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  • [Solved] QSO 321 Module Two Journal Guidelines and Rubric Overview

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    ## QSO 321 Module Two Journal Guidelines and Rubric ### Overview In Module Two, you learned about the ways organizations support their people, whether it be within the workplace or the local community. For this journal entry, you will evaluate business practices that are not considerate of employees…

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    Assignment Prompt & Instructions

    ## QSO 321 Module Two Journal Guidelines and Rubric
    ### Overview
    In Module Two, you learned about the ways organizations support their people, whether it be within the workplace or the local community. For this journal entry, you will evaluate business practices that are not considerate of employees and communities, brainstorm reasons why the practices may have been established, and consider how they can be improved.
    ### Directions
    For this journal, select and evaluate **one** of the following practices:
    – Employee pay is low.
    – Employee training is limited.
    – Employee benefits are minimal; there is little paid time off or sick time available.
    – Employees describe the workplace culture as stressful, competitive, or alienating.
    – A business does not give back to the local community in any way.
    – A business outsources many of its suppliers, even though many local suppliers are available.
    Then evaluate your selected practice by addressing the following **rubric criteria**:
    – **General Factors:** Describe general factors that may have contributed to an organization or business implementing this practice.
    – **Potential Negative Repercussions:** Identify potential negative repercussions of the practice on employees, the local community, or the business or organization.
    – **Benefits:** Explain benefits for employees, the local community, or the business or organization experience that might occur if a more people-friendly practice were incorporated.
    ### What to Submit
    Submit your assignment as a Microsoft Word document with double spacing, 12-point Times New Roman font, and one-inch margins.
    ### Module Two Journal Rubric
    CriteriaExceeds ExpectationsMeets ExpectationsPartially Meets ExpectationsDoes Not Meet ExpectationsValue **General Factors** Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner by providing examples of general factors contributing to an organization or business implementing the selected practiceDescribes general factors that may have contributed to an organization or business implementing the selected practiceDescribes some general factors with limited relevant personal experience, previous learning, or logical thought processDoes not attempt to describe general factors25 **Potential Negative Repercussions** Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner by providing examples of repercussions associated with applying the practiceIdentifies potential negative repercussions of the practice on employees, the local community, or the business or organizationShows limited depth of knowledge, indicating a need to explore the module’s content furtherDoes not attempt to identify potential negative repercussions, reflecting that the module’s content was not read25 **Benefits** Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner by providing examples of benefits that were produced by incorporating more people-friendly practicesExplains benefits for employees, the local community, or the business or organization experience that might occur if a more people-friendly practice were incorporatedExplains some benefits with limited detail, demonstrating limited incorporation of the module’s contentDoes not attempt to explain the benefits25 **Clear Communication** Exceeds expectations with an intentional use of language that promotes a thorough understandingConsistently and effectively communicates in an organized way to a specific audienceShows progress toward meeting expectations, but communication is inconsistent or ineffective in a way that negatively impacts understandingShows no evidence of consistent, effective, or organized communication25 **Total:** 100%

  • [Solved] Business Finance – Management QSO 321 Module Two Assignment Guidelines and Rubric

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    Executive Solution Overview

    ## QSO 321 Module Two Assignment Guidelines and Rubric ### Overview In this module, you learned about the importance of prioritizing people—employees, the local community, and customers. In this assignment, you will explore important considerations for culturally competent business practices, which …

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    Assignment Prompt & Instructions

    ## QSO 321 Module Two Assignment Guidelines and Rubric
    ### Overview
    In this module, you learned about the importance of prioritizing people—employees, the local community, and customers. In this assignment, you will explore important considerations for culturally competent business practices, which can help strengthen and maintain relationships.
    ### Scenario
    You are a procurement manager working on training a new sourcing analyst. As part of their training, they will be traveling with you to meet with new and existing suppliers for specialized parts that your company needs. This arrangement will allow your colleague to gain firsthand experience and help them develop relationships with the business professionals they will be working with in the future.
    You need to ensure that they are familiar with cultural business practices for the places you will be visiting so that existing business relationships remain strong and new relationships start off well. You have decided to create a brief guide that includes the cultural considerations that they will need to be aware of while doing business.
    ### Directions
    Use the Module Two Assignment Template linked in the What to Submit section below to create a guide that provides a brief overview of culturally considerate business practices for three countries of your choosing that are outside of the United States. Refer to the Module Two Assignment Example linked in the Supporting Materials section below for an example of a completed chart. Use course and external resources, such as the Shapiro Library, linked in the Supporting Materials section, to gather information on your selected countries and their cultural business practices.
    Specifically, you must address the following **rubric criteria**:
    – **Authority Figures**: Describe how figures of authority are treated and shown respect in each selected country, as well as actions or communications that may cause unintended offense.
    – **Levels of Formality**: Describe the level of formality that business professionals follow in each selected country. Examples of formality include language, dress, and etiquette.
    – **Social Norms**: Identify common social norms that should be used in business in each selected country, as well as hand gestures and body language that should be avoided or that may cause unintended offense.
    – **Time and Scheduling**: Describe how the concepts of time and scheduling are treated in each selected country, as well as considerations for business-meeting etiquette that should be considered to avoid causing unintended offense.
    – **Business Practices**: Describe general business practices that should be taken into consideration when conducting business in the selected countries. Examples of business practices include meals, cultural holidays and events, and the use of formal contracts.
    ### What to Submit
    Submit the [Module Two Assignment Template](https://learn.snhu.edu/content/enforced/2027639-QSO-321-14604.202581-1/Course%20Documents/QSO%20321%20Module%20Two%20Assignment%20Template.docx?isCourseFile=true&ou=2027639) to complete this assignment. Use bullet points when completing the template. Sources should be cited according to APA style.
    ### Supporting Materials
    The following resource supports your work on the project:
    **Reading**: [Module Two Assignment Example](https://learn.snhu.edu/content/enforced/2027639-QSO-321-14604.202581-1/Course%20Documents/QSO%20321%20Module%20Two%20Assignment%20Example.docx?isCourseFile=true&ou=2027639)
    This document provides an example of a completed Module Two assignment.
    **Shapiro Library Website:** [SNHU Shapiro Library](https://libguides.snhu.edu/home)
    Access the Shapiro Library website to conduct research, ask a librarian for help, and learn more about the resources available to you through the university library.
    ### Module Two Assignment Rubric
    CriteriaMeets Expectations (100%)Partially Meets Expectations (85%)Does Not Meet Expectations (0%)Value **Authority Figures** Describes how figures of authority are treated and shown respect in each selected country, as well as actions or communications that may cause unintended offenseShows progress toward meeting expectations, but with errors or omissions; areas for improvement may include providing further description or examples of acts of respect or communications that may cause unintended offense in each selected countryDoes not attempt criterion17 **Levels of Formality** Describes the level of formality that business professionals follow in each selected countryShows progress toward meeting expectations, but with errors or omissions; areas for improvement may include adding further description or examples of levels of formality used in language, dress, or etiquetteDoes not attempt criterion17 **Social Norms** Identifies common social norms that should be used in business in each selected country, as well as hand gestures and body language that should be avoided or that may cause unintended offenseShows progress toward meeting expectations, but with errors or omissions; areas for improvement may include adding further description or examples of appropriate and inappropriate hand gestures and body languageDoes not attempt criterion17 **Time and Scheduling** Describes how the concepts of time and scheduling are treated in each selected country, as well as considerations for business-meeting etiquette that should be considered to avoid causing unintended offenseShows progress toward meeting expectations, but with errors or omissions; areas for improvement may include adding further description or examples of how the concept of time and scheduling etiquette is treated in each selected countryDoes not attempt criterion17 **Business Practices** Describes general business practices that should be taken into consideration when conducting business in the selected countriesShows progress toward meeting expectations, but with errors or omissions; areas for improvement may include adding further description or examples of culturally competent business practices for each countryDoes not attempt criterion17 **Clear Communication** Consistently and effectively communicates in an organized way to a specific audienceShows progress toward meeting expectations, but communication is inconsistent or ineffective in a way that negatively impacts understandingShows no evidence of consistent, effective, or organized communication5 **Citations and Attributions** Uses citations for ideas requiring attribution, with consistent minor errorsUses citations for ideas requiring attribution, with major errorsDoes not use citations for ideas requiring attribution10 **Total:** 100%
    \
    QSO321ModuleTwoAssignmentTemplate.docx](https://www.sweetstudy.com/files/qso321moduletwoassignmenttemplate-docx-10397067 "QSO321ModuleTwoAssignmentTemplate.docx")

  • [Solved] discussion post

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  • [Solved] HRM 6302 Unit IV

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    – ## EmploymentLawHRM6302UnitIVAssignment.docx – ## UnitIVStudyGuide.pdf **## EmploymentLawHRM6302UnitIVAssignment.docx** 2 Employment Law HRM 6302 Unit IV Assignment Some employers must provide unpaid leave for family- and medical-related reasons under the Family and Medical Leave Act (FMLA). Paid …

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    Assignment Prompt & Instructions

    – ## EmploymentLawHRM6302UnitIVAssignment.docx

    – ## UnitIVStudyGuide.pdf

    **## EmploymentLawHRM6302UnitIVAssignment.docx**

    2

    Employment Law HRM 6302

    Unit IV Assignment

    Some employers must provide unpaid leave for family- and medical-related reasons under the Family and Medical Leave Act (FMLA). Paid leave is not required by federal law; however, it is required by some state and local laws.

    Have you or someone you know ever experienced a situation where there was a need for unpaid family leave? If not, imagine you are now in that situation in your current workplace. Did you agree with the policy that was in place at the time? Why, or why not? As you describe and reflect on the situation, your reaction, and rationale, consider the impact of unpaid family leave laws on the employer. Does it alter your perspective?

    Your assignment should be a minimum of 500 words in length with at least one supporting reference.

    **## UnitIVStudyGuide.pdf**

    HRM 6302, Employment Law 1

    Course Learning Outcomes for Unit IV

    Upon completion of this unit, students should be able to:

    4. Characterize conduct that violates federal anti-discrimination laws in employment.
    4.1 Analyze the requirements a plaintiff must establish to make a claim of failure to reasonably

    accommodate.

    5. Explain the concept of reasonable accommodation under the Americans with Disabilities Act (ADA).
    5.1 Discuss the interactive process required by the ADA and the employer duty to reasonably

    accommodate disabilities.
    5.2 Describe reasonable accommodations for a given scenario.

    Required Unit Resources

    Chapter 9: Reasonably Accommodating Disability and Religion, pp. 323–366

    Unit Lesson

    Simply prohibiting discrimination was insufficient for full protection of religion as a protected category. The
    Civil Rights Act of 1964 therefore included a requirement that employers reasonably accommodate religious
    observance and practice, unless an employer can show that accommodation would be an undue hardship on
    the business. This requirement contributes to a diverse workplace, enabling workers who might otherwise not
    meet certain workplace requirements to earn a living. In the Supreme Court’s decision in EEOC v.
    Abercrombie & Fitch Stores, Inc. (1993), the court found that the retailer could not refuse a Muslim woman
    wearing a headscarf for religious reasons even if it clashed with the store’s dress code. They further found
    that the employee did not specifically have to state the headscarf was required by her religious faith and ask
    to be accommodated. The court found that if the employer at least suspected that the scarf was religious in its
    purpose, it must accommodate.

    Reasonable accommodation appeared again in employment law when the Americans with Disabilities Act
    (ADA) passed in 1990. It became the cornerstone of workplace disability guidance. In 2008, the ADA
    Amendments Act (ADAAA) further expanded and more clearly defined conditions that qualify as disabilities
    and shifted the focus from the applicant or employee to the employer and its actions to assist that individual to
    enable him or her to work (Walsh, 2019). In the area of religion, reasonable accommodation boosts diversity
    in the workforce by breaking down barriers to workers who have the skills and abilities to be productive.

    In 1993, Congress passed the Family and Medical Leave Act (FMLA) to provide unpaid leave for the
    employee’s own serious medical condition, to care for a close relative with a serious health condition, and for
    the birth of a child (Walsh, 2019). While serious health condition is not synonymous with disability, there is
    some overlap and the potential for complex situations exists when overlap occurs.

