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Financial Analysis of a Public Company: Advanced Micro Devices, Inc. (AMD)

Financial Analysis of a Public Company: Advanced Micro Devices, Inc. (AMD)
Perform a financial analysis on Advanced Micro Devices, Inc. (AMD). Do not rely on the company’s annual report since that is nothing other than a marketing tool. The primary emphasis of this analysis is finance complimented by accounting and economics although you can touch on other areas such as marketing, etc. THIS IS NOT A SWOT ANALYSIS. Writing needs to be succinct, terse and exact. Paper shoudl be no more than five (5) written pages not including cover page and bibliography. However, you can have as many appendices as it takes to support your position.

No more than 10% duplication with regard to writing of the paper
Properly cite the original source, whether it is a financial statement or it comes from a text. It makes no difference whether is is in the text or appendix, it must be correctly cited.
“Cutting and Pasting” is unacceptable, text must be in your own words.
Must have tutle page, page numbers and bibliography
Must follow APA formatting
Make sure the pro forma statements balance. For example, the end of year cash in the cash flow statement must equal the cash and equivalent in the pro forma balance sheet.

More info below…

PROCESS OF PERFORMING FINANCIAL ANALYSIS OF A PUBLIC COMPANY

GENERAL COMPONENT—No more than one paragraph describing the history of the

company.

ACCOUNTING COMPONENT

1. Obtain the most recent ten years of annual total sales (total revenue) data from the firm’s financial history. In addition use just the last three years for the firm’s financial statements

a. Income Statement

b. Balance Sheet

c. Statement of Cash Flow

2. Derive common size statements for the income statement and the balance sheet not the cash flow

a. Looking at trends in the data

b. Looking at variations in the same data as well as variations in the trends

ECONOMIC COMPONENT

3. How does the above relate to the market that the business is in, i.e. need to perform competitive and economic analysis:

a. Macro economic analysis—-is the company’s sales cyclical or counter cyclical for example?

b. Industry analysis—market share, is the company’s sales growing, declining, or staying the same? How is the company performing relative to its competition?

SWOT

4. The majority of the STRENGTHS and WEAKNESSES should focus primarily but not exclusively on the internal characteristics as it relates to function and resources of the company, namely ACCOUNTING/FINANCE, HUMAN RESOURCES, MARKETING, MIS, PRODUCT DEVELOPMENT, and etc. to name a few of the functions.

5. The majority of the OPPORTUNITIES and THREATS should focus primarily but not exclusively are forces external to the company, namely other company’s PRODUCTS and SERVICES provided to the market and the opportunities to maintain and or expand the business. Other external forces that need to be considered are EXPECTED CHANGES in the GENERAL ECONOMIC ENVIRONMENT, such as periods of expected inflation, recession, accelerated growth periods, and etc.

FINANCE COMPONENT

1, 2, 3, 4, and 5 should provide you the assumptions for deriving pro formas for each of the three financial statements (balance sheet, income statement, and statement of cash flow), and allow you to do your critical financial analysis with regard to the firm. The pro-forma should be forecasted out three years. Make sure you explicitly show your assumptions with good critical analysis. Finally, in your analysis you need to justify your conclusions, for example is the company in a strong financial position or not, why or why not?

historical place visit

historical place visit
Paper requirements: 3-5 pages in length, meaning full text and not including title page, headers, and reference page. You must have at least onescholarly journal orbook that is properly used in the text as a citation and listed on the reference page in proper APA or MLA format.Websites are not accepted for citations!

• Your assignment is to write a paper on your visit experience to (The Carter House, Franklin, TN ) , answering the questions listed on this page but not limited to those questions.. Choose ONE site from the following list. You may propose alternatives to the Professor, but you must have approval.
• Be sure to read the Grading Rubric before writing the paper, and note that you lose major points if your paper does not meet minimum length.

Historic sites (suggested possibilities, sites not on this list must be approved by the Instructor):

1. How you prepared for the visit (readings, etc.)
2. A description of the historic site
3. What makes this site so historic and what are the most important aspects of the site?
4. Your impressions of the site: what were you most impressed by, were you surprised by what you learned, etc.
5. Would you recommend visiting this site to a friend—why or why not?
6. Why should this site continue to be preserved for future generations?

the mocked data from an experimental study on the effects of particular type of vocational rehabilitation on employment of veterans with felony histories.

