Finance: Must Be Plagiarism-Free And 100% Original Research

Finance Must Be Plagiarism Free And 100 Originalresearch On The Capi

Finance Must Be Plagiarism Free And 100% Originalresearch On The Capi

FINANCE - Must be plagiarism free and 100% original Research on the capital structure of four companies (given through chat upon agreement). You will also be doing an overall assessment of these four companies based on the research you did for your Module 1-4 SLPs. Write a two- to three-page paper addressing the following issues: Go to investing.com or a similar page and find the long-term debt to total equity and the total debt to equity ratios for your four companies. Investing.com should also give you the industry averages for these ratios. Based on these ratios, do your four companies have a greater relative debt load than the average of their industry?

Do any of them seem at risk for bankruptcy? How does the debt ratios align with the credit ratings you found for your Module 2 SLP or the beta that you found for your Module 3 SLP? Do the companies with higher debt ratios have lower credit ratings or larger betas, and do the companies with lower debt ratios have higher credit ratings and lower betas? Finally, what is your overall assessment of your four companies based on your research for your Modules 1-4 SLPs? Which ones do you think are good investments based on your research?

Which companies do you think are bad investments? Rank your four companies from best to worst investment. This part of the assignment should be at least one page. Assignment Expectations – ONLINE RESOURCES with Links ONLY · Answer the assignment questions directly. · Stay focused on the precise assignment questions. Do not go off on tangents or devote a lot of space to summarizing general background materials. · For computational problems, make sure to show your work and explain your steps. · For short answer/short essay questions, make sure to reference your sources of information with both a bibliography and in-text citations.

References (You can use additional references but they must be available online with links ) Weston, J. (2016). Net present value. Finance for the Non-Finance Professional. Retrieved from: Weston, J. (2016). Internal rate of return.

Finance for the Non-Finance Professional. Retrieved from: Weston, J. (2016). Debt vs. Equity. Finance for the Non-Finance Professional.

Retrieved from: Clifford, J. (2014). Time value of money. ACDC Leadership. Khan, S. (2008). Introduction to present value.

Khan Academy. Gitman, L. (2005). Chapter 9: Capital budgeting techniques: Certainty and risk. Principles of Managerial Finance. Pearson Education.

Ross, S., Westerfield, R., Jaffe, J. & Bley, J. (2013). Chapter 17: Capital structure: Limits to the use of debt. Corporate Finance. McGraw-Hill. Retrieved from: .

If the link is not working, try: highered.mheducation.com/sites/dl/free///Sample_chapter.pdf Finally, review how to calculate NPV and IRR using Excel. This spreadsheet has the calculations from the Excel example on pages or Gitman (2005) and an example from the Graulich video linked below. Graulich, V. (2012). How to calculate NPV and IRR (Net Present Value and Internal Rate Return) EXCEL. IHateMath.com.

Retrieved from: Hamilton, K. (2014). Excel NPV IRR. Retrieved from: Ross, S., Westerfield, R., & Jordan, B. (2007) Chapter 8: Net present value and other investment criteria. Essentials of Corporate Finance. McGraw Hill.

Here are some alternative links in case the link above does not work: Chapter 8 Thirumalai, R. (n.d.) Internal rate of return and payback. Coursera. Retrieved from: Fabozzi, F. J., & Peterson Drake, P. (2009). Chapter 13: Capital Budgeting: Process and Cash Flow Estimation Finance: Capital Markets, Financial Management, and Investment Management.

Hoboken, N.J.: Wiley. [EBSCO eBook Collection] Bierman, H. (2010). Chapter 4: Capital budgeting. An Introduction to Accounting and Managerial Finance: A Merger of Equals. Singapore: World Scientific. [EBSCO eBook Collection] Class Reflection 10 Class Reflection Robert Love Embry-Riddle Aeronautical University Contents What are the challenges of leading virtual teams in today's global workplace? What specific activities would you do in order to face and overcome these?

4 Introduction 4 Obstacles Teams Must Overcome 4 Overcoming the Virtual Teams Obstacles 5 How could you keep track of various lessons learned associated with communications in order to apply these to a variety of projects and situations? How could you ensure that you don't make the same error twice? 5 Introduction 5 Learning from Prior Projects 6 Current Project and Lessons Learned 6 Preventing the Duplication of Problems 7 Imagine yourself as the project manager that will be leading a team to develop the Human Resources software package for a multi-national company. You are responsible for creating the interview questions that will be used in the selection process of team members. What interview questions would you submit? After listing each question, provide your justification for asking that particular inquiry. 7 Introduction 7 Questions During Interviews 8 Why These Questions 8 References 10 What are the challenges of leading virtual teams in today's global workplace? What specific activities would you do in order to face and overcome these? Introduction There are many road blocks that detour virtual teams that do not stand in the way of regular teams. When the teams are not located in the same place this causes I large problem that the team has to overcome.

With many companies using telecommuting as an option to work from home or even another city this is making many teams separated in the workforce. This is also making many teams work from different time zones. This puts more stress on project managers to bring the teams together and make them be more than people working together but to form a team. Obstacles Teams Must Overcome The first and perhaps the largest obstacle that must be overcome is communication. The team is left with a disadvantage of not being able to have face to face meetings due to other constraints such as location and time (Larson & Gray, 2014).

This would be especially hard it any of the team members have other obligations that would limit meeting times. Trust is a very important part of a team, and virtual teams it is harder to build trust than with face to face teams. With teams that have only meet virtually it is hard to put trust in them, like when the bank calls and informs you that your account has been hacked the first impression is that this is fake. The team then relies on word of mouth to verify if work has been accomplished (Larson & Gray, 2014). Many teams tend to connect after work, like going to the bar after work or to a social gathering to reward a job well done.

