GASTROINTESTINAL DISORDERS ESSAY

Gastrointestinal Disorders
Gastrointestinal Disorders

Gastrointestinal Disorders

Order Instructions:

To prepare:

• Review “Gastrointestinal Disorders” of the Burns et al. text.
• Review the provided case studies. Analyze the patient information.
• Consider a differential diagnosis for the patient in the case study you selected. Think about the most likely diagnosis for the patient.
• Think about a treatment and management plan for the patient. Be sure to consider appropriate dosages for any recommended pharmacologic and/or non-pharmacologic treatments.
• Consider strategies for educating patients and families on the treatment and management of the gastrointestinal disorder.

Post on or before Day 3 an explanation of the differential diagnosis for the patient in the case study you selected. Explain which is the most likely diagnosis for the patient and why. Include an explanation of unique characteristics of the disorder you identified as the primary diagnosis. Then, explain a treatment and management plan for the patient, including appropriate dosages for any recommended treatments. Finally, explain strategies for educating patients and families on the treatment and management of the gastrointestinal disorder.

Case Study 2:

Victoria is a 15-year-old who complains of chronic sore throat and bad taste in her mouth. Her height and weight are appropriate for age and she remains on the same growth trajectory since infancy. Abdominal examination and chest examination are negative. History reveals frequent burping and occasional feelings of regurgitating food. Diet history reveals she eats a balanced diet, but her primary sources of fluids are coffee, tea, and carbonated drinks.

SAMPLE ANSWER

GASTROINTESTINAL DISORDERS

GASTROESOPHAGEAL REFLUX DISEASE

A female adolescent reports chronic sore throat accompanied by bad taste in her mouth. Her growth trajectory has been consistent since birth and the body mass index is normal. Both abdominal and chest examinations are normal. History taking reveals frequent burping and regurgitating of food reported to be occasional. On further history taking, she reports that she takes a balanced diet, but her common sources of fluids are coffee, tea and carbonated drinks.

The diagnosis for this patient is gastroesophageal reflux disease (GERD). This is characterized by symptoms such as heartburn, regurgitating of food, sore throat that doesn’t go away for a while and bad taste in the mouth among other signs (TeensHealth, 2015). Although occasional regurgitation of food may be common to everyone, it is a classic sign of GERD especially when it is not associated with nausea. WebMD (2015) defines gastroesophageal reflux as “the return of the stomach’s contents back up into the esophagus”. WebMD further suggests carrying out a special x-ray test known as barium-swallow radiograph that would help rule out other possible problems.

Treatment and management

If GERD is left untreated, serious pathologic changes in the esophageal lining may occur which may develop into more complicated disorders. For this mild case, early treatment would be appropriate which would include Proton pump inhibitor (PPI) such as Omeprazole 20mg once a day before meals for four weeks (PDRHealth, 2015)  This would provide a more rapid symptom control and better healing. The chronic sore throat and bad taste in her mouth would be addressed by educating the patient  some diet and lifestyle changes such as reducing or avoiding fluids and foods containing caffeine and nicotine and carbonated snacks, taking smaller but frequent meals and eating two to three hours before bedtime.

Differential diagnosis

A patient presenting with the above symptoms would also be suffering from stomach ulcers which would be due to bacteria H.Pylori. The bacteria increase the acid content in the stomach, therefore presenting similar symptoms as GERD.

References.

PDRHealth 2015; Physicians’ Desk Reference  from http://www.pdrhealth.com/drugs/prilosec

TeensHealth 2015, Gastroesophageal Reflux Disease. Retrieved from http://kidshealth.org/teen/diseases_conditions/digestive/gerd.html?tracking=T_RelatedArticle#

WebMD 2015, Heartburn/GERD Health Center retrieved from http://www.webmd.com/heartburn-gerd/guide/reflux-disease-gerd-1 last review January 2015

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Pain Management for the Obstetric Patient Paper

Pain Management for the Obstetric Patient
Pain Management for the Obstetric Patient

Pain Management for the Obstetric Patient Paper

Order Instructions:

Inked item M6A3: Pain Management for the Obstetric Patient Paper
Helping a woman manage discomfort and pain associated with pregnancy, labor, birth and recovery from birth is an essential role of the registered professional nurse.

Using APA format, write a six (6) to ten (10) page paper (excludes cover and reference page) that addresses the comfort and pain relief needs of the antepartum, intrapartum and postpartum patient.

A minimum of three (3) current professional references must be provided. Current references include professional publications or valid and current websites dated within five (5) years. Additionally, a textbook that is no more than one (1) edition old may be used.

The paper consists of two (2) parts and must be submitted by the close of week six.

Part one (1) looks at the causes and management interventions of discomfort and pain during pregnancy, labor, birth and recovery from birth.  Part two (2) is a component of a teaching plan the registered nurse would use to assist an antenatal patient make an informed decision regarding pain relief measures to be used during labor and birth.

Part 1

A. Identify and explain two (2) sources of pain for the antepartum patient, intrapartum patient, and postpartum patient during an uncomplicated pregnancy, labor, and recovery from the birthing process.
B. Identify one (1) pharmacologic and two (2) non pharmacologic pain management measures for the intrapartum patient.  Explain the benefits and risks of each of these pain management measures.

Part 2

In order for the woman to make an informed decision regarding pain relief measures to be used in the intrapartum period, the information needs to be provided in the antepartum period.

Before finalizing a teaching plan for the pregnant woman, her history needs to be assessed to determine any variables that may affect the content of the teaching plan.  For example, are there any language variables/barriers that will affect care provided during labor and birth?

A.  Identify three (3) variables unique to the pregnant patient that need to be considered when developing a patient specific pain management teaching plan for the antepartal patient preparing for labor and birth.  Provide an explanation why each of these three (3) variables needs to be considered when developing a teaching plan for an obstetric patient.
B. Select two (2) non-pharmacologic pain relief options used in the intrapartum period.  For each option, explain three (3) specific points of information related to this pain relief option that needs to be taught to the patient.  Include rationales for each piece of content regarding why you would need to incorporate this information.

Compose your work using a word processor (or other software as appropriate) and save it frequently to your computer. Use a 12 font size, double space your work and use APA format for citations, references, and overall format.

SAMPLE ANSWER

Part 1a; sources of pain in antepartum, intrapartum and postpartum

The period between when a child is conceived and the period a child is born is referred to antepartum. During this period, the expectant mother undergoes numerous morphological as well as physical changes as the child develops. This is why it is important to attend prenatal clinics so that the nurses can assess these morphological changes to determine if they are normal of putting the expectant mother at risk. Patient should be taught on ways to maintain physical activeness and appropriate nutrition. Most health complications experienced by the antepartum patient is attributable to changes in body hormones, including progesterone levels, estrogen, gonadotrophin and lactogen. The two main sources of pain are abdominal pain and pelvic pain. The abdominal pain is due to the stretching of the uterine muscles and expansion of the ligaments to accommodate the growing fetus. This process is often accompanied by other physiological disturbances such as nausea and fatigue. The pelvic pain also occurs due to the enlargement of the abdomen area which causes the pelvic bones adjust accordingly to support the increase of the growing abdomen (Sandra, Judith, & Jean, 2015).

Intrapartum occurs when one is undergoing labor. This natural process comprises the expulsion of the fetus, the placenta, and membranes. Sources of pain during this time arise due to the uterine contractions. The contractions are progressive with the cervix dilation. Picotin and prostaglandin hormones normally stimulate the pains. The uterine contraction pain and intensity increases as the baby is about to be expelled. The contractions increase with activities that increase myometrial such as walking. Initially, the pain occurs in the form of cramping just like when one is undergoing menstruation and increases with time. The first hours of labor, the expectant mother is able to control the pains, as they are usually mild. The intrapartum patient can be taught on effective strategies to manage the pain (Demirel et al., 2013).

Postpartum refers to the period just after birth, mainly the first four hours following birth. This period is described by excitement and joy, but also pain due to the hemorrhages that may have occurred during the birth. The main sources of pain are lacerations that could have occurred during giving birth process. In some cases, the uterine cramping can continue and pain in the lochia rubra. Pain management during this stage is controlled using narcotics, anti-inflammatory analgesics that are non-steroidal and where necessary, topical antiseptics could be applied (Chaillte et al., 2014).

Part 1b; pain management for intrapartum

The pain management in intrapartum can be controlled following pharmacological and non-pharmacological interventions. Following pharmacological approaches, the nurses can provide the patient with sedatives to help the patient relax. However, these medications should be used with caution because the sedative often present adverse effects to the baby and the mother. In many cases, the use of sedatives makes the mother relax, and feel drowsy. This could present difficulties in concentrating especially when pushing the baby. The cardiovascular effects are also associated with alteration of the cardiovascular system. This includes lowering of the heart rate, which is often linked with difficulties in child’s breathing and even reflexes after birth. These medications must be avoided and should only be given when necessary and in small dosages. Additionally, these medications must never be administered to a patient who is about to deliver (Sandra, Judith, & Jean, 2015).

