Category: Corporate Finance & Strategic Management

[Solved] Financial

✓ Verified Academic Solution Available

Executive Solution Overview

[>Marketing homework help](https://www.sweetstudy.com/fields/business-finance-marketing) see attachment – a month ago **files (1)** – ## FinancialPlanDraftDirections.docx **## FinancialPlanDraftDirections.docx** **Financial Plan Rough Draft Directions** **Submit your research project rough draft of …

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Assignment Prompt & Instructions

[>Marketing homework help](https://www.sweetstudy.com/fields/business-finance-marketing)

see attachment

– a month ago

**files (1)**

– ## FinancialPlanDraftDirections.docx

**## FinancialPlanDraftDirections.docx**

**Financial Plan Rough Draft Directions**

**Submit your research project rough draft of the financial plan required in “Locked into Family Fun Adventure Center” RET business plan.**

**The plan must be in Arial 12 font in a Word.docx format**

For added guidance in this aspect of your business plan you may refer to your text ch.10.

**_Use this information as well as information that was done in the business plan:_**

"Locked into Family Fun Adventure Center"

Idea: My proposed RET business would be a Family Fun Adventure Center that will be designed to give families a place where they can participate in activities together. The main goal would be to create an environment where families are not just purchasing admission to an attraction, but are creating an experience for the entire family.

Products and Services: The Family Fun Adventure Center would offer a variety of products and services to include: Virtual Reality rides, miniature golf, and bowling. There will also be private areas for birthday parties.

Benefits: The most important benefits would be the quality time that families will get to spend together. Another benefit would be convenience. When my family and I visited Disney World we all agreed that the Virtual Reality Rides were at the top of our "favorites" list. Unfortunately, not many people are able to afford Disney for their families and it is a great distance for most people to travel, so the convenience and experience will be a great benefit.

Location: My dream location would be in Gulf Shores, Alabama due to the area already attracting tourist due to the beaches. I would want to be located on a major roadway that is easily accessible.

**## FinancialPlanDraftDirections.docx**

**Financial Plan Rough Draft Directions**

**Submit your research project rough draft of the financial plan required in “Locked into Family Fun Adventure Center” RET business plan.**

**The plan must be in Arial 12 font in a Word.docx format**

For added guidance in this aspect of your business plan you may refer to your text ch.10.

**_Use this information as well as information that was done in the business plan:_**

"Locked into Family Fun Adventure Center"

Idea: My proposed RET business would be a Family Fun Adventure Center that will be designed to give families a place where they can participate in activities together. The main goal would be to create an environment where families are not just purchasing admission to an attraction, but are creating an experience for the entire family.

Products and Services: The Family Fun Adventure Center would offer a variety of products and services to include: Virtual Reality rides, miniature golf, and bowling. There will also be private areas for birthday parties.

Benefits: The most important benefits would be the quality time that families will get to spend together. Another benefit would be convenience. When my family and I visited Disney World we all agreed that the Virtual Reality Rides were at the top of our "favorites" list. Unfortunately, not many people are able to afford Disney for their families and it is a great distance for most people to travel, so the convenience and experience will be a great benefit.

Location: My dream location would be in Gulf Shores, Alabama due to the area already attracting tourist due to the beaches. I would want to be located on a major roadway that is easily accessible.

November 6, 2026
[Solved] Business Finance – Management 4-2 Assignment: Business Model Canvas

✓ Verified Academic Solution Available

Executive Solution Overview

[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) Attached – a month ago **files (2)** – ## CVSHealthCareLinkElevatorPitchMilestone1Module31.docx – ## ModuleFourAssignmentGuidelinesandRubric.html1.zip **## CVSHealthCareLinkElevatorPitchMilestone1Module31.docx…

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Have this question answered from scratch according to your specific instructions and deadline.
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Assignment Prompt & Instructions

[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

Attached

– a month ago

**files (2)**

– ## CVSHealthCareLinkElevatorPitchMilestone1Module31.docx

– ## ModuleFourAssignmentGuidelinesandRubric.html1.zip

**## CVSHealthCareLinkElevatorPitchMilestone1Module31.docx**

1

**CVS Health CareLink+ Elevator Pitch**

Tomika Thomas

Southern New Hampshire University

BUS 400

Tracy Shaw

September 15, 2026

**CVS Health CareLink+ Elevator Pitch**

CVS Health CareLink+ is a direct-to-consumer chronic care program that integrates home blood pressure and glucose monitoring, virtual clinical consultations, pharmacist engagement, and prescription delivery into a single, coordinated CVS experience. The service is aimed at adults aged between 35 and 64 years old with hypertension, prediabetes, type 2 diabetes, and high chronic disease risk, and with possibly high deductibles or primary care access. CareLink+ is a solution that addresses fragmented care by transforming well-known CVS touchpoints into a continuous relationship for monitoring and treatment. Its key value proposition is convenient chronic care that accompanies the consumer across home monitoring, medication fulfillment, and local clinical care.

**How It Fits**

CareLink+ aligns with CVS Health's strategic direction, as the company states it is building health around consumers and linking care wherever people go. CVS already has about 9,000 retail outlets, over 1,000 walk-in and primary care clinics, a massive pharmacy benefit enterprise, digital, and nationwide pharmacy operations (CVS Health, 2026). Thus, the proposed service builds on the existing capabilities, and CVS does not need to develop a completely new delivery system. The model is also supported by evidence. Remote patient monitoring has the potential to enhance safety and compliance, as well as decrease certain utilization and cost indicators (Tan et al., 2024). Moreover, synchronous telepharmacy has the potential to deliver care that patients perceive as equivalent to or better than face-to-face services and to lead to better clinical and service outcomes (Snoswell et al., 2025). There is also meaningful potential of digital interventions to enhance glycemic outcomes in adults with type 2 diabetes (Moschonis et al., 2023). These results justify CareLink+ as a viable expansion of CVS's integrated health strategy.

**Justification**

The project is characterized by a good recurring revenue model. The project plan suggests a membership price of 29 per month and a target of 500,000 members. Annual subscription revenue would total up to $174 million at that level of enrollment without any additional prescription, clinic, or pharmacy revenue. To facilitate the planning, connected device, technology integration, cybersecurity, clinician and pharmacist staffing, marketing, training, and program administration have first-year implementation and operating costs of 100 million dollars. This scenario is conservative, and under it, CareLink+ would bring in the amount of an estimated contribution exceeding the project costs, of about 74 million. The Return on Investment (ROI) is about 74 percent, which is computed as the ratio of 74 million to 100 million. Since CVS has produced a cash flow of 10.6 billion in its operations in the year 2025, the company has the financial capability to finance a controlled national launch without exerting significant pressure on liquidity (CVS Health, 2026). Enrollment and use retention, adherence, and service utilization are other metrics that the management may stage before making further expansion.

**Enhancing the Mission**

CareLink+ is a new program furthering CVS Health's mission to streamline health care by integrating monitoring, clinical access, pharmacy services, and medication fulfillment into a single consumer pathway. CVS has reported 2025 revenue of 402.1 billion, and its 10-K highlights personalized, technology-based care that enhances access, improves outcomes, and reduces total health care costs (CVS Health, 2026). CareLink+ directly aligns with those goals, as it can prompt earlier intervention, enhance continuity, and increase utilization of CVS Pharmacy and clinical services. Moreover, the estimated positive first-year return and projected subscription revenue suggest that the service can add financial value for patients and enhance their convenience. Another distinction between CVS and virtual care offerings that do not have an extensive physical pharmacy and clinic network is also made by the model. CareLink+ thus enhances CVS's mission and provides senior management with a growth opportunity that is scalable based on the assets the company has already acquired.

**References**

CVS Health Corporation. (2026). Annual report 2025 [Form 10 K]. U.S. Securities and Exchange Commission.
[https://investors.cvshealth.com/financial-information/annual-reports/](https://investors.cvshealth.com/financial-information/annual-reports/)

Moschonis, G., Siopis, G., Jung, J., Eweka, E., Willems, R., Kwasnicka, D., … & Bruka, L. (2023). Effectiveness, reach, uptake, and feasibility of digital health interventions for adults with type 2 diabetes: a systematic review and meta-analysis of randomized controlled trials.
_The Lancet Digital Health_,
_5_(3), e125-e143.
[https://doi.org/10.1016/S2589-7500(22)00233-3](https://doi.org/10.1016/S2589-7500(22)00233-3)

Snoswell, C. L., De Guzman, K., Neil, L. J., Isaacs, T., Mendis, R., Taylor, M. L., & Ryan, M. (2025). Synchronous telepharmacy models of care for adult outpatients: A systematic review.
_Research in Social and Administrative Pharmacy_,
_21_(1), 1–21.
[https://doi.org/10.1016/j.sapharm.2024.10.005](https://doi.org/10.1016/j.sapharm.2024.10.005)

Tan, S. Y., Sumner, J., Wang, Y., & Wenjun Yip, A. (2024). A systematic review of the impacts of remote patient monitoring (RPM) interventions on safety, adherence, quality of life, and cost-related outcomes.
_NPJ Digital Medicine_,
_7_(1), 192.
[https://doi.org/10.1038/s41746-024-01182-w](https://doi.org/10.1038/s41746-024-01182-w)

**## ModuleFourAssignmentGuidelinesandRubric.html1.zip**

## Module Four Assignment Guidelines and Rubric.html

## BUS 400 Module Four Assignment Guidelines and Rubric

### Overview

Congratulations on delivering a successful elevator pitch! Your achievement reinforces senior management's confidence in their decision to hire you as the Chief Innovation Officer (CIO). They have entrusted you with identifying and capitalizing on new opportunities in the marketplace. You must now test the feasibility of your vision and idea to drive results.

### Scenario

While the pitch conveyed your good idea, it was just that: an idea. You now must test the feasibility of your idea by building out each element of the Business Model Canvas (BMC). However, before you create a complete BMC, you want to quickly identify key elements needed to take your product or service idea to market.

This activity is typically a collaborative effort, so you will assume that your intended project team has contributed to completing each element. Remember, collaboration is a critical component of developing new ideas or innovative concepts. It brings together diverse perspectives, skills, and resources, which can significantly enhance the development process and outcomes. For instance, eventually you will need to work with the company's marketing and sales teams, and also external vendors and suppliers to effectively promote and sell your product or service.

### Directions

For this assignment, create a BMC. Consider the company you have selected and the work you have completed so far to further your business idea. Remember, a BMC can significantly transform a business idea into a structured plan, enabling clear analysis, strategic alignment, and effective communication. It can refine the idea and also lay the groundwork for sustainable growth and innovation, making it an essential tool for any leader and strategist.

Specifically, you must address the following rubric criteria:

1. Value Proposition: Complete the Value Proposition building block.

1. Describe the value of your business idea, such as the customer need you are satisfying or the problem you are solving.

– Front-Stage Considerations: Outline the segments related to your potential customers:

1. Customer Segments
2. Channels
3. Customer Relationship building blocks

– Back-Stage Considerations: Make initial assumptions about how your business will work, including:

1. Key Activities
2. Key Resources
3. Key Partner building blocks

– Financial Considerations: Make reasonable assumptions about the segments that will inform your profit projections:

1. Cost Structure
2. Revenue Stream building blocks

The project management consultant experienced in product-to-market initiatives has agreed to assess your completed BMC slide deck, which you will resubmit with edits based on their feedback in Module Five.

### What to Submit

Complete and submit the
[Business Model Canvas Template](https://www.sweetstudy.com/questions/Course%20Documents/BUS%20400%20Business%20Model%20Canvas%20Template.pptx?isCourseFile=true). Any sources cited should use APA formatting.

### AI Usage

If you use gen AI tools to support your work on this assignment, be sure to follow
[these AI usage guidelines](https://snhu.ink/StudentGenAIGuide). You must acknowledge your use of these tools in your work. Guidelines on how to cite AI tools can be found in
[this Shapiro Library guide](https://snhu.ink/CitationAndAI).

### Module Four Assignment Rubric

| Criteria | Exceeds Expectations (100%) | Meets Expectations (85%) | Partially Meets Expectations (55%) | Does Not Meet Expectations (0%) | Value |
| — | — | — | — | — | — |
| Value Proposition | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Completes the Value Proposition building block | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include details that are lacking in specificity or missing components | Does not attempt criterion | 20 |
| Front-stage Considerations | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Outlines the segments related to potential customers | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include segments that are not included or details lacking in specificity | Does not attempt criterion | 20 |
| Back-stage Considerations | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Makes initial assumptions about how the business will work | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include assumptions that are unrealistic or missing components | Does not attempt criterion | 20 |
| Financial Considerations | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Makes reasonable assumptions about the segments that will inform profit projections | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include assumptions that are unrealistic or missing components | Does not attempt criterion | 20 |
| Clear Communication | Exceeds expectations with an intentional use of language that promotes a thorough understanding | Consistently and effectively communicates in an organized way to a specific audience | Shows progress toward meeting expectations, but communication is inconsistent or ineffective in a way that negatively impacts understanding | Shows no evidence of consistent, effective, or organized communication | 10 |
| Citations and Attributions | Uses citations for ideas requiring attribution, with few or no minor errors | Uses citations for ideas requiring attribution, with consistent minor errors | Uses citations for ideas requiring attribution, with major errors | Does not use citations for ideas requiring attribution | 10 |
| Total: | 100% |

## Course Documents/BUS 400 Business Model Canvas Template.pptx

Business Model Canvas Template

Key Partners

[Add your assumptions here.]

Key Activities

[Add your assumptions here.]

Key Resources

[Add your assumptions here.]

Value Proposition

[Add your assumptions here.]

Customer Relationship

[Add your assumptions here.]

Channels

[Add your assumptions here.]

Customer Segments

[Add your assumptions here.]

Cost Structure

[Add your assumptions here.]

Revenue Streams

[Add your assumptions here.]

Click to add notes/References

1

**## ModuleFourAssignmentGuidelinesandRubric.html1.zip**

## Module Four Assignment Guidelines and Rubric.html

## BUS 400 Module Four Assignment Guidelines and Rubric

### Overview

Congratulations on delivering a successful elevator pitch! Your achievement reinforces senior management's confidence in their decision to hire you as the Chief Innovation Officer (CIO). They have entrusted you with identifying and capitalizing on new opportunities in the marketplace. You must now test the feasibility of your vision and idea to drive results.

### Scenario

While the pitch conveyed your good idea, it was just that: an idea. You now must test the feasibility of your idea by building out each element of the Business Model Canvas (BMC). However, before you create a complete BMC, you want to quickly identify key elements needed to take your product or service idea to market.

This activity is typically a collaborative effort, so you will assume that your intended project team has contributed to completing each element. Remember, collaboration is a critical component of developing new ideas or innovative concepts. It brings together diverse perspectives, skills, and resources, which can significantly enhance the development process and outcomes. For instance, eventually you will need to work with the company's marketing and sales teams, and also external vendors and suppliers to effectively promote and sell your product or service.

### Directions

For this assignment, create a BMC. Consider the company you have selected and the work you have completed so far to further your business idea. Remember, a BMC can significantly transform a business idea into a structured plan, enabling clear analysis, strategic alignment, and effective communication. It can refine the idea and also lay the groundwork for sustainable growth and innovation, making it an essential tool for any leader and strategist.

Specifically, you must address the following rubric criteria:

1. Value Proposition: Complete the Value Proposition building block.

1. Describe the value of your business idea, such as the customer need you are satisfying or the problem you are solving.

– Front-Stage Considerations: Outline the segments related to your potential customers:

1. Customer Segments
2. Channels
3. Customer Relationship building blocks

– Back-Stage Considerations: Make initial assumptions about how your business will work, including:

1. Key Activities
2. Key Resources
3. Key Partner building blocks

– Financial Considerations: Make reasonable assumptions about the segments that will inform your profit projections:

1. Cost Structure
2. Revenue Stream building blocks

The project management consultant experienced in product-to-market initiatives has agreed to assess your completed BMC slide deck, which you will resubmit with edits based on their feedback in Module Five.

### What to Submit

Complete and submit the
[Business Model Canvas Template](https://www.sweetstudy.com/questions/Course%20Documents/BUS%20400%20Business%20Model%20Canvas%20Template.pptx?isCourseFile=true). Any sources cited should use APA formatting.

### AI Usage

If you use gen AI tools to support your work on this assignment, be sure to follow
[these AI usage guidelines](https://snhu.ink/StudentGenAIGuide). You must acknowledge your use of these tools in your work. Guidelines on how to cite AI tools can be found in
[this Shapiro Library guide](https://snhu.ink/CitationAndAI).

