please do presentation slides with speaking notes on film (“Devil Wears Prada”)
please do presentation slides with speaking notes on film (“Devil Wears Prada”) covering theses the questions below:
1)What questions (ethical) is the director asking?
2) How do the scenes/characters link to each other and to the director’s questions?
3) What are the specific business ethics at stake? For Instance: a) Working conditions . d) Accounting Fraud b) Affirmative Action . e) Social Media Policies c) Whistle blowing . f) Surveillance Violations.
4)What ethical questions are prompted by this film?
Appendix 1.A Strategic Audit of a Corporation I. Current Situation Current Performance
of The Shoemaker and the Tea Party: Memory and the American Revolution by Alfred F. Young History Assignment Help Appendix 1.A Strategic Audit of a Corporation
I. Current Situation
Current Performance
How did the corporation perform in the past year overall in terms of return on investment, market share, and profitability?
Strategic Posture
What are the corporation’s current mission, objectives, strategies, and policies?
Are they clearly stated, or are they merely implied from performance?
Mission: What business(es) is the corporation in? Why?
Objectives: What are the corporate, business, and functional objectives? Are they consistent with each other, with the mission, and with the internal and external environments?
Strategies: What strategy or mix of strategies is the corporation following? Are they consistent with each other, with the mission and objectives, and with the internal and external environments?
Policies: What are the corporation’s policies? Are they consistent with each other, with the mission, objectives, and strategies, and with the internal and external environments?
Do the current mission, objectives, strategies, and policies reflect the corporation’s international operations, whether global or multidomestic?
II. Corporate Governance
Board of Directors
Who is on the board? How many are internal (employees) or external members?
Which board members own significant shares of stock? What percentage?
Is the stock privately held or publicly traded? Are there different classes of stock with different voting rights?
What do the board members contribute to the corporation in terms of knowledge, skills, background, and connections? If the corporation has international operations, do any board members have international experience? Are board members concerned with environmental sustainability?
How long have the board members served on the board?
What is their level of involvement in strategic management? Do they merely rubber-stamp top management’s proposals or do they actively participate and suggest future directions? Do they evaluate management’s proposals in terms of environmental sustainability?
Top Management
What person or group constitutes top management?
What are top management’s chief characteristics in terms of knowledge, skills, background, and style? If the corporation has international operations, does top management have international experience? Are executives from acquired companies considered part of the top management team?
Has top management been responsible for the corporation’s performance over the past few years? How many managers have been in their current position for less than three years? Were they promoted internally or externally hired?
Has top management established a systematic approach to strategic management?
What is top management’s level of involvement in the strategic management process?
How well does top management interact with lower-level managers and with the board of directors?
Are strategic decisions made ethically in a socially responsible manner?
Are strategic decisions made in an environmentally sustainable manner?
Do top executives own significant amounts of stock in the corporation?
Do you believe that top management is sufficiently skilled to cope with likely future challenges?
III. External Environment: Opportunities and Threats (SWOT)
Natural Physical Environment: Sustainability Issues
What forces from the natural physical environment are currently affecting the corporation and the industries in which it competes? How would you categorize current or future threats? Opportunities?
Climate, including global temperature, sea level, and fresh water availability
Weather-related events, such as severe storms, floods, and droughts
Solar phenomena, such as sunspots and solar wind
Do these forces have different effects in other regions of the world?
Societal Environment
What general environmental forces are currently affecting both the corporation and the industries in which it competes? Which present current or future threats? Opportunities?
Economic
Technological
Political–legal
Sociocultural
Are these forces different in other regions of the world?
Task Environment
What forces drive industry competition? Are these forces the same globally or do they vary from country to country? Rate each force as high, medium, or low.
Threat of new entrants
Bargaining power of buyers
Threat of substitute products or services
Bargaining power of suppliers
Rivalry among competing firms
Relative power of unions, governments, special interest groups, etc.
What key factors in the immediate environment (that is, customers, competitors, suppliers, creditors, labor unions, governments, trade associations, interest groups, local communities, and shareholders) are currently affecting the corporation? Which are current or future threats? Opportunities?
