Please write a 3 pages executive summary on Airbnb, Etsy, Uber: Acquiring the First Thousand Customers. I have attached the file below. Papers are to be typed, double-spaced, have a cover sheet which includes Title. You must segregate your material and use headers that tells the reader what he/she is about to read. I have attached the case file below.

Please follow this points:

* The above is the coversheet and doesn’t count as “number of pages.” Let’s see what you can do and keep the report focused – think business writing – to-the-point. Think 3 pages, not including the cover sheet. Also, Do Not state what someone else must do – YOU are the decision-maker – make the decisions! Also, you must defend your decision, e.g., hire X or market Y – ok, how? Where is the money coming from? I’ll repeat this point below.

Next, the analysis needs to address the following topics: NOTE: You MUST put headers at the beginning of each section – you are telling the reader what you are about to discuss. “Executive Summary,” etc., are the headers to be used. Further, it must be in this order and no section is combined with another, Segregate your work.

Executive Summary – a summary of your work and conclusions.

This is the first thing an executive reads but it is written last. It is not a summary of the case; it is a summary of Your work. It introduces the topic, states a key issue(s) and the proposed recommendation. It is worth of repeating – Do not summarize the case! Also, leave out phrases like –“…this case evaluates…,” “…the following essay…,” “…this essay concludes…” and similar.

Problem Statement – what problem(s) did you see, pick the key issue(s) – only state the problem(s) you will address. Pick a key problem(s) that you wish to address – there are always issues to address. Do Not explain, analyze or give a recommendation, just state the problem(s) nothing else. Short and to-the-point.

To repeat – there are always issues in the case, pick and state the problem(s) as you see them. These are the problems you will address – stay on track! State the problem(s). These are not questions, they are statements! Do not present a problem in the form of a question! Do not list facts and/or solutions or recommendations here. Make sure that you are stating a problem. Be careful not to state a solution as a problem. For example: “The problem with NYC traffic is that there are not enough parking spaces.” The “traffic problem” may have nothing to do with parking but “parking spaces” is given as a solution effectively closing off other ideas as to what the “problem” actually is.

This is the most “abused” section – many of us cannot state a problem. We most often state results and/or solutions and/or desired outcomes in the form of a problem – both are wrong. For example, someone will write as a problem “…the company’s stock dropped in value.” Sounds right, but it isn’t – it is a result of a problem. Why did the stock price drop? What did the company do (or not do) to cause it? State the cause – you now have a problem to address. Look for a “weakness” in the firm or something that they are not doing or doing poorly.

This is the Points you need to write on:

1. Summary of Facts – Summary only! – and only as they apply to the stated problem(s) being addressed.

State the facts as they apply to the problems you are addressing; do not include superfluous issues. A common failing here is noting a diatribe of facts from the case that have nothing to do with the problem stated – don’t do it. Focus your work. DO NOT analyze anything here, that is the next section – these are the FACTS upon which you are building your case.

2. Analysis of Facts – How the facts influenced the decisions.

Analyze the facts as they apply to the issues you are addressing. Surprisingly, many will write a short paragraph somehow believing that the “analysis” was really addressed under facts, that the issue is obvious, or that there was nothing left to say. These are errors. The analysis is where you demonstrate comprehension of the issues…and I don’t read minds.

3. Recommendations – As Manager/Executive/Consultant – What would YOU do, WHY, and critically HOW you will achieve it. You need to do so objectively and therefore no personalization.

This is the most important item; assuming that you were able to state a problem. First, if you do not make recommendations, the report is not accepted, or the grade will be lowered significantly. Next, do not state that the company should keep doing what is doing. Nor should you state such mundane items like “The Company should do market research to see what the market is like….” Do not simply rehash the material – your thinking and problem solving abilities are most important. Also, leave out phrases akin to “As a consultant…manager… I recommend….” Further, you must state HOW you plan to achieve the results, this almost always means a quantitative analysis. So, if you say, hire X people, advertise more, etc., you need to show How you plan to pay for this and the anticipated results, i.e., what benefit will the company garner.

