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DB FPX 8610 Assessment 1 Analyzing and Reflecting on Completed DBA Capstone Projects in Business Administration

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DB FPX 8610 Assessment 1 Analyzing and Reflecting on Completed DBA Capstone Projects in Business Administration Student Name Capella University DB-FPX8610 Leadership Theory and Practice Professor Name Submission Date [blur_section id=”postDownload” button=”Free Download” form_id=”e9df100″] Analyzing and Reflecting on Completed DBA Capstone Projects in Business Administration The qualitative exploration of the re-skilling of the pharmaceutical sales force showed that pharmaceutical organizations are in a state of unparalleled panic to make changes to the old product-selling paradigms. The capstone project finds that relationship marketing principles, along with technological competencies, are needed in the successful process of digital transformation. The results of the capstone on re-skilling suggested that the formal organization training and skills development programs led by employees should be structured by pharmaceutical company leaders (Wise, 2021). The study also presented realistic knowledge on how the already established industries can handle the mess in the territories of the digital marketplace. Evaluation of Problem Statement and Business Administration Relevance The capstone project dealt with the particular business issue that pharmaceutical leaders who have failed to re-skill their sales representatives to utilize digital communication channels are losing market share and sales to their competitors. Pharmaceutical companies that are not re-skilling communication through digital means are losing market share and sales (Wise, 2021). The research problem exhibited considerable importance to the study of business administration as it has investigated the key points related to the management of organizational change, the strategy of adopting technologies, and the transformation of the workforce in the traditional industries. The results of the study provided the necessary information to business leaders who have to overcome the disruptive nature of the digital marketplaces and competitive pressures. Assessment of Key Findings and Business Sector Implications The research discovered that there are four significant themes that are essential in challenging the conventional pharmaceutical sales within the business context of today. Sales representatives became the most dominant case, and 297 mentioned the effectiveness of peer-to-peer learning compared to training (Wise, 2021). The discussion has revealed that digital communication lines, in particular, Veeva Engage, should be used in real-time, which aided in reaching regions where no physicians were available (Wilcox et al., 2019). The results indicated that pharmaceutical organizations are required to replace product-based to customer-based digital relationship marketing approaches. Integration of Theoretical Concepts and Practical Applications The capstone project revealed that the data competency machine enables the pharmaceutical representatives to create individual messages to the physicians by adopting customer-related management technologies as a strategy. The adopted model of relationship marketing and the digital competency model presented by Braun and Latham (2020) are skillfully developed to purchase and apply in a practical version. This approach also supports consistent engagement by connecting digital tools with routine communication practices. The interface competency theory can be implemented in practice, as was done on the Veeva Engage platform, where representatives are given the possibility to conduct office operations in online communication (Wise, 2021). Digitalization competency facilitates a shift between theory and practical sales force development, which can be explained by the fact that the participants are focusing on online face-to-face communication (Berry, 2002). The entire amalgamation can enhance the value that the research contributed to the development of evidence-based practice in the organizational transformation and development of digital representation in the workforce. Implementation of Capstone Conclusions in a Specific Business Context The re-skilling model is a direct response to the lack of leadership development at Breakthrough Technologies by organizing digital competency training for middle-level managers. The four-theme strategy of the study allowed organizations to connect past management operations with the modernized forms of digital leadership demands (Illanes et al., 2018). The sales representative-based learning models can be transformed into peer-based leadership development models that can promote in-house career advancement and lower the cost of turnover. The solution should be implemented through a combination of formal organizational training and self-directed learning, which is what Wise has discovered to be the best. Conclusion As evidenced in the reflection, the capstone project offers fundamental knowledge on organizational change in a fast-changing digital marketplace. The methodological rigor and practical application of the study provide useful templates to business leaders who are currently dealing with technological disruption within industries. The study is important to business administration literature because it provides a connection between relationship marketing theory and current digital competency needs. The results also form the background knowledge for further research on the re-skilling strategy of the workforce and the management practice of organizational change. [/blur_section] References for DB FPX 8610 Assessment 1 [blur_section id=”postinstructions” button=”Grab Capella References” form_id=”b4ab3ac”] Berry, L. L. (2002). Relationship marketing of services perspectives from 1983 and 2000. Journal of Relationship Marketing, 1(1), 59-77. https://doi.org/10.1300/J366v01n01_05 Braun, M., & Latham, S. (2020, April 6). The future of work. Montana Business Quarterly. https://www.montanabusinessquarterly.com/the-future-of-work/ Eggert, A., & Serdaroglu, M. (2011). Exploring the impact of sales technology on salesperson performance: A task-based approach. Journal of Marketing Theory and Practice, 19(2), 169-185. https://doi.org/10.2753/MTP1069-6679190204 Illanes, P., Lund, S., Mourshed, M., Rutherford, S., & Tyreman, M. (2018, January). Retraining and reskilling workers in the age of automation. McKinsey & Company. https://www.mckinsey.com/global-themes/future-of-organizations-and-work/retraining-and-reskilling-workers-in-the-age-of-automation Pawar, R. (2017). The power of customer-centered pharmaceutical marketing. The Kinetix Group. https://thekinetixgroup.com/the-power-of-customer-centered-pharmaceutical-marketing/ Wilcox, I., Lennon, T., Maher, B., & Less, J. (2019). The future of selling in healthcare: An approach to disruptive change [White paper]. ZS Associates. https://www.zs.com/insights/the-future-of-selling-in-healthcare-an-approach-to-disruptive-change Wise, A. (2021). Reskilling pharmaceutical sales representatives in a digital marketplace [Doctoral capstone project, Capella University]. https://campus.capella.edu/web/doctoral-programs/research-scholarship/institutional-review-board [/blur_section]

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DB FPX 8610 Assessment 2 Evidence for Gap in Practice

