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    I NEED YOUR HELP – ## HRTheChangeCatalyst.pdf – PeacelynnWeek1ResponseLeadingChange.jpeg – LashondaWeek1ResponseLeadingChange.jpeg – Week1DiscussionLeadingChange.jpeg – JWI556Week1LectureNotes.pdf **## HRTheChangeCatalyst.pdf** 60 � June 2018 www.humancapitalonline.com ◆ CHANGE STRATEGY2 constantly …

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    I NEED YOUR HELP

    – ## HRTheChangeCatalyst.pdf

    – PeacelynnWeek1ResponseLeadingChange.jpeg
    – LashondaWeek1ResponseLeadingChange.jpeg
    – Week1DiscussionLeadingChange.jpeg
    – JWI556Week1LectureNotes.pdf

    **## HRTheChangeCatalyst.pdf**

    60 � June 2018 www.humancapitalonline.com ◆

    CHANGE STRATEGY2

    constantly change. The growing global
    competition, and, the rate of technological
    advancement foresees a continuing need for
    change. Change helps improve and increase
    productivity, which ultimately bolsters sales
    and the overall business of an enterprise.
    Hence, an organisation requires change
    agents to work as enablers in its effort
    towards successful change. It is here that
    the HR professional plays a critical role in
    ushering in change within the culture of an

    BY INDRANI SAHA

    HR: The Change
    Catalyst
    From an employee's perspective, HR facilitates by improving employees'
    understanding of change, by increasing communication between the management
    and employees, and enhances employee satisfaction.

    organisation, thus making it more adaptable
    and agile.

    HR plays a key role in change
    management, and, acts as a facilitator by
    influencing multiple factors. From an
    employee's perspective, it facilitates by
    improving employees' understanding of
    change, by increasing communication
    between the management and employees,
    and, enhances employee satisfaction. It also
    identifies and mitigates risks and boosts
    trust between management and employees.
    It helps employees improve their skills and
    proficiency through change-related training
    initiatives. It caters to match the potential
    employee to the desired culture in the
    organisation, and, aligns employees with the
    culture to foster the most effective culture
    of ownership and accountability, therefore,
    moving away from being a support function
    to that of being a business partner that
    enables business results.

    A necessity to involve HR
    HR should be involved in major
    organisational changes from the beginning
    as change management involves the
    transformation and modification of whole
    organisations, or sometimes in parts, as it is
    highly people intensive. It is an effort on the
    part of the leadership to maintain or…

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    usinesses can only maintain their
    position in the marketplace, or gain
    competitive advantage provided theyB

    “
    Culture does not change because we desire to change it, Culture changes when the organisation

    is transformed – the culture reflects the realities of people working together every day.
    ”

    _

    Frances Hesselbein

    …………………………………………………………………………………………………………………………………………………………………………………………………………………..

    www.humancapitalonline.com◆ June 2018 � 61

    CHANGE STRATEGY 2

    improve upon the effectiveness in
    productivity, revenue, market
    competitiveness and internal alignment. So,
    change management is an approach to
    transition individuals, teams and
    organisations to a desired future state. It is
    therefore pivotal to involve the Human
    Resources team right from the beginning.
    This ensures that course correction and
    intended change is made possible in the
    least resistive manner and with maximum
    results.

    Cultural Transformation is a hard road in
    an established organisation as compared to a
    new organisation. Every organisation has an
    established culture where people must
    unlearn the old values, assumptions and
    behaviour before they can learn the new
    one. In an organisation, we have employees
    who have been in the system for a specific
    period, hence, there is already a culture
    which is established, and, in order to change
    that agents of change normally have to
    follow the proven model of change. The
    change agents can institute change by
    following Kurt Lewin's three step change
    model.
    � Unfreezing
    � Moving
    � Freezing

    Unfreezing
    To avoid resistance to change, the first stage
    involves preparing the organisation to accede
    that change is essential, which involves
    breaking down the prevailing status quo,

    …
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    Define
    � Step 1- Evaluate your current culture

    and performance
    � Step 2 – Clarify your initial vision
    � Step 3 – Clarify values and expected

    behaviours

    Align
    � Step 4 – Clarify strategic priorities
    � Step 5 – Engage your team in defining

    smart goals
    � Step 6 – Clarify and track key measures

    Manage
    � Step 7 – Maintain a management system

    for priorities and goals
    � Step 8 – Manage communication habits

    and routines
    � Step 9 – Build motivation throughout the

    process

    Indrani Saha is Director-HR, Diebold Nixdorf India Pvt. Ltd. She carries
    an experience of twenty five years and has previously various industry
    domains such as Automobiles, Transmission, IT, Airlines etc. Indrani has
    a Master's Degree in Industrial Psychology from the University of
    Mumbai and has a certification in Executive Management Development
    Programme, CEIBS (Shanghai,China).

