4) The Pre-Audit Phone Call (due March 3 before class) Assume that you will be using a classic investigative technique – the Surprise Phone Call. You call the taxpayer at his home or his work. You identify yourself, gently state that his 2014 return has been selected for review, and that you are calling to set up an appointment in the next few weeks to meet with him at his residence for a few hours. After he recovers from the initial shock of the news, you ask him if he has few minutes to go over some preliminary matters before you come out so as to help narrow your audit to no more than what is absolutely necessary. Assume he agrees to answer your questions. List fifteen (15) questions you would like to ask in order of importance to pin the facts down before the taxpayer gets a chance to speak to a representative. Remember, once he hires a representative, your questions will primarily be answered by the representative.

Write a research paper addressing a chosen business theory and its application to current industry practices and environments.Senior executives, and those who work with them such as advisors and consultants, must be skilled in organizational analysis. In particular, they must have proven abilities to review the current or proposed structure of an organization, compare it to the overall strategy, and recommend changes that will lead to enhanced performance.SHOW LESSBy successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:Competency 2: Analyze the impact of learning and performance in organizational structures. Explain a business theory associated with enhancing business performance.Describe industry best practices for organizational structure and learning.Recommend improvements for industry performance based on current environmental trends.Analyze how a shift in business mindset affects the performance level in an organization.Competency 3: Create a model for organizational structure of a high performance organization. Describe a model for organizational structure that leads to high performance.Competency MapCHECK YOUR PROGRESSUse this online tool to track your performance and progress through your course.Toggle DrawerQuestions to ConsiderTo deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.In the age of product imitation, how do certain companies succeed and continue to succeed? How do certain companies maintain the status of a high-performing organization? Why are some companies faltering, while others are able to retain their market?How might you apply the skills you are developing in organizational analysis to your present or future career plans?Toggle DrawerResourcesRequired ResourcesThe following resources are required to complete the assessment.Capella ResourcesClick the links provided to view the following resources:Thinking Habits of Mind, Heart, and Imagination.New Business Realities of the 21st Century.SHOW LESSSuggested ResourcesThe following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom.Capella ResourcesClick the links provided to view the following resources:Organization Structure, Learning, and Performance Theory Paper.Library ResourcesThe following e-books or articles from the Capella University Library are linked directly in this course:Galbraith, J. R. (2014). Designing organizations: Strategy, structure, and process at the business unit and enterprise levels (3rd ed.). San Francisco, CA: Jossey-Bass.Wheatley, M. J., & Kellner-Rogers, M. (1996). A simpler way. San Francisco, CA: Berrett-Koehler.Course Library GuideA Capella University library guide has been created specifically for your use in this course. You are encouraged to refer to the resources in the BUS-FP4013 – Organizational Structure, Learning, and Performance Library Guide to help direct your research.Additional ResourcesThe resource listed below is relevant to the topics and assessments in this course and is not required.Lawler, E. E. (1996). From the ground up: Six principles for building the new logic corporation. San Francisco, CA: Jossey-Bass.Assessment InstructionsComplete the following:Research business theories using the Capella library. You may also wish to use the materials provided in the Resources.Choose a theory that you feel is most relevant for today's environment, and explain why you feel that way.Describe the industry associated with your theory, and identify best practices for organizational structure and learning.Provide recommendations for enhancing industry performance, and connect your recommendations to what is currently happening in the local and global environment.Based on the information presented in the New Business Realities of the 21st Century and Thinking Habits of Mind, Heart, and Imagination documents (linked in the Resources), analyze how a shift in business mindset affects the performance level in an organization. Use the most relevant realities and habits, as well as examples, to support your analysis.Based on the information presented in the research you have conducted, industry best practices, and the analysis you just provided, choose one of the following options: Explain how you would redesign an existing organization to have higher performance.Explain how you would design a new organization to achieve high performance and learning.Format this assessment as a research paper following APA 6th edition guidelines for both style and citing sources, making sure you also use correct grammar and mechanics. There is no required minimum or maximum page length; however, you should strive to be as detailed as possible in addressing each part while also being as clear and concise as possible.Please note: The term environment is used throughout this course to mean all of the external factors that affect an organization. These include, but are not limited to, the overall global market, the industry as a whole, and the financial market.