This was the questionCompany is walt Disney Company pg 481 ofDavid, F. R., & David, F. R. (2017). Strategic management: A competitive advantage approach, concepts and cases (16th ed.). Pearson. https://cloudflare-ipfs.com/ipfs/bafykbzacebapquzhbxcank35mdt2rpiig7icwu4pczzlhl6rs3vp654o3spfs?filename=David%2C%20Forest%20R._%20David%2C%20Fred%20R%20-%20Strategic%20Management_%20A%20Competitive%20Advantage%20Approach%2C%20Concepts%20and%20Cases-Pearson%20%282016_2017%29.pdfThis is a 3-part assignment with 3 separate assignments that are a continuation project of one another. Please follow instructions carefully and use the book listed above and attached study guides as resources.Assignment #1: 2 page case studyImplementation Plan: Part 1During
Unit IV, VI, and VIII, you will be working on an implementation plan
for a business. The components within these three units combined will
create this plan.Please take a look at the 30 case studies
located in your textbook on pages 370–625. There are multiple
corporations that provide a large array of services and products. Please
select one of these 30 organizations that interests you. You will use
this company for the Unit VI and Unit VIII assignments, as well.For
Part 1, describe the company that you selected, the products/services
they offer, and the history of the company. Next, analyze the company’s
strategy, mission, and organizational structure. In your analysis,
include the information below.What does the strategy, mission, and organizational structure say about the company?What are the positive aspects of the strategy, mission, and organizational structure?What are the company’s short-term and long-term goals?What are ways to improve the strategy, mission, and organizational structure?You
will need to reference your textbook and at least one outside source
for this assignment. You are encouraged to utilize the CSU Online
Library, but you may also use external sources, as long as the source is
reliable.Your project must be a minimum of two full pages in
length, not counting the title and reference pages. Include an
introduction paragraph.Assignment #2: 3 page projectImplementation Plan: Part 2In
Unit IV, you started to create an implementation plan. You selected a
company and analyzed their strategy and mission. In Unit VI, we will
continue your work with this company and develop a SWOT analysis.Remember
that a SWOT analysis identifies strengths, weaknesses, opportunities,
and threats of an organization. This is an important analysis for any
organization as it can be used for strategic planning. Your SWOT
analysis must be a minimum of two pages in length. Once you have
completed your SWOT analysis, write a minimum of one page, explaining
how this information could be used by the company.Please use the
template below to complete the SWOT analysis and explanation. Save the
template using your last name and student ID. For example, John Smith
whose student ID is 12345 would save his assignment as Smith12345. The
information you need to complete this analysis can be found in the case
studies located in your textbook on pages 370-625. You will need to
reference your textbook and at least one outside source for this
assignment. You are encouraged to utilize the CSU Online Library, but
you may also use external sources, as long as the source is reliable.Click here to access the Unit VI Project Template. (will attach in comments)Assignment #3: 3 page projectImplementation Plan: Part 3For
the final assignment of this course, you will continue your work with
the company you used in Unit IV and Unit VI. For the Unit VIII Project,
you will complete the final components of your implementation plan.For Part 3, you will focus on the following points:internal and external issues,competition,future outlook for the organization, andimplementation of tools for measuring business success.Much
of the information you will need to complete this segment can be found
in the case study in the textbook. However, you will also need to
conduct some outside research. For the future of the organization, you
may be creative and add your own insight on where you see the company
going. You will need to reference your textbook and at least one outside
source for this assignment. You are encouraged to utilize the CSU
Online Library, but you may also use external sources, as long as the
source is reliable.Your project must be a minimum of three full
pages in length, not counting the title and reference pages. Make
certain to include an introductory paragraph.These were the professors responsesAssignment 1 has several grammar and technical errors. I corrected
most of them and attached an edited version. With that said, there were
also missing components to the assignment which I have listed below.What does the strategy, mission, and organizational structure say about the company? mission is listed twice but they are different?What are the positive aspects of the strategy, mission, and organizational structure? NOT MENTIONEDWhat are ways to improve the strategy, mission, and organizational structure? Limited details…please expandInclude a conclusion paragraphAssignment 2#SWOT ANALYSIS – needs to be 2 pages long…HOW INFO WILL BE USED – needs to reference the textbook at least oncecreate a separate document to include the references for just this assignmentAssignment #3review grammar and technical errorsEach of the sections are a little weak and need to be expandedcurrently is less than 2 pages and needs to be a minimum of 3 full pagesneeds an intro and conclusionAlso each of the 3 assignments needs to be in separate documents APA format with title and reference pgattached is the documents for the first 3 assignments and the mini-edited assignment 1

Instructions
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Read the “Franklin Electronics” case study on pages 545–546 of your textbook. As you complete the analysis, address the topics below.