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DB FPX 8610 Assessment 2 Evidence for Gap in Practice Student Name Capella University DB-FPX8610 Leadership Theory and Practice Professor Name Submission Date [blur_section id=”postDownload” button=”Free Download ” form_id=”e9df100″] Evidence for Gap in Practice A practice gap constitutes the subliminal lack or absentee component that makes the organizational issues emerge and continue. Kensington Auto Parts is an example of how the idea can be put into practice, where the chief executive officer (CEO), Kensington Perry, is not interested in initiating new leadership development programs. The talent turnover has created a rotational talent pool of younger talents, which is directly related to more expensive employee turnover each year (Kensington Auto Parts, 2025). The case shows that the lack of leadership development can have a trickle-down effect on organizations in terms of financial and operational impact. Specific Business Problem The business issue at Kensington Auto Parts is: The high turnover rate among the younger talents in the company, as a result of their career development expectations, has led to increased annual expenses for the company. The practice gap that results in the problem is the unwillingness of the CEO, Kensington Perry, to invest in leadership development programs for the emerging leaders. The resistance is driven by the fact that CEO Kensington Perry believes in the philosophy of the CEO father, which emphasizes the continuity of the leadership team instead of the talent pipeline development (Kensington Auto Parts, 2025). There has been a revolving door situation in the absence of structured leadership development, whereby younger employees want chances for growth in their careers. Gap In Practice The disconnect in the practice is the reluctance of CEO Kensington Perry to invest in leadership development programs for the future leaders. This gap directly leads to the business issue of high turnover costs per year. Studies indicate that in an event where the failure to invest in leadership development is exhibited by organizations, employees tend to move out to seek improved career prospects. Why The Gap Aligns With the Problem The gap is in accordance with the turnover issue since the issue has de facto cause-and-effect relations. According to Ali et al. (2024), failure by organizations to invest in the development of leaders results in low levels of employee engagement, which subsequently leads to turnover. The same picture can be observed at Kensington, where Perry does not invest in the development of up-and-coming leaders, younger workers do not find any career growth opportunities, they get disengaged, and they leave. The case study verifies the trend, whereby Kensington has a revolving door of younger talent who want opportunities for progression in other places (Kensington Auto Parts, 2025). The article by Xuecheng et al. (2022) researched family-owned business structures that are similar to Kensington, which are small and medium enterprises. The authors established that organisations that fail to invest in leadership development programs have high turnover levels and turnover costs. The absence of an investment in development is interpreted by the employees as a message that the organization does not attach importance to growth, and they will seek employment in other places. The message that Perry is conveying to the younger employees of Kensington is exactly what the philosophy of consistency in his leadership and not coming up with new leaders sends. Examples of Current Practitioner Literature The practice gap is that the CEO, Kensington Perry, is not keen on investing in leadership development programs for emerging leaders. The business issue is the high turnover of younger talent in terms of employee turnover and high costs every year, because younger talent is seeking career advancement opportunities. Existing academic sources support the fact that the change in the gap of leadership development is attributed to organizational retention issues. Research by Ali et al. (2024) investigated transformational leadership within the pharmaceutical industry in Bangladesh and discovered that the construct can largely influence the retention of employees. Employee engagement plays a key role in the connection between retention and leadership development. Organizations fail to form leaders, which leads to a drop in employee engagement, and this becomes the cause of turnover. The researchers examined 650 pharmaceutical workers through structural equation modelling. The identified gap at Kensington Auto Parts is directly supported by the evidence: the lack of willingness by Perry to invest in the concept of an emerging leader would predictively translate to the lack of engagement among ambitious young employees, which would explain the identified turnover problem. The studies have also established that inadequate leadership development in organizational setups leads to staff turnover. Xuecheng et al. (2022) have examined Chinese small and medium enterprises (SMEs) and discovered that training and development programs have a big impact on employee retention. Those companies that fail to invest in the systematic development of leaders incur higher costs of turnover and lower competitive advantage. The authors have included the social exchange theory and situational leadership theory, which give a theoretical basis to the retention efforts. The study quantified the turnover expenses, and the difference in the investment in leadership development is directly converted into the financial cost that Kensington is currently bearing. The case study of Kensington can be explained using the theoretical framework. The young workers who aspire to grow in their careers feel that the company is not investing in development, and this is the very situation that contributes to the turnover trend, as stated in the case study. Project of Interest The companies are frequently forced to confront the problems of retention that might require structural answers instead of cosmetic reactions to already existing spheres of working malevolence. According to the gap in practice observed in Kensington Auto Parts, and given that there is no leadership development performed on emerging leaders, a structured program that focuses directly on mid-level managers and high-potential employees would effectively provide a solution to the retention crisis. The future leaders would be targeted to serve the project that would equip them with major leadership skills of managing teams, being strategic, and possessing emotional intelligence (Rajagopal et al., 2024). The nature of programs may […]

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DB FPX 8610 Assessment 4 Integrating Current and Past Literature