### Module Four Assignment Rubric

| Criteria | Exceeds Expectations (100%) | Meets Expectations (85%) | Partially Meets Expectations (55%) | Does Not Meet Expectations (0%) | Value |
| — | — | — | — | — | — |
| Value Proposition | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Completes the Value Proposition building block | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include details that are lacking in specificity or missing components | Does not attempt criterion | 20 |
| Front-stage Considerations | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Outlines the segments related to potential customers | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include segments that are not included or details lacking in specificity | Does not attempt criterion | 20 |
| Back-stage Considerations | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Makes initial assumptions about how the business will work | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include assumptions that are unrealistic or missing components | Does not attempt criterion | 20 |
| Financial Considerations | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Makes reasonable assumptions about the segments that will inform profit projections | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include assumptions that are unrealistic or missing components | Does not attempt criterion | 20 |
| Clear Communication | Exceeds expectations with an intentional use of language that promotes a thorough understanding | Consistently and effectively communicates in an organized way to a specific audience | Shows progress toward meeting expectations, but communication is inconsistent or ineffective in a way that negatively impacts understanding | Shows no evidence of consistent, effective, or organized communication | 10 |
| Citations and Attributions | Uses citations for ideas requiring attribution, with few or no minor errors | Uses citations for ideas requiring attribution, with consistent minor errors | Uses citations for ideas requiring attribution, with major errors | Does not use citations for ideas requiring attribution | 10 |
| Total: | 100% |

## Course Documents/BUS 400 Business Model Canvas Template.pptx

Business Model Canvas Template

Key Partners

[Add your assumptions here.]

Key Activities

[Add your assumptions here.]

Key Resources

[Add your assumptions here.]

Value Proposition

[Add your assumptions here.]

Customer Relationship

[Add your assumptions here.]

Channels

[Add your assumptions here.]

Customer Segments

[Add your assumptions here.]

Cost Structure

[Add your assumptions here.]

Revenue Streams

[Add your assumptions here.]

Click to add notes/References

1

**## CVSHealthCareLinkElevatorPitchMilestone1Module31.docx**

1

**CVS Health CareLink+ Elevator Pitch**

Tomika Thomas

Southern New Hampshire University

BUS 400

Tracy Shaw

September 15, 2026

**CVS Health CareLink+ Elevator Pitch**

CVS Health CareLink+ is a direct-to-consumer chronic care program that integrates home blood pressure and glucose monitoring, virtual clinical consultations, pharmacist engagement, and prescription delivery into a single, coordinated CVS experience. The service is aimed at adults aged between 35 and 64 years old with hypertension, prediabetes, type 2 diabetes, and high chronic disease risk, and with possibly high deductibles or primary care access. CareLink+ is a solution that addresses fragmented care by transforming well-known CVS touchpoints into a continuous relationship for monitoring and treatment. Its key value proposition is convenient chronic care that accompanies the consumer across home monitoring, medication fulfillment, and local clinical care.

**How It Fits**

CareLink+ aligns with CVS Health's strategic direction, as the company states it is building health around consumers and linking care wherever people go. CVS already has about 9,000 retail outlets, over 1,000 walk-in and primary care clinics, a massive pharmacy benefit enterprise, digital, and nationwide pharmacy operations (CVS Health, 2026). Thus, the proposed service builds on the existing capabilities, and CVS does not need to develop a completely new delivery system. The model is also supported by evidence. Remote patient monitoring has the potential to enhance safety and compliance, as well as decrease certain utilization and cost indicators (Tan et al., 2024). Moreover, synchronous telepharmacy has the potential to deliver care that patients perceive as equivalent to or better than face-to-face services and to lead to better clinical and service outcomes (Snoswell et al., 2025). There is also meaningful potential of digital interventions to enhance glycemic outcomes in adults with type 2 diabetes (Moschonis et al., 2023). These results justify CareLink+ as a viable expansion of CVS's integrated health strategy.

**Justification**

The project is characterized by a good recurring revenue model. The project plan suggests a membership price of 29 per month and a target of 500,000 members. Annual subscription revenue would total up to $174 million at that level of enrollment without any additional prescription, clinic, or pharmacy revenue. To facilitate the planning, connected device, technology integration, cybersecurity, clinician and pharmacist staffing, marketing, training, and program administration have first-year implementation and operating costs of 100 million dollars. This scenario is conservative, and under it, CareLink+ would bring in the amount of an estimated contribution exceeding the project costs, of about 74 million. The Return on Investment (ROI) is about 74 percent, which is computed as the ratio of 74 million to 100 million. Since CVS has produced a cash flow of 10.6 billion in its operations in the year 2025, the company has the financial capability to finance a controlled national launch without exerting significant pressure on liquidity (CVS Health, 2026). Enrollment and use retention, adherence, and service utilization are other metrics that the management may stage before making further expansion.

**Enhancing the Mission**

CareLink+ is a new program furthering CVS Health's mission to streamline health care by integrating monitoring, clinical access, pharmacy services, and medication fulfillment into a single consumer pathway. CVS has reported 2025 revenue of 402.1 billion, and its 10-K highlights personalized, technology-based care that enhances access, improves outcomes, and reduces total health care costs (CVS Health, 2026). CareLink+ directly aligns with those goals, as it can prompt earlier intervention, enhance continuity, and increase utilization of CVS Pharmacy and clinical services. Moreover, the estimated positive first-year return and projected subscription revenue suggest that the service can add financial value for patients and enhance their convenience. Another distinction between CVS and virtual care offerings that do not have an extensive physical pharmacy and clinic network is also made by the model. CareLink+ thus enhances CVS's mission and provides senior management with a growth opportunity that is scalable based on the assets the company has already acquired.

**References**

CVS Health Corporation. (2026). Annual report 2025 [Form 10 K]. U.S. Securities and Exchange Commission.
[https://investors.cvshealth.com/financial-information/annual-reports/](https://investors.cvshealth.com/financial-information/annual-reports/)

Moschonis, G., Siopis, G., Jung, J., Eweka, E., Willems, R., Kwasnicka, D., … & Bruka, L. (2023). Effectiveness, reach, uptake, and feasibility of digital health interventions for adults with type 2 diabetes: a systematic review and meta-analysis of randomized controlled trials.
_The Lancet Digital Health_,
_5_(3), e125-e143.
[https://doi.org/10.1016/S2589-7500(22)00233-3](https://doi.org/10.1016/S2589-7500(22)00233-3)

Snoswell, C. L., De Guzman, K., Neil, L. J., Isaacs, T., Mendis, R., Taylor, M. L., & Ryan, M. (2025). Synchronous telepharmacy models of care for adult outpatients: A systematic review.
_Research in Social and Administrative Pharmacy_,
_21_(1), 1–21.
[https://doi.org/10.1016/j.sapharm.2024.10.005](https://doi.org/10.1016/j.sapharm.2024.10.005)

Tan, S. Y., Sumner, J., Wang, Y., & Wenjun Yip, A. (2024). A systematic review of the impacts of remote patient monitoring (RPM) interventions on safety, adherence, quality of life, and cost-related outcomes.
_NPJ Digital Medicine_,
_7_(1), 192.
[https://doi.org/10.1038/s41746-024-01182-w](https://doi.org/10.1038/s41746-024-01182-w)

**## ModuleFourAssignmentGuidelinesandRubric.html1.zip**

## Module Four Assignment Guidelines and Rubric.html

## BUS 400 Module Four Assignment Guidelines and Rubric

### Overview

Congratulations on delivering a successful elevator pitch! Your achievement reinforces senior management's confidence in their decision to hire you as the Chief Innovation Officer (CIO). They have entrusted you with identifying and capitalizing on new opportunities in the marketplace. You must now test the feasibility of your vision and idea to drive results.

### Scenario

While the pitch conveyed your good idea, it was just that: an idea. You now must test the feasibility of your idea by building out each element of the Business Model Canvas (BMC). However, before you create a complete BMC, you want to quickly identify key elements needed to take your product or service idea to market.

This activity is typically a collaborative effort, so you will assume that your intended project team has contributed to completing each element. Remember, collaboration is a critical component of developing new ideas or innovative concepts. It brings together diverse perspectives, skills, and resources, which can significantly enhance the development process and outcomes. For instance, eventually you will need to work with the company's marketing and sales teams, and also external vendors and suppliers to effectively promote and sell your product or service.

### Directions

For this assignment, create a BMC. Consider the company you have selected and the work you have completed so far to further your business idea. Remember, a BMC can significantly transform a business idea into a structured plan, enabling clear analysis, strategic alignment, and effective communication. It can refine the idea and also lay the groundwork for sustainable growth and innovation, making it an essential tool for any leader and strategist.

Specifically, you must address the following rubric criteria:

1. Value Proposition: Complete the Value Proposition building block.

1. Describe the value of your business idea, such as the customer need you are satisfying or the problem you are solving.

– Front-Stage Considerations: Outline the segments related to your potential customers:

1. Customer Segments
2. Channels
3. Customer Relationship building blocks

– Back-Stage Considerations: Make initial assumptions about how your business will work, including:

1. Key Activities
2. Key Resources
3. Key Partner building blocks

– Financial Considerations: Make reasonable assumptions about the segments that will inform your profit projections:

1. Cost Structure
2. Revenue Stream building blocks

The project management consultant experienced in product-to-market initiatives has agreed to assess your completed BMC slide deck, which you will resubmit with edits based on their feedback in Module Five.

### What to Submit

Complete and submit the
[Business Model Canvas Template](https://www.sweetstudy.com/questions/Course%20Documents/BUS%20400%20Business%20Model%20Canvas%20Template.pptx?isCourseFile=true). Any sources cited should use APA formatting.

### AI Usage

If you use gen AI tools to support your work on this assignment, be sure to follow
[these AI usage guidelines](https://snhu.ink/StudentGenAIGuide). You must acknowledge your use of these tools in your work. Guidelines on how to cite AI tools can be found in
[this Shapiro Library guide](https://snhu.ink/CitationAndAI).

### Module Four Assignment Rubric

| Criteria | Exceeds Expectations (100%) | Meets Expectations (85%) | Partially Meets Expectations (55%) | Does Not Meet Expectations (0%) | Value |
| — | — | — | — | — | — |
| Value Proposition | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Completes the Value Proposition building block | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include details that are lacking in specificity or missing components | Does not attempt criterion | 20 |
| Front-stage Considerations | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Outlines the segments related to potential customers | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include segments that are not included or details lacking in specificity | Does not attempt criterion | 20 |
| Back-stage Considerations | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Makes initial assumptions about how the business will work | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include assumptions that are unrealistic or missing components | Does not attempt criterion | 20 |
| Financial Considerations | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Makes reasonable assumptions about the segments that will inform profit projections | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include assumptions that are unrealistic or missing components | Does not attempt criterion | 20 |
| Clear Communication | Exceeds expectations with an intentional use of language that promotes a thorough understanding | Consistently and effectively communicates in an organized way to a specific audience | Shows progress toward meeting expectations, but communication is inconsistent or ineffective in a way that negatively impacts understanding | Shows no evidence of consistent, effective, or organized communication | 10 |
| Citations and Attributions | Uses citations for ideas requiring attribution, with few or no minor errors | Uses citations for ideas requiring attribution, with consistent minor errors | Uses citations for ideas requiring attribution, with major errors | Does not use citations for ideas requiring attribution | 10 |
| Total: | 100% |

## Course Documents/BUS 400 Business Model Canvas Template.pptx

Business Model Canvas Template

Key Partners

[Add your assumptions here.]

Key Activities

[Add your assumptions here.]

Key Resources

[Add your assumptions here.]

Value Proposition

[Add your assumptions here.]

Customer Relationship

[Add your assumptions here.]

Channels

[Add your assumptions here.]

Customer Segments

[Add your assumptions here.]

Cost Structure

[Add your assumptions here.]

Revenue Streams

[Add your assumptions here.]

Click to add notes/References

1

**## CVSHealthCareLinkElevatorPitchMilestone1Module31.docx**

1

**CVS Health CareLink+ Elevator Pitch**

Tomika Thomas

Southern New Hampshire University

BUS 400

Tracy Shaw

September 15, 2026

**CVS Health CareLink+ Elevator Pitch**

CVS Health CareLink+ is a direct-to-consumer chronic care program that integrates home blood pressure and glucose monitoring, virtual clinical consultations, pharmacist engagement, and prescription delivery into a single, coordinated CVS experience. The service is aimed at adults aged between 35 and 64 years old with hypertension, prediabetes, type 2 diabetes, and high chronic disease risk, and with possibly high deductibles or primary care access. CareLink+ is a solution that addresses fragmented care by transforming well-known CVS touchpoints into a continuous relationship for monitoring and treatment. Its key value proposition is convenient chronic care that accompanies the consumer across home monitoring, medication fulfillment, and local clinical care.

**How It Fits**

CareLink+ aligns with CVS Health's strategic direction, as the company states it is building health around consumers and linking care wherever people go. CVS already has about 9,000 retail outlets, over 1,000 walk-in and primary care clinics, a massive pharmacy benefit enterprise, digital, and nationwide pharmacy operations (CVS Health, 2026). Thus, the proposed service builds on the existing capabilities, and CVS does not need to develop a completely new delivery system. The model is also supported by evidence. Remote patient monitoring has the potential to enhance safety and compliance, as well as decrease certain utilization and cost indicators (Tan et al., 2024). Moreover, synchronous telepharmacy has the potential to deliver care that patients perceive as equivalent to or better than face-to-face services and to lead to better clinical and service outcomes (Snoswell et al., 2025). There is also meaningful potential of digital interventions to enhance glycemic outcomes in adults with type 2 diabetes (Moschonis et al., 2023). These results justify CareLink+ as a viable expansion of CVS's integrated health strategy.

**Justification**

The project is characterized by a good recurring revenue model. The project plan suggests a membership price of 29 per month and a target of 500,000 members. Annual subscription revenue would total up to $174 million at that level of enrollment without any additional prescription, clinic, or pharmacy revenue. To facilitate the planning, connected device, technology integration, cybersecurity, clinician and pharmacist staffing, marketing, training, and program administration have first-year implementation and operating costs of 100 million dollars. This scenario is conservative, and under it, CareLink+ would bring in the amount of an estimated contribution exceeding the project costs, of about 74 million. The Return on Investment (ROI) is about 74 percent, which is computed as the ratio of 74 million to 100 million. Since CVS has produced a cash flow of 10.6 billion in its operations in the year 2025, the company has the financial capability to finance a controlled national launch without exerting significant pressure on liquidity (CVS Health, 2026). Enrollment and use retention, adherence, and service utilization are other metrics that the management may stage before making further expansion.

**Enhancing the Mission**

CareLink+ is a new program furthering CVS Health's mission to streamline health care by integrating monitoring, clinical access, pharmacy services, and medication fulfillment into a single consumer pathway. CVS has reported 2025 revenue of 402.1 billion, and its 10-K highlights personalized, technology-based care that enhances access, improves outcomes, and reduces total health care costs (CVS Health, 2026). CareLink+ directly aligns with those goals, as it can prompt earlier intervention, enhance continuity, and increase utilization of CVS Pharmacy and clinical services. Moreover, the estimated positive first-year return and projected subscription revenue suggest that the service can add financial value for patients and enhance their convenience. Another distinction between CVS and virtual care offerings that do not have an extensive physical pharmacy and clinic network is also made by the model. CareLink+ thus enhances CVS's mission and provides senior management with a growth opportunity that is scalable based on the assets the company has already acquired.

**References**

CVS Health Corporation. (2026). Annual report 2025 [Form 10 K]. U.S. Securities and Exchange Commission.
[https://investors.cvshealth.com/financial-information/annual-reports/](https://investors.cvshealth.com/financial-information/annual-reports/)

Moschonis, G., Siopis, G., Jung, J., Eweka, E., Willems, R., Kwasnicka, D., … & Bruka, L. (2023). Effectiveness, reach, uptake, and feasibility of digital health interventions for adults with type 2 diabetes: a systematic review and meta-analysis of randomized controlled trials.
_The Lancet Digital Health_,
_5_(3), e125-e143.
[https://doi.org/10.1016/S2589-7500(22)00233-3](https://doi.org/10.1016/S2589-7500(22)00233-3)

Snoswell, C. L., De Guzman, K., Neil, L. J., Isaacs, T., Mendis, R., Taylor, M. L., & Ryan, M. (2025). Synchronous telepharmacy models of care for adult outpatients: A systematic review.
_Research in Social and Administrative Pharmacy_,
_21_(1), 1–21.
[https://doi.org/10.1016/j.sapharm.2024.10.005](https://doi.org/10.1016/j.sapharm.2024.10.005)

Tan, S. Y., Sumner, J., Wang, Y., & Wenjun Yip, A. (2024). A systematic review of the impacts of remote patient monitoring (RPM) interventions on safety, adherence, quality of life, and cost-related outcomes.
_NPJ Digital Medicine_,
_7_(1), 192.
[https://doi.org/10.1038/s41746-024-01182-w](https://doi.org/10.1038/s41746-024-01182-w)

**## ModuleFourAssignmentGuidelinesandRubric.html1.zip**

## Module Four Assignment Guidelines and Rubric.html

## BUS 400 Module Four Assignment Guidelines and Rubric

### Overview

Congratulations on delivering a successful elevator pitch! Your achievement reinforces senior management's confidence in their decision to hire you as the Chief Innovation Officer (CIO). They have entrusted you with identifying and capitalizing on new opportunities in the marketplace. You must now test the feasibility of your vision and idea to drive results.