Summary of External Factors (List in the EFAS Table 4–5)
Which of these forces and factors are the most important to the corporation and to the industries in which it competes at the present time? Which will be important in the future?
IV. Internal Environment: Strengths and Weaknesses (SWOT)
Corporate Structure
How is the corporation structured at present?
Is the decision-making authority centralized around one group or decentralized to many units?
Is the corporation organized on the basis of functions, projects, geography, or some combination of these?
Is the structure clearly understood by everyone in the corporation?
Is the present structure consistent with current corporate objectives, strategies, policies, and programs, as well as with the firm’s international operations?
In what ways does this structure compare with those of similar corporations?
Corporate Culture
Is there a well-defined or emerging culture composed of shared beliefs, expectations, and values?
Is the culture consistent with the current objectives, strategies, policies, and programs?
What is the culture’s position on environmental sustainability?
What is the culture’s position on other important issues facing the corporation (that is, on productivity, quality of performance, adaptability to changing conditions, and internationalization)?
Is the culture compatible with the employees’ diversity of backgrounds?
Does the company take into consideration the values of the culture of each nation in which the firm operates?
Corporate Resources
Marketing
What are the corporation’s current marketing objectives, strategies, policies, and programs?
Are they clearly stated or merely implied from performance and/or budgets?
Are they consistent with the corporation’s mission, objectives, strategies, and policies, and with internal and external environments?
How well is the corporation performing in terms of analysis of market position and marketing mix (that is, product, price, place, and promotion) in both domestic and international markets? How dependent is the corporation on a few customers? How big is its market? Where is it gaining or losing market share? What percentage of sales comes from developed versus developing regions? Where are current products in the product life cycle?
What trends emerge from this analysis?
What impact have these trends had on past performance and how might these trends affect future performance?
Does this analysis support the corporation’s past and pending strategic decisions?
Does marketing provide the company with a competitive advantage?
How well does the corporation’s marketing performance compare with that of similar corporations?
Are marketing managers using accepted marketing concepts and techniques to evaluate and improve product performance? (Consider product life cycle, market segmentation, market research, and product portfolios.)
Does marketing adjust to the conditions in each country in which it operates?
Does marketing consider environmental sustainability when making decisions?
What is the role of the marketing manager in the strategic management process?
Finance
What are the corporation’s current financial objectives, strategies, policies, and programs?
Are they clearly stated or merely implied from performance and/or budgets?
Are they consistent with the corporation’s mission, objectives, strategies, and policies, and with internal and external environments?
How well is the corporation performing in terms of financial analysis? (Consider ratio analysis, common size statements, and capitalization structure.) How balanced, in terms of cash flow, is the company’s portfolio of products and businesses? What are investor expectations in terms of share price?
What trends emerge from this analysis?
Are there any significant differences when statements are calculated in constant versus reported dollars?
What impact have these trends had on past performance and how might these trends affect future performance?
Does this analysis support the corporation’s past and pending strategic decisions?
Does finance provide the company with a competitive advantage?
How well does the corporation’s financial performance compare with that of similar corporations?
Are financial managers using accepted financial concepts and techniques to evaluate and improve current corporate and divisional performance? (Consider financial leverage, capital budgeting, ratio analysis, and managing foreign currencies.)
How does finance adjust to the conditions in each country in which the company operates?
How does finance cope with global financial issues?
What is the role of the financial manager in the strategic management process?
Research and Development (R&D)
What are the corporation’s current R&D objectives, strategies, policies, and programs?
Are they clearly stated or merely implied from performance or budgets?
Are they consistent with the corporation’s mission, objectives, strategies, and policies, and with internal and external environments?
What is the role of technology in corporate performance?
Is the mix of basic, applied, and engineering research appropriate given the corporate mission and strategies?
Does R&D provide the company with a competitive advantage?
What return is the corporation receiving from its investment in R&D?
Is the corporation competent in technology transfer? Does it use concurrent engineering and cross-functional work teams in product and process design?
