Chose one of the topics below and write 150-200 words paragraph.**No Plagiarism** • Explain how minstrelsy helped construct musical representations of race in the US, by identifying and describing at least one minstrelsy character. Identify the opportunities that both European Americans and African Americans had, to make a living as performers in minstrelsy. The negative aspects are obvious, but identify at least one positive aspect of minstrelsy.• Explain why ragtime was unique in the context of late-1800s American popular culture. How did the emerging music industry popularize ragtime? Describe how ragtime was initially received by the broader American public – positive or negative. Can you draw parallels between these issues another musical style that emerged in the past 70 years?• Choose three of the following musical styles – vaudeville, country blues, classic blues, ragtime, jazz. For each style, identify the opportunities that musicians had to make a living as performers, and what kind of venues they might have performed in.

Elizabeth Stover was the president of Stover Industries, an amalgamation of several small companies in the electrical parts industry. She and her husband had inherited part of the group from her father-in-law, and Stover, an engineer, elected to run the company while her husband pursued a separate career as a dental surgeon. In addition to the inheritance, Stover had purchased three other companies to create the present Stover Industries. Only 31 years old, Stover was a dynamic individual, full of ideas and drive. In the space of a year she had welded Stover Industries into a profitable organization known for its aggressiveness.Stover integrated the four companies into a unified organization by merging the individual management groups into one unit. Some individuals in each organization had been released at the time of purchase, and, in other instances, executives of the newly purchased companies resigned because of difficulties in working for such a young and driving boss. The four plants continued as individual manufacturing units of the company, and together employed approximately 475 production workers.Problems arose in integrating the sales staffs, because the original companies had competed with one other, and, the salesmen had overlapping territories. This was gradually being worked out; but the salespeople were permitted to keep their own pre-existing customers, which made it difficult to assign exclusive territories to each salesperson. The sales staff included 17 sales representatives and the director, who. had been with the original Stover company as sales manager. He knew Elizabeth Stover well and was a trusted lieutenant but served as little more than titular head of the sales force. He devoted most of his time and energy to routine direction and coordination of the sales team. Stover herself provided the active leadership.It was Stover who hired the 18 and newest sales representative -- Chris Cunningham, who had been one of Stover’s college classmates. Cunningham shared some of Stover's drive and enthusiasm and soon justified Stover's choice with a sensational sales record. Despite this sales success, Cunningham represented a thorny problem for Stover. She described the problem in the following fashion:I hired Chris because we knew and admired each other in our college days. Chris was always a leader on campus, and we had worked well together in campus affairs. Chris was just the kind of person I wanted in this organization--a lot of drive and originality, combined with tremendous loyalty. The way I operate, I need a loyal organization of people who will pitch right in on the projects we develop. Chris has already been proven a top-notch performer and will probably be our best salesperson in a year or two. Could one ask for anything better than that?Here is where the rub comes in. Chris is the sort of person who has absolutely no respect for organization. A hot order will come in, for example, and Chris will go straight to the plant with it and raise hell until that order is delivered. It doesn't make any difference that our production schedule has been knocked to pieces. The order is out, and Chris has a satisfied customer. Of course, that sort of thing gets repeat business and does show well on Chris' sales record. But it has made running our plants a constant headache. It is not only the production people who have felt the impact of Cunningham on the operations. Chris gets mixed up with our engineering department on new designs and has even made the purchasing department furious by needling them to hurry supplies on special orders.You can just imagine how the rest of the organization feels about all this. The other salespeople are pretty upset that their orders get pushed aside--and are probably a bit jealous, too. The production people, the engineers, the purchasing agent, and most of the rest of the staff have constantly complained to me about how Chris gets in their hair. On a personal level, the staff say they like Chris a lot but that they just cannot work with such a troublemaker in the organization.I have talked with Chris many times about this. I have tried raising hell over the issue, pleading for change, and patient and rational discussion. For maybe a week after one of these sessions, Chris seems like a reformed character, everyone relaxes a bit, and then bang--off we go again in the same old pattern. I suppose that in many ways Chris is just like me--I must admit I would probably be inclined to act in much the same way. You see, I have a lot of sympathy for Chris' point of view.I think you can see now what my problem is. Should I fire Chris and lose a star salesperson? That does not make too much sense. In fact, Chris is probably the person who should be our sales director, if not immediately at least in a few years. But without the ability to get along with the organization, to understand the meaning of "channels" and "procedures," Chris is not only a valuable and talented addition to the company, but a liability as well. Should I take a chance on things eventually working out and Chris getting educated to the organization? Should I put on a lot of pressure and force a change? What would that do to Chris' enthusiasm and sales record? If I just let things go, then, there is a real danger to my organization. My executives will think I have given Chris the green light, and they will transfer their antagonism to me. I certainly cannot afford that.Discussion the following questions in three or four paragraphs:1.What are the key structural and HR issues that you see in the case?2.What options (provide two or three) should Elizabeth Stover consider for dealing with this situation?3.What do you recommend that she do to solve the immediate problem and effectively lead the company's growth and development going forward?