### Scenario

While the pitch conveyed your good idea, it was just that: an idea. You now must test the feasibility of your idea by building out each element of the Business Model Canvas (BMC). However, before you create a complete BMC, you want to quickly identify key elements needed to take your product or service idea to market.

This activity is typically a collaborative effort, so you will assume that your intended project team has contributed to completing each element. Remember, collaboration is a critical component of developing new ideas or innovative concepts. It brings together diverse perspectives, skills, and resources, which can significantly enhance the development process and outcomes. For instance, eventually you will need to work with the company's marketing and sales teams, and also external vendors and suppliers to effectively promote and sell your product or service.

### Directions

For this assignment, create a BMC. Consider the company you have selected and the work you have completed so far to further your business idea. Remember, a BMC can significantly transform a business idea into a structured plan, enabling clear analysis, strategic alignment, and effective communication. It can refine the idea and also lay the groundwork for sustainable growth and innovation, making it an essential tool for any leader and strategist.

Specifically, you must address the following rubric criteria:

1. Value Proposition: Complete the Value Proposition building block.

1. Describe the value of your business idea, such as the customer need you are satisfying or the problem you are solving.

– Front-Stage Considerations: Outline the segments related to your potential customers:

1. Customer Segments
2. Channels
3. Customer Relationship building blocks

– Back-Stage Considerations: Make initial assumptions about how your business will work, including:

1. Key Activities
2. Key Resources
3. Key Partner building blocks

– Financial Considerations: Make reasonable assumptions about the segments that will inform your profit projections:

1. Cost Structure
2. Revenue Stream building blocks

The project management consultant experienced in product-to-market initiatives has agreed to assess your completed BMC slide deck, which you will resubmit with edits based on their feedback in Module Five.

### What to Submit

Complete and submit the
[Business Model Canvas Template](https://www.sweetstudy.com/questions/Course%20Documents/BUS%20400%20Business%20Model%20Canvas%20Template.pptx?isCourseFile=true). Any sources cited should use APA formatting.

### AI Usage

If you use gen AI tools to support your work on this assignment, be sure to follow
[these AI usage guidelines](https://snhu.ink/StudentGenAIGuide). You must acknowledge your use of these tools in your work. Guidelines on how to cite AI tools can be found in
[this Shapiro Library guide](https://snhu.ink/CitationAndAI).

### Module Four Assignment Rubric

| Criteria | Exceeds Expectations (100%) | Meets Expectations (85%) | Partially Meets Expectations (55%) | Does Not Meet Expectations (0%) | Value |
| — | — | — | — | — | — |
| Value Proposition | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Completes the Value Proposition building block | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include details that are lacking in specificity or missing components | Does not attempt criterion | 20 |
| Front-stage Considerations | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Outlines the segments related to potential customers | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include segments that are not included or details lacking in specificity | Does not attempt criterion | 20 |
| Back-stage Considerations | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Makes initial assumptions about how the business will work | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include assumptions that are unrealistic or missing components | Does not attempt criterion | 20 |
| Financial Considerations | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Makes reasonable assumptions about the segments that will inform profit projections | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include assumptions that are unrealistic or missing components | Does not attempt criterion | 20 |
| Clear Communication | Exceeds expectations with an intentional use of language that promotes a thorough understanding | Consistently and effectively communicates in an organized way to a specific audience | Shows progress toward meeting expectations, but communication is inconsistent or ineffective in a way that negatively impacts understanding | Shows no evidence of consistent, effective, or organized communication | 10 |
| Citations and Attributions | Uses citations for ideas requiring attribution, with few or no minor errors | Uses citations for ideas requiring attribution, with consistent minor errors | Uses citations for ideas requiring attribution, with major errors | Does not use citations for ideas requiring attribution | 10 |
| Total: | 100% |

## Course Documents/BUS 400 Business Model Canvas Template.pptx

Business Model Canvas Template

Key Partners

[Add your assumptions here.]

Key Activities

[Add your assumptions here.]

Key Resources

[Add your assumptions here.]

Value Proposition

[Add your assumptions here.]

Customer Relationship

[Add your assumptions here.]

Channels

[Add your assumptions here.]

Customer Segments

[Add your assumptions here.]

Cost Structure

[Add your assumptions here.]

Revenue Streams

[Add your assumptions here.]

Click to add notes/References

1

November 6, 2026
[Solved] Pitch

✓ Verified Academic Solution Available

Executive Solution Overview

[>Marketing homework help](https://www.sweetstudy.com/fields/business-finance-marketing) see attachment – a month ago **files (1)** – ## RETPitchDirections.docx **## RETPitchDirections.docx** **Pitch Your RET! Directions** **Create a short powerpoint on your RET business for advertisement. This shou…

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Assignment Prompt & Instructions

[>Marketing homework help](https://www.sweetstudy.com/fields/business-finance-marketing)

see attachment

– a month ago

**files (1)**

– ## RETPitchDirections.docx

**## RETPitchDirections.docx**

**Pitch Your RET! Directions**

**Create a short powerpoint on your RET business for advertisement. This should be creative as possible and treat this as a pitch as if on Shark Tank, pitching potential investors for their hard-earned financial backing of your RET business idea. Highlight the most important parts of your RET that you believe will get someone to invest in your new company or event. Be energetic, creative, and more importantly excited enough to pick up your business plan and read it. You should have fun creating your pitch! So have fun and be creative!**

**_Use this information as well as information that was done in the business plan:_**

"Locked into Family Fun Adventure Center"

Idea: My proposed RET business would be a Family Fun Adventure Center that will be designed to give families a place where they can participate in activities together. The main goal would be to create an environment where families are not just purchasing admission to an attraction, but are creating an experience for the entire family.

Products and Services: The Family Fun Adventure Center would offer a variety of products and services to include: Virtual Reality rides, miniature golf, and bowling. There will also be private areas for birthday parties.

Benefits: The most important benefits would be the quality time that families will get to spend together. Another benefit would be convenience. When my family and I visited Disney World we all agreed that the Virtual Reality Rides were at the top of our "favorites" list. Unfortunately, not many people are able to afford Disney for their families and it is a great distance for most people to travel, so the convenience and experience will be a great benefit.

Location: My dream location would be in Gulf Shores, Alabama due to the area already attracting tourist due to the beaches. I would want to be located on a major roadway that is easily accessible.

**## RETPitchDirections.docx**

**Pitch Your RET! Directions**

**Create a short powerpoint on your RET business for advertisement. This should be creative as possible and treat this as a pitch as if on Shark Tank, pitching potential investors for their hard-earned financial backing of your RET business idea. Highlight the most important parts of your RET that you believe will get someone to invest in your new company or event. Be energetic, creative, and more importantly excited enough to pick up your business plan and read it. You should have fun creating your pitch! So have fun and be creative!**

**_Use this information as well as information that was done in the business plan:_**

"Locked into Family Fun Adventure Center"

Idea: My proposed RET business would be a Family Fun Adventure Center that will be designed to give families a place where they can participate in activities together. The main goal would be to create an environment where families are not just purchasing admission to an attraction, but are creating an experience for the entire family.

Products and Services: The Family Fun Adventure Center would offer a variety of products and services to include: Virtual Reality rides, miniature golf, and bowling. There will also be private areas for birthday parties.

Benefits: The most important benefits would be the quality time that families will get to spend together. Another benefit would be convenience. When my family and I visited Disney World we all agreed that the Virtual Reality Rides were at the top of our "favorites" list. Unfortunately, not many people are able to afford Disney for their families and it is a great distance for most people to travel, so the convenience and experience will be a great benefit.

Location: My dream location would be in Gulf Shores, Alabama due to the area already attracting tourist due to the beaches. I would want to be located on a major roadway that is easily accessible.

November 6, 2026
[Solved] Module Four Short Paper

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Executive Solution Overview

[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) Attached – a month ago **files (2)** – ## PHL218ModuleTwoProjectProposal1.docx – ModuleFourShortPaperGuidelinesandRubric.html.zip **## PHL218ModuleTwoProjectProposal1.docx** 1 Project Proposal: Climate Justice…

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Assignment Prompt & Instructions

[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

Attached

– a month ago

**files (2)**

– ## PHL218ModuleTwoProjectProposal1.docx

– ModuleFourShortPaperGuidelinesandRubric.html.zip

**## PHL218ModuleTwoProjectProposal1.docx**

1

Project Proposal: Climate Justice and Global Responsibility

Tomika Thomas

Southern New Hampshire University

PHL 218: Ethics in Global Society

Lainie Erwin

September 8, 2026

Project Proposal: Climate Justice and Global Responsibility

Global Ethical Issue

The selected focus is the environment, the theme is climate change, and the specific global ethical issue is climate justice. This is a matter of the imbalanced sharing of climate-related damage and whether those with fewer resources should be held responsible for preventing harm and helping those with fewer resources. Climate change tends to impose greater burdens on the communities that have made smaller contributions to cumulative greenhouse gas emissions and have lower adaptive capacity. Broad acceptance that poorer individuals are more affected by climate change and that frontline communities should be more involved in climate-related decision-making (Ogunbode et al., 2024). Climate justice links environmental security to justice, accountability, engagement, and the safeguarding of vulnerable groups.

Prominent Ethical Dilemma

The key ethical issue is how countries must share the burden and responsibility of climate action. More developed countries with higher historical emissions and greater financial capacity should bear a larger share of mitigation, adaptation, and loss costs. Socioeconomic status, citizenship status, and resource constraints can exacerbate climate-related damage among already vulnerable groups (Thomas & Benjamin, 2023). On the other hand, some views argue that every nation must take significant responsibility, since the present and future emissions from emerging economies also affect global outcomes. This dilemma thus demands a compromise between the history of responsibility and payment capacity and the necessity of acting collectively on climate.

Using an Ethical Framework from a Global Perspective

An international ethics system is advantageous in climate decision-making since the causes and effects of climate transcend national boundaries. This kind of framework can lay down common principles of fairness, harm reduction, accountability, human rights, and responsibility while still acknowledging national differences in circumstances. Beliefs about climate justice have been positively correlated with climate action and the endorsement of mitigation policies across various countries (Ogunbode et al., 2024). As a result, a global framework will enable decision-makers to consider potential consequences based on uniform ethical standards, rather than relying on national self-interest. Such a strategy also enhances collaboration, as the societies involved can recognize shared responsibilities by taking into account imbalanced contributions to the issue and disparities in ability to act.

Diverse Ethical Perspectives

The variety of ethical positions enhances climate discourse, as communities face different environmental risks and responsibilities. By incorporating the voices of rich and poor countries, indigenous people, migrants, women, and the poor, one can identify the adverse effects or priorities that decision-makers in high places might not recognize. Thomas and Benjamin (2023) demonstrate that climate effects may include distributional, procedural, and recognition injustices, implying that fair evaluation should take both results and involvement into account. Besides, various traditions of morality may focus on responsibilities, outcomes, human rights, the welfare of the community, or future generations. The combination of these views can create a more comprehensive ethical analysis. It may help minimize the risk of climate choices favoring influential groups and shifting the burden onto less influential populations.

References

Ogunbode, C. A., Doran, R., Ayanian, A. H., Park, J., Utsugi, A., van den Broek, K. L., … & Clayton, S. (2024). Climate justice beliefs related to climate action and policy support around the world.
_Nature Climate Change_,
_14_(11), 1144-1150.
[https://doi.org/10.1038/s41558-024-02168-y](https://doi.org/10.1038/s41558-024-02168-y)

Thomas, A., & Benjamin, L. (2023). Climate justice and loss and damage: Hurricane Dorian, Haitians and human rights.
_The Geographical Journal_,
_189_(4), 584-592.
[https://doi.org/10.1111/geoj.12484](https://doi.org/10.1111/geoj.12484)

**ModuleFourShortPaperGuidelinesandRubric.html.zip**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/modulefourshortpaperguidelinesandrubric-html-zip-10600733)

**ModuleFourShortPaperGuidelinesandRubric.html.zip**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/modulefourshortpaperguidelinesandrubric-html-zip-10600733)

**## PHL218ModuleTwoProjectProposal1.docx**

1

Project Proposal: Climate Justice and Global Responsibility

Tomika Thomas

Southern New Hampshire University

PHL 218: Ethics in Global Society

Lainie Erwin

September 8, 2026

Project Proposal: Climate Justice and Global Responsibility

Global Ethical Issue

The selected focus is the environment, the theme is climate change, and the specific global ethical issue is climate justice. This is a matter of the imbalanced sharing of climate-related damage and whether those with fewer resources should be held responsible for preventing harm and helping those with fewer resources. Climate change tends to impose greater burdens on the communities that have made smaller contributions to cumulative greenhouse gas emissions and have lower adaptive capacity. Broad acceptance that poorer individuals are more affected by climate change and that frontline communities should be more involved in climate-related decision-making (Ogunbode et al., 2024). Climate justice links environmental security to justice, accountability, engagement, and the safeguarding of vulnerable groups.

Prominent Ethical Dilemma

The key ethical issue is how countries must share the burden and responsibility of climate action. More developed countries with higher historical emissions and greater financial capacity should bear a larger share of mitigation, adaptation, and loss costs. Socioeconomic status, citizenship status, and resource constraints can exacerbate climate-related damage among already vulnerable groups (Thomas & Benjamin, 2023). On the other hand, some views argue that every nation must take significant responsibility, since the present and future emissions from emerging economies also affect global outcomes. This dilemma thus demands a compromise between the history of responsibility and payment capacity and the necessity of acting collectively on climate.

Using an Ethical Framework from a Global Perspective

An international ethics system is advantageous in climate decision-making since the causes and effects of climate transcend national boundaries. This kind of framework can lay down common principles of fairness, harm reduction, accountability, human rights, and responsibility while still acknowledging national differences in circumstances. Beliefs about climate justice have been positively correlated with climate action and the endorsement of mitigation policies across various countries (Ogunbode et al., 2024). As a result, a global framework will enable decision-makers to consider potential consequences based on uniform ethical standards, rather than relying on national self-interest. Such a strategy also enhances collaboration, as the societies involved can recognize shared responsibilities by taking into account imbalanced contributions to the issue and disparities in ability to act.

Diverse Ethical Perspectives

The variety of ethical positions enhances climate discourse, as communities face different environmental risks and responsibilities. By incorporating the voices of rich and poor countries, indigenous people, migrants, women, and the poor, one can identify the adverse effects or priorities that decision-makers in high places might not recognize. Thomas and Benjamin (2023) demonstrate that climate effects may include distributional, procedural, and recognition injustices, implying that fair evaluation should take both results and involvement into account. Besides, various traditions of morality may focus on responsibilities, outcomes, human rights, the welfare of the community, or future generations. The combination of these views can create a more comprehensive ethical analysis. It may help minimize the risk of climate choices favoring influential groups and shifting the burden onto less influential populations.

References

Ogunbode, C. A., Doran, R., Ayanian, A. H., Park, J., Utsugi, A., van den Broek, K. L., … & Clayton, S. (2024). Climate justice beliefs related to climate action and policy support around the world.
_Nature Climate Change_,
_14_(11), 1144-1150.
[https://doi.org/10.1038/s41558-024-02168-y](https://doi.org/10.1038/s41558-024-02168-y)

Thomas, A., & Benjamin, L. (2023). Climate justice and loss and damage: Hurricane Dorian, Haitians and human rights.
_The Geographical Journal_,
_189_(4), 584-592.
[https://doi.org/10.1111/geoj.12484](https://doi.org/10.1111/geoj.12484)

**ModuleFourShortPaperGuidelinesandRubric.html.zip**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/modulefourshortpaperguidelinesandrubric-html-zip-10600733)

**## PHL218ModuleTwoProjectProposal1.docx**

1

Project Proposal: Climate Justice and Global Responsibility

Tomika Thomas

Southern New Hampshire University

PHL 218: Ethics in Global Society

Lainie Erwin

September 8, 2026

Project Proposal: Climate Justice and Global Responsibility

Global Ethical Issue

The selected focus is the environment, the theme is climate change, and the specific global ethical issue is climate justice. This is a matter of the imbalanced sharing of climate-related damage and whether those with fewer resources should be held responsible for preventing harm and helping those with fewer resources. Climate change tends to impose greater burdens on the communities that have made smaller contributions to cumulative greenhouse gas emissions and have lower adaptive capacity. Broad acceptance that poorer individuals are more affected by climate change and that frontline communities should be more involved in climate-related decision-making (Ogunbode et al., 2024). Climate justice links environmental security to justice, accountability, engagement, and the safeguarding of vulnerable groups.