Explain the earned value measurement system and whether you believe that Franklin Electronics truly understands it.
Analyze the cost projections completed by Franklin Electronics. Reconstruct the cost projections toward the compilation of a realistic project budget. Include a theoretical discussion around the steps involved in the budget that you built.
Create a project management schedule that would be more effective than the one proposed in the case. Use scheduling techniques learned in this class to date. Include an assessment of why you selected this scheduling technique instead of others.
Evaluate sources of project risk, and develop strategies that would decrease the impact of these risks.

FRANKLIN ELECTRONICSIn October 2013 Franklin Electronics won an 18-month labor-intensive product development contract awarded by Spokane Industries. The award was a cost reimbursable contract with a cost target of $2.66 million and a fixed fee of 6.75 percent of the target. This contract would be Franklin’s first attempt at using formal project management, including a newly developed project management methodology.Franklin had won several previous contracts from Spokane Industries, but they were all fixed-price contracts with no requirement to use formal project management with earned value reporting. The terms and conditions of this contract included the following key points:Project management (formalized) was to be used.Earned value cost schedule reporting was a requirement.The first earned value report was due at the end of the second month’s effort and monthly thereafter.There would be two technical interchange meetings, one at the end of the sixth month and another at the end of the twelfth month.Earned value reporting was new to Franklin Electronics. In order to respond to the original request for proposal (RFP), a consultant was hired to conduct a four-hour seminar on earned value management. In attendance were the project manager who was assigned to the Spokane RFP and would manage the contract after contract award, the entire cost accounting department, and two line managers. The cost accounting group was not happy about having to learn earned value management techniques, but they reluctantly agreed in order to bid on the Spokane RFP. On previous projects with Spokane Industries, monthly interchange meetings were held. On this contract, it seemed that Spokane Industries believed that fewer interchange meeting would be necessary because the information necessary could just as easily be obtained through the earned value status reports. Spokane appeared to have tremendous faith in the ability of the earned value measurement system to provide meaningful information. In the past, Spokane had never mentioned that it was considering the possible implementation of an earned value measurement system as a requirement on all future contracts.Franklin Electronics won the contact by being the lowest bidder. During the planning phase, a work breakdown structure was developed containing forty-five work packages of which only four work packages would be occurring during the first four months of the project.Franklin Electronics designed a very simple status report for the project. The table below contains the financial data provided to Spokane at the end of the third month.Totals at End of Month 2Totals at End of Month 3Work PackagesPVEVACCVSVPVEVACCVSVA38K30K36K<6K><8K>86K74K81K<7K><12K>B17K16K18K<2K><1K>55K52K55K<3K><3K>C26K24K27K<3K><2K>72K68K73K<5K><4K>D40K20K23K<3K><20K>86K60K70K<10K><26K>Note: BCWS = PV, BCWP = EV, and ACWP = AC.A week after sending the status report to Spokane Industries, Franklin’s project manager was asked to attend an emergency meeting requested by Spokane’s vice president for engineering, who was functioning as the project sponsor. The vice president was threatening to cancel the project because of poor performance. At the meeting, the vice president commented, “Over the past month the cost variance overrun has increased by 78 percent from $14,000 to $25,000, and the schedule variance slippage has increased by 45 percent from $31,000 to $45,000. At these rates, we are easily looking at a 500 percent cost overrun and a schedule slippage of at least one year. We cannot afford to let this project continue at this lackluster performance rate. If we cannot develop a plan to control time and cost any better than we have in the past three months, then I will just cancel the contract now, and we will find another contractor who can perform.”QUESTIONSAre the vice president’s comments about cost and schedule variance correct? What information did the vice president fail to analyze?What additional information should have been included in the status report?Does Franklin Electronics understand earned value measurement? If not, then what went wrong?Does Spokane Industries understand project management?Does proper earned value measurement serve as a replacement for interchange meetings?What should the project manager from Franklin say in his defense?Notes1. Russell D. Archibald, Managing High-Technology Programs and Projects (New York: John Wiley & Sons, 1976), p. 191.Section 14.11 is adapted from Quentin W. Fleming, Cost/Schedule Control Systems Criteria (Chicago: Probus Publishers, 1992), pp. 151–152.PMBOK is a registered mark of the Project Management Institute, Inc.Section 14.11 is adapted from Quentin W. Fleming, Cost/Schedule Control Systems Criteria (Chicago: Probus Publishers, 1992), pp. 151–152.PMP and CAPM are registered marks of the Project Management Institute, Inc.