    before you can put together a new way of
    operating. The preferred environment should
    be created for change to occur so that new
    ideas and visions can be formed in minds of
    the people. The unfreezing process passes
    through three phases. Firstly, there must be
    indicators that current conditions are not
    ideal. Secondly, this vital information must
    be communicated to the organisational
    members, and finally, a solution has to be
    found to reduce anxiety among the
    members.

    Transition/ Moving
    This is the stage where people have resolved
    their uncertainty, and, are looking forward to
    newer ways of doing things, and extending
    support to the new direction. Also,
    communication is vital to the success of
    change, and, people need to be given time
    to understand the change and feel highly
    connected to the organisation throughout
    the transition period.

    Refreezing
    At the point when the progressions are
    coming to fruition and individuals have
    grasped better approaches for working, the
    association is prepared to refreeze.
    Management experts use a structured
    approach using a 9-step model: A Define-
    Align- Manage framework for building a
    strong cultural foundation.

    This is definitely not a quick fix. It is a
    long intervention starting with understanding
    the prevailing culture and the desired culture

    62 � June 2018 www.humancapitalonline.com ◆

    to achieve the results. It involves getting the
    leadership buy-in as this is leadership-led.
    The process also requires understanding
    what is working well, and, deciding to
    continue with what needs to immediately
    stop and start. These are specific actions
    required to achieve the desired results. HR
    is responsible to be able to use tools,
    techniques and tricks for nurturing minds,
    behaviours and beliefs to suit the
    organisation's value system. In general, the
    most fruitful success strategy is, to begin
    with, leadership tools; including a vision or
    story of the future, cement the change in
    place with management tools such as role
    definitions, job descriptions, and
    organisational structure, measurement and
    control systems. Tools and techniques
    involve focused feedback, Managers as

    and innovation, both structurally and
    culturally, have been found to be critical to
    the success of culture change initiatives.
    Make changes where appropriate to support
    the new culture.
    3. Ensure staff and stakeholder
    participation: Change cannot succeed
    without the meaningful involvement of many
    people throughout the organisation.
    Participation can range from individually
    offering ideas, solutions, and, reactions to
    concepts, to taking part in team meetings to
    design and build the new culture and
    organisational structure.
    4. Communicate and demonstrate the
    change continuously: To frequently
    communicate and demonstrate the change-
    repeatedly, and, in both upward and
    downward direction – is necessary during
    the change process.
    5. Manage the emotional response – yours
    and your employees: Leadership
    effectiveness in times of change has been
    found to be critically related to the use of
    emotional intelligence. Employee emotions
    have a strong influence on how they
    approach to change, and, leaders need to be
    as analytical and strategize as much about
    their emotional messages as their cognitive
    ones.
    4. Examples of well-defined cultures and
    aligned workforces: We have seen how
    essential it is for organisations to go through
    change, E.g. Toyota, GE, Coca-Cola, etc.

    Witnessing success among these
    organisations in defining their culture and
    workforce, we at Diebold Nixdorf also felt
    that there is a real need to focus on several
    foundational imperatives that would improve
    how we do our work, and, how we serve our
    customers. The global market is changing and
    is all about VUCA. So, we had to respond
    appropriately to change along with it. Change
    begins with people and so focus on our
    people, and, constantly working on our
    organisational structure, process and design,
    is proving to be the reasons that have made
    us the global leaders in our domain. The
    thing that stands out with our approach is
    that it changes the relationships focused on
    the new culture, engagement and values. It is
    a transition to a place where we can
    successfully measure and achieve our results
    and be competitive in the market. Our ability
    to drive significant change rests on the
    positive attributes of our people. It is
    energized by our employee's passion for their
    work and also their willingness to change to
    build our company and our brand. We work
    together as one company with purpose,
    agility, transparency and mutual respect.

    coach, open and candid dialogues with
    employees, employee engagement at all
    stages of the culture change. Organisations
    use project plan tools as well.

