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DB FPX 8840 Assessment 4

Leave a Comment / DB FPX Assessments, Capella University, DB-FPX8840 / James Alstott

DB FPX 8840 Assessment 4 Student Name Capella University DB-FPX8840 Seminar: General Management Topic Development Professor Name Submission Date [blur_section id=”postDownload” button=”Free Download” form_id=”e9df100″] Access the complete assessment document in PDF format: DB FPX 8840 Assessment 4 [/blur_section] References for DB FPX 8840 Assessment 4 [blur_section id=”postinstructions” button=”Grab Capella References” form_id=”b4ab3ac”] Find all references listed in Section 1 of the PDF. [/blur_section]

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DB FPX 8840 Assessment 3

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DB FPX 8840 Assessment 3 Student Name Capella University DB-FPX8840 Seminar: General Management Topic Development Professor Name Submission Date [blur_section id=”postDownload” button=”Free Download” form_id=”e9df100″] Content coming soon. [/blur_section] References for DB FPX 8840 Assessment 3 [blur_section id=”postinstructions” button=”Grab Capella References” form_id=”b4ab3ac”] References coming soon. [/blur_section]

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DB FPX 8840 Assessment 2

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DB FPX 8840 Assessment 2 LEVERAGING MACHINE LEARNING ALGORITHMS to LOWER FRAUDULENT ACTIVITIES By Student name DB-FPX8840 Seminar: General Management Topic Development Professor Name Submission Date Insert the correct Dean’s name and credentials. School of _____ A Capstone Work Presented in Partial Fulfillment Of the Requirements for the Degree Insert correct degree designation Capella University Month & year of dean’s approval © Learner name, year [blur_section id=”postDownload” button=”Free Download” form_id=”e9df100″] Abstract The aim of the abstract is to present an accurate and brief summary of the important aspects of your capstone project. Prepare the abstract in the form of a lump-sum paragraph with no first-line indent. Discuss the following areas (not more than 400 words). Summary of Research topic (1-5 sentences): a summary of your capstone research topic. State the justification of your research and why the research the capstone deals with is necessary. Cite your research questions, including the same words that you used in your capstone sections. Method of the research (1-2 sentences). Overview of the research process employed in the study. Population and sample (1- 2 sentences). Talk about the population and sample, with high-level demographic data about your participants. In case it was secondary data, explain the data set. Data analysis (1-2 sentences): A summary of your data analysis. Findings (1-3 sentences): A summary of your research findings and conclusion(s). Explain the practical implications of your project and deliverables that you produced. Recommendations on writing a good abstract. (a) The abstract can be considered representative of your work. Your abstract will be examined to enable the researcher to decide whether your article is worth reading and to consider it in relation to their literature review. Your field colleagues will read your abstract so that they can understand more about the nature and quality of your doctoral work. Therefore, the abstract is a documentation of your level of doctoral work. (b) Appendix: further specifications to write an abstract are in sections 3.3 of the APA Publication Manual, 7th edition, or at Campus at Academic Writer, https://academicwriter-apa-org.library.capella.edu/learn/browse/QG-59?group=All&view=list&term=abstract&sort=asc (c) References are generally not used in the abstract, as the focus is on the study, the research, and the findings. FParagraph and Page Formatting for the Abstract. Prepare the abstract in a single block (in one paragraph) (do not indent the first line) and use one-half space between sentences. Left hand flush, ragged right. No justification of the right margin. Headings, bullets, and bold should not be used. The Abstract page is not numbered, and the word Abstract is not present in the Table of Contents. Dedication This dedication page is optional. It is your acknowledgment, indicating your appreciation and respect for significant individuals in your life. The dedication is personal; thus, any individuals named are frequently unrelated to the topic of the capstone. Typically, learners dedicate the work to the one