    While FMLA addressed a specific need for short-term leave in defined situations for employees who could
    heal and get back to work relatively quickly, it did not address situations where longer leaves are needed by
    disabled employees. Thus, in the period after the ADAAA was passed in 2008, the U.S. Equal Employment
    Opportunity Commission (EEOC) turned its attention to employer leave policies that it finds operate as
    obstacles to accommodating disabled workers. In one of its biggest cases, the EEOC claimed that Verizon
    violated the ADA by refusing to make exceptions to its no fault attendance policy to accommodate employees
    with disabilities. Under the company's policy, after an employee accumulated a defined number of chargeable
    absences, he or she was placed on a disciplinary step, which could lead to more serious discipline, including
    termination. Verizon settled the case for $20 million and agreed to revise its attendance plans and policies,

    UNIT IV STUDY GUIDE
    Reasonable Accommodation

    HRM 6302, Employment Law 2

    UNIT x STUDY GUIDE
    Title

    provide mandatory training for employees responsible for administering these plans and policies, and report
    employee complaints of disability discrimination to the EEOC (EEOC, 2011). The agency has also targeted
    workers’ compensation leave exhaustion policies and maximum leave periods on the same theory – that they
    unlawfully restrict the use of leave as a reasonable accommodation.

    Despite the efforts of the ADA, unemployment remains high among disabled Americans. According to the
    Bureau of Labor Statistics (BLS, 2016), the unemployment rate for persons with a disability was 10.7 percent
    in 2015, approximately double the 5.1 percent unemployment rate of those with no disability. Moreover,
    EEOC (n.d.) data showed that disability discrimination charges reached an all-time high in 2015, an increase
    of six percent from 2014.

    In 2016, the EEOC released a resource to address issues surrounding leave from the workplace as a
    reasonable accommodation (EEOC, 2016). The document, titled Employer-Provided Leave and the
    Americans with Disabilities Act, addresses a number of issues, and provides specific examples to illustrate
    how policies can unreasonably restrict leave and how it can instead be modified to accommodate disabled
    employees. In addressing how the ADA intersects with the FMLA, the EEOC reminds employers that an
    employee may be eligible for leave under the ADA even if he or she is not eligible for Family and Medical
    Leave or has exhausted leave under that law (EEOC, 2016). Nevertheless, an employer may take into
    account leave taken under the FMLA in determining whether additional leave would be an undue hardship.
    The EEOC resource makes clear that inflexible policies that cap leave at a specific amount of time, no fault
    policies that count every absence the same way, and 100 percent healed policies that require employees to
    certify that they have no work restrictions do not comply with the ADA.

    At the same time, the EEOC does not leave employers without means to work through what are often thorny
    situations. Indefinite leave is not required as a reasonable accommodation. To assess leave that is required,
    employers may communicate with employees on leave to inquire about their status, potential need for
    additional leave, and the likelihood of returning to work after any additional leave (EEOC, 2016). Further,
    employers should consider reassigning an employee to an open position for which he or she is qualified as an
    accommodation when the employee is unable to return to his or her current role.

    A recent investigation of a concern by an employee illustrated the ways in which the FMLA and ADA can
    intersect and the traps into which employers can fall. An employee who was being counseled for attendance
    and was on the verge of termination reported that she believed she was being treated unfairly because her
    absences and tardiness were for physical therapy and other medical appointments and for personal legal
    matters. She had used all her paid time off and received subsequent performance counseling for taking time
    in excess of her paid time off.

    This case presented a complex array of issues: reasonable accommodation of potential physical and mental
    disabilities, leave under the FMLA, and policies on attendance and tardiness. The employee’s managers
    believed that she had exceeded her allowed time off and violated the employer’s policy, and therefore, the
    issue warranted discipline. This approach, however, placed the employer at risk of a charge of discrimination
    under the ADA and a charge of violating the FMLA. To evaluate the employee’s claim, it had to be determined
    whether she had informed her management that her absences were related to a medical condition that was
    protected (and the information gathered showed that she had). Next, each of the absences and tardiness in
    the period covered by the potential discipline required individual review to determine whether the absence or
    tardiness was for a protected reason under the ADA or FMLA. If so, then the absence could not be
    considered for purposes of any discipline.

    This could have been avoided had the managers had recognized that the employee was taking time off for
    potentially protected reasons and was seeking an accommodation to the employer’s policies or FMLA
    intermittent leave for medical treatment. Instead, the managers involved focused on the inconvenience of the
    employee’s absences and their questions about the validity of her absences and failed to seek human
    resources guidance to navigate what in reality was a complex situation, which to them seemed a simple case
    of excessive absenteeism.

    The message to employers is meant to be clear and unequivocal. The standard is that employers must
    carefully evaluate situations involving accommodation of employee and applicant disabilities. Policies and
    practices should be routinely reviewed, and revised as needed, to ensure reasonable accommodation of all
    disabled workers. With regard to attendance policies in particular, they should include the ability to excuse

    HRM 6302, Employment Law 3

    UNIT x STUDY GUIDE
    Title

    absences under the ADA, FMLA, and state and local laws that provide for leave. Those responsible for the
    administration of policies and procedures must consider modifications of policies and practices when
    situations arise that would impose discipline or some other adverse action on an employee for absences
    caused by a protected disability. They must also consider exceptions to regular practices when such an
    exception may constitute a reasonable accommodation.

    Accurate and thorough documentation of all requests for accommodation and all responses by the employer
    are very important. Employers should document the duties of the position in question, the ability to assign the
    disabled employee's responsibilities to others, and the need for and cost of replacement workers. Above all,
    employers must realize there is no one-size-fits-all solution in this difficult area. In each situation,
    accommodations must be reviewed and implemented based on the individual and sometimes unique facts of
    each particular case.

    References

    Bureau of Labor Statistics. (2016, July 21). Persons with a disability: Labor force characteristics summary

    [News release]. http://www.bls.gov/news.release/disabl.nr0.htm

    EEOC v. Abercrombie & Fitch Stores, Inc., 731 F.3d 1106 (U.S. 2015).

    U.S. Equal Employment Opportunity Commission. (n.d.). Charge statistics (Charges filed with EEOC) FY

    1997 through FY 2015. https://www.eeoc.gov/eeoc/statistics/enforcement/charges.cfm

    U.S. Equal Employment Opportunity Commission. (2011, July 6). Verizon to pay $20 million to settle

    nationwide EEOC disability suit [Press release]. https://www.eeoc.gov/eeoc/newsroom/release/7-6-
    11a.cfm

    U.S. Equal Employment Opportunity Commission. (2016, May 9). Employer-provided leave and the

    Americans with Disabilities Act. https://www.eeoc.gov/laws/guidance/employer-provided-leave-and-
    americans-disabilities-act

    Walsh, D. J. (2019). Employment law for human resource practice (6th ed.). Cengage Learning.

    https://online.vitalsource.com/#/books/9781337670685

    Suggested Unit Resources

    You are encouraged to read the following chapter in your textbook, which continues this unit’s discussion of
    other employment law issues posed by diverse workforces.

    Chapter 10: Work-Life Conflicts and Other Diversity Issues, pp. 373–413

    In order to access the following resources, click the links below.

    The following PowerPoint presentations are supplements to the textbook chapter readings and are provided
    for further knowledge and review of the unit materials.

    Chapter 9 presentation (PowerPoint) or Chapter 9 presentation (PDF)

    Chapter 10 presentation (PowerPoint) or Chapter 10 presentation (PDF)

    HRM 6302, Employment Law 4

    UNIT x STUDY GUIDE
    Title

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    At the end of each chapter of your textbook, scenario-driven questions provide legal issues and realistic
    situations that relate to employment law. Exploring these questions allows you the opportunity to further your
    understanding of the concepts in each chapter and prepares you for similar situations you may encounter in
    your workplace.

    • Review the Chapter 9 questions in your textbook on pages 368–371.

    **## UnitIVStudyGuide.pdf**

    HRM 6302, Employment Law 1

    Course Learning Outcomes for Unit IV

    Upon completion of this unit, students should be able to:

    4. Characterize conduct that violates federal anti-discrimination laws in employment.
    4.1 Analyze the requirements a plaintiff must establish to make a claim of failure to reasonably

    accommodate.

    5. Explain the concept of reasonable accommodation under the Americans with Disabilities Act (ADA).
    5.1 Discuss the interactive process required by the ADA and the employer duty to reasonably

    accommodate disabilities.
    5.2 Describe reasonable accommodations for a given scenario.

    Required Unit Resources

    Chapter 9: Reasonably Accommodating Disability and Religion, pp. 323–366

    Unit Lesson

    Simply prohibiting discrimination was insufficient for full protection of religion as a protected category. The
    Civil Rights Act of 1964 therefore included a requirement that employers reasonably accommodate religious
    observance and practice, unless an employer can show that accommodation would be an undue hardship on
    the business. This requirement contributes to a diverse workplace, enabling workers who might otherwise not
    meet certain workplace requirements to earn a living. In the Supreme Court’s decision in EEOC v.
    Abercrombie & Fitch Stores, Inc. (1993), the court found that the retailer could not refuse a Muslim woman
    wearing a headscarf for religious reasons even if it clashed with the store’s dress code. They further found
    that the employee did not specifically have to state the headscarf was required by her religious faith and ask
    to be accommodated. The court found that if the employer at least suspected that the scarf was religious in its
    purpose, it must accommodate.

    Reasonable accommodation appeared again in employment law when the Americans with Disabilities Act
    (ADA) passed in 1990. It became the cornerstone of workplace disability guidance. In 2008, the ADA
    Amendments Act (ADAAA) further expanded and more clearly defined conditions that qualify as disabilities
    and shifted the focus from the applicant or employee to the employer and its actions to assist that individual to
    enable him or her to work (Walsh, 2019). In the area of religion, reasonable accommodation boosts diversity
    in the workforce by breaking down barriers to workers who have the skills and abilities to be productive.

    In 1993, Congress passed the Family and Medical Leave Act (FMLA) to provide unpaid leave for the
    employee’s own serious medical condition, to care for a close relative with a serious health condition, and for
    the birth of a child (Walsh, 2019). While serious health condition is not synonymous with disability, there is
    some overlap and the potential for complex situations exists when overlap occurs.

    While FMLA addressed a specific need for short-term leave in defined situations for employees who could
    heal and get back to work relatively quickly, it did not address situations where longer leaves are needed by
    disabled employees. Thus, in the period after the ADAAA was passed in 2008, the U.S. Equal Employment
    Opportunity Commission (EEOC) turned its attention to employer leave policies that it finds operate as
    obstacles to accommodating disabled workers. In one of its biggest cases, the EEOC claimed that Verizon
    violated the ADA by refusing to make exceptions to its no fault attendance policy to accommodate employees
    with disabilities. Under the company's policy, after an employee accumulated a defined number of chargeable
    absences, he or she was placed on a disciplinary step, which could lead to more serious discipline, including
    termination. Verizon settled the case for $20 million and agreed to revise its attendance plans and policies,

    UNIT IV STUDY GUIDE
    Reasonable Accommodation

    HRM 6302, Employment Law 2

    UNIT x STUDY GUIDE
    Title

    provide mandatory training for employees responsible for administering these plans and policies, and report
    employee complaints of disability discrimination to the EEOC (EEOC, 2011). The agency has also targeted
    workers’ compensation leave exhaustion policies and maximum leave periods on the same theory – that they
    unlawfully restrict the use of leave as a reasonable accommodation.

    Despite the efforts of the ADA, unemployment remains high among disabled Americans. According to the
    Bureau of Labor Statistics (BLS, 2016), the unemployment rate for persons with a disability was 10.7 percent
    in 2015, approximately double the 5.1 percent unemployment rate of those with no disability. Moreover,
    EEOC (n.d.) data showed that disability discrimination charges reached an all-time high in 2015, an increase
    of six percent from 2014.

    In 2016, the EEOC released a resource to address issues surrounding leave from the workplace as a
    reasonable accommodation (EEOC, 2016). The document, titled Employer-Provided Leave and the
    Americans with Disabilities Act, addresses a number of issues, and provides specific examples to illustrate
    how policies can unreasonably restrict leave and how it can instead be modified to accommodate disabled
    employees. In addressing how the ADA intersects with the FMLA, the EEOC reminds employers that an
    employee may be eligible for leave under the ADA even if he or she is not eligible for Family and Medical
    Leave or has exhausted leave under that law (EEOC, 2016). Nevertheless, an employer may take into
    account leave taken under the FMLA in determining whether additional leave would be an undue hardship.
    The EEOC resource makes clear that inflexible policies that cap leave at a specific amount of time, no fault
    policies that count every absence the same way, and 100 percent healed policies that require employees to
    certify that they have no work restrictions do not comply with the ADA.