Please follow this note:

NEVER note: “could have;” “should have;” or “would have” as any part of your work. Why? – It’s too late! You need to address what needs to be done to save and/or improve the company.

Other points of note:

• 1)Leave out personal pronouns (I, me, my…) – they only weaken your writing.
• 2)Do not personalize the work – stay objective
• 3)NO questions, most especially rhetorical ones, as they don’t answer anything, rely on the reader to interpret the writer’s work, tend to mislead and cause confusion.
• 4)Use Active Voice in your writing – passive voice weakens your writing and makes the points raised less clear. See the other file on “passive voice” writing.
• 5)Reminder – Use a cover sheet (see above)
• 6)The text is to be 12 point, Times Roman is nice, and leave about 1.25” on the sides and 1 inch margins on the top/bottom; double-space lines. I don’t use a ruler, these are guidelines. Excessive white space is not well-received.
• 7)Please put page numbers on the pages (cover sheet is an exception).
• 8)Do not put a header on one page and have the text start on the following page – keep the header with the text.

Module 5 – Case

Organizational Development and Change

Case Assignment

Organizational Development and Change

In this module’s Case Assignment, we will again use an experiential approach. You will engage in a personal applied case on the topic of organizational development. As in earlier modules, use the following outline to structure your 4- to 6-page paper. You may use the subtitles as headings within your paper.

Introduction: Discuss the topic of the paper and how you will approach it. It is best to write this section after you have written the rest of the paper.

Concrete Experience: Begin with a specific situation/event. Describe a change that occurred at your workplace that was significant and meaningful to you. It may have been an extraordinarily good experience—or it may have been an experience that did not work out very well at all! The important point is that it should be an experience which you would like to understand better. Be objective and focus on just the facts: who, what, where, when, and how—as if you were composing a newspaper article.

Reflective Observation: Reflect upon that change experience from multiple perspectives of persons involved or affected in the organizational change. Step back from the situation, look at the organizational change from your own viewpoint, and from the perspective of all other parties involved or affected. You want to look at the circumstances surrounding the experience from every relevant point of view. Why did you react and behave the way that you did? Why did others behave the way that they did? Did others have the same positive (or negative) experience? Explain. (Note: your discussion of theories and models from your module materials belongs in the following section.)

Abstract Conceptualization: Use critical thinking skills in order to understand and interpret the change experience at a deeper, more generalizable level. Interpret and understand the events you have described by drawing on the concepts, theories, and models in the background material from this module. Explain how they apply to your experience. For example, what steps in the change process were undertaken in the change process you experienced. Which Organizational Development technique, if any, was applied and used in your actual experience? Which Organizational (OD) Development technique do you think should have been applied and why? Compare the actual experience with the change plan you develop from your chosen OD technique. Be sure to apply at least three concepts, theories, and/or models and cite all references to concepts, ideas, and/or quotes that you use from any outside source.

(This Abstract Conceptualization section is the “heart” of your paper. Using critical thinking skills, provide a clear, specific discussion on the logic, theories, and models and how they apply to your experience.)

Active Experimentation: Identify ways to respond to the next occurrence of a similar experience. What have you learned about the way organizational development and change can take place from this analysis? What have you learned from any mistakes? How are you going to put what you have learned to use? What actions will you take to lead effective change at a business or organization?

Conclusion: Sum up the main points of your analysis and the key learning you are taking from it.

Reference List: List all references that you have cited in the paper using APA formatting. References include materials from the required background readings as well as any outside internet or library sources you used in researching and writing your paper.

Assignment Expectations

Your paper will be evaluated using the criteria as stated in the Case rubric. The following is a review of the rubric criteria:

• Assignment-Driven: Does the paper fully address all aspects of the assignment? Is the assignment addressed accurately and precisely using sound logic? Does the paper meet minimum length requirements?
• Critical Thinking: Does the paper demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the paper address the topic with sufficient depth of discussion and analysis?
• Business Writing: Is the essay logical, well organized and well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included? Are paraphrasing and synthesis of concepts the primary means of responding, or is justification/support instead conveyed through excessive use of direct quotations?
• Effective Use of Information: Does the submission demonstrate that the student has read, understood and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality (library?) sources? Do additional sources used provide strong support for conclusions drawn, and do they help in shaping the overall paper?
• Citing Sources: Does the student demonstrate understanding of APA Style of referencing, by inclusion of proper citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the Background page, the assignment readings, and outside research) been included, and are these properly cited? Have all sources cited in the paper been included on the References page?
• Timeliness: Has the assignment been submitted to TLC (Trident’s learning management system) on or before the module’s due date?