In the late stage of intrapartum, the best intervention is non-pharmacological intervention. The nurses must provide the patient with techniques that will enable them cope with pain, fear, and anxiety that results. One of the techniques that can be applied is controlled breathing technique. This intervention is important because it relaxes the muscles, which are often tensed. Anxiety induces endocrinal system, which produces hormones that cause the muscles to become tense. Tense muscles cause interference with the contractions of the uterine wall, leading to a complication during delivery. Counseling intervention has also been associated with increased relaxation of the uterine muscles (Green, 2011).

Nurses should constantly encourage the expectant mother by constantly verbalizing the patient ability to cope with the pain and the delivery process. If available, the patient can be encouraged to participate in activities that divert their focus form pain. These include activities such as walking, massage and the use of the birth ball. The patient should be well educated on about the gestation period and what to expect during the labor process. This way, the expectant mother becomes psychologically prepared about the process. Thus, it can face the whole process with confident. Anxiety is believed to stimulate the endocrinal system where the brain stimulates the production of the adrenal corticoid hormones, which is often associated with the reduction of blood flow to important body structures such as the fetus and the placenta. Evidence based research indicates that an informed patient  has less tension which increases blood flow to the fetus and to the muscles during the uterine contraction process and during  delivery (Chaillte et al., 2014).

Part 2a; variables considered when designing a teaching plan

Nurses   are mandated in empowering patients so that they can case manage their healthcare complications. The process of case management   and teaching is challenged by various factors, including cultural barriers, patient literacy and linguistic barriers are some of the barriers that affect a successful outcome of a teaching plan. The first key variable that should be assessed is cultural values and respects. This is because cultural values determine if the patient will follow the set interventions or cultural aspects interfere with the established interventions. For instance, in some cultures, the patient is not allowed to take some types of food during pregnancy or even to carry out vital activities during pregnancy period (Green, 2011).

The patient medical history is important. This is especially valuable in order to understand previous consumption of medication to avoid adverse interactions. In some cases, the expectant women can be consuming harmful drugs such as opiods, smoking, and heroin. These drugs are associated with adverse effects such as Fetal Alcohol Spectrum Disorders, which associated with numerous neuropathologies. Patients who are addicted should be treated using diazepam and other necessary support (Sandra, Judith, & Jean, 2015).

The patient medical history is also very important. This involves the history of relatives. This is because some health complications are inherited and genetic. Other relevant information includes number abortions, the number sexually transmitted infections (STIs). The number of previous pregnancies, existing children, and their health status of the children must be recorded. In the first and the second trimester, pain is an indication of an issue with the physiological process, and if the pain is very severe, the physician should be consulted. In the last trimester, pain is an indication of labor. Labor pain varies from person to person and is unique. Mother’s reaction to pain differs according to the patient physiological preparedness. Patient should be empowered effectively to ensure that they could manage the disease comfortably and with ease (Martínez et al., 2012).

The common factors during this process are fear and anxiety experienced by the patients. The emotional status of the parent determines their ability to cope with anxiety the first time mothers   because of the fear of unknown as well as cultural belief. It is important to understand these variables because they facilitate in designing of the patient education plan. Additionally, different stages of labor will require different approach to manage pain. For instance, the first trimester time pain can be manageable, but in the last trimester, the dilation of the cervix and contractions of the uterine walls could require non-pharmacological intervention such as breath relation technique or massage (Demirel et al., 2013).

Part 2b Non-pharmacological pain management

Evidence based research indicates that the best intervention to manage anxiety is through breath relaxation. Anxiety arises when the patient is inadequately informed about the processes and physiological activities during the gestation period. Anxiety can also arise due to mixed emotions of excitement and fear. The interventions should ensure that patient integrity is sustained; this can be done by drawing curtains when attending to an  expectant woman to ensure that privacy is maintained. The reduction of exposure indicates respect and promotes the patient relationship with the staff (Chaillte et al., 2014). This mutual relationship makes the patient feel more comfortable and more relaxed, reducing the rate of anxiety. It is also important to value cultural beliefs and values give the patient sense of belonging, which empowers the patient to manage pain. The breath relaxation technique enables the patient cope with anxiety, which helps in managing pain because it helps relax muscles. This is because tense muscles cause interference of fetal descent, which is often associated with increased fatigue. The fatigue increases pain perception negatively affecting patient ability to cope. It also increases mother’s confidence   improving their ability to cope with pains (Demirel et al., 2013).

The use of massage enables pain relief especially during the initial stage of labor. The source of pain during this stage is due to dilation of the cervix caused by the hypoxia or the contractions of the uterine muscles. The aim of this intervention is to ensure that patient verbalizes pain relief indicating that the patient is coping with uterine contractions. It also facilitates the process of voiding. Full bladder increases pain intensity and discomfort. The massage enables pain distraction, and can be coupled with other destruction activities such as watching TV, music, or talking (Chaillte et al., 2014).

References

Chaillet, N., Belaid, L., Crochetière, C., Roy, L., Gagné, G., & Moutquin, J. et al. (2014). Nonpharmacologic Approaches for Pain Management During Labor Compared with Usual Care: A Meta-Analysis. Birth, 41(2), 122-137. doi:10.1111/birt.12103

Demirel, I., Ozer, A., Atilgan, R., Kavak, B., Unlu, S., Bayar, M., & Sapmaz, E. (2013). Comparison of patient-controlled analgesia versus continuous infusion of tramadol in post-cesarean section pain management. J Obstet Gynaecol Res, 40(2), 392-398. doi:10.1111/jog.12205

Green, C.J. (2011). Maternal newborn: Nursing care plans. Jones  and Bartlett Learning. Burlington

Martínez, B., Canser, E., Gredilla, E., Alonso, E., & Gilsanz, F. (2012). Management of Patients with Chronic Pelvic Pain Associated with Endometriosis Refractory to Conventional Treatment. Pain Practice, 13(1), 53-58. https://www.doi:10.1111/j.1533-2500.2012.00559.x

Sandra, M., Judith A, D., & Jean, W. (2015). CNE SERIES. Pain Management in the Post-Operative Pediatric Urologic Patient. Urologic Nursing, 35(2).

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Information Technology to develop a competitive

Information Technology to develop a competitive advantage
     Information Technology to develop a competitive                                                  advantage

Information Technology to develop a competitive advantage.

Quirky.com is a new technology company. http://www.quirky.com

Need to analyse How Quirky used IT to develop a competitive advantage (both techniques and applications)

First, Identification and Discussion of Information Technology (IT) techniques and how it gave them competitive advantage. How it works and how the
information technology help business improve the process or something.

Second, applications implementations and how it gave them competitive advantage.
Please answer the questions separately by making the necessary references.

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Personal Development Portfolio (PDP) Paper

Personal Development Portfolio (PDP)
Personal Development Portfolio (PDP)
Personal Development Portfolio (PDP)

Personal Development Portfolio (PDP)

As an intern at the Career Development Centre of the University of Westminster you have been asked to write a formal report called “Acquiring Business
Communication Skills Necessary for Business Graduates”. This report is intended to explore and emphasise the value of business communication skills that the
students of the Westminster Business School (WBS) will need to develop before they graduate in order to increase their career opportunities. This report is
prepared primarily for the students of WBS, and also for the Career Development Centre advisers and for members of staff.
To prepare this report you are required to focus on the following:
• Identify and evaluate types of general communication skills
• Identify and evaluate types (or categories) of business communication skills
• Give examples of how communication skills can be used in business environment with references to reliable and relevant sources
• Give recommendations to the undergraduate students of WBS on how they can develop different business communication skills whilst they are studying
different modules of their course
You are required to use the following sources of information:
Conrad, D. and Newberry, R. (2012). Identification and Instruction of Communication Skills for Graduate Business Education. Journal of Education for
Business. Vol. 87, Issue 2, 2012.
Gallagher, K. (2013). Skills Development for Business and Management Students. Study and Employability. Chapter 4. Oxford: Oxford University Press.
In addition to a minimum of the above mentioned literature sources it is expected that students will also consult other reliable sources resulting in at
least five different academic sources (e.g. academic journal articles and books) for their work. A minimum of eight relevant academic sources is expected to
be referenced in the report for any coursework with a first grade mark.
As an intern at the Career Development Centre of the University of Westminster you have been asked to write a formal report called “Acquiring Business
Communication Skills Necessary for Business Graduates”. This report is intended to explore and emphasise the value of business communication skills that the
students of the Westminster Business School (WBS) will need to develop before they graduate in order to increase their career opportunities. This report is
prepared primarily for the students of WBS, and also for the Career Development Centre advisers and for members of staff.
To prepare this report you are required to focus on the following:
• Identify and evaluate types of general communication skills
• Identify and evaluate types (or categories) of business communication skills
• Give examples of how communication skills can be used in business environment with references to reliable and relevant sources
• Give recommendations to the undergraduate students of WBS on how they can develop different business communication skills whilst they are studying
different modules of their course
You are required to use the following sources of information:
Conrad, D. and Newberry, R. (2012). Identification and Instruction of Communication Skills for Graduate Business Education. Journal of Education for
Business. Vol. 87, Issue 2, 2012.
Gallagher, K. (2013). Skills Development for Business and Management Students. Study and Employability. Chapter 4. Oxford: Oxford University Press.
In addition to a minimum of the above mentioned literature sources it is expected that students will also consult other reliable sources resulting in at
least five different academic sources (e.g. academic journal articles and books) for their work. A minimum of eight relevant academic sources is expected to
be referenced in the report for any coursework with a first grade mark.