Prominent Ethical Dilemma

The key ethical issue is how countries must share the burden and responsibility of climate action. More developed countries with higher historical emissions and greater financial capacity should bear a larger share of mitigation, adaptation, and loss costs. Socioeconomic status, citizenship status, and resource constraints can exacerbate climate-related damage among already vulnerable groups (Thomas & Benjamin, 2023). On the other hand, some views argue that every nation must take significant responsibility, since the present and future emissions from emerging economies also affect global outcomes. This dilemma thus demands a compromise between the history of responsibility and payment capacity and the necessity of acting collectively on climate.

Using an Ethical Framework from a Global Perspective

An international ethics system is advantageous in climate decision-making since the causes and effects of climate transcend national boundaries. This kind of framework can lay down common principles of fairness, harm reduction, accountability, human rights, and responsibility while still acknowledging national differences in circumstances. Beliefs about climate justice have been positively correlated with climate action and the endorsement of mitigation policies across various countries (Ogunbode et al., 2024). As a result, a global framework will enable decision-makers to consider potential consequences based on uniform ethical standards, rather than relying on national self-interest. Such a strategy also enhances collaboration, as the societies involved can recognize shared responsibilities by taking into account imbalanced contributions to the issue and disparities in ability to act.

Diverse Ethical Perspectives

The variety of ethical positions enhances climate discourse, as communities face different environmental risks and responsibilities. By incorporating the voices of rich and poor countries, indigenous people, migrants, women, and the poor, one can identify the adverse effects or priorities that decision-makers in high places might not recognize. Thomas and Benjamin (2023) demonstrate that climate effects may include distributional, procedural, and recognition injustices, implying that fair evaluation should take both results and involvement into account. Besides, various traditions of morality may focus on responsibilities, outcomes, human rights, the welfare of the community, or future generations. The combination of these views can create a more comprehensive ethical analysis. It may help minimize the risk of climate choices favoring influential groups and shifting the burden onto less influential populations.

References

Ogunbode, C. A., Doran, R., Ayanian, A. H., Park, J., Utsugi, A., van den Broek, K. L., … & Clayton, S. (2024). Climate justice beliefs related to climate action and policy support around the world.
_Nature Climate Change_,
_14_(11), 1144-1150.
[https://doi.org/10.1038/s41558-024-02168-y](https://doi.org/10.1038/s41558-024-02168-y)

Thomas, A., & Benjamin, L. (2023). Climate justice and loss and damage: Hurricane Dorian, Haitians and human rights.
_The Geographical Journal_,
_189_(4), 584-592.
[https://doi.org/10.1111/geoj.12484](https://doi.org/10.1111/geoj.12484)

**ModuleFourShortPaperGuidelinesandRubric.html.zip**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/modulefourshortpaperguidelinesandrubric-html-zip-10600733)

November 6, 2026
[Solved] What Makes Drift Boss So Addictive and Fun to Play?

✓ Verified Academic Solution Available

Executive Solution Overview

[>Accounting homework help](https://www.sweetstudy.com/fields/business-finance-accounting) Why do so many players enjoy [Drift Boss](https://driftbossfree.lol/) even though the gameplay looks simple at first? What do you think makes the drifting mechanics challenging and keeps people coming back to …

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Assignment Prompt & Instructions

[>Accounting homework help](https://www.sweetstudy.com/fields/business-finance-accounting)

Why do so many players enjoy [Drift Boss](https://driftbossfree.lol/) even though the gameplay looks simple at first? What do you think makes the drifting mechanics challenging and keeps people coming back to improve their scores?

– [\
\
drift-bosss.png](https://www.sweetstudy.com/files/drift-bosss-png "drift-bosss.png")

– a month ago

November 6, 2026
[Solved] Week 4 Discussion- Capstone

✓ Verified Academic Solution Available

Executive Solution Overview

– a month ago **files (5)** – ## Week4LearningResources-Capstone.docx – ## Week4DiscussionInstructions-Capstone.docx – ## Week3LearningResources-Capstone.docx – ## Week2LearningResouces-Capstone.docx – ## Week1LearningResources-Capstone.docx **## Week4LearningResources-Capstone.docx** **Week 4 Learn…

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Assignment Prompt & Instructions

– a month ago

**files (5)**

– ## Week4LearningResources-Capstone.docx

– ## Week4DiscussionInstructions-Capstone.docx

– ## Week3LearningResources-Capstone.docx

– ## Week2LearningResouces-Capstone.docx

– ## Week1LearningResources-Capstone.docx

**## Week4LearningResources-Capstone.docx**

**Week 4 Learning Resources**

**Capstone**

**Using Artificial Intelligence in Business Strategy**

In today's dynamic business environment, organizations are increasingly leveraging Artificial intelligence (AI) to gain a competitive edge, streamline operations, enhance customer experiences, and unlock new opportunities. The following resources offer some insights into how AI is affecting business.

· Abdullahi, A. (2023, November 29).
[Generative AI for business: Top 7 productivity boostsLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=173948694&site=eds-live&scope=site&custid=s6527200).
_EWeek_. https://www.eweek.com/artificial-intelligence/generative-ai-for-business/

· Choudhuri, S., Veeranalla, S., Gamini, P., Manike, C., Priya, U., & Katta, S. K. (2024).
[AI-powered HR marketing revolutionizing employee recruitment and retention strategiesLinks to an external site.](https://ieeexplore.ieee.org/document/10837529).
_2024 International Conference on Intelligent Computing and Emerging Communication Technologies (ICEC), Intelligent Computing and Emerging Communication Technologies (ICEC), 2024 International Conference On_, 1–6. https://doi.org/10.1109/ICEC59683.2024.10837529

· Fountaine, T., McCarthy, B., & Saleh, T. (2021).
[Getting AI to scale](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR2103H-PDF-ENG%2Frich-text).
_Harvard Business Review_,
_99_(3), 116–123. https://hbr.org

**## Week4DiscussionInstructions-Capstone.docx**

**Using AI To Promote Organizational Success**

The successful integration of AI into organizational processes requires not only cutting-edge technology and talent but also a strategic approach to overcome cultural and organizational barriers. Companies leading in AI adoption emphasize the importance of fostering an AI-ready culture, investing in AI education for all employees, and aligning AI initiatives with the organization's strategic goals. Moreover, the rise of AI has prompted the establishment of numerous AI organizations and institutes focused on promoting responsible and inclusive AI practices, underscoring the broader societal implications of AI deployment.

In this Discussion, you will reflect on Weeks 1, 2, and 3 and use the Learning Resources to explore the organizational aspects of AI. Based on your research, you will provide a consideration for using AI that will convince a CEO that AI can help the organization improve its organizational needs, which can lead to increased revenue and customer satisfaction.

**To prepare for this Discussion:**

· Identify an organization with which you are familiar and then, using the Learning Resources from the past 3 weeks and those provided on AI, consider how the organization could benefit from using AI to improve its operations. Specifically, consider the importance of integrating AI into organizational processes to enhance efficiency, innovation, and competitive advantage.

· Additionally, think about the implications of bias in AI algorithms, data privacy concerns, and the impact of AI on job displacement and workforce dynamics.

**Post** a synthesis of the strategic use of AI to promote organizational success, including ethical considerations of the use of AI, that includes the following:

· Summarize the strategic advantages of using AI within your selected organization, as follows:

· Identify 2 to 3 benefits of using AI to help the organization improve its efforts to optimize revenue and customer satisfaction.

· In addition, identify 2 to 3 potential challenges that the organization (or organizations in general) may face in aligning AI initiatives with strategic objectives, and explain what strategies might be used to overcome those challenges and bring about positive outcomes.

· Synthesize the ethical considerations of using AI in an organizational setting, including some ways that organizations can promote responsible and inclusive AI practices and mitigate potential ethical risks.

**## Week3LearningResources-Capstone.docx**

**Week 3 Learning Resources**

**Capstone**

**The Purpose-Driven Organization**

A purpose-driven company stands for and acts on something larger than its products and services. Purpose can be an organizational strategy and a roadmap to remain competitive in a fast-changing economy. Many business leaders are committed to aligning their goal setting and decision making to their organization’s purpose in hopes of driving forward its success. Through these resources, you will consider the purpose-driven organization.

· Blount, S., & Leinwand, P. (2019, November 1).
[Why are we here?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1906J-PDF-ENG%2Frich-text) _Harvard Business Review_ ,
_97_ (6), 132–139.

· Eccles, R. G., Strine, L. E., & Youmans, T. (2020, May 13).
[3 ways to put your corporate purpose into action](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05M0N-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_ , 2–5. http://hbr.org

· IFC Arthsastra. (2019, October 20).
[_Michael Porter on purpose_ Links to an external site.](https://www.youtube.com/watch?v=gP0gSFHfQM0&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=6) [Video]. YouTube. https://www.youtube.com/watch?v=gP0gSFHfQM0&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=6

· Leimer, B. (2021, June 24).
[_How can we build a more purpose-driven company culture?Links to an external site._](https://www.thehrdirector.com/features/csr/how-can-we-build-a-more-purpose-driven-company-culture/) https://www.thehrdirector.com/features/csr/how-can-we-build-a-more-purpose-driven-company-culture/

· Malknight, T. W., Buche, I., & Dhanaraj, C. (2019, September 1).
[Put purpose at the core of your strategy](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1905D-PDF-ENG%2Frich-text).
_Harvard Business Review_ ,
_97_ (5), 70–79.

**The Organizational Structure**

You may have heard the term
_top-down management_ or
_bottom-up management_ to describe an organization’s structure. Whether hierarchical, flat, or matrixed, an organization’s structure serves as the basis for how an organization distributes its roles and responsibilities to support effective decision making, communication, and achievement of its goals. Through these resources, you will consider different types of organizational structures.

· Communication Coach Alex Lyon. (2018, January 7).
[_Organizational structure_ Links to an external site.](https://www.youtube.com/watch?v=zUd0UNHyy60) [Video]. YouTube. https://www.youtube.com/watch?v=zUd0UNHyy60

· GreggU. (2019, January 14).
[_Types of organizational structures_ Links to an external site.](https://www.youtube.com/watch?v=Vbcpr1TS9NM) [Video]. YouTube. https://www.youtube.com/watch?v=Vbcpr1TS9NM

· Lumen Learning. (n.d.).
[Common organizational structuresLinks to an external site.](https://courses.lumenlearning.com/boundless-management/chapter/common-organizational-structures/). In
_Boundless business_ . https://courses.lumenlearning.com/boundless-management/chapter/common-organizational-structures/

**## Week2LearningResouces-Capstone.docx**

**Week 2 Learning Resources**

**Capstone**

**The Social and Economic Impacts of an Organization**

Imagine a small town in which a new factory is built. Then think about how that business might impact its local community. You may consider the possible job opportunities that the factory will provide to people living in the area, or perhaps you might think of the potential impact to the environment of gases or other chemicals introduced into the air or water supply as a result of production. Or perhaps, that factory, through its corporate social responsibility practices, can provide services that benefit the neighborhoods and families in its local or even global community. No business operates in a vacuum, and whether positive or negative, it is likely to have some kind of impact based on its business practices. Using these resources, you will consider the social and economic impacts of organizations.

· Lumen Learning. (n.d.).
[The business environmentLinks to an external site.](https://courses.lumenlearning.com/boundless-business/chapter/the-business-environment/). In
_Boundless business_ . https://courses.lumenlearning.com/boundless-business/chapter/the-business-environment/#:~:text=The%20Social%20Environment

· Impactgarden.org. (n.d.).
[_Responsible business_ Links to an external site.](https://impactgarden.org/responsible-business/). https://impactgarden.org/responsible-business/

· TED. (2013, October 7).
[_Michael Porter: Why business can be good at solving social problems_ Links to an external site.](https://www.youtube.com/watch?v=0iIh5YYDR2o&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=2) [Video]. YouTube.
[https://www.youtube.com/watch?v=0iIh5YYDR2o&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=2](https://www.youtube.com/watch?v=0iIh5YYDR2o&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=2)

**Understanding the Business Environment**

In addition to understanding how a business influences the environment in which it operates, it is critical to understand how that environment influences the stability and success of a business. The outside business climate includes financial, political, regulatory, social, and other environmental factors that can have a significant impact on how a business operates and engages with its customers and stakeholders. Remaining aware of the ever-changing needs and influences of society is critical for business leaders so that they can remain competitive in the market while also advancing the organization’s strategic initiatives.

· Duro, K. (2018, March 26).
[_The effects of social environment on business_ Links to an external site.](https://imperiumapps.com/the-effects-of-social-environment-on-business/). Imperium Apps. https://imperiumapps.com/the-effects-of-social-environment-on-business/

· Edumecate. (2020, March 6).
[_Social influences on business (external influences on businesses)_ Links to an external site.](https://www.youtube.com/watch?v=XsozC-25hEw) [Video]. YouTube. https://www.youtube.com/watch?v=XsozC-25hEw

· Gitman, L. J., McDaniel, C., Shah, A., Reece, M., Koffel, L., Talsma, B., & Hyatt, J. C. (2018).
[1.2 understanding the business environmentLinks to an external site.](https://openstax.org/books/introduction-business/pages/1-2-understanding-the-business-environment). In
_Introduction to business_ . OpenStax. https://openstax.org/books/introduction-business/pages/1-2-understanding-the-business-environment

· Harary, M. (2021, July 1).
[How companies can lead the way for Generation ZLinks to an external site.](https://www.forbes.com/sites/forbesbusinesscouncil/2021/07/01/how-companies-can-lead-the-way-for-generation-z/?sh=f2ea27740973).
_Forbes_ . https://www.forbes.com/sites/forbesbusinesscouncil/2021/07/01/how-companies-can-lead-the-way-for-generation-z/?sh=f2ea27740973

· Unruh, G., & Bach, D. (2021).
[The politics of business: A playbook emergesLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=edo&AN=147403028&site=eds-live&scope=site&custid=s6527200).
_Rotman Management_ , 48–53.

· Young, D. (2021, June 28).
[_How environmental, social, and governance reporting grew up_ Links to an external site.](https://www.strategy-business.com/article/How-environmental-social-and-governance-reporting-grew-up?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp). strategy+business. https://www.strategy-business.com/article/How-environmental-social-and-governance-reporting-grew-up?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp

**## Week1LearningResources-Capstone.docx**

**Week 1 Learning Resources**

**Capstone**

**What Organizational Culture Is**

When you think of organizational culture, what comes to mind? Simply put, organizational culture refers to a company’s mission, objectives, expectations, and values that guide business practices and employee behaviors. Using these resources, you will consider what organizational culture is and will begin using these ideas—as well as others you have examined throughout this program—to analyze the organizational culture of the organization that you selected to be the focus of your playbook.

· Cheng, J. Y-J., & Groysberg, B. (2021, June 18).
[Research: What inclusive companies have in common](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06F0I-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 1–7. http://hbr.org

· Dillard, S. R. (2021, April 19).
[How inclusive is your leadership?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06AN0-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_, 1–8. http://hbr.org

**Time Estimate:** 6 minutes

· GreggU. (2019, November 18).
[_Organizational cultureLinks to an external site._](https://www.youtube.com/watch?v=J6Y61qshVv8) [Video]. YouTube. https://www.youtube.com/watch?v=J6Y61qshVv8

**Note:** The approximate length of this media piece is 14 minutes.

· Kegan, R., Lahey, L., & Fleming, A. (2014, January 22).
[Does your company make you a better person?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH00MWO-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

· Greene, J. R. (2022).
[Boards can accelerate business performance by fully engaging on organizational cultureLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=156834273&site=eds-live&scope=site&custid=s6527200).
_Board Leadership, 2022_(181), 1–8. https://doi.org/10.1002/bl.30215

· Traphagan, J. (2017, January 6).
[We’re thinking about organizational culture all wrong](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH03E82-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–4.
[http://hbr.org](http://hbr.org/)

**Benefits and Challenges of Organizational Culture**

Businesses with a well-established organizational culture tend to be more successful because they have operational systems in place that not only support employee performance, productivity, and engagement, but also promote the mission, objectives, expectations, and values of the organization. There is a clear sense of purpose, whereby employees not only understand the organization’s goals but can also feel more connected to those goals and to one another. On the other hand, the culture of an organization can present challenges to the strategic success of a business as well. Through these resources, you will consider the benefits and challenges of organizational culture.

· Furst, P. (2021, May 12).
[Organizational culture drives (safety) performance. \
_Occupational Health & Safety_.Links to an external site.](https://ohsonline.com/articles/2021/05/12/organizational-culture-drives-safety-performance.aspx) https://ohsonline.com/articles/2021/05/12/organizational-culture-drives-safety-performance.aspx

· Herrity, J. (2022. October 31).
[_Corporate culture examples and benefits_ Links to an external site.](https://www.indeed.com/career-advice/career%20-development/corporate-culture-examples-benefits). Indeed. https://www.indeed.com/career-advice/career-development/corporate-culture-examples-benefits

· PwC. (2021).
_Global culture survey 2021:_ [_The link between culture and competitive advantageLinks to an external site._](https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf).
[https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf](https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf)

**Incorporating Culture into Strategy and Business Practices**

Not only can a strong, well-defined organizational culture support employee engagement and even improve retention, but that culture can be used as part of a business’s strategy. As you consider the culture and business practices of the company that you selected to feature in your strategy playbook, also begin to think about how those elements could serve as a strategic advantage for that company. Or, if there are adjustments that may need to be made, consider how doing so can promote the organization’s success into the future.

