the suppliers with C5 noting the need to have a detailed association with the small and big names to ensure that they are successful in their engagements.

To develop and maintain a collaborative relationship with the suppliers and customers, it is evident from the respondents that companies must segment them, implement interaction models, and set rules of engagement. In the IT sector, success is dependent on the level of collaborative partnerships established between customers and suppliers. This is not always the case as often, issues emerge with customers and suppliers, leading to problems in operations to drive significant gain in resource productivity and, eventually, growth. It is this view that influenced Interviewee C6 to observe the dynamic characteristic of their suppliers and customers complicating their capability of maintaining a progressive win-win relationship hindering the attainment of successful working capital management. In particular, the respondent observed, “So what they did was they affiliated themselves with Boston University, and they brought the curriculum from Boston University to West Africa. And hence it was called the American University of Africa, particularly Equatorial Guinea being an oil and gas producing nation; they had more of an alignment with America.”  This means that stakeholders from one region would not be in a position of serving a client or a stakeholder in a different region due to diversity in their understanding and knowledge they possessed.

A recurring theme, in this case, is the criticality and the desired level of availability of stakeholders irrespective of their roles of the capability of guiding an organization in attaining their short and long-term goals. Interviewee C7 who noted a plausible example, “I leverage other people, so I leverage people at meager contribution rates so that I can get to where I want to go.” This was equally supported by interviewee C8 who observed that “we are working with the people who are interested in funding us in terms of letting them decide the marketing channels in terms of how they want to do that and so that is”.The people in this context represent the suppliers and customers who are consistently engaged with sufficient resources being availed for, ensuring that they are successful in their role. The reviewed literature has supported these views by the respondents about the strategies implemented to establish a working relationship with both suppliers and customers for acquisition and working capital management. Tehseen and Ramayah (2015) study, for instance, observed that entrepreneurs should be competent for managing relationships with their customers and suppliers to gain a competitive advantage. Chen et al. (2015) equally maintained that it is essential to allocate resources that guide an entrepreneurial venture to interact with the suppliers and customers for successful integration of the relationship between entrepreneurial competencies and business success, which can be improved successfully.

Table 3

Strategies Implemented in establishing a working relationship with suppliers and customers to acquire and manage working capital to grow business in MENA.

Interviewee
Strategies for Implementing Working Relationship with Suppliers and Customers

C1
Favorable remuneration to suppliers provided they abide to set regulations, special relationships between the customers and stakeholders

C2
Ensuring that available revenues are actively shared with the suppliers and customers

C3
Active engagement of both the suppliers and customers to understand their needs during financing level

C4
Having elaborate policies between the suppliers and customers to ensure their engagement ina productive environment

C5
Suppliers unique to the organization with customer engagement dependent on their effectiveness

C6
Equal revenue sharing to customers and suppliers

C7
A win-win engagement between suppliers and customers

C8
Timely engagement and remuneration for strategic venture

 

Theme 4: Revamping the Legal and Banking Structure

Different aspects characterize the successful implementation of strategies aimed at acquiring and managing working capital in MENA. The aspects emanate from the consistently evolving market conditions, information asymmetry, and types of capital, relationships, and the role played by the overall entrepreneurial ecosystem. In this case, a set of questions was used in investigating the respondents on the key barriers. From the analysis, it is evident that the recurring themes included the need to revamp the legal structure and the banking structure. Interviewee C1 pointed out that “there are no bankruptcy laws, so do you find that, for example, to be a barrier or do you find that to be even from the angel investor perspective were okay I want to give you more.”  The views were echoed by interviewee C2 who noted that “Dubai government either that or get out and so I was like guys come on, and they don’t want the small and medium-sized companies they say they do, but they don’t.” Also, interviewee C3 and C7 observed that the legal issues often contribute to bureaucracy and fear for financial security for an established business using borrowed finances at the point of break-even. Interviewee C8 who noted, “It’s not so much that we can’t find people to fund this, but they are motivated by greed, so they want 70% of the business or 65% of the business” pointed an interesting situation about the financial barriers. It is these barriers that could be influencing business lending platforms such as Kiva and PayPal Inc., as demonstrated by Ahmed et al., (2016), to eliminate the barriers linked with traditional financing for SMEs. This view was equally echoed by interviewee C1 who provided an example of a friend lending cryptocurrencies and noted that despite the finances being readily available, the documentation is enormous hence acting as a significant hindrance to setting up the company with a delay of up to five years.