Introduction
The following data is the mocked data from an experimental study on the effects of particular type of vocational rehabilitation on employment of veterans with felony histories.
ID Age at Enrollment Age at first arrest Years of Education Number of times fired
1 41 20 12 1
2 56 14 12 1
3 56 12 14 0
4 47 23 12 0
5 52 38 12 3
6 63 16 14 0
7 60 59 12 1
8 62 17 12 3
9 49 19 12 2
10 60 31 11 0
11 56 28 13 3
12 52 43 12 0
13 58 27 14 0
14 43 29 12 0
15 63 42 14 0

The data is SPSS would appear as follows:

Frequency Distribution
The following is the plot of the frequency distribution for “Years of Education”:
Education
Frequency Percent Valid Percent Cumulative Percent
Valid 11.00 1 6.7 6.7 6.7
12.00 9 60.0 60.0 66.7
13.00 1 6.7 6.7 73.3
14.00 4 26.7 26.7 100.0
Total 15 100.0 100.0

The table above shows the frequencies for the years of education as well as the percentage of each number. For example, the frequency of 12 is 9, meaning that there are nine veterans whose years of education is 12. The value is 60% of the total number of veterans

Figure 1. Frequency Distribution

The graph above is a visual representation of the data represented in the table above. It shows that the data (Years of Education) is normally distributed since the graph is symmetrical. The test for normality for the data can be seen from the table below:
Tests of Normality
Kolmogorov-Smirnova Shapiro-Wilk
Statistic df Sig. Statistic df Sig.
Education .372 15 .000 .753 15 .001
a. Lilliefors Significance Correction

The Shapiro-Wilk test is used to test for normality, and the data is normally distributed since its p-value of 0.753 is greater than the alpha level of significance, 0.001.

Population, Sampling, and Instrumentation

Population, Sampling, and Instrumentation
Mock Study: Population, Sampling, and Instrumentation
Continuing to build on your Mock Study plan, submit an updated outline reflecting any feedback you may have received (If no feedback has been provided submit the same outline as the prior weeks.)
Write a 1,750- to 2,400-word paper that introduces the population, sampling, and instrumentation for your mock study. Indent and include an updated outline identifying the population, sampling approach, sample size, its adequacy (statistical power), for your mock study; provide clear and concise information that:
11. Identifies your population, and includes the method you will use to select your sample.
12. Identifies your chosen instrumentation for your variables, that is, select an existing quantitative assessment instrument/s, for example, the MLQ, LPI, Burnout Inventory, state assessment exam, or NCLEX-RN exam that would be appropriate to the topic and the population.
Ensure that your outline is aligned. Include additional paragraph/s discussing how you would collect data from your participants. Summarize your paper with a conclusion at the end of your Microsoft® Word document including justification for your choices supported by references.
Format your paper so that it is consistent with APA guidelines.

Health Insurance Policies

Health Insurance Policies

Discussion: Design of Health Insurance Policies
Note:Â This is a Post First assignment. You are required to post your original post before the discussion board opens for your review.
Health insurance is designed to protect patients from the risk of expensive medical services. The cost of insurance, however, is steadily rising. When costs are too high, healthier individuals tend to not purchase insurance coverage, resulting in a lower percentage of healthy individuals to pool with those who have health issues. This poses a challenge for employers and the government, as they are tasked with designing viable policies that balance cost and generosity of benefits. For this Discussion, examine the following scenario and consider the type of insurance policy the employer should design and provide for employees.
Scenario:
You are the employee benefits manager for a mid-sized construction company with 50 employees. You are responsible for working with insurance companies to design a health insurance policy to meet your company’s needs. An analysis of the health risks of your company’s employees indicated that there are two populations of typical individuals: 20­- to 30-year-old workers with no known health issues and 40- to 50-year-old workers with chronic diabetes. Assume that 40% of the employees fall into the second category of workers with chronic diabetes.
To prepare for this Discussion:
Analyze the provided scenario. What is the obligation of the employer and the government in insuring these two populations of individuals? How do moral hazard and adverse selection impact these insurance provisions?
Consider the type of insurance policy the employer should design and provide for its employees. Be sure to consider type and generosity of coverage, premiums, deductibles, and cost-sharing.
Â
 Write  a cohesive response to the following:
Analyze obligations of the employer and the government in insuring the two populations of individuals described in the scenario. Evaluate the impact of moral hazard and adverse selection on these insurance provisions. Then, recommend the type of health insurance policy

Risk Management in Healthcare HCM4002

Risk Management in Healthcare HCM4002

Throughout the course, you have learned about the many areas of continuous quality improvement, the attributes that constitute a quality improvement team, and what questions their quality improvement program should address. Therein, your course project is to create a quality improvement (QI) program of one high-risk area of your choice based on secondary or hypothetical/credible datasets. This QI program developed throughout the course will culminate into a final instructional document.

Your assignment herein will be an evaluation of the QI program you have created using the criteria given below:

Are the indicators and their measurements appropriate to the high-risk area? Do the indicators capture the risk?
Are the fictional incidents realistic and plausible?
Is the filled chart consistent with the fictional incident?
Is the plan of correction feasible? Will it prevent the occurrence of the incident in future?
How do you know the planned worked? What measures will you use to identify effectiveness?
Support your responses with examples.