    At the same time, the EEOC does not leave employers without means to work through what are often thorny
    situations. Indefinite leave is not required as a reasonable accommodation. To assess leave that is required,
    employers may communicate with employees on leave to inquire about their status, potential need for
    additional leave, and the likelihood of returning to work after any additional leave (EEOC, 2016). Further,
    employers should consider reassigning an employee to an open position for which he or she is qualified as an
    accommodation when the employee is unable to return to his or her current role.

    A recent investigation of a concern by an employee illustrated the ways in which the FMLA and ADA can
    intersect and the traps into which employers can fall. An employee who was being counseled for attendance
    and was on the verge of termination reported that she believed she was being treated unfairly because her
    absences and tardiness were for physical therapy and other medical appointments and for personal legal
    matters. She had used all her paid time off and received subsequent performance counseling for taking time
    in excess of her paid time off.

    This case presented a complex array of issues: reasonable accommodation of potential physical and mental
    disabilities, leave under the FMLA, and policies on attendance and tardiness. The employee’s managers
    believed that she had exceeded her allowed time off and violated the employer’s policy, and therefore, the
    issue warranted discipline. This approach, however, placed the employer at risk of a charge of discrimination
    under the ADA and a charge of violating the FMLA. To evaluate the employee’s claim, it had to be determined
    whether she had informed her management that her absences were related to a medical condition that was
    protected (and the information gathered showed that she had). Next, each of the absences and tardiness in
    the period covered by the potential discipline required individual review to determine whether the absence or
    tardiness was for a protected reason under the ADA or FMLA. If so, then the absence could not be
    considered for purposes of any discipline.

    This could have been avoided had the managers had recognized that the employee was taking time off for
    potentially protected reasons and was seeking an accommodation to the employer’s policies or FMLA
    intermittent leave for medical treatment. Instead, the managers involved focused on the inconvenience of the
    employee’s absences and their questions about the validity of her absences and failed to seek human
    resources guidance to navigate what in reality was a complex situation, which to them seemed a simple case
    of excessive absenteeism.

    The message to employers is meant to be clear and unequivocal. The standard is that employers must
    carefully evaluate situations involving accommodation of employee and applicant disabilities. Policies and
    practices should be routinely reviewed, and revised as needed, to ensure reasonable accommodation of all
    disabled workers. With regard to attendance policies in particular, they should include the ability to excuse

    HRM 6302, Employment Law 3

    UNIT x STUDY GUIDE
    Title

    absences under the ADA, FMLA, and state and local laws that provide for leave. Those responsible for the
    administration of policies and procedures must consider modifications of policies and practices when
    situations arise that would impose discipline or some other adverse action on an employee for absences
    caused by a protected disability. They must also consider exceptions to regular practices when such an
    exception may constitute a reasonable accommodation.

    Accurate and thorough documentation of all requests for accommodation and all responses by the employer
    are very important. Employers should document the duties of the position in question, the ability to assign the
    disabled employee's responsibilities to others, and the need for and cost of replacement workers. Above all,
    employers must realize there is no one-size-fits-all solution in this difficult area. In each situation,
    accommodations must be reviewed and implemented based on the individual and sometimes unique facts of
    each particular case.

    References

    Bureau of Labor Statistics. (2016, July 21). Persons with a disability: Labor force characteristics summary

    [News release]. http://www.bls.gov/news.release/disabl.nr0.htm

    EEOC v. Abercrombie & Fitch Stores, Inc., 731 F.3d 1106 (U.S. 2015).

    U.S. Equal Employment Opportunity Commission. (n.d.). Charge statistics (Charges filed with EEOC) FY

    1997 through FY 2015. https://www.eeoc.gov/eeoc/statistics/enforcement/charges.cfm

    U.S. Equal Employment Opportunity Commission. (2011, July 6). Verizon to pay $20 million to settle

    nationwide EEOC disability suit [Press release]. https://www.eeoc.gov/eeoc/newsroom/release/7-6-
    11a.cfm

    U.S. Equal Employment Opportunity Commission. (2016, May 9). Employer-provided leave and the

    Americans with Disabilities Act. https://www.eeoc.gov/laws/guidance/employer-provided-leave-and-
    americans-disabilities-act

    Walsh, D. J. (2019). Employment law for human resource practice (6th ed.). Cengage Learning.

    https://online.vitalsource.com/#/books/9781337670685

    Suggested Unit Resources

    You are encouraged to read the following chapter in your textbook, which continues this unit’s discussion of
    other employment law issues posed by diverse workforces.

    Chapter 10: Work-Life Conflicts and Other Diversity Issues, pp. 373–413

    In order to access the following resources, click the links below.

    The following PowerPoint presentations are supplements to the textbook chapter readings and are provided
    for further knowledge and review of the unit materials.

    Chapter 9 presentation (PowerPoint) or Chapter 9 presentation (PDF)

    Chapter 10 presentation (PowerPoint) or Chapter 10 presentation (PDF)

    HRM 6302, Employment Law 4

    UNIT x STUDY GUIDE
    Title

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    At the end of each chapter of your textbook, scenario-driven questions provide legal issues and realistic
    situations that relate to employment law. Exploring these questions allows you the opportunity to further your
    understanding of the concepts in each chapter and prepares you for similar situations you may encounter in
    your workplace.

    • Review the Chapter 9 questions in your textbook on pages 368–371.

    **## EmploymentLawHRM6302UnitIVAssignment.docx**

    2

    Employment Law HRM 6302

    Unit IV Assignment

    Some employers must provide unpaid leave for family- and medical-related reasons under the Family and Medical Leave Act (FMLA). Paid leave is not required by federal law; however, it is required by some state and local laws.

    Have you or someone you know ever experienced a situation where there was a need for unpaid family leave? If not, imagine you are now in that situation in your current workplace. Did you agree with the policy that was in place at the time? Why, or why not? As you describe and reflect on the situation, your reaction, and rationale, consider the impact of unpaid family leave laws on the employer. Does it alter your perspective?

    Your assignment should be a minimum of 500 words in length with at least one supporting reference.

    **## UnitIVStudyGuide.pdf**

    HRM 6302, Employment Law 1

    Course Learning Outcomes for Unit IV

    Upon completion of this unit, students should be able to:

    4. Characterize conduct that violates federal anti-discrimination laws in employment.
    4.1 Analyze the requirements a plaintiff must establish to make a claim of failure to reasonably

    accommodate.

    5. Explain the concept of reasonable accommodation under the Americans with Disabilities Act (ADA).
    5.1 Discuss the interactive process required by the ADA and the employer duty to reasonably

    accommodate disabilities.
    5.2 Describe reasonable accommodations for a given scenario.

    Required Unit Resources

    Chapter 9: Reasonably Accommodating Disability and Religion, pp. 323–366

    Unit Lesson

    Simply prohibiting discrimination was insufficient for full protection of religion as a protected category. The
    Civil Rights Act of 1964 therefore included a requirement that employers reasonably accommodate religious
    observance and practice, unless an employer can show that accommodation would be an undue hardship on
    the business. This requirement contributes to a diverse workplace, enabling workers who might otherwise not
    meet certain workplace requirements to earn a living. In the Supreme Court’s decision in EEOC v.
    Abercrombie & Fitch Stores, Inc. (1993), the court found that the retailer could not refuse a Muslim woman
    wearing a headscarf for religious reasons even if it clashed with the store’s dress code. They further found
    that the employee did not specifically have to state the headscarf was required by her religious faith and ask
    to be accommodated. The court found that if the employer at least suspected that the scarf was religious in its
    purpose, it must accommodate.

    Reasonable accommodation appeared again in employment law when the Americans with Disabilities Act
    (ADA) passed in 1990. It became the cornerstone of workplace disability guidance. In 2008, the ADA
    Amendments Act (ADAAA) further expanded and more clearly defined conditions that qualify as disabilities
    and shifted the focus from the applicant or employee to the employer and its actions to assist that individual to
    enable him or her to work (Walsh, 2019). In the area of religion, reasonable accommodation boosts diversity
    in the workforce by breaking down barriers to workers who have the skills and abilities to be productive.

    In 1993, Congress passed the Family and Medical Leave Act (FMLA) to provide unpaid leave for the
    employee’s own serious medical condition, to care for a close relative with a serious health condition, and for
    the birth of a child (Walsh, 2019). While serious health condition is not synonymous with disability, there is
    some overlap and the potential for complex situations exists when overlap occurs.

    While FMLA addressed a specific need for short-term leave in defined situations for employees who could
    heal and get back to work relatively quickly, it did not address situations where longer leaves are needed by
    disabled employees. Thus, in the period after the ADAAA was passed in 2008, the U.S. Equal Employment
    Opportunity Commission (EEOC) turned its attention to employer leave policies that it finds operate as
    obstacles to accommodating disabled workers. In one of its biggest cases, the EEOC claimed that Verizon
    violated the ADA by refusing to make exceptions to its no fault attendance policy to accommodate employees
    with disabilities. Under the company's policy, after an employee accumulated a defined number of chargeable
    absences, he or she was placed on a disciplinary step, which could lead to more serious discipline, including
    termination. Verizon settled the case for $20 million and agreed to revise its attendance plans and policies,

    UNIT IV STUDY GUIDE
    Reasonable Accommodation

    HRM 6302, Employment Law 2

    UNIT x STUDY GUIDE
    Title

    provide mandatory training for employees responsible for administering these plans and policies, and report
    employee complaints of disability discrimination to the EEOC (EEOC, 2011). The agency has also targeted
    workers’ compensation leave exhaustion policies and maximum leave periods on the same theory – that they
    unlawfully restrict the use of leave as a reasonable accommodation.

    Despite the efforts of the ADA, unemployment remains high among disabled Americans. According to the
    Bureau of Labor Statistics (BLS, 2016), the unemployment rate for persons with a disability was 10.7 percent
    in 2015, approximately double the 5.1 percent unemployment rate of those with no disability. Moreover,
    EEOC (n.d.) data showed that disability discrimination charges reached an all-time high in 2015, an increase
    of six percent from 2014.

    In 2016, the EEOC released a resource to address issues surrounding leave from the workplace as a
    reasonable accommodation (EEOC, 2016). The document, titled Employer-Provided Leave and the
    Americans with Disabilities Act, addresses a number of issues, and provides specific examples to illustrate
    how policies can unreasonably restrict leave and how it can instead be modified to accommodate disabled
    employees. In addressing how the ADA intersects with the FMLA, the EEOC reminds employers that an
    employee may be eligible for leave under the ADA even if he or she is not eligible for Family and Medical
    Leave or has exhausted leave under that law (EEOC, 2016). Nevertheless, an employer may take into
    account leave taken under the FMLA in determining whether additional leave would be an undue hardship.
    The EEOC resource makes clear that inflexible policies that cap leave at a specific amount of time, no fault
    policies that count every absence the same way, and 100 percent healed policies that require employees to
    certify that they have no work restrictions do not comply with the ADA.

    At the same time, the EEOC does not leave employers without means to work through what are often thorny
    situations. Indefinite leave is not required as a reasonable accommodation. To assess leave that is required,
    employers may communicate with employees on leave to inquire about their status, potential need for
    additional leave, and the likelihood of returning to work after any additional leave (EEOC, 2016). Further,
    employers should consider reassigning an employee to an open position for which he or she is qualified as an
    accommodation when the employee is unable to return to his or her current role.

    A recent investigation of a concern by an employee illustrated the ways in which the FMLA and ADA can
    intersect and the traps into which employers can fall. An employee who was being counseled for attendance
    and was on the verge of termination reported that she believed she was being treated unfairly because her
    absences and tardiness were for physical therapy and other medical appointments and for personal legal
    matters. She had used all her paid time off and received subsequent performance counseling for taking time
    in excess of her paid time off.

    This case presented a complex array of issues: reasonable accommodation of potential physical and mental
    disabilities, leave under the FMLA, and policies on attendance and tardiness. The employee’s managers
    believed that she had exceeded her allowed time off and violated the employer’s policy, and therefore, the
    issue warranted discipline. This approach, however, placed the employer at risk of a charge of discrimination
    under the ADA and a charge of violating the FMLA. To evaluate the employee’s claim, it had to be determined
    whether she had informed her management that her absences were related to a medical condition that was
    protected (and the information gathered showed that she had). Next, each of the absences and tardiness in
    the period covered by the potential discipline required individual review to determine whether the absence or
    tardiness was for a protected reason under the ADA or FMLA. If so, then the absence could not be
    considered for purposes of any discipline.

