My name is Aman and i did my Bachelor of Arts and B.ed first then i completed Masters of English Literature and D.ed. I have two years teaching experience in college as an assistant lecturer.

The instructions are below:

For this Intellectual Autobiography (should not be copied/ Strictly Please 800-1200 WORDS), I would like you to reflect on your life as a learner, thinker, and scholar. It is an opportunity for you to reflect upon and articulate the circumstances and events that brought you to where you are today, in graduate school. In general, I would like to know more about:

Your academic background, not just your credentials and your institution(s), but also the topics of interest that you have explored, your research and scholarship experience, and your overall experience as a student. You could write about your identity as a student, how your personal identities are meaningful to your experiences as a student and your “relationship” with learning, and your perspective on your role as a student in relation to professors. Broadly, you could address this question: How do you perceive your role as a student? What are the cultural / social origins of those perceptions?

1 What interests you academically? What aspects of the world have intrigued or confused you that you have explored, or would like to explore?

2 What brought you here? What circumstances led you to choose graduate school – at Lakehead University, of all places.

3 Your expectations for graduate school, meaning what you expect to contribute to it and what you hope to gain from it. Again, do not focus on the credential. Focus on the experience.

Use “I” and “me”.

Matt operates a business that designs specialized items for clients, among other activities. Matt uses the accrual method of accounting

but he doesn’t keep any significant inventories of the items that he sells. Matt reported the following financial information for his

business activities during the year. For each of the following items determine the effect on the taxable business income.

Item

A

Matt paid a visit to his parents in San Antonio over the Christmas holidays. While he was in the

city, Matt spent $350 to attend a half-day business symposium. Matt paid $700 for airfare, $90

for meals during the symposium, and $80 on cab fare to the symposium.

B

Matt has signed a contract to develop and sell gadgets to the city. The contract provides that sales

of gadgets are dependent upon a test sample of gadgets operating successfully. In December,

Matt delivers $35,000 worth of gadgets to the city that will be tested in March. Matt developed

the gadgets especially for this contract and paid $35,500.

C

Matt paid $480 for meals with a visiting out-of-town client. The client didn’t discuss business

with Matt during this visit, but Matt wants to maintain good relations to encourage additional

business next year.

D

At the end of the year, Matt’s business reports $16,000 of accounts receivable. Based upon past

experience, Matt believes that at least $4,000 of his new receivables will be uncollectible.

E

In December of this year, Matt rented equipment to complete a special job. Matt paid $8,000 in

December because the rental agency required a minimum rental of four months ($2,000 per

month). Matt completed the job before year-end, but he returned the equipment at the end of the

four-month lease.

Brett operates a business that locates and purchases specialized items for clients, among other activities. Brett uses the accrual method of accounting but he doesn’t keep any significant inventories of the items that he sells. Brett reported the following financial information for his business activities during the year. For each of the following items determine the effect on the taxable business income.

a.      Brett paid $380 for entertaining a visiting out-of-town client. The client didn’t discuss business with Brett during this visit, but Brett wants to maintain good relations to encourage additional business next year.

b.      Brett paid a visit to his parents in Dallas over the Christmas holidays. While he was in the city, Brett spent $250 to attend a half-day business symposium. Brett paid $500 for airfare, $70 for meals during the symposium, and $30 on cab fare to the symposium.

c.       At the end of the year, Brett’s business reports $12,000 of accounts receivable. Based upon past experience, Brett believes that at least $3,000 of his new receivables will be uncollectible.

d.      In December of this year, Brett rented equipment to complete a large job. Brett paid $4,000 in December because the rental agency required a minimum rental of four months ($1,000 per month). Brett completed the job before year-end, but he returned the equipment at the end of the lease.

e.       Brett has signed a contract to sell gadgets to the city. The contract provides that sales of gadgets are dependent upon a test sample of gadgets operating successfully. In December, Brett delivers $22,000 worth of gadgets to the city that will be tested in March. Brett purchased the gadgets especially for this contract and paid $15,500.

Anna Sheen, upon graduating from a Boston-area university with a degree in journalism and operations research, returned to her hometown of Hamptonshire, Pennsylvania, to start a daily newspaper. The Hamptonshire Express emphasized local news, which Sheen believed was not adequately covered by big-city newspapers such as the The Philadelphia Inquirer, Pittsburgh Post-Gazette, and The New York Times.

Working in leased space that cost approximately $10 per day, Sheen wrote stories and articles daily around news and feature material that she gathered from around town, and then typeset the newspaper using desktop software. A local printer printed the newspapers overnight at a marginal cost of $0.20 per copy. Anna sold the copies the following morning from 6 a.m. to 10 a.m. from a newsstand at the intersection of Main Street and Center Street in the center of Hamptonshire. Newsstand rental was $30 per day. Express was sold to consumers for $1 per copy. Copies not sold by 10 a.m. were discarded.