or two individuals who instilled the value of education and the drive to succeed in educational pursuits. Learners often dedicate capstones to relatives, immediate family, or significant individuals who have supported them or played a role in their lives. Avoid identifying participants or anyone connected with the research site. You may use individuals’ titles with no name (e.g., “Thanks to the research director and site proctor for their help”). Or you may name individuals without connecting them to the site (e.g., “Thanks to Abdul Ibrahim and Mary Carson for their help”). Typically, avoid naming the site. Note: if the Abstract runs onto a second page, change the page number of the Dedication to 4. Acknowledgments This recognition page is not compulsory. The acknowledgements do not act like the dedication in that they consider people who helped with your academic work, as about the advanced doctoral manuscript, or who served in your academic career, as it pertains to the research of the advanced doctoral manuscript. This could imply a mentor and a committee member, advisor, online or colloquia faculty, and other support individuals at Capella or other organizations. In case you were supported by fellowships, grants, or other organizational assistance, you should state it in this section. The credit is also suitable to give credit to statisticians, transcriptions, permission to use an instrument, and the like. Do not name the participants or anybody related to the research site. You can also use the name of individuals with no title (e.g., thanks to the research director and site proctor, their assistance). Or you can call people without relating them to the site (e.g., “Thanks to Abdul Ibrahim and Mary Carson for helping them out). Generally, you should not give the name of the site. The learners tend to appreciate whoever has granted them the right to use an instrument. Table of Contents Acknowledgments………………………………………………………………………………………………… 4 List of Tables……………………………………………………………………………………………………….. 7 List of Figures……………………………………………………………………………………………………… 8 SECTION 1. PROJECT DESCRIPTION……………………………………………………………….. 9 Overview of the Project………………………………………………………………………………………… 9 Problem Statement and Purpose……………………………………………………………………………… 9 Theoretical Framework………………………………………………………………………………………….. 9 Project Context…………………………………………………………………………………………………….. 9 Historical Background and Current Trends……………………………………………………………. 9 Synthesis of the Scholarly Literature…………………………………………………………………….. 9 Synthesis of the Practitioner Literature………………………………………………………………….. 9 Alignment of the Project With the Literature and Discipline……………………………………. 9 SECTION 2. PROCESS……………………………………………………………………………………… 10 Project Questions………………………………………………………………………………………………… 10 Project Design/Method………………………………………………………………………………………… 10 Stakeholders, Participants, and Target Audience…………………………………………………….. 10 Role of the Researcher………………………………………………………………………………………… 10 Project Study Protocol………………………………………………………………………………………… 10 Sample…………………………………………………………………………………………………………….. 10 Data Collection………………………………………………………………………………………………… 10 Ethical Considerations…………………………………………………………………………………………. 10 Data Analysis…………………………………………………………………………………………………….. 10 SECTION 3. FINDINGS AND APPLICATION………………………………………………….. 12 Relevant Outcomes and Findings…………………………………………………………………………. 12 Application and Benefits……………………………………………………………………………………… 12 Implications……………………………………………………………………………………………………….. 12 Recommendations for Policy……………………………………………………………………………… 12 Recommendations for Practice…………………………………………………………………………… 12 Recommendations for Future Work…………………………………………………………………….. 12 Conclusion…………………………………………………………………………………………………………. 12 REFERENCES………………………………………………………………………………………………….. 13 APPENDIX A. TITLE OF APPENDIX A……………………………………………………………. 14 APPENDIX B. TITLE OF APPENDIX B……………………………………………………………. 15 List of Tables Table 1. Set Table and Figure Titles in Title Case………………………………………………………… xx Table 2.. Title ………………………………………………………………………………………………………….. xx List of Figures Figure 1. Set Table and Figure Titles in Title Case………………………………………………………… xx Figure 2. Title ………………………………………………………………………………………………………….. xx SECTION 1. PROJECT DESCRIPTION Overview of the Project The digital era has been accompanied by a new era of previously unseen convenience of financial transactions, but has also contributed to the increased scale of financial fraud in the United States. The financial industry is constantly combating […]