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DB FPX 8610 Assessment 4 Free Download DB FPX 8610 Assessment 4 Integrating Current and Past Literature Student name Capella University DB-FPX8610 Leadership Theory and Practice Professor Name Submission Date [blur_section id=”postDownload” button=”Read Full Sample ” form_id=”e9df100″] Integrating Current and Past Literature Literature reviews should be conducted in a systematic way in order to integrate the historical foundations and current developments, in order to bridge the existing gap in leadership development by Breakthrough Technologies. Previous literature defines theoretical approaches to leadership skill building among the young mid-level managers based on the studies done on the issues of transition. The current studies build on the premises and focus on the impact of succession planning, career development pathway, and leadership pipeline programs on the new manager competencies (Camp et al., 2022). The lessons are directly applicable to the case of Breakthrough Technologies, where the lack of stability in the senior leadership has brought about a revolving door of young talents who are hoping to find a promotion in other companies. Specific Business Problem and Gap in Practice Breakthrough Technologies is experiencing a skyrocketing turnover expense of new mid-level managers who feel there are fewer internal growth and career development prospects, leading to losing the high-potential talent to the competitors (Breakthrough Technologies, 2025). The exodus poses threats to organizational continuity, higher recruitment and training costs (more than 15 per cent of the budget), and losing a competitive edge through the loss of institutional knowledge. The practice gap leading to the issue is the philosophy of CEO Ron Black, who does not invest in programs for developing emerging leadership talents but instead sustains the executive team. Ron thinks that younger leaders can be easily changed, and he is not willing to invest in the development of the leadership pipeline (Breakthrough Technologies, 2025). The leadership ideology produces a procedural shortfall in succession planning and the development of mid-level managers’ skills. One of the issues raised by the employee advisory board (EAB) is the revolving door of younger employees who want to grow elsewhere, but Ron is opposed to investing in leadership development, and that is why the turnover crisis continues to affect the organization and deny it the ability to develop sustainable leadership capacity. Literature Supporting the Problem and Gap in Practice To identify the leadership development issues in Breakthrough Technologies, it is imperative to review some of the past trends, as well as current literature on the managerial transitions, succession planning, and emergent leader retention. The synthesis of 61 empirical studies on managerial identity work by Westen and Graca (2024) showed that leadership performance follows a series of struggle, development, and realization stages. The results highlight that knowledge acquisition is not the only basis of the maturity of leaders, but self-knowledge and organizational encouragement through systematic development schemes, mentorship, and proper career outlooks, which are absent in the strategy that Breakthrough Technologies uses to identify emerging talent. This view is consistent with the company’s issue: the philosophy of CEO Ron Black that new leaders can be easily replaced has caused an insufficient focus on developing the leadership pipeline, which has seen the turnover costs skyrocket and high-potential talent go to rivals. The theoretical basis also sheds some light on the ways in which poor preparation and organizational support prevent the development of leadership. A qualitative interview of 30 clinical managers (Spehar et al. 2012) revealed that a lack of adequate training and path dependency tend to entrap the leaders in reactive and stagnant management patterns with no visible prospect of many advancements. Likewise, Breakthrough Technologies has shown no well-planned succession planning and leadership development initiatives, which has led to the dynamic revolving door where there is an emerging leader in the mid-level positions, who is finding outside opportunities because of a lack of internal growth. The ability of the company to retain the institutional knowledge and cut the turnover cost, as well as develop the long-term leadership capacity, is highly limited without specific organizational interventions to create formal leadership pipelines, mentorship programs, and succession planning initiatives. Application to Current Leadership Trends Aspect Text Importance of evidence-based training On the one hand, the current leadership studies stipulate the importance of evidence-based training in developing effective leaders, and Breakthrough Technologies displays a severe weakness in this respect. Westen and Graca (2024) — three dimensions Westen and Graca (2024) discovered three dimensions that are essential to managerial development: knowledge acquisition, self-awareness, and organizational support. Results of formal leadership initiatives The results underscore that organizations that employ formal leadership development initiatives, including pipelines of succession planning and upcoming manager development workshops, have leaders who are promoted in organizations and decrease the expensive turnover. Breakthrough Technologies’ problem In contrast, the dependency and the stability of the executive team at Breakthrough Technologies without the training of the middle-level leaders has led to the rise of turnover expenses, which have been more than 15 percent of the budget as the potential emerging leaders in the organization pursue growth opportunities elsewhere. Historical research (Spehar et al., 2012) The lessons are supported by historical research. Spehar et al. (2012) discovered that poor preparation and deep-rooted management practices (path dependency) in most cases lead to effective leadership transitions. Example — CEO belief and consequences As an example, leaders who are not provided with effective career development prospects and business organizational investments in development are likely to pursue opportunities outside of the organization. The strategy reflects the problem of Breakthrough Technologies: due to the belief of CEO Ron Black in the easy replacement of emerging leaders, the organization has not planned the succession and invested in its leadership pipeline, which has led to a culture of a revolving door, undermining institutional knowledge and competitive advantage. Recommendation Development of institutional leadership growth programs, mentorship, and career growth avenues might thus retain developing talent and develop the capacity to have sustainable leadership. Proposed Business Problem and Leadership Project The suggested business project is the implementation of the pipeline development program of leadership at […]

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DB FPX 8420 Assessment 6 Educator Portfolio