· Bartone, P. T., & Stein, S. J. (2020, March 9).
[Build “hardiness” into your organizational culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05G3F-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–4. http://hbr.org

· Gafni, N. (2021, July 1).
[_Do your DE&I efforts consider age, class, and lived experience?_](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06GA7-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_, 1–9. http://hbr.org

· Grant, A. (2021, February 3).
[Building a culture of learning at workLinks to an external site.](https://www.strategy-business.com/article/Building-a-culture-of-learning-at-work?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp). strategy+business. https://www.strategy-business.com/article/Building-a-culture-of-learning-at-work?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp

· Groysberg, B., Lee, J., Price, J., & Cheng, J. Y. (2018, January–February).
[The leader’s guide to corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FS18010-PDF-ENG%2Frich-text).
_Harvard Business Review_,
_96_(1), 44–52.

· Yohn, D. L. (2019, December 17).
[Build a culture to match your brand](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05BK0-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–6. http://hbr.org

· Yohn, D. L. (2018, October 2).
[6 ways to build a customer-centric culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH04KFV-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–5. http://hbr.org

· Yohn, D. L. (2021, February 8).
[Company culture is everyone’s responsibility](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH065SN-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 1–8.
[http://hbr.org](http://hbr.org/)

**Important Documents for the Week**

·
**Document:** [MBAX 6990 Assignment Template (Word document)](https://waldenu.instructure.com/courses/247046/files/21119794?wrap=1) [Download MBAX 6990 Assignment Template (Word document)](https://waldenu.instructure.com/courses/247046/files/21119794/download?download_frd=1)

· GoSkills.com (2023, June 26).
[_How to create a table of contents in Microsoft 365 | Microsoft Word 365 – Basic & Advanced CourseLinks to an external site._](https://www.youtube.com/watch?v=U-1vBwJvvzI)[Video]. YouTube. https://www.youtube.com/watch?v=U-1vBwJvvzI

· ITsEasyTraining1st. (2023, January 1).
[_How to add a bibliography entry into a Microsoft Word document_ Links to an external site.](https://www.youtube.com/watch?v=OXPGQB4PD3o) [Video]. YouTube. https://www.youtube.com/watch?v=OXPGQB4PD3o

**## Week1LearningResources-Capstone.docx**

**Week 1 Learning Resources**

**Capstone**

**What Organizational Culture Is**

When you think of organizational culture, what comes to mind? Simply put, organizational culture refers to a company’s mission, objectives, expectations, and values that guide business practices and employee behaviors. Using these resources, you will consider what organizational culture is and will begin using these ideas—as well as others you have examined throughout this program—to analyze the organizational culture of the organization that you selected to be the focus of your playbook.

· Cheng, J. Y-J., & Groysberg, B. (2021, June 18).
[Research: What inclusive companies have in common](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06F0I-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 1–7. http://hbr.org

· Dillard, S. R. (2021, April 19).
[How inclusive is your leadership?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06AN0-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_, 1–8. http://hbr.org

**Time Estimate:** 6 minutes

· GreggU. (2019, November 18).
[_Organizational cultureLinks to an external site._](https://www.youtube.com/watch?v=J6Y61qshVv8) [Video]. YouTube. https://www.youtube.com/watch?v=J6Y61qshVv8

**Note:** The approximate length of this media piece is 14 minutes.

· Kegan, R., Lahey, L., & Fleming, A. (2014, January 22).
[Does your company make you a better person?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH00MWO-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

· Greene, J. R. (2022).
[Boards can accelerate business performance by fully engaging on organizational cultureLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=156834273&site=eds-live&scope=site&custid=s6527200).
_Board Leadership, 2022_(181), 1–8. https://doi.org/10.1002/bl.30215

· Traphagan, J. (2017, January 6).
[We’re thinking about organizational culture all wrong](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH03E82-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–4.
[http://hbr.org](http://hbr.org/)

**Benefits and Challenges of Organizational Culture**

Businesses with a well-established organizational culture tend to be more successful because they have operational systems in place that not only support employee performance, productivity, and engagement, but also promote the mission, objectives, expectations, and values of the organization. There is a clear sense of purpose, whereby employees not only understand the organization’s goals but can also feel more connected to those goals and to one another. On the other hand, the culture of an organization can present challenges to the strategic success of a business as well. Through these resources, you will consider the benefits and challenges of organizational culture.

· Furst, P. (2021, May 12).
[Organizational culture drives (safety) performance. \
_Occupational Health & Safety_.Links to an external site.](https://ohsonline.com/articles/2021/05/12/organizational-culture-drives-safety-performance.aspx) https://ohsonline.com/articles/2021/05/12/organizational-culture-drives-safety-performance.aspx

· Herrity, J. (2022. October 31).
[_Corporate culture examples and benefits_ Links to an external site.](https://www.indeed.com/career-advice/career%20-development/corporate-culture-examples-benefits). Indeed. https://www.indeed.com/career-advice/career-development/corporate-culture-examples-benefits

· PwC. (2021).
_Global culture survey 2021:_ [_The link between culture and competitive advantageLinks to an external site._](https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf).
[https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf](https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf)

**Incorporating Culture into Strategy and Business Practices**

Not only can a strong, well-defined organizational culture support employee engagement and even improve retention, but that culture can be used as part of a business’s strategy. As you consider the culture and business practices of the company that you selected to feature in your strategy playbook, also begin to think about how those elements could serve as a strategic advantage for that company. Or, if there are adjustments that may need to be made, consider how doing so can promote the organization’s success into the future.

· Bartone, P. T., & Stein, S. J. (2020, March 9).
[Build “hardiness” into your organizational culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05G3F-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–4. http://hbr.org

· Gafni, N. (2021, July 1).
[_Do your DE&I efforts consider age, class, and lived experience?_](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06GA7-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_, 1–9. http://hbr.org

· Grant, A. (2021, February 3).
[Building a culture of learning at workLinks to an external site.](https://www.strategy-business.com/article/Building-a-culture-of-learning-at-work?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp). strategy+business. https://www.strategy-business.com/article/Building-a-culture-of-learning-at-work?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp

· Groysberg, B., Lee, J., Price, J., & Cheng, J. Y. (2018, January–February).
[The leader’s guide to corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FS18010-PDF-ENG%2Frich-text).
_Harvard Business Review_,
_96_(1), 44–52.

· Yohn, D. L. (2019, December 17).
[Build a culture to match your brand](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05BK0-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–6. http://hbr.org

· Yohn, D. L. (2018, October 2).
[6 ways to build a customer-centric culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH04KFV-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–5. http://hbr.org

· Yohn, D. L. (2021, February 8).
[Company culture is everyone’s responsibility](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH065SN-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 1–8.
[http://hbr.org](http://hbr.org/)

**Important Documents for the Week**

·
**Document:** [MBAX 6990 Assignment Template (Word document)](https://waldenu.instructure.com/courses/247046/files/21119794?wrap=1) [Download MBAX 6990 Assignment Template (Word document)](https://waldenu.instructure.com/courses/247046/files/21119794/download?download_frd=1)

· GoSkills.com (2023, June 26).
[_How to create a table of contents in Microsoft 365 | Microsoft Word 365 – Basic & Advanced CourseLinks to an external site._](https://www.youtube.com/watch?v=U-1vBwJvvzI)[Video]. YouTube. https://www.youtube.com/watch?v=U-1vBwJvvzI

· ITsEasyTraining1st. (2023, January 1).
[_How to add a bibliography entry into a Microsoft Word document_ Links to an external site.](https://www.youtube.com/watch?v=OXPGQB4PD3o) [Video]. YouTube. https://www.youtube.com/watch?v=OXPGQB4PD3o

**## Week4LearningResources-Capstone.docx**

**Week 4 Learning Resources**

**Capstone**

**Using Artificial Intelligence in Business Strategy**

In today's dynamic business environment, organizations are increasingly leveraging Artificial intelligence (AI) to gain a competitive edge, streamline operations, enhance customer experiences, and unlock new opportunities. The following resources offer some insights into how AI is affecting business.

· Abdullahi, A. (2023, November 29).
[Generative AI for business: Top 7 productivity boostsLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=173948694&site=eds-live&scope=site&custid=s6527200).
_EWeek_. https://www.eweek.com/artificial-intelligence/generative-ai-for-business/

· Choudhuri, S., Veeranalla, S., Gamini, P., Manike, C., Priya, U., & Katta, S. K. (2024).
[AI-powered HR marketing revolutionizing employee recruitment and retention strategiesLinks to an external site.](https://ieeexplore.ieee.org/document/10837529).
_2024 International Conference on Intelligent Computing and Emerging Communication Technologies (ICEC), Intelligent Computing and Emerging Communication Technologies (ICEC), 2024 International Conference On_, 1–6. https://doi.org/10.1109/ICEC59683.2024.10837529

· Fountaine, T., McCarthy, B., & Saleh, T. (2021).
[Getting AI to scale](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR2103H-PDF-ENG%2Frich-text).
_Harvard Business Review_,
_99_(3), 116–123. https://hbr.org

**## Week4DiscussionInstructions-Capstone.docx**

**Using AI To Promote Organizational Success**

The successful integration of AI into organizational processes requires not only cutting-edge technology and talent but also a strategic approach to overcome cultural and organizational barriers. Companies leading in AI adoption emphasize the importance of fostering an AI-ready culture, investing in AI education for all employees, and aligning AI initiatives with the organization's strategic goals. Moreover, the rise of AI has prompted the establishment of numerous AI organizations and institutes focused on promoting responsible and inclusive AI practices, underscoring the broader societal implications of AI deployment.

In this Discussion, you will reflect on Weeks 1, 2, and 3 and use the Learning Resources to explore the organizational aspects of AI. Based on your research, you will provide a consideration for using AI that will convince a CEO that AI can help the organization improve its organizational needs, which can lead to increased revenue and customer satisfaction.

**To prepare for this Discussion:**

· Identify an organization with which you are familiar and then, using the Learning Resources from the past 3 weeks and those provided on AI, consider how the organization could benefit from using AI to improve its operations. Specifically, consider the importance of integrating AI into organizational processes to enhance efficiency, innovation, and competitive advantage.

· Additionally, think about the implications of bias in AI algorithms, data privacy concerns, and the impact of AI on job displacement and workforce dynamics.

**Post** a synthesis of the strategic use of AI to promote organizational success, including ethical considerations of the use of AI, that includes the following:

· Summarize the strategic advantages of using AI within your selected organization, as follows:

· Identify 2 to 3 benefits of using AI to help the organization improve its efforts to optimize revenue and customer satisfaction.

· In addition, identify 2 to 3 potential challenges that the organization (or organizations in general) may face in aligning AI initiatives with strategic objectives, and explain what strategies might be used to overcome those challenges and bring about positive outcomes.

· Synthesize the ethical considerations of using AI in an organizational setting, including some ways that organizations can promote responsible and inclusive AI practices and mitigate potential ethical risks.

**## Week3LearningResources-Capstone.docx**

**Week 3 Learning Resources**

**Capstone**

**The Purpose-Driven Organization**

A purpose-driven company stands for and acts on something larger than its products and services. Purpose can be an organizational strategy and a roadmap to remain competitive in a fast-changing economy. Many business leaders are committed to aligning their goal setting and decision making to their organization’s purpose in hopes of driving forward its success. Through these resources, you will consider the purpose-driven organization.

· Blount, S., & Leinwand, P. (2019, November 1).
[Why are we here?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1906J-PDF-ENG%2Frich-text) _Harvard Business Review_ ,
_97_ (6), 132–139.

· Eccles, R. G., Strine, L. E., & Youmans, T. (2020, May 13).
[3 ways to put your corporate purpose into action](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05M0N-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_ , 2–5. http://hbr.org

· IFC Arthsastra. (2019, October 20).
[_Michael Porter on purpose_ Links to an external site.](https://www.youtube.com/watch?v=gP0gSFHfQM0&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=6) [Video]. YouTube. https://www.youtube.com/watch?v=gP0gSFHfQM0&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=6

· Leimer, B. (2021, June 24).
[_How can we build a more purpose-driven company culture?Links to an external site._](https://www.thehrdirector.com/features/csr/how-can-we-build-a-more-purpose-driven-company-culture/) https://www.thehrdirector.com/features/csr/how-can-we-build-a-more-purpose-driven-company-culture/

· Malknight, T. W., Buche, I., & Dhanaraj, C. (2019, September 1).
[Put purpose at the core of your strategy](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1905D-PDF-ENG%2Frich-text).
_Harvard Business Review_ ,
_97_ (5), 70–79.

**The Organizational Structure**

You may have heard the term
_top-down management_ or
_bottom-up management_ to describe an organization’s structure. Whether hierarchical, flat, or matrixed, an organization’s structure serves as the basis for how an organization distributes its roles and responsibilities to support effective decision making, communication, and achievement of its goals. Through these resources, you will consider different types of organizational structures.

· Communication Coach Alex Lyon. (2018, January 7).
[_Organizational structure_ Links to an external site.](https://www.youtube.com/watch?v=zUd0UNHyy60) [Video]. YouTube. https://www.youtube.com/watch?v=zUd0UNHyy60

· GreggU. (2019, January 14).
[_Types of organizational structures_ Links to an external site.](https://www.youtube.com/watch?v=Vbcpr1TS9NM) [Video]. YouTube. https://www.youtube.com/watch?v=Vbcpr1TS9NM

· Lumen Learning. (n.d.).
[Common organizational structuresLinks to an external site.](https://courses.lumenlearning.com/boundless-management/chapter/common-organizational-structures/). In
_Boundless business_ . https://courses.lumenlearning.com/boundless-management/chapter/common-organizational-structures/

**## Week2LearningResouces-Capstone.docx**

**Week 2 Learning Resources**

**Capstone**

**The Social and Economic Impacts of an Organization**

Imagine a small town in which a new factory is built. Then think about how that business might impact its local community. You may consider the possible job opportunities that the factory will provide to people living in the area, or perhaps you might think of the potential impact to the environment of gases or other chemicals introduced into the air or water supply as a result of production. Or perhaps, that factory, through its corporate social responsibility practices, can provide services that benefit the neighborhoods and families in its local or even global community. No business operates in a vacuum, and whether positive or negative, it is likely to have some kind of impact based on its business practices. Using these resources, you will consider the social and economic impacts of organizations.

· Lumen Learning. (n.d.).
[The business environmentLinks to an external site.](https://courses.lumenlearning.com/boundless-business/chapter/the-business-environment/). In
_Boundless business_ . https://courses.lumenlearning.com/boundless-business/chapter/the-business-environment/#:~:text=The%20Social%20Environment

· Impactgarden.org. (n.d.).
[_Responsible business_ Links to an external site.](https://impactgarden.org/responsible-business/). https://impactgarden.org/responsible-business/

· TED. (2013, October 7).
[_Michael Porter: Why business can be good at solving social problems_ Links to an external site.](https://www.youtube.com/watch?v=0iIh5YYDR2o&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=2) [Video]. YouTube.
[https://www.youtube.com/watch?v=0iIh5YYDR2o&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=2](https://www.youtube.com/watch?v=0iIh5YYDR2o&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=2)

**Understanding the Business Environment**

In addition to understanding how a business influences the environment in which it operates, it is critical to understand how that environment influences the stability and success of a business. The outside business climate includes financial, political, regulatory, social, and other environmental factors that can have a significant impact on how a business operates and engages with its customers and stakeholders. Remaining aware of the ever-changing needs and influences of society is critical for business leaders so that they can remain competitive in the market while also advancing the organization’s strategic initiatives.

· Duro, K. (2018, March 26).
[_The effects of social environment on business_ Links to an external site.](https://imperiumapps.com/the-effects-of-social-environment-on-business/). Imperium Apps. https://imperiumapps.com/the-effects-of-social-environment-on-business/

· Edumecate. (2020, March 6).
[_Social influences on business (external influences on businesses)_ Links to an external site.](https://www.youtube.com/watch?v=XsozC-25hEw) [Video]. YouTube. https://www.youtube.com/watch?v=XsozC-25hEw

· Gitman, L. J., McDaniel, C., Shah, A., Reece, M., Koffel, L., Talsma, B., & Hyatt, J. C. (2018).
[1.2 understanding the business environmentLinks to an external site.](https://openstax.org/books/introduction-business/pages/1-2-understanding-the-business-environment). In
_Introduction to business_ . OpenStax. https://openstax.org/books/introduction-business/pages/1-2-understanding-the-business-environment

· Harary, M. (2021, July 1).
[How companies can lead the way for Generation ZLinks to an external site.](https://www.forbes.com/sites/forbesbusinesscouncil/2021/07/01/how-companies-can-lead-the-way-for-generation-z/?sh=f2ea27740973).
_Forbes_ . https://www.forbes.com/sites/forbesbusinesscouncil/2021/07/01/how-companies-can-lead-the-way-for-generation-z/?sh=f2ea27740973

· Unruh, G., & Bach, D. (2021).
[The politics of business: A playbook emergesLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=edo&AN=147403028&site=eds-live&scope=site&custid=s6527200).
_Rotman Management_ , 48–53.