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DB FPX 8620 Assessment 5 Signature Assessment Harvard Business Review Summit Virtual Presentation

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DB FPX 8620 Assessment 5 Signature Assessment Harvard Business Review Summit Virtual Presentation Student name Capella University DB-FPX8620 High Performance Leadership Professor Name Submission Date [blur_section id=”postDownload” button=”Free Download” form_id=”e9df100″] Signature Assessment – Harvard Business Review Summit Virtual Presentation Slide 1 My name is ________, and this is a presentation of a signature assessment of the Harvard business review summit virtual presentation. Slide 2 The digital environment is currently changing at an alarming rate and requires leadership methods that foster flexibility, creativity, and organizational resiliency. The digital transformation currently defines the competitive advantage in all industries, and high-performance leadership is an essential strategy in institutions that aim at long-term development. The need creates significance in the efforts to align the use of technology with human ability, inclusive cultures, and progressive management practices that enhance collective intelligence (Qiao et al., 2024). To adopt advanced analytics, AI-powered decision support, and collaborative digital systems, organizations need leaders who can combine technological progress and ethical governance, talent management, and strategic agility. This alignment enables a solid performance, employee buy-in, and a culture that can overcome uncertainty with self-confidence. Overview Slide 3 It will discuss the basic principles of leadership to achieve digital progress, the guidelines to successful development of high-performance leaders, the principles of inclusive leadership to use diversity, and the necessity of coaching in the support of innovative and highly-performing teams. Further emphasis will be made on audience-oriented engagement strategies that would help to develop learning based on interactive experiences and practitioner-based examples. The areas of focus help to have an all-inclusive view of how effective leadership can fast-track the pace of digital transformation, besides enhancing organizational competencies. Altogether, the offered insights are expected to help leaders, scholars, and stakeholders to create environments where innovation can survive, and digital transformation initiatives can bring significant, sustainable change. High-Performance Leadership Fundamentals for Driving Digital Change Slide 4 Digital transformation needs high-performance leadership, which is the combination of strategic clarity, psychological safety, and adaptive decision-making, all in a disciplined way. Leaders communicate a strong vision of change in technology by allowing dynamism in responding to emerging issues and market dynamics (Torres et al., 2025). The focus on experimentation, learning through trials, and data-driven decisions is essential to provide organizations with a chance to capitalize on the opportunities and reduce risks in the process of digital adoption. The studies point out that a strong leader integrates the sociotechnical systems by combining the abilities of the high-order technologies with human expertise, strengthening the governance, transparency, and responsible use of AI (Mikalef and Gupta, 2021). With clarity of purpose, leaders will build resilience, and strategic goals can be attained even in the face of a fast-changing technological world. Building Collaborative and Knowledge-Sharing Cultures Slide 5 The leaders who are high-performance create an environment that encourages knowledge sharing, cross-functional work, and communal problem-solving. Groups with leaders who are conscious of transparency and psychological safety are more agile and innovative, and they are more operationally effective. The organizational culture where people work together and learn promotes a quicker pace of adopting advanced tools, the absence of silos, and decreased resistance to change. Executives who are more focused on staff training and ethical accountability will build an environment where staff feel capable of working with AI-powered technologies ethically (Torres et al., 2025). These cultural underpinnings are the basis of successful implementation of technology without losing track of the organizational values and performance goals. Real-World Applications across Industries Slide 6 Real-world examples of high-performance leadership and its effect on digital outcomes are presented. The organizations providing financial services that deployed AI-based risk analytics reported a higher accuracy in the detection of fraud upon leaders investing in workforce preparedness, cross-team data fluency, and ethical protection (Przegalinska et al., 2024). Health care facilities that incorporated hybrid human-AI models had better diagnostic accuracy when the leadership was concerned with training, stakeholder engagement, and change management. The study of high-reliability industries (such as the aviation sector) demonstrates that executives focused on the importance of continuous learning, systems thinking, and adaptive decision-making can meet the standard of digital maturity and operational safety (Mennella et al., 2024). High-performance leadership, hence, offers the necessary point of sustainability in digital transformation by integrating people-focused approaches with innovative technology to establish environments in which innovation is at its peak and organizational objectives are achieved each and every time. Best Practices for Developing High-Performance Leaders Slide 7 The development of high-performance leaders thrives well in an environment where organizations have established organized learning pathways that have incorporated practical and scenario-based experiences. The adaptive judgment, systems thinking, and uncertainty-based decision making are enhanced through experiential learning opportunities, rotational assignments, and simulation exercises (Mikalef & Gupta, 2021). Leaders become more familiar with the organizational intricacies and online ecosystems in addition to developing the ability to react to technological upheavals. Open communication systems and governance presence facilitate the shared ownership of innovation goals, which makes leaders connect individual effort to the larger strategic goals (Mennella et al., 2024). In these ways, organizations develop leaders who are able to operate within fast-changing digital environments without losing operational transparency and responsibility. Real-World Applications across Sectors Slide 8 Practical experience shows that the targeted development strategies become highly effective in expediting the results of digital transformation. Financial institutions that introduced AI-based operations had invested in up-skilling that focused on data literacy and cross-functional teamwork, along with accountability in automation. Executives who had been introduced to the development strategies had an elevated level of confidence, better ethical decision-making, and the ability to reduce fraud to a greater extent, as well as improve customer experiences (Przegalinska et al., 2024). The analogous approaches were used by healthcare organizations, with senior clinicians going through leadership academies, acquiring skills to coordinate hybrid human-AI workflows. The interventions identified helped increase the diagnostic accuracy, more effectively organize care, and enhanced the adoption of practices that utilized technology. The industry-specific findings point to the fact that well-organized leader development directly converts into tangible organizational performance benefits. Coaching and Reflective Practice Slide 9 Coaching […]

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DB FPX 8620 Assessment 4 Business Project Idea: Developing a Business Study