Compile your responses in a 2- to 3- page Microsoft Word document; Support your responses with a structured document free of spelling and grammatical errors, and appropriate references at the end of the document of sources you cited in the paper; Cite any sources in accordance to APA guidelines.

Building a Relational Database Management System

Building a Relational Database Management System
Database
Project: Building a Relational Database Management System
(9

This project is where you show off your ability to (1) translate a business requirement into a database design, (2) design
a database using one-to-many and many-to-many relationships, and (3) know when to use LEFT and/or RIGHT JOINs to
build result sets for reporting.
An organization grants key-card access to rooms based on groups that key-card holders belong to. You may assume that
users below to only one group. Yourjob is to design the database that supports the key-card system.
There are six users, and four groups. Modesto and Ayine are in group ”I.T.” Christopher and Cheong woo are in group
Sales”. There are four rooms: ”101”, ”102″, ”Auditorium A”, and ”Auditorium B”. Saulat is in group
Administration.” Group ”Operations” currently doesn’t have any users assigned. I.T. should be able to access Rooms
101 and 102. Sales should be able to access Rooms 102 and Auditorium A. Administration does not have access to any
rooms. Heidy is a new employee, who has not yet been assigned to any group.
After you determine the tables any relationships between the tables (One to many? Many to one? Many to many?), you
should create the tables and populate them with the information indicated above.
Next, write SELECT statements that provide the following information:

o All groups, and the users in each group. A group should appear even if there are no users assigned to the group.

0 All rooms, and the groups assigned to each room. The rooms should appear even if no groups have been

assigned to them.
0 A list of users, the groups that they belong to, and the rooms to which they are assigned. This should be sorted
alphabetically by user, then by group, then by room.

reflecting for relaxation class

reflecting for relaxation class
hi there please type a 1-2 page paper reflecting on your journey from the first day of class to the end answering the following questions.(font size: 12, spacing: double, margins: 1”.)

Did the exercises help you manage stress, improve concentration, and/or calm you? Yes, No?
Will you continue to use any of the learned techniques going forward? Please elaborate.
Did you find anything in particular that helped you the most? What was it? Why?
so this class was for 7 weeks TUESDAY AND THURSDAY , 53 mintutes. and this was the Objectives for this class:

Course Description: To provide the students with the necessary knowledge to recognize stressors and their effects on their lives as well as the implementation of various relaxation techniques to help reduce short term and chronic effects of stress.

Objectives:

Develop a better understanding of stress.
Identify stressors and their ensuing effects.
Learn various relaxation and mediation techniques.
Project does not have any attached files
Note: Do not let the other person see your Point Sheet.

Conflict Management: Mediation and Negotiations

Conflict Management: Mediation and Negotiations

Each student must keep a journal identifying what he/she learned from each of the negotiation exercises that we had in the class.

2. Journal: (30% of grade): Each student must keep a journal identifying what he/she learned from each of the negotiation exercises. Entries are intended to be reflective. The journal should not be a permanent record of what happened in the negotiation, but rather what went on in your head. There should be one entry for each negotiation, plus the introduction and summary discussed below.

Journal entries might address the following:

– Briefly describe what happened in the activity (note only key elements)

-What did you learn about negotiation from the simulation?
-What surprised you about your behavior? Your opponents?
-What did you learn about yourself? About others?

-If you had the chance to do this negotiation over, what would you do differently?

– How did this experience compare to others that you have had in similar or
comparable circumstances?

– How did the concepts in the lectures or readings enrich your understanding of the processes of negotiation, its outcome, and/or your own negotiation style?

In addition to the entries for each negotiation, you should prepare a two to three page (double spaced) introduction stating what you expect to get out of the course, and conclude with a two-three page (double spaced) summary of what you actually learned from the negotiation

My focus when grading will be on your ability to integrate information from the readings and class discussions with the lessons learned from participating in the negotiation exercises. I will look for evidence of insight and reflective thinking.

2. Journal: (30% of grade): Each student must keep a journal identifying what he/she learned from each of the negotiation exercises. Entries are intended to be reflective. The journal should not be a permanent record of what happened in the negotiation, but rather what went on in your head. There should be one entry for each negotiation, plus the introduction and summary discussed below.

Journal entries might address the following:

– Briefly describe what happened in the activity (note only key elements)

-What did you learn about negotiation from the simulation?
-What surprised you about your behavior? Your opponents?
-What did you learn about yourself? About others?

-If you had the chance to do this negotiation over, what would you do differently?

– How did this experience compare to others that you have had in similar or
comparable circumstances?

– How did the concepts in the lectures or readings enrich your understanding of the processes of negotiation, its outcome, and/or your own negotiation style?

In addition to the entries for each negotiation, you should prepare a two to three page (double spaced) introduction stating what you expect to get out of the course, and conclude with a two-three page (double spaced) summary of what you actually learned from the negotiation

My focus when grading will be on your ability to integrate information from the readings and class discussions with the lessons learned from participating in the negotiation exercises. I will look for evidence of insight and reflective thinking.