Overcoming the Virtual Teams Obstacles When a virtual team has to overcome obstacles this is a very challenging time for the team and everyone involved. This is where having clear communication guidelines for that project manager is very important. The project manager will have email, teleconference, videoconference, and the use of travel if available to meet face to face to convey communication with his/ her team (Larson & Gray, 2014). This is what each team member will be expected to adhere to during the project. Other ways for the project manager to manage this obstacle is with internet scheduling software.

With this software each member will be easily kept up with and able to be reached (Larson & Gray, 2014). The project manager has to maintain an amount of flexibility to his/her schedule and make sure that the team adapts to all members not just one (Larson & Gray, 2014). How could you keep track of various lessons learned associated with communications in order to apply these to a variety of projects and situations? How could you ensure that you don't make the same error twice? Introduction This is a very vital part of a project; it can be what mad or broke the project. the experiences and process that a project goes through are what lessons learned are all about (Project Management Institute, 2013).

That vast majority of projects gather the lessons learned at the end of a project, although if they were gathered and applied thought the project this could be a valuable asset in the project. if a project manager used a lesson learned as a living project the team would always see this document and make corrections as the project moves on about course. By creating a lessons learned document, which is a living document that is constantly evolving, the project team can reference the document to help steer the project towards success. Learning from Prior Projects In the beginning of any project during the kickoff meeting, one of the most important things is for look at past projects. By doing so the project manager can see where the project had issues and success (Larson & Gray, 2014).

When a company’s collects this data from past projects it aids in future projects so that they do not repeat past problems. Current Project and Lessons Learned For a project to keep the lessons learned evolving throughout a project the team must add it to every team meetings agenda. The team must use meetings such as status meetings to review lessons learned since the entire team will be present for said meeting (Dow & Taylor, 2015). This is the perfect time for the team to input new lessons learned into the project. this is also the time for the team to be forth coming with good and bad communication problems. All the good will become additions to the lessons learned and be great things moving forward in the project. the team will use bad experiences to learn from and try to not let happen again.

The use of a lessons learned document that each team member has access to and can edit is another useful tool. The document could be located at the project management office, intranet, or could be stored on a share drive thus allowing for teams to use it through out a project. any additions could be discussed during meetings and addressed with the entire team. Preventing the Duplication of Problems If the project manager makes sure that the lessons learned are discussed in every meeting this will prevent situations from happening more than once. From the first meeting to that last meeting of any project the reiteration of lessons learned will convey to the team that it is an important topic and mistakes will not be made more than once.

Imagine yourself as the project manager that will be leading a team to develop the Human Resources software package for a multi-national company. You are responsible for creating the interview questions that will be used in the selection process of team members. What interview questions would you submit? After listing each question, provide your justification for asking that particular inquiry. Introduction If I were a project manager with a team making a new software package, each member holds a key to making the team perform at its best.

The three areas that I would direct most of my focus on would be. First the top attribute would be team cohesiveness, or the ability to be part of a group that can make things happen. I would also look for team members who have a passion for going outside the box and not follow a mold. Last of all but most import, I would look for team members that can handle the conflict and hard times that come with creating a new item. Any questions asked to a potential team member will be used to determine how each person will fall in line with my team plan.

Questions During Interviews Question 1. What is a more ideal work environment? Or, Do you enjoy using team members to bounce ideas off of or would you keep to yourself and work alone? Question 2. Have you ever worked on a teams in the past?

If so was there a common since of drive to finish the project? Question 3. How have you dealt with issues when working on a project? Question 4. How would you handle having to work alongside a team member that tension between the two of you exist? Why These Questions The questions above are to probe a particular candidate on how they will come together as a team member. Question one is used to verify that the applicant can work and does prefer to work in a team atmosphere. If a person is more capable of working in a group them having them on a team project they should flourish and do good work. No applicant that would rather work independent of a team would be an asset to a team and could be left out of consideration. My second question is to arrange the applicants in an order of who has and has not worked in a team.

The people that have any experience working on a team could bring advantages to the team. On the other hand, the younger or newer member that have never worked on a team could bring fresh thinking to the team. When a group can come together to get to a goal with a common since of drive they are usually high producers (Larson & Gray, 2014). Some of the ones with no group experience can show the drive that is looked for through the interview process. My third question would be to see if the applicant has the ability to lead follow or get out of the way.

I am looking for someone to pave new roads and make a mark for team as a group. Many times projects will have to go off the beaten path to come up with new ideas to achieve scope and schedule (Larson & Gray, 2014). Crating new software that is not like has been used before it needs to be creative and outside the box thinking will be needed. My fourth question is used so that if members of my team do not see eye to eye, they can come together for the better good of the team and the project. with so many walks of life in this world there will always be people that have issues with other people. And the better you get to know a person sometimes you learn that the personalities can clash.

Team members need to be able to hold back emotions and feelings and build networks to resolve conflicts (Larson & Gray, 2014). By the response given in regards to this question the interviewer will be able to determine if the differences can be set aside for the better of the team. References Dow, W., & Taylor, B. (2015). Project management communication tools. Renton, WA: Dow Publishing LLC.

Larson, E. W., & Gray, C. F. (2014). Project management: The managerial process (6th ed.). New York, NY: McGraw-Hill.

Project Management Institute. (2013). A guide to the Project Management Body of Knowledge (PMBOK Guide) (5th ed.). Newtown Square, PA: Project Management Institute, Inc.