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What are main elements in calculating the cost of capital?
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I need help with a Business question. All explanations and answers will be used to help me learn.
What are main elements in calculating the cost of capital? How does an increase in debt affect it?
How do you identify an organization’s optimal cost of capital?
200-300 words
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Acme Manufacturing
Acme Manufacturing
Answer the questions to the case, "Salary Inequities at Acme Manufacturing," at the end of Chapter 7. Include at least one outside source supporting your answers. Explain your answers in 200 words. Case Incident: Salary Inequities at Acme ManufacturingJoe Black was trying to figure out what to do about a salary problem he had in his plant. Black recently took over as president of AcmeManufacturing. The founder, Bill George, had been president for 35 years. The company was family owned and located in a small eastern Arkansas town. It had approximately 250 employees and was the largest employer in the community. Black was a member of the family that owned Acme, but he had never worked for the company prior to becoming president. He had an MBA and a law degree, plus 15 years of management experience with a large manufacturing organization, where he was senior vice president for human resources when he moved to Acme.A short time after joining Acme, Black started to notice that there was considerable inequity in the pay structure for salaried employees. A discussion with the human resources director led him to believe that salaried employees’ pay was very much a matter of individual bargaining with the past president. Hourly paid factory employees were not part of the problem because they were unionized with wages set by collective bargaining. An examination of the salaried payroll showed that there were 25 employees, ranging in pay from that of the president to that of the receptionist. A closer examination showed that 14 of the salaried employees were female. Three of these were frontline factory supervisors and one was the HR director. The other 10 were nonmanagement.This examination also showed that the human resources director seemed underpaid, and that the three female supervisors were paid somewhat less than were any of the male supervisors. However, there were no similar supervisory jobs with both male and female job incumbents. When asked, the HR director said she thought the female supervisors may have been paid at a lower rate mainly because they were women, and perhaps Bill George did not think that women needed as much money because they had working husbands. However, she added that they may have been paid less because they supervised less-skilled employees than did male supervisors. Black was not sure that this was true.The company from which Black had moved had a job evaluation system. Although he was thoroughly familiar and capable with this compensation tool, Black did not have time to do a job evaluation at Acme. Therefore, he decided to hire a compensation consultant from a nearby university to help him. Together they decided that all 25 salaried jobs should be in the job evaluation cluster, that they should use a ranking method, and that the job descriptions recently completed by the HR director were current and usable.The job evaluation showed that there was no evidence of serious inequities or discrimination in the nonmanagement jobs. However, the HR director and the three female supervisors were underpaid relative to comparable male salaried employees.Black was not sure what to do. He knew that if the underpaid female supervisors took the case to the local EEOC office, the company could be found guilty of sex discrimination and then have to pay back wages. He was afraid that if he gave these women an immediate salary increase large enough to bring them up to where they should be, the male supervisors would be upset, and the female supervisors might also want back pay. The HR director told Black that the female supervisors had never complained about pay differences, and they probably did not know the law to any extent.The HR director agreed to take a sizable salary increase with no back pay, solving this part of the problem. Black believed he had four choices relative to the female supervisors:1. To do nothing2. To gradually increase the female supervisors’ salaries3. To increase their salaries immediately4. To call the three supervisors into his office, discuss the situation with them, and jointly decide what to doQUESTIONS1.What would you do if you were Black? Why?2.How do you think the company got into this situation in the first place?3.Why would you suggest Black pursue the alternative you suggested?