The two posts are the responses of the following questions( for you to have a better idea what are the posts about)Which of the competencies do you still need to learn and/or practice?Which ones do you think will be challenging for you as a community counselor?Please reply to each posts, 200 words each post.Post 1To be culturally competent, I need to be aware of common values of different cultures and assumptions to avoid bias and do my work effectively. To achieve my goal, I have to learn awareness competencies, skills, and knowledge competencies. In awareness competencies, I need to be culturally aware, diverse, and sensitive to my own culture while respecting the value of other cultures. To achieve awareness competency, I will learn of my background, values, and attitudes in my culture. With this understanding, I will value the differences between cultures and cultivate respect for them. Knowledge competencies is for me to have extensive knowledge of my cultural and racial heritage and know how these factors affect my counseling process. I need to learn about common social issues such as stereotyping, racism, oppression, and my feelings and belief. I will also know my social impact on those I am interacting with, how I communicate to facilitate the counseling process. As a community counselor, I have to seek out training and educational skills to enrich my understanding of different cultures. To be competent, I need to seek an understanding racial and cultural composition of societies constantly.The most challenging competency as a community counselor will be awareness. We are all raised in different environments, and awareness is something to practice every day while around different communities to get it right. To be aware of the culture and race of the people I am dealing with; I have to accurately interpret verbal and nonverbal communication and know certain culturally bound approaches. Awareness competencies will be challenging because some responses are impulsive, and one can realize their mistakes later, which were not intentional. To be culturally sensitive will require a lot of work, and I will give my best in this field to be a competent counselor in all sectors.Post 2To be effective in our roles, counselors should enjoy helping others and possess specific attributes and skills. Counselors today are working with increasingly diverse populations that have diverse sets of needs. Improving a solid set of essential skills is required for an effective and successful mental health practitioner.1-Multicultural Counseling Competencies:- Culturally competent counselors have to be aware and sensitive to their own cultural heritage and to valuing and respecting differences.- Culturally competent counselors are aware of how their own cultural background and experiences, attitudes, values, and biases influence psychological processes.- Culturally competent counselors are able to recognize the limits of their competencies and expertise.- Culturally competent counselors seek out educational, consultative, and training experiences to enrich their understanding and effectiveness in working with culturally different populations. Being able to recognize the limits of their competencies2- American Counseling Association (ACA) Advocacy CompetenciesIn direct interventions with clients and students, the advocacy-oriented counselor is able to:- Identify the strengths and resources that clients/students bring to the counseling process.- Identify the social, political, economic, and cultural factors that affect the client/student.- Recognize the signs indicating that an individual’s behaviors and concerns reflect responses to systemic or internalized oppression.- Advocacy is integral to the counseling process. When counselors become aware of external factors that act as barriers to an individual’s development, they may choose to respond through advocacy.3- Competencies for Counseling Lesbian, Gay, Bisexual, and Transgender (LGBT) ClientsCompetent counselors will:-Understand that biological, familial, and psychosocial factors influence the course of development of LGBT orientations and transgendered identities.- Identify the heterosexist assumptions inherent in current lifespan development theories and account for this bias in assessment procedures and counseling practices.- Recognize that identity formation and stigma management are ongoing developmental tasks that span the lives of LGBT persons.- Acknowledge that heterosexism is a worldview and value system that may undermine the healthy functioning of the sexual orientations, gender identities, and behaviors of LGBT persons.- Understand that heterosexism pervades the social and cultural foundations of many institutions and traditions and may foster negative attitudes toward LGBT persons.4- Advocacy Competencies Self-Assessment Survey.- Self-assessments or self-evaluations survey allow you to self-reflect and consider your strengths and weaknesses. Respondents can gain insight that helps them improve in any setting needed.After reading the chapter I concluded that I needs to learn and practices more in my Analytical and research skills. I need take the time to analyze the situation more deeply and think of all possible scenario. Being analytical, but also having strong research skills it very important for me. It demonstrates my determination, my ability to assess different scenarios, and my commitment to be sure before giving an answer to my patients. Moreover, an ability to manage multiple assignments at the same time, and being flexible enough to work under ever changing conditions, management, environment and rules is highly appreciated for me and is another setting that I need improvers my skills.

