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  • [Solved] Presenting Instructional Content: Supporting Diverse Learners

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    I need help with this assignment – ## CopyofEarlyChildhoodPIN13_Postwork.pdf – ## CopyofPIN13_PostworkRubric.pdf **## CopyofEarlyChildhoodPIN13_Postwork.pdf** Teach! Coursework Presenting Instructional Content: Scaffolding | Postwork – Early Childhood This postwork will utilize the same lesson a…

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    Assignment Prompt & Instructions

    I need help with this assignment

    – ## CopyofEarlyChildhoodPIN13_Postwork.pdf

    – ## CopyofPIN13_PostworkRubric.pdf

    **## CopyofEarlyChildhoodPIN13_Postwork.pdf**

    Teach! Coursework

    Presenting Instructional Content: Scaffolding | Postwork – Early Childhood

    This postwork will utilize the same lesson as your Lesson Internalization and Effortful Thinking postwork
    from previous sessions.

    Directions: This postwork includes two parts.

    1. Draft an introduction to new material.
    2. Rehearse your introduction to new material.

    Lesson Context

    Link to Lesson EngageNY – Kindergarten – Module 4 – Lesson 8

    Objective or Learning Target Model decompositions of 7 using a story situation, sets, and number bonds.
    Students decompose the number seven in put-together situations of number pairs
    using story situations, objects, sets, arrays, and numerals.

    Module Overview EngageNY – Kindergarten – Module 4 – Module Overview

    Presenting Instructional Content: Scaffolding | Postwork – Early Childhood
    1

    [https://drive.google.com/file/d/1_DkpUWy44p3HBneZN9awMLrQTAQ4_GqT/view?usp=drive_link](https://drive.google.com/file/d/1_DkpUWy44p3HBneZN9awMLrQTAQ4_GqT/view?usp=drive_link)

    [https://drive.google.com/file/d/1nUoi4DQhcaulAg3sh98APoZez3oFKbFP/view?usp=drive_link](https://drive.google.com/file/d/1nUoi4DQhcaulAg3sh98APoZez3oFKbFP/view?usp=drive_link)

    Teach! Coursework

    Part 1 Directions:

    1. Building off of your postwork from Presenting Instructional Content: Introducing New Material, incorporate
    two scaffolds into your double plan. Remember to include any explicit instructions for using the scaffolds you
    have chosen.

    ● Hint: Copy your INM double plan, paste it in the table below, then add your scaffolds.

    Remember the key elements of effective scaffolds:

    1. Purposeful Alignment to the Learning Goal
    ● The scaffold must be anchored to the lesson’s objective—not just busywork or unrelated

    support.
    ● It should target a specific barrier to understanding (e.g., unfamiliar vocabulary, background

    knowledge, or complex reasoning).

    2. Cognitive Load Reduction (Not Elimination)
    ● Scaffolds should lighten the load, not do the thinking for students.
    ● They reduce distractions or secondary challenges so students can focus on the

    to-be-remembered content.

    3. Tool for Effortful Thinking and Discourse
    ● Scaffolds should support—not shortcut—thinking and talking about math.

    2. Download this document as a PDF and submit it in Submission #2.

    Part 2 Directions:

    1. Rehearse your full INM double plan with the scaffolds.
    2. Record your video directly into Canopy.

    Presenting Instructional Content: Scaffolding | Postwork – Early Childhood
    2

    Teach! Coursework

    Double Plan

    Teacher Actions Student Actions

    Description of the activity, what the teacher says, and does.
    (Write WTD directions for student engagement.)

    What is an exemplar of student response?
    What should they be saying and doing?

    Presenting Instructional Content: Scaffolding | Postwork – Early Childhood
    3

    **## CopyofPIN13_PostworkRubric.pdf**

    Teach! Coursework

    Presenting Instructional Content: Scaffolding | Postwork Rubric

    Scaffolding Additions to INM Double Plan (50%)

    ● The scaffold must be anchored to the lesson’s objective—not
    just busywork or unrelated support.

    ● It should target a specific barrier to understanding

    Cognitive Load Reduction (Not Elimination)

    ● Scaffolds should lighten the load, not do the thinking for
    students.

    ● They reduce distractions or secondary challenges so
    students can focus on the to-be-remembered content.

    Tool for Effortful Thinking & Discourse

    ● Scaffolds should support—not shortcut—thinking and
    talking about math.

    Scaffold #1 0 Points 0 Points 1 Point 2 Points 3 Points 4 Points

    Purposeful Alignment to the
    Learning Goal

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold is unrelated to the learning
    goal or lacks clear instructional

    purpose.

    Scaffold somewhat aligns to the
    learning goal but addresses a general

    rather than specific barrier.

    Scaffold is mostly aligned to the
    learning goal and addresses a

    relevant barrier with some clarity.

    Scaffold is tightly aligned to the
    learning goal and directly addresses

    a clear, specific barrier to student
    understanding.

    Cognitive Load Reduction (Not
    Elimination)

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold increases cognitive load or
    distracts from core learning.

    Scaffold slightly reduces cognitive
    load, but may oversimplify or

    under-support.

    Scaffold appropriately reduces
    distractions and focuses attention on

    content, with minor adjustments
    needed.

    Scaffold effectively reduces cognitive
    barriers while preserving effortful

    thinking about the
    to-be-remembered content.

    Tool for Effortful Thinking &
    Discourse

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold does not promote student
    thinking or discourse.

    Scaffold may prompt limited thinking
    but lacks opportunities for discourse.

    Scaffold encourages effortful
    thinking or discourse, but could
    better support depth or access.

    Scaffold clearly promotes effortful
    thinking and student discourse about

    rigorous, aligned content.

    Scaffold #2 0 Points 0 Points 1 Point 2 Points 3 Points 4 Points

    Purposeful Alignment to the
    Learning Goal

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold is unrelated to the learning
    goal or lacks clear instructional

    purpose.

    Scaffold somewhat aligns to the
    learning goal but addresses a general

    rather than specific barrier.

    Scaffold is mostly aligned to the
    learning goal and addresses a

    relevant barrier with some clarity.

    Scaffold is tightly aligned to the
    learning goal and directly addresses

    a clear, specific barrier to student
    understanding.

    Cognitive Load Reduction (Not
    Elimination)

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold increases cognitive load or
    distracts from core learning.

    Scaffold slightly reduces cognitive
    load, but may oversimplify or

    under-support.

    Scaffold appropriately reduces
    distractions and focuses attention on

    content, with minor adjustments
    needed.

    Scaffold effectively reduces cognitive
    barriers while preserving effortful

    thinking about the
    to-be-remembered content.

    Tool for Effortful Thinking &
    Discourse

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold does not promote student
    thinking or discourse.

    Scaffold may prompt limited thinking
    but lacks opportunities for discourse.

    Scaffold encourages effortful
    thinking or discourse, but could
    better support depth or access.

    Scaffold clearly promotes effortful
    thinking and student discourse about

    rigorous, aligned content.

    Presenting Instructional Content: Scaffolding | Postwork Rubric
    1

    Teach! Coursework

    Rehearsal (50%)

    Rehearse INM 0 Points 0 Points 1 Point 2 Points 3 Points 4 Points

    What to Say:
    Uses double planned script of
    introduction to new material

    Unusable
    Submission

    No Attempt or
    Action

    Script is not used or rehearsal lacks
    alignment to plan.

    Partial use of planned script; lacks
    consistency or fluency.

    Mostly adheres to the script; delivers
    content clearly with minor gaps.

    Rehearses full script clearly,
    confidently, and fluently as planned.

    How to Say It:
    ● Stands still & squares shoulders
    ● Makes eye contact
    ● In a formal register, uses strong

    teacher voice
    ● Pauses when students are

    supposed to be responding

    Unusable
    Submission

    No Attempt or
    Action

    Teacher voice, body language, or
    tone are weak or distracting.

    Uses some delivery elements (e.g.,
    eye contact, pauses), but

    inconsistently.

    Uses most delivery elements well;
    professional tone and presence with

    some room for polish.

    Uses all delivery elements
    confidently and intentionally;

    demonstrates polished teacher
    presence.

    Uses anchor chart (analog or
    virtual)

    Unusable
    Submission

    No Attempt or
    Action

    Anchor chart is unused or irrelevant
    during rehearsal.

    Anchor chart is referenced but the
    purpose or clarity is limited.

    Anchor chart is used meaningfully
    and supports key concepts, with

    some room for greater clarity.

    Anchor chart is clearly and
    intentionally integrated to reinforce

    core learning and instructional goals.

    Writing Quality (5%)

    0 Points 0 Points 2 Points 4 Points

    Clarity & Organization:
    Ideas are clear and organized

    Unusable Submission Unclear and most information is
    disorganized

    Some disorganization and/or
    individual sentences lack clarity

    Presented in an organized way and
    communicated clearly

    Spelling & Grammar:
    Error-free writing leads to credibility & trust

    Unusable Submission Many grammatical and/or spelling
    errors that impede the reader's

    ability to understand

    Some grammatical or spelling errors,
    but the reader can generally

    understand

    Free of errors

    Presenting Instructional Content: Scaffolding | Postwork Rubric
    2

    **## CopyofPIN13_PostworkRubric.pdf**

    Teach! Coursework

    Presenting Instructional Content: Scaffolding | Postwork Rubric

    Scaffolding Additions to INM Double Plan (50%)

    ● The scaffold must be anchored to the lesson’s objective—not
    just busywork or unrelated support.

    ● It should target a specific barrier to understanding

    Cognitive Load Reduction (Not Elimination)

    ● Scaffolds should lighten the load, not do the thinking for
    students.

    ● They reduce distractions or secondary challenges so
    students can focus on the to-be-remembered content.

    Tool for Effortful Thinking & Discourse

    ● Scaffolds should support—not shortcut—thinking and
    talking about math.

    Scaffold #1 0 Points 0 Points 1 Point 2 Points 3 Points 4 Points

    Purposeful Alignment to the
    Learning Goal

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold is unrelated to the learning
    goal or lacks clear instructional

    purpose.

    Scaffold somewhat aligns to the
    learning goal but addresses a general

    rather than specific barrier.

    Scaffold is mostly aligned to the
    learning goal and addresses a

    relevant barrier with some clarity.

    Scaffold is tightly aligned to the
    learning goal and directly addresses

    a clear, specific barrier to student
    understanding.

    Cognitive Load Reduction (Not
    Elimination)

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold increases cognitive load or
    distracts from core learning.

    Scaffold slightly reduces cognitive
    load, but may oversimplify or

    under-support.

    Scaffold appropriately reduces
    distractions and focuses attention on

    content, with minor adjustments
    needed.

    Scaffold effectively reduces cognitive
    barriers while preserving effortful

    thinking about the
    to-be-remembered content.

    Tool for Effortful Thinking &
    Discourse

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold does not promote student
    thinking or discourse.

    Scaffold may prompt limited thinking
    but lacks opportunities for discourse.

    Scaffold encourages effortful
    thinking or discourse, but could
    better support depth or access.

    Scaffold clearly promotes effortful
    thinking and student discourse about

    rigorous, aligned content.

    Scaffold #2 0 Points 0 Points 1 Point 2 Points 3 Points 4 Points

    Purposeful Alignment to the
    Learning Goal

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold is unrelated to the learning
    goal or lacks clear instructional

    purpose.

    Scaffold somewhat aligns to the
    learning goal but addresses a general

    rather than specific barrier.

    Scaffold is mostly aligned to the
    learning goal and addresses a

    relevant barrier with some clarity.

    Scaffold is tightly aligned to the
    learning goal and directly addresses

    a clear, specific barrier to student
    understanding.

    Cognitive Load Reduction (Not
    Elimination)

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold increases cognitive load or
    distracts from core learning.

    Scaffold slightly reduces cognitive
    load, but may oversimplify or

    under-support.

    Scaffold appropriately reduces
    distractions and focuses attention on

    content, with minor adjustments
    needed.

    Scaffold effectively reduces cognitive
    barriers while preserving effortful

    thinking about the
    to-be-remembered content.

    Tool for Effortful Thinking &
    Discourse

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold does not promote student
    thinking or discourse.

    Scaffold may prompt limited thinking
    but lacks opportunities for discourse.

    Scaffold encourages effortful
    thinking or discourse, but could
    better support depth or access.

    Scaffold clearly promotes effortful
    thinking and student discourse about

    rigorous, aligned content.

    Presenting Instructional Content: Scaffolding | Postwork Rubric
    1

    Teach! Coursework

    Rehearsal (50%)

    Rehearse INM 0 Points 0 Points 1 Point 2 Points 3 Points 4 Points

    What to Say:
    Uses double planned script of
    introduction to new material

    Unusable
    Submission

    No Attempt or
    Action

    Script is not used or rehearsal lacks
    alignment to plan.

    Partial use of planned script; lacks
    consistency or fluency.

    Mostly adheres to the script; delivers
    content clearly with minor gaps.

    Rehearses full script clearly,
    confidently, and fluently as planned.

