Category: Business and Management

Comment on the videos summaries posted by the other students and indicate what you learned from these postings.
1) Shawna Vaughan posted Jun 12, 2024 9:40 AM
Hello everyone,
While on the Teradata.com website the article on The Very Group sparked my interest. The Very Group is 100% pure play digital retailer, leverages its consumer-focused data sets to understand and serve its customers in the absence of physical stores. Employing a data strategy called DNA (Data, iNsight, Action), The Very Group transforms data into actionable insights to enhance customer experiences. By analyzing customer behaviors across online channels and offering financial services products, The Very Group aims to cater to families on a budget. Through its partnership with Teradata and Celebrus, the retailer records and interprets customer interactions in real-time, enabling personalized experiences and future customer needs. ClearScape Analytics facilitates the integration of machine learning models for forecasting, enhancing product availability and customer satisfaction. Transitioning its data platform to Teradata VantageCloud on AWS ensures flexibility, cost efficiency, and enhanced analytics capabilities. This modernization allows The Very Group to innovate and provide insights across departments, ultimately delivering outstanding performance and customer value while maintaining financial governance. By prioritizing efficiency and scalability, The Very Group aims to pass on savings to its customers, underscoring its commitment to delivering high-quality experiences in the digital retail landscape.
2) Shaquann Fregiste posted Jun 8, 2024 1:01 PM
In the video on Teradata’s website featuring the New York Giants, the NFL team shares how they utilize Teradata’s advanced data analytics to enhance both their on-field performance and fan engagement. The Giants leverage Teradata’s comprehensive data solutions to analyze vast amounts of player performance metrics, optimizing game strategies and player health. This detailed analysis helps the coaching staff make data-driven decisions that improve player efficiency and game outcomes Beyond the field, the New York Giants use Teradata’s analytics to transform their fan experience. By analyzing fan data, the team can create personalized interactions and tailor marketing campaigns to better engage with their supporters. This approach not only increases fan loyalty but also drives revenue through targeted promotions and enhanced game-day experiences.
Teradata’s partnership with the Giants exemplifies how powerful data analytics can be in professional sports, providing a competitive edge and fostering deeper connections with fans. The video illustrates the critical role of data in modern sports management and highlights Teradata’s ability to deliver actionable insights that propel organizations to new heights.

INTRODUCTION
An organization’s sustainable competitive advantage is derived largely from intangible assets: human, social, and intellectual capital. Human resource professionals enable current and future organizational competitiveness by ensuring that people with the skills, knowledge, and abilities needed to produce these resources are in adequate supply. This is accomplished through employee training and talent management. As a human resource professional, your ability to effectively plan and implement employee training and develop talent management programs will directly contribute to your organization’s success. In this task, you will create and evaluate a training plan for an organization.
SCENARIO
A midsized custom furniture retail organization has recently acquired 10 new stores and 300 new employees from a competitor. The acquisition has been announced and the new stores are scheduled for their grand reopenings in 60 days. With the acquisition of floor agents from the new stores, the sales tactics, knowledge, and processes differ from store to store, resulting in various objectives, sales drivers, and measures for success within the sales department. To remain competitive in the furniture store industry and to create synergy among the newly acquired stores and the current stores, training and development of the sales department is needed.
As the director of strategic training and development, you need to create a training plan designed to train and prepare the newly acquired floor agent employees to meet organization expectations regarding sales initiatives and sales training. As you begin to strategize the training and development plan, you realize that the furniture store does not currently have any established process for training floor agents, thus the training plan will be developed from scratch.
Since the competitor organization has retained a number of their current locations, management at your organization has concerns that the competitor may attempt to entice their best employees back to their organization. Management needs you to identify those promising individuals and design a plan to work specifically with them on their career development within the organization and, when possible, their integration into the management of the organization.
REQUIREMENTS
Your submission must be your original work. No more than a combined total of 30% of the submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from sources, even if cited correctly. The similarity report that is provided when you submit your task can be used as a guide.
You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.
Tasks may not be submitted as cloud links, such as links to Google Docs, Google Slides, OneDrive, etc., unless specified in the task requirements. All other submissions must be file types that are uploaded and submitted as attachments (e.g., .docx, .pdf, .ppt).
Training Development and Evaluation
A.  Identify four measurable learning objectives for the training program that would help develop the floor agents’ selling capabilities.
B.  Describe a training program you would develop and how it would appropriately address the learning objectives.
1.  Justify how the training program is supported by adult learning theory and behavioral theory.
C.  Recommend one in-person and one technology-facilitated method for effectively delivering the training program.
1.  Justify the rationale for each recommended delivery method from part C.
D.  Identify a desired result of the training program for each learning objective from part A.
E.  Explain how you will evaluate the desired results from part D by doing the following:
1.  Recommend one metric to evaluate the results of the training program.
2.  Explain how to calculate the recommended metric.
Note: You will not need to perform the calculations.
3.  Explain why the chosen metric is an effective option for evaluating the training program.
F.  Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or summarized.
G.  Demonstrate professional communication in the content and presentation of your submission.