    This could have been avoided had the managers had recognized that the employee was taking time off for
    potentially protected reasons and was seeking an accommodation to the employer’s policies or FMLA
    intermittent leave for medical treatment. Instead, the managers involved focused on the inconvenience of the
    employee’s absences and their questions about the validity of her absences and failed to seek human
    resources guidance to navigate what in reality was a complex situation, which to them seemed a simple case
    of excessive absenteeism.

    The message to employers is meant to be clear and unequivocal. The standard is that employers must
    carefully evaluate situations involving accommodation of employee and applicant disabilities. Policies and
    practices should be routinely reviewed, and revised as needed, to ensure reasonable accommodation of all
    disabled workers. With regard to attendance policies in particular, they should include the ability to excuse

    HRM 6302, Employment Law 3

    UNIT x STUDY GUIDE
    Title

    absences under the ADA, FMLA, and state and local laws that provide for leave. Those responsible for the
    administration of policies and procedures must consider modifications of policies and practices when
    situations arise that would impose discipline or some other adverse action on an employee for absences
    caused by a protected disability. They must also consider exceptions to regular practices when such an
    exception may constitute a reasonable accommodation.

    Accurate and thorough documentation of all requests for accommodation and all responses by the employer
    are very important. Employers should document the duties of the position in question, the ability to assign the
    disabled employee's responsibilities to others, and the need for and cost of replacement workers. Above all,
    employers must realize there is no one-size-fits-all solution in this difficult area. In each situation,
    accommodations must be reviewed and implemented based on the individual and sometimes unique facts of
    each particular case.

    References

    Bureau of Labor Statistics. (2016, July 21). Persons with a disability: Labor force characteristics summary

    [News release]. http://www.bls.gov/news.release/disabl.nr0.htm

    EEOC v. Abercrombie & Fitch Stores, Inc., 731 F.3d 1106 (U.S. 2015).

    U.S. Equal Employment Opportunity Commission. (n.d.). Charge statistics (Charges filed with EEOC) FY

    1997 through FY 2015. https://www.eeoc.gov/eeoc/statistics/enforcement/charges.cfm

    U.S. Equal Employment Opportunity Commission. (2011, July 6). Verizon to pay $20 million to settle

    nationwide EEOC disability suit [Press release]. https://www.eeoc.gov/eeoc/newsroom/release/7-6-
    11a.cfm

    U.S. Equal Employment Opportunity Commission. (2016, May 9). Employer-provided leave and the

    Americans with Disabilities Act. https://www.eeoc.gov/laws/guidance/employer-provided-leave-and-
    americans-disabilities-act

    Walsh, D. J. (2019). Employment law for human resource practice (6th ed.). Cengage Learning.

    https://online.vitalsource.com/#/books/9781337670685

    Suggested Unit Resources

    You are encouraged to read the following chapter in your textbook, which continues this unit’s discussion of
    other employment law issues posed by diverse workforces.

    Chapter 10: Work-Life Conflicts and Other Diversity Issues, pp. 373–413

    In order to access the following resources, click the links below.

    The following PowerPoint presentations are supplements to the textbook chapter readings and are provided
    for further knowledge and review of the unit materials.

    Chapter 9 presentation (PowerPoint) or Chapter 9 presentation (PDF)

    Chapter 10 presentation (PowerPoint) or Chapter 10 presentation (PDF)

    HRM 6302, Employment Law 4

    UNIT x STUDY GUIDE
    Title

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    At the end of each chapter of your textbook, scenario-driven questions provide legal issues and realistic
    situations that relate to employment law. Exploring these questions allows you the opportunity to further your
    understanding of the concepts in each chapter and prepares you for similar situations you may encounter in
    your workplace.

    • Review the Chapter 9 questions in your textbook on pages 368–371.

    **## EmploymentLawHRM6302UnitIVAssignment.docx**

    2

    Employment Law HRM 6302

    Unit IV Assignment

    Some employers must provide unpaid leave for family- and medical-related reasons under the Family and Medical Leave Act (FMLA). Paid leave is not required by federal law; however, it is required by some state and local laws.

    Have you or someone you know ever experienced a situation where there was a need for unpaid family leave? If not, imagine you are now in that situation in your current workplace. Did you agree with the policy that was in place at the time? Why, or why not? As you describe and reflect on the situation, your reaction, and rationale, consider the impact of unpaid family leave laws on the employer. Does it alter your perspective?

    Your assignment should be a minimum of 500 words in length with at least one supporting reference.

    **## UnitIVStudyGuide.pdf**

    HRM 6302, Employment Law 1

    Course Learning Outcomes for Unit IV

    Upon completion of this unit, students should be able to:

    4. Characterize conduct that violates federal anti-discrimination laws in employment.
    4.1 Analyze the requirements a plaintiff must establish to make a claim of failure to reasonably

    accommodate.

    5. Explain the concept of reasonable accommodation under the Americans with Disabilities Act (ADA).
    5.1 Discuss the interactive process required by the ADA and the employer duty to reasonably

    accommodate disabilities.
    5.2 Describe reasonable accommodations for a given scenario.

    Required Unit Resources

    Chapter 9: Reasonably Accommodating Disability and Religion, pp. 323–366

    Unit Lesson

    Simply prohibiting discrimination was insufficient for full protection of religion as a protected category. The
    Civil Rights Act of 1964 therefore included a requirement that employers reasonably accommodate religious
    observance and practice, unless an employer can show that accommodation would be an undue hardship on
    the business. This requirement contributes to a diverse workplace, enabling workers who might otherwise not
    meet certain workplace requirements to earn a living. In the Supreme Court’s decision in EEOC v.
    Abercrombie & Fitch Stores, Inc. (1993), the court found that the retailer could not refuse a Muslim woman
    wearing a headscarf for religious reasons even if it clashed with the store’s dress code. They further found
    that the employee did not specifically have to state the headscarf was required by her religious faith and ask
    to be accommodated. The court found that if the employer at least suspected that the scarf was religious in its
    purpose, it must accommodate.

    Reasonable accommodation appeared again in employment law when the Americans with Disabilities Act
    (ADA) passed in 1990. It became the cornerstone of workplace disability guidance. In 2008, the ADA
    Amendments Act (ADAAA) further expanded and more clearly defined conditions that qualify as disabilities
    and shifted the focus from the applicant or employee to the employer and its actions to assist that individual to
    enable him or her to work (Walsh, 2019). In the area of religion, reasonable accommodation boosts diversity
    in the workforce by breaking down barriers to workers who have the skills and abilities to be productive.

    In 1993, Congress passed the Family and Medical Leave Act (FMLA) to provide unpaid leave for the
    employee’s own serious medical condition, to care for a close relative with a serious health condition, and for
    the birth of a child (Walsh, 2019). While serious health condition is not synonymous with disability, there is
    some overlap and the potential for complex situations exists when overlap occurs.

    While FMLA addressed a specific need for short-term leave in defined situations for employees who could
    heal and get back to work relatively quickly, it did not address situations where longer leaves are needed by
    disabled employees. Thus, in the period after the ADAAA was passed in 2008, the U.S. Equal Employment
    Opportunity Commission (EEOC) turned its attention to employer leave policies that it finds operate as
    obstacles to accommodating disabled workers. In one of its biggest cases, the EEOC claimed that Verizon
    violated the ADA by refusing to make exceptions to its no fault attendance policy to accommodate employees
    with disabilities. Under the company's policy, after an employee accumulated a defined number of chargeable
    absences, he or she was placed on a disciplinary step, which could lead to more serious discipline, including
    termination. Verizon settled the case for $20 million and agreed to revise its attendance plans and policies,

    UNIT IV STUDY GUIDE
    Reasonable Accommodation

    HRM 6302, Employment Law 2

    UNIT x STUDY GUIDE
    Title

    provide mandatory training for employees responsible for administering these plans and policies, and report
    employee complaints of disability discrimination to the EEOC (EEOC, 2011). The agency has also targeted
    workers’ compensation leave exhaustion policies and maximum leave periods on the same theory – that they
    unlawfully restrict the use of leave as a reasonable accommodation.

    Despite the efforts of the ADA, unemployment remains high among disabled Americans. According to the
    Bureau of Labor Statistics (BLS, 2016), the unemployment rate for persons with a disability was 10.7 percent
    in 2015, approximately double the 5.1 percent unemployment rate of those with no disability. Moreover,
    EEOC (n.d.) data showed that disability discrimination charges reached an all-time high in 2015, an increase
    of six percent from 2014.

    In 2016, the EEOC released a resource to address issues surrounding leave from the workplace as a
    reasonable accommodation (EEOC, 2016). The document, titled Employer-Provided Leave and the
    Americans with Disabilities Act, addresses a number of issues, and provides specific examples to illustrate
    how policies can unreasonably restrict leave and how it can instead be modified to accommodate disabled
    employees. In addressing how the ADA intersects with the FMLA, the EEOC reminds employers that an
    employee may be eligible for leave under the ADA even if he or she is not eligible for Family and Medical
    Leave or has exhausted leave under that law (EEOC, 2016). Nevertheless, an employer may take into
    account leave taken under the FMLA in determining whether additional leave would be an undue hardship.
    The EEOC resource makes clear that inflexible policies that cap leave at a specific amount of time, no fault
    policies that count every absence the same way, and 100 percent healed policies that require employees to
    certify that they have no work restrictions do not comply with the ADA.

    At the same time, the EEOC does not leave employers without means to work through what are often thorny
    situations. Indefinite leave is not required as a reasonable accommodation. To assess leave that is required,
    employers may communicate with employees on leave to inquire about their status, potential need for
    additional leave, and the likelihood of returning to work after any additional leave (EEOC, 2016). Further,
    employers should consider reassigning an employee to an open position for which he or she is qualified as an
    accommodation when the employee is unable to return to his or her current role.

    A recent investigation of a concern by an employee illustrated the ways in which the FMLA and ADA can
    intersect and the traps into which employers can fall. An employee who was being counseled for attendance
    and was on the verge of termination reported that she believed she was being treated unfairly because her
    absences and tardiness were for physical therapy and other medical appointments and for personal legal
    matters. She had used all her paid time off and received subsequent performance counseling for taking time
    in excess of her paid time off.

    This case presented a complex array of issues: reasonable accommodation of potential physical and mental
    disabilities, leave under the FMLA, and policies on attendance and tardiness. The employee’s managers
    believed that she had exceeded her allowed time off and violated the employer’s policy, and therefore, the
    issue warranted discipline. This approach, however, placed the employer at risk of a charge of discrimination
    under the ADA and a charge of violating the FMLA. To evaluate the employee’s claim, it had to be determined
    whether she had informed her management that her absences were related to a medical condition that was
    protected (and the information gathered showed that she had). Next, each of the absences and tardiness in
    the period covered by the potential discipline required individual review to determine whether the absence or
    tardiness was for a protected reason under the ADA or FMLA. If so, then the absence could not be
    considered for purposes of any discipline.

    This could have been avoided had the managers had recognized that the employee was taking time off for
    potentially protected reasons and was seeking an accommodation to the employer’s policies or FMLA
    intermittent leave for medical treatment. Instead, the managers involved focused on the inconvenience of the
    employee’s absences and their questions about the validity of her absences and failed to seek human
    resources guidance to navigate what in reality was a complex situation, which to them seemed a simple case
    of excessive absenteeism.

    The message to employers is meant to be clear and unequivocal. The standard is that employers must
    carefully evaluate situations involving accommodation of employee and applicant disabilities. Policies and
    practices should be routinely reviewed, and revised as needed, to ensure reasonable accommodation of all
    disabled workers. With regard to attendance policies in particular, they should include the ability to excuse

    HRM 6302, Employment Law 3

    UNIT x STUDY GUIDE
    Title

    absences under the ADA, FMLA, and state and local laws that provide for leave. Those responsible for the
    administration of policies and procedures must consider modifications of policies and practices when
    situations arise that would impose discipline or some other adverse action on an employee for absences
    caused by a protected disability. They must also consider exceptions to regular practices when such an
    exception may constitute a reasonable accommodation.

    Accurate and thorough documentation of all requests for accommodation and all responses by the employer
    are very important. Employers should document the duties of the position in question, the ability to assign the
    disabled employee's responsibilities to others, and the need for and cost of replacement workers. Above all,
    employers must realize there is no one-size-fits-all solution in this difficult area. In each situation,
    accommodations must be reviewed and implemented based on the individual and sometimes unique facts of
    each particular case.