Module 5 – Background

Organizational Development and Change

Action Research

Organizational Development refers to the theory and practice of how organizational leaders can implement interventions that lead to effective organizational change and improve organizational performance. Organizations consist of multiple departments, managers, and individual employees each with their own issues. Each industry also has its own sets of concerns. Diagnosing the problems faced by an organization can be a very difficult task.

Fortunately, there are techniques available to help both diagnose problems faced by organizations as well as find solutions to these problems. The basic building block for Organizational Development is a technique called Action Research.

A good place to start is this introductory video on organizational development:

Weiher, A. (2014). Artifact: Organization Development. https://www.youtube.com/watch?v=x9iLMsogoR0

To supplement the video, read the following introductory book chapter. Pay special attention to the section on action research as applied to organizational development which starts on page 20:

McLean, G. N. (2006). Chapter 1: What is organization development? Organization Development: Principles, Processes, Performance. San Francisco: Berrett-Koehler Publishers. [EBSCO eBook Collection. In the EBSCO book collection

Now read up in more detail on action research with the following two chapters:

Haneberg, L. (2005). Chapter 3: The action research approach to change. Organization Development Basics. Alexandria, VA: American Society for Training & Development. [EBSCO eBook Collection]

Lurey, J. & Griffin, M. (2013). Section 2: Chapter 4: Action research: The anchor of OD practice. In Vogelsang, J. (ed). Handbook for Strategic HR: Best Practices in Organization Development from the OD Network. Saranac Lake, NY, USA: AMACOM Books, pp. 46-52. [EBSCO eBook Collection]

Large Scale Intervention

Organizational Development also involves large-scale organizational change. A key contribution of organizational development is identifying the value of the wide range of opinions and information that a large number of employees at different levels of the organization can provide. Rank-and-file employees and mid-level managers will certainly be more likely to go along with any change decision if they have input. For any large-scale change, valuable information and input can be obtained if a wide range of employees are involved in the planning process.

However, it can be very difficult to involve a large number of employees in a decision-making process. There is always the danger of “too many cooks spoiling the broth” or an inability to reach some type of agreement. Fortunately, Organizational Development experts have created several techniques called Large Group Interventions that are specially designed to involve a larger number of employees in an organizational change process. Large Group Interventions typically involve holding a conference for two or three days with a large number of participants.

There are quite a few Large Group Interventions that are widely used. For this module, we will be focusing primarily on two techniques. Future Search is a relatively focused and structured method developed by Sandra Janoff and Marvin Weisbrod. The focus of Future Search is “getting the whole system in the room” and involving representatives of key stakeholder groups within the organization to find common ground on what kind of future is desired for the organization and how to reach this desired future outcome.

Another method that we will cover is Open Space Technology. This method is less structured and much more informal than Future Search. Open Space Technology can involve a huge number of participants, and also allows any participant to come up with an idea for discussion. Any participant can propose a discussion topic and schedule a time and place for discussion during the two or three days of the Open Space Technology conference. After sessions are scheduled, participants can pick and choose which sessions to attend. The choice of topics discussed as well of the schedule of an Open Space Technology conference are set almost entirely by the participants. At the end of the conference, reports and recommendations from each session are shared with all of the participants.

For background on organizational development through large-scale intervention, view these two videos for a basic introduction to the large group intervention methods Open Space Technology and Future Search. These are short animated videos that will explain the basics of these methods.