    How to Say It:
    ● Stands still & squares shoulders
    ● Makes eye contact
    ● In a formal register, uses strong

    teacher voice
    ● Pauses when students are

    supposed to be responding

    Unusable
    Submission

    No Attempt or
    Action

    Teacher voice, body language, or
    tone are weak or distracting.

    Uses some delivery elements (e.g.,
    eye contact, pauses), but

    inconsistently.

    Uses most delivery elements well;
    professional tone and presence with

    some room for polish.

    Uses all delivery elements
    confidently and intentionally;

    demonstrates polished teacher
    presence.

    Uses anchor chart (analog or
    virtual)

    Unusable
    Submission

    No Attempt or
    Action

    Anchor chart is unused or irrelevant
    during rehearsal.

    Anchor chart is referenced but the
    purpose or clarity is limited.

    Anchor chart is used meaningfully
    and supports key concepts, with

    some room for greater clarity.

    Anchor chart is clearly and
    intentionally integrated to reinforce

    core learning and instructional goals.

    Writing Quality (5%)

    0 Points 0 Points 2 Points 4 Points

    Clarity & Organization:
    Ideas are clear and organized

    Unusable Submission Unclear and most information is
    disorganized

    Some disorganization and/or
    individual sentences lack clarity

    Presented in an organized way and
    communicated clearly

    Spelling & Grammar:
    Error-free writing leads to credibility & trust

    Unusable Submission Many grammatical and/or spelling
    errors that impede the reader's

    ability to understand

    Some grammatical or spelling errors,
    but the reader can generally

    understand

    Free of errors

    Presenting Instructional Content: Scaffolding | Postwork Rubric
    2

    **## CopyofEarlyChildhoodPIN13_Postwork.pdf**

    Teach! Coursework

    Presenting Instructional Content: Scaffolding | Postwork – Early Childhood

    This postwork will utilize the same lesson as your Lesson Internalization and Effortful Thinking postwork
    from previous sessions.

    Directions: This postwork includes two parts.

    1. Draft an introduction to new material.
    2. Rehearse your introduction to new material.

    Lesson Context

    Link to Lesson EngageNY – Kindergarten – Module 4 – Lesson 8

    Objective or Learning Target Model decompositions of 7 using a story situation, sets, and number bonds.
    Students decompose the number seven in put-together situations of number pairs
    using story situations, objects, sets, arrays, and numerals.

    Module Overview EngageNY – Kindergarten – Module 4 – Module Overview

    Presenting Instructional Content: Scaffolding | Postwork – Early Childhood
    1

    [https://drive.google.com/file/d/1_DkpUWy44p3HBneZN9awMLrQTAQ4_GqT/view?usp=drive_link](https://drive.google.com/file/d/1_DkpUWy44p3HBneZN9awMLrQTAQ4_GqT/view?usp=drive_link)

    [https://drive.google.com/file/d/1nUoi4DQhcaulAg3sh98APoZez3oFKbFP/view?usp=drive_link](https://drive.google.com/file/d/1nUoi4DQhcaulAg3sh98APoZez3oFKbFP/view?usp=drive_link)

    Teach! Coursework

    Part 1 Directions:

    1. Building off of your postwork from Presenting Instructional Content: Introducing New Material, incorporate
    two scaffolds into your double plan. Remember to include any explicit instructions for using the scaffolds you
    have chosen.

    ● Hint: Copy your INM double plan, paste it in the table below, then add your scaffolds.

    Remember the key elements of effective scaffolds:

    1. Purposeful Alignment to the Learning Goal
    ● The scaffold must be anchored to the lesson’s objective—not just busywork or unrelated

    support.
    ● It should target a specific barrier to understanding (e.g., unfamiliar vocabulary, background

    knowledge, or complex reasoning).

    2. Cognitive Load Reduction (Not Elimination)
    ● Scaffolds should lighten the load, not do the thinking for students.
    ● They reduce distractions or secondary challenges so students can focus on the

    to-be-remembered content.

    3. Tool for Effortful Thinking and Discourse
    ● Scaffolds should support—not shortcut—thinking and talking about math.

    2. Download this document as a PDF and submit it in Submission #2.

    Part 2 Directions:

    1. Rehearse your full INM double plan with the scaffolds.
    2. Record your video directly into Canopy.

    Presenting Instructional Content: Scaffolding | Postwork – Early Childhood
    2

    Teach! Coursework

    Double Plan

    Teacher Actions Student Actions

    Description of the activity, what the teacher says, and does.
    (Write WTD directions for student engagement.)

    What is an exemplar of student response?
    What should they be saying and doing?

    Presenting Instructional Content: Scaffolding | Postwork – Early Childhood
    3

    **## CopyofPIN13_PostworkRubric.pdf**

    Teach! Coursework

    Presenting Instructional Content: Scaffolding | Postwork Rubric

    Scaffolding Additions to INM Double Plan (50%)

    ● The scaffold must be anchored to the lesson’s objective—not
    just busywork or unrelated support.

    ● It should target a specific barrier to understanding

    Cognitive Load Reduction (Not Elimination)

    ● Scaffolds should lighten the load, not do the thinking for
    students.

    ● They reduce distractions or secondary challenges so
    students can focus on the to-be-remembered content.

    Tool for Effortful Thinking & Discourse

    ● Scaffolds should support—not shortcut—thinking and
    talking about math.

    Scaffold #1 0 Points 0 Points 1 Point 2 Points 3 Points 4 Points

    Purposeful Alignment to the
    Learning Goal

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold is unrelated to the learning
    goal or lacks clear instructional

    purpose.

    Scaffold somewhat aligns to the
    learning goal but addresses a general

    rather than specific barrier.

    Scaffold is mostly aligned to the
    learning goal and addresses a

    relevant barrier with some clarity.

    Scaffold is tightly aligned to the
    learning goal and directly addresses

    a clear, specific barrier to student
    understanding.

    Cognitive Load Reduction (Not
    Elimination)

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold increases cognitive load or
    distracts from core learning.

    Scaffold slightly reduces cognitive
    load, but may oversimplify or

    under-support.

    Scaffold appropriately reduces
    distractions and focuses attention on

    content, with minor adjustments
    needed.

    Scaffold effectively reduces cognitive
    barriers while preserving effortful

    thinking about the
    to-be-remembered content.

    Tool for Effortful Thinking &
    Discourse

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold does not promote student
    thinking or discourse.

    Scaffold may prompt limited thinking
    but lacks opportunities for discourse.

    Scaffold encourages effortful
    thinking or discourse, but could
    better support depth or access.

    Scaffold clearly promotes effortful
    thinking and student discourse about

    rigorous, aligned content.

    Scaffold #2 0 Points 0 Points 1 Point 2 Points 3 Points 4 Points

    Purposeful Alignment to the
    Learning Goal

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold is unrelated to the learning
    goal or lacks clear instructional

    purpose.

    Scaffold somewhat aligns to the
    learning goal but addresses a general

    rather than specific barrier.

    Scaffold is mostly aligned to the
    learning goal and addresses a

    relevant barrier with some clarity.

    Scaffold is tightly aligned to the
    learning goal and directly addresses

    a clear, specific barrier to student
    understanding.

    Cognitive Load Reduction (Not
    Elimination)

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold increases cognitive load or
    distracts from core learning.

    Scaffold slightly reduces cognitive
    load, but may oversimplify or

    under-support.

    Scaffold appropriately reduces
    distractions and focuses attention on

    content, with minor adjustments
    needed.

    Scaffold effectively reduces cognitive
    barriers while preserving effortful

    thinking about the
    to-be-remembered content.

    Tool for Effortful Thinking &
    Discourse

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold does not promote student
    thinking or discourse.

    Scaffold may prompt limited thinking
    but lacks opportunities for discourse.

    Scaffold encourages effortful
    thinking or discourse, but could
    better support depth or access.

    Scaffold clearly promotes effortful
    thinking and student discourse about

    rigorous, aligned content.

    Presenting Instructional Content: Scaffolding | Postwork Rubric
    1

    Teach! Coursework

    Rehearsal (50%)

    Rehearse INM 0 Points 0 Points 1 Point 2 Points 3 Points 4 Points

    What to Say:
    Uses double planned script of
    introduction to new material

    Unusable
    Submission

    No Attempt or
    Action

    Script is not used or rehearsal lacks
    alignment to plan.

    Partial use of planned script; lacks
    consistency or fluency.

    Mostly adheres to the script; delivers
    content clearly with minor gaps.

    Rehearses full script clearly,
    confidently, and fluently as planned.

    How to Say It:
    ● Stands still & squares shoulders
    ● Makes eye contact
    ● In a formal register, uses strong

    teacher voice
    ● Pauses when students are

    supposed to be responding

    Unusable
    Submission

    No Attempt or
    Action

    Teacher voice, body language, or
    tone are weak or distracting.

    Uses some delivery elements (e.g.,
    eye contact, pauses), but

    inconsistently.

    Uses most delivery elements well;
    professional tone and presence with

    some room for polish.

    Uses all delivery elements
    confidently and intentionally;

    demonstrates polished teacher
    presence.

    Uses anchor chart (analog or
    virtual)

    Unusable
    Submission

    No Attempt or
    Action

    Anchor chart is unused or irrelevant
    during rehearsal.

    Anchor chart is referenced but the
    purpose or clarity is limited.

    Anchor chart is used meaningfully
    and supports key concepts, with

    some room for greater clarity.

    Anchor chart is clearly and
    intentionally integrated to reinforce

    core learning and instructional goals.

    Writing Quality (5%)

    0 Points 0 Points 2 Points 4 Points

    Clarity & Organization:
    Ideas are clear and organized

    Unusable Submission Unclear and most information is
    disorganized

    Some disorganization and/or
    individual sentences lack clarity

    Presented in an organized way and
    communicated clearly

    Spelling & Grammar:
    Error-free writing leads to credibility & trust

    Unusable Submission Many grammatical and/or spelling
    errors that impede the reader's

    ability to understand

    Some grammatical or spelling errors,
    but the reader can generally

    understand

    Free of errors

    Presenting Instructional Content: Scaffolding | Postwork Rubric
    2

    **## CopyofEarlyChildhoodPIN13_Postwork.pdf**

    Teach! Coursework

    Presenting Instructional Content: Scaffolding | Postwork – Early Childhood

    This postwork will utilize the same lesson as your Lesson Internalization and Effortful Thinking postwork
    from previous sessions.

    Directions: This postwork includes two parts.

    1. Draft an introduction to new material.
    2. Rehearse your introduction to new material.

    Lesson Context

    Link to Lesson EngageNY – Kindergarten – Module 4 – Lesson 8

    Objective or Learning Target Model decompositions of 7 using a story situation, sets, and number bonds.
    Students decompose the number seven in put-together situations of number pairs
    using story situations, objects, sets, arrays, and numerals.

    Module Overview EngageNY – Kindergarten – Module 4 – Module Overview

    Presenting Instructional Content: Scaffolding | Postwork – Early Childhood
    1

    [https://drive.google.com/file/d/1_DkpUWy44p3HBneZN9awMLrQTAQ4_GqT/view?usp=drive_link](https://drive.google.com/file/d/1_DkpUWy44p3HBneZN9awMLrQTAQ4_GqT/view?usp=drive_link)

    [https://drive.google.com/file/d/1nUoi4DQhcaulAg3sh98APoZez3oFKbFP/view?usp=drive_link](https://drive.google.com/file/d/1nUoi4DQhcaulAg3sh98APoZez3oFKbFP/view?usp=drive_link)

    Teach! Coursework

    Part 1 Directions:

    1. Building off of your postwork from Presenting Instructional Content: Introducing New Material, incorporate
    two scaffolds into your double plan. Remember to include any explicit instructions for using the scaffolds you
    have chosen.

    ● Hint: Copy your INM double plan, paste it in the table below, then add your scaffolds.

    Remember the key elements of effective scaffolds:

    1. Purposeful Alignment to the Learning Goal
    ● The scaffold must be anchored to the lesson’s objective—not just busywork or unrelated

    support.
    ● It should target a specific barrier to understanding (e.g., unfamiliar vocabulary, background

    knowledge, or complex reasoning).

    2. Cognitive Load Reduction (Not Elimination)
    ● Scaffolds should lighten the load, not do the thinking for students.
    ● They reduce distractions or secondary challenges so students can focus on the

    to-be-remembered content.

    3. Tool for Effortful Thinking and Discourse
    ● Scaffolds should support—not shortcut—thinking and talking about math.

    2. Download this document as a PDF and submit it in Submission #2.

    Part 2 Directions:

    1. Rehearse your full INM double plan with the scaffolds.
    2. Record your video directly into Canopy.

    Presenting Instructional Content: Scaffolding | Postwork – Early Childhood
    2

    Teach! Coursework

    Double Plan

    Teacher Actions Student Actions

    Description of the activity, what the teacher says, and does.
    (Write WTD directions for student engagement.)

    What is an exemplar of student response?
    What should they be saying and doing?

    Presenting Instructional Content: Scaffolding | Postwork – Early Childhood
    3

    **## CopyofPIN13_PostworkRubric.pdf**

    Teach! Coursework

    Presenting Instructional Content: Scaffolding | Postwork Rubric

    Scaffolding Additions to INM Double Plan (50%)

    ● The scaffold must be anchored to the lesson’s objective—not
    just busywork or unrelated support.