    Driving cultural change requires active
    and intentional leadership. Whether you are
    changing the culture of a team, a division,
    or an entire enterprise, few steps to be kept
    in mind:

    1. Quantitatively measure your current
    cultural values: The first step to culture
    change is knowing where your current
    culture stands; that is, what employees
    believe your organisation's current values
    are.
    2. Intentionally align culture, strategy, and
    structure: Be sure that the culture change
    fits with the firm's or group's business
    strategy, and, that both fit with the
    organisation's structure (its formal systems
    and policies). Reconsider formal reporting
    relationships, job descriptions, selection and
    recruiting practices, performance appraisal,
    reward or compensation structures, and
    training and development. Supporting change

    CHANGE STRATEGY2
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    Three stage model

    Copyright of Human Capital is the property of HR Information Services and its content may
    not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's
    express written permission. However, users may print, download, or email articles for
    individual use.

    **PeacelynnWeek1ResponseLeadingChange.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/peacelynnweek1responseleadingchange-jpeg-10347701)

    **LashondaWeek1ResponseLeadingChange.jpeg**

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    **Week1DiscussionLeadingChange.jpeg**

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    **JWI556Week1LectureNotes.pdf**

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    **## HRTheChangeCatalyst.pdf**

    60 � June 2018 www.humancapitalonline.com ◆

    CHANGE STRATEGY2

    constantly change. The growing global
    competition, and, the rate of technological
    advancement foresees a continuing need for
    change. Change helps improve and increase
    productivity, which ultimately bolsters sales
    and the overall business of an enterprise.
    Hence, an organisation requires change
    agents to work as enablers in its effort
    towards successful change. It is here that
    the HR professional plays a critical role in
    ushering in change within the culture of an

    BY INDRANI SAHA

    HR: The Change
    Catalyst
    From an employee's perspective, HR facilitates by improving employees'
    understanding of change, by increasing communication between the management
    and employees, and enhances employee satisfaction.

    organisation, thus making it more adaptable
    and agile.

    HR plays a key role in change
    management, and, acts as a facilitator by
    influencing multiple factors. From an
    employee's perspective, it facilitates by
    improving employees' understanding of
    change, by increasing communication
    between the management and employees,
    and, enhances employee satisfaction. It also
    identifies and mitigates risks and boosts
    trust between management and employees.
    It helps employees improve their skills and
    proficiency through change-related training
    initiatives. It caters to match the potential
    employee to the desired culture in the
    organisation, and, aligns employees with the
    culture to foster the most effective culture
    of ownership and accountability, therefore,
    moving away from being a support function
    to that of being a business partner that
    enables business results.

    A necessity to involve HR
    HR should be involved in major
    organisational changes from the beginning
    as change management involves the
    transformation and modification of whole
    organisations, or sometimes in parts, as it is
    highly people intensive. It is an effort on the
    part of the leadership to maintain or…

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    …

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    usinesses can only maintain their
    position in the marketplace, or gain
    competitive advantage provided theyB

    “
    Culture does not change because we desire to change it, Culture changes when the organisation

    is transformed – the culture reflects the realities of people working together every day.
    ”

    _

    Frances Hesselbein

    …………………………………………………………………………………………………………………………………………………………………………………………………………………..

    www.humancapitalonline.com◆ June 2018 � 61

    CHANGE STRATEGY 2

    improve upon the effectiveness in
    productivity, revenue, market
    competitiveness and internal alignment. So,
    change management is an approach to
    transition individuals, teams and
    organisations to a desired future state. It is
    therefore pivotal to involve the Human
    Resources team right from the beginning.
    This ensures that course correction and
    intended change is made possible in the
    least resistive manner and with maximum
    results.

    Cultural Transformation is a hard road in
    an established organisation as compared to a
    new organisation. Every organisation has an
    established culture where people must
    unlearn the old values, assumptions and
    behaviour before they can learn the new
    one. In an organisation, we have employees
    who have been in the system for a specific
    period, hence, there is already a culture
    which is established, and, in order to change
    that agents of change normally have to
    follow the proven model of change. The
    change agents can institute change by
    following Kurt Lewin's three step change
    model.
    � Unfreezing
    � Moving
    � Freezing

    Unfreezing
    To avoid resistance to change, the first stage
    involves preparing the organisation to accede
    that change is essential, which involves
    breaking down the prevailing status quo,