· Young, D. (2021, June 28).
[_How environmental, social, and governance reporting grew up_ Links to an external site.](https://www.strategy-business.com/article/How-environmental-social-and-governance-reporting-grew-up?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp). strategy+business. https://www.strategy-business.com/article/How-environmental-social-and-governance-reporting-grew-up?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp

**## Week1LearningResources-Capstone.docx**

**Week 1 Learning Resources**

**Capstone**

**What Organizational Culture Is**

When you think of organizational culture, what comes to mind? Simply put, organizational culture refers to a company’s mission, objectives, expectations, and values that guide business practices and employee behaviors. Using these resources, you will consider what organizational culture is and will begin using these ideas—as well as others you have examined throughout this program—to analyze the organizational culture of the organization that you selected to be the focus of your playbook.

· Cheng, J. Y-J., & Groysberg, B. (2021, June 18).
[Research: What inclusive companies have in common](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06F0I-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 1–7. http://hbr.org

· Dillard, S. R. (2021, April 19).
[How inclusive is your leadership?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06AN0-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_, 1–8. http://hbr.org

**Time Estimate:** 6 minutes

· GreggU. (2019, November 18).
[_Organizational cultureLinks to an external site._](https://www.youtube.com/watch?v=J6Y61qshVv8) [Video]. YouTube. https://www.youtube.com/watch?v=J6Y61qshVv8

**Note:** The approximate length of this media piece is 14 minutes.

· Kegan, R., Lahey, L., & Fleming, A. (2014, January 22).
[Does your company make you a better person?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH00MWO-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

· Greene, J. R. (2022).
[Boards can accelerate business performance by fully engaging on organizational cultureLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=156834273&site=eds-live&scope=site&custid=s6527200).
_Board Leadership, 2022_(181), 1–8. https://doi.org/10.1002/bl.30215

· Traphagan, J. (2017, January 6).
[We’re thinking about organizational culture all wrong](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH03E82-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–4.
[http://hbr.org](http://hbr.org/)

**Benefits and Challenges of Organizational Culture**

Businesses with a well-established organizational culture tend to be more successful because they have operational systems in place that not only support employee performance, productivity, and engagement, but also promote the mission, objectives, expectations, and values of the organization. There is a clear sense of purpose, whereby employees not only understand the organization’s goals but can also feel more connected to those goals and to one another. On the other hand, the culture of an organization can present challenges to the strategic success of a business as well. Through these resources, you will consider the benefits and challenges of organizational culture.

· Furst, P. (2021, May 12).
[Organizational culture drives (safety) performance. \
_Occupational Health & Safety_.Links to an external site.](https://ohsonline.com/articles/2021/05/12/organizational-culture-drives-safety-performance.aspx) https://ohsonline.com/articles/2021/05/12/organizational-culture-drives-safety-performance.aspx

· Herrity, J. (2022. October 31).
[_Corporate culture examples and benefits_ Links to an external site.](https://www.indeed.com/career-advice/career%20-development/corporate-culture-examples-benefits). Indeed. https://www.indeed.com/career-advice/career-development/corporate-culture-examples-benefits

· PwC. (2021).
_Global culture survey 2021:_ [_The link between culture and competitive advantageLinks to an external site._](https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf).
[https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf](https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf)

**Incorporating Culture into Strategy and Business Practices**

Not only can a strong, well-defined organizational culture support employee engagement and even improve retention, but that culture can be used as part of a business’s strategy. As you consider the culture and business practices of the company that you selected to feature in your strategy playbook, also begin to think about how those elements could serve as a strategic advantage for that company. Or, if there are adjustments that may need to be made, consider how doing so can promote the organization’s success into the future.

· Bartone, P. T., & Stein, S. J. (2020, March 9).
[Build “hardiness” into your organizational culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05G3F-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–4. http://hbr.org

· Gafni, N. (2021, July 1).
[_Do your DE&I efforts consider age, class, and lived experience?_](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06GA7-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_, 1–9. http://hbr.org

· Grant, A. (2021, February 3).
[Building a culture of learning at workLinks to an external site.](https://www.strategy-business.com/article/Building-a-culture-of-learning-at-work?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp). strategy+business. https://www.strategy-business.com/article/Building-a-culture-of-learning-at-work?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp

· Groysberg, B., Lee, J., Price, J., & Cheng, J. Y. (2018, January–February).
[The leader’s guide to corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FS18010-PDF-ENG%2Frich-text).
_Harvard Business Review_,
_96_(1), 44–52.

· Yohn, D. L. (2019, December 17).
[Build a culture to match your brand](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05BK0-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–6. http://hbr.org

· Yohn, D. L. (2018, October 2).
[6 ways to build a customer-centric culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH04KFV-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–5. http://hbr.org

· Yohn, D. L. (2021, February 8).
[Company culture is everyone’s responsibility](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH065SN-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 1–8.
[http://hbr.org](http://hbr.org/)

**Important Documents for the Week**

·
**Document:** [MBAX 6990 Assignment Template (Word document)](https://waldenu.instructure.com/courses/247046/files/21119794?wrap=1) [Download MBAX 6990 Assignment Template (Word document)](https://waldenu.instructure.com/courses/247046/files/21119794/download?download_frd=1)

· GoSkills.com (2023, June 26).
[_How to create a table of contents in Microsoft 365 | Microsoft Word 365 – Basic & Advanced CourseLinks to an external site._](https://www.youtube.com/watch?v=U-1vBwJvvzI)[Video]. YouTube. https://www.youtube.com/watch?v=U-1vBwJvvzI

· ITsEasyTraining1st. (2023, January 1).
[_How to add a bibliography entry into a Microsoft Word document_ Links to an external site.](https://www.youtube.com/watch?v=OXPGQB4PD3o) [Video]. YouTube. https://www.youtube.com/watch?v=OXPGQB4PD3o

**## Week4LearningResources-Capstone.docx**

**Week 4 Learning Resources**

**Capstone**

**Using Artificial Intelligence in Business Strategy**

In today's dynamic business environment, organizations are increasingly leveraging Artificial intelligence (AI) to gain a competitive edge, streamline operations, enhance customer experiences, and unlock new opportunities. The following resources offer some insights into how AI is affecting business.

· Abdullahi, A. (2023, November 29).
[Generative AI for business: Top 7 productivity boostsLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=173948694&site=eds-live&scope=site&custid=s6527200).
_EWeek_. https://www.eweek.com/artificial-intelligence/generative-ai-for-business/

· Choudhuri, S., Veeranalla, S., Gamini, P., Manike, C., Priya, U., & Katta, S. K. (2024).
[AI-powered HR marketing revolutionizing employee recruitment and retention strategiesLinks to an external site.](https://ieeexplore.ieee.org/document/10837529).
_2024 International Conference on Intelligent Computing and Emerging Communication Technologies (ICEC), Intelligent Computing and Emerging Communication Technologies (ICEC), 2024 International Conference On_, 1–6. https://doi.org/10.1109/ICEC59683.2024.10837529

· Fountaine, T., McCarthy, B., & Saleh, T. (2021).
[Getting AI to scale](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR2103H-PDF-ENG%2Frich-text).
_Harvard Business Review_,
_99_(3), 116–123. https://hbr.org

**## Week4DiscussionInstructions-Capstone.docx**

**Using AI To Promote Organizational Success**

The successful integration of AI into organizational processes requires not only cutting-edge technology and talent but also a strategic approach to overcome cultural and organizational barriers. Companies leading in AI adoption emphasize the importance of fostering an AI-ready culture, investing in AI education for all employees, and aligning AI initiatives with the organization's strategic goals. Moreover, the rise of AI has prompted the establishment of numerous AI organizations and institutes focused on promoting responsible and inclusive AI practices, underscoring the broader societal implications of AI deployment.

In this Discussion, you will reflect on Weeks 1, 2, and 3 and use the Learning Resources to explore the organizational aspects of AI. Based on your research, you will provide a consideration for using AI that will convince a CEO that AI can help the organization improve its organizational needs, which can lead to increased revenue and customer satisfaction.

**To prepare for this Discussion:**

· Identify an organization with which you are familiar and then, using the Learning Resources from the past 3 weeks and those provided on AI, consider how the organization could benefit from using AI to improve its operations. Specifically, consider the importance of integrating AI into organizational processes to enhance efficiency, innovation, and competitive advantage.

· Additionally, think about the implications of bias in AI algorithms, data privacy concerns, and the impact of AI on job displacement and workforce dynamics.

**Post** a synthesis of the strategic use of AI to promote organizational success, including ethical considerations of the use of AI, that includes the following:

· Summarize the strategic advantages of using AI within your selected organization, as follows:

· Identify 2 to 3 benefits of using AI to help the organization improve its efforts to optimize revenue and customer satisfaction.

· In addition, identify 2 to 3 potential challenges that the organization (or organizations in general) may face in aligning AI initiatives with strategic objectives, and explain what strategies might be used to overcome those challenges and bring about positive outcomes.

· Synthesize the ethical considerations of using AI in an organizational setting, including some ways that organizations can promote responsible and inclusive AI practices and mitigate potential ethical risks.

**## Week3LearningResources-Capstone.docx**

**Week 3 Learning Resources**

**Capstone**

**The Purpose-Driven Organization**

A purpose-driven company stands for and acts on something larger than its products and services. Purpose can be an organizational strategy and a roadmap to remain competitive in a fast-changing economy. Many business leaders are committed to aligning their goal setting and decision making to their organization’s purpose in hopes of driving forward its success. Through these resources, you will consider the purpose-driven organization.

· Blount, S., & Leinwand, P. (2019, November 1).
[Why are we here?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1906J-PDF-ENG%2Frich-text) _Harvard Business Review_ ,
_97_ (6), 132–139.

· Eccles, R. G., Strine, L. E., & Youmans, T. (2020, May 13).
[3 ways to put your corporate purpose into action](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05M0N-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_ , 2–5. http://hbr.org

· IFC Arthsastra. (2019, October 20).
[_Michael Porter on purpose_ Links to an external site.](https://www.youtube.com/watch?v=gP0gSFHfQM0&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=6) [Video]. YouTube. https://www.youtube.com/watch?v=gP0gSFHfQM0&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=6

· Leimer, B. (2021, June 24).
[_How can we build a more purpose-driven company culture?Links to an external site._](https://www.thehrdirector.com/features/csr/how-can-we-build-a-more-purpose-driven-company-culture/) https://www.thehrdirector.com/features/csr/how-can-we-build-a-more-purpose-driven-company-culture/

· Malknight, T. W., Buche, I., & Dhanaraj, C. (2019, September 1).
[Put purpose at the core of your strategy](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1905D-PDF-ENG%2Frich-text).
_Harvard Business Review_ ,
_97_ (5), 70–79.

**The Organizational Structure**

You may have heard the term
_top-down management_ or
_bottom-up management_ to describe an organization’s structure. Whether hierarchical, flat, or matrixed, an organization’s structure serves as the basis for how an organization distributes its roles and responsibilities to support effective decision making, communication, and achievement of its goals. Through these resources, you will consider different types of organizational structures.

· Communication Coach Alex Lyon. (2018, January 7).
[_Organizational structure_ Links to an external site.](https://www.youtube.com/watch?v=zUd0UNHyy60) [Video]. YouTube. https://www.youtube.com/watch?v=zUd0UNHyy60

· GreggU. (2019, January 14).
[_Types of organizational structures_ Links to an external site.](https://www.youtube.com/watch?v=Vbcpr1TS9NM) [Video]. YouTube. https://www.youtube.com/watch?v=Vbcpr1TS9NM

· Lumen Learning. (n.d.).
[Common organizational structuresLinks to an external site.](https://courses.lumenlearning.com/boundless-management/chapter/common-organizational-structures/). In
_Boundless business_ . https://courses.lumenlearning.com/boundless-management/chapter/common-organizational-structures/

**## Week2LearningResouces-Capstone.docx**

**Week 2 Learning Resources**

**Capstone**

**The Social and Economic Impacts of an Organization**

Imagine a small town in which a new factory is built. Then think about how that business might impact its local community. You may consider the possible job opportunities that the factory will provide to people living in the area, or perhaps you might think of the potential impact to the environment of gases or other chemicals introduced into the air or water supply as a result of production. Or perhaps, that factory, through its corporate social responsibility practices, can provide services that benefit the neighborhoods and families in its local or even global community. No business operates in a vacuum, and whether positive or negative, it is likely to have some kind of impact based on its business practices. Using these resources, you will consider the social and economic impacts of organizations.

· Lumen Learning. (n.d.).
[The business environmentLinks to an external site.](https://courses.lumenlearning.com/boundless-business/chapter/the-business-environment/). In
_Boundless business_ . https://courses.lumenlearning.com/boundless-business/chapter/the-business-environment/#:~:text=The%20Social%20Environment

· Impactgarden.org. (n.d.).
[_Responsible business_ Links to an external site.](https://impactgarden.org/responsible-business/). https://impactgarden.org/responsible-business/

· TED. (2013, October 7).
[_Michael Porter: Why business can be good at solving social problems_ Links to an external site.](https://www.youtube.com/watch?v=0iIh5YYDR2o&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=2) [Video]. YouTube.
[https://www.youtube.com/watch?v=0iIh5YYDR2o&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=2](https://www.youtube.com/watch?v=0iIh5YYDR2o&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=2)

**Understanding the Business Environment**

In addition to understanding how a business influences the environment in which it operates, it is critical to understand how that environment influences the stability and success of a business. The outside business climate includes financial, political, regulatory, social, and other environmental factors that can have a significant impact on how a business operates and engages with its customers and stakeholders. Remaining aware of the ever-changing needs and influences of society is critical for business leaders so that they can remain competitive in the market while also advancing the organization’s strategic initiatives.

· Duro, K. (2018, March 26).
[_The effects of social environment on business_ Links to an external site.](https://imperiumapps.com/the-effects-of-social-environment-on-business/). Imperium Apps. https://imperiumapps.com/the-effects-of-social-environment-on-business/

· Edumecate. (2020, March 6).
[_Social influences on business (external influences on businesses)_ Links to an external site.](https://www.youtube.com/watch?v=XsozC-25hEw) [Video]. YouTube. https://www.youtube.com/watch?v=XsozC-25hEw

· Gitman, L. J., McDaniel, C., Shah, A., Reece, M., Koffel, L., Talsma, B., & Hyatt, J. C. (2018).
[1.2 understanding the business environmentLinks to an external site.](https://openstax.org/books/introduction-business/pages/1-2-understanding-the-business-environment). In
_Introduction to business_ . OpenStax. https://openstax.org/books/introduction-business/pages/1-2-understanding-the-business-environment

· Harary, M. (2021, July 1).
[How companies can lead the way for Generation ZLinks to an external site.](https://www.forbes.com/sites/forbesbusinesscouncil/2021/07/01/how-companies-can-lead-the-way-for-generation-z/?sh=f2ea27740973).
_Forbes_ . https://www.forbes.com/sites/forbesbusinesscouncil/2021/07/01/how-companies-can-lead-the-way-for-generation-z/?sh=f2ea27740973

· Unruh, G., & Bach, D. (2021).
[The politics of business: A playbook emergesLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=edo&AN=147403028&site=eds-live&scope=site&custid=s6527200).
_Rotman Management_ , 48–53.

· Young, D. (2021, June 28).
[_How environmental, social, and governance reporting grew up_ Links to an external site.](https://www.strategy-business.com/article/How-environmental-social-and-governance-reporting-grew-up?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp). strategy+business. https://www.strategy-business.com/article/How-environmental-social-and-governance-reporting-grew-up?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp

**## Week1LearningResources-Capstone.docx**

**Week 1 Learning Resources**

**Capstone**

**What Organizational Culture Is**

When you think of organizational culture, what comes to mind? Simply put, organizational culture refers to a company’s mission, objectives, expectations, and values that guide business practices and employee behaviors. Using these resources, you will consider what organizational culture is and will begin using these ideas—as well as others you have examined throughout this program—to analyze the organizational culture of the organization that you selected to be the focus of your playbook.