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DB FPX 8620 Assessment 4 Business Project Idea: Developing a Business Study Student Name Capella University DB-FPX8620 High Performance Leadership Professor Name Submission Date [blur_section id=”postDownload” button=”Free Download” form_id=”e9df100″] Introduction The adoption of artificial intelligence (AI) in financial services remains booming at an accelerated rate, with its use extending to risk assessment, fraud detection, customer analytics, and workforce optimization. Worldwide investment in AI in the financial services industry, such as banking and insurance, is set to grow to about 97 billion dollars by 2027, with AI-powered automation in the process of increasingly improving operational efficiency; some institutions are reporting cost savings of an average of 45 percent across automated processes (Vukovic et al., 2025). The growing dependence on AI-based mechanisms promotes the requirement of a powerful executive management that could overcome regulatory requirements, ethical issues, and organizational problems that relate to the implementation of algorithmic decision-making systems (Cajueiro and Celestino, 2025). The modern literature focuses on leadership frameworks founded on the combination of governance schemata with innovation-based approaches to deal with AI in a responsible manner that does not have detrimental effects on facilitating competition development. The given research is focused on detecting leadership practices that allow effective human-AI cooperation in the context of digital transformation. An effective AI leadership framework is entailed in long-term financial growth and strategic sustainability. Problem of Practice The overall issue is that AI-enhanced finance services are becoming more complicated and thus require the creation of new leadership structures that can regulate the sophisticated digital services without affecting performance at the strategic level. Numerous financial institutions are still increasing AI use in risk management, fraud detection, and credit rating, but leadership skills do not keep up with the fast development of AI systems. It has been demonstrated that the lack of executive supervision is one of the factors that increase the risk of algorithmic bias, cybersecurity risks, and subpar adherence to regulations (Cremer et al., 2022; Konopik et al., 2021). Consequently, the integration of AI into an organization is dangerous in the absence of a strategic orientation based on excellent leadership practices. The identified issue is the lack of a clear leadership strategy that can facilitate efficient human and AI cooperation in the case of the digital transformation of the financial sector. Researchers have indicated that numerous financial organizations are overly dependent on automation without having governance systems to mitigate analytical solutions, together with ethical controls and human discretion (Aslam et al., 2025). Teams of leaders tend to use AI tools to make operations more efficient, but the organization is not adjusted to them, and the employees cannot use AI-generated information responsibly. The absence of formal leadership paradigms increases the issues regarding the credibility of AI, the responsibility of stakeholders, and the openness of decisions. Problem Manifesting The issue is being reflected in the inconsistent practices of adopting AI, inequality in preparing the workforce, and the decrease in confidence in the decisions supported by AI. A significant number of financial organizations report that their employees are resistant, they lack technical competency, and direction on how human roles are supposed to change in tandem with the development of algorithmic systems (Koo et al., 2025). The challenges that arise in operations, in cases where frontline managers do not have the knowledge on how to interpret AI outputs or apply AI-generated insights in strategic planning. Lack of a coherent structure of leadership undermines the worth of AI investments and fosters tension in the company, which leads to performance gaps, ethical ambiguity, and untapped abilities of digitalization. Gap in Practice The practice gap lies in the absence of an organized leadership framework facilitating human-AI cooperation in the process of digital transformation of the financial sector. Even today, most financial institutions are still growing in the use of AI in risk analytics, fraud detection, and customer modeling, but organizational leaders often operate without advice that accounts for the governance, ethics, and development of the workforce (Goyal et al., 2025). Existing leadership perspectives place much emphasis on automation benefits and ignore the fact that models that would place AI as an ally to human professionals are necessary (Mikalef and Gupta, 2021; Przegalinska et al., 2024). Due to this, organizational leaders have a hard time balancing AI capabilities and strategic priorities, which results in a lack of consistency in oversight and lower-quality decision-making. There is a substantial gap between the present positions, where AI is implemented in a disjointed manner, employees are unprepared, and the system of governance is not clearly defined, and a desired one, where the system of leadership is in place in a manner that encourages responsible implementation of AI, constant up-skilling, and open decision-making. It was found that the capacity to achieve adaptability, better risk management, and enhanced trust in AI-generated information is seen in organizations that have a formal human and AI collaboration structure (Koo et al., 2025; AlNuaimi et al., 2022). This absence is the gap in practice because financial institutions are struggling with performance issues that were based on the lack of leadership guidance, role ambiguity, and light support of collaborative intelligence. The identified gap requires a comprehensive leadership model that would guarantee sustainable value in AI-enabled transformation. Purpose of the Project and Project Questions The intended aim of the proposed qualitative business project is to review leadership practices that can promote successful human and AI partnerships in financial services organizations. The research paper will employ a case study project methodology to examine the way managers build governance frameworks, develop ethical norms, and apply workforce development policies that enhance AI-enhanced change. Increasing dependence on sophisticated analytics, automation, and predictive analytics has posed new challenges for leadership styles that are both innovative and responsible. The use of AI tools by many financial institutions has not yet developed a coherent leadership model that can combine organizational culture, the capacity of employees, and open decision-making (Shaban & Omoush, 2025). The search on the actions of leaders, communication patterns, and the presence of structural aids will help to better understand how executives can manage regulatory expectations, reduce the risks of algorithms, and […]

