You Have Two Problems, One On Each ✓ Solved

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You have two problems - one on each tab of this Excel file. Please show your work in the cells using Excel formulas instead of writing the answers directly in the cell. The instructor will then be able to identify where mistakes were made and provide valuable feedback and partial credit if appropriate.

Problem 1 involves calculating the value of a stock based on its dividend and desired rate of return. Specifically, Stock Company X pays an annual dividend of $1.35 forever, and you want to determine the appropriate stock price given an 9.5% annual expected return. Use the dividend discount model formula, referencing Solved Example 2 on Page 184 of your text.

Problem 2 involves valuing stock based on dividends, future selling price, and expected return over a specific period. You plan to buy a stock of Company X, which pays an annual dividend of $6.00 for the next 9 years, with an expected selling price of $28 at the end of 7 years. The goal is to find out what you should pay for the stock if you expect an 11% annual return. Refer to Solved Example 1 on Page 182 of your text, and use the given formulas to compute the stock price.

Sample Paper For Above instruction

Organizational Culture Analysis

Organizational culture is a critical aspect that influences how employees interact, make decisions, and perform their roles. The symbols of culture, often called artifacts, are the most visible and accessible elements, including behaviors, stories, rituals, and symbols like logos and colors. These artifacts reflect underlying deeper levels of culture, such as values and beliefs.

In my previous organization, the observable artifacts were evident in everyday practices, such as regular team meetings, company-sponsored community service events, and the corporate branding visible across all platforms. For example, the CEO’s regular participation in community volunteer projects highlighted a culture of social responsibility.

Espoused values in this organization included a strong emphasis on integrity, innovation, and teamwork. These were explicitly communicated through corporate mission statements and published ethical guidelines. Employees often spoke about the importance of maintaining ethical standards and fostering collaboration, aligning with these proclaimed values.

Enacted values, however, were reflected in daily behaviors that sometimes diverged from espoused values. For example, while teamwork was formally encouraged, in practice, individual competition and departmental silos occasionally undermined collaboration. Employees’ actual behaviors revealed a mix of genuine commitment to shared goals and instances of prioritizing personal or departmental achievements.

Each of these layers of culture impacts organizational values and performance. Visible artifacts such as celebrations and logos reinforce a sense of community and shared identity. Espoused values shape outward messaging and employee expectations, guiding behavior when aligned with the leadership’s example. Enacted values, however, reveal the true culture and influence overall morale, trust, and effectiveness. Discrepancies between espoused and enacted values can lead to cynicism or reduced trust, emphasizing the need for alignment.

Understanding these cultural layers provides insight into organizational strengths and areas for improvement. Recognizing the symbols and artifacts helps in reinforcing desired behaviors, while addressing gaps between espoused and enacted values can foster a more authentic and cohesive culture, thereby enhancing organizational performance.

References

• Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
• Martin, J. (2002). Organizational Culture: Mapping the Field. Sage Publications.
• Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. McGraw-Hill.
• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Jossey-Bass.
• Kotter, J. P., & Heskett, J. L. (1992). Corporate Culture and Performance. Free Press.
• Schneider, B., & Reichers, A. E. (1983). On the Etiology of Climates. Personnel Psychology, 36(1), 205-228.
• Sutton, R. I. (1991). Why Good Leadership Sometimes Matters Less Than Good Culture. Harvard Business Review, 69(1), 106-114.
• Trice, H. M., & Beyer, J. M. (1993). The Cultures of Work Organizations. Prentice Hall.
• Ravasi, D., & Schultz, M. (2006). Responding to Organizational Identity Threats: Exploringthe Role of Organizational Culture. Journal of Management Studies, 43(4), 434-457.
• Denison, D. R. (1990). Corporate Culture and Organizational Effectiveness. Wiley.