    ● It should target a specific barrier to understanding

    Cognitive Load Reduction (Not Elimination)

    ● Scaffolds should lighten the load, not do the thinking for
    students.

    ● They reduce distractions or secondary challenges so
    students can focus on the to-be-remembered content.

    Tool for Effortful Thinking & Discourse

    ● Scaffolds should support—not shortcut—thinking and
    talking about math.

    Scaffold #1 0 Points 0 Points 1 Point 2 Points 3 Points 4 Points

    Purposeful Alignment to the
    Learning Goal

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold is unrelated to the learning
    goal or lacks clear instructional

    purpose.

    Scaffold somewhat aligns to the
    learning goal but addresses a general

    rather than specific barrier.

    Scaffold is mostly aligned to the
    learning goal and addresses a

    relevant barrier with some clarity.

    Scaffold is tightly aligned to the
    learning goal and directly addresses

    a clear, specific barrier to student
    understanding.

    Cognitive Load Reduction (Not
    Elimination)

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold increases cognitive load or
    distracts from core learning.

    Scaffold slightly reduces cognitive
    load, but may oversimplify or

    under-support.

    Scaffold appropriately reduces
    distractions and focuses attention on

    content, with minor adjustments
    needed.

    Scaffold effectively reduces cognitive
    barriers while preserving effortful

    thinking about the
    to-be-remembered content.

    Tool for Effortful Thinking &
    Discourse

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold does not promote student
    thinking or discourse.

    Scaffold may prompt limited thinking
    but lacks opportunities for discourse.

    Scaffold encourages effortful
    thinking or discourse, but could
    better support depth or access.

    Scaffold clearly promotes effortful
    thinking and student discourse about

    rigorous, aligned content.

    Scaffold #2 0 Points 0 Points 1 Point 2 Points 3 Points 4 Points

    Purposeful Alignment to the
    Learning Goal

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold is unrelated to the learning
    goal or lacks clear instructional

    purpose.

    Scaffold somewhat aligns to the
    learning goal but addresses a general

    rather than specific barrier.

    Scaffold is mostly aligned to the
    learning goal and addresses a

    relevant barrier with some clarity.

    Scaffold is tightly aligned to the
    learning goal and directly addresses

    a clear, specific barrier to student
    understanding.

    Cognitive Load Reduction (Not
    Elimination)

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold increases cognitive load or
    distracts from core learning.

    Scaffold slightly reduces cognitive
    load, but may oversimplify or

    under-support.

    Scaffold appropriately reduces
    distractions and focuses attention on

    content, with minor adjustments
    needed.

    Scaffold effectively reduces cognitive
    barriers while preserving effortful

    thinking about the
    to-be-remembered content.

    Tool for Effortful Thinking &
    Discourse

    Unusable
    Submission

    No Attempt or
    Action

    Scaffold does not promote student
    thinking or discourse.

    Scaffold may prompt limited thinking
    but lacks opportunities for discourse.

    Scaffold encourages effortful
    thinking or discourse, but could
    better support depth or access.

    Scaffold clearly promotes effortful
    thinking and student discourse about

    rigorous, aligned content.

    Presenting Instructional Content: Scaffolding | Postwork Rubric
    1

    Teach! Coursework

    Rehearsal (50%)

    Rehearse INM 0 Points 0 Points 1 Point 2 Points 3 Points 4 Points

    What to Say:
    Uses double planned script of
    introduction to new material

    Unusable
    Submission

    No Attempt or
    Action

    Script is not used or rehearsal lacks
    alignment to plan.

    Partial use of planned script; lacks
    consistency or fluency.

    Mostly adheres to the script; delivers
    content clearly with minor gaps.

    Rehearses full script clearly,
    confidently, and fluently as planned.

    How to Say It:
    ● Stands still & squares shoulders
    ● Makes eye contact
    ● In a formal register, uses strong

    teacher voice
    ● Pauses when students are

    supposed to be responding

    Unusable
    Submission

    No Attempt or
    Action

    Teacher voice, body language, or
    tone are weak or distracting.

    Uses some delivery elements (e.g.,
    eye contact, pauses), but

    inconsistently.

    Uses most delivery elements well;
    professional tone and presence with

    some room for polish.

    Uses all delivery elements
    confidently and intentionally;

    demonstrates polished teacher
    presence.

    Uses anchor chart (analog or
    virtual)

    Unusable
    Submission

    No Attempt or
    Action

    Anchor chart is unused or irrelevant
    during rehearsal.

    Anchor chart is referenced but the
    purpose or clarity is limited.

    Anchor chart is used meaningfully
    and supports key concepts, with

    some room for greater clarity.

    Anchor chart is clearly and
    intentionally integrated to reinforce

    core learning and instructional goals.

    Writing Quality (5%)

    0 Points 0 Points 2 Points 4 Points

    Clarity & Organization:
    Ideas are clear and organized

    Unusable Submission Unclear and most information is
    disorganized

    Some disorganization and/or
    individual sentences lack clarity

    Presented in an organized way and
    communicated clearly

    Spelling & Grammar:
    Error-free writing leads to credibility & trust

    Unusable Submission Many grammatical and/or spelling
    errors that impede the reader's

    ability to understand

    Some grammatical or spelling errors,
    but the reader can generally

    understand

    Free of errors

    Presenting Instructional Content: Scaffolding | Postwork Rubric
    2

    – 1
    – 2

  • [Solved] discussions

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    Executive Solution Overview

    120 word each use citation \ Topic4Discus2.PNG](https://www.sweetstudy.com/files/topic4discus2-png "Topic4Discus2.PNG") \ Topic4Discus1.PNG](https://www.sweetstudy.com/files/topic4discus1-png "Topic4Discus1.PNG")

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    120 word each use citation
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  • [Solved] Preparing for Enactment

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    Executive Solution Overview

    I need help with this assignment – ## CopyofEarlyChildhoodPIN15_Postwork.pdf – CopyofPIN15_PostworkRubric.pdf **## CopyofEarlyChildhoodPIN15_Postwork.pdf** Teach! Coursework Preparing for Enactment | Postwork – Early Childhood This postwork has three parts. Refer to the Criteria for Success to h…

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    Assignment Prompt & Instructions

    I need help with this assignment

    – ## CopyofEarlyChildhoodPIN15_Postwork.pdf

    – CopyofPIN15_PostworkRubric.pdf

    **## CopyofEarlyChildhoodPIN15_Postwork.pdf**

    Teach! Coursework

    Preparing for Enactment | Postwork – Early Childhood

    This postwork has three parts. Refer to the Criteria for Success to help you on this assignment.

    Part 1: Lesson Plan

    ● Using your previously submitted postwork assignments, complete the Lesson Plan.

    Part 2: Pre-Observation Conference Preparation Document

    ● Complete the Pre-Observation Conference Preparation Document.

    Part 3: Rehearsal

    ● In Canopy, record your responses to each row on the Pre-Observation Conference Preparation
    Document.

    ● Remember to restate the question as part of your response so your coach can follow your
    Pre-Observation Conference.

    Preparing for Enactment | Postwork – Early Childhood
    1

    [https://drive.google.com/file/d/1gVN0U7bWg3y7r1av2hX2qwIrWU_c93IC/copy](https://drive.google.com/file/d/1gVN0U7bWg3y7r1av2hX2qwIrWU_c93IC/copy)

    Teach! Coursework

    Lesson Plan | Kindergarten – Module 4 – Lesson 8

    Lesson Context

    Link to Lesson w/ Annotations

    Link to Lesson Internalization

    Objective or Learning Target Model decompositions of 7 using a story situation, sets, and number bonds.
    Students decompose the number seven in put-together situations of number pairs
    using story situations, objects, sets, arrays, and numerals.

    Link to Do Now

    Link to Exit Ticket w/ Exemplar

    Academic Vocabulary

    Term Definition

    Enduring Learning

    Lesson To-Be-Remembered
    Information

    Lesson Objective

    Learning Targets

    Learning Progression

    Preparing for Enactment | Postwork – Early Childhood
    2

    Teach! Coursework

    Effortful Thinking Questions

    Identify at least 5 effortful thinking questions you will ask during your lesson and justify how these questions will lead ALL students to think deeply about the Effortful
    Thinking Targets (to–be–remembered information). List the questions in the order they will appear within the lesson.

    Effortful Thinking
    Question

    When will you ask it? Structure Exemplar Scaffolding Potential Misconceptions

    Lesson Introduction

    Intro to New Material

    / Focus Mini-Lesson

    Guided Practice

    Independent Practice

    Lesson Closure

    Everyone Talks

    Turn & Talk

    Table Talk

    Stand Up, Pair Up

    Everyone Writes

    Chalk Talk

    Stop & Jot

    Whiteboards

    Other:

    Lesson Introduction

    Intro to New Material

    / Focus Mini-Lesson

    Guided Practice

    Independent Practice

    Lesson Closure

    Everyone Talks

    Turn & Talk

    Table Talk

    Stand Up, Pair Up

    Everyone Writes

    Chalk Talk

    Stop & Jot

    Whiteboards

    Other:

    Lesson Introduction

    Intro to New Material

    / Focus Mini-Lesson

    Guided Practice

    Everyone Talks

    Turn & Talk

    Table Talk

    Stand Up, Pair Up

    Preparing for Enactment | Postwork – Early Childhood
    3

    Teach! Coursework

    Independent Practice

    Lesson Closure

    Everyone Writes

    Chalk Talk

    Stop & Jot

    Whiteboards

    Other:

    Lesson Introduction

    Intro to New Material

    / Focus Mini-Lesson

    Guided Practice

    Independent Practice

    Lesson Closure

    Everyone Talks

    Turn & Talk

    Table Talk

    Stand Up, Pair Up

    Everyone Writes

    Chalk Talk

    Stop & Jot

    Whiteboards

    Other:

    Lesson Introduction

    Intro to New Material

    / Focus Mini-Lesson

    Guided Practice

    Independent Practice

    Lesson Closure

    Everyone Talks

    Turn & Talk

    Table Talk

    Stand Up, Pair Up

    Everyone Writes

    Chalk Talk

    Stop & Jot

    Whiteboards

    Other:

    Preparing for Enactment | Postwork – Early Childhood
    4

    Teach! Coursework

    Double Plan | Introduction to New Material

    Timing Teacher Actions Student Actions

    Minute-by-minute
    Plan

    Description of the activity, what the teacher says, and does.
    (Write WTD directions for student engagement.)

    What is an exemplar of student response?
    What should they be saying and doing?

    Preparing for Enactment | Postwork – Early Childhood
    5

    Teach! Coursework

    Pre-Observation Conference

    Pre-Observation Conference Preparation

    Pre-Observation Student Data

    Previous Student Outcomes
    Is there any previous student
    data/student work that impacted the
    planning of this lesson?

    What criteria were they most
    successful with?

    Which criteria have trouble enacting?

    Not yet applicable

    Teacher Actions
    What teacher actions did you take
    that led to those successes?

    What about the difficulty of enacting?

    Not yet applicable

    Walk through the Planned Lesson

    To-Be-Remembered Information
    What standard(s) does this lesson
    address?

    What knowledge and skills are
    addressed?

    What will students be able to do by
    the end of the lesson?

    Connecting to Prior Knowledge
    How does this lesson access/build on
    prior knowledge?

    How is this lesson connected to
    students’ previous learning?

    Evidence of Student Mastery
    (Exit Ticket)
    What is the exemplar answer to this
    Exit Ticket?

    How and why would students arrive at
    that answer?

    How will you and your students know
    if they have met the objectives of the

    Preparing for Enactment | Postwork – Early Childhood
    6

    Teach! Coursework

    lesson?

    Depth of Processing
    Which ideas would you want students
    to think effortfully about in this
    lesson?

    Why are the effortful thinking targets
    important for your lesson?

    Effortful Thinking Questions
    What are the effortful thinking
    questions you will ask during your
    lesson? Why did you choose to ask it
    during this part of the lesson?

    What is the exemplar response to
    these questions?

    How will these questions lead ALL
    students to think deeply about the
    to-be-remembered information?

    Scaffolding
    What points in the lesson may
    students face cognitive overload?

    Where in the lesson will you employ
    differentiated supports and strategies
    to address the students’ varying
    learning needs?

    What scaffolding strategies will you
    use to support student
    understanding?

    Data Analysis
    What will be the criteria you will use
    to sort student work according to
    degree of mastery (exceeds/meets/
    approaching mastery)?

    How will you communicate/share
    these criteria with your students?

    Preparing for Enactment | Postwork – Early Childhood
    7

    **CopyofPIN15_PostworkRubric.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/copyofpin15-postworkrubric-pdf)

    **CopyofPIN15_PostworkRubric.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/copyofpin15-postworkrubric-pdf)

    **## CopyofEarlyChildhoodPIN15_Postwork.pdf**

    Teach! Coursework

    Preparing for Enactment | Postwork – Early Childhood

    This postwork has three parts. Refer to the Criteria for Success to help you on this assignment.