    References

    Bureau of Labor Statistics. (2016, July 21). Persons with a disability: Labor force characteristics summary

    [News release]. http://www.bls.gov/news.release/disabl.nr0.htm

    EEOC v. Abercrombie & Fitch Stores, Inc., 731 F.3d 1106 (U.S. 2015).

    U.S. Equal Employment Opportunity Commission. (n.d.). Charge statistics (Charges filed with EEOC) FY

    1997 through FY 2015. https://www.eeoc.gov/eeoc/statistics/enforcement/charges.cfm

    U.S. Equal Employment Opportunity Commission. (2011, July 6). Verizon to pay $20 million to settle

    nationwide EEOC disability suit [Press release]. https://www.eeoc.gov/eeoc/newsroom/release/7-6-
    11a.cfm

    U.S. Equal Employment Opportunity Commission. (2016, May 9). Employer-provided leave and the

    Americans with Disabilities Act. https://www.eeoc.gov/laws/guidance/employer-provided-leave-and-
    americans-disabilities-act

    Walsh, D. J. (2019). Employment law for human resource practice (6th ed.). Cengage Learning.

    https://online.vitalsource.com/#/books/9781337670685

    Suggested Unit Resources

    You are encouraged to read the following chapter in your textbook, which continues this unit’s discussion of
    other employment law issues posed by diverse workforces.

    Chapter 10: Work-Life Conflicts and Other Diversity Issues, pp. 373–413

    In order to access the following resources, click the links below.

    The following PowerPoint presentations are supplements to the textbook chapter readings and are provided
    for further knowledge and review of the unit materials.

    Chapter 9 presentation (PowerPoint) or Chapter 9 presentation (PDF)

    Chapter 10 presentation (PowerPoint) or Chapter 10 presentation (PDF)

    HRM 6302, Employment Law 4

    UNIT x STUDY GUIDE
    Title

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    At the end of each chapter of your textbook, scenario-driven questions provide legal issues and realistic
    situations that relate to employment law. Exploring these questions allows you the opportunity to further your
    understanding of the concepts in each chapter and prepares you for similar situations you may encounter in
    your workplace.

    • Review the Chapter 9 questions in your textbook on pages 368–371.

    – 1
    – 2

  • [Solved] FIN 6301 Unit IV

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – ## CorporateFinanceFIN6301UnitIVJournal.docx – ## UnitIVStudyGuide.pdf **## CorporateFinanceFIN6301UnitIVJournal.docx** 2 Corporate Finance ECO 6301 Unit IV Journal This journal measures your mastery of ULOs 4.3 and 4.4. The goal of this assignment is to understand the principles of project valuat…

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    Assignment Prompt & Instructions

    – ## CorporateFinanceFIN6301UnitIVJournal.docx

    – ## UnitIVStudyGuide.pdf

    **## CorporateFinanceFIN6301UnitIVJournal.docx**

    2

    Corporate Finance ECO 6301

    Unit IV Journal

    This journal measures your mastery of ULOs 4.3 and 4.4.

    The goal of this assignment is to understand the principles of project valuation and capital budgeting in a practical setting, using a combination of fictitious data and real-world examples. Begin by proposing a fictitious project for a hypothetical company. This can be any type of project-expanding a product line, launching a new service, entering a new market, etc. Provide a brief overview of the project, including the expected benefits, the target market, and any initial capital requirements. Complete the following steps in your journal:

    · Cost of capital analysis: Identify the different types of capital the hypothetical company would need for the project. Estimate the cost of debt, preferred stock, and common stock using assumptions based on typical industry figures. Justify your assumptions. Apply the dividend growth model where relevant and calculate the company’s weighted average cost of capital (WACC).

    · Capital budgeting and cash flows: Categorize your project (e.g., replacement projects, expansion projects). Lay out the expected cash flows for the project for a defined period (for example, 5 years). Calculate the net present value, internal rate of return, and profitability index of your project. Estimate the payback period for your project.

    · Real-world comparison: Use the CSU Online Library to research at least two real-world project valuation cases relevant to your fictitious project or industry. Compare the financial metrics (e.g., NPV, IRR, payback period) of these real-world projects to your fictitious project. Discuss any significant deviations between your project and the real-world examples.

    · Reflection and conclusion: Reflect on the data-driven decisions you made throughout your fictitious project’s proposal and financial feasibility analysis. Document these decisions in your journal. Summarize key learning points and any potential managerial issues that may arise during the real-world implementation of such a project.

    Use tables, charts, or graphs to present your data and financial calculations wherever applicable. Ensure that your journal has a clear structure, with distinct sections for the proposal, cost of capital analysis, capital budgeting and cash flows, real-world comparison, and reflection and conclusion. Remember, the purpose of this assignment is not just to perform financial

    calculations, but to critically think about the feasibility of projects and make informed, data-driven decisions.

    Your journal should be between 200 to 300 words. You must use at least one outside source to support your journal. All sources, including the real-world project valuation cases, should be properly cited in APA Style. Submit your assignment as a single document (e.g., Word or PDF).

    The
    How to Use Business Source Ultimate for Business Research https://www.youtube.com/watch?v=5obZ-iamZRw tutorial is a great resource to help with starting your research.

    **## UnitIVStudyGuide.pdf**

    FIN 6301, Corporate Finance 1

    Course Learning Outcomes for Unit IV

    At the end of this unit, you should be able to:

    4. Determine budgeting feasibility of projects.
    4.3 Analyze the key financial metrics, including net present value, internal rate of return, and

    profitability index to assess the financial feasibility of proposed projects.
    4.4 Apply real-world research comparing and contrasting the financial metrics of projects with

    actual project valuations.

    Required Unit Resources

    Chapter 9: The Cost of Capital (ULO 4.3) You are not required to read the Summary, Questions, or
    Web Extension at the end of the chapter.
    The purpose of this chapter is to understand the cost of capital. First, we will name the capital
    components used to estimate the cost of capital and explain why accounts payable and accruals are not
    capital components. We will determine the cost of debt, preferred stock, and common stock. Next, we
    will apply the dividend growth model, calculate the market risk premium, and the weighted average cost
    of capital. Finally, we will propose methods to estimate the cost of capital, calculate the cost of capital for
    individual projects, and discuss managerial issues with the cost of capital.

    Chapter 10: The Basics of Capital Budgeting: Evaluating Cash Flows (ULO 4.4) You are not
    required to read the Summary, Questions, or Web Extension at the end of the chapter.
    The purpose of this chapter is to understand the basics of capital budgeting by evaluating cash flows.
    First, we will review ways in which firms categorize projects and the steps in a project analysis. Next, we
    will estimate a project’s net present value, determine a project’s rate of return, and assess the profitability
    index of a project. Finally, we will identify a project’s payback period, discuss capital budgeting methods,
    and choose mutually exclusive projects with unequal lives.

    Unit Lesson

    Lesson: Capital Dynamics: Understanding the Cost and Strategizing Investments (ULOs 4.3 and
    4.4)

    The Cost of Capital and Evaluating Cash Flows

    The cost of capital is essentially the price a company pays to have access to the funds it needs, whether from
    debt, equity, or other financial instruments. For businesses, understanding this cost is critical; it determines
    how much return an investment must yield for it to be profitable. The lower the cost of capital, the more
    projects a firm can undertake and still expect a profit. In this lesson, we will delve deeper into the critical
    components that shape this cost.

    Naming the Components

    When estimating the cost of capital, it is imperative to identify its components. These include debt (e.g.,
    bonds), equity (e.g., common, and preferred stock), and sometimes other specialized instruments. You might
    wonder about accounts payable or accruals. Why are they not considered? Simply put, while these are
    obligations, they do not represent capital provided by investors. They are operational by nature and do not
    bear the same type of cost as the funds supplied by investors or lenders.

    UNIT IV STUDY GUIDE

    Projects and Their Valuation

    FIN 6301, Corporate Finance 2

    UNIT x STUDY GUIDE

    Title

    Debt, preferred stock, and common stock: each of these components has its own cost.

    Figure 1: Cost of debt, preferred stock, and common stock

    These explanations, while concise, offer a foundation. In practice, the computation and considerations can
    become complex (Dahlquist & Knight, 2022).

    Applying the Dividend Growth Model and Market Risk Premium

    A cornerstone in finance, the dividend growth model (DGM), helps in estimating the cost of common stock. It
    relates the expected dividend payment, its growth rate, and the stock’s current price. Further, the market risk
    premium plays a role, especially when considering the risks associated with a particular investment compared
    to the overall market. A high market risk premium indicates that investors expect a higher return due to
    perceived risks (Dahlquist &Knight, 2022).

    The Weighted Average Cost of Capital (WACC)

    The Weighted Average Cost of Capital (WACC) is an essential metric. It provides a clear picture by averaging
    out the various costs associated with each capital component, considering their proportion in the overall
    capital structure. This average serves as a benchmark rate of return for a company’s investments. Projects
    with expected returns over the WACC may be deemed profitable (Borad, 2022).

    Managerial Implications and the Cost of Capital

    The cost of capital is not just a number; it has profound managerial implications. For instance, if a firm’s
    WACC is high, it might be perceived as risky by investors. This perception can influence decisions about
    which projects to undertake, how to finance them, and even how dividends are distributed. Remember that
    the cost of capital serves as a bridge between the realms of finance and strategy, influencing both in equal
    measure.

    In essence, the cost of capital plays a pivotal role in how businesses operate, invest, and grow. Through this
    lesson, we aim to offer you the tools and understanding to navigate this crucial terrain in the world of finance.

    FIN 6301, Corporate Finance 3

    UNIT x STUDY GUIDE

    Title

    Capital Budgeting and Its Importance

    Capital budgeting is the process firms use to decide which major projects in which they should invest. At its
    heart, this involves assessing a project’s potential cash flow over time. Since firms have limited resources,
    they must allocate capital efficiently, ensuring that chosen projects yield the maximum return for the risk taken
    (All Things Business,2023).

    Categorizing and Analyzing Projects

    Firms do not view all projects through the same lens. Projects can involve several different facets:

    Figure 2: Potential project categories
    Understanding the nature of the project is the first step, followed by an in-depth project analysis, which
    evaluates the feasibility, risks, and returns with which is associated.

    Estimating Net Present Value (NPV)

    The net present value (NPV) is one of the most trusted tools in capital budgeting. By discounting future cash
    flows to their value in present terms and subtracting the initial investment, NPV tells us the potential
    profitability of a project. A positive NPV suggests that the project may yield a return higher than the discount
    rate used, making it an attractive investment (Girardin, 2023).

    Rate of Return and the Profitability Index

    While NPV provides an absolute value, the rate of return gives a percentage—the potential return as a
    percentage of the initial investment. The profitability index, on the other hand, divides the present value of
    future cash flows by the initial investment. Both tools are invaluable in gauging a project's attractiveness,
    especially when resources are scarce (Dahlquist & Knight, 2022).

    Delving into the Payback Period

    The payback period is a simple yet crucial metric, indicating how long it would take for a project to recoup its
    initial investment. While it does not account for the time value of money, it provides a quick snapshot of a
    project’s risk profile, with shorter payback periods typically signaling less risk (Gaille, 2020).

    FIN 6301, Corporate Finance 4

    UNIT x STUDY GUIDE

    Title

    Navigating Capital Budgeting Methods

    Beyond the tools already discussed, various other capital budgeting methods are employed, like the internal
    rate of return (IRR) or the modified internal rate of return (MIRR). These methods, each with its own strengths
    and shortcomings, allow firms to view projects from different angles, ensuring robust decision-making
    (Franklin et al., 2019).

    Selecting Between Mutually Exclusive Projects with Unequal Lives

    A real challenge arises when two projects are mutually exclusive, meaning choosing one negates the other,
    and they have different life spans. In such cases, traditional metrics may not provide a clear answer. Methods
    like the equivalent annual annuity approach can be employed to make apples-to-apples comparisons and
    informed decisions.

    To conclude, capital budgeting stands at the crossroads of finance and strategy, guiding firms in their quest
    for growth and value creation. Through this lesson, we have illuminated the methods and considerations that
    underpin this essential process. Dive in, explore, and let’s make every investment count!

    References

    All Things Business. (2023, April 11). The importance of capital budgeting in business decision-making.