INTRODUCTION
An organization’s sustainable competitive advantage is derived largely from intangible assets: human, social, and intellectual capital. Human resource professionals enable current and future organizational competitiveness by ensuring that people with the skills, knowledge, and abilities needed to produce these resources are in adequate supply. This is accomplished through employee training and talent management. As a human resource professional, your ability to effectively plan and implement employee training and develop talent management programs will directly contribute to your organization’s success. In this task, you will develop a needs assessment plan to analyze the organization’s training needs and recommend a training strategy.
Refer to the Scenario and the attached “Floor Agent Job Description” to complete this performance assessment.
SCENARIO
A midsized custom furniture retail organization has been in business for 30 years. They started their organization in a small town and have seen their greatest growth over the last five years, moving from a small local business to a furniture store known nationwide. The organization has recently acquired 10 new stores and 300 new employees from a competitor, including 100 floor agents. This acquisition will increase the organization’s competitive advantage in suburban areas where it was not servicing and improve its overall outreach and coverage of both metropolitan and suburban areas. Thus, allowing the organization to provide a more extensive portfolio of customers and potential product offerings. 
The acquisition has been announced, and the new stores are scheduled for grand reopenings in 60 days. The custom furniture retail organization is looking to capitalize on the increased product knowledge, sales initiatives, and market knowledge gained from the acquisition by focusing on the training and development of the floor agents. Acquiring floor agents from new stores means that the sales tactics, knowledge, and processes differ from store to store, resulting in various objectives, sales drivers, and measures for success within the sales department. To remain competitive in the furniture store industry and to create synergy between the newly acquired and the current stores, training and development of all floor agents is needed. 
As the director of strategic training and development, you need to create a training plan to train and prepare the newly acquired floor agents to meet organization expectations regarding sales initiatives and sales training. As you begin strategizing the training and development plan, you realize that the furniture store does not currently have any established process for training floor agents; thus, you will need to develop the training plan from scratch. 
Since the competitor organization has retained a number of their current locations, management at your organization has concerns that the competitor may attempt to entice their best employees back to their organization. Management needs you to identify those promising individuals and design a plan to work specifically with them on their career development within the organization and, when possible, plan their integration into the organization’s management.
REQUIREMENTS
Your submission must be your original work. No more than a combined total of 30% of the submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from sources, even if cited correctly. The similarity report that is provided when you submit your task can be used as a guide.
You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.
Tasks may not be submitted as cloud links, such as links to Google Docs, Google Slides, OneDrive, etc., unless specified in the task requirements. All other submissions must be file types that are uploaded and submitted as attachments (e.g., .docx, .pdf, .ppt).
Training Needs Assessment
A.  Create a needs assessment plan to analyze the organization’s training needs and recommend a training strategy by doing the following:
1.  Explain how you would assess the organization’s training needs for the newly acquired floor agents.
2.  Conduct a strengths, weaknesses, opportunities, and threats (SWOT) analysis of the company’s training needs for the floor agents by doing the following:
a.  Identify one strength that is internal to the organization.
i.  Explain how the strength affects training needs and outcomes for the floor agents.
b.  Identify one weakness that is internal to the organization.
i.  Explain how the weakness affects training needs and outcomes for the floor agents.
c.  Identify one current opportunity that is external to the organization.
i.  Explain how the opportunity affects training needs and outcomes for the floor agents.
d.  Identify one current threat that is external to the organization.
i.  Explain how the threat affects training needs and outcomes for the floor agents.
3.  Describe how one learning theory would inform the development of the training program.
a.  Identify two strategies from the chosen learning theory for shaping the learning outcomes of the training program.
4. Describe one legal obligation the employer in the scenario has for the training program, according to one of the following laws:
•   Americans with Disabilities Act (ADA) of 1990
•   Title VII of Civil Rights Act of 1964
•   Age Discrimination in Employment Act 1967
B.  Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or summarized.
C.  Demonstrate professional communication in the content and presentation of your submission.

Submit the report using double spacing, 12-point Times New Roman font, and one-inch margins.  Please use attached screenshot guidelines and resources to help complete the report. Please follow the guidelines carefully.