What role does technological discontinuity play in the company’s products?
How well does the corporation’s investment in R&D compare with the investments of similar corporations? How much R&D is being outsourced? Is the corporation using value-chain alliances appropriately for innovation and competitive advantage?
Does R&D adjust to the conditions in each country in which the company operates?
Does R&D consider environmental sustainability in product development and packaging?
What is the role of the R&D manager in the strategic management process?
Operations and Logistics
What are the corporation’s current manufacturing/service objectives, strategies, policies, and programs?
Are they clearly stated or merely implied from performance or budgets?
Are they consistent with the corporation’s mission, objectives, strategies, and policies, and with internal and external environments?
What are the type and extent of operations capabilities of the corporation? How much is done domestically versus internationally? Is the amount of outsourcing appropriate to be competitive? Is purchasing being handled appropriately? Are suppliers and distributors operating in an environmentally sustainable manner? Which products have the highest and lowest profit margins?
If the corporation is product-oriented, consider plant facilities, type of manufacturing system (continuous mass production, intermittent job shop, or flexible manufacturing), age and type of equipment, degree and role of automation and/or robots, plant capacities and utilization, productivity ratings, and availability and type of transportation.
If the corporation is service-oriented, consider service facilities (hospital, theater, or school buildings), type of operations systems (continuous service over time to the same clientele or intermittent service over time to varied clientele), age and type of supporting equipment, degree and role of automation and use of mass communication devices (diagnostic machinery, video machines), facility capacities and utilization rates, efficiency ratings of professional and service personnel, and availability and type of transportation to bring service staff and clientele together.
Are manufacturing or service facilities vulnerable to natural disasters, local or national strikes, reduction or limitation of resources from suppliers, substantial cost increases of materials, or nationalization by governments?
Is there an appropriate mix of people and machines (in manufacturing firms) or of support staff to professionals (in service firms)?
How well does the corporation perform relative to the competition? Is it balancing inventory costs (warehousing) with logistical costs (just-in-time)? Consider costs per unit of labor, material, and overhead; downtime; inventory control management and scheduling of service staff; production ratings; facility utilization percentages; and number of clients successfully treated by category (if service firm) or percentage of orders shipped on time (if product firm).
What trends emerge from this analysis?
What impact have these trends had on past performance and how might these trends affect future performance?
Does this analysis support the corporation’s past and pending strategic decisions?
Do operations provide the company with a competitive advantage?
Are operations managers using appropriate concepts and techniques to evaluate and improve current performance? Consider cost systems, quality control and reliability systems, inventory control management, personnel scheduling, Total Quality Management (TQM), learning curves, safety programs, and engineering programs that can improve efficiency of manufacturing or of service.
Do operations adjust to the conditions in each country in which it has facilities?
Do operations consider environmental sustainability when making decisions?
What is the role of the operations manager in the strategic management process?
Human Resources Management (HRM)
What are the corporation’s current HRM objectives, strategies, policies, and programs?
Are they clearly stated or merely implied from performance and/or budgets?
Are they consistent with the corporation’s mission, objectives, strategies, and policies and with internal and external environments?
How well is the corporation’s HRM performing in terms of improving the fit between the individual employee and the job? Consider turnover, grievances, strikes, layoffs, employee training, and quality of work life.
What trends emerge from this analysis?
What impact have these trends had on past performance and how might these trends affect future performance?
Does this analysis support the corporation’s past and pending strategic decisions?
Does HRM provide the company with a competitive advantage?
How does this corporation’s HRM performance compare with that of similar corporations?
Are HRM managers using appropriate concepts and techniques to evaluate and improve corporate performance? Consider the job analysis program, performance appraisal system, up-to-date job descriptions, training and development programs, attitude surveys, job design programs, quality of relationships with unions, and use of autonomous work teams.
How well is the company managing the diversity of its workforce? What is the company’s record on human rights? Does the company monitor the human rights record of key suppliers and distributors?