    Whisperings of an Expert. https://www.whisperingsofanexpert.com/post/the-importance-of-capital-
    budgeting-in-business-decision-making

    Borad, S. B. (2022). Importance and use of weighted average cost of capital (WACC). eFinanceManagement.

    https://efinancemanagement.com/investment-decisions/importance-and-use-of-weighted-average-
    cost-of-capital-wacc

    Dahlquist, J., & Knight, R. (2022 Principles of finance. OpenStax.

    https://openstax.org/details/books/principles-finance

    Franklin, M., Grabeal, P., & Cooper, D. (2019). Principles of accounting, volume 2: Managerial accounting.

    OpenStax. https://openstax.org/details/books/principles-managerial-accounting

    Gaille, L. (2020, March 29). 18 major advantages and disadvantages of the payback period. Vittana.

    https://vittana.org/18-major-advantages-and-disadvantages-of-the-payback-period

    Girardin, M. (2023, October 13). How to calculate net present value (NPV). Forage.

    https://www.theforage.com/blog/skills/npv

    Rode, A. L. G., Svejvig, P., & Martinsuo, M. (2022, August). Developing a multidimensional conception of

    project evaluation to improve projects. Project Management Journal, 53(4), 416–432.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=157901915&site=ehost-live&scope=site

    Suggested Unit Resources

    Article: Developing a Multidimensional Conception of Project Evaluation to Improve Projects
    (Optional)
    This article analyzes promotion of continuous improvement through defining project evaluation (16
    pages).

    **## UnitIVStudyGuide.pdf**

    FIN 6301, Corporate Finance 1

    Course Learning Outcomes for Unit IV

    At the end of this unit, you should be able to:

    4. Determine budgeting feasibility of projects.
    4.3 Analyze the key financial metrics, including net present value, internal rate of return, and

    profitability index to assess the financial feasibility of proposed projects.
    4.4 Apply real-world research comparing and contrasting the financial metrics of projects with

    actual project valuations.

    Required Unit Resources

    Chapter 9: The Cost of Capital (ULO 4.3) You are not required to read the Summary, Questions, or
    Web Extension at the end of the chapter.
    The purpose of this chapter is to understand the cost of capital. First, we will name the capital
    components used to estimate the cost of capital and explain why accounts payable and accruals are not
    capital components. We will determine the cost of debt, preferred stock, and common stock. Next, we
    will apply the dividend growth model, calculate the market risk premium, and the weighted average cost
    of capital. Finally, we will propose methods to estimate the cost of capital, calculate the cost of capital for
    individual projects, and discuss managerial issues with the cost of capital.

    Chapter 10: The Basics of Capital Budgeting: Evaluating Cash Flows (ULO 4.4) You are not
    required to read the Summary, Questions, or Web Extension at the end of the chapter.
    The purpose of this chapter is to understand the basics of capital budgeting by evaluating cash flows.
    First, we will review ways in which firms categorize projects and the steps in a project analysis. Next, we
    will estimate a project’s net present value, determine a project’s rate of return, and assess the profitability
    index of a project. Finally, we will identify a project’s payback period, discuss capital budgeting methods,
    and choose mutually exclusive projects with unequal lives.

    Unit Lesson

    Lesson: Capital Dynamics: Understanding the Cost and Strategizing Investments (ULOs 4.3 and
    4.4)

    The Cost of Capital and Evaluating Cash Flows

    The cost of capital is essentially the price a company pays to have access to the funds it needs, whether from
    debt, equity, or other financial instruments. For businesses, understanding this cost is critical; it determines
    how much return an investment must yield for it to be profitable. The lower the cost of capital, the more
    projects a firm can undertake and still expect a profit. In this lesson, we will delve deeper into the critical
    components that shape this cost.

    Naming the Components

    When estimating the cost of capital, it is imperative to identify its components. These include debt (e.g.,
    bonds), equity (e.g., common, and preferred stock), and sometimes other specialized instruments. You might
    wonder about accounts payable or accruals. Why are they not considered? Simply put, while these are
    obligations, they do not represent capital provided by investors. They are operational by nature and do not
    bear the same type of cost as the funds supplied by investors or lenders.

    UNIT IV STUDY GUIDE

    Projects and Their Valuation

    FIN 6301, Corporate Finance 2

    UNIT x STUDY GUIDE

    Title

    Debt, preferred stock, and common stock: each of these components has its own cost.

    Figure 1: Cost of debt, preferred stock, and common stock

    These explanations, while concise, offer a foundation. In practice, the computation and considerations can
    become complex (Dahlquist & Knight, 2022).

    Applying the Dividend Growth Model and Market Risk Premium

    A cornerstone in finance, the dividend growth model (DGM), helps in estimating the cost of common stock. It
    relates the expected dividend payment, its growth rate, and the stock’s current price. Further, the market risk
    premium plays a role, especially when considering the risks associated with a particular investment compared
    to the overall market. A high market risk premium indicates that investors expect a higher return due to
    perceived risks (Dahlquist &Knight, 2022).

    The Weighted Average Cost of Capital (WACC)

    The Weighted Average Cost of Capital (WACC) is an essential metric. It provides a clear picture by averaging
    out the various costs associated with each capital component, considering their proportion in the overall
    capital structure. This average serves as a benchmark rate of return for a company’s investments. Projects
    with expected returns over the WACC may be deemed profitable (Borad, 2022).

    Managerial Implications and the Cost of Capital

    The cost of capital is not just a number; it has profound managerial implications. For instance, if a firm’s
    WACC is high, it might be perceived as risky by investors. This perception can influence decisions about
    which projects to undertake, how to finance them, and even how dividends are distributed. Remember that
    the cost of capital serves as a bridge between the realms of finance and strategy, influencing both in equal
    measure.

    In essence, the cost of capital plays a pivotal role in how businesses operate, invest, and grow. Through this
    lesson, we aim to offer you the tools and understanding to navigate this crucial terrain in the world of finance.

    FIN 6301, Corporate Finance 3

    UNIT x STUDY GUIDE

    Title

    Capital Budgeting and Its Importance

    Capital budgeting is the process firms use to decide which major projects in which they should invest. At its
    heart, this involves assessing a project’s potential cash flow over time. Since firms have limited resources,
    they must allocate capital efficiently, ensuring that chosen projects yield the maximum return for the risk taken
    (All Things Business,2023).

    Categorizing and Analyzing Projects

    Firms do not view all projects through the same lens. Projects can involve several different facets:

    Figure 2: Potential project categories
    Understanding the nature of the project is the first step, followed by an in-depth project analysis, which
    evaluates the feasibility, risks, and returns with which is associated.

    Estimating Net Present Value (NPV)

    The net present value (NPV) is one of the most trusted tools in capital budgeting. By discounting future cash
    flows to their value in present terms and subtracting the initial investment, NPV tells us the potential
    profitability of a project. A positive NPV suggests that the project may yield a return higher than the discount
    rate used, making it an attractive investment (Girardin, 2023).

    Rate of Return and the Profitability Index

    While NPV provides an absolute value, the rate of return gives a percentage—the potential return as a
    percentage of the initial investment. The profitability index, on the other hand, divides the present value of
    future cash flows by the initial investment. Both tools are invaluable in gauging a project's attractiveness,
    especially when resources are scarce (Dahlquist & Knight, 2022).

    Delving into the Payback Period

    The payback period is a simple yet crucial metric, indicating how long it would take for a project to recoup its
    initial investment. While it does not account for the time value of money, it provides a quick snapshot of a
    project’s risk profile, with shorter payback periods typically signaling less risk (Gaille, 2020).

    FIN 6301, Corporate Finance 4

    UNIT x STUDY GUIDE

    Title

    Navigating Capital Budgeting Methods

    Beyond the tools already discussed, various other capital budgeting methods are employed, like the internal
    rate of return (IRR) or the modified internal rate of return (MIRR). These methods, each with its own strengths
    and shortcomings, allow firms to view projects from different angles, ensuring robust decision-making
    (Franklin et al., 2019).

    Selecting Between Mutually Exclusive Projects with Unequal Lives

    A real challenge arises when two projects are mutually exclusive, meaning choosing one negates the other,
    and they have different life spans. In such cases, traditional metrics may not provide a clear answer. Methods
    like the equivalent annual annuity approach can be employed to make apples-to-apples comparisons and
    informed decisions.

    To conclude, capital budgeting stands at the crossroads of finance and strategy, guiding firms in their quest
    for growth and value creation. Through this lesson, we have illuminated the methods and considerations that
    underpin this essential process. Dive in, explore, and let’s make every investment count!

    References

    All Things Business. (2023, April 11). The importance of capital budgeting in business decision-making.

    Whisperings of an Expert. https://www.whisperingsofanexpert.com/post/the-importance-of-capital-
    budgeting-in-business-decision-making

    Borad, S. B. (2022). Importance and use of weighted average cost of capital (WACC). eFinanceManagement.

    https://efinancemanagement.com/investment-decisions/importance-and-use-of-weighted-average-
    cost-of-capital-wacc

    Dahlquist, J., & Knight, R. (2022 Principles of finance. OpenStax.

    https://openstax.org/details/books/principles-finance

    Franklin, M., Grabeal, P., & Cooper, D. (2019). Principles of accounting, volume 2: Managerial accounting.

    OpenStax. https://openstax.org/details/books/principles-managerial-accounting

    Gaille, L. (2020, March 29). 18 major advantages and disadvantages of the payback period. Vittana.

    https://vittana.org/18-major-advantages-and-disadvantages-of-the-payback-period

    Girardin, M. (2023, October 13). How to calculate net present value (NPV). Forage.

    https://www.theforage.com/blog/skills/npv

    Rode, A. L. G., Svejvig, P., & Martinsuo, M. (2022, August). Developing a multidimensional conception of

    project evaluation to improve projects. Project Management Journal, 53(4), 416–432.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=157901915&site=ehost-live&scope=site

    Suggested Unit Resources

    Article: Developing a Multidimensional Conception of Project Evaluation to Improve Projects
    (Optional)
    This article analyzes promotion of continuous improvement through defining project evaluation (16
    pages).

    **## CorporateFinanceFIN6301UnitIVJournal.docx**

    2

    Corporate Finance ECO 6301

    Unit IV Journal

    This journal measures your mastery of ULOs 4.3 and 4.4.

    The goal of this assignment is to understand the principles of project valuation and capital budgeting in a practical setting, using a combination of fictitious data and real-world examples. Begin by proposing a fictitious project for a hypothetical company. This can be any type of project-expanding a product line, launching a new service, entering a new market, etc. Provide a brief overview of the project, including the expected benefits, the target market, and any initial capital requirements. Complete the following steps in your journal:

    · Cost of capital analysis: Identify the different types of capital the hypothetical company would need for the project. Estimate the cost of debt, preferred stock, and common stock using assumptions based on typical industry figures. Justify your assumptions. Apply the dividend growth model where relevant and calculate the company’s weighted average cost of capital (WACC).

    · Capital budgeting and cash flows: Categorize your project (e.g., replacement projects, expansion projects). Lay out the expected cash flows for the project for a defined period (for example, 5 years). Calculate the net present value, internal rate of return, and profitability index of your project. Estimate the payback period for your project.

    · Real-world comparison: Use the CSU Online Library to research at least two real-world project valuation cases relevant to your fictitious project or industry. Compare the financial metrics (e.g., NPV, IRR, payback period) of these real-world projects to your fictitious project. Discuss any significant deviations between your project and the real-world examples.

    · Reflection and conclusion: Reflect on the data-driven decisions you made throughout your fictitious project’s proposal and financial feasibility analysis. Document these decisions in your journal. Summarize key learning points and any potential managerial issues that may arise during the real-world implementation of such a project.

    Use tables, charts, or graphs to present your data and financial calculations wherever applicable. Ensure that your journal has a clear structure, with distinct sections for the proposal, cost of capital analysis, capital budgeting and cash flows, real-world comparison, and reflection and conclusion. Remember, the purpose of this assignment is not just to perform financial

    calculations, but to critically think about the feasibility of projects and make informed, data-driven decisions.

    Your journal should be between 200 to 300 words. You must use at least one outside source to support your journal. All sources, including the real-world project valuation cases, should be properly cited in APA Style. Submit your assignment as a single document (e.g., Word or PDF).

    The
    How to Use Business Source Ultimate for Business Research https://www.youtube.com/watch?v=5obZ-iamZRw tutorial is a great resource to help with starting your research.

    **## UnitIVStudyGuide.pdf**

    FIN 6301, Corporate Finance 1

    Course Learning Outcomes for Unit IV

    At the end of this unit, you should be able to:

    4. Determine budgeting feasibility of projects.
    4.3 Analyze the key financial metrics, including net present value, internal rate of return, and

    profitability index to assess the financial feasibility of proposed projects.
    4.4 Apply real-world research comparing and contrasting the financial metrics of projects with

    actual project valuations.