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DB FPX 8840 Assessment 1

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DB FPX 8840 Assessment 1 Student Name Capella University DB-FPX8840 Seminar: General Management Topic Development Professor Name submission Date [blur_section id=”postDownload” button=”Free Download” form_id=”e9df100″] Acknowledgment of Completing Assessment 1 I acknowledge that I have downloaded and saved to a dedicated file DBA FlexPath Phase 1-5 Course Assessments [DOCX], the Capstone Template [DOCX], the Doctoral Capstone Guidebook (PDF), and the DBA Acceptable Topics and Techniques [PDF]. I have reviewed the DBA FlexPath Phase 1-5 Course Assessments (DOCX), the Doctoral Capstone Guidebook [PDF], and the Acceptable Topics and Techniques DBA [PDF]. I have accessed, reviewed, and bookmarked the DBA 3.0 Capstone Campus homepage, the SOBTH Doctoral Networking and Support: Resources site, and the DBA Skills Lab SharePoint site. I understand that these resources will serve as ongoing references throughout each phase of my capstone process. Name:___________ Date:____________ [/blur_section] Step By Step Instructions to write DB FPX 8840 Assessment 1 [blur_section id=”postinstructions” button=”View Instructions” form_id=”48f75ad”]Contact us today and receive expert step-by-step instructions for DB FPX 8840 Assessment 1. [/blur_section] References for DB FPX 8840 Assessment 1 [blur_section id=”postinstructions” button=”Grab Capella References” form_id=”b4ab3ac”] References Coming soon. [/blur_section]

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DB FPX 8400 Assessment 3 Scavenger Hunt Template

Leave a Comment / DB-FPX8400, Capella University, DB FPX Assessments / James Alstott