New Recruit
Role of Candidate
By Margaret A. Neale
© 1996-2014 Dispute Resolution Research Center (DRRC), Kellogg School of Management, Northwestern University.
All rights reserved.
DRRC/KTAG teaching materials are protected by copyright law. DRRC requires a per person royalty for use of its exercises.
Each purchase of an exercise authorizes copying or electronic distribution of that exercise equal to the quantity purchased.
Access DRRC/KTAG materials at www.negotiationexercises.com Contact DRRC at drrc@kellogg.northwestern.edu
This is a negotiation between a job recruiter and a job
candidate. You will play the role of the Job
Candidate. There are eight issues of concern in this
negotiation:
• Bonus
• Job Assignment
• Vacation Time
• Starting Date
• Moving Expense Coverage
• Insurance Coverage
• Salary
• Location
Your goal, as the candidate, is to reach an agreement
with the employer on all eight issues that is best for
you. THE MORE POINTS YOU EARN, THE
BETTER. You may determine what agreement is best
for you by referring to the “Candidate Point Sheet” on
the next page.
The eight issues are listed separately. There are five
different alternatives for each of the issues. For
example, the salary can range from $82,000 to
$90,000. Please note the number of points you will
receive for each type of agreement. As a negotiator,
you may settle upon any of the five alternatives for
each of the issues. Thus, there are a very large
number of feasible settlements.
You should note that each issue has a different degree
of importance to you, as indicated by the magnitude
of the number of points you could gain or lose. You
will have 30 minutes to reach agreement on all 8
issues. In order for any agreement to be binding, you
need to reach an agreement with the employer on all
eight issues.
Important Instructions: Do not, at any time, tell the
other person how many points you are getting. Also,
do not let the other negotiator see your “Candidate
Point Sheet.” This information is strictly for you.
Please become very familiar with your “Candidate
Point Sheet.” Feel free to make notes or write on it.
The highest number of points you can obtain from
this negotiation is plus 13,200 and the lowest number
is minus 8,400. These point totals were calculated by
adding up the highest number of points you could
receive for each of the 8 issues and the lowest
number. (See below)
PAYOFF SCHEDULE
Lowest Highest
Bonus 0 4000
Job Assignment -2400 0
Vacation Time 0 1600
Starting Date 0 2400
Moving Expense Covered 0 3200
Insurance Covered 0 800
Salary -6000 0
Location 0 1200
Total -8400 13,200
Note: Do not let the other person see your payoff schedule
2 New Recruit/Role of Candidate
CANDIDATE POINT SHEET
ISSUE OPTIONS POINTS
Bonus
10%
8%
6%
4%
2%
4000
3000
2000
1000
0
Job Assignment
Division A
Division B
Division C
Division D
Division E
0
-600
-1200
-1800
-2400
Vacation Time
25 days
20 days
15 days
10 days
5 days
1600
1200
800
400
0
Starting Date
June 1
June 15
July 1
July 15
August 1
2400
1800
1200
600
0
Moving Expense Coverage
100%
90%
80%
70%
60%
3200
2400
1600
800
0
Insurance Coverage
Plan A
Plan B
Plan C
Plan D
Plan E
800
600
400
200
0
Salary
$90,000
$88,000
$86,000
$84,000
$82,000
0
-1500
-3000
-4500
-6000
Location
San Francisco
Atlanta
Chicago
Boston
New York
1200
900
600
300
0
Note: Do not let the other person see your Point Sheet.
New Recruit
Role of Candidate
By Margaret A. Neale
© 1996-2014 Dispute Resolution Research Center (DRRC), Kellogg School of Management, Northwestern University.
All rights reserved.
DRRC/KTAG teaching materials are protected by copyright law. DRRC requires a per person royalty for use of its exercises.
Each purchase of an exercise authorizes copying or electronic distribution of that exercise equal to the quantity purchased.
Access DRRC/KTAG materials at www.negotiationexercises.com Contact DRRC at drrc@kellogg.northwestern.edu
This is a negotiation between a job recruiter and a job
candidate. You will play the role of the Job
Candidate. There are eight issues of concern in this
negotiation:
• Bonus
• Job Assignment
• Vacation Time
• Starting Date
• Moving Expense Coverage
• Insurance Coverage
• Salary
• Location
Your goal, as the candidate, is to reach an agreement
with the employer on all eight issues that is best for
you. THE MORE POINTS YOU EARN, THE
BETTER. You may determine what agreement is best
for you by referring to the “Candidate Point Sheet” on
the next page.
The eight issues are listed separately. There are five
different alternatives for each of the issues. For
example, the salary can range from $82,000 to
$90,000. Please note the number of points you will
receive for each type of agreement. As a negotiator,
you may settle upon any of the five alternatives for
each of the issues. Thus, there are a very large
number of feasible settlements.
You should note that each issue has a different degree
of importance to you, as indicated by the magnitude
of the number of points you could gain or lose. You
will have 30 minutes to reach agreement on all 8
issues. In order for any agreement to be binding, you
need to reach an agreement with the employer on all
eight issues.
Important Instructions: Do not, at any time, tell the
other person how many points you are getting. Also,
do not let the other negotiator see your “Candidate
Point Sheet.” This information is strictly for you.
Please become very familiar with your “Candidate
Point Sheet.” Feel free to make notes or write on it.
The highest number of points you can obtain from
this negotiation is plus 13,200 and the lowest number
is minus 8,400. These point totals were calculated by
adding up the highest number of points you could
receive for each of the 8 issues and the lowest
number. (See below)
PAYOFF SCHEDULE
Lowest Highest
Bonus 0 4000
Job Assignment -2400 0
Vacation Time 0 1600
Starting Date 0 2400
Moving Expense Covered 0 3200
Insurance Covered 0 800
Salary -6000 0
Location 0 1200
Total -8400 13,200
Note: Do not let the other person see your payoff schedule
2 New Recruit/Role of Candidate
CANDIDATE POINT SHEET
ISSUE OPTIONS POINTS
Bonus
10%
8%
6%
4%
2%
4000
3000
2000
1000
0
Job Assignment
Division A
Division B
Division C
Division D
Division E
0
-600
-1200
-1800
-2400
Vacation Time
25 days
20 days
15 days
10 days
5 days
1600
1200
800
400
0
Starting Date
June 1
June 15
July 1
July 15
August 1
2400
1800
1200
600
0
Moving Expense Coverage
100%
90%
80%
70%
60%
3200
2400
1600
800
0
Insurance Coverage
Plan A
Plan B
Plan C
Plan D
Plan E
800
600
400
200
0
Salary
$90,000
$88,000
$86,000
$84,000
$82,000
0
-1500
-3000
-4500
-6000
Location
San Francisco
Atlanta
Chicago
Boston
New York
1200
900
600
300
0