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Management of Organisation 2 Paper

Management of Organisation 2
Management of Organisation 2

Management of Organisation 2

Management of Organisation 2

Order Instructions:

MONDETTA EVERYWEAR
Leena Malik prepared this case under the supervision of John F. Graham solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality.
Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca.
Copyright © 1999, Ivey Management Services Version: (B) 2010-03-04
In June 1992, the office of Mondetta Clothing Company in Winnipeg, Manitoba, was alive with activity as Mondetta’s four owners and their support staff were busy at work. In the company’s meeting room, samples were being examined for the upcoming fall fashion line, while in the back warehouse, new clothing shipments were being sorted. After several years of rapid growth in the Canadian casual wear industry, Mondetta’s managers were committed to making their company a success through further market penetration. They wondered whether they should continue to solidify clothing sales in Canada or proceed with their desire to expand into the American, and eventually, the European markets. In order to make a reasonable decision, each expansion alternative would require careful examination of market and industry data as well as the company’s ability to handle another phase of increased growth.
COMPANY BACKGROUND
Mondetta Clothing Company was founded as a partnership in Winnipeg, Manitoba by brothers Ash and Prashant Modha, and Raj and Amit Bahl. The brothers were close friends who started by operating a small business selling cards and stationery while studying at University. In 1987, they decided to offer local casual wear buyers unique fashions by designing and manufacturing a line of beachwear and casual pants. Working out of their families’ basement, they managed product designs, production, marketing and distribution and were rewarded with $10,000 in sales in that year.
During the following two summers, the company’s casual cotton pants, shorts and tops were sold outside the city from a booth at Winnipeg’s popular Grand Beach. With a population of approximately 650,000, Winnipeg was the largest distribution centre between Vancouver and Toronto, and offered a direct connection to the United States.
As the Mondetta name proceeded to gain exposure in the Winnipeg market, the brothers were awarded the Small Business Achiever Award by Winnipeg’s Uptown Magazine, as well as other distinguished industry and media honors. In 1988, their sales grew to $25,000 and reached $125,000 by 1989. In May 1990, after most of the brothers had completed their undergraduate studies, they incorporated the business and
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started full-time company operations. Soon Mondetta expanded from a few local retail stores to more than 350 outlets across Canada, with sales beyond $2.4 million. The company’s financial statements are presented in Exhibits 1 and 2, and a ratio sheet is shown in Exhibit 3.
MONDETTA EVERYWEAR
The name Mondetta was based on French word-play for “small world” and the focus of the collection was the high quality appliqué and embroidery on cotton clothing. Mondetta catered to a market that generally desired clothing that offered something different from what was available in most regular stores. Their most popular items were their “flagshirts”, sweatshirts adorned with the flags of world countries, and their styles were targeted to the socially or politically concerned man, woman or young adult who enjoyed superior quality casual or street wear.
Consumers over 30 years old generally looked for a product made of high quality materials with superior graphic designs, while younger customers looked mainly for quality through an established brand name. Although the younger 13 to 30-year-old segment was highly influenced by fashion trends, the price of the apparel nonetheless remained an important consideration in their buying process. Word of mouth and the visual appearance of the clothing also influenced both consumer groups, who approached trendy wear stores to find the hottest new clothing available.
THE TRADE ENVIRONMENT
Innovative clothing companies like Mondetta often started their businesses by selling clothing to trend- setting independent stores in the hope that their products would create a new fashion craze. Once a trend had been created, product visibility and sales were increased through movement into the mainstream clothing stores.
Independent Stores
Independent store owners usually managed one or, at most, two local stores in a city or town. Some independents were considered to be local trend setters, while others were followers who copied the trend makers after product exposure had been created. Purchases were performed from one location, usually the store itself, using fashion trend information. Since independent stores generally did not have the ability to purchase in large quantities, volume and early payment discounts were not granted. Payment terms to producers were 30 to 60 days with a 50 per cent mark-up to retail customers.
Many independents were considered to be poor credit risks due to their limited financial resources, unstable management and variable clientele. The most successful independents distinguished themselves through their management style and the establishment of their own reputation, visibility and local market niche. Even though placement in an independent store appeared risky, it was an important channel for brand name and trend creation.
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Page 3 9A93J001 The Chain Stores
The chain store network was divided into regional chains which serviced either western or eastern Canada, and national chains. Chain stores were more stable and creditworthy than independent stores and had more purchasing power than the department stores. Chain stores expected a 55 per cent product mark-up as well as a two per cent warehousing discount. Early payment terms were three per cent in 10 days net 60 days.
Most chain stores offered relatively little product advertising and relied on in-store displays and word of mouth to attract customers. The need to approach only one or two buying offices for each chain offered the provision of wide geographic distribution with less selling effort than required for the independent stores.
The Department Stores
Canadian department stores such as the Bay and Sears were generally less flexible and entrepreneurial than other retail outlets and relied on more tightly controlled planning of operations. Department stores purchased clothing (based on product type) from central or regional buying offices through designated buyers. Some department stores also specifically allocated budgets for the exploration of goods from local companies to match merchandise with local demand. In order to get placement in a department store, clothing company representatives had to approach the appropriate buying officer. For casual and street wear, this officer was more likely to be the menswear or womenswear buyer.
Department store demands were usually very high. Most expected signed contracts specifying desired prices, mark-ups, volume discounts and early payment discounts. Mark-ups on cost for casual wear were close to 50 per cent, while volume and early payment discounts ranged between three to five per cent each. Although product distribution was usually allocated per store location by the clothing firm, products had to be sent to the department store’s central warehouse before being shipped to designated store outlets. This system resulted in an additional two per cent warehousing discount. Some department stores also demanded a one to two per cent advertising discount. The resulting nine to 14 per cent worth of discounts allowed Canadian department stores to sell products at a lower price than other retailers, thereby creating the perception that department stores sold discount low quality clothing.
American Stores
With expansion into the United States a serious consideration, the brothers recognized that American trade dynamics differed from Canadian dynamics in several important ways. First, the discount image of Canadian department stores made independent and chain stores hesitant to take on products originally featured in a department store. However, in the United States, department stores such as Bloomingdales, Macy’s and Nordstroms were perceived as leaders in the fashion industry. Therefore, initial placement in these stores created a fashion trend that the independent and chain stores were willing to endorse. Second, the American market was dominated by numerous strong retail stores and apparel companies that were more aggressive and demanding than their conservative Canadian counterparts. Third, highly diverse consumer tastes and the desire for more bold and flashy items resulted in an intensely competitive retail environment.
The American apparel industry was also undergoing a period of change and restructuring. By 1989, discount stores and mail order firms had gained market share at the expense of specialty department and
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?chain stores. In fact, discounters replaced department stores as the largest retail segment. Another trend in the American apparel industry was the formation of close, interdependent relationships between retailer and supplier based upon a joint commitment to mutual profitability through in-store boutiques. In addition, in order to improve efficiency and lower costs, retailers were making efforts to narrow their supplier structure with larger commitments and bigger orders.
THE COMPETITION
Competitors in the casual wear industry sold similar products (jeans, sweatshirts and t-shirts) adorned with their brand names in retail chain, department and independent stores throughout Canada and the United States. In Winnipeg, an independent company called “Passport International” had recently opened a retail outlet next to Eaton’s downtown store. Passport’s designs were identical to Mondetta’s with the exception of the logo, and the clothing was also sold at a lower price. For example, Mondetta’s highly successful flagshirt which retailed for $79.95 was sold for $64.99 in Passport. Passport also offered customized flags of any country compared to Mondetta’s 45 flags. Although Passport was made of lower quality materials, customers wanting a Mondetta but not able to afford one generally turned to Passport for their designs. Passport International was rumored to be opening a new location in Toronto’s Fairview Mall by fall 1992.
Nationally, Mondetta clothing was placed side by side with other established brand name products such as the Guess Jeans, Request and Pepe Jeans. However, the companies selling these labels had wider retail distribution networks in both Canada and the United States. Top industry names such as Guess Jeans, Buffalo Jeans and B.U.M. Equipment were all associated with large American and European firms, and the success of these companies was due to the creation of a highly visible media hype focused on brand name and product promotion. Because competing products were normally placed side-by-side in the store, sales depended more on brand name and reputation than on product differentiation.
Guess and B.U.M. were also beginning to license themselves in the European market. Through licensing, a European manufacturer had the right to produce and sell approved designs using a clothing’s brand name and logo. In the European and American high fashion markets, country of origin was less important than factors such as quality, style and price, particularly in the medium to higher price ranges. Exhibit 4 presents an overview of major international apparel markets and producers as well as their main strengths and weaknesses.
THE ENVIRONMENT
Increased opportunities for Canadian apparel firms to enter the large American market were becoming available because of the gradual reduction of trade tariffs under the recent Canada/U.S. Free Trade Agreement. However, Canadian companies wishing to export to the United States faced many established competitors. In addition, their flexibility was reduced due to a requirement to place 50 per cent Canadian content in their goods. As a general rule, apparel made from third country fabrics was not eligible for duty-free treatment under the agreement. Freer trade with the United States also prompted several large American retailers to expand into Canada, thereby increasing competition for the Canadian consumer. By June 1992, North American Free Trade talks with Mexico were well underway and an agreement was expected to be reached before the end of 1992.
Currency fluctuations appeared to have little impact on export competitiveness with the United States. On the other hand, the devaluation of the Canadian dollar relative to European currencies over the past two
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?years had sparked renewed interest by Canadian manufacturers in the European market. However, in Europe the duty-free movement of goods among European community countries, strong competition from European designer labels, and the aggressive marketing of private-label manufacturers, hindered Canada’s apparel trade in this market.
MONDETTA’S CURRENT STRATEGY
Mondetta’s strategy focused on product exclusivity rather than market saturation. This was achieved through careful selection of industry sales agents and retailers for clothing promotion. In 1989 and early 1990, Mondetta clothing was sold throughout western Canada in high quality regional and national chain stores and local independent stores. Since heavy price discounting by department stores compromised Mondetta’s high quality exclusive image, department store sales were restricted to Eaton’s in Winnipeg. In late 1991, after the establishment of western Canadian sales, Mondetta expanded into Ontario, Quebec and the Maritimes. Management’s sales goal for the 1992 fiscal year was $5 million to $6 million which they hoped to achieve through increased national and international market penetration.
Finance
Although monthly cash flow forecasts based on pre- to booked orders were prepared, the frequent opening of new accounts resulted in completely different cash requirements than those projected. This situation was beginning to strain Mondetta’s $250,000 line of credit for inventory financing. While government incentives to support small business were available to companies that promoted local employment, poor economic conditions in 1992 and the company’s young age made government agencies hesitant to provide funds. Banks were also afraid to lend funds to what they labelled as “here today, gone tomorrow” businesses. This feeling was created by the recent bankruptcy of several highly successful Winnipeg clothing companies that were owned and operated by young managers.
In order to deal with a difficult cash situation, Mondetta operated by customer order. This system enabled the company to match receivables with payables while carefully managing supply relationships to ensure timely payments. Management hoped that a new computerized system for accounting, purchase orders, production, marketing, and receivables would assist with the development of strict cash management plans.
Marketing
Mondetta’s managers tried to foster a mystique cult following and to avoid market saturation by restricting their products to a limited number of superior quality stores. To create visibility for its flagshirts, the company employed industry agents who targeted trendy name to setting stores in each location before distributing to the high quality chain stores. Agents received a 10 per cent commission on the Mondetta selling price (industry commissions ranged from eight to 12 per cent). Marketing communications consisted mainly of press exposure, word of mouth and the graphics appeal of the clothing. In Winnipeg, Mondetta clothing was also displayed on transit shelters.