    Part 1: Lesson Plan

    ● Using your previously submitted postwork assignments, complete the Lesson Plan.

    Part 2: Pre-Observation Conference Preparation Document

    ● Complete the Pre-Observation Conference Preparation Document.

    Part 3: Rehearsal

    ● In Canopy, record your responses to each row on the Pre-Observation Conference Preparation
    Document.

    ● Remember to restate the question as part of your response so your coach can follow your
    Pre-Observation Conference.

    Preparing for Enactment | Postwork – Early Childhood
    1

    [https://drive.google.com/file/d/1gVN0U7bWg3y7r1av2hX2qwIrWU_c93IC/copy](https://drive.google.com/file/d/1gVN0U7bWg3y7r1av2hX2qwIrWU_c93IC/copy)

    Teach! Coursework

    Lesson Plan | Kindergarten – Module 4 – Lesson 8

    Lesson Context

    Link to Lesson w/ Annotations

    Link to Lesson Internalization

    Objective or Learning Target Model decompositions of 7 using a story situation, sets, and number bonds.
    Students decompose the number seven in put-together situations of number pairs
    using story situations, objects, sets, arrays, and numerals.

    Link to Do Now

    Link to Exit Ticket w/ Exemplar

    Academic Vocabulary

    Term Definition

    Enduring Learning

    Lesson To-Be-Remembered
    Information

    Lesson Objective

    Learning Targets

    Learning Progression

    Preparing for Enactment | Postwork – Early Childhood
    2

    Teach! Coursework

    Effortful Thinking Questions

    Identify at least 5 effortful thinking questions you will ask during your lesson and justify how these questions will lead ALL students to think deeply about the Effortful
    Thinking Targets (to–be–remembered information). List the questions in the order they will appear within the lesson.

    Effortful Thinking
    Question

    When will you ask it? Structure Exemplar Scaffolding Potential Misconceptions

    Lesson Introduction

    Intro to New Material

    / Focus Mini-Lesson

    Guided Practice

    Independent Practice

    Lesson Closure

    Everyone Talks

    Turn & Talk

    Table Talk

    Stand Up, Pair Up

    Everyone Writes

    Chalk Talk

    Stop & Jot

    Whiteboards

    Other:

    Lesson Introduction

    Intro to New Material

    / Focus Mini-Lesson

    Guided Practice

    Independent Practice

    Lesson Closure

    Everyone Talks

    Turn & Talk

    Table Talk

    Stand Up, Pair Up

    Everyone Writes

    Chalk Talk

    Stop & Jot

    Whiteboards

    Other:

    Lesson Introduction

    Intro to New Material

    / Focus Mini-Lesson

    Guided Practice

    Everyone Talks

    Turn & Talk

    Table Talk

    Stand Up, Pair Up

    Preparing for Enactment | Postwork – Early Childhood
    3

    Teach! Coursework

    Independent Practice

    Lesson Closure

    Everyone Writes

    Chalk Talk

    Stop & Jot

    Whiteboards

    Other:

    Lesson Introduction

    Intro to New Material

    / Focus Mini-Lesson

    Guided Practice

    Independent Practice

    Lesson Closure

    Everyone Talks

    Turn & Talk

    Table Talk

    Stand Up, Pair Up

    Everyone Writes

    Chalk Talk

    Stop & Jot

    Whiteboards

    Other:

    Lesson Introduction

    Intro to New Material

    / Focus Mini-Lesson

    Guided Practice

    Independent Practice

    Lesson Closure

    Everyone Talks

    Turn & Talk

    Table Talk

    Stand Up, Pair Up

    Everyone Writes

    Chalk Talk

    Stop & Jot

    Whiteboards

    Other:

    Preparing for Enactment | Postwork – Early Childhood
    4

    Teach! Coursework

    Double Plan | Introduction to New Material

    Timing Teacher Actions Student Actions

    Minute-by-minute
    Plan

    Description of the activity, what the teacher says, and does.
    (Write WTD directions for student engagement.)

    What is an exemplar of student response?
    What should they be saying and doing?

    Preparing for Enactment | Postwork – Early Childhood
    5

    Teach! Coursework

    Pre-Observation Conference

    Pre-Observation Conference Preparation

    Pre-Observation Student Data

    Previous Student Outcomes
    Is there any previous student
    data/student work that impacted the
    planning of this lesson?

    What criteria were they most
    successful with?

    Which criteria have trouble enacting?

    Not yet applicable

    Teacher Actions
    What teacher actions did you take
    that led to those successes?

    What about the difficulty of enacting?

    Not yet applicable

    Walk through the Planned Lesson

    To-Be-Remembered Information
    What standard(s) does this lesson
    address?

    What knowledge and skills are
    addressed?

    What will students be able to do by
    the end of the lesson?

    Connecting to Prior Knowledge
    How does this lesson access/build on
    prior knowledge?

    How is this lesson connected to
    students’ previous learning?

    Evidence of Student Mastery
    (Exit Ticket)
    What is the exemplar answer to this
    Exit Ticket?

    How and why would students arrive at
    that answer?

    How will you and your students know
    if they have met the objectives of the

    Preparing for Enactment | Postwork – Early Childhood
    6

    Teach! Coursework

    lesson?

    Depth of Processing
    Which ideas would you want students
    to think effortfully about in this
    lesson?

    Why are the effortful thinking targets
    important for your lesson?

    Effortful Thinking Questions
    What are the effortful thinking
    questions you will ask during your
    lesson? Why did you choose to ask it
    during this part of the lesson?

    What is the exemplar response to
    these questions?

    How will these questions lead ALL
    students to think deeply about the
    to-be-remembered information?

    Scaffolding
    What points in the lesson may
    students face cognitive overload?

    Where in the lesson will you employ
    differentiated supports and strategies
    to address the students’ varying
    learning needs?

    What scaffolding strategies will you
    use to support student
    understanding?

    Data Analysis
    What will be the criteria you will use
    to sort student work according to
    degree of mastery (exceeds/meets/
    approaching mastery)?

    How will you communicate/share
    these criteria with your students?

    Preparing for Enactment | Postwork – Early Childhood
    7

    **CopyofPIN15_PostworkRubric.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/copyofpin15-postworkrubric-pdf)

    **## CopyofEarlyChildhoodPIN15_Postwork.pdf**

    Teach! Coursework

    Preparing for Enactment | Postwork – Early Childhood

    This postwork has three parts. Refer to the Criteria for Success to help you on this assignment.

    Part 1: Lesson Plan

    ● Using your previously submitted postwork assignments, complete the Lesson Plan.

    Part 2: Pre-Observation Conference Preparation Document

    ● Complete the Pre-Observation Conference Preparation Document.

    Part 3: Rehearsal

    ● In Canopy, record your responses to each row on the Pre-Observation Conference Preparation
    Document.

    ● Remember to restate the question as part of your response so your coach can follow your
    Pre-Observation Conference.

    Preparing for Enactment | Postwork – Early Childhood
    1

    [https://drive.google.com/file/d/1gVN0U7bWg3y7r1av2hX2qwIrWU_c93IC/copy](https://drive.google.com/file/d/1gVN0U7bWg3y7r1av2hX2qwIrWU_c93IC/copy)

    Teach! Coursework

    Lesson Plan | Kindergarten – Module 4 – Lesson 8

    Lesson Context

    Link to Lesson w/ Annotations

    Link to Lesson Internalization

    Objective or Learning Target Model decompositions of 7 using a story situation, sets, and number bonds.
    Students decompose the number seven in put-together situations of number pairs
    using story situations, objects, sets, arrays, and numerals.

    Link to Do Now

    Link to Exit Ticket w/ Exemplar

    Academic Vocabulary

    Term Definition

    Enduring Learning

    Lesson To-Be-Remembered
    Information

    Lesson Objective

    Learning Targets

    Learning Progression

    Preparing for Enactment | Postwork – Early Childhood
    2

    Teach! Coursework

    Effortful Thinking Questions

    Identify at least 5 effortful thinking questions you will ask during your lesson and justify how these questions will lead ALL students to think deeply about the Effortful
    Thinking Targets (to–be–remembered information). List the questions in the order they will appear within the lesson.

    Effortful Thinking
    Question

    When will you ask it? Structure Exemplar Scaffolding Potential Misconceptions

    Lesson Introduction

    Intro to New Material

    / Focus Mini-Lesson

    Guided Practice

    Independent Practice

    Lesson Closure

    Everyone Talks

    Turn & Talk

    Table Talk

    Stand Up, Pair Up

    Everyone Writes

    Chalk Talk

    Stop & Jot

    Whiteboards

    Other:

    Lesson Introduction

    Intro to New Material

    / Focus Mini-Lesson

    Guided Practice

    Independent Practice

    Lesson Closure

    Everyone Talks

    Turn & Talk

    Table Talk

    Stand Up, Pair Up

    Everyone Writes

    Chalk Talk

    Stop & Jot

    Whiteboards

    Other:

    Lesson Introduction

    Intro to New Material

    / Focus Mini-Lesson

    Guided Practice

    Everyone Talks

    Turn & Talk

    Table Talk

    Stand Up, Pair Up

    Preparing for Enactment | Postwork – Early Childhood
    3

    Teach! Coursework

    Independent Practice

    Lesson Closure

    Everyone Writes

    Chalk Talk

    Stop & Jot

    Whiteboards

    Other:

    Lesson Introduction

    Intro to New Material

    / Focus Mini-Lesson

    Guided Practice

    Independent Practice

    Lesson Closure

    Everyone Talks

    Turn & Talk

    Table Talk

    Stand Up, Pair Up

    Everyone Writes

    Chalk Talk

    Stop & Jot

    Whiteboards

    Other:

    Lesson Introduction

    Intro to New Material

    / Focus Mini-Lesson

    Guided Practice

    Independent Practice

    Lesson Closure

    Everyone Talks

    Turn & Talk

    Table Talk

    Stand Up, Pair Up

    Everyone Writes

    Chalk Talk

    Stop & Jot

    Whiteboards

    Other:

    Preparing for Enactment | Postwork – Early Childhood
    4

    Teach! Coursework

    Double Plan | Introduction to New Material

    Timing Teacher Actions Student Actions

    Minute-by-minute
    Plan

    Description of the activity, what the teacher says, and does.
    (Write WTD directions for student engagement.)

    What is an exemplar of student response?
    What should they be saying and doing?

    Preparing for Enactment | Postwork – Early Childhood
    5

    Teach! Coursework

    Pre-Observation Conference

    Pre-Observation Conference Preparation

    Pre-Observation Student Data

    Previous Student Outcomes
    Is there any previous student
    data/student work that impacted the
    planning of this lesson?

    What criteria were they most
    successful with?

    Which criteria have trouble enacting?

    Not yet applicable

    Teacher Actions
    What teacher actions did you take
    that led to those successes?

    What about the difficulty of enacting?

    Not yet applicable

    Walk through the Planned Lesson

    To-Be-Remembered Information
    What standard(s) does this lesson
    address?

    What knowledge and skills are
    addressed?

    What will students be able to do by
    the end of the lesson?

    Connecting to Prior Knowledge
    How does this lesson access/build on
    prior knowledge?

    How is this lesson connected to
    students’ previous learning?

    Evidence of Student Mastery
    (Exit Ticket)
    What is the exemplar answer to this
    Exit Ticket?

    How and why would students arrive at
    that answer?

    How will you and your students know
    if they have met the objectives of the

    Preparing for Enactment | Postwork – Early Childhood
    6

    Teach! Coursework

    lesson?

    Depth of Processing
    Which ideas would you want students
    to think effortfully about in this
    lesson?

    Why are the effortful thinking targets
    important for your lesson?

    Effortful Thinking Questions
    What are the effortful thinking
    questions you will ask during your
    lesson? Why did you choose to ask it
    during this part of the lesson?

    What is the exemplar response to
    these questions?

    How will these questions lead ALL
    students to think deeply about the
    to-be-remembered information?

    Scaffolding
    What points in the lesson may
    students face cognitive overload?

    Where in the lesson will you employ
    differentiated supports and strategies
    to address the students’ varying
    learning needs?

    What scaffolding strategies will you
    use to support student
    understanding?

    Data Analysis
    What will be the criteria you will use
    to sort student work according to
    degree of mastery (exceeds/meets/
    approaching mastery)?

    How will you communicate/share
    these criteria with your students?

    Preparing for Enactment | Postwork – Early Childhood
    7

    **CopyofPIN15_PostworkRubric.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/copyofpin15-postworkrubric-pdf)

    – 1
    – 2

  • [Solved] Commh

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – Who are the clients in Community Health nursing? – What government resources might they be eligible for? – What agencies are responsible for those resources?

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    Assignment Prompt & Instructions

    – Who are the clients in Community Health nursing?
    – What government resources might they be eligible for?
    – What agencies are responsible for those resources?

  • [Solved] 612CLM1R

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    In-depth study guidance and analytical solution covering 612CLM1R.

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    Assignment Prompt & Instructions

    Full assignment prompt and step-by-step guidance are included in the downloadable solution file.