Demand for newspapers was unpredictable; Sheen estimated demand daily before delivering the typeset paper to the printer. Based on data from similar entrepreneurial ventures and interviews with potential Hamptonshire customers, she estimated that daily demand for the Express was normally distributed with a mean of 500 and standard deviation of 100.

a. How many newspapers should Sheen stock (i.e., order from the printer)? What is the profit at this stocking quantity?

b. Verify that the value derived in part (a) is consistent with the optimal stocking quantity in the Newsvendor model using excel: Q*= µ + Normsinv(Cu/Cu+Co))σ

*Please show work

Project 1: Cloud computing has become a viable and competitive option to the client/server networking model due to its lower cost, scalability, and agility. A local business in your town has asked you to develop a full plan, an analysis to determine the requirement and a design to specify the input, output, and processing prerequisites. Since you are a knowledgeable systems analyst, you have decided to take the job. You understand all the benefits that come along with cloud computing. To assure a functional development life cycle, you have also decided to point out any negative issues with cloud computing such as security, untested new technologies, and training requirement. You are aware that it should take no more than seven weeks to complete the first three phases of SDLC.

Regardless of your topic, you must complete the first three phases of the system development life cycle (SDLC) process: 1. Analysis of the business case 2. Systems analysis a. Requirements modeling b. Data and procedures modeling c. Object modeling 3. Systems design a. Input design b. Output design c. User interface

Software required to complete the project include MS Word, MS Excel, PowerPoint, Visio (or similar package), MS Project, and a statistical package. You may use trial versions of MS Project and Vizio. When using Visio, MS Project, or similar software, ensure that you publish any work as either an image file (.jpeg, .png, etc.) or a pdf before incorporating it into your course project. This is to ensure that your instructor can view/grade your project.

Misha Enterprises, a rapidly growing call center in Northeast Michigan, services clients across the United States. Businesses contract with Misha to provide external outbound calls in the following areas: customer satisfaction surveys, marketing research surveys, and fundraising for non-profit organizations. Misha was established in 1992 by Anela Ainsley, who founded the business in her basement. It expanded rapidly and moved to its current location in 1997. Fortunately, because of its niche market and responsiveness to its customer base, Misha has not been negatively impacted by the current trend of outsourcing call center activities to international companies.

Middle Management Turnover

Misha uses a part-time, multi-shift hourly workforce for outbound calling. Misha has had good success hiring its hourly workforce. Both name recognition and its status as one of a handful of employers in the area has created a candidate pool of hourly workers who have a tendency to remain in their positions for a long time.

But Misha has not been as successful hiring call center managers. The company requires its managers to be degreed professionals with call center experience, but the nearest university is 150 miles away. As a result, Misha usually recruits candidates from larger cities who desire a rural lifestyle, as well as Misha employees who left the area to complete a bachelors degree and have since returned to the area.

The call center is managed by Chauncey LaBrad, the general manager, who is skilled at selling contracts and gaining new business. He's also responsible for all profit and loss and cash flow for Misha, as well as overseeing operations. He reports directly to the owner, Anela, with whom he has worked for more than 10 years.

The two call center managers, Helen Kenjor and Linda Kamis, report directly to Chauncey. Turnover is high for this call center management position. Chauncey has told Anela that he thinks the requirements for a bachelors degree and call center experience are unnecessary for the position. In fact, he has told Anela, “If I knew Helen was working on her MBA, I never would have hired her.”

Anela has decided to enter into other business ventures and dedicate more of her time to racing horses, so she is frequently out of the office. She founded the organization on the principals of providing a high level of service to clients while remaining profitable, and when she was in the office daily, Misha retained a growth of 10% per year. Under Chauncey’s direction, however,

Misha is growing at just 2% per year. Worse yet, in addition to having trouble retaining call center managers, Chauncey also is unable to retain sales employees.

Skill Disparities

Over the years, Misha has had to hire additional employees as the organization has grown. In addition to hiring more help, the company has invested in technology with predictive dialers and a sales database that is both a customer service management tool for tracking contacts and preferences, and a statistical reporting tool. While Misha’s managers can operate the sales software, some of its tenured employees struggle with it. Admittedly, Misha brought the software when it was recruiting a new call center manager, so the training was not as thorough as originally planned. As a result, the tenured employees have exceptional customer service experience but are unable to log information in the database accurately. They remember client preferences and characteristics by making personal, handwritten notes.

This customer information is not shared with other employees, which has been problematic, but not disastrous. The tenured employees have a tendency to share their notes with each other, but do not share with employees who were hired within the past three years. This occurs because they simply have not formed strong relationships with the newer employees. Because they remain connected to a headset all day, talking to clients, they have little time to socialize with their colleagues like they did back in the day when they were manually dialing the phone.