    …
    …

    …
    …

    …
    …

    …
    …

    …
    …

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    Define
    � Step 1- Evaluate your current culture

    and performance
    � Step 2 – Clarify your initial vision
    � Step 3 – Clarify values and expected

    behaviours

    Align
    � Step 4 – Clarify strategic priorities
    � Step 5 – Engage your team in defining

    smart goals
    � Step 6 – Clarify and track key measures

    Manage
    � Step 7 – Maintain a management system

    for priorities and goals
    � Step 8 – Manage communication habits

    and routines
    � Step 9 – Build motivation throughout the

    process

    Indrani Saha is Director-HR, Diebold Nixdorf India Pvt. Ltd. She carries
    an experience of twenty five years and has previously various industry
    domains such as Automobiles, Transmission, IT, Airlines etc. Indrani has
    a Master's Degree in Industrial Psychology from the University of
    Mumbai and has a certification in Executive Management Development
    Programme, CEIBS (Shanghai,China).

    before you can put together a new way of
    operating. The preferred environment should
    be created for change to occur so that new
    ideas and visions can be formed in minds of
    the people. The unfreezing process passes
    through three phases. Firstly, there must be
    indicators that current conditions are not
    ideal. Secondly, this vital information must
    be communicated to the organisational
    members, and finally, a solution has to be
    found to reduce anxiety among the
    members.

    Transition/ Moving
    This is the stage where people have resolved
    their uncertainty, and, are looking forward to
    newer ways of doing things, and extending
    support to the new direction. Also,
    communication is vital to the success of
    change, and, people need to be given time
    to understand the change and feel highly
    connected to the organisation throughout
    the transition period.

    Refreezing
    At the point when the progressions are
    coming to fruition and individuals have
    grasped better approaches for working, the
    association is prepared to refreeze.
    Management experts use a structured
    approach using a 9-step model: A Define-
    Align- Manage framework for building a
    strong cultural foundation.

    This is definitely not a quick fix. It is a
    long intervention starting with understanding
    the prevailing culture and the desired culture

    62 � June 2018 www.humancapitalonline.com ◆

    to achieve the results. It involves getting the
    leadership buy-in as this is leadership-led.
    The process also requires understanding
    what is working well, and, deciding to
    continue with what needs to immediately
    stop and start. These are specific actions
    required to achieve the desired results. HR
    is responsible to be able to use tools,
    techniques and tricks for nurturing minds,
    behaviours and beliefs to suit the
    organisation's value system. In general, the
    most fruitful success strategy is, to begin
    with, leadership tools; including a vision or
    story of the future, cement the change in
    place with management tools such as role
    definitions, job descriptions, and
    organisational structure, measurement and
    control systems. Tools and techniques
    involve focused feedback, Managers as

    and innovation, both structurally and
    culturally, have been found to be critical to
    the success of culture change initiatives.
    Make changes where appropriate to support
    the new culture.
    3. Ensure staff and stakeholder
    participation: Change cannot succeed
    without the meaningful involvement of many
    people throughout the organisation.
    Participation can range from individually
    offering ideas, solutions, and, reactions to
    concepts, to taking part in team meetings to
    design and build the new culture and
    organisational structure.
    4. Communicate and demonstrate the
    change continuously: To frequently
    communicate and demonstrate the change-
    repeatedly, and, in both upward and
    downward direction – is necessary during
    the change process.
    5. Manage the emotional response – yours
    and your employees: Leadership
    effectiveness in times of change has been
    found to be critically related to the use of
    emotional intelligence. Employee emotions
    have a strong influence on how they
    approach to change, and, leaders need to be
    as analytical and strategize as much about
    their emotional messages as their cognitive
    ones.
    4. Examples of well-defined cultures and
    aligned workforces: We have seen how
    essential it is for organisations to go through
    change, E.g. Toyota, GE, Coca-Cola, etc.

    Witnessing success among these
    organisations in defining their culture and
    workforce, we at Diebold Nixdorf also felt
    that there is a real need to focus on several
    foundational imperatives that would improve
    how we do our work, and, how we serve our
    customers. The global market is changing and
    is all about VUCA. So, we had to respond
    appropriately to change along with it. Change
    begins with people and so focus on our
    people, and, constantly working on our
    organisational structure, process and design,
    is proving to be the reasons that have made
    us the global leaders in our domain. The
    thing that stands out with our approach is
    that it changes the relationships focused on
    the new culture, engagement and values. It is
    a transition to a place where we can
    successfully measure and achieve our results
    and be competitive in the market. Our ability
    to drive significant change rests on the
    positive attributes of our people. It is
    energized by our employee's passion for their
    work and also their willingness to change to
    build our company and our brand. We work
    together as one company with purpose,
    agility, transparency and mutual respect.

    coach, open and candid dialogues with
    employees, employee engagement at all
    stages of the culture change. Organisations
    use project plan tools as well.