The brothers participated in two semi-annual trade shows hosted by Salon International. Trade shows created product visibility and were attended by numerous retail sales agents and buyers. The Spring/Summer show was held during February in Montreal while the Fall/Winter show was held during
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Page 6 9A93J001
August in Toronto. A trade show booth cost approximately $20,000, with a space cost of $5,000. Travelling and on-site expenses resulted in a total cost of $30,000 per show.
Mondetta’s major customers were: Bootlegger (nationwide), Below the Belt, and Off the Wall (western regional chains), and Eaton’s in Winnipeg. Approximately 40 per cent of the company’s sales volume resulted from these accounts. In terms of overall sales, Western Canadian sales comprised 80 per cent of the company’s business with 18 per cent in Ontario and only two per cent in Quebec and the Maritimes. In contrast, Canadian retail apparel sales in 1991 were around 37 per cent in Ontario, 34 per cent in Quebec and the Maritimes, and 29 per cent in Western Canada.
Mondetta’s most popular logos, “Mondetta Everywear” and “The Spirit of Unification”, were company trademarks. Traditionally, the two fashion lines (spring and fall) focused on the theme of international awareness and globalization. In 1993, the company hoped to sell four fashion lines (one per season) which placed more emphasis on the Mondetta name than on the flags.
Operations
The apparel design either led to rapid product acceptance or rejection, thus making it the first and most crucial step in the production process. Other major steps in apparel manufacture were material sourcing, pattern making, fabric cutting, sewing, and finishing.
During the first two years of operations, Mondetta clothing was produced in Winnipeg by eight to ten medium-sized clothing manufacturers. However, when the product’s quick success raised producer demands, unit labor and material costs escalated, forcing management to search for offshore manufacturers in order to reduce production costs and increase production capacity. An agent was subsequently secured for Hong Kong through some well established industry contacts. Although offshore production created periodic quality control problems, the cost of wasted production was much less than the cost of local production, and a 20 per cent savings was realized on every T-shirt produced abroad.
By 1992, approximately 40 per cent of Mondetta’s product line was produced in Hong Kong. While both local and offshore manufacturers had the capacity to produce approximately 10,000 t-shirts per month, shipment time for overseas production took an additional month. To avoid sales forecast misjudgments, Mondetta relied on pre-booked orders to trigger production with an additional 20 to 25 per cent buffer inventory built into each order.
Imports from Hong Kong were highly dependent on a quota system whereby the Canadian government allowed a maximum number of goods to be imported annually from Hong Kong based on product type and category. After the appropriate quota had been determined, the Hong Kong government divided it among manufacturers who produced goods for Canadian companies. This system placed the burden on the manufacturer to find adequate quota to supply the desired amount requested by the Canadian importer. If quota was unavailable, the manufacturer had to purchase the desired amount from a quota market before beginning production.
Human Resources
Mondetta Clothing Company was managed by Ash, Prashant, Raj and Amit. The company also employed a customer service representative and a support staff of four people. Ash Modha, Mondetta’s President
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?and Chief Executive Officer, was 23 years old and had just completed a Bachelor of Arts in Economics from the University of Manitoba. His brother, Prashant, aged 25, had completed a Bachelor of Science in Chemistry in 1988 and received a Master of Business Administration degree from the University of Manitoba in June 1991. Raj Bahl, also 25 years of age, had a Bachelor of Arts degree in Applied Economics from the University of Manitoba. His brother, Amit, had attended the University of Winnipeg but chose to work instead.
The company had no structured hierarchy and the brothers operated in an informal team-oriented atmosphere. Internal communications and reporting structures were also not formally specified. Traditionally, day-to-day operations were completed by the most experienced and available person. Major operating decisions were given deliberate individual consideration before a consensus was reached. During crisis situations, decisions were made quickly after careful consideration of available alternatives.
Although responsibilities were not formally segmented, increased growth had started to create a more divisionalized approach to management. Ash and Raj were primarily responsible for the company’s fashion designs. Ash also managed the company’s production requirements while Raj was responsible for marketing and sales force management. Prashant monitored the company’s financial operations and Amit organized distribution, shipping and receiving.
FUTURE STRATEGY
The four brothers were committed to the company’s growth and were considering several growth opportunities such as further penetration into Eastern Canada, expansion into the United States, and licensing in western Europe.
Continue Penetration Into Eastern Canada
Consumer acceptance of Mondetta clothing in eastern Canada, particularly in Quebec, appeared slower than in western Canada. Mondetta’s managers believed that slow sales in Quebec were due to poor product visibility created by inexperienced sales agents. In addition, retail sales in Quebec were controlled by large powerful buying groups. Established relationships with the buyers of these groups would be essential to product acceptance.
Although the company was experiencing healthy growth in Ontario, the Mondetta name was still relatively unknown in a large potential market. Management’s biggest concern was Passport International’s expansion to Toronto’s Fairview mall where Mondetta was also sold. If necessary, mall advertising and billboards would cost approximately $6,800 for six months.
Other marketing communications could also be used to speed up product exposure in both Ontario and Quebec. Economical advertisements such as point of purchase ads would cost approximately $25,000 per year. A Mondetta fashion catalogue could also be printed and distributed at an annual cost of $10,000 to $15,000. Advertising in the French version of Elle fashion magazine in Quebec would cost $7,000 per issue. Management wondered which forms of advertising should be purchased in eastern Canada, and what sales level would be required to break even.
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Page 8 9A93J001 Expand to the United States
The nature of the apparel industry demanded that management approach their American entry with caution in order to avoid unmanageable rapid product acceptance or damaging product rejection. First, management had to consider which areas of the country to target. Exhibit 5 outlines American apparel consumption by region. Largely populated areas with the highest apparel consumption were the eastern states, while the north-western states more closely resembled the Canadian market. In addition, the appropriate distribution channels and distribution strategy for market penetration and trend creation had to be determined.
The brothers also needed to determine suitable product selection and market penetration strategies. Since production in Manitoba would be insufficient for demand, apparel would have to be shipped directly from Hong Kong to the United States, requiring quota negotiations similar to those for Canada. Sales agent commissions would be approximately 10 per cent of Mondetta’s selling price and American retailers would likely demand a 50 to 60 per cent product mark-up on cost. Some chains would also try to negotiate buy-back options or replacement of non-selling styles and volume discounts. Annual travelling and other expenses were estimated around Cdn$5,000 to $10,000, while annual trade show expenses would be $25,000 for the summer Magic Show in Las Vegas. The Magic Show was one the largest trade shows in America, attracting 52,000 agents, buyers and retailers.
American sales growth could not expand beyond Cdn$500,000 in the first year due to Mondetta’s limited ability to handle rapid international growth. Profit margins would be similar to those earned in Canada since losses on export duties would likely be recovered with the currency exchange.
Pursue Licensing in Europe
Successful name licensing could create new product demand and expand brand name exposure in both the United States and western Europe. Many well known names such as Guess Jeans and Buffalo Jeans were already licensed. Guess Jeans already had 22 licenses across the world while Buffalo was licensed in major European centres.
Through licensing, another company would be granted exclusive rights to manufacture, promote, distribute, and sell products using the Mondetta name with Mondetta designs or approved designs. The major advantage of licensing was widespread market penetration with minimal capital and financing requirements. There were also several risks. First, finding appropriate licensees could be difficult due to the required product specifications, quality and commitment. Second, licensees could demand that Mondetta handle the majority of product advertising. Third, a licensee could copy Mondetta’s sample designs and sell clothing under a new brand name. The brothers hoped that careful selection of licensees would reduce the risks and they were planning to attract licensees for kidswear, shoes and womenswear while continuing their main fashion designs and product lines.
The average license agreement was usually three years. During the three-year term, the licensee would be required to pay a non-refundable initial license fee as well as an annual license fee. Initial and annual fees could range from $10,000 to $1,000,000 depending on the size and reputation of the licensee. Management hoped major licensees would generate $2 million to $3 million in sales during their first year of operations. In each and every calendar year throughout the term, licensees would have to spend an average of six per cent of sales to advertise and promote the apparel. In addition, a royalty of eight to 10 per cent of sales would be owed to Mondetta. Mondetta would also incur lawyers’ fees and trademark
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?costs for different geographic areas. For example, Canadian trademarks for “Mondetta Everywear” and “The Spirit of Unification” each cost approximately $1,500.
DECISIONS
Clearly, the task of determining where to take Mondetta Clothing Company was not an easy one. While the company’s rapid market acceptance appeared to promise greater success in the future, further market penetration demanded careful consideration of alternatives before making the appropriate strategic decisions.
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Page 10
9A93J001Total revenue Cost of goods sold Gross profit
Operating expenses: Accounting and legal Advertising and promo Bank charges and interest Bad debts
Depreciation and amortization Factoring commissions Insurance
Leases and equipment Management bonus Miscellaneous
Printing and stationery Parking
Property and business tax Rent
Repairs and maintenance Salaries and benefits Telephone
Travel and entertainment Utilities
Total operating expenses
Earning (loss) before tax Income taxes
Income tax reduction resulting from loss carry forward
Net earnings (loss)
$
29,390
2,649 1,224 3,198 3,702
0 0 0
265 0 307 695 0 0 1,288 0 1,437 1,136 1,693 0 17,594
11,796 0
0 11,796
$
573,217
7,732 29,135 14,726 21,735
9,038 52,006 810 8,498 110,400 1,328 9,055 46 1,276 12,696 528 75,339 12,091 14,731 970 382,140
191,077 43,517
3,864 151,424
Exhibit 1
STATEMENT OF OPERATIONS (For the Year Ended April 30)
19901
$104,896 75,506
1991
$247,970 178,543 $ 69,427
2,699 8,964 8,762 4,031 2,504
920
593 1,398 0 1,531 1,167 207 822 9,246 182 29,005 6,516 7,974 477 $ 86,998
(17,571) 0
0 $ (17,571)
1992
$2,436,644 1,863,427
1 For the period covered by this date the organization was a partnership. The firm was incorporated May 1, 1990.
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9A93J001
Current assets: Accounts receivable Inventories
Prepaid expenses
Total current assets
Fixed assets:
Equipment and leasehold improvements Accumulated depreciation
Fixed assets (net)
Exhibit 2
BALANCE SHEET (As of April 30)
4 month period 1990
ASSETS
$ 76,473 38,780 1,472 $ 116,725
$ 0 0 $ 0
1991
72,789 54,961 1,794 129,544
13,583 2,306 11,277
14,041 58,880 62,676
0
0 135,597
7,820 18,379 26,199
1992
875,641 433,653 3,752 1,313,046
53,895 10,982 42,913
6,593 1,362,552
57,936 185,840 790,847 110,400
39,653 1,184,676
0 22,218 22,218
$ $
$ $
$ LIABILITIES AND SHAREHOLDERS’ EQUITY
Other assets Total assets
Liabilities Current liabilities:
Bank overdraft
Bank loan
Accounts payable Bonus payable Income taxes payable
Total current liabilities
Long-term liabilities: Note payable
Payable to shareholders Total long-term liabilities
Shareholder’s equity Share capital Retained earnings
Total equity
Total liabilities and shareholder’s equity
0 $ 116,725
3,588 144,409
??????????$
$
$ $
1,539 41,400 27,585
0
0 70,524
34,049 0 34,049
$
$
$ $
???????$
$ 12,152 $ 116,725
n/a 12,152
$
$ (17,387) $ 144,409
184 (17,571)
$
$ 155,658 $ 1,362,552
21,804 133,854
?????????363
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9A93J001
PROFITABILITY
Total revenue
Cost of sales
Gross margin Operating expenses:
Accounting and legal Advertising and promotion Bank charges and interest Bad debts
Depreciation and amortization Factoring commissions Insurance
Leases and equipment Management bonus Miscellaneous
Printing and stationery Parking
Property and business tax Rent
Repairs and maintenance Salaries and benefits Telephone
Travel and entertainment Utilities
Total operating expenses
Earning (loss) before tax Income tax
Net earnings (loss)
LIQUIDITY
Current ratio Acid test Working capital
EFFICIENCY
Age of accounts receivable Age of inventory
Age of payables
Exhibit 3 RATIO SHEET
1990
100.0% 72.0% 28.0%
2.5% 1.2% 3.0% 3.5% 0.0% 0.0% 0.0% 0.3% 0.0% 0.3% 0.7% 0.0% 0.0% 1.2% 0.0% 1.4% 1.1% 1.6% 0.0%
16.8%
11.2% 0.0% 11.2%
1.66
1.11
$ 46,201
266 187 133
1991
100.0% 72.0% 28.0%
1.1% 3.6% 3.5% 1.6% 1.0% 0.4% 0.2% 0.6% 0.0% 0.6% 0.5% 0.1% 0.3% 3.7% 0.1%
11.7% 2.6% 3.2% 0.2%
35.1%
-7.1% 0.0% -7.1%
0.96
0.55
$ (6,053)
107 0 117
1992
100.0% 76.5% 23.5%
0.3% 1.2% 0.6% 0.9% 0.4% 2.1% 0.0% 0.3% 4.5% 0.1% 0.4% 0.0% 0.1% 0.5% 0.0% 3.1% 0.5% 0.6% 0.0%
15.7%
7.8% 1.6% 6.2%
1.11
0.74
$ 128,370
131 0 129
?????????364
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?STABILITY
Net worth/total assets Interest coverage
GROWTH
Sales
Net income Assets
Exhibit 3 (continued)
10.0% 4.7%
1990-1991
136.4% (249.0%)
23.7%
(12.0)% (1.0%)
1991-1992
882.6% 0.0% 843.5%
11.0% 14.5%
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9A93J001
Source: Apparel Retailing in the United States
Exhibit 4
THE INTERNATIONAL APPAREL MARKET
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Exhibit 5
AMERICAN APPAREL CONSUMPTION BY REGION
Source: U.S. and Canadian Governments
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SAMPLE ANSWER