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DB FPX 8420 Assessment 6 Educator Portfolio Student Name Capella University DB-FPX8420 Teaching Business in Higher Education Professor Name Submission Date [blur_section id=”postDownload” button=”Free Download” form_id=”e9df100″] Educator Portfolio Teaching Philosophy A good teaching philosophy entails an intentional combination of theoretical underpinning and evidence-based pedagogical approaches aligned with various professional and academic settings. The teaching side focuses on andragogical and transformational learning concepts, recognizing that the adult learner can be a very valuable source of professional experience that adds to the overall knowledge and interaction (Alam & Mohanty, 2023). The method aims at developing settings in which theoretical knowledge is applied to the complicated and actual issues in order to enhance the level of analytical thinking and leadership skills (Marougkas et al., 2023). Instructional design focuses on the transition of the traditional education model based on educator delivery to dynamic and learner-centered engagement that encourages intellectual curiosity, professional competence, and practical application of knowledge into organizational and global settings. Personal Teaching Philosophy and Adult Learning Frameworks The field of instructional practice combines the conscious application of theoretical background and pedagogical approaches to the responses to the diverse profiles of learners and the development of professional competencies. The teaching philosophy relies on andragogical principles according to which adult learners are autonomous participants, whose previous experiences add to the knowledge exchange in a collaboration (Knapke et al., 2024). The adult learning theory indicates that meaningful education is created when a problem solver can connect theoretical knowledge to the current issues at the workplace and generate strategic decision-making procedures (Allen et al., 2021). The teaching methodology uses foundations of transformative learning that promote critical self-examination, analytical reflection, and perspective restructuring that are required to lead with enlightening leadership and responsive performance in multi-dimensional organizational contexts. Continuous Improvement and Self-Awareness in Teaching Practice Education professional development involves longitudinal reflection and assessment of the effectiveness of instruction to ensure that the levels of instruction and expectation of the learners are aligned with current pedagogical expectations and requirements. Continuous enhancement commitment includes the regular evaluation of instructional methods, the assessment of learner feedback, and the use of evidence-based studies to improve teaching concepts (Fütterer et al., 2025). Self-awareness development involves identifying the instructional strengths and areas of growth, and it facilitates involvement in the targeted professional learning programs to enhance the outcomes of the education process (Maduforo et al., 2024). Reflective practice will also be used to make sure that the instruction strategies are dynamic, responsive, and aligned with the changing learners’ profiles, technological advancement, and industry dynamics that constitute the contemporary adult learning contexts. Integration with Course Teaching Materials A teaching philosophy implementation implies the intentional correspondence between theoretical backgrounds and teaching tools, which are constantly informed by the principles of adult learning and transformative education. The course design of the supply chain management applies the idea of andragogy by integrating case studies, practical learning tasks, and group discussions that use work-related experience to increase relevance and interest (Ngene, 2023). Presentation, assessment system, and systematic lesson plan instructional elements focus on the applicability of the immediate, realistic problem-solving, and systematic progression leading to professional competence and reflective growth (Strielkowski et al., 2024). The operationalization of the instructional philosophy is through course materials, which establish environments in which the learner has the opportunity to bridge theory to the current issues of the supply chain, develop analytical reasoning capabilities, strategic thinking, and critical thinking skills that allow the learner to be an effective leader in complex global settings. Conclusion Instructional philosophy is an all-encompassing methodology of adult education that combines both theoretical knowledge and practical implementation in order to maximize learning and facilitate professional growth in learners. The philosophy acknowledges that a good education can make a person a self-directed professional able to use the knowledge gained in the complex organizational world as well as to maintain intellectual growth in both the academic and workplace contexts. It also emphasizes the importance of reflective practice, enabling learners to evaluate their experiences and continuously refine their skills. It is possible to foster leadership preparedness in a changing and competitive business environment by focusing on andragogical principles, constant improvement, and experiential learning opportunities. The specified strategy enhances personal professional development and organizational capacity, contributing to both educational goals and respondent requirements to the changing nature of the global market and modern supply chain management practice. [/blur_section] References for DB FPX 8420 Assessment 6 [blur_section id=”postinstructions” button=”Grab Capella References” form_id=”b4ab3ac”] Below are the references used in DB FPX 8420 Assessment 6 Educator Portfolio: Alam, A., & Mohanty, A. (2023). Educational technology: Exploring the convergence of technology and pedagogy through mobility, interactivity, AI, and learning tools. Cogent Engineering, 10(2), 1–8. https://doi.org/10.1080/23311916.2023.2283282 Allen, S. J., Rosch, D. M., & Riggio, R. E. (2021). Advancing leadership education and development: Integrating adult learning theory. Journal of Management Education, 46(2), 252–283. https://doi.org/10.1177/10525629211008645 Fütterer, T., Wurst, C., & Goeze, A. (2025). Rethinking professional development: development and evaluation of an evidence-based online PD course on the effective use of technology in the classroom. Education Sciences, 15(2), e205. https://doi.org/10.3390/educsci15020205 Knapke, J. M., Hildreth, L., Molano, J. R., Schuckman, S. M., Blackard, J. T., Johnstone, M., Kopras, E. J., Lamkin, M. K., Lee, R. C., Kues, J. R., & Mendell, A. (2024). Andragogy in practice: Applying a theoretical framework to team science training in biomedical research. British Journal of Biomedical Science, 81(12651). https://doi.org/10.3389/bjbs.2024.12651 Maduforo, A. N., Scott, S., & Scott, D. (2024). Leadership development for contemporary post-secondary academic leaders: challenges, content, and approach. SAGE Open, 14(2). https://doi.org/10.1177/21582440241253647 Marougkas, A., Troussas, C., Krouska, A., & Sgouropoulou, C. (2023). Virtual reality in education: A review of learning theories, approaches, and methodologies for the last decade. Electronics, 12(13), e2832. https://doi.org/10.3390/electronics12132832 Ngene, N. C. (2023). Teaching philosophy in a teaching portfolio: Domain knowledge and guidance. Advances in Medical Education and Practice, 14, 1231–1248. https://doi.org/10.2147/amep.s428897 Strielkowski, W., Grebennikova, V., Lisovskiy, A., Rakhimova, G., & Vasileva, T. (2024). AI-driven adaptive learning for sustainable educational transformation. Sustainable Development, 33(2), 1921–1947. https://doi.org/10.1002/sd.3221 [/blur_section]

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DB FPX 8420 Assessment 5 Professional Development Framework

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DB FPX 8420 Assessment 5 Free Download DB FPX 8420 Assessment 5 Professional Development Framework Student name Capella University DB-FPX8420 Teaching Business in Higher Education Professor Name Submission Date [blur_section id=”postDownload” button=”Read Full Sample ” form_id=”e9df100″] Professional Development Framework The Professional Development Framework is a tool that shall be used in your reflection of the significant aspects of professional growth as you advance through the DBA Program. This framework includes four main areas of development: (a) knowledge and scholarly thinking, (b) advocating change, (c) personal effectiveness and professional identity, and (d) applied research competencies. During the program, you will also spend time building a framework and objectives that are tailored to your interests and abilities. Take the blocks in this template and develop and contemplate your professional development framework. Individually, you will come up with competencies and objectives in one of four domains in four courses. This is a template that you will submit in these courses to be graded. Other courses- You will be able to reflect on your actions in these directions and how the framework is assisting you in learning. There is no need to submit your reflections in such courses, but we suggest that you apply the given prompts to assess your objectives and developments. Your last course will be your reflection on the process of the framework development and your development as a doctoral professional. This reflection will be in your final capstone project. Professional Development Matrix As you develop your framework, summarize your subdomains and goals in each domain. You will add to this matrix as you progress in the program and include it in your final presentation. Professional Development Journal Course 1. First Course (required) The field of knowledge and scholarly thinking is the foundation for the formation of highly analytical skills, which are crucial in doctoral supply chain management research and practice. This area is concerned with the development of intellectual skills that can make practitioners scholar-practitioners who are able to carry out rigorous research, synthesize complex information, and come up with creative solutions to current corporate issues. I am growing to strengthen critical thinking skills, improve research methodology skills, and develop creative problem-solving skills that will respond to the changing complexities in the supply chain. Subdomain 1: Critical Thinking Enhancement Goal: Within 18 months, the accuracy of analytical problem solving will be boosted by 30 percent by working on systematic case study analysis, structured peer evaluation processes, as well as quarterly competency assessment. Development Strategy: Understanding through complex case analysis of supply chain disruption cases through analytical frameworks in place every week. Get involved in the monthly peer review programs to assess the process of reasoning and areas to improve on. Complete quarterly assessment evaluation to assess the improvement in logical thinking and evidence-based decision-making. Work on difficult situations where various views, thoughts, and even challenging assumptions are to be considered. Reflection: An effective doctoral research and professional practice is based on advanced critical thinking skills. With the ability to develop skills systematically with the help of structured activities and frequent evaluation, I can improve my skills in handling complex business issues and producing evidence-based solutions to real-life problems related to supply chain management. Subdomain 2: Innovation and Creative Problem-Solving Goal: Within 24 months, at least 5 innovative supply chain solutions will be created and deployed by focusing on the innovation workshops, cross-industry collaboration projects, and recording the measurable operational improvements. Development Strategy: Participate in quarterly innovation workshops about new technologies and methodological processes. Work on 3 inter-industry projects that make me open to different views of problem-solving. Measure and record the performance of solutions implemented by reducing costs and improving efficiency. Develop the digital transformation, sustainability, and resilience strategies. Reflection: Innovation must be systematically exposed to new ways of thinking and methodology other than the conventional supply chain methods. Formal teamwork and practical experience will enable me to acquire innovative skills to respond to the modern needs, such as the implementation of the circular economy, the adoption of blockchain, and resilience needs in the post-pandemic era. Subdomain 3: Research Methodology Mastery Goal: Learn the high-level quantitative and qualitative research methods by taking special methodology courses, carrying out independent research, and becoming a published author in a peer-reviewed academic source. Development Strategy: Successful completion of 2 advanced methodology research courses in 12 months, including quantitative and qualitative styles. Carry out 4 standalone research projects each year to implement acquired methodologies on topics in supply chain. Have the ability to use data analysis software and statistical methods as applied to business research. Publication of research results in reputable academic journals within 36 months. Reflections: The knowledge of research methodology will allow conducting rigorous research on the phenomena in the supply chain and add to the body of knowledge. Through the skill of quantitative and qualitative research, I will be able to perform extensive research to fill gaps in theory as well as offer practical suggestions that can be used in the industry. Action Plan and Implementation Timeline Phase 1 (Months 1-6): Foundation Building Determine initial levels of competency by evaluation processes. Initiate critical thinking development structured with the help of weekly case analysis. Sign up for the initial course in the research methodology field and start developing the basic skills. Introduction of cross-industry professionals into collaboration relationships. Phase 2 (Months 7-12): Skill Application Applied acquired methodologies by initiating an independent research project. Participate in the initial innovation workshop and implement innovative methods on existing issues. Full preliminary peer reviews and use of feedback in the development processes. Monitor growth with quarterly evaluation of the progress and re-strategize where necessary. Phase 3 (Months 13-18): Advanced Development Finish the second course in methodology and start the development of advanced research projects. Come up with initial creative answers and test the effectiveness of implementation. Write manuscript submissions according to finished research works. Hone critical thinking skills, grounded in the assessment feedback. This overall development plan is a systematic enhancement plan that guarantees a consistent […]