New Recruit
Role of Candidate
By Margaret A. Neale
© 1996-2014 Dispute Resolution Research Center (DRRC), Kellogg School of Management, Northwestern University.
All rights reserved.
DRRC/KTAG teaching materials are protected by copyright law. DRRC requires a per person royalty for use of its exercises.
Each purchase of an exercise authorizes copying or electronic distribution of that exercise equal to the quantity purchased.
Access DRRC/KTAG materials at www.negotiationexercises.com Contact DRRC at drrc@kellogg.northwestern.edu
This is a negotiation between a job recruiter and a job
candidate. You will play the role of the Job
Candidate. There are eight issues of concern in this
negotiation:
• Bonus
• Job Assignment
• Vacation Time
• Starting Date
• Moving Expense Coverage
• Insurance Coverage
• Salary
• Location
Your goal, as the candidate, is to reach an agreement
with the employer on all eight issues that is best for
you. THE MORE POINTS YOU EARN, THE
BETTER. You may determine what agreement is best
for you by referring to the “Candidate Point Sheet” on
the next page.
The eight issues are listed separately. There are five
different alternatives for each of the issues. For
example, the salary can range from $82,000 to
$90,000. Please note the number of points you will
receive for each type of agreement. As a negotiator,
you may settle upon any of the five alternatives for
each of the issues. Thus, there are a very large
number of feasible settlements.
You should note that each issue has a different degree
of importance to you, as indicated by the magnitude
of the number of points you could gain or lose. You
will have 30 minutes to reach agreement on all 8
issues. In order for any agreement to be binding, you
need to reach an agreement with the employer on all
eight issues.
Important Instructions: Do not, at any time, tell the
other person how many points you are getting. Also,
do not let the other negotiator see your “Candidate
Point Sheet.” This information is strictly for you.
Please become very familiar with your “Candidate
Point Sheet.” Feel free to make notes or write on it.
The highest number of points you can obtain from
this negotiation is plus 13,200 and the lowest number
is minus 8,400. These point totals were calculated by
adding up the highest number of points you could
receive for each of the 8 issues and the lowest
number. (See below)
PAYOFF SCHEDULE
Lowest Highest
Bonus 0 4000
Job Assignment -2400 0
Vacation Time 0 1600
Starting Date 0 2400
Moving Expense Covered 0 3200
Insurance Covered 0 800
Salary -6000 0
Location 0 1200
Total -8400 13,200
Note: Do not let the other person see your payoff schedule
2 New Recruit/Role of Candidate
CANDIDATE POINT SHEET
ISSUE OPTIONS POINTS
Bonus
10%
8%
6%
4%
2%
4000
3000
2000
1000
0
Job Assignment
Division A
Division B
Division C
Division D
Division E
0
-600
-1200
-1800
-2400
Vacation Time
25 days
20 days
15 days
10 days
5 days
1600
1200
800
400
0
Starting Date
June 1
June 15
July 1
July 15
August 1
2400
1800
1200
600
0
Moving Expense Coverage
100%
90%
80%
70%
60%
3200
2400
1600
800
0
Insurance Coverage
Plan A
Plan B
Plan C
Plan D
Plan E
800
600
400
200
0
Salary
$90,000
$88,000
$86,000
$84,000
$82,000
0
-1500
-3000
-4500
-6000
Location
San Francisco
Atlanta
Chicago
Boston
New York
1200
900
600
300
0
Note: Do not let the other person see your Point Sheet.