DB FPX 8400 Assessment 3 Free Download DB FPX 8400 Assessment 3 Scavenger Hunt Template Student Name Capella University DB-FPX8400 Your DBA Journey Professor Name Date [blur_section id=”postDownload” button=”Free Download” form_id=”e9df100″] Scavenger Hunt Template Name: Belinda May Quarter you are taking the course (i.e., Summer Quarter 2023). Spring Quarter 2025 Your instructor’s name: Dr.Diane Caron Scavenger Hunt Components Academic Writer Submit your screenshot showing the completion of the Getting Started with Academic Writer orientation: Zoom Submit Link to your Zoom Introduction here (Be sure to include a password if needed): Belinda May is inviting you to a scheduled Zoom meeting. Topic: Belinda May’s Personal Meeting Room Join Zoom Meeting https://zoom.us/j/7225734318?pwd=GqisVAjX5a416yKyr4ohlvVMrjOrGH.1 Meeting ID: 722 573 4318 Passcode: RG7R2Q Campus: SOBTH Doctoral Networking and Support Submit screenshot of your introduction posted in the SOBTH Doctoral Networking and Support discussion here: Venn Diagram Annotated Bibliographies https://capellauniversity0-my.sharepoint.com/:w:/g/personal/bmay23_capellauniversity_edu/EZyFjvAS9i1EkP9oHQzwZl4B8x39w5dLawWBdhkrpHgqpw?rtime=w5qlqIS53Ug Library Database Use Recording Belinda May is inviting you to a scheduled Zoom meeting. Topic: Belinda May’s Personal Meeting Room Join Zoom Meeting https://zoom.us/j/7225734318?pwd=GqisVAjX5a416yKyr4ohlvVMrjOrGH.1 Meeting ID: 722 573 4318 Passcode: RG7R2Q DBA Capstone Professional Project Resources The two acceptable project techniques allowed for a capstone project are: Generic qualitative inquiry Quantitative Writing Center https://capellauniversity0-my.sharepoint.com/:w:/g/personal/bmay23_capellauniversity_edu/EW3ayjYX35hKp27_UoD_m7sBSOQbRUB2nVK2vCjc-Bfh5g?e=omgrC1 Introductory Paragraphs https://capellauniversity0-my.sharepoint.com/:b:/g/personal/bmay23_capellauniversity_edu/EfPH91TA9R5PhQZhKfM2s8sBgipgNzHccHLenTV8_quM5g?e=4aRHzC Literature Matrix https://capellauniversity0-my.sharepoint.com/:b:/g/personal/bmay23_capellauniversity_edu/EfPH91TA9R5PhQZhKfM2s8sBgipgNzHccHLenTV8_quM5g?e=4aRHzC Business Problems https://capellauniversity0-my.sharepoint.com/:b:/g/personal/bmay23_capellauniversity_edu/EUnxweRLxDdHt5_CT8vioAoBrhORKGooPQhV5Vthn4O56Q?e=qv28g5 DBA Capstone Template https://capellauniversity0-my.sharepoint.com/:w:/g/personal/bmay23_capellauniversity_edu/Ed6hSGpHYtpGqtdQpWNlmtIBKuwWShI-jAvjVWf_kwqSMw?e=t7cCcF Skills Lab https://capellauniversity0-my.sharepoint.com/:b:/g/personal/bmay23_capellauniversity_edu/EUQ1m9dZ2SBDpBPsMTIMHsEBbxhkANnl-pXABkKDrXZptw?e=dKPl3k Reflections DBA Capstone Template.docx Reflection Paper.docx 5-1 May – Belinda, what you have provided here is a link to the articles rather than a Word document with your written annotated bibliography for the two articles. If you look under the Resources tab at the top of Assessment #3, you will see a link for annotated bibliographies. This may help with how to write an annotated bibliography. You might also look at Google to see additional information about annotated bibliographies. The link that you want to include here should take me to your ePortfolio where you have saved your annotated bibliography. 7-1 May – Belinda, the following link with details under the Acceptable Project Techniques will provide you with the information you are being asked for here. If you follow the link here and scroll down to Acceptable Project Techniques, the two acceptable project techniques and related information will be listed there for you. https://assets.capella.edu/campus/doctoral-programs/DBA-programs-research.pdf 8-1 May – Belinda, you are being asked to watch or attend a webinar in the Writing Center rather than including a screenshot of one of the sites within the Writing Center. From the Interactive Skills Lab instructions: For this activity, you can either attend one of the upcoming Writing Webinars, which you can find in the Writing Support area, or you can view the recording of a prior webinar of your choice. Paste a screenshot of you attending the webinar or a screenshot of the recorded webinar. Post the screenshot of the webinar you attended into a MS Word document and write a paragraph discussing the main points of what you learned from the live or recorded session. Upload your document to your OneDrive ePortfolio and add the link to the document to the Scavenger Hunt template. 9-1 May – Belinda, when I click on the link you have under this section, this is what I get: “Placeholder for login error page. Your attempt to access a page on this server did not result in a valid login header or you attempted to access the login redirect without a return path.” For this activity, you are being asked to complete the Interactive Learning Module (Activity 2) in Assessment #1 and write your practice answers as part of the activity. When you finish, you will have the opportunity to download the entire 7-page document that includes the activity along with all of your practice responses. This 7-page document is what you want to save to your ePortfolio and then include the link here in the template for that. If you go to Assessment #1 and click on Activity 2 in the bar across the top of the page, you will see the activity you are being asked to complete. It is called Writing Introductory Paragraphs. Please work with tech support for additional support for your links. 11-1 May – Belinda, I do not see a link here for this element of the Scavenger Hunt. I am seeing that you continue to add links to your Capstone template in all of these sections, and I am confused as to why this link is included in every section toward the end of your paper. To complete the Business Problems piece of the Scavenger Hunt (which is #11 on the Scavenger Hunt template media), go to the DBA Skills Lab: https://capellauniversity0.sharepoint.com/sites/DBASkillsLab Select Module 9: Creating a Problem Statement: here is the direct link to Module 9: https://capellauniversity0.sharepoint.com/sites/DBASkillsLab/SitePages/Module-9.aspx NOTE: You must sign in using your capellauniversity.edu email account and password. The Skills Lab SharePoint site will not recognize you if you use a different email account. Once you complete the Post-Test, you will see the option to “Print or get PDF of Answers.” Click this option, print the results to a pdf and save. The PDF will be your certificate of completion. Upload the PDF certificate of completion to your OneDrive ePortfolio. Now, copy and paste the OneDrive link to the PDF certificate of completion for Skills Lab Module 9: Creating a Problem Statement to the Scavenger Hunt Template under Business Problems. 12-1 May – Belinda, I am including instructions for this element of the Scavenger Hunt. This information is also posted in the Announcements section of the course room. The template should be 27 pages long. The following link is for the Capstone template: https://campus.capella.edu/doctoral-programs/professional-doctorates/dba/dba-capstone-project-starting-summer-2021-or-later There are three revisions that you are being asked to make in order to have your template ready for your next courses. On the title page, add your name and my name (Dr. Dianne Caron) While this does not impact your grade at all, you have my name listed as Dr. Diane Cousert- Term 1 On page iv, there are four options listed. Please delete three of those options, leaving […]