Create a PowerPoint presentation with on-slide text and detailed speaker notes. Attached are screenshot guidelines that need to be followed carefully.  You DO NOT have to complete the narration part of the guidelines, I will do that part myself. 

https://www.linkedin.com/pulse/case-study-disrupting-transportation-uber-startup-success-farabi
based on this article  and please use lecturers in the attachment to answers the questions also in the attachment 
https://www.nytimes.com/2019/12/24/technology/uber-travis-kalanick.html

Instructions are within the attachment please follow as provided. First page initial post, 3 source minimum. 2nd page peer response one paragraph 1 source minimum each peer response. 

This is an example of one of the questions 
Bank Reconciliation and Entries
Sunshine Interiors deposits all cash receipts each Wednesday and Friday in a night depository, after banking hours. The data required to reconcile the bank statement as of July 31 have been taken from various documents and records and are reproduced as follows. The sources of the data are printed in capital letters. All checks were written for payments on account.
BANK RECONCILIATION FOR PRECEDING MONTH (DATED JUNE 30):  
Cash balance according to bank statement $9,422.80
Add deposit of June 30, not recorded by bank 780.80
$10,203.60
Deduct outstanding checks:      
No. 580 $310.10    
No. 602 85.50    
No. 612 92.50    
No. 613 137.50   625.60
Adjusted balance     $9,578.00
Cash balance according to company’s records     $9,605.70
Deduct bank service charges     27.70
Adjusted balance     $9,578.00
CASH ACCOUNT:      
Balance as of July 1     $ 9,578.00
CASH RECEIPTS FOR MONTH OF JULY     6,465.42
DUPLICATE DEPOSIT TICKETS:
Date and amount of each deposit in July:
Date Amount Date Amount Date Amount
July 2   $569.50   July 12   $580.70   July 23   $ 713.45  
5   701.80   16   600.10   26   601.50  
9   819.24   19   701.26   31   1,177.87  
CHECKS WRITTEN:
Number and amount of each check issued in July:
Check No. Amount Check No. Amount Check No. Amount
614   $243.50   621   $309.50   628   $837.70  
615   350.10   622   Void   629   329.90  
616   279.90   623   Void   630   882.80  
617   395.50   624   707.01   631   1,081.56  
618   435.40   625   158.63   632   325.40  
619   320.10   626   550.03   633   310.08  
620   238.87   627   381.73   634   241.71  
Total amount of checks issued in July $8,379.42  
Click here to see JUNE BANK STATEMENT.
Required:
Question Content Area
1.  Prepare a bank reconciliation as of July 31. If errors in recording deposits or checks are discovered, assume that the errors were made by the company. Assume that all deposits are from cash sales. All checks are written to satisfy accounts payable. When required, enter amounts in dollars and cents.

Please respond to the post regarding the  subject 
1Leaders now communicate not only through traditional channels but also via social media platforms. Emotional intelligence (EI) can be described as the ability to understand, perceive, use and manage emotions to facilitate decision-making, engage in successful social interactions and regulate emotional responses (Mayer et al. 2002). The impact of new communication technologies and social media on leadership communication is significant. Interpersonal communication is the key to unlocking social support for preventive stress management. It is also important in building and sustaining human relationships at work (Nelson & Quick, 2019). With, communication between two individuals or more begins with the speaker and you have your listeners. To effectively communicate you must listen to the speaker. Power is intertwined in the language of communication between managers and their employees. A good supervisor is an expressive speaker, an empathetic listener, a persuasive leader, a sensitive person, and an informative manager (Nelson & Quick, 2019).
Next, effective supervisors express their thoughts, ideas, and feelings openly and aren’t afraid to voice opinions in meetings (Nelson & Quick, 2019). An effective supervisor may implement several tools that will impact his team and organization. A great supervisor treats each member of their team equally. They recognize individual contributions and foster a sense of inclusivity. A leader can give balanced feedback to its organization. An effective leader can solve problems by addressing issues promptly to maintain a positive work environment. Empathy and sensitivity help create a positive environment and allows employees to express concerns that they may experience in the workplace.
Finally, great supervisors keep their employees well informed by appropriately and selectively disseminating information (Nelson & Quick, 2019). Informative management styles consist of many different styles. For example, transformational focuses on inspiring and motivating the team to share their vision with the organization. Transactional is a style that focuses on rewards and milestones. Democratic leaders involve team members making decisions with collaboration and situational leaders are adaptive and flexible. They will adjust to the situation at hand and adapt to the environment of the organization. Some evidence suggests that higher EI is associated with more ‘objective’ decision-making when presented with multiple sources of information differing in relevance to the situational demands (Day and Carroll 2004).

Investigate how emotional intelligence impacts team dynamics, communication, and overall
performance
All in-text References and the Bibliography should be in Harvard Educational Review citation style.