However, pleasebe aware that you will need to fill in all the numbers needed on the spreadsheet, including thenumbers provided in the case as assumptions that you need for your analysis. The template is colorcoded, so that you understand whether a number, or a formula is needed in a particular cell. Forqualitative questions, you should not only provide your answer to the question as “Yes” or “No”,but also provide reasonable explanations to justify your answer.

Problem 3-12 Mini-Case Conoco phillips Gas Acquisition Project 19

19 © Betty Simkins, Williams Companies Professor of Business and Professor of Finance, Oklahoma State University. All Rights Reserved. Reprinted with permission.

ConocoPhillips’s (COP) Natural Gas and Gas Products Department (NG&GP) manages all of the company’s activities relating to the gathering, purchasing, processing, and sale of natural gas and gas liquids. Chris Simpkins, a recent graduate, was recently hired as a financial analyst to support the NG&GP department. One of Chris’s first assignments was to review the projections for a proposed gas purchase project that were made by one of the firm’s field engineers. The cash flow projections for the ten-year project are found in Exhibit P3-12.1 and are based on the following assumptions and projections:

The investment required for the project consists of two components: First, there is the cost to lay the natural gas pipeline of $1,200,000. The project is expected to have a ten-year life and is depreciated over seven years using a seven-year modified accelerated cost recovery system (MACRS).20 Second, the project will require a $145,000 increase in net working capital that is assumed to be recovered at the termination of the project.

20 Modified accelerated cost recovery system (MACRS) uses a shorter depreciable life for assets, thus giving businesses larger tax deductions and cash flows in the earlier years of the project life relative to those of straight-line depreciation.

The well is expected to produce 900,000 cubic feet (900 MCF) per day of natural gas during year 1 and then decline over the remaining nine-year period (365 operating days per year). The natural gas production is expected to decline at a rate of 20% per year after year 1.

In addition to the initial expenditures for the pipeline and additional working capital, two more sets of expenses will be incurred. First, a fee consisting of 50% of the wellhead natural gas market price must be paid to the producer. In other words, if the wellhead market price is $6.00 per MCF, 50% (or $3.00 per MCF) is paid to the producer. Second, gas processing and compression costs of $0.65 per MCF will be incurred.

There is no salvage value for the equipment at the end of the natural gas lease.

The natural gas price at the wellhead is currently $6.00 per MCF.

The cost of capital for this project is 15%.

Answer the following questions.

What are the NPV and IRR for the proposed project, based on the forecasts made above? Should Chris recommend that the project be undertaken? Explain your answer. What reservations, if any, should Chris have about recommending the project to his boss?

Perform a sensitivity analysis of the proposed project to determine the impact on NPV and IRR for each of the following scenarios:

Best case: a natural gas price of $8.00 and a year 1 production rate of 1,200 MCF per day that declines by 20% per year after that.

Most likely case: a natural gas price of $6.00 and a year 1 production rate of 900 MCF per day that declines by 20% per year after that.

Worst case: a natural gas price of $3.00 and a year 1 production rate of 700 MCF per day that declines by 20% per year after that.

Do breakeven sensitivity analysis to find each of the following:

Breakeven natural gas price for an NPV = 0

Breakeven natural gas volume in year 1 for an NPV = 0

Breakeven investment for an NPV = 0

Given the results of your risk analysis in parts b and c, would you recommend this project? Explain your answer.

Exhibit P3-12.1 Analysis of the ConocoPhillips Gas Purchase Project

Turbulence on United Airlines

The beginning of 2017 was not good for United Airlines. Several incidents involving United Airlines personnel enforcing a variety of rules, regulations, and protocols in employees’ interactions with customers ensued, causing international outcry.

The first incident involved two teenagers who were wearing leggings onto their flight from Minneapolis to Denver. They were stopped by the gate agent and not allowed to board for violating the United Airlines travel perk program. These travel perk passes hinge upon a requirement for users of the passes to dress themselves in such a way that the airline is presented in a favorable light. United defended its decision via Twitter, noting “Legging are not inappropriate attire except in the case of someone traveling as a pass rider.” Comedian Seth Rogan tweeted, “We here at United are just trying to police the attire of the daughters of our employees! That’s all! Cool, right?”

A second, more severe incident occurred when David Dao, a doctor who needed to see his patients the following morning, was aboard a Louisville bound flight from Chicago in April. Four United employees needed to get to Louisville last-minute and it was announced that four people needed to give up their seats or else the flight would be cancelled. Attendants called the police after no one complied, who approached Dao in aggressive manager, forcibly removing him from the plane (he suffered a broken nose and concussion after his head smashed into an armrest). United policy allowed for the involuntary removal of passengers from flights, although this time United was not as defensive. Dao later filed a lawsuit against United for their actions.

A third incident, in Houston involved a to-be-married couple, Michael and Amber, headed to Costa Rica for their wedding. When they entered the plane, they noticed a man sleeping in the row where their seats were assigned. Instead of disturbing him, they found some seats three rows up and sat there instead. They were soon asked by an attendant to return to their seats and they complied. A U.S. Marshall approached them soon after and ejected them from the plane. According to United statements, the couple kept “repeatedly” trying to sit in upgraded seats and would not follow the instructions of the attendants and crew members, and, as such, they were within their power to eject the passengers.