Each student must keep a journal identifying what he/she learned from each of the negotiation exercises that we had in the class.

2. Journal: (30% of grade): Each student must keep a journal identifying what he/she learned from each of the negotiation exercises. Entries are intended to be reflective. The journal should not be a permanent record of what happened in the negotiation, but rather what went on in your head. There should be one entry for each negotiation, plus the introduction and summary discussed below.

Journal entries might address the following:

– Briefly describe what happened in the activity (note only key elements)

-What did you learn about negotiation from the simulation?
-What surprised you about your behavior? Your opponents?
-What did you learn about yourself? About others?

-If you had the chance to do this negotiation over, what would you do differently?

– How did this experience compare to others that you have had in similar or
comparable circumstances?

– How did the concepts in the lectures or readings enrich your understanding of the processes of negotiation, its outcome, and/or your own negotiation style?

In addition to the entries for each negotiation, you should prepare a two to three page (double spaced) introduction stating what you expect to get out of the course, and conclude with a two-three page (double spaced) summary of what you actually learned from the negotiation

My focus when grading will be on your ability to integrate information from the readings and class discussions with the lessons learned from participating in the negotiation exercises. I will look for evidence of insight and reflective thinking.

2. Journal: (30% of grade): Each student must keep a journal identifying what he/she learned from each of the negotiation exercises. Entries are intended to be reflective. The journal should not be a permanent record of what happened in the negotiation, but rather what went on in your head. There should be one entry for each negotiation, plus the introduction and summary discussed below.

Journal entries might address the following:

– Briefly describe what happened in the activity (note only key elements)

-What did you learn about negotiation from the simulation?
-What surprised you about your behavior? Your opponents?
-What did you learn about yourself? About others?

-If you had the chance to do this negotiation over, what would you do differently?

– How did this experience compare to others that you have had in similar or
comparable circumstances?

– How did the concepts in the lectures or readings enrich your understanding of the processes of negotiation, its outcome, and/or your own negotiation style?

In addition to the entries for each negotiation, you should prepare a two to three page (double spaced) introduction stating what you expect to get out of the course, and conclude with a two-three page (double spaced) summary of what you actually learned from the negotiation

My focus when grading will be on your ability to integrate information from the readings and class discussions with the lessons learned from participating in the negotiation exercises. I will look for evidence of insight and reflective thinking.