ScenarioDate of Complaint: May 1, 2011Complaint:ABC Consulting Corporation is charged with discrimination under Title VII of the Civil Rights Act. Specifically, Jane Doe has initiated a complaint that she is a victim of sexual harassment. The alleged sexual harassment is a result of being required to work in a hostile environment. She also alleges that she has been the target of retaliation after requesting that the harassment stop.She seeks relief; the maximum that she is allowed in compensatory and punitive damages retroactive to the date of the complaint. Additionally, the organization and its management must create an environment free from sexual harassment.Background:Jane was transferred into the department in May 2010. She was assigned to a senior consultant for 4 weeks of training and orientation in the department. For each phase of training there was a performance checklist and she had to go to him for weekly reviews. After the second week, the feedback sessions felt uncomfortable as John Doe made a remark to her. She suggested a different way of doing the task and he replied, “You’re a woman, what do you know.” Jane ignored it as she did not want to make waves.The following week they were working on a project with a male co- worker, Thorn Doe. Thorn asked John if he or Jane were thirsty. They both replied, “yes.” Jane asked to be excused to get her purse as she didn’t have any change. John replied, “Don’t worry about it, why don’t you reach down in my pants pocket and get some change.” Jane was appalled and when John noticed this he said, “Don’t worry, it won’t bite.” Thorn said, “I can’t believe he said that. Never mind, I’ll get the sodas.” From that point, Jane knew she was in a hostile environment. She began logging each encounter in a notebook.By the fourth week, Brenda her supervisor began to notice some changes in Jane’s performance. She did not seem as eager to work on projects with John, her trainer. She came in a couple of days late without an excuse. At that point, Brenda called her in her office to determine the cause of this behavior. Jane gave an excuse that she was stressed about the newness of the situation. Brenda let her know that she could come to her with anything at anytime.The verbal incidents continued and so did the display of pinup calendars. On July 3 before the holiday, Jane was working on a project with a deadline. Brenda asked her to stay late to finish the project; not knowing that John would also be working late. While she was working on her project, John came by her cubicle and asked if she needed any help. She hesitated; however, John had knowledge on the subject and she wanted to go home. So she said OK and they proceeded to work on the project. At the completion, she yawned and stretched. He said, What’s wrong?She said, It ‘s been a long day; I’m tired and want to go home. He said, Oh relax, we’re done. He proceeded to rub her shoulders. She asked, What are you doing and stop please. He continued. She jumped up from her chair and firmly said, stop. He replied, fine, but you don’t know what you’re missing and walked away.She went home over the holiday weekend and thought about it and felt she needed to tell Brenda on Monday. Brenda suggested that maybe it would die down in a couple of months. If she (Jane) felt it was a serious situation, she should go to human resources. Jane went to personnel and they recommended she go directly to EEOC.Word spreads fast and John got wind of it. One day in the lunchroom, John approached her and warned her about spreading rumors. He made the statement,If you keep it up, you’ll never be a senior consultant. Don’t you know, my analysis of your review counts? She knew he meant business as from that point she was assigned to fewer assignments than Thorn. She was also ignored at team meetings.Thorn went to Brenda and asked her why was he assigned to so many projects, more than one person could possibly handle and Jane was only assigned to one. Brenda said she would investigate the matter and get back with him.Since the July 3, incident, Jane didn’t know how to cope with her feelings so she sought outside counseling which her insurance did not cover. She felt at this point her reputation was damaged; her life wasn’t the same. She felt she had no future. She was stuck. It affected her social life as she didn’t want to be near a man because of fear of what he would do. She went to the doctor because she began having headaches and losing weight. She used to be calm and collected, but now she has become irritable and jumpy.Thorn was assigned to a project with Jane and asked to be removed as she couldn’t concentrate on the issues and it was difficult to work on the project with her. Jane noticed a difference in herself and her working relationship with other men. She used to be able to joke and talk with Thorn, but now, all she does is get angry.Jane went to Brenda and asked to work with a female consultant as she was having difficulty working with Thorn.Imagine you are an HR consultant working with the organization involved in this situation. The organization wants to be responsive and fair. As the hr consultant, please consider the following questions:1) How should Brenda (supervisor) handle the work situation? What are your thoughts about the recommendations provided to Jane by Human Resources?2) Identify the laws, which regulate discrimination in the workplace and are pertinent to this case?3) How do you think John should be managed? Please support your opinions?4) Be certain to integrate reading and research from the online library to support your opinions.Requirements: APA | Discussion | 1 pages, Single spaced