The respondents who pointed out the existence of legal barriers as the most prevalent issue (C6 and C7) noted on challenges of being licensed to operate in a specific region and high taxation by individual governments. Interview C6 within this context postulated that “So DMCC yeah we had a DMCC license the main objective of the free zone was for fiscal reasons tax-free right I mean why we would start a business in Spain where we have to pay tax. So, what we did was all the invoicing was done through Dubai.” While also noting that the legal issues characterized by the license of operation and taxation had the most significant implication on cash management. Interviewee C7 observed that in Canada for every finance raised as working capital, almost a similar amount is taxed.

Additionally, the respondent also pointed out the existence of numerous governance issues impacting the extent to which the business is set up. The underlying reason is that in the MENA region, the governments tend to appreciate more the roles played by large corporations and investors to their economy as opposed to SMEs, which are equally instrumental to the success of such economies. The lack of sustainable policies and legal structure for supporting new entrepreneurs in terms of their venture, business environment, unfair competition from large corporations, as well as business institutions, which are heavily financed, ensure this rationale. These findings are supported by Moss et al., (2015), observing that enterprises that are a signal for competitiveness, risk-taking, and independence would leverage from a higher likelihood of receiving funding. This is as opposed to the small businesses that signal courage, empathy, warmth, as well as being more conscientious would less likely receive any funding.

MENA region can be grouped as highly volatile. In this case, managing an entrepreneurial business in an environment characterized by high volatility necessitates the need for having sufficient cash flows and funding. Nevertheless, from the analysis, it is a fact that the funding is not always available, particularly to the new entrepreneurs engaged in establishing new business platforms. Apart from the banking and legal barriers, specific issues highlighted by the respondents lead to limited financing to the entrepreneurs include lack of willingness from potential investors, high costs of business development and marketing, inappropriate revenue sharing with stakeholders and abiding to the traditional business models despite a business being anchored on technology. While giving an example, Respondent C4 noted that “If a bank comes and tells you your dad took 2,000 dirham facilities from us you need to pay it now I am like sue me it’s cheaper for me.” To avoid such pitfalls, respondents C6 postulated on the need of abiding by strong business ethics, having a sustainable relationship with the investors to attract them to invest in their organization and transitioning from the traditional models to the contemporary models of operations.

 

 

 

 

 

 

 

Table 4

Key Barriers to Implementing Strategies for Acquiring and Managing Working Capital in MENA

Interviewee
Key Barriers to Implementing Strategies for Acquiring and Managing Working Capital in the MENA Region

C1
Tax regulations and banking finance complexities

C2
License a major challenge to access and legal constraints

C3
Bureaucracy, security for fear of people think, lack of flexibility on bank financing and cultural issues

C4
Regulations by the Health Authorities regulation, lack of reliability for the financial institutions in access to finances

C5
Financing issues regulations

C6
Banking complexities and bureaucracy in the registration of an entrepreneur

C7
Frustrations in working with different government entities tasked with regulation roles

C8
Lack of readily available financing, unsupportive government regulations

Theme 5: Using Public Relations as a Tool

In light of the identified challenges in the previous question, the respondents were further interviewed on the strategies they tend to put in place for overcoming challenges faced in the acquisition of working capital for their business. The challenges place the entrepreneurs in an inferior position, which could lead to increased interest expenses as well as bankruptcy and credit risk. From the analysis, the emerging themes regarding the best strategy of overcoming the challenges included using public relations as a tool which is identified by the respondents as starting big and acting big as well as having a well-known brand to support their business.

For the respondents who noted on the need to use public relations through starting big and acting big, it is evident that their strategy has guided them in attaining a competitive advantage over their large enterprise’s competitors. In one of the examples, interviewee C2 noted that to mitigate the challenges, “You show up with the best product at the best price in the right quantity at the right time and place, and they’ll buy from you.” As part of acting big through public relations, respondent C3 noted that “relationships are significant like you said the bank manager and understanding the region and understanding how to negotiate with.”  In particular, the respondent observed that through such a practice, it is possible for such an entrepreneur to receive funding within a short duration of request irrespective of the prevailing financial barriers and legal constraints. To demonstrate the extent to which the respondents were ready to put any effort to act big, interviewee C5 noted that “Because of being small I cannot handle … I can only handle a certain number of projects. I don’t extend myself too much.”The findings were equally supported by C4 and C8, who, despite being controversial, recommended using another person’s identity to receive funding from prominent lending companies. The findings from the respondents are in line with Afrifa and Padachi (2016) study that had noted that the conservative strategy and the aggressive strategy are always in contrary outlooks about the impacts of working capital and the levels on company profitability. According to Aktaset al. (2015), such strategies can equally be grouped as working management strategies that enhance business efficiency and success in the long run.