Pashley, S. (2012). Open Space. NHS Research and Development Forum. https://www.youtube.com/watch?v=4vEBcr_YkHU

Kaapz. (2010). Kaapz and Future Search https://www.youtube.com/watch?v=yfTHKwvAbiA

Now read these two articles for a basic overview of large group interventions such as Future Search and Open Space Technology:

Nixon, B. (1998). Creating the futures we desire – getting the whole system into the room: Part I. Industrial and Commercial Training, 30(1), 4-11. [ProQuest]

Leith, M. (1996). Organizational change and large group interventions. Career Development International, 1(4), 19-23. [ProQuest]

Finally, take a closer and more detailed look at Future Search and Open Space Technology with these final two readings:

Norum, K. E. (2005). Chapter 15: Future Search conversation. In Dialogue as a Means of Collective Communication (pp. 323-333). Springer Science & Business Media B.V. / Books. [Business Source Complete]

Rogers, J. (2010). Large group interventions. Facilitating Groups. Maidenhead: McGraw-Hill Education. Pp. 98-104 [EBSCO eBook Collection. Note: this is a section at the end of Chapter 3

Appreciative Inquiry

Another organizational development technique is called Appreciative Inquiry (AI). AI is an alternative approach to Action Research. Usually standard Organizational Development techniques focus on identifying problems. AI involves a considerably different approach. Instead of focusing on problems, AI involves identifying what has worked well in an organization in the past. An AI consultant might collect information from employees on what has worked well in the past, and then work with the team or organization to build upon these positive aspects. It is not clear if AI is preferable to standard OD techniques in all situations, but it is nonetheless a useful alternative approach that has become widely popular and worthwhile to learn about and consider.

To start, view this short introduction to the basic concept of Appreciative Inquiry:

Hayes, J. (2009). Appreciative inquiry. Aarhus School of Business https://www.youtube.com/watch?v=BqHeujLHPkw

Now take a look at this slightly more detailed video. Pay close attention to the discussion of the “4D Model” towards the end of the video:

Kelm, J. (2011). What is Appreciative Inquiry? Appreciative Engagement. https://www.youtube.com/watch?v=ZwGNZ63hj5k

Now take a close look at these two short but important articles which provide direct comparisons between Appreciative Inquiry and traditional Organizational Development techniques as well as some of the main advantages and disadvantages of Appreciative Inquiry:

Venter, J. (2010). Appreciative inquiry. Accountancy SA, , 42-44. [ProQuest]

Zemke, R. (1999). Don’t fix that company! Training, 36(6), 26-33. [ProQuest]

Finally, read up in more detail with these more comprehensive chapters on Appreciative Inquiry. For the first of these readings, pay special attention to Table 1 and the comparison between Appreciative Inquiry and traditional Action Research (Deficit-Based) problem solving methods. For the second reading, pay special attention to the discussion of what is involved in each of the “4 D” steps:

Whitney, D. K., & Trosten-Bloom, A. (2010). Chapter 1: What is Appreciative Inquiry? The Power of Appreciative Inquiry: A Practical Guide to Positive Change. San Francisco: Berrett-Koehler Publishers. [EBSCO eBook Collection]

Lewis, S., Passmore, J., & Cantore, S. (2016). Chapter 4: Appreciative inquiry: How do you do it? In Appreciative inquiry for change management: Using AI to facilitate organizational development. London: Kogan Page. [EBSCO eBook Collection]

Required Reading

Haneberg, L. (2005). Chapter 3: The action research approach to change. Organization Development Basics. Alexandria, VA: American Society for Training & Development. [EBSCO eBook Collection]

Hayes, J. (2009). Appreciative inquiry. Aarhus School of Business https://www.youtube.com/watch?v=BqHeujLHPkw

Kaapz. (2010). Kaapz and Future Search https://www.youtube.com/watch?v=yfTHKwvAbiA

Kelm, J. (2011). What is Appreciative Inquiry? Appreciative Engagement. https://www.youtube.com/watch?v=ZwGNZ63hj5k

Leith, M. (1996). Organizational change and large group interventions. Career Development International, 1(4), 19-23. [ProQuest]