    Driving cultural change requires active
    and intentional leadership. Whether you are
    changing the culture of a team, a division,
    or an entire enterprise, few steps to be kept
    in mind:

    1. Quantitatively measure your current
    cultural values: The first step to culture
    change is knowing where your current
    culture stands; that is, what employees
    believe your organisation's current values
    are.
    2. Intentionally align culture, strategy, and
    structure: Be sure that the culture change
    fits with the firm's or group's business
    strategy, and, that both fit with the
    organisation's structure (its formal systems
    and policies). Reconsider formal reporting
    relationships, job descriptions, selection and
    recruiting practices, performance appraisal,
    reward or compensation structures, and
    training and development. Supporting change

    CHANGE STRATEGY2
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    Three stage model

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    **## HRTheChangeCatalyst.pdf**

    60 � June 2018 www.humancapitalonline.com ◆

    CHANGE STRATEGY2

    constantly change. The growing global
    competition, and, the rate of technological
    advancement foresees a continuing need for
    change. Change helps improve and increase
    productivity, which ultimately bolsters sales
    and the overall business of an enterprise.
    Hence, an organisation requires change
    agents to work as enablers in its effort
    towards successful change. It is here that
    the HR professional plays a critical role in
    ushering in change within the culture of an

    BY INDRANI SAHA

    HR: The Change
    Catalyst
    From an employee's perspective, HR facilitates by improving employees'
    understanding of change, by increasing communication between the management
    and employees, and enhances employee satisfaction.

    organisation, thus making it more adaptable
    and agile.

    HR plays a key role in change
    management, and, acts as a facilitator by
    influencing multiple factors. From an
    employee's perspective, it facilitates by
    improving employees' understanding of
    change, by increasing communication
    between the management and employees,
    and, enhances employee satisfaction. It also
    identifies and mitigates risks and boosts
    trust between management and employees.
    It helps employees improve their skills and
    proficiency through change-related training
    initiatives. It caters to match the potential
    employee to the desired culture in the
    organisation, and, aligns employees with the
    culture to foster the most effective culture
    of ownership and accountability, therefore,
    moving away from being a support function
    to that of being a business partner that
    enables business results.

    A necessity to involve HR
    HR should be involved in major
    organisational changes from the beginning
    as change management involves the
    transformation and modification of whole
    organisations, or sometimes in parts, as it is
    highly people intensive. It is an effort on the
    part of the leadership to maintain or…

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    usinesses can only maintain their
    position in the marketplace, or gain
    competitive advantage provided theyB

    “
    Culture does not change because we desire to change it, Culture changes when the organisation

    is transformed – the culture reflects the realities of people working together every day.
    ”

    _

    Frances Hesselbein

    …………………………………………………………………………………………………………………………………………………………………………………………………………………..

    www.humancapitalonline.com◆ June 2018 � 61

    CHANGE STRATEGY 2

    improve upon the effectiveness in
    productivity, revenue, market
    competitiveness and internal alignment. So,
    change management is an approach to
    transition individuals, teams and
    organisations to a desired future state. It is
    therefore pivotal to involve the Human
    Resources team right from the beginning.
    This ensures that course correction and
    intended change is made possible in the
    least resistive manner and with maximum
    results.

    Cultural Transformation is a hard road in
    an established organisation as compared to a
    new organisation. Every organisation has an
    established culture where people must
    unlearn the old values, assumptions and
    behaviour before they can learn the new
    one. In an organisation, we have employees
    who have been in the system for a specific
    period, hence, there is already a culture
    which is established, and, in order to change
    that agents of change normally have to
    follow the proven model of change. The
    change agents can institute change by
    following Kurt Lewin's three step change
    model.
    � Unfreezing
    � Moving
    � Freezing

    Unfreezing
    To avoid resistance to change, the first stage
    involves preparing the organisation to accede
    that change is essential, which involves
    breaking down the prevailing status quo,

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    Define
    � Step 1- Evaluate your current culture

    and performance
    � Step 2 – Clarify your initial vision
    � Step 3 – Clarify values and expected

    behaviours

    Align
    � Step 4 – Clarify strategic priorities
    � Step 5 – Engage your team in defining

    smart goals
    � Step 6 – Clarify and track key measures

    Manage
    � Step 7 – Maintain a management system

    for priorities and goals
    � Step 8 – Manage communication habits

    and routines
    � Step 9 – Build motivation throughout the

    process

    Indrani Saha is Director-HR, Diebold Nixdorf India Pvt. Ltd. She carries
    an experience of twenty five years and has previously various industry
    domains such as Automobiles, Transmission, IT, Airlines etc. Indrani has
    a Master's Degree in Industrial Psychology from the University of
    Mumbai and has a certification in Executive Management Development
    Programme, CEIBS (Shanghai,China).

    before you can put together a new way of
    operating. The preferred environment should
    be created for change to occur so that new
    ideas and visions can be formed in minds of
    the people. The unfreezing process passes
    through three phases. Firstly, there must be
    indicators that current conditions are not
    ideal. Secondly, this vital information must
    be communicated to the organisational
    members, and finally, a solution has to be
    found to reduce anxiety among the
    members.