· Cheng, J. Y-J., & Groysberg, B. (2021, June 18).
[Research: What inclusive companies have in common](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06F0I-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 1–7. http://hbr.org

· Dillard, S. R. (2021, April 19).
[How inclusive is your leadership?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06AN0-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_, 1–8. http://hbr.org

**Time Estimate:** 6 minutes

· GreggU. (2019, November 18).
[_Organizational cultureLinks to an external site._](https://www.youtube.com/watch?v=J6Y61qshVv8) [Video]. YouTube. https://www.youtube.com/watch?v=J6Y61qshVv8

**Note:** The approximate length of this media piece is 14 minutes.

· Kegan, R., Lahey, L., & Fleming, A. (2014, January 22).
[Does your company make you a better person?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH00MWO-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

· Greene, J. R. (2022).
[Boards can accelerate business performance by fully engaging on organizational cultureLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=156834273&site=eds-live&scope=site&custid=s6527200).
_Board Leadership, 2022_(181), 1–8. https://doi.org/10.1002/bl.30215

· Traphagan, J. (2017, January 6).
[We’re thinking about organizational culture all wrong](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH03E82-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–4.
[http://hbr.org](http://hbr.org/)

**Benefits and Challenges of Organizational Culture**

Businesses with a well-established organizational culture tend to be more successful because they have operational systems in place that not only support employee performance, productivity, and engagement, but also promote the mission, objectives, expectations, and values of the organization. There is a clear sense of purpose, whereby employees not only understand the organization’s goals but can also feel more connected to those goals and to one another. On the other hand, the culture of an organization can present challenges to the strategic success of a business as well. Through these resources, you will consider the benefits and challenges of organizational culture.

· Furst, P. (2021, May 12).
[Organizational culture drives (safety) performance. \
_Occupational Health & Safety_.Links to an external site.](https://ohsonline.com/articles/2021/05/12/organizational-culture-drives-safety-performance.aspx) https://ohsonline.com/articles/2021/05/12/organizational-culture-drives-safety-performance.aspx

· Herrity, J. (2022. October 31).
[_Corporate culture examples and benefits_ Links to an external site.](https://www.indeed.com/career-advice/career%20-development/corporate-culture-examples-benefits). Indeed. https://www.indeed.com/career-advice/career-development/corporate-culture-examples-benefits

· PwC. (2021).
_Global culture survey 2021:_ [_The link between culture and competitive advantageLinks to an external site._](https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf).
[https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf](https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf)

**Incorporating Culture into Strategy and Business Practices**

Not only can a strong, well-defined organizational culture support employee engagement and even improve retention, but that culture can be used as part of a business’s strategy. As you consider the culture and business practices of the company that you selected to feature in your strategy playbook, also begin to think about how those elements could serve as a strategic advantage for that company. Or, if there are adjustments that may need to be made, consider how doing so can promote the organization’s success into the future.

· Bartone, P. T., & Stein, S. J. (2020, March 9).
[Build “hardiness” into your organizational culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05G3F-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–4. http://hbr.org

· Gafni, N. (2021, July 1).
[_Do your DE&I efforts consider age, class, and lived experience?_](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06GA7-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_, 1–9. http://hbr.org

· Grant, A. (2021, February 3).
[Building a culture of learning at workLinks to an external site.](https://www.strategy-business.com/article/Building-a-culture-of-learning-at-work?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp). strategy+business. https://www.strategy-business.com/article/Building-a-culture-of-learning-at-work?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp

· Groysberg, B., Lee, J., Price, J., & Cheng, J. Y. (2018, January–February).
[The leader’s guide to corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FS18010-PDF-ENG%2Frich-text).
_Harvard Business Review_,
_96_(1), 44–52.

· Yohn, D. L. (2019, December 17).
[Build a culture to match your brand](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05BK0-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–6. http://hbr.org

· Yohn, D. L. (2018, October 2).
[6 ways to build a customer-centric culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH04KFV-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–5. http://hbr.org

· Yohn, D. L. (2021, February 8).
[Company culture is everyone’s responsibility](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH065SN-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 1–8.
[http://hbr.org](http://hbr.org/)

**Important Documents for the Week**

·
**Document:** [MBAX 6990 Assignment Template (Word document)](https://waldenu.instructure.com/courses/247046/files/21119794?wrap=1) [Download MBAX 6990 Assignment Template (Word document)](https://waldenu.instructure.com/courses/247046/files/21119794/download?download_frd=1)

· GoSkills.com (2023, June 26).
[_How to create a table of contents in Microsoft 365 | Microsoft Word 365 – Basic & Advanced CourseLinks to an external site._](https://www.youtube.com/watch?v=U-1vBwJvvzI)[Video]. YouTube. https://www.youtube.com/watch?v=U-1vBwJvvzI

· ITsEasyTraining1st. (2023, January 1).
[_How to add a bibliography entry into a Microsoft Word document_ Links to an external site.](https://www.youtube.com/watch?v=OXPGQB4PD3o) [Video]. YouTube. https://www.youtube.com/watch?v=OXPGQB4PD3o

November 6, 2026
[Solved] Risk Mgt.

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[>Marketing homework help](https://www.sweetstudy.com/fields/business-finance-marketing) See attachment – a month ago **files (1)** – ## RiskMgtDraftDirections.docx **## RiskMgtDraftDirections.docx** **Risk Mgt. Plan Rough Draft Directions** **Submit your research project rough draft of the risk man…

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Assignment Prompt & Instructions

[>Marketing homework help](https://www.sweetstudy.com/fields/business-finance-marketing)

See attachment

– a month ago

**files (1)**

– ## RiskMgtDraftDirections.docx

**## RiskMgtDraftDirections.docx**

**Risk Mgt. Plan Rough Draft Directions**

**Submit your research project rough draft of the risk management plan required in “Locked into Family Fun Adventure Center” RET business plan.**

**The plan must be in Arial 12 font in a Word.docx format**

For added guidance in this aspect of your business plan you may refer to your text ch.10.

In conducting a risk management plan you must first conduct a risk analyisis of your RET. This requires an honest look at both risks to your constituents and your staff. Each risk should be categorized according to severity: Low risk, Medium risk, and High risk. Once you have identified the risks and ranked them, you need to work out a plan to address each risk. High risks are just that, high risk of injury to the client. So, can you still conduct an activity that is high risk? Yes, you just have to have a plan that accounts for it in a logical manner protecting your client and your organization. Each RET has it own risks and all need to be accounted for no matter how small or daunting. A good risk management plan addresses each risk, ranks it and then create plans to address it.

**_Use this information as well as information that was done in the business plan:_**

"Locked into Family Fun Adventure Center"

Idea: My proposed RET business would be a Family Fun Adventure Center that will be designed to give families a place where they can participate in activities together. The main goal would be to create an environment where families are not just purchasing admission to an attraction, but are creating an experience for the entire family.

Products and Services: The Family Fun Adventure Center would offer a variety of products and services to include: Virtual Reality rides, miniature golf, and bowling. There will also be private areas for birthday parties.

Benefits: The most important benefits would be the quality time that families will get to spend together. Another benefit would be convenience. When my family and I visited Disney World we all agreed that the Virtual Reality Rides were at the top of our "favorites" list. Unfortunately, not many people are able to afford Disney for their families and it is a great distance for most people to travel, so the convenience and experience will be a great benefit.

Location: My dream location would be in Gulf Shores, Alabama due to the area already attracting tourist due to the beaches. I would want to be located on a major roadway that is easily accessible.

**## RiskMgtDraftDirections.docx**

**Risk Mgt. Plan Rough Draft Directions**

**Submit your research project rough draft of the risk management plan required in “Locked into Family Fun Adventure Center” RET business plan.**

**The plan must be in Arial 12 font in a Word.docx format**

For added guidance in this aspect of your business plan you may refer to your text ch.10.

In conducting a risk management plan you must first conduct a risk analyisis of your RET. This requires an honest look at both risks to your constituents and your staff. Each risk should be categorized according to severity: Low risk, Medium risk, and High risk. Once you have identified the risks and ranked them, you need to work out a plan to address each risk. High risks are just that, high risk of injury to the client. So, can you still conduct an activity that is high risk? Yes, you just have to have a plan that accounts for it in a logical manner protecting your client and your organization. Each RET has it own risks and all need to be accounted for no matter how small or daunting. A good risk management plan addresses each risk, ranks it and then create plans to address it.

**_Use this information as well as information that was done in the business plan:_**

"Locked into Family Fun Adventure Center"

Idea: My proposed RET business would be a Family Fun Adventure Center that will be designed to give families a place where they can participate in activities together. The main goal would be to create an environment where families are not just purchasing admission to an attraction, but are creating an experience for the entire family.

Products and Services: The Family Fun Adventure Center would offer a variety of products and services to include: Virtual Reality rides, miniature golf, and bowling. There will also be private areas for birthday parties.

Benefits: The most important benefits would be the quality time that families will get to spend together. Another benefit would be convenience. When my family and I visited Disney World we all agreed that the Virtual Reality Rides were at the top of our "favorites" list. Unfortunately, not many people are able to afford Disney for their families and it is a great distance for most people to travel, so the convenience and experience will be a great benefit.

Location: My dream location would be in Gulf Shores, Alabama due to the area already attracting tourist due to the beaches. I would want to be located on a major roadway that is easily accessible.

November 6, 2026
[Solved] mgmt case study

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[>Economics homework help](https://www.sweetstudy.com/fields/business-finance-economics) Management – [\ \ IMG_9670.png](https://www.sweetstudy.com/files/img-9670-png "IMG_9670.png") – [\ \ IMG_9668.png](https://www.sweetstudy.com/files/img-9668-png-10601327 "IMG_9668.png") – [\ \ IMG_9669….

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[>Economics homework help](https://www.sweetstudy.com/fields/business-finance-economics)

Management

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November 6, 2026
[Solved] Ethics

✓ Verified Academic Solution Available

Executive Solution Overview

[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) 2400 words – a month ago **files (2)** – ## EPRubic.docx – ETHICSLENS.pdf **## EPRubic.docx** **Ethics Paper Writing Rubric** | | | — | | **Ethics Paper Writing Rubric**<br>**Right versus right both options …

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[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

2400 words

– a month ago

**files (2)**

– ## EPRubic.docx

– ETHICSLENS.pdf

**## EPRubic.docx**

**Ethics Paper Writing Rubric**

| |
| — |
| **Ethics Paper Writing Rubric**<br>**Right versus right both options are good and correct but you cannot choose both.**<br>Topic: ARMY Recruiters face pressures of Recruiting. While maintaining Army values. <br>**1. GENERAL**<br>· <br>**American Psychological Association (APA) is the standard format for the entire paper.**• <br>**No less 2400 words written in**<br>**_active voice_(not including the title page, reference page).**<br>· <br>**Minimum of 3 Level One Headings (conclusion will not count as a level one heading.)**<br>· <br>**Minimum of 6 diverse references must be used to support the paper.**<br>**2. TITLE PAGE**<br>· <br>**Title of Paper (upper- and lower-case letters).**<br>· <br>**Student Name.**<br>· <br>**Course**<br>· <br>**Class number.**<br>· <br>**Instructors Name.**<br>· <br>**Date.**<br>3. <br>**CONTEXT**<br>· <br>**The purpose of this paper is to expand the students’ understanding as it relates to ethical issues and dilemmas and their impact on the Profession of Arms and the Army.**<br>4. <br>**BODY**<br>· <br>**Select an ethical issue or ethical dilemma facing the Army (identify the type of ethical dilemma), identify the root cause of the issue or dilemma and discuss its impact on the force. Provide evidence to support selections.**<br>· <br>**Develop a solution to the ethical issue or dilemma that addresses the root cause and describe how the solution was determined utilizing all 3 of the ethical lenses and supported with evidence.**<br>5. <br>**REFERENCES**<br>· <br>**In-text citations will be used**<br>· <br>**List all references used (books, articles, specific documents).**<br>· <br>**All references will be cited correctly in accordance with APA standards.** |

| | | | | |
| — | — | — | — | — |
| **Far Exceeded Standard 22 Points** | **Exceeded Standard**<br>**18.7 Points** | **Met Standard 15 Points** | **Did Not Meet Standard 7 Points** | **Unsatisfactory 0 Pts** |
| **Assessment Areas** |
| **Identification and Organization** |
| Writing shows high degree of attention to logic and reasoning of points. Masterfully employed transitions between ideas and paragraphs to create readability. Unity clearly leads the reader to the conclusion and stirs thought regarding the topic. Strong introduction, body and conclusion; well organized, easy to follow. | Writing is coherent and logically organized. Effectively used transitions <br>between ideas and paragraphs to create readability. Overall unity of ideas is present. Introduction, body and conclusion are identifiable. Well organized, easy to follow, logical. | Writing is coherent and logically organized. Some points remain misplaced and stray from the topic. Adequately used transitions between ideas and paragraphs to create readability. Organization is logically and generally clear. Conclusions are present. | Writing lacks logical organization. It shows some coherence, but ideas lack unity. Transitions evident but not used throughout paper. Serious errors. Some organization but jumps around. Vague sections showing opening, middle, and conclusions. | Paper is disorganized; information is hard to follow. |
| **Content** |
| **35 Points** | **29.75 Points** | **27 Points** | **13 Points** | **0 Points** |
| Central idea is well developed and clarity of purpose is exhibited throughout the paper. Abundance of evidence of critical, careful thought and analysis and/or insight. <br>Evidence and examples are detailed and specific. | Central idea and clarity of purpose are generally evident throughout the paper. Evidence of critical, careful thought and analysis and/or insight. <br>Evidence and examples are specific to the subject matter. | The central idea is expressed, though it may be vague or too broad; some sense of purpose maintained throughout the paper. some sense of purpose maintained throughout the paper. Some evidence of critical, careful thought and analysis and/or insight. There are some examples and evidence within the paper, though general. | Central idea and clarity of purpose are absent or incompletely expressed and maintained. Little or no evidence of critical, careful thought or analysis and/or insight. There are too few, no examples and evidence or they are mostly irrelevant. | Central idea and clarity of purpose are absent. No evidence of critical, careful thought or analysis and/or insight. <br>No examples used. |
| **Research** |
| **28 Points** | **23.8 Points** | **19 Points** | **9 Points** | **0 Points** |
| Main points well developed with high quality and quantity support. Reveals high degree <br>of critical and creative thinking. | Main points well developed with quality supporting details and quantity support. Critical and creative thinking is weaved into points. | Main points are present with limited detail and development. Some critical and creative thinking is present. | Main points are present with limited detail and development. Some critical and creative thinking is present. | Does not demonstrate understanding of topic beyond a surface level. No evidence of critical and creative thinking. |
| **Grammar and Mechanics** |
| **5 Points** | **4.25 Points** | **3 Points** | **1 Point** | **0 Points** |
| Paper is free of spelling, punctuation, grammatical errors, passive voice, sentence fragments, comma- splices, or run-on sentence errors. | Paper has one or two spelling, punctuation, grammatical errors, passive voice, sentence fragments, comma-splices, or run-on sentence errors, reader can follow ideas clearly. | Paper has three to four spelling, punctuation, grammatical errors, passive voice, sentence fragments, comma-splices, or run-on sentence errors; reader can progress through paper. | Paper has five or six spelling, punctuation, grammatical errors, passive voice, sentence fragments, comma-splices, or run-on sentence errors; creates distraction. | Paper has seven or more spelling, punctuation, grammatical errors, passive voice, sentence fragments, commasplices, or run-on sentence errors making reading difficult. |
| **Style** |
| Vocabulary is sophisticated, used properly and appropriate for the subject. Sentences are clear and varied in pattern, from simple to complex. Writer's tone is clear, consistent, and appropriate for the subject. | Vocabulary is varied, specific, and appropriate for the subject. Sentence variety is used effectively. Writer's tone is clear, consistent, and appropriate for the subject. | Vocabulary is appropriate for the subject and used properly. Sentences are generally clear but may have awkward structure or unclear content. Writer's tone is generally appropriate to subject. | Vocabulary is elementary, not appropriate, or used improperly for the subject. Vocabulary is unsophisticated, not used properly in simple sentences. Inconsistent or inappropriate tone for the subject. | Writing style reflects a conversation not a formal paper. Sentence structure is poor. Vocabulary is not used properly in very simple sentences. Does not use <br>subject specific vocabulary. |
| **Format** |
| Meets all format and assignment requirements and evidences attention to detail; all <br>margins, spacing, and indentations are correct in accordance with assignment instructions. | Meets format and assignment requirements; one to two errors in margins, spacing, and indentations in accordance with assignment instructions. | Meets format and assignment requirements; three to four errors in margins, spacing, and indentations in accordance with assignment instructions. | Meets format and assignment requirements; five to six errors in margins, spacing, and indentations in accordance with assignment instructions. | Fails to follow format and assignment requirements; seven or more errors in margins, spacing, or indentation in accordance with assignment instructions. |
| **Deductions: If your student meets one of the following, you must manually deduct the points from their score.** |
| Deduct 21 points for 16- 24% quoted material or 31 points for more than 25% quoted material used in the assignment. | Deduct 10 points for not meeting word count of assignment (either over or below the required amount). | Deduct 10 points for every day the paper or submission is late for the first three days. Enter a zero for the paper or submission on day four. | If a student commits the same error throughout the paper, each instance is considered an error. | May deduct 25 points for second or subsequent instance of poor scholarship |
| Deduct 21 points for 16- 24% of Artificial Intelligence (AI) material used in the assignment. | Deduct 31 points for more than 25% AI material used in the assignment. | Deduct 10 points for not meeting word count of assignment (either over or below the required amount). | Deduct 5 points for each Milestone Submission which did not satisfactorily meet milestone requirements | |
| **Subtotal** | |
| **Deductions** | |
| **Total** | |