Module 5 Case StudyPART 1: Response to two of these discussions questions and respond to one student.Discussion 1: Think of some recent examples of decision making by spot managers (e.g., general managers, head caches etc.). Do you believe their decisions were rational (or irrational)? What would you have done differently?Ra’sean Davie (student) said: “One recent example of decision making that I can think of is the Georgia Southern University and its athletic department firing Chad Lunsford their head coach. This decision was made after the University’s football team had a rough start to the season falling 1-3 so far. With the evidence presented I feel that they made a rational decision in terminating him from his position. The given end that the University and their football program want to achieve is a winning and successful season. With the head coach on a losing streak so far and only being 28-21 after 4 years it was in their best means to get rid of Chad Lunsford. The college sports world can be one of the most cutthroat industries known to man as it is all business and if you are not producing you get fired. Coaches know they are subject to be in the hot seat if results are not produced fast. The only thing I would have done differently was probably let him at least get 1-2 conference games in to see if he can put us in a position to win a conference title. The first four non conference games are considered the pre season for some teams as their goal is to win their conference championship.” Discussion 2: What were the decision styles of the various sport managers you have worked for and/or observed? Have you ever confused a sport manager’s decision style with her/his personality? How? Which type of sport manager and decision style do you prefer to work for?Ted (student) said:”I have seen many, but multiple examples of Consult Group strategy, and “Decide” where no one else really has input. Consult group has gotten very time-consuming and sometimes borderline burning out everyone involved because of how much time and energy it can suck. But at the same time, Authoritarians who make the judgement that their assistants aren’t good enough to help as very dangerous! Sometimes the ego can overrule all rationality, and leaders end up believing they are the only ones with the answers even if this isn’t the case. I think it is very easy to confuse someone making decisive decisions with an authoritarian “Decide” type leader when truly it is just the way it must be done sometimes (for the sake of time).I think a balance is certainly the best way, but in terms of leaning one way or another, I would lean Consult Group. Working for someone who is selective who is in the consult group, and limiting the time on each topic to talk about seems to be my ideal situation.”PART 2:Name(s): Some years ago, the Milwaukee Brewers’ (www.milwaukeebrewers.com) then-president Bud Selig made the decision that, in order to keep the Brewers in Milwaukee, the organization needed to construct a new stadium. Under the supervision of the new president, Wendy Selig-Prieb (Selig’s daughter), ground was broken for MillerPark on November 9, 1996. In 2000, President Selig-Prieb stated, “The Miller Park era is beginning soon, and with it a renewed vitality for major league baseball in Wisconsin. Accordingly, we are committed to bringing a championship to Wisconsin. Our fans will enjoy a world class ballpark, and also deserve a rewarding game experience.” Selig-Prieb believed that Miller Park would bring fortune to Milwaukee, the surrounding area, and the Brewers; the same is true for any organization that thinks it is necessary to build a multimillion dollar facility. Countless Major league baseball teams all over the nation have considered, are considering, or are in the process of building new stadiums in order to keep players, the community, fans, and team executives happy. Most cities and teams turn to the idea of the new facility when they are facing a buyout, relocation considerations, player and fan dissatisfaction, and so on. Baseball club officials understand that the decision to construct a new facility can often reverse these negatives. County Stadium, the former home of the Milwaukee Brewers, opened on April 6, 1953, and increased its seating capacity over the years to hold 53,192 fans. Miller Park, on the other hand, holds only 43,000 spectators but features a convertible, fan-shaped roof. Miller Park is a more elaborate establishment than the old County Stadium; it is the extra details found in new stadiums that executives of major league teams believe will help keep their organizations competitive from all angles.Discussion Questions (20 points): Identify and explain the potential problems and opportunities that both the team and the city might have faced that could have led to the decision to construct a new facility (4 pts)Use the steps provided in the ‘classical model of decision making’ to decide whether you would have tried to build a new stadium if you were in Selig-Prieb’s shoes (4 pts)Do you believe that facility construction is a rational decision for (1) team executives and (2) local citizens? Explain (4 pts)When making decisions about building a new facility, what type of decision style(s) and problem attributes are most relevant and important? Explain (4 pts)Identify how Miller Park has helped or hindered the Brewers organization by finding statistics from attendance records at County Stadium in 1999 and comparing them to current records at Miller Park. With what you have learned, and with any additional information you have found, justify whether or not the decision to build the stadium was a positive move for the team (4pts)