Ethics and Organizational Culture
Ethics and Organizational Culture
Answer the questions to the case, "Enron, Ethics, and Organizational Culture," at the end of Chapter 8. Include at least one outside source supporting your answers. Explain your answers in 200.Case Incident: Enron, Ethics, and Organizational CultureFor many people, a company called Enron Corp. still ranks as one of history’s classic examples of ethics run amok. During the 1990s and early 2000s, Enron was in the business of wholesaling natural gas and electricity. Rather than actually owning the gas or electric, Enron made its money as the intermediary (wholesaler) between suppliers and customers. Without getting into all the details, the nature of Enron’s business, and the fact that Enron didn’t actually own the assets, meant that its accounting procedures were unusual. For example, the profit statements and balance sheets listing the firm’s assets and liabilities were unusually difficult to understand.It turned out that the lack of accounting transparency enabled the company’s managers to make Enron’s financial performance look much better than it actually was. Outside experts began questioning Enron’s financial statements in 2001. In fairly short order, Enron’s house of cards collapsed, andcourts convicted several of its top executives of things like manipulating Enron’s reported assets and profitability. Many investors (including former Enron employees) lost all or most of their investments in Enron.It’s probably always easier to understand ethical breakdowns like this in retrospect, rather than to predict they are going to happen. However, in Enron’s case the breakdown is perhaps more perplexing than usual. As one writer said, “Enron had all the elements usually found in comprehensive ethics and compliance programs: a code of ethics, a reporting system, as well as a training video on vision and values led by [the company’s top executives].”111Experts subsequently put forth many explanations for how a company that was apparently so ethical on its face could actually have been making so many bad ethical decisions without other managers (and the board of directors) noticing. The explanations ranged from a “deliberate concealment of information by officers” to more psychological explanations (such as employees not wanting to contradict their bosses), and the “surprising role of irrationality in decision-making.”112But perhaps the most persuasive explanation of how an apparently ethical company could go so wrong concerns organizational culture. The reasoning here is that it’s not the rules but what employees feel they should do that determines ethical behavior. For example, (speaking in general, not specifically about Enron) the executive director of the Ethics Officer Association put it this way:[W]e’re a legalistic society, and we’ve created a lot of laws. We assume that if you just knew what those laws meant that you would behave properly. Well, guess what? You can’t write enough laws to tell us what to do at all times every day of the week in every part of the world. We’ve got to develop the critical thinking and critical reasoning skills of our people because most of the ethical issues that we deal with are in the ethical gray areas. Virtually every regulatory body in the last year has come out with language that has said in addition to law compliance, businesses are also going to be accountable to ethics standards and a corporate culture that embraces them.113How can one tell or measure when a company has an “ethical culture”? Key attributes of a healthy ethical culture include:• Employees feel a sense of responsibility and accountability for their actions and for the actions of others.114• Employees freely raise issues and concerns without fear of retaliation.• Managers model the behaviors they demand of others.• Managers communicate the importance of integrity when making difficult decisions.QUESTIONS1.Based on what you read in this chapter, summarize in one page or less how you would explain Enron’s ethical meltdown.2.It is said that when one securities analyst tried to confront Enron’s CEO about the firm’s unusual accounting statements, the CEO publicly used vulgar language to describe the analyst, and that Enron employees subsequently thought doing so was humorous. If true, what does that say about Enron’s ethical culture?3.This case and chapter both had something to say about how organizational culture influences ethical behavior. What role do you think culture played at Enron? Give five specific examples of things Enron’s CEO could have done to create a healthy ethical culture.

MGT/498 - STRATEGIC MANAGEMENT
MGT/498 - STRATEGIC MANAGEMENT
I need 150 original words for 2 questions Question # 1 What is the roleof strategic planning in creating value for the organization? Provide anexample of how a company uses strategic planning to create value for theorganizationQuestion #2 What types ofcompetitive strategies are the most effective? Will the same strategy work inmost venues? Why or why not?

I hope that you can help since you are the only one who has helped me with this
I hope that you can help since you are the only one who has helped me with this
Unit 4 Learning Activity: Applied Project
Create an Effective Performance Management System for your Firm.
Visit
your organization’s HRD department (in most cases this will be the HR
department) to conduct research into the Performance Management activities your
organization is involved in. If you cannot get access in person to an HRD
Department, submit the URL for the website of the company you choose. In either
case you will write up a summary report of your improved effective
Performance Management System in line with the goals of the organization. This report should be five double-spaced
pages in length and you will need to include at least three (3) refereed or
peer-reviewed references other than those you have covered in the course
(such as the assigned reading articles and textbook). All references and
citations should follow APA format.
Assignment Checklist:
1.
Research your
organization or a company on the Internet, noting their objectives, mission,
and current performance management system (or lack thereof). Remember to cite
the URL.
2.
Determine the level of
effectiveness of the existing performance management process.
3.
Review your reading and
research concerning effective Performance Management systems.
4.
Then create a summarized
improved performance management system using appropriate citations as
necessary. Note the goals of the company first then propose your new system in
alignment with these.

Innovation Management & Resistance to Change
Innovation Management & Resistance to Change
NOTE THERE ARE 2 PARTS HERE1.
According to our readings, managing change is
definitely a proactive behavior that most managers and experts agree is
fundamental for organizational, team and individual success. However, many
people in organizations resist change, some nearly to the point of leaving the
organization instead of changing with it.
PRACTICAL
APPLICATION: What are some methods managers can use to overcome the resistance
to change, and why this is vital to organizational success? Discuss a time when
you were required to change something in your organization, whether a process,
procedure, policy, or something else. How did the change come about, and how
did you deal with the change? If you were a leader who had to manage a major
change in an organization, what steps you would take to make sure that it was
done correctly?answer in apx 100 words or more
2.
Innovation management plays an important role
in the innovation process. How do you describe the role of leadership in
managing innovation? If you were a leader of an organization, what steps would
you take to create an effective innovation management system? What types of
challenges do you think you would run into when trying to create the management
system?answer in apx 100 words or more
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