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DB FPX 8420 Assessment 4 Teaching in Higher Education – Creating an Example of Student Work

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DB FPX 8420 Assessment 4 Teaching in Higher Education – Creating an Example of Student Work Student name Capella University DB-FPX8420 Teaching Business in Higher Education Professor Name Submission Date [blur_section id=”postDownload” button=”Free Download” form_id=”e9df100″] Teaching in Higher Education – Creating an Example of Student Work Write a brief paragraph as an introduction to the assessment and its purpose. Analyzing Contemporary Issues in Supply Chain Management. The heading style must be proper, and this should be 2nd competency according to the rubric. The advent of new local and global trading opportunities, the rise in natural and state-imposed barriers, the enhancement of communications, and the formation of vast economic regions have had to necessitated the greater implementation of Supply Chain Management (SCM) to ease the flow of products between producers and consumers. This is an unprecedented requirement of SCM based on the fact that it improves efficiency, minimizes waste as well and ensures customer satisfaction. As the business environment is dynamically changing, the SCM is being transformed in a significant way, with some of the changes posing a challenge to professionals to maneuver and others offering opportunities to be exploited. Through analysis and interpretation of the current problems, the SCM professionals can make use of the most practical frameworks to ensure that their response is strategic and lessens the adverse consequences. Issue 1: Sustainability in SCM H2 One of the relevant topics in modern-day SCM practices is the sustainability of the supply chain. Babagolzadeh et al. (2020) define sustainable SCM as an act of incorporating environmental, social, and financial aspects in the sourcing of raw materials, production, and distribution of goods and services. The idea of sustainability in SCM dates back to the second part of the 20th century, when the increasing demand in the market for goods and services to be provided led to innovative manufacturers resorting to harmful practices in sourcing, production, and distribution of goods to reduce costs and meet the requirements of the market. The sentence needs citation. To live, social and environmental impact were rarely considered, both in the short and long term, and more organizational activities focused on cost reduction, efficiency, and optimization of logistics (Rajeev et al., 2017). The source should be recent and within the past 5 years. The social and environmental effects of industries began to be felt between the 1960s and the 1980s, and this necessitated that stakeholders develop policies and legislation to regulate industry operations to reduce the environmental consequences. At this point, the sustainability of SCM has moved much more towards being profit-driven than preserving the interests of future generations. Organizations have also altered the perception of sustainability as a cost and risk to be machine-gunned into an opportunity that can be used to augment value, exercise their innovative ability, and use it as a competitive advantage by reaching out to their clientele. On the international front, agencies like the UN have proposed Sustainable Development Goals, which direct companies on the manner in which they can handle waste and the way to deal with social challenges in the locations of their activities add citation. In addition to this, Magento (2020) recognizes the growing trend toward applying technology to sustainable SCM, and one of the innovations is that big data analytics can be deployed to identify the aspects of the supply chain where operations are not sustainable and require rectifying measures. Social media, blockchain, AI, and robotics are some other technologies that have been extensively used to enhance supply chain operations and minimize adverse social and environmental effects. Citation Technology will provide the support of SCM sustainability in the future, not only due to the ability to trace the products fully, but also due to the opportunity to develop the supply chain that will resist environmental and social shocks. Sustainable SCM plays a significant role within the process of organizational decision-making because it enables organizations to deal with risks, deal with systemic social problems, and warrant stakeholder trust and confidence. In addition, it will allow organizations to add value to products along the supply chain without necessarily adding adverse effects on the surrounding environment and communities. As explained by Xie et al. (2024), the needs of stakeholders, the ethical considerations of the environment, and environmental consciousness can have a huge impact on the performance in the market of the organization. Thus, the increasing number of clients who care about the environmental and social footprint of the products they use can be attracted and retained in the organization through the sustainable decision-making process. Issue 2: Digitalization and Technology in SCM The SCM integration of technology has made the sector non-manual, but disintegrated and automated processes that are fast and highly efficient. Consequently, the firms will be in a better position to navigate the volatility, uncertainty, and complexity of global business and politics. The history of digitalization in SCM can be dated to the 1960s when Material Requirements Planning (MRP) was invented to facilitate the complex manufacturing process more effectively. Citation missing. The primary aim of MRP was to guarantee the supply of raw material to be used in production, making sure that only minimal amounts of materials and products were in stock at the store to save space in the store, and having a structured schedule of manufacturing, procuring, and delivery (Ivanov et al., 2021). MRP was later changed to MRP II in the 1970s, and it now has a broad range of functions, not limited to material requirements management, as it encompasses other manufacturing processes, like labor and machine capacity planning, and was more integrated into personal computers. The proliferation of the internet and personal computers in the 1990s saw the establishment of Enterprise Resource Planning (ERP) systems, and some of the roles of the MRP II were incorporated in the ERP systems to facilitate processes and information flows within the company. The contemporary age still sees ERP being highly employed in SCM, although there is growth in the new technological advancements. Industry 4.0 is also disrupting technologies like […]