Management of Organisation 2

The case is about Mondetta Everywear, a clothing company located in Winnipeg in Canada. The company is owned by four individuals also brothers (Laughren, 2013). The case therefore provides an in-depth analysis about the company that gives insights on the operation and best growth strategy for the company. The company has sound financial resources that have contributed to its expansion. Through licensing, the company has also managed to ensure that they preserve their copyrights (Laughren, 2013). There is also a fit between personal and corporate objectives since the four owners have resolved to work hard to ensure that the business to whom they have shares succeeds.

SWOT analysis as well provides insights about the company. Internal issues of the company are understood through the strengths and weaknesses. Strength includes, lean management structure and stable finances (Laughren, 2013). Weakness includes stiff competition. Opportunities include ready market in some of the foreign countries such as USA. Threats includes, different trade dynamics in part of the markets, and changes in fashion trends

Segment 1 Segment 2 Segment 3
Who Young people Adults Young and adults
What Jeans Sweatshirts t-shirts, swimming costumes
When Throughout the years Throughout the years Throughout the years
Where Canada USA Western Europe
Why Usually clothing
How Press exposure Word of mouth, trade shows Graphic appeal of clothing, display on transit shelters
Market size Small Larger Larger

Implications:

Segment 1 Segment 2 Segment 3
Product Variety of products to get wider customer base Different designs increased customer base Products came in various designs and this increased profitability
Price Prices were competitive  aimed to attract more customers and increase sales Prices were competitive  aimed to attract more customers and increase sales Prices were competitive  aimed to attract more customers and increase sales
Place The markets varied and included Canada market which was potential  Extending in USA increased  sales but was met with competition Widened market to Europe and this impacted on sales volume
Promotion Media helped to expose the company products Use of word of mouth as well increased awareness  Use of graphics as well as word of mouth increased the level of sensitivity increasing sales volume

 

The products are distributed using independent stores and chain stores (Laughren, 2013). The company uses these distribution channels sparingly and decisively to ensure that the customers get access to their products. For instance, chain stores are preferred in USA as opposed to Canada markets hence, this ensures that more customers access to their products. Competitors in the market are many such as Passport International that contributes to stiffer competition in the market. They have reduced market share and as well leading to reduction in prices of the products.