New Recruit
Role of Candidate
By Margaret A. Neale
© 1996-2014 Dispute Resolution Research Center (DRRC), Kellogg School of Management, Northwestern University.
All rights reserved.
DRRC/KTAG teaching materials are protected by copyright law. DRRC requires a per person royalty for use of its exercises.
Each purchase of an exercise authorizes copying or electronic distribution of that exercise equal to the quantity purchased.
Access DRRC/KTAG materials at www.negotiationexercises.com Contact DRRC at drrc@kellogg.northwestern.edu
This is a negotiation between a job recruiter and a job
candidate. You will play the role of the Job
Candidate. There are eight issues of concern in this
negotiation:
• Bonus
• Job Assignment
• Vacation Time
• Starting Date
• Moving Expense Coverage
• Insurance Coverage
• Salary
• Location
Your goal, as the candidate, is to reach an agreement
with the employer on all eight issues that is best for
you. THE MORE POINTS YOU EARN, THE
BETTER. You may determine what agreement is best
for you by referring to the “Candidate Point Sheet” on
the next page.
The eight issues are listed separately. There are five
different alternatives for each of the issues. For
example, the salary can range from $82,000 to
$90,000. Please note the number of points you will
receive for each type of agreement. As a negotiator,
you may settle upon any of the five alternatives for
each of the issues. Thus, there are a very large
number of feasible settlements.
You should note that each issue has a different degree
of importance to you, as indicated by the magnitude
of the number of points you could gain or lose. You
will have 30 minutes to reach agreement on all 8
issues. In order for any agreement to be binding, you
need to reach an agreement with the employer on all
eight issues.
Important Instructions: Do not, at any time, tell the
other person how many points you are getting. Also,
do not let the other negotiator see your “Candidate
Point Sheet.” This information is strictly for you.
Please become very familiar with your “Candidate
Point Sheet.” Feel free to make notes or write on it.
The highest number of points you can obtain from
this negotiation is plus 13,200 and the lowest number
is minus 8,400. These point totals were calculated by
adding up the highest number of points you could
receive for each of the 8 issues and the lowest
number. (See below)
PAYOFF SCHEDULE
Lowest Highest
Bonus 0 4000
Job Assignment -2400 0
Vacation Time 0 1600
Starting Date 0 2400
Moving Expense Covered 0 3200
Insurance Covered 0 800
Salary -6000 0
Location 0 1200
Total -8400 13,200
Note: Do not let the other person see your payoff schedule
2 New Recruit/Role of Candidate
CANDIDATE POINT SHEET
ISSUE OPTIONS POINTS
Bonus
10%
8%
6%
4%
2%
4000
3000
2000
1000
0
Job Assignment
Division A
Division B
Division C
Division D
Division E
0
-600
-1200
-1800
-2400
Vacation Time
25 days
20 days
15 days
10 days
5 days
1600
1200
800
400
0
Starting Date
June 1
June 15
July 1
July 15
August 1
2400
1800
1200
600
0
Moving Expense Coverage
100%
90%
80%
70%
60%
3200
2400
1600
800
0
Insurance Coverage
Plan A
Plan B
Plan C
Plan D
Plan E
800
600
400
200
0
Salary
$90,000
$88,000
$86,000
$84,000
$82,000
0
-1500
-3000
-4500
-6000
Location
San Francisco
Atlanta
Chicago
Boston
New York
1200
900
600
300
0
Note: Do not let the other person see your Point Sheet.
New Recruit
Role of Candidate
By Margaret A. Neale
© 1996-2014 Dispute Resolution Research Center (DRRC), Kellogg School of Management, Northwestern University.
All rights reserved.
DRRC/KTAG teaching materials are protected by copyright law. DRRC requires a per person royalty for use of its exercises.
Each purchase of an exercise authorizes copying or electronic distribution of that exercise equal to the quantity purchased.
Access DRRC/KTAG materials at www.negotiationexercises.com Contact DRRC at drrc@kellogg.northwestern.edu
This is a negotiation between a job recruiter and a job
candidate. You will play the role of the Job
Candidate. There are eight issues of concern in this
negotiation:
• Bonus
• Job Assignment
• Vacation Time
• Starting Date
• Moving Expense Coverage
• Insurance Coverage
• Salary
• Location
Your goal, as the candidate, is to reach an agreement
with the employer on all eight issues that is best for
you. THE MORE POINTS YOU EARN, THE
BETTER. You may determine what agreement is best
for you by referring to the “Candidate Point Sheet” on
the next page.
The eight issues are listed separately. There are five
different alternatives for each of the issues. For
example, the salary can range from $82,000 to
$90,000. Please note the number of points you will
receive for each type of agreement. As a negotiator,
you may settle upon any of the five alternatives for
each of the issues. Thus, there are a very large
number of feasible settlements.
You should note that each issue has a different degree
of importance to you, as indicated by the magnitude
of the number of points you could gain or lose. You
will have 30 minutes to reach agreement on all 8
issues. In order for any agreement to be binding, you
need to reach an agreement with the employer on all
eight issues.
Important Instructions: Do not, at any time, tell the
other person how many points you are getting. Also,
do not let the other negotiator see your “Candidate
Point Sheet.” This information is strictly for you.
Please become very familiar with your “Candidate
Point Sheet.” Feel free to make notes or write on it.
The highest number of points you can obtain from
this negotiation is plus 13,200 and the lowest number
is minus 8,400. These point totals were calculated by
adding up the highest number of points you could
receive for each of the 8 issues and the lowest
number. (See below)
PAYOFF SCHEDULE
Lowest Highest
Bonus 0 4000
Job Assignment -2400 0
Vacation Time 0 1600
Starting Date 0 2400
Moving Expense Covered 0 3200
Insurance Covered 0 800
Salary -6000 0
Location 0 1200
Total -8400 13,200
Note: Do not let the other person see your payoff schedule
2 New Recruit/Role of Candidate
CANDIDATE POINT SHEET
ISSUE OPTIONS POINTS
Bonus
10%
8%
6%
4%
2%
4000
3000
2000
1000
0
Job Assignment
Division A
Division B
Division C
Division D
Division E
0
-600
-1200
-1800
-2400
Vacation Time
25 days
20 days
15 days
10 days
5 days
1600
1200
800
400
0
Starting Date
June 1
June 15
July 1
July 15
August 1
2400
1800
1200
600
0
Moving Expense Coverage
100%
90%
80%
70%
60%
3200
2400
1600
800
0
Insurance Coverage
Plan A
Plan B
Plan C
Plan D
Plan E
800
600
400
200
0
Salary
$90,000
$88,000
$86,000
$84,000
$82,000
0
-1500
-3000
-4500
-6000
Location
San Francisco
Atlanta
Chicago
Boston
New York
1200
900
600
300
0