Financial Analysis and Recommendations for ImprovementThis is the last component of your course project. This assignment has three parts. Include all three parts in a single paper.Part 1Write a synopsis of the outcomes of your assignments in Units 3, 5, and 7, including any changes you want to make in response to feedback from your instructor or peers, or from further learning. Do not just copy and paste your assignments. Instead, write a professional synopsis of each assignment in 2–3 pages each. Ensure that somewhere in your synopses you:Analyze the selected nonprofit organization’s budgeting and financial management and its financial analysis practices.Analyze the current profit or loss and long-term fiscal strength of the nonprofit, in light of its mission, vision, values, and stakeholder impact.Part 2Write a brief (3–5 pages) section discussing recommendations for improving the financial analysis and management practices used in the organization. This section should include at least three practical, actionable recommendations for improvements. Base your recommendations on the information you developed in the first three assignments and support your recommendations with scholarly resources. Make sure that this section includes the following:Recommendations for the nonprofit that balance the philosophical complexity of accomplishing mission, vision, and values with fiscal responsibility.A communication of the financial position of the organization and the implications of its fiscal policies. Use a professional style appropriate to a scholarly or professional audience.Part 3Write 2–3 pages of personal, thoughtful reflection on the process of completing this project. In your reflection, analyze what you learned about collaborating with professional tax, financial, and legal consultants to support an organization’s financial position.You also might want to discuss the most important things you learned. Or, you might want to include how you will be able to use your knowledge in your professional life. Consider what you learned about the following and how you learned it:Analyzing the financial operations of for-profit, nonprofit, and government human service organizations.Analyzing the theories and practices of organizational fiscal management and control.Evaluating opportunities to develop and secure capital and financial resources.Critiquing investment philosophies and policies in conjunction with a board of directors or organizational stakeholders.Reflection will help you process your experiences, provide insight, and help you assess the value you attach to your learning.Paper StructureYour final course project should consist of the following sections:Title page.Abstract with keywords.Synopsis of the Intersection of Mission and Money assignment.Synopsis of the Financial Reporting Strategies and Decision Making assignment.Synopsis of the Financial Management Practices assignment.Recommendations.Reflections.References.Review the scoring guide for this assignment now, to learn about the criteria on which your assignment performance will be graded.Submission RequirementsYour paper should meet the following requirements:Written communication: Written communication should be free of errors that detract from the overall message. Communicate in a manner that is scholarly, professional, and respectful of the diversity, dignity, and integrity of others, consistent with the expectations for stakeholders in human services professions.APA formatting: Resources and citations should be formatted according to current APA style and formatting requirements. Include correct headings, citations, and references.Number of resources: At least 5 resources (peer-reviewed publications), excluding the course text. Critically evaluate the literature and practices addressed.Length of paper: 11–15 typed, double-spaced pages, not counting the cover page, abstract, and reference page.Structure of paper: Include a cover page, an abstract, and a reference page.Font and font size: Times New Roman, 12 point.Headings: Use headings based on the assignment tasks, in APA format.Advanced Financial Management Scoring GuideCriteriaNon-performanceBasicProficientDistinguishedAnalyze a nonprofit organization’s budgeting, financial management, and financial analysis practices.16%Does not analyze a nonprofit organization’s budgeting, financial management, and financial analysis practices.Analyzes a nonprofit organization’s budgeting, financial management, and financial analysis practices, but the analysis is incomplete, inaccurate, or otherwise flawed.Analyzes a nonprofit organization’s budgeting, financial management, and financial analysis practices.Analyzes a nonprofit organization’s budgeting, financial management, and financial analysis practices. Suggests improvement to the practices.Analyze a nonprofit organization’s