  • [Solved] Discussion 1 611

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    Describe your experience in the utilization of nursing research in your clinical practice. I work in pediatric urgent care, please use this as example. **Submission Instructions:** – Your initial post should be at least 500 words, formatted and cited in current APA style with support from at least 2…

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    Assignment Prompt & Instructions

    Describe your experience in the utilization of nursing research in your clinical practice.
    I work in pediatric urgent care, please use this as example.
    **Submission Instructions:**
    – Your initial post should be at least 500 words, formatted and cited in current APA style with support from at least 2 academic sources within 5 years. 2020-2025

  • [Solved] vaeh

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    Executive Solution Overview

    please see attachments – ## Raw_Business_Proposal.docx – ## WordHW1-Instructions.pdf **## Raw_Business_Proposal.docx** Title: Business Expansion Proposal Company: Global Sports Inc. **Introduction** our company is planning to expand into new markets. we need to analyze current trends and develop…

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    Assignment Prompt & Instructions

    please see attachments

    – ## Raw_Business_Proposal.docx

    – ## WordHW1-Instructions.pdf

    **## Raw_Business_Proposal.docx**

    Title: Business Expansion Proposal

    Company: Global Sports Inc.

    **Introduction**

    our company is planning to expand into new markets. we need to analyze current trends and develop a strategic approach. the main focus should be customer engagement, market analysis and revenue generation.

    **Objectives**

    increase sales growth

    enhance brand awareness

    improve customer loyalty

    **Marketing Strategies**

    social media campaigns

    influencer partnerships

    Event Sponsorships

    **Financial Overview**

    revenue in last year was 10 million USD. projected revenue is expected to increase by 25% next year. however, initial investment cost is estimated at 3 million USD.

    **## WordHW1-Instructions.pdf**

    BUAD 190 MIS I Word HW1 Instructions

    Word HW1: Business Proposal Formatting (30 Points)

    Objective:
    Students will enhance a provided raw document by applying various Word formatting tools to
    create a professional and structured business proposal.

    Instructions:
    1. Download the provided document titled "Raw_Business_Proposal.docx."

    2. Modify the document according to the following requirements:

     Title & Heading Styles:
     Change the title to "Global Sports Inc. Business Expansion Proposal."
     Apply the "Title" style to the main title.
     Apply the "Heading 1" style to the section headings (Introduction,

    Objectives, Marketing Strategies, Financial Overview).

     Text Formatting:
     Capitalize the first letter of each sentence and correct grammatical errors in

    the Introduction section.
     Capitalize the first letter of each bullet point in the Objectives and

    Marketing Strategies sections.
     Convert the Marketing Strategies list into a bulleted format.
     Bold all numerical values in the Financial Overview section.

     Insert a Table:
     Below the Financial Overview section, insert a table with the following

    data:

    Year Revenue (USD) Growth (%)
    2023 10,000,000 –

    2024 (Projected) 12,500,000 25%

     Apply the "Grid Table 4 – Accent 3" style to the table.

     Header & Footer:
     Add the following text to the header: "Confidential – Internal Use Only"

    (aligned left).
     Add the current date to the footer (aligned right).

    BUAD 190 MIS I Word HW1 Instructions

     Insert page numbers (center-aligned in the footer).
     Use Times New Roman, 10pt font for the header and footnote.

    3. Save the document as:
     "Word_HW1_YourName.docx"

     (ex) if your name is Smith Fox, your file name should be
    “Word_HW1_Smtih Fox.docx”

    4. Submit the file via Canvas.

    5. Grading Criteria
     Title & Heading Styles (4 points)
     Text Formatting and Grammar Corrections (9 points)
     Table Insertion and Styling (9 points)
     Header & Footer Formatting (4 points)
     Proper File Naming and Submission (4 points)

    **## WordHW1-Instructions.pdf**

    BUAD 190 MIS I Word HW1 Instructions

    Word HW1: Business Proposal Formatting (30 Points)

    Objective:
    Students will enhance a provided raw document by applying various Word formatting tools to
    create a professional and structured business proposal.

    Instructions:
    1. Download the provided document titled "Raw_Business_Proposal.docx."

    2. Modify the document according to the following requirements:

     Title & Heading Styles:
     Change the title to "Global Sports Inc. Business Expansion Proposal."
     Apply the "Title" style to the main title.
     Apply the "Heading 1" style to the section headings (Introduction,

    Objectives, Marketing Strategies, Financial Overview).

     Text Formatting:
     Capitalize the first letter of each sentence and correct grammatical errors in

    the Introduction section.
     Capitalize the first letter of each bullet point in the Objectives and

    Marketing Strategies sections.
     Convert the Marketing Strategies list into a bulleted format.
     Bold all numerical values in the Financial Overview section.

     Insert a Table:
     Below the Financial Overview section, insert a table with the following

    data:

    Year Revenue (USD) Growth (%)
    2023 10,000,000 –

    2024 (Projected) 12,500,000 25%

     Apply the "Grid Table 4 – Accent 3" style to the table.

     Header & Footer:
     Add the following text to the header: "Confidential – Internal Use Only"

    (aligned left).
     Add the current date to the footer (aligned right).

    BUAD 190 MIS I Word HW1 Instructions

     Insert page numbers (center-aligned in the footer).
     Use Times New Roman, 10pt font for the header and footnote.

    3. Save the document as:
     "Word_HW1_YourName.docx"

     (ex) if your name is Smith Fox, your file name should be
    “Word_HW1_Smtih Fox.docx”

    4. Submit the file via Canvas.

    5. Grading Criteria
     Title & Heading Styles (4 points)
     Text Formatting and Grammar Corrections (9 points)
     Table Insertion and Styling (9 points)
     Header & Footer Formatting (4 points)
     Proper File Naming and Submission (4 points)

    **## Raw_Business_Proposal.docx**

    Title: Business Expansion Proposal

    Company: Global Sports Inc.

    **Introduction**

    our company is planning to expand into new markets. we need to analyze current trends and develop a strategic approach. the main focus should be customer engagement, market analysis and revenue generation.

    **Objectives**

    increase sales growth

    enhance brand awareness

    improve customer loyalty

    **Marketing Strategies**

    social media campaigns

    influencer partnerships

    Event Sponsorships

    **Financial Overview**

    revenue in last year was 10 million USD. projected revenue is expected to increase by 25% next year. however, initial investment cost is estimated at 3 million USD.

    **## WordHW1-Instructions.pdf**

    BUAD 190 MIS I Word HW1 Instructions

    Word HW1: Business Proposal Formatting (30 Points)

    Objective:
    Students will enhance a provided raw document by applying various Word formatting tools to
    create a professional and structured business proposal.

    Instructions:
    1. Download the provided document titled "Raw_Business_Proposal.docx."

    2. Modify the document according to the following requirements:

     Title & Heading Styles:
     Change the title to "Global Sports Inc. Business Expansion Proposal."
     Apply the "Title" style to the main title.
     Apply the "Heading 1" style to the section headings (Introduction,

    Objectives, Marketing Strategies, Financial Overview).

     Text Formatting:
     Capitalize the first letter of each sentence and correct grammatical errors in

    the Introduction section.
     Capitalize the first letter of each bullet point in the Objectives and

    Marketing Strategies sections.
     Convert the Marketing Strategies list into a bulleted format.
     Bold all numerical values in the Financial Overview section.

     Insert a Table:
     Below the Financial Overview section, insert a table with the following

    data:

    Year Revenue (USD) Growth (%)
    2023 10,000,000 –

    2024 (Projected) 12,500,000 25%

     Apply the "Grid Table 4 – Accent 3" style to the table.

     Header & Footer:
     Add the following text to the header: "Confidential – Internal Use Only"

    (aligned left).
     Add the current date to the footer (aligned right).

    BUAD 190 MIS I Word HW1 Instructions

     Insert page numbers (center-aligned in the footer).
     Use Times New Roman, 10pt font for the header and footnote.

    3. Save the document as:
     "Word_HW1_YourName.docx"

     (ex) if your name is Smith Fox, your file name should be
    “Word_HW1_Smtih Fox.docx”

    4. Submit the file via Canvas.

    5. Grading Criteria
     Title & Heading Styles (4 points)
     Text Formatting and Grammar Corrections (9 points)
     Table Insertion and Styling (9 points)
     Header & Footer Formatting (4 points)
     Proper File Naming and Submission (4 points)

    **## Raw_Business_Proposal.docx**

    Title: Business Expansion Proposal

    Company: Global Sports Inc.

    **Introduction**

    our company is planning to expand into new markets. we need to analyze current trends and develop a strategic approach. the main focus should be customer engagement, market analysis and revenue generation.

    **Objectives**

    increase sales growth

    enhance brand awareness

    improve customer loyalty

    **Marketing Strategies**

    social media campaigns

    influencer partnerships

    Event Sponsorships

    **Financial Overview**

    revenue in last year was 10 million USD. projected revenue is expected to increase by 25% next year. however, initial investment cost is estimated at 3 million USD.

    **## WordHW1-Instructions.pdf**

    BUAD 190 MIS I Word HW1 Instructions

    Word HW1: Business Proposal Formatting (30 Points)

    Objective:
    Students will enhance a provided raw document by applying various Word formatting tools to
    create a professional and structured business proposal.

    Instructions:
    1. Download the provided document titled "Raw_Business_Proposal.docx."

    2. Modify the document according to the following requirements:

     Title & Heading Styles:
     Change the title to "Global Sports Inc. Business Expansion Proposal."
     Apply the "Title" style to the main title.
     Apply the "Heading 1" style to the section headings (Introduction,

    Objectives, Marketing Strategies, Financial Overview).

     Text Formatting:
     Capitalize the first letter of each sentence and correct grammatical errors in

    the Introduction section.
     Capitalize the first letter of each bullet point in the Objectives and

    Marketing Strategies sections.
     Convert the Marketing Strategies list into a bulleted format.
     Bold all numerical values in the Financial Overview section.

     Insert a Table:
     Below the Financial Overview section, insert a table with the following

    data:

    Year Revenue (USD) Growth (%)
    2023 10,000,000 –

    2024 (Projected) 12,500,000 25%

     Apply the "Grid Table 4 – Accent 3" style to the table.

     Header & Footer:
     Add the following text to the header: "Confidential – Internal Use Only"

    (aligned left).
     Add the current date to the footer (aligned right).

    BUAD 190 MIS I Word HW1 Instructions

     Insert page numbers (center-aligned in the footer).
     Use Times New Roman, 10pt font for the header and footnote.

    3. Save the document as:
     "Word_HW1_YourName.docx"

     (ex) if your name is Smith Fox, your file name should be
    “Word_HW1_Smtih Fox.docx”

    4. Submit the file via Canvas.

    5. Grading Criteria
     Title & Heading Styles (4 points)
     Text Formatting and Grammar Corrections (9 points)
     Table Insertion and Styling (9 points)
     Header & Footer Formatting (4 points)
     Proper File Naming and Submission (4 points)

    – 1
    – 2

  • [Solved] Business Finance – Management Week 8 Assignment- Improving Business Performance

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – ## Week8Assignment-ApprovingBusinessPerformance.docx – ## Week8LearningResources-ImprovingBusinessPerformance.docx **## Week8Assignment-ApprovingBusinessPerformance.docx** **Improving Business Performance** **Week 8 Assignment** **System Thinking for Good, Part 1** In the Assignments for this modu…

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    Assignment Prompt & Instructions

    – ## Week8Assignment-ApprovingBusinessPerformance.docx

    – ## Week8LearningResources-ImprovingBusinessPerformance.docx

    **## Week8Assignment-ApprovingBusinessPerformance.docx**

    **Improving Business Performance**

    **Week 8 Assignment**

    **System Thinking for Good, Part 1**

    In the Assignments for this module, you will assume the role of a consultant who has been asked by the upper management team to evaluate an organizational performance problem within an organization. You will present your findings in the form of a written report with an executive summary presented as a PowerPoint presentation. The organization for this evaluation will be one of your choices, and it should be one with which you are familiar. This organization could be where you currently work or where you have worked in the past.

    After selecting an organization with which you are personally familiar, you are to present your evaluation and recommendations in a detailed business report. Additionally, you will prepare an executive summary of your findings to be presented as a PowerPoint slide deck to the organization’s upper management team. Your report should contain three parts (Part 1 is due this week; Part 2 is due in Week 9; and Part 3 is due in Week 10) and must include specific examples from the organization, as well as relevant citations from the Learning Resources, the Walden Library, and/or other appropriate academic sources to support your evaluation.

    **To prepare for this Assignment:**

    · Download the
    [Module 3 Assignment Template (Word document)](https://waldenu.instructure.com/courses/169294/files/13723153?wrap=1) [Download Module 3 Assignment Template (Word document)](https://waldenu.instructure.com/courses/169294/files/13723153/download?download_frd=1).
    **Note:** Be sure to keep a copy of your completed Assignment this week, as you will be adding to the same file for your Assignments for Week 9 and Week 10.

    **Submit** Part 1 of your business report, to include the following:

    **Part 1: Business Improvements (4–5 pages)**

    · Analyze some of the basic details about the organization. At a minimum, the basic details should include: the industry and products/services the organization offers, the overall operational and financial health of the organization, and a qualitative or systems diagram summary of how the organization operates to fulfill its commitments to customers.