The newly hired employees are more technically savvy and have taken ownership of learning the database software. They see the value in the software and keep all of their notes in the database. They are able to pull reports to help them manage their time and can calculate their bonus potential on a real-time basis, which keeps them motivated. These employees have established an instantaneous competency in system utilization despite the fact that they have had no training. But while these employees have exceptional software competencies, they lack customer service experience.

An example of their deficient customer service skills was recently brought to light when a newly- hired employee, who was soliciting donations, told a telemarketing prospect:

Unfortunately, I do not have the time to listen to the story about your child’s first day of school. I have to make more calls because my job is on the line if I do not make 50 calls by the end of the evening. I am sure you understand. Did you want to renew your contribution of $100 from last year?

While this employee received appropriate disciplinary action, the exchange is indicative of the type of customer service problems that exist among the employees who were hired during the past three years.

Write a letter in block format or a memo (select the correct format, per BCOM) and address it to Anela Ainsley. (This should not be a recap of your team meeting or a letter to me.) In the document, provide a brief description of the problems. Identify the facts and discuss the key problems. Consider the following before making recommendations:

· How should Anela Ainsley handle the managerial employee turnover problem? On what do you base this suggestion?

· How would you design training, and how would you test whether the training was successful, considering the disparity of skills in the workforce?

· What can be done to help the employees build rapport so the “tenured” vs. “newly hired” divisions are less obvious?

In the closing cite the benefits of your recommendations in a succinct, truthful and tactful manner. Also keep in mind that since you are consulting, you wish to land future business from Misha Enterprises. So be sure to establish your credibility for future projects through your skillful analysis and solutions.

You have been recruited by a former classmate, Susanna Wu, to join the finance team of a company that she founded recently. The company produces a unique product line of hypoallergenic cosmetics and relies for its success on an aggressive marketing program. The company is in a start-up phase and therefore has no significant history of expenses and revenues upon which to rely for budgeting and planning purposes. Given the restriction on available funds (most of the available capital has been used for new-product development and to recruit a management team), the control of costs, including marketing costs, is thought by the management team to be essential for the short-term viability of the company. You have held a number of intensive discussions with Susanna and John Thompson, director of marketing for the firm. They have asked you to prepare an estimated budget for marketing expenses for a month of operations. You are provided with the following data, which represent average actual monthly costs over the past three months: CostAmountSales commissions$125,000Sales staff salaries42,500Telephone and mailing40,500Rental—office building22,500Gas (utilities)12,500Delivery charges71,500Depreciation—office furniture9,500Marketing consultants25,500 Your discussions with John and Susanna indicate the following assumptions and anticipated changes regarding monthly marketing expenses for the coming year: Sales volume, because of aggressive marketing, should increase by 16%.To meet competitive pressures, sales prices are expected to decrease by 8%.Sales commissions are based on a percentage of sales revenue.Sales staff salaries, because of a new hire, will increase by 16%, regardless of sales volume.Because of recent industrywide factors, rates for telephone and mailing costs, as well as delivery charges, are expected to increase by 6%. However, both of these categories of costs are variable with sales volume.Rent on the office building is based on a 2-year lease, with 21 months remaining on the original lease.Gas utility costs are largely independent of changes in sales volume. However, because of industrywide disruptions in supply, these costs are expected to increase by 16%, regardless of changes in sales volume.Depreciation on the office furniture used by members of the sales staff should increase because of new equipment that will be acquired. The planned cost for this equipment is $14,400, which will be depreciated using the straight-line (SL) method, with no salvage value, over a 4-year useful life.Because of competitive pressure, the company plans to increase the cost of marketing consultants by $7,500 per month.

Required:

1. Based on the preceding information, what is the percentage change, by line item and in total, for items in your budget?

2. The management team is worried about the short-term financial position of the new company. Given the strain on available cash, the president has expressed a desire to keep marketing expenses over the next few months to a maximum of $363,000. Discussions with the marketing department indicate that telephone and mailing costs are the only category, in the short run, that can reasonably bear the planned-for reduction in marketing costs. The budget you have prepared includes an assumed 6% increase in telephone and mailing costs. What must this percentage change (positive or negative) be in order to achieve targeted monthly marketing costs? (Hint: The Goal Seek function in Excel can be used to calculate the percentage changes, which can be found under Data, then What-If Analysis.)