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DB FPX 8420 Assessment 3 Creating Supply Chain Management Instructional Plans and Assessments

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DB FPX 8420 Assessment 3 Creating Supply Chain Management Instructional Plans and Assessments Student Name Capella University DB-FPX8420 Teaching Business in Higher Education Professor Name Submission Date Creating Supply Chain Management Instructional Plans and Assessments Slide 1: Hi! I am … today, your supply chain management (SCM) master of business administration (MBA) lecturer, and we are going to talk about how the new structures and future trends are changing the supply chain strategies in global executive leadership. Lesson Overview and Learning Objectives Slide 2: Learning needs to be grounded in adequate consonance between what is taught and what is sought to be achieved by students, such that they become as involved in the learning process as possible and retain what they learn. The lesson emphasizes the coordination problem in real-life case studies on the basis of the works of such companies as H&M and Unilever, which demonstrate the strategic importance of the supply chain in the competitiveness of the businesses that rely on the latest research (Jodlbauer et al., 2023; Schleper et al., 2021). The designated lesson can be associated with the five learning objectives that are to be developed within the framework of our MBA supply chain management course, since the learners will be capable of tracking the aspects of the supply chain. However, they will also have the opportunity to examine how the current trends transform the traditional models. The systematic one is grounded in adult learning principles that entail the connection between the theoretical backgrounds and the direct applications that the MBA students can directly transfer to the working situation. All trends are thoroughly described, including their historical background, current applications and expectations, and employment opportunities relevant to the executive decision-making position. The lesson sequencing is based on a logical approach to learning supply chain management, its historical background, and existing basic structures and thinking about three current trends: how the circular economy is implemented, blockchain technology use, and post-pandemic resilience (Hazen et al., 2021; Santhi & Muthuswamy, 2022). Students will obtain knowledge about the techniques of strategic planning, the techniques of risk management, and the techniques of digital transformation, which are needed in top-level jobs in the sphere of supply management in the global market today. The content prepares the graduates to pursue careers that include supply chain strategy, sustainability consulting, and technology implementation jobs, and increases the applicability of academic education to the careers of the graduates. Supply Chain Management Historical Foundation Slide 3: The background is a historical context requirement for the analysis of the current supply chain management issues and opportunities. The transformation of basic logistics coordination in the 1950s to strategic supply chain management took place during the significant changes in the 1960s, materials requirement planning (MRP) systems, and in the 1990s with the realization of enterprise resource planning (ERP), and others (Alsharari, 2022). These influential retailers, like Walmart, changed the thinking in terms of the supply chain as they demonstrated how efficient logistics may be exploited to be at an advantage and how the philosophy of lean manufacturing by Toyota provided just-in-time thinking that redefined the inventory management approach. This change of logistics cost-based dynamics to the value-creating supply chain model became the conceptual foundation, which is the determinant in the modern supply chain system and decision-making strategies. The first movers found out that supply chain coordination does not only occur within the four walls of particular firms but also across the entire system of suppliers, manufacturers, distributors, and consumers working to bring value. The shift to strategic supply chain thinking was increased by the fundamental theories on which value chain analysis was developed by Porter and the systems of supply chain management were derived by scholars (Eisenreich et al., 2022). Information technology systems introduced and transformed the supply chains, which were initially considered as logistic reactionary operations, to strategic ones that were proactive due to the introduction of real-time data sharing and coordination. The modern situation requires current supply chain management to respond to the updated demands of sustainability, digital transformation, and resilience that is founded on the already existing historical basis and the management principles that have proved to be effective through time. Current State of SCM Fundamentals Slide 4: The contemporary supply chain management entails familiarity with the underlying structures that define the present practices and tactics in the sector. Jodlbaker et al. (2023) state that seven key constructs establish modern supply chain management, and these constructs are demand-driven operations, prescriptive analytics, antifragile capabilities, collaborative networks, sustainability integration, digital transformation, and optimization of risk management. This paradigm change between the traditional approaches, which are based on planning, and the demand-based approaches can enable organizations to respond dynamically to market changes and apply predictive analytics in their strategic decisions. The contemporary constructs provide MBA professionals with the tools of analysis that are required to handle complicated global supply chain landscapes and obtain a competitive edge in terms of operational excellence. The concept of antifragile capabilities is a radical twist to the traditional resilience thinking, with the concept of the systems being empowered in disruptions, rather than merely surviving. Strategic supply chain positioning refers to the activity of aligning the operational capabilities of businesses with business strategy to achieve sustainable competitive advantages, which competitors can find challenging to replicate (Santos et al., 2021). Demand-driven strategies devote reduced attention to the forecast-push models and increased attention to customer pull signals to reduce inventory waste and maximize service delivery through responsive customer-oriented supply chain design. To successfully work in an ever-more complex global network and meet the challenges of the modern world, such as the requirements of sustainability, digital transformation programs, and post-pandemic resilience, modern supply chain professionals need to master the underlying concepts of supply chain management. Global SCM Framework Integration Slide 5: Global supply chain management also consists of a high level of awareness of how the differences in cultural, legal, and business context can affect the effectiveness of operations and strategic performance. Dissimilarities within the legal system present complex compliance requirements that […]

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DB FPX 8420 Assessment 2 Supply Chain Learning Resources List