Theme 6: International Angel Investors

Additionally, the use of angel investors was identified by the entrepreneurs as having a positive implication in mitigating the barriers. The effectiveness of the angel investors is informed by the fact that they are international and, as such, are merely affected by the local legal issues and banking restrictions as they can outsource from their countries. Also, the angel investors have a potential of investing online through equity crowdfunding or organizing themselves into networks for pooling their investment capital.  This is evident from interviewee C1 who observed, “I was fortunate enough to find some angel investors, and since that time we haven’t got any external funding.”  In supporting the capability of the angel investors to pool together their resources through a network, respondent C7 underscored that “I mean there are people within my network that would fund me, but you know it’s unrealistic the amount of equity that they would want you to know its silly money.” The view was also supported by respondent C3, C4, and C5, who observed the need to have multiple relationships with international investors who would aid them in sourcing essential credit for their operations.

 

 

 

 

 

 

Table 5

Strategies of Overcoming Challenges when Acquiring Working Capital for the Business in MENA

Interviewee
Strategies of Overcoming challenges when acquiring working capital for business in MENA

C1
The network of operations, excellent relationship with suppliers and transparent information to customers on available stakeholders and addressing the issue of supply and demand

C2
Following the best practice by the American companies, knowledge and expertise management

C3
Adopting a global best practice in operations for control and minimization of financial resources, sustainable network of relationships

C4
Relationships with all the stakeholders

C5
Using customers as the best marketing tool of their products and services, management of their knowledge

C6
A strategic plan that zeroes in on their strengths, weaknesses, opportunities and threats

C7
Successful relationships between all stakeholders and development of knowledge and expertise

C8
Involving a network of stakeholders from different countries and sustainable relationships

Theme 7: Effective Working Capital Strategies

The lastsegment of the interview involved an evaluation of the most effective working capital strategies that are fundamental for technology business owners interested in growing their business in MENA. Based on the responses, the main themes identified included using knowledge and expertise in business development, breaking the network barrier, networking the American way, and using customers to sell services. Interviewee C3 and C4 comprehensively highlighted the aspect of using knowledge and expertise in business development. According to the experience of C2, the relevance of the knowledge and expertise is “today what is some of the fundamental strategies that you have to take as a business owner whether it’s again building relationships working with your supplier through the exercise of knowledge and experience.”

Interviewee C4 added that “as far as a strategy of managing the cash flow, that is one of the strategies and I don’t employ all the resources on the project that’s one thing but the projects where I have to manage knowledge and expertise development for successful development.”Additionally, interviewee C6 underscored that “you know what one of the key skills for an entrepreneur is listening to the ability to sit and listen to your client’s problems.”  This means that there must be sufficient knowledge to be able to succeed as an entrepreneur. The findings are supported by Lilien (2016), who demonstrated that consumers have their personal lives. As such understanding, the products and services will be essential for them by exploiting the expertise of B2B.

Regarding breaking the network barrier, interviewee C8 generated one of the most comprehensive responses. The recommendations from the respondent included establishing a strategic plan, relationship building, and demonstrating that an individual is not a greedy person. This was further supported by respondent C4, C5, and C6. Respondent C6, for instance, observed that “the best way for us to start is to pick the territories where we have relationships because you know any business that is starting from scratch, you need that relationship to the kind of kickstart.” Interviewee C4, on the other hand, introduced a concept of the relationships being an intangible asset. In this case, the respondent noted that “As an asset intangible asset, relationships and your connections with the industry, your connections with other businesses are vital.” In an event such a relationship is established, the respondents noted that an organization ends up using their customers reliably in selling their services. This must, however, be integrated with networking the American way. The respondents indicated that networking the American way is instrumental as they are always successful in cost management. This is supported by Reijonen et al. (2015) review on the B2B companies and B2C companies working in emerging countries.

Summary of Results

This chapter sought to analyze qualitative data about the strategies that technology business owners use to acquire and manage working capital to grow their business in MENA. The analysis reveals several critical findings. First, it indicates that different strategies work best in the acquisition and management of working capital to grow business. In this case, the organizations tend to use hybrid entrepreneurship where they use other projects in funding their cash flow issues.  The findings revealed that through interaction with other stakeholders, it has been possible to gather resources that are critical for organizational success. Second, the study finds that in terms of the strategies implemented to establish a working relationship with suppliers and customers, revenue sharing, and creating a network of relationship has been identified as the most effective strategy. Third, for the challenges in capital management, the majority highlighted the legal and banking structures. This means that the banking system and set legal structures are unfavorable to entrepreneurs.