    · Analyze what you believe to be the fundamental physical, policy, or market constraints that are preventing your organization from moving to the next level of performance. Be sure to clearly identify each primary constraint and provide a detailed argument and evidence for why you think each is a primary constraint to organizational performance. Be sure to support your response with appropriate concepts from performance management and/or systems thinking.

    · For each of the fundamental physical, policy, or market constraints that you identified as preventing your organization from moving to the next level of performance, justify a specific recommendation for how to elevate, support, and potentially eliminate the constraint.

    · Using the concepts of throughput accounting and Theory of Constraints accounting measurements for each of your recommendations, evaluate how the primary metrics of T, I, and OE would be affected and why the recommendations would make sense from a performance measurement perspective.

    **## Week8LearningResources-ImprovingBusinessPerformance.docx**

    **Improving Business Performance**

    **Week 8 Learning Resources**

    **The Theory of Constraints**

    Through these resources, you will explore the subject of the Theory of Constraints. TOC was developed by Eliyahu Goldratt and first presented in his book,
    _The Goal_(originally published in 1984). The objective of TOC is to prevent “constraints,” referred to as bottlenecks, from limiting the throughput (i.e., production rate) of an organization. This is accomplished through managing constraints as opposed to attempting to eliminate them.

    · Cox,
    J. F. III. (2015, August).
    [Unlocking the service sectorLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=109483548&site=eds-live&scope=site&authtype=shib&custid=s6527200).
    _Industrial Engineer_,
    _47_(8), 30–35.

    · Cox,
    J. F. III., Robinson, T. M., & Maxwell, W. (2016, February).
    Unconstraining a doctor’s officeLinks to an external site..
    _Industrial Engineer_,
    _48_(2), 28–33.

    ·
    [CorrectionLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=113183978&site=eds-live&scope=site&authtype=shib&custid=s6527200). (2016, March).
    _Industrial Engineer_,
    _48_(3), 11.

    **Note:** This article simply contains a brief correction to the Unconstraining a Doctor’s Office article.

    · Dalton, M. A. (2009).
    [What’s constraining your innovation?Links to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=44228036&site=ehost-live&scope=site&authtype=shib&custid=s6527200) _Research Technology Management_,
    _52_(5), 52–64

    · Fox, K. (2012).
    [Seeing the forest for the trees: Theory of constraints reduces cost of governmentLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=edsgea&AN=edsgcl.303451464&site=eds-live&scope=site&authtype=shib&custid=s6527200).
    _The Public Manager_,
    _41_(3), 10–13.

    · Hsu, P.-F., & Sun, M.-H. (2005).
    [Using the theory of constraints to improve the identification and solution of managerial problemsLinks to an external site.](https://search.proquest.com/docview/233230092?accountid=14872).
    _International Journal of Management, 22_(3), 415–425.

    · Monteiro, V. (2018).
    [TOC in the emergency roomLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=130165278&site=eds-live&scope=site&authtype=shib&custid=s6527200).
    _Industrial and Systems Engineering at Work_,
    _50_(7), 38–42.

    · Weiss,
    E. N. (2004, February 20).
    [_A brief note on the theory of constraints_](https://waldenu.instructure.com/courses/169294/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FUV3532-PDF-ENG%2Frich-text). Darden School Foundation, University of Virginia.
    [https://hbsp.harvard.edu/](https://hbsp.harvard.edu/)

    **Throughput Accounting**

    Using these resources, you will explore the concept of throughput accounting, which is a method of increasing productivity and generating more income and profit. When people in traditional accounting and finance roles lead the budgeting process, there can be more opportunities for wrong decisions to be made, especially when there is an overemphasis on costs. By applying throughput accounting principles, you can gain a more comprehensive and enlightened perspective on decisions that need to be made within an organization by increasing the focus on throughput.

    · Albright, T., Lam, M. (2006).
    [Managerial accounting and continuous improvement initiatives: A retrospective and frameworkLinks to an external site.](https://search.proquest.com/docview/194164942?account=14872).
    _Journal of Managerial Issues_,
    _18_(2), 157–174.

    · Corbett, T. (2006).
    [Three-questions accountingLinks to an external site.](https://search.proquest.com/docview/229819741?account=14872).
    _Strategic Finance_,
    _87_(10), 48–55.

    · Kadhim, H. K., Najm, K. J., & Kadhim, H. N. (2020).
    [Using throughput accounting for cost management and performance assessment: Constraint theory approachLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=edo&AN=143559944&site=eds-live&scope=site&authtype=shib&custid=s6527200).
    _TEM Journal_,
    _9_(2), 763–769. https://doi.org/10.18421/TEM92-45

    · Kirli, M. (2016).
    [Throughput accounting in strategic cost management: An applicationLinks to an external site.](https://doaj.org/article/32842c83710345b7b08f5a21958a2ef4).
    _Annals of Dunarea de Jos University. Fascicle I: Economics and Applied Informatics_,
    _22_(2), 78–87.

    **Combining the Three Systems: Leaning, Six Sigma, & Theory of Constraints**

    Through these resources, you will explore the benefits of combining the best of the three main continuous performance disciplines: Lean, Six Sigma, and the Theory of Constraints. This combination is referred to as the velocity approach. Each of these systems has strengths and weaknesses but, when used together, they can efficiently improve business performance.

    · Aghili, S. (2011).
    [Throughput metrics meet Six SigmaLinks to an external site.](https://search.proquest.com/docview/884349164?account=14872).
    _Management Accounting Quarterly_,
    _12_(3), 12–17.

    · Hudson, J. D. Jr. (2017, October).
    [CL6 allows three shots at better improvement: Instead of bickering over methodologies, find synergies between theory of constraints, lean and six sigmaLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=iih&AN=125212824&site=eds-live&scope=site&authtype=shib&custid=s6527200).
    _Industrial and Systems Engineering at Work_,
    _49_(10), 43–47.

    · Ioana, B. R. (2018).
    [TOC, lean, six sigma are complementary?Links to an external site.](https://doaj.org/article/3976481d3bf647ebbf08d157cb685d49) _Ovidius University Annals, Economic_ _Sciences Series_,
    _18_(2), 389–394.

    · Piraseth, R.M., Kannappan, S. (2013).
    [The synergy of continuous process improvementLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=87726992&site=ehost-live&scope=site&authtype=shib&custid=s6527200).
    _Industrial Engineer_,
    _45_(6), 41–45.

    **Important Documents**

    · Goldratt, E. & Cox, J. (2014).
    _The goal: A process of ongoing improvement_ (4th ed., pp. 1–123). North River Press.

    **Note:** This resource will be used for this week’s Discussion.

    ·
    **Document:** [Module 3 Assignment Template (Word document)](https://waldenu.instructure.com/courses/169294/files/13723153?wrap=1)

    **## Week8LearningResources-ImprovingBusinessPerformance.docx**

    **Improving Business Performance**

    **Week 8 Learning Resources**

    **The Theory of Constraints**

    Through these resources, you will explore the subject of the Theory of Constraints. TOC was developed by Eliyahu Goldratt and first presented in his book,
    _The Goal_(originally published in 1984). The objective of TOC is to prevent “constraints,” referred to as bottlenecks, from limiting the throughput (i.e., production rate) of an organization. This is accomplished through managing constraints as opposed to attempting to eliminate them.

    · Cox,
    J. F. III. (2015, August).
    [Unlocking the service sectorLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=109483548&site=eds-live&scope=site&authtype=shib&custid=s6527200).
    _Industrial Engineer_,
    _47_(8), 30–35.

    · Cox,
    J. F. III., Robinson, T. M., & Maxwell, W. (2016, February).
    Unconstraining a doctor’s officeLinks to an external site..
    _Industrial Engineer_,
    _48_(2), 28–33.

    ·
    [CorrectionLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=113183978&site=eds-live&scope=site&authtype=shib&custid=s6527200). (2016, March).
    _Industrial Engineer_,
    _48_(3), 11.

    **Note:** This article simply contains a brief correction to the Unconstraining a Doctor’s Office article.

    · Dalton, M. A. (2009).
    [What’s constraining your innovation?Links to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=44228036&site=ehost-live&scope=site&authtype=shib&custid=s6527200) _Research Technology Management_,
    _52_(5), 52–64

    · Fox, K. (2012).
    [Seeing the forest for the trees: Theory of constraints reduces cost of governmentLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=edsgea&AN=edsgcl.303451464&site=eds-live&scope=site&authtype=shib&custid=s6527200).
    _The Public Manager_,
    _41_(3), 10–13.

    · Hsu, P.-F., & Sun, M.-H. (2005).
    [Using the theory of constraints to improve the identification and solution of managerial problemsLinks to an external site.](https://search.proquest.com/docview/233230092?accountid=14872).
    _International Journal of Management, 22_(3), 415–425.

    · Monteiro, V. (2018).
    [TOC in the emergency roomLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=130165278&site=eds-live&scope=site&authtype=shib&custid=s6527200).
    _Industrial and Systems Engineering at Work_,
    _50_(7), 38–42.

    · Weiss,
    E. N. (2004, February 20).
    [_A brief note on the theory of constraints_](https://waldenu.instructure.com/courses/169294/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FUV3532-PDF-ENG%2Frich-text). Darden School Foundation, University of Virginia.
    [https://hbsp.harvard.edu/](https://hbsp.harvard.edu/)

    **Throughput Accounting**

    Using these resources, you will explore the concept of throughput accounting, which is a method of increasing productivity and generating more income and profit. When people in traditional accounting and finance roles lead the budgeting process, there can be more opportunities for wrong decisions to be made, especially when there is an overemphasis on costs. By applying throughput accounting principles, you can gain a more comprehensive and enlightened perspective on decisions that need to be made within an organization by increasing the focus on throughput.

    · Albright, T., Lam, M. (2006).
    [Managerial accounting and continuous improvement initiatives: A retrospective and frameworkLinks to an external site.](https://search.proquest.com/docview/194164942?account=14872).
    _Journal of Managerial Issues_,
    _18_(2), 157–174.

    · Corbett, T. (2006).
    [Three-questions accountingLinks to an external site.](https://search.proquest.com/docview/229819741?account=14872).
    _Strategic Finance_,
    _87_(10), 48–55.

    · Kadhim, H. K., Najm, K. J., & Kadhim, H. N. (2020).
    [Using throughput accounting for cost management and performance assessment: Constraint theory approachLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=edo&AN=143559944&site=eds-live&scope=site&authtype=shib&custid=s6527200).
    _TEM Journal_,
    _9_(2), 763–769. https://doi.org/10.18421/TEM92-45

    · Kirli, M. (2016).
    [Throughput accounting in strategic cost management: An applicationLinks to an external site.](https://doaj.org/article/32842c83710345b7b08f5a21958a2ef4).
    _Annals of Dunarea de Jos University. Fascicle I: Economics and Applied Informatics_,
    _22_(2), 78–87.

    **Combining the Three Systems: Leaning, Six Sigma, & Theory of Constraints**

    Through these resources, you will explore the benefits of combining the best of the three main continuous performance disciplines: Lean, Six Sigma, and the Theory of Constraints. This combination is referred to as the velocity approach. Each of these systems has strengths and weaknesses but, when used together, they can efficiently improve business performance.

    · Aghili, S. (2011).
    [Throughput metrics meet Six SigmaLinks to an external site.](https://search.proquest.com/docview/884349164?account=14872).
    _Management Accounting Quarterly_,
    _12_(3), 12–17.

    · Hudson, J. D. Jr. (2017, October).
    [CL6 allows three shots at better improvement: Instead of bickering over methodologies, find synergies between theory of constraints, lean and six sigmaLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=iih&AN=125212824&site=eds-live&scope=site&authtype=shib&custid=s6527200).
    _Industrial and Systems Engineering at Work_,
    _49_(10), 43–47.

    · Ioana, B. R. (2018).
    [TOC, lean, six sigma are complementary?Links to an external site.](https://doaj.org/article/3976481d3bf647ebbf08d157cb685d49) _Ovidius University Annals, Economic_ _Sciences Series_,
    _18_(2), 389–394.

    · Piraseth, R.M., Kannappan, S. (2013).
    [The synergy of continuous process improvementLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=87726992&site=ehost-live&scope=site&authtype=shib&custid=s6527200).
    _Industrial Engineer_,
    _45_(6), 41–45.

    **Important Documents**

    · Goldratt, E. & Cox, J. (2014).
    _The goal: A process of ongoing improvement_ (4th ed., pp. 1–123). North River Press.

    **Note:** This resource will be used for this week’s Discussion.

    ·
    **Document:** [Module 3 Assignment Template (Word document)](https://waldenu.instructure.com/courses/169294/files/13723153?wrap=1)

    **## Week8Assignment-ApprovingBusinessPerformance.docx**

    **Improving Business Performance**

    **Week 8 Assignment**

    **System Thinking for Good, Part 1**

    In the Assignments for this module, you will assume the role of a consultant who has been asked by the upper management team to evaluate an organizational performance problem within an organization. You will present your findings in the form of a written report with an executive summary presented as a PowerPoint presentation. The organization for this evaluation will be one of your choices, and it should be one with which you are familiar. This organization could be where you currently work or where you have worked in the past.