First Saudi cinema in 35 years to open on April 18 AMC plans to open its first new movie theater in the Saudi capital of Riyadh on April 18 Some 350 cinemas with more than 2,500 screens will be opened by 2030. The Saudi Ministry of Culture and Information has signed an agreement with AMC to open around 40 cinemas in 15 cities in Saudi Arabia over the next five years. The license, the first of its kind, will allow one of the world’s largest film companies, to operate cinemas in the Kingdom. Under the license, AMC plans to open its first new movie theater in the Saudi capital of Riyadh in April 18. The company signed a memorandum of understanding with the Public Investment Fund in November 2017 to discuss potential trade cooperation opportunities. Saudi Arabia, with a population of 32 million, mostly under the age of 30, is expected to be the region’s largest market for movie theaters. Last December, the Ministry of Culture and Information announced that commercial cinemas would be allowed to operate in the Kingdom starting from 2018, for the first time in more than 35 years. Dr. Awad bin Saleh Al-Awad, Minister of Culture and Information, said that granting the first license provides important investment opportunities for the cinema industry. He pointed out that the Saudi market is large and most of the population is under the age of 30, so they are eager to watch their favorite films in their country. He added that the goal of the Kingdom’s Vision 2030 is to improve the quality of life by providing additional leisure opportunities. He pointed out that the opening of cinemas will help support the local economy and contribute to the creation of new jobs. The cinemas will not require men and women to sit separately, a source told Reuters on Wednesday. Vision 2030 has set a target of raising Saudi Arabia’s annual spending on cultural and recreational activities from 2.9% of total Saudi household spending to 6% by 2030. Adam Aron, CEO of AMC, said the company is following with great admiration the creative movement of development projects in the Kingdom to open new economic sectors. “We are looking forward to providing entertainment services that will enable everyone to spend an enjoyable time playing world-class film shows across the Kingdom. AMC’s entry into the Saudi Arabian market comes in partnership with the Public Investment Fund (PIF) through its wholly-owned Leisure Development and Investment Company. The move to allow movie theaters to open up a local market with annual ticket sales of up to $1bn is what makes other leading movie chains keen to enter as the largest market in the Gulf region. AMC Theaters is an American movie theater chain owned and operated by Wanda Group. Founded in 1920, AMC has the largest share of the American theater market ahead of Regal Entertainment Group and Cinemark Theaters.

Conduct SWOT and PESTLE (Political, Economic, Social, Technological, Legal, Environmental) Analysis for the Cinema Industry.

Discuss the challenges of Saudi Entrepreneurs to enter Cinema Industry in KSA

According to this data below answer the questions below-

Company Name- Wise Sample Internet LLP

Background- It was founded by a group of 3 friends working in the same organization in 2017 as they shared the same vision of providing sample to market research firms. Since then it has expanded from 3 people to 100+ employee and is headquartered in Toronto, Canada with offices in Singapore, India and US.

It has brought together technology, automation and experience into delivering what the client needs which is quality data. So, this firm basically does sampling for the clients i.e. targeting the optimal N (specified by client) which represents the population exactly so that the client gets the mirrored data of the targeted population where he wants to launch the product/make changes in the sale etc.

Vision- As stated earlier, it wants to deliver quality data to the client. So, in order to fulfil that vision, its sub- vision is to have its panel base all over the world which is diversifying its panel.

Strategic objectives-

1.     Increase employee size- which shall signify enlargement of business as more employees shall signify more work done thereby increasing the revenue for the firm.

2.     Providing IT solutions to similar companies in the industry- As they have struggled a lot in making their company what it is today so they have founded a business opportunity of providing their handling tool as a product to other startups.

Trigging Events- The managing partner Mr Shekhar was asked to leave from his organization in 2017 after 9 years of working. So, he knew only two things which was sampling and the other thing was to make coffee and he had the responsibility of a kid and his wife. So, he decided to take a risk by selling his house and starting this company with his other two friends. Now, he/his partners are quite rich.

Problem- As this is a growing organization with loads of work in hand, so it needs people in order to do the job.

Now you must develop and implement the training project, phases 3 and 4 of the ADDIE model. You are required to address the following key elements in the development and implementation of the project in approximately 500 words or more:

Instructional method chosen

Instructional strategy used

Identification of material and equipment that will be used to maximize learning.

Description of the facility and if it meets training requirements.

Identification of factors used in choosing the trainer and its importance to maximum learning.

Implementation process (dry run, pilot, ice breakers).

Description of the process for ensuring training is transferred to the job.

Scenario:

Your town identifies G-A-Y men at risk of HIV infection and forms a committee to help them. You are a member of this committee.

Answer the following questions – in the order given.

1. Why is this group at risk in the US? Give statistics and research to support your answer.
2. What arguments might the townspeople put up against providing assistance to this group? Give counter arguments to explain why it is a good idea to help them.
3. What are the key HIV prevention messages your committee would give to the identified group and how might you deliver them? [I.e. how would you get the messages to this community in a way they can trust, understand and relate to?] Try to find examples of other programs that have been successful with this group.
4. Is there anything you could do now as a university student to help HIV prevention in the group you have identified as at risk?