    Required Unit Resources

    Chapter 9: The Cost of Capital (ULO 4.3) You are not required to read the Summary, Questions, or
    Web Extension at the end of the chapter.
    The purpose of this chapter is to understand the cost of capital. First, we will name the capital
    components used to estimate the cost of capital and explain why accounts payable and accruals are not
    capital components. We will determine the cost of debt, preferred stock, and common stock. Next, we
    will apply the dividend growth model, calculate the market risk premium, and the weighted average cost
    of capital. Finally, we will propose methods to estimate the cost of capital, calculate the cost of capital for
    individual projects, and discuss managerial issues with the cost of capital.

    Chapter 10: The Basics of Capital Budgeting: Evaluating Cash Flows (ULO 4.4) You are not
    required to read the Summary, Questions, or Web Extension at the end of the chapter.
    The purpose of this chapter is to understand the basics of capital budgeting by evaluating cash flows.
    First, we will review ways in which firms categorize projects and the steps in a project analysis. Next, we
    will estimate a project’s net present value, determine a project’s rate of return, and assess the profitability
    index of a project. Finally, we will identify a project’s payback period, discuss capital budgeting methods,
    and choose mutually exclusive projects with unequal lives.

    Unit Lesson

    Lesson: Capital Dynamics: Understanding the Cost and Strategizing Investments (ULOs 4.3 and
    4.4)

    The Cost of Capital and Evaluating Cash Flows

    The cost of capital is essentially the price a company pays to have access to the funds it needs, whether from
    debt, equity, or other financial instruments. For businesses, understanding this cost is critical; it determines
    how much return an investment must yield for it to be profitable. The lower the cost of capital, the more
    projects a firm can undertake and still expect a profit. In this lesson, we will delve deeper into the critical
    components that shape this cost.

    Naming the Components

    When estimating the cost of capital, it is imperative to identify its components. These include debt (e.g.,
    bonds), equity (e.g., common, and preferred stock), and sometimes other specialized instruments. You might
    wonder about accounts payable or accruals. Why are they not considered? Simply put, while these are
    obligations, they do not represent capital provided by investors. They are operational by nature and do not
    bear the same type of cost as the funds supplied by investors or lenders.

    UNIT IV STUDY GUIDE

    Projects and Their Valuation

    FIN 6301, Corporate Finance 2

    UNIT x STUDY GUIDE

    Title

    Debt, preferred stock, and common stock: each of these components has its own cost.

    Figure 1: Cost of debt, preferred stock, and common stock

    These explanations, while concise, offer a foundation. In practice, the computation and considerations can
    become complex (Dahlquist & Knight, 2022).

    Applying the Dividend Growth Model and Market Risk Premium

    A cornerstone in finance, the dividend growth model (DGM), helps in estimating the cost of common stock. It
    relates the expected dividend payment, its growth rate, and the stock’s current price. Further, the market risk
    premium plays a role, especially when considering the risks associated with a particular investment compared
    to the overall market. A high market risk premium indicates that investors expect a higher return due to
    perceived risks (Dahlquist &Knight, 2022).

    The Weighted Average Cost of Capital (WACC)

    The Weighted Average Cost of Capital (WACC) is an essential metric. It provides a clear picture by averaging
    out the various costs associated with each capital component, considering their proportion in the overall
    capital structure. This average serves as a benchmark rate of return for a company’s investments. Projects
    with expected returns over the WACC may be deemed profitable (Borad, 2022).

    Managerial Implications and the Cost of Capital

    The cost of capital is not just a number; it has profound managerial implications. For instance, if a firm’s
    WACC is high, it might be perceived as risky by investors. This perception can influence decisions about
    which projects to undertake, how to finance them, and even how dividends are distributed. Remember that
    the cost of capital serves as a bridge between the realms of finance and strategy, influencing both in equal
    measure.

    In essence, the cost of capital plays a pivotal role in how businesses operate, invest, and grow. Through this
    lesson, we aim to offer you the tools and understanding to navigate this crucial terrain in the world of finance.

    FIN 6301, Corporate Finance 3

    UNIT x STUDY GUIDE

    Title

    Capital Budgeting and Its Importance

    Capital budgeting is the process firms use to decide which major projects in which they should invest. At its
    heart, this involves assessing a project’s potential cash flow over time. Since firms have limited resources,
    they must allocate capital efficiently, ensuring that chosen projects yield the maximum return for the risk taken
    (All Things Business,2023).

    Categorizing and Analyzing Projects

    Firms do not view all projects through the same lens. Projects can involve several different facets:

    Figure 2: Potential project categories
    Understanding the nature of the project is the first step, followed by an in-depth project analysis, which
    evaluates the feasibility, risks, and returns with which is associated.

    Estimating Net Present Value (NPV)

    The net present value (NPV) is one of the most trusted tools in capital budgeting. By discounting future cash
    flows to their value in present terms and subtracting the initial investment, NPV tells us the potential
    profitability of a project. A positive NPV suggests that the project may yield a return higher than the discount
    rate used, making it an attractive investment (Girardin, 2023).

    Rate of Return and the Profitability Index

    While NPV provides an absolute value, the rate of return gives a percentage—the potential return as a
    percentage of the initial investment. The profitability index, on the other hand, divides the present value of
    future cash flows by the initial investment. Both tools are invaluable in gauging a project's attractiveness,
    especially when resources are scarce (Dahlquist & Knight, 2022).

    Delving into the Payback Period

    The payback period is a simple yet crucial metric, indicating how long it would take for a project to recoup its
    initial investment. While it does not account for the time value of money, it provides a quick snapshot of a
    project’s risk profile, with shorter payback periods typically signaling less risk (Gaille, 2020).

    FIN 6301, Corporate Finance 4

    UNIT x STUDY GUIDE

    Title

    Navigating Capital Budgeting Methods

    Beyond the tools already discussed, various other capital budgeting methods are employed, like the internal
    rate of return (IRR) or the modified internal rate of return (MIRR). These methods, each with its own strengths
    and shortcomings, allow firms to view projects from different angles, ensuring robust decision-making
    (Franklin et al., 2019).

    Selecting Between Mutually Exclusive Projects with Unequal Lives

    A real challenge arises when two projects are mutually exclusive, meaning choosing one negates the other,
    and they have different life spans. In such cases, traditional metrics may not provide a clear answer. Methods
    like the equivalent annual annuity approach can be employed to make apples-to-apples comparisons and
    informed decisions.

    To conclude, capital budgeting stands at the crossroads of finance and strategy, guiding firms in their quest
    for growth and value creation. Through this lesson, we have illuminated the methods and considerations that
    underpin this essential process. Dive in, explore, and let’s make every investment count!

    References

    All Things Business. (2023, April 11). The importance of capital budgeting in business decision-making.

    Whisperings of an Expert. https://www.whisperingsofanexpert.com/post/the-importance-of-capital-
    budgeting-in-business-decision-making

    Borad, S. B. (2022). Importance and use of weighted average cost of capital (WACC). eFinanceManagement.

    https://efinancemanagement.com/investment-decisions/importance-and-use-of-weighted-average-
    cost-of-capital-wacc

    Dahlquist, J., & Knight, R. (2022 Principles of finance. OpenStax.

    https://openstax.org/details/books/principles-finance

    Franklin, M., Grabeal, P., & Cooper, D. (2019). Principles of accounting, volume 2: Managerial accounting.

    OpenStax. https://openstax.org/details/books/principles-managerial-accounting

    Gaille, L. (2020, March 29). 18 major advantages and disadvantages of the payback period. Vittana.

    https://vittana.org/18-major-advantages-and-disadvantages-of-the-payback-period

    Girardin, M. (2023, October 13). How to calculate net present value (NPV). Forage.

    https://www.theforage.com/blog/skills/npv

    Rode, A. L. G., Svejvig, P., & Martinsuo, M. (2022, August). Developing a multidimensional conception of

    project evaluation to improve projects. Project Management Journal, 53(4), 416–432.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=157901915&site=ehost-live&scope=site

    Suggested Unit Resources

    Article: Developing a Multidimensional Conception of Project Evaluation to Improve Projects
    (Optional)
    This article analyzes promotion of continuous improvement through defining project evaluation (16
    pages).

    **## CorporateFinanceFIN6301UnitIVJournal.docx**

    2

    Corporate Finance ECO 6301

    Unit IV Journal

    This journal measures your mastery of ULOs 4.3 and 4.4.

    The goal of this assignment is to understand the principles of project valuation and capital budgeting in a practical setting, using a combination of fictitious data and real-world examples. Begin by proposing a fictitious project for a hypothetical company. This can be any type of project-expanding a product line, launching a new service, entering a new market, etc. Provide a brief overview of the project, including the expected benefits, the target market, and any initial capital requirements. Complete the following steps in your journal:

    · Cost of capital analysis: Identify the different types of capital the hypothetical company would need for the project. Estimate the cost of debt, preferred stock, and common stock using assumptions based on typical industry figures. Justify your assumptions. Apply the dividend growth model where relevant and calculate the company’s weighted average cost of capital (WACC).

    · Capital budgeting and cash flows: Categorize your project (e.g., replacement projects, expansion projects). Lay out the expected cash flows for the project for a defined period (for example, 5 years). Calculate the net present value, internal rate of return, and profitability index of your project. Estimate the payback period for your project.

    · Real-world comparison: Use the CSU Online Library to research at least two real-world project valuation cases relevant to your fictitious project or industry. Compare the financial metrics (e.g., NPV, IRR, payback period) of these real-world projects to your fictitious project. Discuss any significant deviations between your project and the real-world examples.

    · Reflection and conclusion: Reflect on the data-driven decisions you made throughout your fictitious project’s proposal and financial feasibility analysis. Document these decisions in your journal. Summarize key learning points and any potential managerial issues that may arise during the real-world implementation of such a project.

    Use tables, charts, or graphs to present your data and financial calculations wherever applicable. Ensure that your journal has a clear structure, with distinct sections for the proposal, cost of capital analysis, capital budgeting and cash flows, real-world comparison, and reflection and conclusion. Remember, the purpose of this assignment is not just to perform financial

    calculations, but to critically think about the feasibility of projects and make informed, data-driven decisions.

    Your journal should be between 200 to 300 words. You must use at least one outside source to support your journal. All sources, including the real-world project valuation cases, should be properly cited in APA Style. Submit your assignment as a single document (e.g., Word or PDF).

    The
    How to Use Business Source Ultimate for Business Research https://www.youtube.com/watch?v=5obZ-iamZRw tutorial is a great resource to help with starting your research.

    **## UnitIVStudyGuide.pdf**

    FIN 6301, Corporate Finance 1

    Course Learning Outcomes for Unit IV

    At the end of this unit, you should be able to:

    4. Determine budgeting feasibility of projects.
    4.3 Analyze the key financial metrics, including net present value, internal rate of return, and

    profitability index to assess the financial feasibility of proposed projects.
    4.4 Apply real-world research comparing and contrasting the financial metrics of projects with

    actual project valuations.

    Required Unit Resources

    Chapter 9: The Cost of Capital (ULO 4.3) You are not required to read the Summary, Questions, or
    Web Extension at the end of the chapter.
    The purpose of this chapter is to understand the cost of capital. First, we will name the capital
    components used to estimate the cost of capital and explain why accounts payable and accruals are not
    capital components. We will determine the cost of debt, preferred stock, and common stock. Next, we
    will apply the dividend growth model, calculate the market risk premium, and the weighted average cost
    of capital. Finally, we will propose methods to estimate the cost of capital, calculate the cost of capital for
    individual projects, and discuss managerial issues with the cost of capital.

    Chapter 10: The Basics of Capital Budgeting: Evaluating Cash Flows (ULO 4.4) You are not
    required to read the Summary, Questions, or Web Extension at the end of the chapter.
    The purpose of this chapter is to understand the basics of capital budgeting by evaluating cash flows.
    First, we will review ways in which firms categorize projects and the steps in a project analysis. Next, we
    will estimate a project’s net present value, determine a project’s rate of return, and assess the profitability
    index of a project. Finally, we will identify a project’s payback period, discuss capital budgeting methods,
    and choose mutually exclusive projects with unequal lives.