    After selecting an organization with which you are personally familiar, you are to present your evaluation and recommendations in a detailed business report. Additionally, you will prepare an executive summary of your findings to be presented as a PowerPoint slide deck to the organization’s upper management team. Your report should contain three parts (Part 1 is due this week; Part 2 is due in Week 9; and Part 3 is due in Week 10) and must include specific examples from the organization, as well as relevant citations from the Learning Resources, the Walden Library, and/or other appropriate academic sources to support your evaluation.

    **To prepare for this Assignment:**

    · Download the
    [Module 3 Assignment Template (Word document)](https://waldenu.instructure.com/courses/169294/files/13723153?wrap=1) [Download Module 3 Assignment Template (Word document)](https://waldenu.instructure.com/courses/169294/files/13723153/download?download_frd=1).
    **Note:** Be sure to keep a copy of your completed Assignment this week, as you will be adding to the same file for your Assignments for Week 9 and Week 10.

    **Submit** Part 1 of your business report, to include the following:

    **Part 1: Business Improvements (4–5 pages)**

    · Analyze some of the basic details about the organization. At a minimum, the basic details should include: the industry and products/services the organization offers, the overall operational and financial health of the organization, and a qualitative or systems diagram summary of how the organization operates to fulfill its commitments to customers.

    · Analyze what you believe to be the fundamental physical, policy, or market constraints that are preventing your organization from moving to the next level of performance. Be sure to clearly identify each primary constraint and provide a detailed argument and evidence for why you think each is a primary constraint to organizational performance. Be sure to support your response with appropriate concepts from performance management and/or systems thinking.

    · For each of the fundamental physical, policy, or market constraints that you identified as preventing your organization from moving to the next level of performance, justify a specific recommendation for how to elevate, support, and potentially eliminate the constraint.

    · Using the concepts of throughput accounting and Theory of Constraints accounting measurements for each of your recommendations, evaluate how the primary metrics of T, I, and OE would be affected and why the recommendations would make sense from a performance measurement perspective.

    **## Week8LearningResources-ImprovingBusinessPerformance.docx**

    **Improving Business Performance**

    **Week 8 Learning Resources**

    **The Theory of Constraints**

    Through these resources, you will explore the subject of the Theory of Constraints. TOC was developed by Eliyahu Goldratt and first presented in his book,
    _The Goal_(originally published in 1984). The objective of TOC is to prevent “constraints,” referred to as bottlenecks, from limiting the throughput (i.e., production rate) of an organization. This is accomplished through managing constraints as opposed to attempting to eliminate them.

    · Cox,
    J. F. III. (2015, August).
    [Unlocking the service sectorLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=109483548&site=eds-live&scope=site&authtype=shib&custid=s6527200).
    _Industrial Engineer_,
    _47_(8), 30–35.

    · Cox,
    J. F. III., Robinson, T. M., & Maxwell, W. (2016, February).
    Unconstraining a doctor’s officeLinks to an external site..
    _Industrial Engineer_,
    _48_(2), 28–33.

    ·
    [CorrectionLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=113183978&site=eds-live&scope=site&authtype=shib&custid=s6527200). (2016, March).
    _Industrial Engineer_,
    _48_(3), 11.

    **Note:** This article simply contains a brief correction to the Unconstraining a Doctor’s Office article.

    · Dalton, M. A. (2009).
    [What’s constraining your innovation?Links to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=44228036&site=ehost-live&scope=site&authtype=shib&custid=s6527200) _Research Technology Management_,
    _52_(5), 52–64

    · Fox, K. (2012).
    [Seeing the forest for the trees: Theory of constraints reduces cost of governmentLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=edsgea&AN=edsgcl.303451464&site=eds-live&scope=site&authtype=shib&custid=s6527200).
    _The Public Manager_,
    _41_(3), 10–13.

    · Hsu, P.-F., & Sun, M.-H. (2005).
    [Using the theory of constraints to improve the identification and solution of managerial problemsLinks to an external site.](https://search.proquest.com/docview/233230092?accountid=14872).
    _International Journal of Management, 22_(3), 415–425.

    · Monteiro, V. (2018).
    [TOC in the emergency roomLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=130165278&site=eds-live&scope=site&authtype=shib&custid=s6527200).
    _Industrial and Systems Engineering at Work_,
    _50_(7), 38–42.

    · Weiss,
    E. N. (2004, February 20).
    [_A brief note on the theory of constraints_](https://waldenu.instructure.com/courses/169294/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FUV3532-PDF-ENG%2Frich-text). Darden School Foundation, University of Virginia.
    [https://hbsp.harvard.edu/](https://hbsp.harvard.edu/)

    **Throughput Accounting**

    Using these resources, you will explore the concept of throughput accounting, which is a method of increasing productivity and generating more income and profit. When people in traditional accounting and finance roles lead the budgeting process, there can be more opportunities for wrong decisions to be made, especially when there is an overemphasis on costs. By applying throughput accounting principles, you can gain a more comprehensive and enlightened perspective on decisions that need to be made within an organization by increasing the focus on throughput.

    · Albright, T., Lam, M. (2006).
    [Managerial accounting and continuous improvement initiatives: A retrospective and frameworkLinks to an external site.](https://search.proquest.com/docview/194164942?account=14872).
    _Journal of Managerial Issues_,
    _18_(2), 157–174.

    · Corbett, T. (2006).
    [Three-questions accountingLinks to an external site.](https://search.proquest.com/docview/229819741?account=14872).
    _Strategic Finance_,
    _87_(10), 48–55.

    · Kadhim, H. K., Najm, K. J., & Kadhim, H. N. (2020).
    [Using throughput accounting for cost management and performance assessment: Constraint theory approachLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=edo&AN=143559944&site=eds-live&scope=site&authtype=shib&custid=s6527200).
    _TEM Journal_,
    _9_(2), 763–769. https://doi.org/10.18421/TEM92-45

    · Kirli, M. (2016).
    [Throughput accounting in strategic cost management: An applicationLinks to an external site.](https://doaj.org/article/32842c83710345b7b08f5a21958a2ef4).
    _Annals of Dunarea de Jos University. Fascicle I: Economics and Applied Informatics_,
    _22_(2), 78–87.

    **Combining the Three Systems: Leaning, Six Sigma, & Theory of Constraints**

    Through these resources, you will explore the benefits of combining the best of the three main continuous performance disciplines: Lean, Six Sigma, and the Theory of Constraints. This combination is referred to as the velocity approach. Each of these systems has strengths and weaknesses but, when used together, they can efficiently improve business performance.

    · Aghili, S. (2011).
    [Throughput metrics meet Six SigmaLinks to an external site.](https://search.proquest.com/docview/884349164?account=14872).
    _Management Accounting Quarterly_,
    _12_(3), 12–17.

    · Hudson, J. D. Jr. (2017, October).
    [CL6 allows three shots at better improvement: Instead of bickering over methodologies, find synergies between theory of constraints, lean and six sigmaLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=iih&AN=125212824&site=eds-live&scope=site&authtype=shib&custid=s6527200).
    _Industrial and Systems Engineering at Work_,
    _49_(10), 43–47.

    · Ioana, B. R. (2018).
    [TOC, lean, six sigma are complementary?Links to an external site.](https://doaj.org/article/3976481d3bf647ebbf08d157cb685d49) _Ovidius University Annals, Economic_ _Sciences Series_,
    _18_(2), 389–394.

    · Piraseth, R.M., Kannappan, S. (2013).
    [The synergy of continuous process improvementLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=87726992&site=ehost-live&scope=site&authtype=shib&custid=s6527200).
    _Industrial Engineer_,
    _45_(6), 41–45.

    **Important Documents**

    · Goldratt, E. & Cox, J. (2014).
    _The goal: A process of ongoing improvement_ (4th ed., pp. 1–123). North River Press.

    **Note:** This resource will be used for this week’s Discussion.

    ·
    **Document:** [Module 3 Assignment Template (Word document)](https://waldenu.instructure.com/courses/169294/files/13723153?wrap=1)

    **## Week8Assignment-ApprovingBusinessPerformance.docx**

    **Improving Business Performance**

    **Week 8 Assignment**

    **System Thinking for Good, Part 1**

    In the Assignments for this module, you will assume the role of a consultant who has been asked by the upper management team to evaluate an organizational performance problem within an organization. You will present your findings in the form of a written report with an executive summary presented as a PowerPoint presentation. The organization for this evaluation will be one of your choices, and it should be one with which you are familiar. This organization could be where you currently work or where you have worked in the past.

    After selecting an organization with which you are personally familiar, you are to present your evaluation and recommendations in a detailed business report. Additionally, you will prepare an executive summary of your findings to be presented as a PowerPoint slide deck to the organization’s upper management team. Your report should contain three parts (Part 1 is due this week; Part 2 is due in Week 9; and Part 3 is due in Week 10) and must include specific examples from the organization, as well as relevant citations from the Learning Resources, the Walden Library, and/or other appropriate academic sources to support your evaluation.

    **To prepare for this Assignment:**

    · Download the
    [Module 3 Assignment Template (Word document)](https://waldenu.instructure.com/courses/169294/files/13723153?wrap=1) [Download Module 3 Assignment Template (Word document)](https://waldenu.instructure.com/courses/169294/files/13723153/download?download_frd=1).
    **Note:** Be sure to keep a copy of your completed Assignment this week, as you will be adding to the same file for your Assignments for Week 9 and Week 10.

    **Submit** Part 1 of your business report, to include the following:

    **Part 1: Business Improvements (4–5 pages)**

    · Analyze some of the basic details about the organization. At a minimum, the basic details should include: the industry and products/services the organization offers, the overall operational and financial health of the organization, and a qualitative or systems diagram summary of how the organization operates to fulfill its commitments to customers.

    · Analyze what you believe to be the fundamental physical, policy, or market constraints that are preventing your organization from moving to the next level of performance. Be sure to clearly identify each primary constraint and provide a detailed argument and evidence for why you think each is a primary constraint to organizational performance. Be sure to support your response with appropriate concepts from performance management and/or systems thinking.

    · For each of the fundamental physical, policy, or market constraints that you identified as preventing your organization from moving to the next level of performance, justify a specific recommendation for how to elevate, support, and potentially eliminate the constraint.

    · Using the concepts of throughput accounting and Theory of Constraints accounting measurements for each of your recommendations, evaluate how the primary metrics of T, I, and OE would be affected and why the recommendations would make sense from a performance measurement perspective.

    **## Week8LearningResources-ImprovingBusinessPerformance.docx**

    **Improving Business Performance**

    **Week 8 Learning Resources**

    **The Theory of Constraints**

    Through these resources, you will explore the subject of the Theory of Constraints. TOC was developed by Eliyahu Goldratt and first presented in his book,
    _The Goal_(originally published in 1984). The objective of TOC is to prevent “constraints,” referred to as bottlenecks, from limiting the throughput (i.e., production rate) of an organization. This is accomplished through managing constraints as opposed to attempting to eliminate them.

    · Cox,
    J. F. III. (2015, August).
    [Unlocking the service sectorLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=109483548&site=eds-live&scope=site&authtype=shib&custid=s6527200).
    _Industrial Engineer_,
    _47_(8), 30–35.

    · Cox,
    J. F. III., Robinson, T. M., & Maxwell, W. (2016, February).
    Unconstraining a doctor’s officeLinks to an external site..
    _Industrial Engineer_,
    _48_(2), 28–33.

    ·
    [CorrectionLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=113183978&site=eds-live&scope=site&authtype=shib&custid=s6527200). (2016, March).
    _Industrial Engineer_,
    _48_(3), 11.

    **Note:** This article simply contains a brief correction to the Unconstraining a Doctor’s Office article.

    · Dalton, M. A. (2009).
    [What’s constraining your innovation?Links to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=44228036&site=ehost-live&scope=site&authtype=shib&custid=s6527200) _Research Technology Management_,
    _52_(5), 52–64

    · Fox, K. (2012).
    [Seeing the forest for the trees: Theory of constraints reduces cost of governmentLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=edsgea&AN=edsgcl.303451464&site=eds-live&scope=site&authtype=shib&custid=s6527200).
    _The Public Manager_,
    _41_(3), 10–13.

    · Hsu, P.-F., & Sun, M.-H. (2005).
    [Using the theory of constraints to improve the identification and solution of managerial problemsLinks to an external site.](https://search.proquest.com/docview/233230092?accountid=14872).
    _International Journal of Management, 22_(3), 415–425.

    · Monteiro, V. (2018).
    [TOC in the emergency roomLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=130165278&site=eds-live&scope=site&authtype=shib&custid=s6527200).
    _Industrial and Systems Engineering at Work_,
    _50_(7), 38–42.