The company is as well affected by various external factors such as social, economic, technological and politics. The environment of operation is stable hence, the company has confident in the markets. The economic situation is also stable. The advancement of technology requires the company to embrace innovation to remain competitive. Cultures vary and this should be considered in the designs of their clothing.

Corporate capabilities as well affect the business. The company uses various marketing strategies such as word of mouth which has enabled it to get more customers. This form of advertisement however takes long period for many customers to know about the products. Financial manages is good. The company employs competent employees that have enabled it to succeed in their initiatives. The company has as well managed to maintain its fixed costs as well as variable costs hence achieved a breakeven point.

I recommend the company to survey other potential markets that are yet to be explored and take the opportunity. They should as well change their distribution strategy, consider using technology to market, and sell its clothes to reach wider customer bas

Reference

Laughren, T. (2013). Management of Organizations COM 1007, Laurentian University; Ivey         Publishers.

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Decision-Making Research Paper Available

Decision-Making
Decision-Making

Decision-Making

Decision-Making

Order Instructions:

Assignment Description

This assignment will give you an opportunity to complete the outline used in the pre-writing technique as part of creating an academic paper.

Objective:

Demonstrate the process of creating an outline prior to creating a draft of an academic paper.

Assignment Requirements:

Complete an outline for the academic paper that is the final written assignment in this course. The outline body must have the following sections:

1.A definition of a good decision
2.Examples of a good decision
3.Synthesis of the previous research on good decisions that results in a general definition of good decision making

SAMPLE ANSWER

Decision-Making

Introduction

Whether decisions are good or bad, their makers should be accountable for them.

Making the right conclusions should be a decision maker’s priority (Karelaia, 2014). Whether the results are bad or good, decision-makers have to face the consequences of their choices (The Marketing Society, 2015). There are always hindrances to making right decisions (Pillay, 2014).

Body

A good decision is usually the right answer to a particular question (Fox, 2014).

Decisions must not only be the right answers, but they should also be specific to the questions they answer. Decisions are the driving power in organizations and managers cannot avoid them (Mandelberg, 2015). Being at an informed position facilitates the making of a good decision.

Examples of Good Decisions

Infosys’s decision in 1999 to let its local competitors excel is an example of a good decision. It was hard for the company to determine the appropriateness of the move, but with time, the decision made the Indian IT market competitive (Kaipa & Radjou, 2013).

Wendy Kopp’s decision to allow other people to run Teach for America initiative in 1999 serves as an example of a good decision. It was only after the founder had sacrificed his role that the company realized its current economic status (Kaipa & Radjou, 2013).

Research Synthesis:

Carrying out decision-making on the basis of credible and nonbiased information leads to the right decisions. The credibility of sources entails the truthfulness of the information they provide (Myatt, 2012). For instance, people would make bad decisions if they face limitations such as being under pressure (Zenger & Folkman, 2014).

In most cases, the effectiveness of the processes involved in decision making determine the achievement of either good or bad decisions (McKinsey & Company, 2009). The outcomes of decisions are vital to the determination of the appropriateness of choices. For instance, right decisions in healthcare result in desirable patient outcomes (Lee & Emanuel, 2013).

Conclusion

Decisions are good if they are the right answers to the particular question. The ultimate goal of decision-makers is to realize benefits regardless of periods they may take. At firsts, decisions may appear what they are not. Decision-makers should be accountable for the consequences of their decisions.

References

Fox, J. (2014, November 21). How to tell if you’ve made a good decision. Harvard Business School Publishing. Retrieved from https://hbr.org/2014/11/how-to-tell-if-youve-made-a-good-decision

Kaipa P. & Radjou, N. (2013, April 14). 7 business decisions that looked bad but turned good. CNBC. Retrieved from http://www.cnbc.com/id/100634625

Karelaia, N. (2014). How mindfulness improves decision-making. Forbes. Retrieved from http://www.forbes.com/sites/insead/2014/08/05/how-mindfulness-improves-decision-making/

Lee, E. O. & Emanuel, E. J. (2013). Shared decision-making to improve care and reduce costs. The New England Journal of Medicine, 2013(368), 6-8

Mandelberg, L. (2015). Good decisions, bad decisions. Evancarmichael.com. Retrieved from http://www.evancarmichael.com/Management/1038/Good-Decisions-Bad-Decisions.html

McKinsey & Company. (2009). How companies make good decisions: McKinsey global survey result. Retrieved from http://www.mckinsey.com/insights/strategy/how_companies_make_good_decisions_mckinsey_global_survey_results

Myatt, M. (2012, March 28). 6 tips for making better decisions. Forbes. Retrieved from http://www.forbes.com/sites/mikemyatt/2012/03/28/6-tips-for-making-better-decisions/

Pillay, S. (2014, March 31). How to improve your decision-making skills. Harvard Business School Publishing. Retrieved from https://hbr.org/2014/03/how-to-improve-your-decision-making-skills

The Marketing Society. (2015, May 16). Decision-making and accountability. Retrieved from https://www.marketingsociety.com/the-gym/decision-making-and-accountability

Zenger, J. & Folkman, J. (2014, September 1). 9 habits that lead to terrible decisions. Harvard Business School Publishing. Retrieved from https://hbr.org/2014/09/9-habits-that-lead-to-terrible-decisions

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Corporal punishment techniques Assignment

Corporal punishment techniques
         Corporal punishment techniques

Should parents discipline their children by using corporal punishment techniques, such as spanking? Or is a nonphysical approach more conducive to raising mentally and emotionally healthy children?

Complete a 5-6 page argumentative topic written in
an informational essay style research paper for class. This paper will address a debatable topic which focuses on an academic topic of social, political or culture relevance. You will be providing both sides to the debatable topic, but will NOT be providing your opinion or side. Each side will be neutrally presented allowing your audience to make their own decision as to which side to take.

  • Length: 5-6 pages excluding cover page, abstract, and references
  •  Purpose: Argument—addresses a debatable topic on an academic topic of social, political, or cultural relevance.
  • Audience: General, college level, academic (third person only!)
  • Organization: Topical
  • Sources: Minimum of 11; minimum of 5 academic.
  • Format: APA 6th Edition

Please stick to the topic and follow all parts of the Instructions.

If you may have any questions or any problems during the time period please contact me as soon as possible.

If possible, please send me and outline or first draft to be reviewed.

As you know this paper should be in third person only. please let me know to whom this paper would be viewed by such as students, parents, doctors, nurses, regular people, etc

And please inform me in a message what type of sources you are planning on using.

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Research Critique Assignment Paper Available

Research Critique
Research Critique

Research Critique

Research Critique

Order Instructions:

see attached file

SAMPLE ANSWER

Research Critique

Among the commonest devices that hospitalized patients need are the peripheral intravenous catheters (The Royal Children’s Hospital Melbourne, 2015). The devices mainly find use in the administration of medications and fluids. It is also common for clinicians to use the catheters to collect blood samples. As such, the instruments are indispensable in in-patient environments, and there would be a need to maintain the best possible practice with them (Food and Drug Administration, 2010) Ricard, Webster, Wallis, Marsh, McGrail, French, and Whitby (2012) are some of researchers who have explored the use of the devices in clinical care. The researchers conducted a randomized trial with the aim of establishing that clinically indicated catheter devices served the same purpose and effectiveness as the routine replacement ones. This paper aims at appraising their work. The paper puts emphasis on the methodology, findings, implication to practice, as well as the prospective that the research makes for future studies.

The motivating factor for the researchers was the observation that the routine replacement type of catheters failed constantly during treatment provision to patients. The scientists felt that the replacement procedures involved with catheters had little effect in minimizing chances of the contraction of infections and phlebitis (Ricard, 2012, Pg. 1066). The long title they had for their research is one of the basic structural shortcomings. Usually, long titles do not attract readers as the short ones do (Paiva, Lima, & Paiva, 2012, Pg. 509). People tend to refer more to articles with short titles (Habibzadeh, & Yadollahie, 2010, Pg. 165)

An Appraisal of the Method

The researchers’ description of their theoretical framework was inadequate. They only mentioned that clinically indicated catheters were better than the cultural replacement ones. The researchers ought to have made their framework comprehensive by indicating the benefits and shortcomings of each method. Failure to establish a strong framework compromises the necessity of the study (Statistics Solutions, 2015). Also, the absence of sufficient scientific background makes research works to have a weak rationale. Again, their framework was weak as they only mentioned that their proposed method was cheap, but they did not give financial estimations of the savings that the advocated technique would earn institutions. The researchers identified their design as multicenter and randomized. The researchers also used a non-blinded method, which is justifiable owing to the nature of the variables. They further used manual selection of participants, and they were able to determine patients who would fit for the study. The exclusion of patients from emergency room was necessary, but the move created a bias. Patients from emergency rooms are likely to have unpredictable use of the catheters unlike their counterparts in other areas. The predictable nature of the use of the catheters in a particular group is a source of bias.