Nevertheless, the challenges can be mitigated by leveraging public relations and using a foreign entity mainly for angel investing. Lastly, on the capital strategies, it has been identified that networks of relationships must be implemented to create a harmonious interaction, leveraging on customer needs and their involvement in the process, and successful knowledge development. The conclusions from these findings are discussed in-depth in the chapter that follows.

 

Table 6

Summary of Themes

 

S/N
Themes
Summary
Research questions that were answered

1
Hybrid Entrepreneurship
Hybrid entrepreneurship is the strategy that works best in the quest to acquire and manage working capital for a growing business.
What strategies worked best to acquire and manage working capital to grow business?

2
Financing from Overseas
Majority of entrepreneurs source their fund overseas including by merging with subsidiaries in other countries, friends and associates in different countries, and investors
What strategies do technology business owners use to acquire and manage working capital to grow businesses in MENA?

3
Collaborative Relationship with Suppliers and Customers
The majority of entrepreneurs collaborate with their suppliers and customers in revenue sharing.
What were the strategies implemented to establish a working relationship with both suppliers and customers to acquire and manage working capital to grow business in MENA?

4
Revamping the Legal and Banking Structure
The need to revamp the legal structure and the banking structure is the main barrier to the acquisition of working capital for their business.
What were the key barriers to implementing strategies for acquiring and managing working capital in MENA?

5
Using Public Relations as a Tool
The best for overcoming challenges faced in the acquisition of working capital for their business is the use of public relations as a tool for supporting the business
What was the strategy to overcome challenges when acquiring working capital for business in MENA?

6
International Angel Investors
The use of international angel investors is also effective in mitigating the various barriers confronting business operations
What was the strategy to overcome challenges when acquiring working capital for business in MENA?

7
Effective Working Capital Strategies
The most effective working capital strategies include the use of knowledge and expertise in business development, breaking the network barrier, networking the American way, and using customers to sell services.
What are working capital strategies that are fundamental for technology business owners who want to grow their business in MENA?

 

 

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CHICKEN PARMESAN RECIPE ap world history homework help: ap world history homework help

CHICKEN PARMESAN RECIPE

Chicken parmesan is a special meal recommended for a family, especially on unique occasions. This Italian-American traditional dish consists of breaded, fried chicken topped with cheese and tomato sauce, which can either served with pasta, mashed potato, a salad, or steamed veggies. For this reason, I am recommending you to prepare this meal because it is easy enough to make during dinner yet elegant enough to serve your in-laws. However, you need to be careful when following the instructions to achieve the desired outcome. To make sure your chicken parmesan is perfectly prepared, follow these steps, which include my best guidelines on how to make yours the decisive chicken Parmesan.

Ingredients

For the Chicken:

3 large boneless chicken breasts halved horizontally to make 6 fillets

1 pinch salt

Freshly ground black pepper to taste

2 large eggs

½ cup of milk

½ tablespoon of garlic powder

1 cup Panko breadcrumbs or more if required

2 tablespoons all-purpose flour

1 cup olive oil for frying

To prepare the Sauce:

1 large onion chopped

400 g tomato passata

Salt and pepper to taste

2 tablespoon of garlic powder

1 tablespoon olive oil

For The Topping:

250 g mozzarella cheese sliced

1/3 cup fresh shredded parmesan cheese

2 tablespoons fresh chopped parsley

INSTRUCTIONS

For The Chicken:

Preheat oven to 430°F or 220°C
Place 3 large boneless chicken breasts in a tray and slice them to create six pieces of chicken.
Get a big bowl and add all the six pieces of chicken. Add a tablespoon of salt and then cover the chicken with lukewarm water. Massage it very well and let it sit for a while.
Beat eggs in a shallow bowl and add a little milk to your eggs, then set aside.
Season chicken thoroughly with salt, garlic powder, and pepper. Massage it very well to ensure every part of the chicken is well seasoned.
Mix bread crumbs and 1/2 cup Parmesan cheese in a separate bowl, set aside
Place flour in a dish. Coat the chicken breasts with flour thoroughly to seal in the seasoning.
Dip flour-coated chicken breast in beaten eggs.
Transfer chicken breast to breadcrumb mixture, pressing the crumbs into both sides of the breast. Repeat for each piece of the remaining chicken breast and then set aside for about 15 to 20 minutes to marinate.
Heat 1 cup of olive oil in a large skillet on medium-high heat until it starts shimmering. Fry chicken until golden for about 3 to 4 minutes per side. The chicken will finish cooking in the oven to make the outside part to be crispy and the inside to be tender.
Place chicken in a baking dish and top each chicken breast with 1/3 cup of sauce (sauce recipe below). Top each chicken breast with 250 g mozzarella cheese sliced and 1/3 cup freshly shredded parmesan cheese. Sprinkle with 2 tablespoons fresh chopped parsley.
Bake the chicken breast in the preheated oven for about 10 to 15 minutes until when you see the cheese is bubbling and melting.
You can now serve chicken parmesan with mashed potato, a salad, or steamed veggies, but in the image below I have served it with spaghetti noodles and it is delicious.

