In a paper of at least two pages(excluding the title and ref.docx

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The document provides a writing prompt asking the student to address three topics in a two-page paper: 1) Discuss three reasons why the Internet is considered a "game changing" technology with examples. 2) Discuss two reasons how the Internet changed business conduct today with examples. 3) Define "Big Data" and describe how it fits in modern business with examples. The paper must be formatted in APA style and cite a minimum of two references from the textbook or academic sources.

Educação

In a paper of at least two pages
(
excluding the title and reference pages)
, address the following:
1) The Internet is considered a ‘game changing’ technology.
Discuss at least three reasons why this is true.
2)The Internet changed the way business is conducted in today’s
business environment. Discuss at least two reasons you believe
make this a true statement.
3) Define ‘Big Data’. Describe how ‘Big Data’ and distributed
data fit in the modern business environment.
Support your discussion by providing examples for each bullet.
Utilize a minimum of two references
which may include the text and an academically sound
resource, such as peer reviewed journals found in the Ashford
University Library or industry standard publications such as
informationweek.com, ACM.org, or computer.org. Your paper
must be formatted according to APA style guidelines as outlined
in the Ashford Writing Center.

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Based on Santa Clara University Ethics Dialogue Ethics case studies This is an extra credit assignment that I am offering for the first time this term. In this booklet, you will find 38 separate case studies. You are free to respond to any or all of these cases. You may earn up to 5 extra credit points per question, based on the complexity of the case and the logic of your response. You may not earn more than 100 points (10 percent of your final grade). You may find it helpful to read the paper “Four Tough Ethical Dilemmas” prior to responding. While these are your opinions, citations are not expected; however, if you make use of the work of others, include APA style citations for complete credit. Either cut and paste the cases you select to a separate file or use this file for your submission. If you use this file to submit a response, please delete those cases to which you are not responding. Dr. Frick Case 1: Family Loyalty vs. Meritocracy A man was appointed president of the newly-acquired Philippine subsidiary of a large American company. He was reviewing the organization with the company's head of human resources. One thing the president noted was that the same names reoccurred frequently in several departments. "It is our tradition," commented the HR head. "Families take care of their own. If one family member gets a good job in a Philippine company, other members of the family apply to join that company and the first member there can help the whole family become successful by helping them get hired and by coaching them to be successful. The company benefits. Our costs of recruiting are lower, we know more about the people we hire, and the commitment to family success results in fewer performance and discipline problems because family members want to please their older relatives." The president wondered how these practices would be regarded in a large American firm, and whether or not he should take action to change them. 1. Nepotism is not illegal, but is it ethical? 2. If the business is family-owned, does that make a difference? 3. How does national culture affect this discussion? Case 2: Is the Two-Tier System Ethically Problematic Employees at a cereal makers plant were “locked-out” from their jobs producing cereal for over 3 months. Company management and the union representing the employees reached a stalemate in negotiations resulting in the lockout. The union claims that the primary issue is the company’s demand of dramatically increasing the number of temporary workers, who would earn $6 less per hour and receive fewer benefits. Critics claim this effectively creates a two-tier system at the plant. Under the current agreement, the company may use temporary workers for up to 30% of the workforce, but the union claims the company is now pushing for 100%. The workers, who have had their health insurance suspended, fear that their jobs will either be replaced entirely by temporary workers, or they will be f ...

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Barbara Corcoran Learns Her Heart’s True Desires In her hilarious and lighthearted book, Shark Tales: How I Turned $1,000 Into a Billion Dollar Business, Barbara Corcoran demonstrates the importance of knowing what you really want out of life (Corcoran & Littlefield, 2011). As her title suggests, Barbara founded her real estate company, The Corcoran Group, with only $1,000 and some big dreams. Shortly after founding the company, Barbara took out a piece of paper and wrote down some big goals for herself and the company. In 1978, she had only 14 sales agents working for her, who earned a total of $250,000 in commissions. She set a goal of doubling the number of agents and the commissions every year. So she put down 28 sales people for 1979, 56 for 1980, and so on, all the way up to 1,792 salespeople in 1985 with total commissions of $32,000,000. Barbara was amazed when she saw the fantastic sums projected for 1985, and of course many people, when they see such amazing sums, would dismiss the calculations as fantasy But as Barbara put it, she went to work the next day hustling hard for her $32 million. Real estate agents are paid largely by commission, which is about as close as you can get to a pure form of contingent reward for performance. However, Barbara didn’t rely solely on the commissions to motivate her workers. She threw theme parties and held numerous social events to build a committed workforce. Good sales agents could always move to another firm, but not every firm had Barbara’s positive attitude and fun-filled atmosphere. In the early years of the firm, when money was tight, Barbara and her relatives did the cooking for the outings and parties, and she found clever ways to entertain people with skating parties and other lively activities. As the firm became larger and more profitable, she even hired professional entertainers for the company’s midweek picnics, which included elephant shows, daring rides on hot air balloons, horses, or Harley Davidsons, etc. Barbara stated “I built my company on pure fun, and believe that fun is the most underutilized motivational tool in business today. All of my best ideas came when I was playing outside the office with the people I worked with” (Corcoran & Littlefield, 2011, p. 283). What did she get in return for the fun atmosphere? She had the “most profitable real estate company per person in the United States” (p. 284). By the time she sold her agency in 2001, she had 1,000 agents working for her, and she had the largest real estate agency in New York – clearly her motivational strategies attracted a large number of productive employees. Barbara Corcoran had sold her firm for $66 million. She thought that would make her happy, but instead, it made her sad. Although she pretended to be happy with her new wealth and freedom, she was “secretly miserable” (Corcoran & Littlefield, 2011, p. 232). She had lost her purpose ...