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DB FPX 8420 Assessment 2 Supply Chain Learning Resources List Student Name Capella University DB-FPX8420 Teaching Business in Higher Education Professor Name Submission Date [blur_section id=”postDownload” button=”Free Download” form_id=”e9df100″] Supply Chain Learning Resources List Successful supply chain management education at the MBA level is based on effective resource selection. The five resources chosen are quite comprehensive, covering the basics of the frameworks, the modern trends, and the practical implementation of graduate business studies. The narrative review presented in Jodlbaker et al. (2023) provides seven main constructs to solve existing challenges in supply chain management (SCM), and the principles of sustainable supply chain transformation are illustrated by the circular economy framework provided by Hazen et al. (2021). Santhi and Muthuswamy (2022) addressed the technological transparency solution by examining blockchain, and Schleper et al. (2021) addressed the gap between academic theory and practical insights of practitioners activated by the pandemic on the topic of research. Harapko (2024) longitudinal Ernst and Young (EY) unveiled the current views of the industry on the strategic evolution of the supply chain and the priority of the work of the executive in the post-pandemic period. All the well-chosen resources help the students to acquire the theoretical knowledge and practical skills necessary to become leaders in the sphere of supply chains in the modern world. Major Takeaways of Current Supply Chain Management Trends and Issues The existing supply chain management requires familiarity with seven major constructs that characterize the modern sphere. Adopting demand-oriented, prescriptive analytics, as opposed to the old-fashioned planning-driven approaches, is a paradigm shift (Jodlbauer et al., 2023). Organizations have to cope with uncertainty instead of exploiting the application of antifragile capabilities, which are improved in the disruption. The historical changes represent instant employment opportunities to the graduates of the master of Business Administration (MBA) in strategic supply chain opportunities that require analytics and responsive top-level abilities. The contemporary supply chains are becoming more of a combination of the principles of the circular economy and the developed digital technologies. Circular supply chain loops are implemented by companies aimed at closing, slowing, and intensifying flows of resources to attain zero waste goals (Hazen et al., 2021). The blockchain technology makes it impossible to change records and maintain their unalterability and invincibility, allowing unprecedented transparency and traceability of transactions conducted worldwide (Santhi & Muthuswamy, 2022). The professionals in the MBA program who join the market will have a wide range of opportunities in the areas of sustainability consulting, implementation of technology, and management of digital transformation. The COVID-19 pandemic essentially changed the supply chain risk management and operational strategies in the industries. Companies stopped being motivated by efficient lean processes and started to be resilient, more flexible, and diversified (Schleper et al., 2021). Longitudinal research by the EY shows that 9 in every 10 supply chain executives now think the CEO of the organization values the role of supply chain in financial performance, which is the strategic upliftment of the supply chain management after the pandemic (Harapko, 2024). The developments result in high career opportunities in risk management, business continuity planning, and strategic partnership development among resilient supply chain frameworks among the MBA graduates. Synthesis of Three Current Supply Chain Management Trends Circular Economy Implementation Challenges Modern supply chain management has never been under greater pressure to adopt sustainable practices and, at the same time, be efficient and profitable in its operations. The resources show how the concept of the circular economy demands basic reorganization of the traditional linear supply chains, and Hazen et al. (2021) report that H&M has collected 20,000 tonnes of garments, which symbolize the potential and complexity in resource recycling. Schleper et al. (2021) demonstrated the acceleration of the transition to the circular economy in crises as companies search for resistant alternatives to the traditional supply models. The synthesis demonstrates that the key to achieving success in a circular economy is to achieve sustainability objectives that are combined with operational excellence and not conflicting priorities. Blockchain Technology Adoption Barriers Supply chains today are moving toward being transparent and traceable, and blockchain solutions serve as an answer to such needs. However, there are still considerable technical and organizational challenges to it. Santhi and Muthuswamy (2022) showed the potential of blockchain in the creation of unalterable supply chain records, and Jodlbauer et al. (2023) highlighted interoperability, indicating that an urgent need exists to open systems to integrate into the current infrastructure with blockchain. According to Schleper et al. (2021), collaboration in response to COVID-19 illustrates the role of such a crisis in forming an environment in which the use of blockchain becomes a need as opposed to a choice, accelerating the timelines of adoption of technology. All the resources demonstrate that the effective implementation of blockchain needs to deal with both technical capacities and change management in an organization. Post-Pandemic Resilience Strategy Evolution The COVID-19 pandemic has forever altered supply chain risk management as it has become an issue of resilience and no longer the effectiveness of operations. The existence rates of pop-up cooperatives claimed by Schleper et al. (2021) demonstrated that the emergency forced rapid innovation in the sphere of cooperation. However, the EY Longitudinal statistics provided by Harapko (2024) indicated that 90 percent of executives nowadays recognize the importance of the supply chain as a strategy beyond cost-efficient operations. The circular economy is explained by Hazen et al. (2021). It can help to enhance resilience during a pandemic since it diversifies the flow of resources, and the issue of single-point dependencies revealed during lockdowns is eliminated. The convergence also indicates that in the post-pandemic period, the supply chain will require holistic strategies, which are resilient and sustainable and operate with technology rather than handling each challenge as a unique process. Career Relevance for MBA Students The synergistic trends define the new career opportunities of MBA graduates due to the integration of sustainability, technology, and resilience approaches to the executive decision-making models. The organizations increasingly require the leaders to understand how the principles of the circular economy can generate […]

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DB FPX 8420 Assessment 1 Course Welcome Message