These incidents suggest that, starting with the structure as laid forth by the CEO, United employees’ do not have much latitude or flexibility to deal with day-to-day policy breaches. Cost-minimization and efficiency-boosting strategies, when taken overboard, also may have had an effect given that the focus drifted from the customer and toward rule following. Many attribute this inflexibility to the strict, rule-following bureaucracy that has been set forth by United leaders. In this bureaucracy, their 85,000 employees may be reluctant to deviate from the rules—intra-company historical precedent suggests that many employees face termination when breaking the rules.

Sources: S. Carey, “Behind United Airlines’ Fateful Decision to Call Police;
Airline’s Rules-Based Culture in Spotlight After Man Was Dragged off Flight by
Law Enforcement,” The Wall Street Journal, April 17, 2017, J. Disis and J. Ostrower, “United Airlines in Twitter Trouble Over Leggings Rule,” CNN Money, March 27, 2017, money.cnn.com/2017/03/26/news/united-airlines-twitter-dress-code/; A. Hartung,
“Why United Airlines Abuses Customers: The Risks of Operational Excellence,” Forbes, April 10, 2017, https://www.forbes.com/sites/adamhartung/2017/04/10/why-united-airlines-abuses-customers-the-risks-of-operational-excellence/#78a1af3fbb10; M. Hiltzik, “At United Airlines and Wells Fargo, Toxic Corporate Culture Starts With the CEO,” Los Angeles Times, April 17, 2017,
http://www.latimes.com/business/hiltzik/la-fi-hiltzik-toxic-united-wells-20170411-story.html;
E. C. McLaughlin, “Man Dragged off United Flight Has Concussion, Will File Suit, Lawyer Says.”

Stephen P. Robbins (San Diego State University) and Timothy A. Judge (The Ohio State University). Organizational Behavior. (18th Edition). 2019. Pearson Education Inc. ISBN-13: 978-0-13-47293-29.

Please provide your thoughts on the following questions?

Do you think that United Airlines was within its power to have removed these people from the flight? Why or why not? What are the pros and cons of having a bureaucratic organizational structure for an airline?

Discuss what you see as the sponsor’s business objective, and answer the question “why is data useful in addressing that?”

Examples include:

• Discuss the business objective the data solves
• How is the data useful, and what specifically does it address regarding the business objective__

—Sponsor companies have their own goals and objectives when offering sponsorship, which can include the following:

1. Lead generation
2. Improving brand awareness
3. Embracing a new role
4. Standing out from the competition
5. Gaining media exposure
6. Extending their reach
7. Driving more sales

The real key to success with sponsorship is finding the insights that connect consumers and businesses. The time, place, and feeling connect them and create preference, recognition, learning, and buying. When it works, we all get it. Sometimes we do not get it because we are not the target. Other times it is off the mark. It is like making a delicious meal, and most people can tell if it looks nice and tastes good. But, making the recipe, knowing the ingredients, and the proper preparation takes experience and a willingness to develop the insights that separate your deal from the crowd.

Business leaders in data-driven organizations understand the benefits of relying on data insights to make wise business moves. Data allows organizations to use evidence-based data to make decisions and plan carefully to pursue business objectives. Suppose business strategy provides a roadmap between your organization’s current and desired future state. In that case, data strategy offers a combination of mile markers, signposts, and a clear windshield through which to see them.

Specifically, data strategy serves three essential purposes in supporting both present and future business goals.

• Guiding decisions and actions to support your business goal
• Providing a feedback loop for your business strategy
• Uncovering new opportunities

Today, running a business with the help of data is table stakes. If we are not using data to uncover insights that will guide our business into the future, we will become a business of the past. Fortunately, the advances in data processing and visualization make growing the business with data more accessible than ever.

References:

1) Grover, Varun, et al. “Creating strategic business value from big data analytics: A research framework.” Journal of Management Information Systems 35.2 (2018): 388-423.

2) Marinos, George. “The Information Supply Chain; Achieving Business Objectives by Enhancing Critical Business Processes.” Information Management 15.4 (2005): 20.

—Hi All,

The sponsors business objectives is to assist their clients in realizing their full potential through data by enabling digital transformation, increasing operational efficiency, and increasing human productivity. The data used by the sponsors provided by various industries namely:

1. Banking and Finance
2. Healthcare
3. Insurance
4. Government and Law
5. Transportation and Logistics

The above industries will have multiple use cases in their particular business and the docdigitizer will help them by providing professional services in implementing their solutions and execute strategies to program a challenging task. They suggest the clients in use of services like IDP ( Intelligent Document Processing) bundling with Robot Process automation and Business process modeling. The data solves various business problems such as the core features is to provide near 100% accuracy, no code data capture.