Does HRM adjust to the conditions in each country in which the company operates? Does the company have a code of conduct for HRM for itself and key suppliers in developing nations? Are employees receiving international assignments to prepare them for managerial positions?
What is the role of outsourcing in HRM planning?
What is the role of the HRM manager in the strategic management process?
Information Technology (IT)
What are the corporation’s current IT objectives, strategies, policies, and programs?
Are they clearly stated or merely implied from performance and/or budgets?
Are they consistent with the corporation’s mission, objectives, strategies, and policies, and with internal and external environments?
How well is the corporation’s IT performing in terms of providing a useful database, automating routine clerical operations, assisting managers in making routine decisions, and providing information necessary for strategic decisions?
What trends emerge from this analysis?
What impact have these trends had on past performance and how might these trends affect future performance?
Does this analysis support the corporation’s past and pending strategic decisions?
Does IT provide the company with a competitive advantage?
How does this corporation’s IT performance and stage of development compare with that of similar corporations? Is it appropriately using the Internet, intranet, and extranets?
Are IT managers using appropriate concepts and techniques to evaluate and improve corporate performance? Do they know how to build and manage a complex database, establish Web sites with firewalls and virus protection, conduct system analyses, and implement interactive decision-support systems?
Does the company have a global IT and Internet presence? Does it have difficulty with getting data across national boundaries?
What is the role of the IT manager in the strategic management process?
Summary of Internal Factors (List in the IFAS Table 5–2)
Which of these factors are core competencies? Which, if any, are distinctive competencies? Which of these factors are the most important to the corporation and to the industries in which it competes at the present time? Which might be important in the future? Which functions or activities are candidates for outsourcing?
First paragraph: Ecotourism is considered one of the pillars and objectives of
First paragraph:
Ecotourism is considered one of the pillars and objectives of the reserve, through which the goals and vision of the reserve are achieved by promoting development and revitalizing tourism and environmental tourism, and protecting the cultural heritage for future generations such as folk customs and traditions, games and poetic songs, and others. (ITBA,2022)
Eco-tourism include the following:
natural assets
Historical Origins
cultural assets
Cultural Programs
Heritage and culture
Second paragraph:
The Imam Turki bin Abdullah Royal Reserve is the second largest in the Kingdom of Saudi Arabia. The reserve is located in the northeastern part of the Kingdom of Saudi Arabia, with an area of 91,500 km2. (ITBA,2022)
Strategic goals:
• The first goal (Biodiversity conservation and plant resettlement)
• The second goal (preserving historical and cultural assets and restoring their prosperity)
• The third goal (involving the local community and creating a positive socio-economic impact)
• Fourth Objective (Provide an eco-tourism experience and sustainable fishing with international standards for visitors)
• The fifth goal (cooperating with specialized partners and stakeholders to achieve sustainability)
Problem Statemen :The lack of a place of information’s about the eco-tourism places that we have inside the natural reserve in Saudi Arabia. Most people do not know about the eco-tourism that we have in country, or even they don’t have any knowledge about the new royal natural reserve. Also, most people don’t know that inside the royal natural reserve we have the best destinations for eco tourism inside the country.
Make the Schedule as paragraph:
Primary
Secondary
Demographic
Age from 22-50 years. Both genders. Middle to upper class. Students and employees.
Age from 22-50 years. Both genders. Middle to upper class. Tourist people
Psychographic
People who likes to try new things. People who love adventures. People who likes to spend time with their families and friends. people who likes to travel in the weekend.
People who likes to try new things. People who love adventures. People who likes to travel. People who likes to visit other countries for eco-tourism. tourist who have love to arrangve plan in Saudi Arabia.
Behavioral
Seek eco-tourism places inside the kingdom, they take recommendations from friends & family, they are looking for places where they can usually go to.
Seek the nearest eco-tourism destinations. Nice and good places to visit. Take recommendations from others.