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DB FPX 8420 Assessment 1 Course Welcome Message Student name Capella University DB-FPX8420 Teaching Business in Higher Education Professor Name Submission Date [blur_section id=”postDownload” button=”Free Download” form_id=”e9df100″] Method 1: AI-Generated Script for MBA Supply Chain Management Welcome Video Professional Introduction and Teaching Approach Hello, my name is Belinda, and I will be your instructor in MBA Supply Chain Management at Sparkwimville University. My experience in the industry is 15 years of experience in global logistics and optimization of procurement. My philosophy of teaching focuses on the connection between theory and practice (Porter and Heppelmann, 2014). I believe in establishing interactive learning experiences in which students relate academic concepts to their professional issues. Course Content and Current Supply Chain Trends The course examines the basics of supply chain, yet it discusses three important modern-day problems. Then we will discuss the supply chain resilience in the wake of the worldwide disruptors such as the COVID-19 pandemic. Second, we are going to examine digital change by means of AI and blockchain applications in logistics networks. Third, we will look into sustainability practices and principles of a circular economy within the contemporary supply chains (Sheffi, 2015). As an illustration, other companies such as Unilever have re-engineered their supply networks to cut down carbon footprints by half. Course Policies and Communication Guidelines Visit your syllabus in the main course room navigation menu to find course policies. I will have high expectations for actively participating in weekly discussions and submitting assignments by 11:59 on Sundays in the evening. My working hours are on Tuesdays and Thursdays between 2:00 and 4:00 PM through Zoom appointments. You can reach me in the course messaging system in an attempt to respond to you as fast as possible within a span of 24 hours. Professional Relevance and Career Applications The course will make you think more strategically in your present positions on the optimization of supply chains. You will be taught how to find the bottlenecks, how to apply the cost-cutting measures, and how to establish relationships with suppliers. In my consulting assignment, I assisted a manufacturing client in cutting down inventory expenses by 30 percent through the use of forecasting methods that we will practice. The competencies will equip you with senior management roles that require supply chain competencies (Chopra and Meindl, 2016). Method 2: Self-Generated Script for MBA Supply Chain Management Welcome Video Professional Introduction and Teaching Approach Hello to the master of business administration (MBA) supply chain management at Sparkwimville University. My name is Belinda, and I have 18 years of experience in consulting in world logistics operations. My teaching strategy focuses on relating theories to real-life challenges in the industry that you encounter in your everyday life. I am an advocate of building up collaborative learning spaces that will involve your professional experiences in our discussions. The studies show that the relationships between buyers and suppliers in cases of crisis result in pop-up cooperatives of shared interests and assistance to each other (Schleper et al., 2021). We will close the divide that exists between theory and practical supply chain solutions. Course Content and Current Supply Chain Management Trends The course discusses the basic supply chain principles, but in the context of three important modern-day challenges. To begin with, we are going to discuss the principles of the circular economy, through which the conventional linear supply chains are going to be turned into sustainable loops. Secondly, we will discuss blockchain technology, which is changing the transparency and traceability of global networks. Studies indicate that blockchain generates records that are unalterable and cannot be tampered with, and this will enhance credibility across supply chains (Santhi & Muthuswamy, 2022). It is reported that such businesses as H&M collected over 20,000 tonnes of clothes in 2018 under the garment collecting program, providing a second life to the equivalent of 103 million T-shirts (Hazen et al., 2021). Third, we will explore the post-pandemic resilience measures that are transforming the risk management practices across the globe. Course Policies and Communication Guidelines Our primary Canvas platform has all course materials and policies, which are accessible. The weekly discussion posts must be submitted on Sundays before 11.59 PM Eastern time—virtual Office hours on Tuesdays and Thursdays from 3:00-5:on 00 PM on Zoom. Do not use tracking or in-person delivery, except during weekends, unless the message is urgent; the course answers should be provided within 24 hours. The entire syllabus is filled with grading rubrics, assignment schedules, and academic integrity policies. Professional Relevance and Career Applications The competencies of the supply chain will at once increase your strategic decision-making skills in your existing positions. You won’t learn how to assess risks, sustainability frameworks, and strategies of digital transformation that can be used in any industry. Research shows that blockchain can be used to minimize the recall of products and improve the monitoring of manufacturing supply chains (Kittichatsatsawat et al., 2021). The competencies place you in an executive position that involves advanced supply chain knowledge and innovation. Script Selection Rationale and Comparative Analysis The final script that I used was my self-generated script because of a number of reasons. The script, as composed by human beings, also makes more genuine contacts with MBA students in the form of a personal example. Accurate and recent sources of the current supply chain literature that were published in 2021-2022 were used by the chatbot. The self-created version has more knowledge about the adult learning needs and professional inspirations. The tone is more relaxed and approachable, positively contributing to creating the social presence in online learning. This approach also allows for better alignment with real-world professional expectations and learner engagement. The script also contains particular examples that are supported by research, and they are directly related to the career development objectives of students. The key distinctions between artificial intelligence (AI) and human scripts are connected with personalization and accuracy. The AI script employs more general examples and is formal and distant. The text composed by humans contains certain information regarding the […]

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DB FPX 8415 Assessment 1 Activity 3 Reflection on Theory, Theoretical Model, and Framework in Research

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DB FPX 8415 Assessment 1 Activity 3 Free Download DB FPX 8415 Assessment 1 Activity 3 Reflection on Theory, Theoretical Model, and Framework in Research Student name Capella University DB-FPX8415 Strategic Decision Making Professor Name Submission Date [blur_section id=”postDownload” button=”Read Full Sample ” form_id=”e9df100″] Reflection on Theory, Theoretical Model, and Framework in Research Theoretical models, theory, and frameworks are used differently in studies. A theory is a combination of concepts and propositions that are related to each other and explain and predict phenomena. The theory is generalized based on empirical evidence. A theoretical model is an oversimplified description of a system based on a theory, and may represent the relationships between variables in a form that may be used to direct empirical research. A framework further provides a structure or prism in which to view a subject without necessarily making particular predictions (Luft et al., 2022). The main factors to be considered when choosing a theory or a model are the compatibility with research questions, the applicability to the context of the study, explainable constructs, and empirical justification. The selection must also be indicative of the scope of the study and its contribution to the field. As an example, one can refer to a business challenge where the turnover of employees influences the performance of the organization. This issue is well applicable to Herzberg’s two-factor theory that differentiates hygiene factors and motivators (Ghimire et al., 2024). The theory guides such important concepts as job satisfaction, motivation, and retention. The use of the theory would facilitate the determination of the factors that require modification in the workplace to retain employees, thus improving the performance of an organization. Its theoretical insight allows the diagnostic comprehension as well as strategic planning to resolve the turnover problem. Click now to get expert help with DB FPX 8415 Assessment 1 Activity 2 and boost your grade today! [/blur_section] References for DB FPX 8415 Assessment 1 Activity 3 [blur_section id=”postinstructions” button=”Grab Capella References” form_id=”b4ab3ac”] Ghimire, B., Dahal, R. K., Karki, D., & Joshi, S. P. (2024). Motivators and hygiene factors affecting academics in Nepalese higher education institutions: Applying Herzberg’s two-factor theory. Journal of Business and Social Sciences Research, 9(2), 1–16. https://doi.org/10.3126/jbssr.v9i2.72406 Luft, J. A., Jeong, S., Idsardi, R., & Gardner, G. (2022). Literature reviews, theoretical frameworks, and conceptual frameworks: An introduction for new biology education researchers. CBE—Life Sciences Education, 21(3).https://doi.org/10.1187/cbe.21-05-0134 [/blur_section]

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