current profit or loss and long-term fiscal strength in light of its mission, vision, values, and stakeholder impact.14%Does not analyze a nonprofit organization’s current profit or loss and long-term fiscal strength in light of its mission, vision, values, and stakeholder impact.Analyzes a nonprofit organization’s current profit or loss and long-term fiscal strength in light of its mission, vision, values, and stakeholder impact, but the analysis is incomplete, inaccurate, or otherwise flawed.Analyzes a nonprofit organization’s current profit or loss and long-term fiscal strength in light of its mission, vision, values, and stakeholder impact.Analyzes a nonprofit organization’s current profit or loss and long-term fiscal strength in light of its mission, vision, values, and stakeholder impact. Suggests ways to improve the organization’s long-term fiscal strength.Make financial recommendations for a nonprofit organization that balance the philosophical complexity of accomplishing mission, vision, and values with fiscal responsibility.14%Does not make financial recommendations for a nonprofit organization that balance the philosophical complexity of accomplishing mission, vision, and values with fiscal responsibility.Makes financial recommendations for a nonprofit organization that balance the philosophical complexity of accomplishing mission, vision, and values with fiscal responsibility, but the recommendations are inappropriate, unworkable, or otherwise flawed.Makes financial recommendations for a nonprofit organization that balance the philosophical complexity of accomplishing mission, vision, and values with fiscal responsibility.Makes financial recommendations for a nonprofit organization that balance the philosophical complexity of accomplishing mission, vision, and values with fiscal responsibility. Supports the recommendations by citing scholarly sources.Communicate a nonprofit organization’s financial position and the implications of its fiscal policies in a professional style appropriate to a scholarly or professional audience.14%Does not communicate a nonprofit organization’s financial position and the implications of its fiscal policies in a professional style appropriate to a scholarly or professional audience.Communicates a nonprofit organization’s financial position and the implications of its fiscal policies, but the communication is inaccurate or is not appropriate for a scholarly or professional audience.Communicates a nonprofit organization’s financial position and the implications of its fiscal policies in a professional style appropriate to a scholarly or professional audience.Communicates a nonprofit organization’s financial position and the implications of its fiscal policies in a professional style appropriate to a scholarly or professional audience. Supports the communication by citing scholarly sources.Analyze the process of collaborating with professional tax, financial, and legal consultants to support an organization’s financial position.14%Does not analyze the process of collaborating with professional tax, financial, and legal consultants to support an organization’s financial position.Analyzes the process of collaborating with professional tax, financial, and legal consultants to support an organization’s financial position, but the analysis is incomplete or otherwise flawed.Analyzes the process of collaborating with professional tax, financial, and legal consultants to support an organization’s financial position.Analyzes the process of collaborating with professional tax, financial, and legal consultants to support an organization’s financial position. Identifies situations in which collaboration with professionals is particularly important.Reflect on the experience of exploring financial management concepts for nonprofit organizations.14%Does not reflect on the experience of exploring financial management concepts for nonprofit organizations.Reflects on the experience of exploring financial management concepts for nonprofit organizations, but the reflection is incomplete, incoherent, or otherwise flawed.Reflects on the experience of exploring financial management concepts for nonprofit organizations.Reflects on the experience of exploring financial management concepts for nonprofit organizations. Provides specific examples of ways the experience will benefit the learner's professional life.Communicate in a manner that is scholarly, professional, and consistent with expectations for members of the human services profession.14%Does not communicate in a manner that is scholarly, professional, and consistent with expectations for members of the human services profession.Communicates in a manner that is scholarly, professional, and consistent with expectations for members of the human services profession, but with frequent errors or lapses.