    Transition/ Moving
    This is the stage where people have resolved
    their uncertainty, and, are looking forward to
    newer ways of doing things, and extending
    support to the new direction. Also,
    communication is vital to the success of
    change, and, people need to be given time
    to understand the change and feel highly
    connected to the organisation throughout
    the transition period.

    Refreezing
    At the point when the progressions are
    coming to fruition and individuals have
    grasped better approaches for working, the
    association is prepared to refreeze.
    Management experts use a structured
    approach using a 9-step model: A Define-
    Align- Manage framework for building a
    strong cultural foundation.

    This is definitely not a quick fix. It is a
    long intervention starting with understanding
    the prevailing culture and the desired culture

    62 � June 2018 www.humancapitalonline.com ◆

    to achieve the results. It involves getting the
    leadership buy-in as this is leadership-led.
    The process also requires understanding
    what is working well, and, deciding to
    continue with what needs to immediately
    stop and start. These are specific actions
    required to achieve the desired results. HR
    is responsible to be able to use tools,
    techniques and tricks for nurturing minds,
    behaviours and beliefs to suit the
    organisation's value system. In general, the
    most fruitful success strategy is, to begin
    with, leadership tools; including a vision or
    story of the future, cement the change in
    place with management tools such as role
    definitions, job descriptions, and
    organisational structure, measurement and
    control systems. Tools and techniques
    involve focused feedback, Managers as

    and innovation, both structurally and
    culturally, have been found to be critical to
    the success of culture change initiatives.
    Make changes where appropriate to support
    the new culture.
    3. Ensure staff and stakeholder
    participation: Change cannot succeed
    without the meaningful involvement of many
    people throughout the organisation.
    Participation can range from individually
    offering ideas, solutions, and, reactions to
    concepts, to taking part in team meetings to
    design and build the new culture and
    organisational structure.
    4. Communicate and demonstrate the
    change continuously: To frequently
    communicate and demonstrate the change-
    repeatedly, and, in both upward and
    downward direction – is necessary during
    the change process.
    5. Manage the emotional response – yours
    and your employees: Leadership
    effectiveness in times of change has been
    found to be critically related to the use of
    emotional intelligence. Employee emotions
    have a strong influence on how they
    approach to change, and, leaders need to be
    as analytical and strategize as much about
    their emotional messages as their cognitive
    ones.
    4. Examples of well-defined cultures and
    aligned workforces: We have seen how
    essential it is for organisations to go through
    change, E.g. Toyota, GE, Coca-Cola, etc.

    Witnessing success among these
    organisations in defining their culture and
    workforce, we at Diebold Nixdorf also felt
    that there is a real need to focus on several
    foundational imperatives that would improve
    how we do our work, and, how we serve our
    customers. The global market is changing and
    is all about VUCA. So, we had to respond
    appropriately to change along with it. Change
    begins with people and so focus on our
    people, and, constantly working on our
    organisational structure, process and design,
    is proving to be the reasons that have made
    us the global leaders in our domain. The
    thing that stands out with our approach is
    that it changes the relationships focused on
    the new culture, engagement and values. It is
    a transition to a place where we can
    successfully measure and achieve our results
    and be competitive in the market. Our ability
    to drive significant change rests on the
    positive attributes of our people. It is
    energized by our employee's passion for their
    work and also their willingness to change to
    build our company and our brand. We work
    together as one company with purpose,
    agility, transparency and mutual respect.

    coach, open and candid dialogues with
    employees, employee engagement at all
    stages of the culture change. Organisations
    use project plan tools as well.