**ETHICSLENS.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/ethicslens-pdf)

**ETHICSLENS.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/ethicslens-pdf)

**## EPRubic.docx**

**Ethics Paper Writing Rubric**

| |
| — |
| **Ethics Paper Writing Rubric**<br>**Right versus right both options are good and correct but you cannot choose both.**<br>Topic: ARMY Recruiters face pressures of Recruiting. While maintaining Army values. <br>**1. GENERAL**<br>· <br>**American Psychological Association (APA) is the standard format for the entire paper.**• <br>**No less 2400 words written in**<br>**_active voice_(not including the title page, reference page).**<br>· <br>**Minimum of 3 Level One Headings (conclusion will not count as a level one heading.)**<br>· <br>**Minimum of 6 diverse references must be used to support the paper.**<br>**2. TITLE PAGE**<br>· <br>**Title of Paper (upper- and lower-case letters).**<br>· <br>**Student Name.**<br>· <br>**Course**<br>· <br>**Class number.**<br>· <br>**Instructors Name.**<br>· <br>**Date.**<br>3. <br>**CONTEXT**<br>· <br>**The purpose of this paper is to expand the students’ understanding as it relates to ethical issues and dilemmas and their impact on the Profession of Arms and the Army.**<br>4. <br>**BODY**<br>· <br>**Select an ethical issue or ethical dilemma facing the Army (identify the type of ethical dilemma), identify the root cause of the issue or dilemma and discuss its impact on the force. Provide evidence to support selections.**<br>· <br>**Develop a solution to the ethical issue or dilemma that addresses the root cause and describe how the solution was determined utilizing all 3 of the ethical lenses and supported with evidence.**<br>5. <br>**REFERENCES**<br>· <br>**In-text citations will be used**<br>· <br>**List all references used (books, articles, specific documents).**<br>· <br>**All references will be cited correctly in accordance with APA standards.** |

| | | | | |
| — | — | — | — | — |
| **Far Exceeded Standard 22 Points** | **Exceeded Standard**<br>**18.7 Points** | **Met Standard 15 Points** | **Did Not Meet Standard 7 Points** | **Unsatisfactory 0 Pts** |
| **Assessment Areas** |
| **Identification and Organization** |
| Writing shows high degree of attention to logic and reasoning of points. Masterfully employed transitions between ideas and paragraphs to create readability. Unity clearly leads the reader to the conclusion and stirs thought regarding the topic. Strong introduction, body and conclusion; well organized, easy to follow. | Writing is coherent and logically organized. Effectively used transitions <br>between ideas and paragraphs to create readability. Overall unity of ideas is present. Introduction, body and conclusion are identifiable. Well organized, easy to follow, logical. | Writing is coherent and logically organized. Some points remain misplaced and stray from the topic. Adequately used transitions between ideas and paragraphs to create readability. Organization is logically and generally clear. Conclusions are present. | Writing lacks logical organization. It shows some coherence, but ideas lack unity. Transitions evident but not used throughout paper. Serious errors. Some organization but jumps around. Vague sections showing opening, middle, and conclusions. | Paper is disorganized; information is hard to follow. |
| **Content** |
| **35 Points** | **29.75 Points** | **27 Points** | **13 Points** | **0 Points** |
| Central idea is well developed and clarity of purpose is exhibited throughout the paper. Abundance of evidence of critical, careful thought and analysis and/or insight. <br>Evidence and examples are detailed and specific. | Central idea and clarity of purpose are generally evident throughout the paper. Evidence of critical, careful thought and analysis and/or insight. <br>Evidence and examples are specific to the subject matter. | The central idea is expressed, though it may be vague or too broad; some sense of purpose maintained throughout the paper. some sense of purpose maintained throughout the paper. Some evidence of critical, careful thought and analysis and/or insight. There are some examples and evidence within the paper, though general. | Central idea and clarity of purpose are absent or incompletely expressed and maintained. Little or no evidence of critical, careful thought or analysis and/or insight. There are too few, no examples and evidence or they are mostly irrelevant. | Central idea and clarity of purpose are absent. No evidence of critical, careful thought or analysis and/or insight. <br>No examples used. |
| **Research** |
| **28 Points** | **23.8 Points** | **19 Points** | **9 Points** | **0 Points** |
| Main points well developed with high quality and quantity support. Reveals high degree <br>of critical and creative thinking. | Main points well developed with quality supporting details and quantity support. Critical and creative thinking is weaved into points. | Main points are present with limited detail and development. Some critical and creative thinking is present. | Main points are present with limited detail and development. Some critical and creative thinking is present. | Does not demonstrate understanding of topic beyond a surface level. No evidence of critical and creative thinking. |
| **Grammar and Mechanics** |
| **5 Points** | **4.25 Points** | **3 Points** | **1 Point** | **0 Points** |
| Paper is free of spelling, punctuation, grammatical errors, passive voice, sentence fragments, comma- splices, or run-on sentence errors. | Paper has one or two spelling, punctuation, grammatical errors, passive voice, sentence fragments, comma-splices, or run-on sentence errors, reader can follow ideas clearly. | Paper has three to four spelling, punctuation, grammatical errors, passive voice, sentence fragments, comma-splices, or run-on sentence errors; reader can progress through paper. | Paper has five or six spelling, punctuation, grammatical errors, passive voice, sentence fragments, comma-splices, or run-on sentence errors; creates distraction. | Paper has seven or more spelling, punctuation, grammatical errors, passive voice, sentence fragments, commasplices, or run-on sentence errors making reading difficult. |
| **Style** |
| Vocabulary is sophisticated, used properly and appropriate for the subject. Sentences are clear and varied in pattern, from simple to complex. Writer's tone is clear, consistent, and appropriate for the subject. | Vocabulary is varied, specific, and appropriate for the subject. Sentence variety is used effectively. Writer's tone is clear, consistent, and appropriate for the subject. | Vocabulary is appropriate for the subject and used properly. Sentences are generally clear but may have awkward structure or unclear content. Writer's tone is generally appropriate to subject. | Vocabulary is elementary, not appropriate, or used improperly for the subject. Vocabulary is unsophisticated, not used properly in simple sentences. Inconsistent or inappropriate tone for the subject. | Writing style reflects a conversation not a formal paper. Sentence structure is poor. Vocabulary is not used properly in very simple sentences. Does not use <br>subject specific vocabulary. |
| **Format** |
| Meets all format and assignment requirements and evidences attention to detail; all <br>margins, spacing, and indentations are correct in accordance with assignment instructions. | Meets format and assignment requirements; one to two errors in margins, spacing, and indentations in accordance with assignment instructions. | Meets format and assignment requirements; three to four errors in margins, spacing, and indentations in accordance with assignment instructions. | Meets format and assignment requirements; five to six errors in margins, spacing, and indentations in accordance with assignment instructions. | Fails to follow format and assignment requirements; seven or more errors in margins, spacing, or indentation in accordance with assignment instructions. |
| **Deductions: If your student meets one of the following, you must manually deduct the points from their score.** |
| Deduct 21 points for 16- 24% quoted material or 31 points for more than 25% quoted material used in the assignment. | Deduct 10 points for not meeting word count of assignment (either over or below the required amount). | Deduct 10 points for every day the paper or submission is late for the first three days. Enter a zero for the paper or submission on day four. | If a student commits the same error throughout the paper, each instance is considered an error. | May deduct 25 points for second or subsequent instance of poor scholarship |
| Deduct 21 points for 16- 24% of Artificial Intelligence (AI) material used in the assignment. | Deduct 31 points for more than 25% AI material used in the assignment. | Deduct 10 points for not meeting word count of assignment (either over or below the required amount). | Deduct 5 points for each Milestone Submission which did not satisfactorily meet milestone requirements | |
| **Subtotal** | |
| **Deductions** | |
| **Total** | |

**ETHICSLENS.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/ethicslens-pdf)

**## EPRubic.docx**

**Ethics Paper Writing Rubric**

| |
| — |
| **Ethics Paper Writing Rubric**<br>**Right versus right both options are good and correct but you cannot choose both.**<br>Topic: ARMY Recruiters face pressures of Recruiting. While maintaining Army values. <br>**1. GENERAL**<br>· <br>**American Psychological Association (APA) is the standard format for the entire paper.**• <br>**No less 2400 words written in**<br>**_active voice_(not including the title page, reference page).**<br>· <br>**Minimum of 3 Level One Headings (conclusion will not count as a level one heading.)**<br>· <br>**Minimum of 6 diverse references must be used to support the paper.**<br>**2. TITLE PAGE**<br>· <br>**Title of Paper (upper- and lower-case letters).**<br>· <br>**Student Name.**<br>· <br>**Course**<br>· <br>**Class number.**<br>· <br>**Instructors Name.**<br>· <br>**Date.**<br>3. <br>**CONTEXT**<br>· <br>**The purpose of this paper is to expand the students’ understanding as it relates to ethical issues and dilemmas and their impact on the Profession of Arms and the Army.**<br>4. <br>**BODY**<br>· <br>**Select an ethical issue or ethical dilemma facing the Army (identify the type of ethical dilemma), identify the root cause of the issue or dilemma and discuss its impact on the force. Provide evidence to support selections.**<br>· <br>**Develop a solution to the ethical issue or dilemma that addresses the root cause and describe how the solution was determined utilizing all 3 of the ethical lenses and supported with evidence.**<br>5. <br>**REFERENCES**<br>· <br>**In-text citations will be used**<br>· <br>**List all references used (books, articles, specific documents).**<br>· <br>**All references will be cited correctly in accordance with APA standards.** |

| | | | | |
| — | — | — | — | — |
| **Far Exceeded Standard 22 Points** | **Exceeded Standard**<br>**18.7 Points** | **Met Standard 15 Points** | **Did Not Meet Standard 7 Points** | **Unsatisfactory 0 Pts** |
| **Assessment Areas** |
| **Identification and Organization** |
| Writing shows high degree of attention to logic and reasoning of points. Masterfully employed transitions between ideas and paragraphs to create readability. Unity clearly leads the reader to the conclusion and stirs thought regarding the topic. Strong introduction, body and conclusion; well organized, easy to follow. | Writing is coherent and logically organized. Effectively used transitions <br>between ideas and paragraphs to create readability. Overall unity of ideas is present. Introduction, body and conclusion are identifiable. Well organized, easy to follow, logical. | Writing is coherent and logically organized. Some points remain misplaced and stray from the topic. Adequately used transitions between ideas and paragraphs to create readability. Organization is logically and generally clear. Conclusions are present. | Writing lacks logical organization. It shows some coherence, but ideas lack unity. Transitions evident but not used throughout paper. Serious errors. Some organization but jumps around. Vague sections showing opening, middle, and conclusions. | Paper is disorganized; information is hard to follow. |
| **Content** |
| **35 Points** | **29.75 Points** | **27 Points** | **13 Points** | **0 Points** |
| Central idea is well developed and clarity of purpose is exhibited throughout the paper. Abundance of evidence of critical, careful thought and analysis and/or insight. <br>Evidence and examples are detailed and specific. | Central idea and clarity of purpose are generally evident throughout the paper. Evidence of critical, careful thought and analysis and/or insight. <br>Evidence and examples are specific to the subject matter. | The central idea is expressed, though it may be vague or too broad; some sense of purpose maintained throughout the paper. some sense of purpose maintained throughout the paper. Some evidence of critical, careful thought and analysis and/or insight. There are some examples and evidence within the paper, though general. | Central idea and clarity of purpose are absent or incompletely expressed and maintained. Little or no evidence of critical, careful thought or analysis and/or insight. There are too few, no examples and evidence or they are mostly irrelevant. | Central idea and clarity of purpose are absent. No evidence of critical, careful thought or analysis and/or insight. <br>No examples used. |
| **Research** |
| **28 Points** | **23.8 Points** | **19 Points** | **9 Points** | **0 Points** |
| Main points well developed with high quality and quantity support. Reveals high degree <br>of critical and creative thinking. | Main points well developed with quality supporting details and quantity support. Critical and creative thinking is weaved into points. | Main points are present with limited detail and development. Some critical and creative thinking is present. | Main points are present with limited detail and development. Some critical and creative thinking is present. | Does not demonstrate understanding of topic beyond a surface level. No evidence of critical and creative thinking. |
| **Grammar and Mechanics** |
| **5 Points** | **4.25 Points** | **3 Points** | **1 Point** | **0 Points** |
| Paper is free of spelling, punctuation, grammatical errors, passive voice, sentence fragments, comma- splices, or run-on sentence errors. | Paper has one or two spelling, punctuation, grammatical errors, passive voice, sentence fragments, comma-splices, or run-on sentence errors, reader can follow ideas clearly. | Paper has three to four spelling, punctuation, grammatical errors, passive voice, sentence fragments, comma-splices, or run-on sentence errors; reader can progress through paper. | Paper has five or six spelling, punctuation, grammatical errors, passive voice, sentence fragments, comma-splices, or run-on sentence errors; creates distraction. | Paper has seven or more spelling, punctuation, grammatical errors, passive voice, sentence fragments, commasplices, or run-on sentence errors making reading difficult. |
| **Style** |
| Vocabulary is sophisticated, used properly and appropriate for the subject. Sentences are clear and varied in pattern, from simple to complex. Writer's tone is clear, consistent, and appropriate for the subject. | Vocabulary is varied, specific, and appropriate for the subject. Sentence variety is used effectively. Writer's tone is clear, consistent, and appropriate for the subject. | Vocabulary is appropriate for the subject and used properly. Sentences are generally clear but may have awkward structure or unclear content. Writer's tone is generally appropriate to subject. | Vocabulary is elementary, not appropriate, or used improperly for the subject. Vocabulary is unsophisticated, not used properly in simple sentences. Inconsistent or inappropriate tone for the subject. | Writing style reflects a conversation not a formal paper. Sentence structure is poor. Vocabulary is not used properly in very simple sentences. Does not use <br>subject specific vocabulary. |
| **Format** |
| Meets all format and assignment requirements and evidences attention to detail; all <br>margins, spacing, and indentations are correct in accordance with assignment instructions. | Meets format and assignment requirements; one to two errors in margins, spacing, and indentations in accordance with assignment instructions. | Meets format and assignment requirements; three to four errors in margins, spacing, and indentations in accordance with assignment instructions. | Meets format and assignment requirements; five to six errors in margins, spacing, and indentations in accordance with assignment instructions. | Fails to follow format and assignment requirements; seven or more errors in margins, spacing, or indentation in accordance with assignment instructions. |
| **Deductions: If your student meets one of the following, you must manually deduct the points from their score.** |
| Deduct 21 points for 16- 24% quoted material or 31 points for more than 25% quoted material used in the assignment. | Deduct 10 points for not meeting word count of assignment (either over or below the required amount). | Deduct 10 points for every day the paper or submission is late for the first three days. Enter a zero for the paper or submission on day four. | If a student commits the same error throughout the paper, each instance is considered an error. | May deduct 25 points for second or subsequent instance of poor scholarship |
| Deduct 21 points for 16- 24% of Artificial Intelligence (AI) material used in the assignment. | Deduct 31 points for more than 25% AI material used in the assignment. | Deduct 10 points for not meeting word count of assignment (either over or below the required amount). | Deduct 5 points for each Milestone Submission which did not satisfactorily meet milestone requirements | |
| **Subtotal** | |
| **Deductions** | |
| **Total** | |

**ETHICSLENS.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/ethicslens-pdf)

November 6, 2026
[Solved] Discussion Board

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[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) Which would you trust most when evaluating a candidate: their resume/application, an employment test, a work sample, or an interview? Why? What are some potential problems with relying too heavily on any one s…

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Assignment Prompt & Instructions

[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

Which would you trust most when evaluating a candidate: their resume/application, an employment test, a work sample, or an interview? Why?

What are some potential problems with relying too heavily on any one selection method?

If you could design the ideal selection process, what would it include?

– [\
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Chapter6MANDiscussionBoard.docx](https://www.sweetstudy.com/files/chapter6mandiscussionboard-docx "Chapter6MANDiscussionBoard.docx")

– a month ago

November 6, 2026