New Recruit
Role of Candidate
By Margaret A. Neale
© 1996-2014 Dispute Resolution Research Center (DRRC), Kellogg School of Management, Northwestern University.
All rights reserved.
DRRC/KTAG teaching materials are protected by copyright law. DRRC requires a per person royalty for use of its exercises.
Each purchase of an exercise authorizes copying or electronic distribution of that exercise equal to the quantity purchased.
Access DRRC/KTAG materials at www.negotiationexercises.com Contact DRRC at drrc@kellogg.northwestern.edu
This is a negotiation between a job recruiter and a job
candidate. You will play the role of the Job
Candidate. There are eight issues of concern in this
negotiation:
• Bonus
• Job Assignment
• Vacation Time
• Starting Date
• Moving Expense Coverage
• Insurance Coverage
• Salary
• Location
Your goal, as the candidate, is to reach an agreement
with the employer on all eight issues that is best for
you. THE MORE POINTS YOU EARN, THE
BETTER. You may determine what agreement is best
for you by referring to the “Candidate Point Sheet” on
the next page.
The eight issues are listed separately. There are five
different alternatives for each of the issues. For
example, the salary can range from $82,000 to
$90,000. Please note the number of points you will
receive for each type of agreement. As a negotiator,
you may settle upon any of the five alternatives for
each of the issues. Thus, there are a very large
number of feasible settlements.
You should note that each issue has a different degree
of importance to you, as indicated by the magnitude
of the number of points you could gain or lose. You
will have 30 minutes to reach agreement on all 8
issues. In order for any agreement to be binding, you
need to reach an agreement with the employer on all
eight issues.
Important Instructions: Do not, at any time, tell the
other person how many points you are getting. Also,
do not let the other negotiator see your “Candidate
Point Sheet.” This information is strictly for you.
Please become very familiar with your “Candidate
Point Sheet.” Feel free to make notes or write on it.
The highest number of points you can obtain from
this negotiation is plus 13,200 and the lowest number
is minus 8,400. These point totals were calculated by
adding up the highest number of points you could
receive for each of the 8 issues and the lowest
number. (See below)
PAYOFF SCHEDULE
Lowest Highest
Bonus 0 4000
Job Assignment -2400 0
Vacation Time 0 1600
Starting Date 0 2400
Moving Expense Covered 0 3200
Insurance Covered 0 800
Salary -6000 0
Location 0 1200
Total -8400 13,200
Note: Do not let the other person see your payoff schedule
2 New Recruit/Role of Candidate
CANDIDATE POINT SHEET
ISSUE OPTIONS POINTS
Bonus
10%
8%
6%
4%
2%
4000
3000
2000
1000
0
Job Assignment
Division A
Division B
Division C
Division D
Division E
0
-600
-1200
-1800
-2400
Vacation Time
25 days
20 days
15 days
10 days
5 days
1600
1200
800
400
0
Starting Date
June 1
June 15
July 1
July 15
August 1
2400
1800
1200
600
0
Moving Expense Coverage
100%
90%
80%
70%
60%
3200
2400
1600
800
0
Insurance Coverage
Plan A
Plan B
Plan C
Plan D
Plan E
800
600
400
200
0
Salary
$90,000
$88,000
$86,000
$84,000
$82,000
0
-1500
-3000
-4500
-6000
Location
San Francisco
Atlanta
Chicago
Boston
New York
1200
900
600
300
0
Note: Do not let the other person see your Point Sheet.

DQ

DQ

300 to 500 words APA with citations on the following.

Please use the following scenario to respond to this week’s forum.

You are the second in command at a city law enforcement agency. Your agency is currently in the promotion cycle with several candidates interested in a Lieutenant’s position that has become available. The agency only has positions at this level come open about once every year. There are two candidates for the position that standout above the rest from the perspective of their service and performance records.

Both you and the head of the agency must approve all final promotion decisions. A couple of days before the final decision must be made regarding the promotion you receive a call from the Mayor’s assistance. The assistant tells you that the Mayor would consider it a huge favor if you selected a specific candidate for the Lieutenant’s position, however this individual is not one of the top two candidates being considered.

You know that the head of your agency hates to be involved in political matters and typically defers to you to take care of the matters when they arise. Also, the agency head is looking to you for a recommendation regarding which candidate should be promoted. Additionally, you know that the agency’s next annual budget is up for consideration very soon. Having the Mayor’s support would greatly increase the chances for some much needed budget increases. Without the Mayor’s support you fear that the agency’s budget may face some severe cutbacks.

In your initial response, begin by discussing the options available to you in this scenario. As part of your options discussion, highlight how they impact not only the position candidates, but also the agency as a whole. Conclude your initial response by identifying the option you would select and briefly explain why you selected that option.