Apply your purpose/philosophy to the “how” of education as you write about instructional practice.

Using at least one reference from any source of your choosing,

discuss your personal beliefs about how learners come to know truth;

what causes learning to occur; what you will implement in the classroom;

what pedagogical practices, instructional strategies, or methods you

will tend to use most frequently; and what you hope to accomplish by

using these strategies.

use week 3 data to handle the questions as posted on Ashford’s University wall. The data will still be used for Week 10

I have attached the previous paper that correlates to this next paper

In this report, you will discuss factors that may affect current and future performance of the chosen company. Based on what you know about the organization’s financial health and performance, you will then forecast future performance of the company for each of the next three years. Prompt: After having evaluated the company’s financial health, you should research and assess the company’s strategic priorities and behavior. You should investigate internal risks and non-monetary factors that may affect current and future performance and decisions. To justify your findings and projections, you will need to produce accurate and relevant data tables, explaining how the numbers were informed by existing information and modeling different scenarios. IV. Success Factors and Risks. Use this section to discuss the factors that may affect current and future performance. Specifically: A. How do the organization’s financial and strategic priorities affect accounting procedures and business decisions? How might that affect business success? For example, is management growth-oriented or efficiency-oriented? What is the organization’s approach to risk and short- versus long-term planning horizons? B. How might the organization better capitalize on non-financial factors such as market share, reputation, human resources, physical facilities, or patents? Support your response with relevant research and analysis. C. What are the most significant internal risks to the company’s financial performance? Give evidence to support your response. For example, is the company vulnerable to technological changes or cyber-attacks? Loss of high-talent personnel? Production disruptions? V. Projections. Based on what you know about the organization’s financial health and performance, forecast its future performance. In particular, you should: A. Project the organization’s likely consolidated financial performance for each of the next three years. Support your analysis with an appendix spreadsheet showing actual results for the most recent year, along with your projections and assumptions. Remember, your supervisor is interested in fresh perspectives, so you should not just replicate existing financial statements, but should add other relevant calculations or disaggregations to help inform decisions. B. Modify your projections for the coming year to show a best- and worst-case scenario, based on the potential success factors and risks you identified. As with your initial projections, support your analysis with an appendix spreadsheet, specifying your assumptions and including relevant calculations and disaggregations beyond those in existing financial reports. C. Discuss how your assumptions, forecasting methodology, and information gaps affect your projections. Why are your projections appropriate? For example, are they consistent with the organization’s mission and priorities? Aggressive but achievable? How would changing your assumptions change your projections? Rubric Guidelines for Submission: Your Success Factors, Risk, and Projections report should be approximately 2–4 pages long (excluding title page, spreadsheets and graphs, and references list). It should be double spaced, with 12-point Times New Roman font and one-inch margins, and should use the latest guidelines for APA formatting for references and citations. Please also include your name, course name, and submission date on the title page.

What, in your opinion, is the message the story is trying to convey?

From: Wilkinson A. It’s not fair. London, Christian Aid, 1985:72

There was once a factory which employed thousands of people. Its production line was a miracle of modern engineering, turning out thousands of machines every day. The factory had a high accident rate. The complicated machinery of the production line took little account of human error, forgetfulness, or ignorance. Day after day men and women came out of it with squashed fingers, cuts, and bruises. Sometimes a man would lose an arm or leg. Occasionally someone was electrocuted or crushed to death.

Enlightened people began to see that something needed to be done. First on the scene were the churches. An enterprising minister organized a small first aid tent outside the factory gate. Soon, with the backing of the Council of Churches, it grew into a properly built clinic, able to give first aid to quite serious cases, and to treat minor injuries. The town council became interested together with local bodies like the Chamber of Trade and the Rotary Club. The clinic grew into a small hospital, with modern equipment, an operating theatre, and a full time staff of doctors and nurses. Several lives were saved. Finally the factory management, seeing the good that was being done, and wishing to prove itself enlightened, gave the hospital its official backing, with unrestricted access to the factory, a small annual grant, and an ambulance to transport serious cases from workshop to hospital ward.

But year-by-year, as production increased, the accident rate continued to rise. More and more men and women were hurt or maimed. And, in spite of everything the hospital could do, more and more people died from the injuries they received.

Only then did some people begin to ask if it was enough to treat people’s injuries, while leaving untouched the machinery that caused them.