The researchers followed the necessary guidelines when they sought validation from the regulatory institutions. Also, the researchers indicated that participants’ consent was in writing.  Such a move is encouraging in terms of ethics of practice and participants had the right of having all the necessary information. So as to avoid inconveniences in the hospitals, the researchers also needed consent from the hospital administration. The scientist needed to guarantee that their activities would not interfere with the appropriate clinical service to the participants. The team needed expressing its willingness to minimize interference with the care of the patients who participated in the study. The research missed out important details in patients’ participation such as methodologies that ensured minimal bias (Sackett, 2011, Pg. 351).

The researchers did not give a detailed description of philosophical underpinnings necessary for research, and neither did they pose research questions. Usually, philosophical underpinnings and research questions facilitate subsequent processes of research including data collection and analysis (Jeanfreau, & Jack, 2010, Pg. 615). In addition, the methods increase the rationale for research. The strategies direct procedures to a particular direction hence expressing their necessity clearly and enabling researchers to evaluate the outcomes of research. Research works should develop in a way that they answer research questions in a stepwise manner. The extent to which studies offer solutions to issues appropriately measures their success. Also, study questions must come in the early parts the study especially in the description of methodology. In addition, research questions should exhibit consistency and the solution of earlier issues should facilitate the answering of subsequent concerns (Riva, Malik, Burnie, Endicott, & Busse, 2012, Pg. 169)

Notable strengths in methodology that the research include the inclusion and involvement of a large sample size. Response from participants was high and it rendered credibility and reliability to the findings. The high response depicts the researchers’ ability to manage their sample for optimal evaluation and assessment. Again, there was minimal bias in selection of the sample, an occurrence that further demonstrates the competence of the investigators in handling their study. Also, the research used a broad variety of patients from different hospital settings. The insertion of catheters to patients by medical and nursing staff only also enhanced the accuracy of findings. The practice decreased the occurrence of errors and enhanced the standardization of services and so the reliability of findings (Study Data Tabulation Model, 2011).

Remarkable drawbacks in the design of the research included the non-blinded nature. However, the limitation is understandable as catheters were devices that everybody could witness their application. As such, the non-blind nature was a source of bias that could have been challenging to overcome. Also, the design involved a total of five items in a list to rate the occurrence of phlebitis. However, only one of the five involved patient ratings making it impossible to establish a diagnostic rating. Again, the methodology of the research was limited in not all catheter tips were cultured following budgetary constraints in the laboratory department and the hospital.

An Appraisal of the Results

The results of the study were from a well-conducted investigation. They were therefore reliable and valid for application (Castro, Bevans, Miller-Davis, Cusack, Loscalzo, Matlock, & Hastings, 2011, Pg. 76). Expert stastisticians analyzed the collected data and generated comprehensive figures and other forms of data expression. Accessibility of data to all authors was an essential fulfillment of the requirements of scientific studies (Archives of Internal Medicine, 2011). It was after the interpretation of the analysis that the researchers offered their results and conclusions. The results were also free form the influence of the agency funding the research (Rickard et al., 2012, Pg. 1072). Had there been influence from the funding body, the results of the research would have been biased. It is most likely that the research would have arrived to conclusions that favor the financing agency. Therefore, it was necessary to reassure the public and users of the data that the outcomes did not bear external influence (Jack, Hayes, Scharalda, Stetson, Jones-Jack, Valliere, LeBlanc, 2010, Pg. 163).

The number of patients involved in the study was large enough to validate the research. In addition, the total number of catheters and days that the research involved was satisfactory to validate the findings. Also, there was a high adherence of the participants to the protocol and procedures. However, though the mean figures obtained from the calculation of the number of days that the patients remained on catheters were reasonable, the range of hours was too large. As such, the researchers could have sought other methodologies of expressing the same information. Basing findings on the mean of data that had a broad range was inappropriate for the research. The large variation of data could have prompted the researchers to exclude extreme values in the calculation of the mean. However, such an action would have amounted to data manipulation and would have created a bias (Lu & Su, 2010, Pg. 96). Therefore, the researchers only had the option of applying other statistical techniques that would have reconciled the gap in the range of results.

The researchers also expressed their findings of participation in a flow chart to enhance the understanding of data. Such a tool made it easy for the users of the information to understand and apply it in their works (University of Washington, 2011). The chart indicated clearly the number of eligible participants and further categorized them into their specific tests. From the expression, users of the information could establish that the difference between analyzed participants for the different studies was barely a hundred, a figure that translates to a reasonable percentage. The researchers expressed patient characteristics and demographics in the form of a table, which was an appropriate tool (Rodriguez, 2013). The three column table allowed for quick comparison of outcomes so that users of the information could establish a clear picture of the outcomes. The table allowed concurrent expression of multiple parameters hence making the data readily exploitable. Among the parameters that users could compare form the table include the catheter dwell time, the type of admissions, and the occurrence of various comorbidities. The researchers also utilized tables to express data concerning the properties of the catheters they used, study outcomes from the various groups, and clinical microbiological information of the positive cultures. Such a methodology of expressing findings was excellent as it made information handy for users. The researchers later elaborated their data as they had presented it in table. From the information, it was possible to establish that the inter-rater reliability testing for phlebitis across hospitals had an agreement close to a 100%, and its Cohen constant value was 0.03. Also, it was possible to establish from comparison that 7% of patients from either group had phlebitis, and that the absolute risk difference was 0.41%, and that the value was within the margin of 3% that had been predefined (Rickard et al. 2012, Pg. 1070). The researchers also applied the per-protocol power method to measure the degree of equivalence. It was possible to establish from the findings that the study hypothesis was upheld. Treatment of data and the results led to the conclusion that both routine replacement and clinically indicated catheter techniques were of equal value.

Though the findings led to a conclusion that upheld the hypothesis, the investigators failed to indicate methods that they used to guarantee the validity of their data (Code of Federal Regulations, 2011). The scientists only gave the limitations of their study, but they did not explain how rigorous their findings were. It is also notable that the investigators did not describe the transferability and dependability of their outcomes as it would have been expected of the type of their study. As such, it would be difficult for users of the information to determine the appropriateness of the findings for reference in other works (Krishnankutty, Bellary, Kumar, & Moodahadu, 2012).

An Appraisal of the Implications of the Study to Clinical Practice

Though the researchers did not address the implications that their study would have on clinical practice per se, it is evident that the findings would influence the application of catheters in patient care. The findings suggested that clinically indicated catheters were not associated with any increased risk to blood stream infections. The researchers also suggested that blood stream infections that occur with the use of catheters are mostly as a result of unhygienic practices (Rickard et al., 2012, Pg. 1072). As such, clinicians would seek to maintain proper sanitation practices such as hand washing when using catheters for their patients. Maintaining hygiene would decrease the occurrence of such types of infections, and it would eventually improve patient outcomes. The researchers also indicated that routine replacement of catheters had a theoretical basis of reducing infections, but, in practice, the methodology only exposed patients to other infections (Rickard et al., 2012, Pg.1072). Such strong assertions could influence clinicians to consider clinically indicated catheters at the expense of the routine replacement types. The researchers argued that there were already cases where the catheters were used for longer hours than they were meant for, and so failure to replace them routinely would not be such a risky approach. Clinicians would consider the argument and adopt clinically indicated catheters.

An Appraisal of the Implication of the Study to Future Research

The researchers did not directly indicate the impact that their study would have on future research. However, there are several mentions of potential routes for research. For instance, the researchers suggested that the understanding of their findings would be better if there were more knowledge on the pathogenesis of blood stream infections associated with the use of catheters. There are suggestions that hygiene would be the best approach to avoiding the infections. However, there could be other potential interventions to avoiding the occurrence. For instance, research may reveal the best antiseptics to employ when using catheters in patients. Also, the researchers suggested a need to develop molecular-based diagnostic techniques to improve the understanding of the association between catheter use and blood stream infections. The indication would motivate future researchers to take the route. In addition, the scientists observed gaps in some policies governing catheter use. They argued that clinicians leave catheters in place for periods that exceed the recommended time. The practice amounts to policy violation, and there would be a need to adjust the policies. Stakeholders and researchers might take the approach and investigate the strategies of handling such situations. There are possibilities that research findings would propose a modification of the policies.

Conclusion

Catheter use remains a primary practice in hospitals, especially among in-patients. Clinicians should offer high quality services by employing the most appropriate techniques of catheter use (International Association of Clinical Research Nurses, 2010). The discussed research offers substantial insight regarding catheter use. The study had both strengths as well as shortcomings. As such, there could be considerations for the application of the findings it generated. However, such considerations would be limited in the view that the researchers failed to offer crucial basics of research such as data validation (Kuchinke, Ohmann, Yang, Salas, Lauritsen, Gueyffier, & Lejeune, 2010). Researchers might find it hard to rely on the findings without a guarantee that the methods used and the data obtained was valid and of high standard. Nevertheless, the research would propel both clinical practice and future studies.

References

Archives of Internal Medicine. (2011). Manuscript criteria and information. Retrieved from http://archinte.ama-assn

Castro, K., Bevans, M., Miller-Davis, C., Cusack, G., Loscalzo, F., Matlock, A. M., … Hastings, C. (2011). Validating the clinical research nursing domain of practice. Oncology Nursing Forum, 38(2), E72–E80. doi:10.1188/11.ONF.E72-E80

Code of Federal Regulations. (2010). Food and Drug Administration. Retrieved from http://www.accessdata.fda.gov/scripts/cdrh/cfdocs/cfcfr/CFRSearch.cfm?fr=11.10 .