For the Sauce:

Heat olive oil in a medium-sized pot.
Fry onion until it is clear for about three minutes, and then add 2 tablespoons of garlic powder.
Add 400 g tomato passata, salt and pepper to taste. Cover with lid to simmer for 8 minutes until when you observe that the sauce has thickened. Taste test to confirm if there is any need to add salt and pepper.

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Discussion-Communicating Metrics for Change history assignment help in canada

Discussion-Communicating Metrics for Change

The hiring process is every growing organization’s routine occurrence. It usually happens in order to fill a vacancy that did not exist before or the one left after a promotion. The HR department usually evaluates the effectiveness of its process of hiring and the total expenses that are incurred by the organization during the exercise (Nkomo et al., 2011). The metrics that can be used to determine the extent to which the process is effective, and the total expenses caused by the process are the cost per hire and the time to fill. The time to fill is the most commonly used metric to measure the effectiveness of the hiring process (Twentyman, 2014). It shows the days in number that the organization takes to recruit the best candidate. The number of days is counted from the time the vacancy was posted to the time of acceptance of the offer by the recruit. This metric usually shows the effectiveness of the individuals tasked with the recruitment exercise.

The cost per hire gives the average money amount spent by the organization to complete the hiring exercise. It is mostly used by the organizations to track the hiring budget after creating it. The cost per hire includes both internal and external expenses incurred by the organization in order to fill the position (Pease et al., 2012). Such costs may consist of the incentives offered to employees in order for them to refer suitable candidates, the fees charged for the recruitment software, costs incurred for recruiting events, advertising, relocation, traveling, and administration.

HR can use the time to fill to track the number of days it uses to get a new employee for a specific position (Pease et al., 2012). This metric can give an estimation of the time it will take the same organization to recruit for such a position in the future. It will also help the department to identify the gaps in the recruitment process so that it can put measures to fill them. If the process is lengthy and costly, the department can evaluate measures it will use to shorten it and cut costs.

The HR department can use cost per hire to evaluate the hiring.  It is through this metric that it can evaluate the value of each channel and activity involved in hiring. The department can, therefore, eliminate the processes that are not necessary and employ the recruitment channels that are effective and less costly. There are a number of data sources for cost per hire and time to fill metrics. These include employee surveys, attendance records, promotion and salary history, history of employee’s work, and personality data (Woodward, 2017). These data sources give finer details about the employees and, thus, a clear picture of the organization. Such details include the time it took for the employees to get to the positions they occupy in the organization, the starting salary, the promotions that they have been offered, and the challenges they face as they serve in their positions. This information helps the company identify weaknesses and ways of improving in order for it to remain relevant in the market and thus influence the profits it earns.

Proper articulation of the picture of a successful strategy can help the HR department to communicate any changes made in the organization’s practices of hiring (Nkomo et al., 2011). When the goals to be achieved by the change are made clear, the performance becomes on-target. A clear success scorecard spells out what the team expects and what the organization stands to achieve when this change is implemented. Clear communication of this change will help the team to stay focused. It will also fasten the process and ensure its sustainability.

References

Nkomo, S. M., Fottler, M. D., & McAfee, R. B. (2011). Human resource management applications: cases, exercises, incidents, and skill builders. Cengage Learning.

Pease, G., Byerly, B., & Fitz-enz, J. (2012). Human capital analytics: How to harness the potential of your organization’s greatest asset (Vol. 64). John Wiley & Sons.

Twentyman, J. (2014, June 5). Your guide to HR analytics. HR Magazine. Retrieved from https://www.hrmagazine.co.uk/article-details/your-guide-to-hr-analytics

Woodward, M. W. (2017, June 12). How to make HR analytics simple and human. SHRM. Retrieved from https://www.shrm.org/hr-today/news/hr-magazine/0617/pages/how-to-make-hr-analytics-simple-and-human.aspx

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