Lewis, S., Passmore, J., & Cantore, S. (2016). Chapter 4: Appreciative inquiry: How do you do it? In Appreciative inquiry for change management: Using AI to facilitate organizational development. London: Kogan Page. [EBSCO eBook Collection]

Lurey, J. & Griffin, M. (2013). Section 2: Chapter 4: Action research: The anchor of OD practice. In Vogelsang, J. (ed). Handbook for Strategic HR: Best Practices in Organization Development from the OD Network. Saranac Lake, NY, USA: AMACOM Books, pp. 46-52. [EBSCO eBook Collection]

McLean, G. N. (2006). Chapter 1: What is organization development? Organization Development: Principles, Processes, Performance. San Francisco: Berrett-Koehler Publishers. [EBSCO eBook Collection. In the EBSCO book collection

Morris, D. (2011) AI in business renewal: Turning around a manufacturing Division at John Deere. Retrieved from http://www.davidcooperrider.com/wp-content/uploads/2011/11/John-Deere-Case3-1x.pdf

Nixon, B. (1998). Creating the futures we desire – getting the whole system into the room: Part I. Industrial and Commercial Training, 30(1), 4-11. [ProQuest]

Norum, K. E. (2005). Chapter 15: Future Search conversation. In Dialogue as a Means of Collective Communication (pp. 323-333). Springer Science & Business Media B.V. / Books. [Business Source Complete:

Pashley, S. (2012). Open Space. NHS Research and Development Forum. https://www.youtube.com/watch?v=4vEBcr_YkHU

Rogers, J. (2010). Large group interventions. Facilitating Groups. Maidenhead: McGraw-Hill Education. Pp. 98-104 [EBSCO eBook Collection. Note: this is a section at the end of Chapter 3

Venter, J. (2010). Appreciative inquiry. Accountancy SA, , 42-44. [ProQuest]

Weiher, A. (2014). Artifact: Organization Development. https://www.youtube.com/watch?v=x9iLMsogoR0

Whitney, D. K., & Trosten-Bloom, A. (2010). Chapter 1: What is Appreciative Inquiry? The Power of Appreciative Inquiry: A Practical Guide to Positive Change. San Francisco: Berrett-Koehler Publishers. [EBSCO eBook Collection]

Zemke, R. (1999). Don’t fix that company! Training, 36(6), 26-33. [ProQuest]

Optional Reading

Weisbord, M. R., & Janoff, S. (2010). Future Search: Getting the Whole System in the Room for Vision, Commitment, and Action. San Francisco: Berrett-Koehler Publishers [EBSCO eBook Collection]

Owen, H. (2008). Open Space Technology: A User’s Guide (3rd Edition). Williston, VT, USA: Berrett-Koehler Publishers. [EBSCO eBook Collection]

Cooperrider, D. L., Whitney, D. K., & Stavros, J. M. (2008). Appreciative Inquiry Handbook: For Leaders of Change. Brunswick, OH: Berrett-Koehler Publishers. [EBSCO eBook Collection]

Morris, D. (2011) AI in business renewal: Turning around a manufacturing division at John Deere. Retrieved from http://www.davidcooperrider.com/wp-content/uploads/2011/11/John-Deere-Case3-1x.pdf

Global Markets – Sales and Marketing

Global marketing is the process of
planning, producing, placing, and promoting a company’s products or
services in a global marketplace. While this may include having offices
or manufacturing sites around the world, the Internet has made it
possible for even small businesses to engage in the international market
without the expense of overseas sites.

Read the following in the assigned text:

Chapter 7: Understanding and Reaching Global Consumers and Markets

Complete the Lynda.com tutorial: International Marketing Fundamentals

Complete the Lynda.com tutorial: Global Strategy

Global Marketing and Global Marketing Strategies

Why would a company be concerned about global marketing? What are
some examples of global marketing strategies? What happens when global
marketing does not work? What are the results for the company?

Requirements:

• Minimum Page Length – 2 full pages (excluding title/header and
  reference list); 12-point Times New Roman; double spaced; and page
  numbering.
• Please be sure to answer the entire question to receive maximum credit for this task.
• Use and include information from the weekly course content and
  outside sources to support the conclusions contained in the paper.
• All sources should be cited in proper APA format (in-text citations and a reference list).