    Driving cultural change requires active
    and intentional leadership. Whether you are
    changing the culture of a team, a division,
    or an entire enterprise, few steps to be kept
    in mind:

    1. Quantitatively measure your current
    cultural values: The first step to culture
    change is knowing where your current
    culture stands; that is, what employees
    believe your organisation's current values
    are.
    2. Intentionally align culture, strategy, and
    structure: Be sure that the culture change
    fits with the firm's or group's business
    strategy, and, that both fit with the
    organisation's structure (its formal systems
    and policies). Reconsider formal reporting
    relationships, job descriptions, selection and
    recruiting practices, performance appraisal,
    reward or compensation structures, and
    training and development. Supporting change

    CHANGE STRATEGY2
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    Three stage model

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        Impact assessment on various stakeholders

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    – ## EconomicsforManagersECO6301UnitIVJournal.docx – ## UnitIVStudyGuide.pdf – ## UnitIIIStudyGuide.pdf **## EconomicsforManagersECO6301UnitIVJournal.docx** 2 Economics for Managers ECO 6301 **Unit IV Journal** This journal measures your mastery of ULOs 1.3, 3.1, 5.1, and 6.3. **Journal objective:**…

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    **## EconomicsforManagersECO6301UnitIVJournal.docx**

    2

    Economics for Managers ECO 6301

    **Unit IV Journal**

    This journal measures your mastery of ULOs 1.3, 3.1, 5.1, and 6.3.

    **Journal objective:** International trade can have significant effects on domestic markets. For use in the assignment, identify a good that the United States imports and a good the United States exports.

    **Length:** Your submission is required to be at least 2-pages and not more than 5 pages in length, not including the title page and references.

    **References:** A minimum of 3 peer-reviewed references are required, any additional resources used are required to be scholarly/academic in nature and found in the CSU Library. APA formatting is required to be used for citations and references. Use this definition to define the term in the instructions.

    **Definitions:** Scholarly journals are sometimes called academic journals. The terms are often used interchangeably to describe the same type of publication. These types of publications are published by universities, academic institutions, professional associations, and commercial enterprises and are compiled by scholars, academics, and other subject authorities.

    **Details:** In your paper, include the following:

    · Introduction

    · supply or demand for the particular good,

    · the competitiveness of that good’s market, and

    · how the change in competitiveness affects market structure as well as equilibrium price and quantity.

    · Stepping away from the import/export examples, describe how opening up to trade specifically affects a domestic monopoly. Include an explanation, using game theory, of how even a single additional competitor can lead to a market outcome similar to perfect competition.

    · Conclusion

    **## UnitIVStudyGuide.pdf**

    ECO 6301, Economics for Managers 1

    Course Learning Outcomes for Unit IV

    At the end of this unit, you should be able to:

    5. Apply game theory to pricing and to output decisions in an oligopoly market.
    5.1 Explain how game theory can lead to fierce competition even with only a few competitors in a

    market.

    6. Analyze the basis of trade.
    6.3 Describe how countries opening to international trade affect the market structure of domestic

    industries.

    Required Unit Resources

    Chapter 11: Foreign Exchange, Trade, and Bubbles (ULO 6.3)

    Chapter 15: Strategic Games (ULO 5.1)

    Chapter 16: Bargaining (ULO 5.1)

    Unit Lesson

    Lesson: International Trade and Strategic Behavior (ULOs 5.1, 6.3)
    This lesson will introduce you to the topics of international trade and strategic behavior that are the focus of
    this unit.

    Trade goes back to the dawn of civilization. As travel has become easier and more accessible, international
    trade has connected regions from across the globe. Unit I introduced the benefits of trade with the Starburst
    example. The same benefits hold when the exchange crosses international borders.

    In the Starburst example, the benefits of trade arose from differences in flavor preferences. Generally
    speaking, the benefits of trade arise from differences in opportunity costs. The opportunity costs are not about
    what we give up when we consume, but what we give up when we produce. That is, there are differences in
    production capabilities between people, regions, and countries. Iowa and Nebraska, for example are well
    equipped for producing corn. Colombia is well equipped for producing coffee. Countries with large populations
    and limited capital are well equipped for producing labor intensive goods. Countries with smaller populations
    but more capital are well equipped for producing capital intensive goods.

    If a Country Can Be Self-Sufficient, Should it Be?

    Even if a country can produce everything it needs, it is still better off trading due to differences in opportunity
    costs. Opportunity costs are the value of what you give up when making a choice. The United States might be
    able to produce bananas, but the resources required to produce enough bananas for the entire population
    could be used to produce other things. Producing enough bananas would take more land. Producing enough
    bananas would likely take more buildings and energy to create the proper tropical climate to grow bananas.
    This would all take resources away from producing corn or cars. The labor required to grow more bananas
    would also take labor away from software development or education. Growing bananas in the United States
    would mean giving up a lot of corn (or cars or software development or education), but producing corn (or
    cars or software or education) would not result in losing much banana production.