Geographic
Saudi Arabia
International
2 Running head: GUIDED IMAGERY AND PROGRESSIVE MUSCLE RELAXATION 2 Outlines Outlines
2
Running head: GUIDED IMAGERY AND PROGRESSIVE MUSCLE RELAXATION
2
Outlines
Outlines provide a basic structure to follow as you develop your paper. Writing an outline can help you organize your thoughts and ensure you have included all the necessary sections to your paper. Referring to the rubric for your assignment is a good way to check what sections are required.
To write an outline:
Determine what points to include in your paper.
Organize your points in a logical order.
Group points into main topics and subtopics within those main topics.
If your paper will use headings, include them as points in your outline.
Topics do not need to be headings; they may just be paragraphs.
Use headings according to the rules of the style your paper will use (APA, MLA, or Turabian).
Using the multilevel list option in Microsoft Word can help format your outline clearly.
The multilevel list setting is part of the paragraph menu:
Click on the icon for multilevel list and choose the style you want to use.
Use the “Decrease indent” or “Increase indent” buttons next to the multilevel list setting to change the level of a point.
APA 7th Edition or MLA 8th Edition Outlines
APA 7th Edition and MLA 8th Edition do not specify a style for outlines. The default multilevel list option is used for the Topic Outline Example below. This example outline is for the “APA 7th Edition Student Sample Paper”, located in the Student Success Center’ Writing Center, under Examples of Writing Assignments.
There are many ways to word an outline, including using either full sentences or just short phrases. APA 7th Edition and MLA 8th Edition do not specify either way.
Topic Outline Example
Introduction
Background on stress treatment
Definition of guided imagery
Definition of progressive muscle relaxation
Support for group therapy
Purpose of the review and thesis statement
Guided imagery
Features of guided imagery
History of guided imagery
Current research on use of guided imagery
Guided imagery in group psychotherapy
Benefits to treatment
Empirical studies
Studies regarding physical healing
Studies regarding pain
Research in groups
Progressive muscle relaxation
Features of progressive muscle relaxation
History of progressive muscle relaxation
Current research on use of progressive muscle relaxation
Progressive muscle relaxation in group therapy
Benefits to treatment
Empirical studies
Study with heart failure patient
Studies with large non-treatment groups
Guided imagery and muscle relaxation in group therapy
Conclusion
Limitations of existing research
Directions for future research
Turabian 9th Edition
For Turabian 9th Edition there is a specific numbering style. Write in complete sentences that have ending punctuation. Capitalize using sentence style capitalization. This style has been added to the multilevel list styles in this Word document so it may be used as a template.
Level one is a capitalized Roman numeral with a period and a space after it.
Level two is a capital letter with a period and a space after it.
Level three is an Arabic numeral with a period and a space after it.
Level four is a lowercase letter with a parenthesis and a space after it.
Level five is an Arabic numeral enclosed in parentheses with a space after it.
Level six is a lowercase letter enclosed in parentheses with a space after it.
Level seven is a lowercase Roman numeral with a parenthesis and a space after it.
Sentence Outline Example in Turabian 9th Edition Style
This example sentence outline is for the “APA 7th Edition Student Case Study Example” located in the Student Success Center’s Writing Center, under Examples of Writing Assignments.
Though this is the order of numbering specified in Turabian 9th Edition, APA 7th Edition and MLA 8th Edition Style outlines may use it as well, as they do not specify numbering.
The case presentation introduction should include an overview of what should appear in a case presentation.
The subjective data section should come from direct interaction with the patient.
The data report should begin with patient reported symptoms.
The report should also include patient medical history.
The objective data section should come from physical examinations and laboratory testing.
The objective data should include vital signs.
It should also include laboratory tests.
It should also include the results of physical examinations.
It should also include current medications.
Nursing diagnoses should summarize treatment concerns.
The plan and interventions section should cover what will be used with the patient.
The plan of care report will include both active interventions and patient involvement and education.
The plan of care report for the second condition will include the same parts as for the first.
The evaluation section will cover how to evaluate the outcomes of the interventions.
The first part of the evaluation should include the methods for evaluating the success of interventions.
The second part of the evaluation sections should state research questions.
The paper will end with a summary of the case and outcomes.