    · Weiss,
    E. N. (2004, February 20).
    [_A brief note on the theory of constraints_](https://waldenu.instructure.com/courses/169294/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FUV3532-PDF-ENG%2Frich-text). Darden School Foundation, University of Virginia.
    [https://hbsp.harvard.edu/](https://hbsp.harvard.edu/)

    **Throughput Accounting**

    Using these resources, you will explore the concept of throughput accounting, which is a method of increasing productivity and generating more income and profit. When people in traditional accounting and finance roles lead the budgeting process, there can be more opportunities for wrong decisions to be made, especially when there is an overemphasis on costs. By applying throughput accounting principles, you can gain a more comprehensive and enlightened perspective on decisions that need to be made within an organization by increasing the focus on throughput.

    · Albright, T., Lam, M. (2006).
    [Managerial accounting and continuous improvement initiatives: A retrospective and frameworkLinks to an external site.](https://search.proquest.com/docview/194164942?account=14872).
    _Journal of Managerial Issues_,
    _18_(2), 157–174.

    · Corbett, T. (2006).
    [Three-questions accountingLinks to an external site.](https://search.proquest.com/docview/229819741?account=14872).
    _Strategic Finance_,
    _87_(10), 48–55.

    · Kadhim, H. K., Najm, K. J., & Kadhim, H. N. (2020).
    [Using throughput accounting for cost management and performance assessment: Constraint theory approachLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=edo&AN=143559944&site=eds-live&scope=site&authtype=shib&custid=s6527200).
    _TEM Journal_,
    _9_(2), 763–769. https://doi.org/10.18421/TEM92-45

    · Kirli, M. (2016).
    [Throughput accounting in strategic cost management: An applicationLinks to an external site.](https://doaj.org/article/32842c83710345b7b08f5a21958a2ef4).
    _Annals of Dunarea de Jos University. Fascicle I: Economics and Applied Informatics_,
    _22_(2), 78–87.

    **Combining the Three Systems: Leaning, Six Sigma, & Theory of Constraints**

    Through these resources, you will explore the benefits of combining the best of the three main continuous performance disciplines: Lean, Six Sigma, and the Theory of Constraints. This combination is referred to as the velocity approach. Each of these systems has strengths and weaknesses but, when used together, they can efficiently improve business performance.

    · Aghili, S. (2011).
    [Throughput metrics meet Six SigmaLinks to an external site.](https://search.proquest.com/docview/884349164?account=14872).
    _Management Accounting Quarterly_,
    _12_(3), 12–17.

    · Hudson, J. D. Jr. (2017, October).
    [CL6 allows three shots at better improvement: Instead of bickering over methodologies, find synergies between theory of constraints, lean and six sigmaLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=iih&AN=125212824&site=eds-live&scope=site&authtype=shib&custid=s6527200).
    _Industrial and Systems Engineering at Work_,
    _49_(10), 43–47.

    · Ioana, B. R. (2018).
    [TOC, lean, six sigma are complementary?Links to an external site.](https://doaj.org/article/3976481d3bf647ebbf08d157cb685d49) _Ovidius University Annals, Economic_ _Sciences Series_,
    _18_(2), 389–394.

    · Piraseth, R.M., Kannappan, S. (2013).
    [The synergy of continuous process improvementLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=87726992&site=ehost-live&scope=site&authtype=shib&custid=s6527200).
    _Industrial Engineer_,
    _45_(6), 41–45.

    **Important Documents**

    · Goldratt, E. & Cox, J. (2014).
    _The goal: A process of ongoing improvement_ (4th ed., pp. 1–123). North River Press.

    **Note:** This resource will be used for this week’s Discussion.

    ·
    **Document:** [Module 3 Assignment Template (Word document)](https://waldenu.instructure.com/courses/169294/files/13723153?wrap=1)

    – 1
    – 2

  • [Solved] Financial Accounting and Analysis

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – ## Week6FinalPaper.docx **## Week6FinalPaper.docx** Week 6 Final Paper [WLO: 1] [CLOs: 1, 2, 3, 4, 5] Prior to beginning work on this assignment, read Chapters 11 and 12 of your textbook. You may want to review other supporting chapters from previous weeks to complete this paper. Additionally,…

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    Assignment Prompt & Instructions

    – ## Week6FinalPaper.docx

    **## Week6FinalPaper.docx**

    Week 6 Final Paper

    [WLO: 1] [CLOs: 1, 2, 3, 4, 5]

    Prior to beginning work on this assignment, read Chapters 11 and 12 of your textbook. You may want to review other supporting chapters from previous weeks to complete this paper. Additionally, you may want to refer to the UAGC library’s Company Research in the UAGC LibraryLinks to an external site. to assist in your search for operational and financial data for specific companies.

    In your studies during the course, you have had an opportunity to complete a variety of case analyses for Apple and Google including the consideration of the following:

    Working capital management including current assets and current liabilities

    Total asset management including receivables, inventory, and total asset turnover

    Use of leverage including the relationship between debt and equity

    Profitability and return on invested equity

    Efficiency of cash generation and cash management

    **Write a six- to eight-page paper addressing the following elements:**

    **Assess the operational performance, financial position, and management efficiency of both Apple and Google based on the case studies completed during the course.**

    **Explain which company is the strongest performer in each area.**

    **Identify any specific factors that you feel were driving specific results or differences.**

    **Describe your future projections for Apple and Google based on your analysis.**

    **Select an industry in which you currently work or plan to work in the future.**

    **Compare trends and results in this industry with what you saw in the technology industry with Apple and Google.**

    **Discuss any similarities or differences that you would expect to see between the industries.**

    **Provide best practices that you feel would be beneficial for companies related to**

    **Adherence to generally accepted accounting principles (GAAP) to develop reliable financial statements including key principles, concepts, and assumptions.**

    **Cash, accounts receivable, and inventory management including the estimation of bad debts, inventory costing methods, and key internal controls.**

    **Management of debt and equity to support investments in long-term assets and ongoing business operations.**

    **Effective cash flow management including the relationship between operating activities, investing activities, and financing activities.**

    The Week 6 Final Paper

    Must be six to eight double-spaced pages in length (not including title and references pages) and formatted according to APA StyleLinks to an external site. as outlined in the Writing Center’s APA Formatting for Microsoft WordLinks to an external site. resource, and use APA Style ElementsLinks to an external site. for level headings.

    Must include a separate title page with the following:

    Title of paper in bold font

    Space should appear between the title and the rest of the information on the title page.

    Student’s name

    Name of institution (The University of Arizona Global Campus)

    Course name and number

    Instructor’s name

    Due date

    Must utilize academic voice. See the Academic VoiceLinks to an external site. resource for additional guidance.

    Must include an introduction and conclusion paragraph. Your introduction paragraph needs to end with a clear thesis statement that indicates the purpose of your paper.

    For assistance on writing Introductions & ConclusionsLinks to an external site. and Writing a Thesis StatementLinks to an external site., refer to the Writing Center resources.

    Must use at least 5 scholarly, peer-reviewed, and/or credible sources in addition to the course text.

    The Scholarly, Peer-Reviewed, and Other Credible SourcesLinks to an external site. table offers additional guidance on appropriate source types. If you have questions about whether a specific source is appropriate for this assignment, please contact your instructor. Your instructor has the final say about the appropriateness of a specific source.

    To assist you in completing the research required for this assignment, view Quick and Easy Library ResearchLinks to an external site. tutorial, which introduces the University of Arizona Global Campus Library and the research process, and provides some library search tips.

    Must document any information used from sources in APA Style as outlined in the Writing Center’s APA: Citing Within Your PaperLinks to an external site. guide.

    Must include a separate references page that is formatted according to APA Style as outlined in the Writing Center. See the APA: Formatting Your References ListLinks to an external site. resource in the Writing Center for specifications.

    Carefully review the Grading RubricLinks to an external site. for the criteria that will be used to evaluate your assignment.

    **## Week6FinalPaper.docx**

    Week 6 Final Paper

    [WLO: 1] [CLOs: 1, 2, 3, 4, 5]

    Prior to beginning work on this assignment, read Chapters 11 and 12 of your textbook. You may want to review other supporting chapters from previous weeks to complete this paper. Additionally, you may want to refer to the UAGC library’s Company Research in the UAGC LibraryLinks to an external site. to assist in your search for operational and financial data for specific companies.

    In your studies during the course, you have had an opportunity to complete a variety of case analyses for Apple and Google including the consideration of the following:

    Working capital management including current assets and current liabilities

    Total asset management including receivables, inventory, and total asset turnover

    Use of leverage including the relationship between debt and equity

    Profitability and return on invested equity

    Efficiency of cash generation and cash management

    **Write a six- to eight-page paper addressing the following elements:**

    **Assess the operational performance, financial position, and management efficiency of both Apple and Google based on the case studies completed during the course.**

    **Explain which company is the strongest performer in each area.**

    **Identify any specific factors that you feel were driving specific results or differences.**

    **Describe your future projections for Apple and Google based on your analysis.**

    **Select an industry in which you currently work or plan to work in the future.**

    **Compare trends and results in this industry with what you saw in the technology industry with Apple and Google.**

    **Discuss any similarities or differences that you would expect to see between the industries.**

    **Provide best practices that you feel would be beneficial for companies related to**

    **Adherence to generally accepted accounting principles (GAAP) to develop reliable financial statements including key principles, concepts, and assumptions.**

    **Cash, accounts receivable, and inventory management including the estimation of bad debts, inventory costing methods, and key internal controls.**

    **Management of debt and equity to support investments in long-term assets and ongoing business operations.**

    **Effective cash flow management including the relationship between operating activities, investing activities, and financing activities.**

    The Week 6 Final Paper

    Must be six to eight double-spaced pages in length (not including title and references pages) and formatted according to APA StyleLinks to an external site. as outlined in the Writing Center’s APA Formatting for Microsoft WordLinks to an external site. resource, and use APA Style ElementsLinks to an external site. for level headings.

    Must include a separate title page with the following:

    Title of paper in bold font

    Space should appear between the title and the rest of the information on the title page.

    Student’s name

    Name of institution (The University of Arizona Global Campus)

    Course name and number

    Instructor’s name

    Due date

    Must utilize academic voice. See the Academic VoiceLinks to an external site. resource for additional guidance.

    Must include an introduction and conclusion paragraph. Your introduction paragraph needs to end with a clear thesis statement that indicates the purpose of your paper.

    For assistance on writing Introductions & ConclusionsLinks to an external site. and Writing a Thesis StatementLinks to an external site., refer to the Writing Center resources.

    Must use at least 5 scholarly, peer-reviewed, and/or credible sources in addition to the course text.

    The Scholarly, Peer-Reviewed, and Other Credible SourcesLinks to an external site. table offers additional guidance on appropriate source types. If you have questions about whether a specific source is appropriate for this assignment, please contact your instructor. Your instructor has the final say about the appropriateness of a specific source.

    To assist you in completing the research required for this assignment, view Quick and Easy Library ResearchLinks to an external site. tutorial, which introduces the University of Arizona Global Campus Library and the research process, and provides some library search tips.

    Must document any information used from sources in APA Style as outlined in the Writing Center’s APA: Citing Within Your PaperLinks to an external site. guide.

    Must include a separate references page that is formatted according to APA Style as outlined in the Writing Center. See the APA: Formatting Your References ListLinks to an external site. resource in the Writing Center for specifications.

    Carefully review the Grading RubricLinks to an external site. for the criteria that will be used to evaluate your assignment.

  • [Solved] Unit 2 Common Assessment/Project Part A

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    ## Unit 2: Common Assessment/Project Part A Start Assignment – **Due** Saturday by 11:59pm – **Points** 200 – **Submitting** a file upload **Common Assessment/Project Part A** _(Rubric A = 200 points)_ – Identification of Community Perceptions, with Interviews and Summation of Findings **Step 2** **…

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    Assignment Prompt & Instructions

    ## Unit 2: Common Assessment/Project Part A
    Start Assignment
    – **Due** Saturday by 11:59pm
    – **Points** 200
    – **Submitting** a file upload
    **Common Assessment/Project Part A** _(Rubric A = 200 points)_ – Identification of Community Perceptions, with Interviews and Summation of Findings
    **Step 2** **– Analysis of Data Gathered Inclusive of Usefulness of the Input for Benefit of the School** _**(completed during Unit 2)**_
    (Submit summary document with conclusions to Canvas)
    Compose a document that _summarizes the data_ gathered during the two interviews conducted during Week 1 (see Common Assessment/Project Part A, Step 1).  Provide an _analysis of the commonalities or differences of perception_ mentioned by the community leaders.  _Record any conclusions_ that an administrator of a local school could draw that will assist in making decisions that will yield greater community support for the school.  Indicate how contact with community leaders, such as those interviewed to gather input, can benefit the school.  Use APA format appropriately.
    Requirements:  500 words minimum; APA format
    \
    InterviewwithformerLauraMattox1.docx](https://www.sweetstudy.com/files/interviewwithformerlauramattox1-docx "InterviewwithformerLauraMattox1.docx")
    \
    InterviewwithSchoolBoardmemberTaneshaErve.docx](https://www.sweetstudy.com/files/interviewwithschoolboardmembertaneshaerve-docx "InterviewwithSchoolBoardmemberTaneshaErve.docx")
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    Rubricpart4.png](https://www.sweetstudy.com/files/rubricpart4-png-10339351 "Rubricpart4.png")