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Barriers of therapeutic relationship: The therapeutic relationship between patient and nurse is often filled with barriers that can generate obstacles for the relationship and, in the end, the health system as a whole (Sfoggia et al.,2014). There are many factors that hinder building a therapeutic relationship: language, professional jargon, communication impairment, and cultural diversity (ibid). Language: Language can be an obstacle to nurse-patient communication because a patient may not be able to speak the same language and therefore communication is not possible (Levin,2006). The best way to overcome this barrier is providing a translator who can explain a professional facilitator's message easily to the patient(ibid). For instance, if the nurse only speaks English but the patient is only able to speak Arabic, a translation to the patient of what the professional facilitator is saying leads to less chance of misunderstanding (ibid). Translation also allows a patient to feel comfortable through being able to speak in their own language (ibid). Medical jargon: Jargon is a technical language that is comprehended by people in a specific industry or area of work (Leblanc et al.,2014). Health professionals often use jargon to communicate with each other(ibid). For example, T.B. disease stands for tubercle bacillus and HIV stands for human immunodeficiency virus (Mccrary & Christensen,1993). Jargon often makes sense to health professionals but a patient who does not understand these acronyms will not understand such communication, leading to a barrier in therapeutic relationship between patient and health professional (Leblanc et al.,2014). Communication impairment: Patients with communication impairment such as blindness, deafness and speech impairment often feel isolated, frustrated and self-conscious (O’Halloran et al.,2009). Some patients are born with such disabilities or have developed them as a result of disease (ibid). Therefore, nurses should provide enough time in order to describe any issue to such patients so that they do not feel uncomfortable or censured by health professionals, who must remain impartial (ibid). Cultural diversity: Patients often have various differences (Leblanc et al.,2014).Some of these differences are due to a patient's illness, social status, economic class, education and personality(ibid). However, according to Kirkham (1998), the deepest differences might be cultural diversity. Beheri (2009) points out that many nurses believe if they just treat patients with respect, they will avoid most cultural issues. Nevertheless, avoiding misunderstanding can be achieved through some knowledge of cultural customs, which might help and enable nurses to provide better health care to patients (ibid). Facilitators of therapeutic relationship: UNCRPD (2006) states that the most fundamental human right in hospital is communication. Patients are required to be provided with an effective communication method by nurs ...

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BANNUCLEAR WEAPON.docx

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BANK OF AMERICA BRIAN FISHEL AND JAY CONGER A comprehensive, multi-phased executive on-boarding program that leverages multiple sources of feedback, coaching, and leadership and cultural competencies. • Introduction • Company Background • The Leadership Dilemma • The Need for On-Boarding Interventions at the Executive Leadership Level • Leadership Development Activities for Executive Leaders • The Design Assumptions Underlying the Bank of America’s Executive On-Boarding Process • The Bank of America’s Executive On-Boarding Program: Phases and Interventions • Lessons for Designing On-Boarding for Executive Leaders INTRODUCTION The Bank of America is the first true national retail banking brand in the United States. Over the last two decades, the bank has grown dramatically, primarily through acquisitions. It began as the small regional North Carolina National Bank and has become one of the largest companies in the world. As a financial institution, it serves individual consumers, small- and middle-market businesses, and large corporations with a full range of banking, investing, asset management, and other financial and risk-management products and services. Following the acquisition of Merrill Lynch on January 1, 2009, Bank of America is among the world’s leading wealth management companies and is a global leader in corporate and investment banking and trading across a broad range of asset classes serving corporations, governments, institutions, and individuals around the world. The company serves clients in more than 150 countries. In this chapter, we will describe the Bank of America’s executive on-boarding programs. Through a multi-phased approach supported by comprehensive feedback and coaching mechanisms, the bank’s programs have proven highly effective at both pre-empting leadership failures and for accelerating the knowledge and relationships necessary to step into an executive role. Our insights are drawn from an in-depth case analysis of these on-boarding programs at the Bank of America. Company Background The Bank of America example is one of the most comprehensive approaches to executive on-boarding in the field today. It also has a proven track record of seven years with successful results. For example, the Bank of America hired 196 externally hired executives between 2001 and May 2008 and had experienced twenty-four terminations—a new hire turnover rate of approximately 12 percent. This compares to estimates as high as 40 percent turnover in large corporations (Watkins, 2003). The Bank of America has tested its approaches out on a very large sample of on-boarded executives—over five hundred internal and external over the last seven years. Over the last decade, the Bank of America has been actively involved in acquisitions as well as organic growth. As a result, the organization must annually on-board a significant number of executives—both externally and internally sourced. This demand has created many opportunities to learn ...

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