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DB FPX 8405 Assessment 1 Part 2

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DB FPX 8405 Assessment 1 Part 2 Student Name Capella University DB-FPX8405 Effective Organizational Leadership Professor Name Submission Date [blur_section id=”postDownload” button=”Free Download” form_id=”e9df100″] Acknowledgment of Completing Assessment 1 I acknowledge that I have downloaded and saved to a dedicated file the Capstone Template [DOCX], the Doctoral Capstone Guidebook (PDF), the DBA Acceptable Topics and Techniques (PDF), and the DBA Capstone Literature Matrix Template (XLSX). I have reviewed the Doctoral Capstone Guidebook [PDF] and the DBA Acceptable Topics and Techniques (PDF). I have accessed, reviewed, and bookmarked the DBA 3.0 Capstone Campus homepage, the SOBTH Doctoral Networking and Support: Resources site, and the DBA Skills Lab SharePoint site. Student Name Date [/blur_section] References for DB FPX 8405 Assessment 1 Part 2 [blur_section id=”postinstructions” button=”Grab Capella References” form_id=”b4ab3ac”] References coming soon. [/blur_section]

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DB FPX 8405 Assessment 1 Part 1

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DB FPX 8405 Assessment 1 Part 1 Student Name Capella University DB FPX 8405 Professor Name Submission Date Access the complete assessment details in the PDF below: DB FPX 8405 Assessment 1 Part 1