    Unit Lesson

    Lesson: Capital Dynamics: Understanding the Cost and Strategizing Investments (ULOs 4.3 and
    4.4)

    The Cost of Capital and Evaluating Cash Flows

    The cost of capital is essentially the price a company pays to have access to the funds it needs, whether from
    debt, equity, or other financial instruments. For businesses, understanding this cost is critical; it determines
    how much return an investment must yield for it to be profitable. The lower the cost of capital, the more
    projects a firm can undertake and still expect a profit. In this lesson, we will delve deeper into the critical
    components that shape this cost.

    Naming the Components

    When estimating the cost of capital, it is imperative to identify its components. These include debt (e.g.,
    bonds), equity (e.g., common, and preferred stock), and sometimes other specialized instruments. You might
    wonder about accounts payable or accruals. Why are they not considered? Simply put, while these are
    obligations, they do not represent capital provided by investors. They are operational by nature and do not
    bear the same type of cost as the funds supplied by investors or lenders.

    UNIT IV STUDY GUIDE

    Projects and Their Valuation

    FIN 6301, Corporate Finance 2

    UNIT x STUDY GUIDE

    Title

    Debt, preferred stock, and common stock: each of these components has its own cost.

    Figure 1: Cost of debt, preferred stock, and common stock

    These explanations, while concise, offer a foundation. In practice, the computation and considerations can
    become complex (Dahlquist & Knight, 2022).

    Applying the Dividend Growth Model and Market Risk Premium

    A cornerstone in finance, the dividend growth model (DGM), helps in estimating the cost of common stock. It
    relates the expected dividend payment, its growth rate, and the stock’s current price. Further, the market risk
    premium plays a role, especially when considering the risks associated with a particular investment compared
    to the overall market. A high market risk premium indicates that investors expect a higher return due to
    perceived risks (Dahlquist &Knight, 2022).

    The Weighted Average Cost of Capital (WACC)

    The Weighted Average Cost of Capital (WACC) is an essential metric. It provides a clear picture by averaging
    out the various costs associated with each capital component, considering their proportion in the overall
    capital structure. This average serves as a benchmark rate of return for a company’s investments. Projects
    with expected returns over the WACC may be deemed profitable (Borad, 2022).

    Managerial Implications and the Cost of Capital

    The cost of capital is not just a number; it has profound managerial implications. For instance, if a firm’s
    WACC is high, it might be perceived as risky by investors. This perception can influence decisions about
    which projects to undertake, how to finance them, and even how dividends are distributed. Remember that
    the cost of capital serves as a bridge between the realms of finance and strategy, influencing both in equal
    measure.

    In essence, the cost of capital plays a pivotal role in how businesses operate, invest, and grow. Through this
    lesson, we aim to offer you the tools and understanding to navigate this crucial terrain in the world of finance.

    FIN 6301, Corporate Finance 3

    UNIT x STUDY GUIDE

    Title

    Capital Budgeting and Its Importance

    Capital budgeting is the process firms use to decide which major projects in which they should invest. At its
    heart, this involves assessing a project’s potential cash flow over time. Since firms have limited resources,
    they must allocate capital efficiently, ensuring that chosen projects yield the maximum return for the risk taken
    (All Things Business,2023).

    Categorizing and Analyzing Projects

    Firms do not view all projects through the same lens. Projects can involve several different facets:

    Figure 2: Potential project categories
    Understanding the nature of the project is the first step, followed by an in-depth project analysis, which
    evaluates the feasibility, risks, and returns with which is associated.

    Estimating Net Present Value (NPV)

    The net present value (NPV) is one of the most trusted tools in capital budgeting. By discounting future cash
    flows to their value in present terms and subtracting the initial investment, NPV tells us the potential
    profitability of a project. A positive NPV suggests that the project may yield a return higher than the discount
    rate used, making it an attractive investment (Girardin, 2023).

    Rate of Return and the Profitability Index

    While NPV provides an absolute value, the rate of return gives a percentage—the potential return as a
    percentage of the initial investment. The profitability index, on the other hand, divides the present value of
    future cash flows by the initial investment. Both tools are invaluable in gauging a project's attractiveness,
    especially when resources are scarce (Dahlquist & Knight, 2022).

    Delving into the Payback Period

    The payback period is a simple yet crucial metric, indicating how long it would take for a project to recoup its
    initial investment. While it does not account for the time value of money, it provides a quick snapshot of a
    project’s risk profile, with shorter payback periods typically signaling less risk (Gaille, 2020).

    FIN 6301, Corporate Finance 4

    UNIT x STUDY GUIDE

    Title

    Navigating Capital Budgeting Methods

    Beyond the tools already discussed, various other capital budgeting methods are employed, like the internal
    rate of return (IRR) or the modified internal rate of return (MIRR). These methods, each with its own strengths
    and shortcomings, allow firms to view projects from different angles, ensuring robust decision-making
    (Franklin et al., 2019).

    Selecting Between Mutually Exclusive Projects with Unequal Lives

    A real challenge arises when two projects are mutually exclusive, meaning choosing one negates the other,
    and they have different life spans. In such cases, traditional metrics may not provide a clear answer. Methods
    like the equivalent annual annuity approach can be employed to make apples-to-apples comparisons and
    informed decisions.

    To conclude, capital budgeting stands at the crossroads of finance and strategy, guiding firms in their quest
    for growth and value creation. Through this lesson, we have illuminated the methods and considerations that
    underpin this essential process. Dive in, explore, and let’s make every investment count!

    References

    All Things Business. (2023, April 11). The importance of capital budgeting in business decision-making.

    Whisperings of an Expert. https://www.whisperingsofanexpert.com/post/the-importance-of-capital-
    budgeting-in-business-decision-making

    Borad, S. B. (2022). Importance and use of weighted average cost of capital (WACC). eFinanceManagement.

    https://efinancemanagement.com/investment-decisions/importance-and-use-of-weighted-average-
    cost-of-capital-wacc

    Dahlquist, J., & Knight, R. (2022 Principles of finance. OpenStax.

    https://openstax.org/details/books/principles-finance

    Franklin, M., Grabeal, P., & Cooper, D. (2019). Principles of accounting, volume 2: Managerial accounting.

    OpenStax. https://openstax.org/details/books/principles-managerial-accounting

    Gaille, L. (2020, March 29). 18 major advantages and disadvantages of the payback period. Vittana.

    https://vittana.org/18-major-advantages-and-disadvantages-of-the-payback-period

    Girardin, M. (2023, October 13). How to calculate net present value (NPV). Forage.

    https://www.theforage.com/blog/skills/npv

    Rode, A. L. G., Svejvig, P., & Martinsuo, M. (2022, August). Developing a multidimensional conception of

    project evaluation to improve projects. Project Management Journal, 53(4), 416–432.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=157901915&site=ehost-live&scope=site

    Suggested Unit Resources

    Article: Developing a Multidimensional Conception of Project Evaluation to Improve Projects
    (Optional)
    This article analyzes promotion of continuous improvement through defining project evaluation (16
    pages).

    – 1
    – 2

  • [Solved] capstone 2( please fallow all directions citations and stuff like that)

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    **Assessment 2** **Capstone Data Analysis Proposal** [**Instructions**](https://courseroom.capella.edu/courses/46124/pages/assessment-2-instructions?module_item_id=2319631&content_id=832867)**:**Use the provided template to create a draft proposal for your data analysis project and have a healthcare…

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    Assignment Prompt & Instructions

    **Assessment 2**
    **Capstone Data Analysis Proposal**
    [**Instructions**](https://courseroom.capella.edu/courses/46124/pages/assessment-2-instructions?module_item_id=2319631&content_id=832867)**:**Use the provided template to create a draft proposal for your data analysis project and have a healthcare professional review your document and provide feedback.
    ## **Introduction**
    Writing a project proposal is an essential skill for leaders. Presenting a proposal to senior executives requires that you identify the problem, the value to the organization from solving the problem, the relevant aspects of the problem, and your recommendations for action. Your recommendations should be conveyed in a concise but thorough manner, retaining the essential information needed by the decision makers.
    This assessment provides an opportunity to draft a proposal for your capstone data analysis project and to present the proposal to a healthcare professional.
    **Note:** Each assessment of your capstone project is built on the work you have completed in previous assessments. Therefore, you must complete the assessments in the order they are presented.
    ## **Introduction**
    For this assessment, you will complete a capstone data analysis proposal in a template with an outline format. This document will include content related to the topic you have chosen for your data analysis in this course. As a part of the assessment, you must have a healthcare professional review your document and provide feedback. The reviewer will sign the document to attest that they have reviewed it.
    ## **Instructions**
    Use the [Capstone Data Analysis Proposal Template](https://courseroom.capella.edu/courses/46124/files/8755354?wrap=1) [Download Capstone Data Analysis Proposal Template](https://courseroom.capella.edu/courses/46124/files/8755354/download?download_frd=1) to complete this assessment.
    For the assessment:
    01. State the topic in the form of a problem by using the following format:
    – Condition X may result in adverse consequence(s) Y (Source, year).
    02. Conduct a review of authoritative literature related to the topic you chose and select a minimum of 12 current, authoritative sources which directly relate to your selected topic.
    03. Using APA format, list a minimum of twelve authoritative sources directly related to your stated problem and add a sentence or two about how each source relates to the problem.
    04. Make a bullet point list of the factors that cause the problem.
    05. Assign a precise unit of numeric measurement to each factor (percentage, dollars, days, et cetera).
    06. Identify the method of data analysis you plan to conduct (e.g., compliance audit, benchmark variance analysis, cost benefit analysis, et cetera).
    07. Provide a precise description of the data sets you are analyzing.
    – For Path 1, list the precise data sets from your workplace organization that you will be using.
    – **Important:** For any use of private organizational data, you must obtain written permission to use that data and you must submit that written permission with your assessment.
    – For Path 2, list any public data sets you will be using.
    08. Include a reference list of the sources you identified in APA format at the end of the document.
    09. Submit your content as a draft to Turnitin for source verification.
    10. In the Turnitin report, review all highlighted areas and make any needed corrections.
    11. Have your selected reviewer examine the completed document and provide feedback and sign it to attest to the fact that they have reviewed the document and provided feedback on it.
    – For Path 1, the reviewer will be a healthcare professional from your workplace.
    – For Path 2, the reviewer will be a healthcare professional you have identified, who has expertise to evaluate your data analysis proposal.
    12. Submit your completed **Capstone Data Analysis Proposal** document and any signed permission documents in the Assessment area.
    ## **Additional Requirements**
    – **Document Format:** Use the provided [Capstone Data Analysis Proposal Template](https://courseroom.capella.edu/courses/46124/files/8755354?wrap=1) [Download Capstone Data Analysis Proposal Template](https://courseroom.capella.edu/courses/46124/files/8755354/download?download_frd=1) to create your data analysis proposal.
    – **Document Length:** Respond to all prompts in the template.
    – **Supporting Evidence:**Include at least 12 academic or scholarly sources that match in-text citations.
    – Supporting evidence may include current accrediting body standards, industry standards, and government agency reports, including such sources as the AHA, National Academy of Medicine, Harvard Business Review (HBR), et cetera.
    – **APA Formatting:** Format in-text citations and references according to current APA style and formatting. [Evidence and APAcan help with this.](https://lat.strategiced.com/redirect?linkid=1540)
    – [**Submission Requirements:**Submit your**Capstone Data Analysis Proposal**document and any signed permission documents in the Assessment area.](https://lat.strategiced.com/redirect?linkid=1540)
    ## **Competencies Measured**
    By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:
    – Competency 1: Execution: Translate strategy to develop and maintain optimal organizational performance in health care settings.
    – Provide a precise description of data sets being analyzed.
    – Convey purpose, in an appropriate tone and style, incorporating supporting evidence and adhering to organizational, professional, and scholarly writing standards.
    – Competency 4: Change Leadership: Apply evidence based change leadership practices in complex, dynamic healthcare environments.
    – State the topic for a data analysis in the form of a problem in a specified format.
    – Conduct a review of current, relevant authoritative literature related to a topic for a data analysis and cite at least 12 authoritative sources in APA format that are related to a stated problem and explain how each relates to the problem.
    – Articulate the major factors that contribute to a selected problem as stated in a problem statement and assign precise units of measurement to each factor.
    – Competency 5: Team Development: Develop high performing teams by inspiring individual excellence and leading talent development in healthcare organizations.
    – Identify the method to be used for a data analysis and obtain feedback on the method and data analysis proposal from a healthcare professional.
    \
    cf_Capstone_Data_Analysis_Proposal_template.docx](https://www.sweetstudy.com/files/cf-capstone-data-analysis-proposal-template-docx "cf_Capstone_Data_Analysis_Proposal_template.docx")

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