When utilizing IDP, there are two things to keep in mind. First and foremost, you must comprehend the technologies required to extract the relevant data from the document. It also relies on the type of data that is being extracted. Structured data necessitates less sophisticated technologies. Unstructured and partially structured data, on the other hand, necessitate more sophisticated tools.Second, take into account the data format. Paper documents, faxes, emails, and attachments, as well as MS Office files such as Word, Excel, PowerPoint, PDF, and others, may be received by an organization. And the information comes from a variety of sources and gadgets.An Intelligent Data Processing system should, in theory, recognize, classify, and extract important data before routing it to the appropriate document workflows for review.

Using IDP will benefit the client in following ways:

1. Cost Optimization
2. Accessibility
3. Error Prevention
4. Increased productivity
5. Optimized data integration

References:

Tavares, R. (2021, December 16). Intelligent Document Processing. Docdigitizer. https://www.docdigitizer.com/blog/ultimate-guide-to-document-processing-redefining-intelligent-data-capture/ (????????)

W. (2022, March 21). New Page. Docdigitizer. https://www.docdigitizer.com/ (????????)

Thanks,

3 discussion each on in one page with the references

discussion1.

daptive leaders are follower-centered. The main objective of adaptive leaders is to help employees change and adjust to new circumstances in the organization (Northouse, 2022, p. 286). In the image below, we can see the Model of Adaptive Leadership (Northouse, 2022, p. 288):

Source: Northouse, P. G. (2022). Leadership: Theory and practice (8th ed., p. 288). Sage Publications.

Organization XYZ is a call center which helps clients solve issues with their internet connections. The organization opened 10 years ago and has 250 employees working in the facilities as customer service technicians 24 hours a day, seven days a week. After COVID-19, leadership has been rethinking the way that the organization conducts business. Therefore, it has been determined that all 250 employees would work remotely.

Think about what adaptive leadership is, the Model of Adaptive Leadership presented above, and the case, then address the following:

1. Describe what the adaptive leader’s behavioral approach would be in this case.
2. Explain the effectiveness of the adaptive leadership approach and how this leadership approach is similar to or different than your selected leadership style.

discussion 2.

Strategic Compensation

Instructions

1.Document your answers on the space provided in this document (starting on page 3). Your answers can be in bullet form and each answer should be no more than 500 words.  Bullet form means complete sentences.

2.You are not required to include a title page, formal references, or use APA formatting. However, you are required to include the page numbers you used from the textbook to answer your questions and demonstrate application of course content.

3.Although you are not required to use APA formatting, you are still required to proofread your document for spelling and punctuation errors, and to demonstrate your ability to write at a university level. Please review the Marking Rubric on page 2 for more details of how your assignment will be assessed.

4.When the word “briefly” is used in the assignment questions, this means a minimum of 3 bullet points and/or sentences and a maximum of 5-6 bullet points and/or sentences.

5.To access the textbook – use the link and create a dummy account https://app.tophat.com/e/791964/lecture/

Use University of Lethbridge as the school- please reference page number on your answers.

Question 1 (related to Learning Outcome a). Your answer should be no more than 500 words and include specific page numbers you used from the course textbook to support your answer.

Briefly discuss the concept of fit, and the types of compensation and total rewards that work best for each of the three managerial strategies.

Question 2 (related to Learning Outcome b & c). Your answer should be no more than 500 words and include specific page numbers you used from the course textbook to support your answer.

Read two cases in Chapter 3: Compensation Today 3.1 – Rewards Support Strategy at Toyota and Compensation Today 3.2 – Violating the Psychological Contract at CAMI. Both companies attempted to adopt a high-involvement managerial strategy but only one company was successful in doing so.

Using the concepts of reward problems, job attitudes, and behaviors, briefly discuss and explain why one company was successful in adopting a high-involvement managerial strategy and why the other was not.

Question 3 (related to Learning Outcome c & d). Your answer should be no more than 500 words and include specific page numbers you used from the course textbook to support your answer.

During class, we discussed the case “Fun and Games at the Exhibition” in Chapter 5 of your textbook.  Using this case from your textbook, briefly discuss how performance pay (individual, group, and/or organization) could be used to solve the employee performance and behavior problems outlined in the case.

Question 4 (related to Learning Outcome b & d). Your answer should be no more than 500 words and include specific page numbers you used from the course textbook to support your answer.

Briefly discuss and explain the five steps in the compensation strategy formulation process (chapter 6). Also apply and briefly describe what each of the five steps would look like when applied to a classical managerial strategy.

Question 5 (related to Learning Outcome e & f & g). Your answer should be no more than 500 words and include specific page numbers you used from the course textbook to support your answer.

Briefly explain the point method of job evaluation and the main steps to conducting this form of evaluation. Also explain one method you can use to measure if your point method of job evaluation is compliant with pay equity.

Question 6 (related to Learning Outcome e). Your answer should be no more than 500 words and include specific page numbers you used from the course textbook to support your answer.

Briefly discuss and explain how organizations can use the market and individual performance to determine what employees should be paid.

Question 7 (related to Learning Outcome f). Your answer should be no more than 500 words and include specific page numbers you used from the course textbook to support your answer.