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DB FPX 8640 Assessment 3

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DB FPX 8640 Assessment 3 Free Download EXPLORING LEADERSHIP STRATEGIES THAT MID-LEVEL MANAGERS USE TO MAINTAIN EMPLOYEE ENGAGEMENT IN REMOTE/HYBRID WORK ENVIRONMENTS IN THE TECHNOLOGY SECTOR By Student name MENTOR NAME IN ALL CAPS, Degree, Faculty Mentor and Chair FACULTY NAME, ALL CAPS, Degree, Committee Member FACULTY NAME, ALL CAPS, Degree, Committee Member Insert correct Dean’s name and credentials School of _____ A Capstone Work Presented in Partial Fulfillment Of the Requirements for the Degree Insert correct degree designation Capella University Month & year of dean’s approval [blur_section id=”postDownload” button=”Read Full Sample ” form_id=”e9df100″] Abstract The abstract aims at giving a brief, but precise, summary of important aspects of your capstone project. Put an abstract on one block in non-indented paragraph form. Discuss the following issues (Use 400 words at most). Potential research topic summary (1-5 sentences), a brief summary of your capstone research topic. Delineate your reasons of the study and the necessity of the study that the capstone covers. State your research questions, in the same wording as your capstone sections. Methodology of the research (1-2 sentences). Concisely describe the method of research followed in the study. population and sample (1-2 sentences). Explain how the population and sample, such as high-level demographic data on your participant pool. In case secondary data was utilized, explain the data set. Data analysis (1-2 sentences) summarizes briefly your data analysis. Findings (1-3 sentences) give a brief overview of the findings of your research and conclusion(s). Write about the practical implications of your project and deliverable. Advice on Writing a Good Abstract. (a) Your work is represented in the abstract. Your abstract will be reviewed to check whether your manuscript should be read and considered by the researchers in addition to relevance to their literature review. The members of your discipline will read through your abstract in order to get more insight about what the quality of your doctoral work is and what it is all about. Thus, the abstract stands as a record of your doctoral-level work. (b) Additional guidelines for development of an abstract are in section 3.3 of the APA Publication Manual, 7th edition, or on Campus at Academic Writer, https://academicwriter-apa-org.library.capella.edu/learn/browse/QG-59?group=All&view=list&term=abstract&sort=asc (c) References are generally not used in the abstract, as the focus is the study, the research, and the findings. Paragraph and Page Formatting for the Abstract. Format the abstract as one double-spaced block-style paragraph (i.e., do not indent the first line). Set the text flush left, ragged right. Do not justify the right margin. Do not use headings, bullets, or bold. The Abstract page is not numbered, and “Abstract” does not appear in the Table of Contents. Dedication This dedication page is optional. It is your personal acknowledgment indicating your appreciation and respect for significant individuals in your life. The dedication is personal; thus, any individuals named are frequently unrelated to the topic of the capstone. Typically, learners dedicate the work to the one or two individuals who instilled the value of education and the drive to succeed in educational pursuits. Learners often dedicate capstones to relatives, immediate family, or significant individuals who have supported them or played a role in their lives. Avoid identifying participants or anyone connected with the research site. You may use individuals’ titles with no name (e.g., “Thanks to the research director and site proctor for their help”). Or you may name individuals without connecting them to the site (e.g., “Thanks to Abdul Ibrahim and Mary Carson for their help”). Typically, avoid naming the site. Note: if the Abstract runs onto a second page, change the page number of the Dedication to 4. Acknowledgments This acknowledgments page is optional. The acknowledgments differ from the dedication in that they recognize individuals who have supported your scholarly efforts related to the advanced doctoral manuscript or who have held a role in your academic career as it relates to the research of the advanced doctoral manuscript. This might mean a mentor and committee members, advisor, online or colloquia faculty, and other support people from Capella or other organizations. If you received financial support from fellowships, grants, or other organizational support, note it in this section. The acknowledgments are also appropriate for thanking statisticians, transcriptions, those who have provided permission to use an instrument, and the like. Avoid identifying participants or anyone connected with the research site. You may use individuals’ titles with no name (e.g., “Thanks to the research director and site proctor for their help”). Or you may name individuals without connecting them to the site (e.g., “Thanks to Abdul Ibrahim and Mary Carson for their help”) Typically, avoid naming the site. Learners often thank those who have provided permission to use an instrument. Table of Contents Acknowledgments…………………………………………………………………………………………………………… 4 List of Tables………………………………………………………………………………………………………………….. 7 List of Figures………………………………………………………………………………………………………………… 8 SECTION 1. PROJECT DESCRIPTION………………………………………………………………………….. 9 Overview of the Project…………………………………………………………………………………………………… 9 Problem Statement and Purpose………………………………………………………………………………………… 9 Theoretical Framework…………………………………………………………………………………………………….. 9 Project Context……………………………………………………………………………………………………………….. 9 Historical Background and Current Trends………………………………………………………………………. 9 Synthesis of the Scholarly Literature……………………………………………………………………………….. 9 Synthesis of the Practitioner Literature…………………………………………………………………………….. 9 Alignment of the Project With the Literature and Discipline………………………………………………. 9 SECTION 2. PROCESS………………………………………………………………………………………………… 10 Project Questions…………………………………………………………………………………………………………… 10 Project Design/Method…………………………………………………………………………………………………… 10 Stakeholders, Participants, and Target Audience……………………………………………………………….. 10 Role of the Researcher…………………………………………………………………………………………………… 10 Project Study Protocol…………………………………………………………………………………………………… 10 Sample……………………………………………………………………………………………………………………….. 10 Data Collection…………………………………………………………………………………………………………… 10 Ethical Considerations……………………………………………………………………………………………………. 10 Data Analysis……………………………………………………………………………………………………………….. 10 SECTION 3. FINDINGS AND APPLICATION…………………………………………………………….. 12 Relevant Outcomes and Findings……………………………………………………………………………………. 12 Application and Benefits………………………………………………………………………………………………… 12 Implications………………………………………………………………………………………………………………….. 12 Recommendations for Policy………………………………………………………………………………………… 12 Recommendations for Practice……………………………………………………………………………………… 12 Recommendations for Future Work……………………………………………………………………………….. 12 Conclusion……………………………………………………………………………………………………………………. 12 REFERENCES…………………………………………………………………………………………………………….. 13 APPENDIX A. TITLE OF APPENDIX A………………………………………………………………………. 14 APPENDIX B. TITLE OF APPENDIX B………………………………………………………………………. 15 List of Tables Table 1. Set Table and Figure Titles in Title Case………………………………………………………… xx Table 2.. Title ………………………………………………………………………………………………………….. xx List of Figures Figure 1. Set Table and Figure Titles in Title Case………………………………………………………… xx Figure 2. Title ………………………………………………………………………………………………………….. xx SECTION 1. PROJECT DESCRIPTION Overview of the Project Remote and hybrid work patterns have dramatically altered the dynamics in organizations in every industry. The technology industry has been leading the change with most companies implementing permanent […]

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