DISCUSSION 1: Social and Environmental Responsibility

Please read the following background and submit a response to the questions at the end of this information. Thanks!

Topical Discussion: Social and Environmental Responsibility

The movie, “Wall Street”, which came out in 1987, was a popular movie, starring Michael Douglas. Have a look at the following video clip. (right click on the “link”)

Link (Links to an external site.)

Is this a legitimate way to approach your work?

Some Recent Events:

• Trump pulled out of the Paris Accord on Climate Change
• Apple has over $250 billion in cash in tax havens in Jersey and Ireland
• Climate change is happening along with recent hurricanes, floods and record temperatures
• Major corporations apparently looking beyond immediate profit as the only goal: Oil companies, mission statements, accords, etc.
• China took some steps in terms of spending to create alternative fuel sources and stated coal use would decrease by 30% in coming years (?)
• France, India, UK, Norway all stated a coming end to fossil fuel cars, with the idea to speed up electric car manufacturing
• Electric batteries and storage systems are dropping in price and becoming more available.
• Big names, Elon Musk, Mark Zuckerberg have made socially aware type pronouncements. Bill Gates is famous for charity work
• The “Me Too” movement is putting greed and power up on display as morally corrupt affecting many industries and politics
• Millennials and Generation Z consumers are described as focused on purpose, meaning and social responsibility

The company, Patagonia made the statement, “We believe the environmental crisis has reached a critical tipping point. Without commitments to reduce greenhouse gas emissions, defend clean water and air, and divest from dirty technologies, humankind as a whole will destroy our planet’s ability to repair itself. At Patagonia, the protection and preservation of the environment isn’t what we do after hours. It’s the reason we’re in business and every day’s work”.

Patagonia’s Mission Statement

Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis.

Our Reason for Being

Patagonia grew out of a small company that made tools for climbers. Alpinism remains at the heart of a worldwide business that still makes clothes for climbing – as well as for skiing, snowboarding, surfing, fly fishing, paddling and trail running. These are all silent sports. None require a motor; none deliver the cheers of a crowd. In each sport, reward comes in the form of hard-won grace and moments of connection between us and nature.

Our values reflect those of a business started by a band of climbers and surfers, and the minimalist style they promoted. The approach we take towards product design demonstrates a bias for simplicity and utility.

For us at Patagonia, a love of wild and beautiful places demands participation in the fight to save them, and to help reverse the steep decline in the overall environmental health of our planet. We donate our time, services and at least 1% of our sales to hundreds of grassroots environmental groups all over the world who work to help reverse the tide.

We know that our business activity – from lighting stores to dyeing shirts – creates pollution as a by-product. So, we work steadily to reduce those harms. We use recycled polyester in many of our clothes and only organic, rather than pesticide-intensive, cotton.

Staying true to our core values during thirty-plus years in business has helped us create a company we’re proud to run and work for. And our focus on making the best products possible has brought us success in the marketplace.

Discussion:

Please comment on: The “Wall Street” clip.

Also, please comment on Patagonia’s approach: Would you prefer to buy from a company like this, even pay more for their products over another company’s? If so, how much more? What if a Patagonia shirt cost $59.00 and an equivalent shirt from Macy’s is priced at $30.00. Is this price differential worth supporting Patagonia’s business approach?

1)Does your company (or school) have a current disaster recovery plan? What are some of the activities involved in it? Do you feel confident that your company (or school) is prepared to survive a major disaster? Why or why not?

2)Discuss the issue of securing backups. There have been several incidents lately in which backup media containing personal customer information were lost or stolen. How should backup media be secured? What about off-site storage of backups?

3)Discuss the advantages and disadvantages of each type of testing. When is each type of testing appropriate? Are there situations that preclude the use of a particular type of testing?

DQ requirement: you must post one additional post during the week. I recommend your initial posting to be between 200-to-300 words. The replies to fellow students and to the professor should range between 100-to-150 words. All initial posts must contain a properly formatted in-text citation and scholarly reference.