Food and Drug Administration. (2010). FDA regulations relating to good clinical practices and clinical trials. Retrieved from http://www.fda.gov/ScienceResearch/SpecialTopics/RunningClinicalTrials/ucm155713.htm.

Habibzadeh, F., & Yadollahie, M. (2010). Are Shorter Article Titles More Attractive for Citations? Cross-sectional Study of 22 Scientific Journals. Croatian Medical Journal, 51(2), 165–170.

International Association of Clinical Research Nurses. (2010). International Association of Clinical Research Nurses. Retrieved from http://www.iacrn.memberlodge.org/Default.aspx?pageId=505167.

Jack, L., Hayes, S. C., Scharalda, J. G., Stetson, B., Jones-Jack, N. H., Valliere, M., … LeBlanc, C. (2010). Appraising Quantitative Research in Health Education: Guidelines for Public Health Educators. Health Promotion Practice, 11(2), 161–165.

Jeanfreau, S. G., & Jack, L. (2010). Appraising Qualitative Research in Health Education: Guidelines for Public Health Educators. Health Promotion Practice, 11(5), 612–617. doi:10.1177/1524839910363537

Krishnankutty, B., Bellary, S., Kumar, N. B. R., & Moodahadu, L. S. (2012). Data management in clinical research: An overview. Indian Journal of Pharmacology, 44(2), 168–172. doi:10.4103/0253-7613.93842

Kuchinke, W., Ohmann, C., Yang, Q., Salas, N., Lauritsen, J., Gueyffier, F., … Lejeune, S. (2010). Heterogeneity prevails: the state of clinical trial data management in Europe – results of a survey of ECRIN centres. Trials, 11, 79. doi:10.1186/1745-6215-11-79

Lu, Z. & Su, J. (2010). Clinical data management: Current status, challenges, and future directions from industry perspectives. Open Access J Clin Trials, 2010(2), 93–105.

Paiva, C. E., Lima, J. P. da S. N., & Paiva, B. S. R. (2012). Articles with short titles describing the results are cited more often. Clinics, 67(5), 509–513.

Ricard, C. M., Webster, J., Wallis, M. C., Marsh, N., McGrail, M. R., French, V. . . Whitby, M. (2012). Routine versus clinically indicated replacement of peripheral intravenous catheters: a randomised controlled equivalence trial. Lancet, 380, 1066-1074

Riva, J. J., Malik, K. M. P., Burnie, S. J., Endicott, A. R., & Busse, J. W. (2012). What is your research question? An introduction to the PICOT format for clinicians. The Journal of the Canadian Chiropractic Association, 56(3), 167–171.

Rodriguez, V. (2013). Tips on effective use of tables and figures in research papers. Editage Insights. Retrieved from http://www.editage.com/insights/tips-on-effective-use-of-tables-and-figures-in-research-papers

Sackett D. L. (2011). Clinician-trialist rounds: 4. why not do an N-of-1 RCT? Clin Trials. 2011(8), 350–352

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Arab Spring Bibliography Assignment

Arab Spring
Arab Spring

Arab Spring Bibliography

The assignment is annotated bibliography (find seven articles then summarize each article and with APA citation in half page)
1- Please try to use simple English as you can
2- My general topic is about Arab Spring
3- I need one article background about Arab’s culture
4- One article about Arab political at this certain time
5- One article about the freedom of speech in w Middle East.
6- One article regarding the law of speech in Arab world
7- One article about the use of social Media in Arab world
8- Two articles about the rule of social Media in Arab Spring
9- In the flyer the instruction of the assignment and some sample, so you have to follow it.
10- You should cite each article in the same the articles’ sample citation.
11- You have to write just the important information from each article.

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Aristotle Ethical Philosophies Essay Paper

Aristotle
                  Aristotle

Aristotle

In contrast to ethical philosophies that focus on moral obligations, pleasure, or utility, Aristotle’s ethics centers on his unique understanding of the good life, which aims at happiness or “flourishing” (eudaimonia) by means of the habitual cultivation of virtue (areté).

For this assignment, please write a short paper that examines the role of virtue in the good life by carefully comparing Aristotle’s account, given in Books 1-3 of his Nicomachean Ethics (Marino, 43
-84) with another text that describes moral virtue.
N.T. Wright, “What Am I Here For?” (Blackboard). N.T. Wright is a New Testament scholar who has written numerous books on Jesus Christ, the Apostle Paul, and the early church. This essay is from his recent book After You Believe: Why Christian Faith Matters (2012). He notes that while Christian ministers, pastors, and priests often focus on getting people to believe in Christianity, or to join the church, they are rarely able to describe how life is supposed to be different after someone believes. To address this challenge, he considers the moral teaching of the New Testament according to the category of “character,” which he believes to be synonymous with “virtue.”

Writing Instructions

This essay requires careful reading of Aristotle’s text, which is complex and often difficult to summarize. In order to make sense of Aristotle’s views, it will be important to show the connection between his main ideas, such as: happiness/flourishing (eudaimonia), virtue, habit, and the doctrine of the mean or
intermediate. This summary of Aristotle is a central part of your paper, and you should strive to write it concisely and accurately.

In writing about your comparison text, your essay should clearly explain how it relates to Aristotle’s conception of ethics. In developing this section, you
may want to consider the following questions:

  • What insights does this text provide for ethics?
  • How does this text compare to Aristotle’s understanding of virtue?
  • Does this text largely agree with Aristotle and so provide additional support for his ideas, or does it offer a criticism or an opposing position?

Suggestions for Writing a Successful Paper:

You should compose your paper as if writing for a general audience, made up of persons who are intelligent but unfamiliar with the authors or texts you are discussing.

Your introductory paragraph should clearly communicate both the topic and the thesis of your essay. The function of this introduction is to orient the reader to what you are writing about and to the position you are arguing in the paper. Your paper should also include an appropriate conclusion paragraph that sums up your argument and restates your overall position.

Although this paper is short and focuses on interpretation, it still requires that you identify and defend a clear thesis. This means that your paper should not merely be a collection of general statements or assertions about a text, nor should you simply give your opinion without offering adequate support.

Instead, you should back up your explanation with examples or evidence from the texts. In other words, you should give your readers reasons for thinking that what you are saying is accurate.

It is important to recognize the difference between thesis statements and themes/topics. A theme or topic simply names the issue under discussion in the
paper, while a thesis statement makes a claim about that issue. For example, this sentence names a theme/topic: “In this paper I will talk about Aristotle,
the New Testament, and virtue.” By contrast, this thesis statement makes a particular claim about that topic: “In contrast to Aristotle’s description of
moral virtue as cultivated by natural habit and upbringing, the New Testament presents genuine virtue as a gift of the Spirit.” For more information on thesis statements, see http://www.unc.edu/depts/wcweb/handouts/thesis.html.

Your sentences and paragraphs should clearly communicate what you are trying to say, and you should organize these in such a way that readers can easily see how your individual points relate to the paper’s overall argument. Avoid excessively informal language, contractions, sentence fragments, and run-on sentences. Also, take care to structure each paragraph around a unified and coherent theme that relates to your thesis. (For more information on writing clear and effective paragraphs, see http://www.unc.edu/depts/wcweb/handouts/paragraphs.html.

Writing a strong and successful paper requires backing up your claims with fitting quotations. There is no specific number of quotations that you should use, but in general it is better to use several brief quotations rather than a few long ones. When including a quotation, make sure that it fits in with what you are writing in a way that will be clear to your readers. In some cases, you may need to provide additional information to clarify the meaning of the
quotation.

This assignment does not require any additional research beyond the texts mentioned. However, you are welcome to use additional sources for help, provided that you cite them. You may want to consult the following online source on Aristotle: http://plato.stanford.edu/entries/aristotle-ethics/. If you are writing on Aristotle and Augustine, you may also find this page helpful (especially section four, “Ontology and Eudaimonism”)
http://plato.stanford.edu/entries/augustine/. If you consult these sources, be sure to list them (along with any other sources) in a bibliography or works
cited page, even if you did not quote them in the paper.

Formatting Guidelines

  • Please give your paper an appropriate title. (You do not need a separate title page). Include your name and the date on the first page of the paper, either
    on the top left corner or the top right corner.
  • The paper should be 3-4 pages, in 12 point Times New Roman font, with 1” margins.
  • The paper should be formatted according to the Chicago Manual of Style. (For more information on this style, see
    http://www.chicagomanualofstyle.org/tools_citationguide.html.) However, for the sake of simplicity, you may cite the texts parenthetically with the author’s name followed by the page number, as “(Aristotle, 25)” or “(Wright, 10).” You can also cite the additional chapters from Augustine’s City of God, Book XIX (on Blackboard) as “(Augustine, Ch. 25).” If you are choosing your own text, you may also cite it in parentheses with the author’s name and page number, but be sure to include the full information in the bibliography.
  • Bibliographic entries in Chicago style should be formatted as followed (this is the entry for the Wright text):
    Wright, N.T., “What Am I Here For?” in After You Believe: Why Christian Character Matters (New York: HarperOne, 2016), pp. 1-26.
  • Your bibliography should include a citation from every source that you consulted for the paper. The bibliography will not count as one of your pages.

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