    UNIT IV STUDY GUIDE
    International Trade and Strategic Behavior

    ECO 6301, Economics for Managers 2

    UNIT x STUDY GUIDE
    Title

    Having a lower opportunity cost to produce a certain good is called having a comparative advantage in that
    good. Basing production on comparative advantage leads to more overall production that can then be traded
    for other goods. In addition to benefiting from a lower opportunity cost, focusing production on specific goods
    also allows for specialization so producers get even better at producing their goods. By specializing, people
    get better at their tasks and also have time to develop new and better ways of producing. If people are trying
    to produce multiple things, they cannot put the same level of attention into improving specific processes. You
    might be familiar with the phrase “a jack of all trades, but a master of none.” That is what happens without
    specialization.

    Despite the benefits of trade, fear of international trade is common. There are concerns that jobs are lost to
    foreign competition. Certainly, there are specific jobs that will no longer be needed domestically. If the United
    States, for example, had been self-sufficiently producing bananas and then opened up to international trade
    and started importing bananas, jobs in the banana production market would no longer be needed. That does
    not mean, however, that overall jobs are lost to international trade. Jobs are gained from the ability to export
    goods. Jobs are also gained because the resources that were previously used to grow bananas can now be
    used to produce other goods. Also, the lower prices for bananas enable consumers to redirect their spending
    to other goods.

    Trade Protection

    What you might have picked up from the example of the bananas is that despite the benefits of trade, banana
    producers would still have a strong incentive to prevent competition from foreign banana producers. Banana
    producers then have an incentive to lobby the government for protection from foreign competition. This
    protection usually comes in the form of tariffs (there are other forms of trade protection, such as quotas, but
    tariffs are by far the most common).

    Tariffs are in the news a lot, particularly between China and the United States in 2019. Basic economic theory
    tells us that tariffs are simply passed on to consumers. This is not, however, what we necessarily see in
    practice. Elasticity is an important determinant in tax incidence (that is, who bears the burden of a tax). Tax
    incidence is determined by the relative elasticities between supply and demand. From a trade perspective,
    exchange rates can serve as a way for countries to absorb the tariff without having to raise their prices. China
    lets their currency depreciate to keep the prices of their products the same. When this happens, anybody
    holding Chinese currency essentially pays the tariff. Of course, that does not mean there are not costs to the
    United States from assessing tariffs. When China devalues their currency, U.S. produced goods become
    more expensive in China, so quantity demanded for U.S. exports goes down. Ultimately, both countries bear
    some of the burden from tariffs.

    So why assess tariffs? The most obvious reason is as described above: to help domestic interest groups.
    There can be other reasons, however, and to see that, we have to introduce some game theory.

    Game Theory

    Game theory is applied to decision-making where one party’s actions affect another party’s outcome. Game
    theory is not applicable to perfectly competitive markets because individual producers cannot affect the
    market outcome. Game theory is not applicable to monopoly because there is only one producer in a
    monopoly. Game theory is applicable to oligopolies where there are a handful of producers; so what one
    producer does affects the other producers.

    If Coke, for example, comes out with a new product, that new product will likely affect Pepsi and Dr Pepper.
    If Coke changes their price or embarks on a new marketing campaign, Pepsi and Dr Pepper will likely be
    affected. Pepsi and Dr Pepper, thus, need to decide how they will respond to Coke’s actions. Coke will also
    need to anticipate Pepsi and Dr Pepper’s response when deciding the action they take (you can think of it
    like the Battle of Wits from The Princess Bride). The optimal strategy for a “game” is determined by
    evaluating likely strategies by opponents and expected outcomes. Optimal strategies can also be affected
    by the structure of a game. Some games are sequential, where one player makes a decision and then the
    other player makes a decision in response to the first player’s decision. Other games are simultaneous
    where players make their decision at the same time. Ultimately, the outcome of a game is driven by the
    likely outcomes.

    ECO 6301, Economics for Managers 3

    UNIT x STUDY GUIDE
    Title

    Game theory can also be applied to bargaining situations, for example, when bargaining over trade
    agreements. Trade agreements are often termed “free trade agreements,” but that is a bit of a misnomer.
    Certainly, most trade agreements eliminate tariffs, but if that is all that was involved, the agreement could be
    written on a cocktail napkin. Instead, trade agreements often include restrictions or allowances for subsidies,
    requirement wages, environmental rules, and rules of origin (rules of origin are requirements on the countries
    where intermediate goods in the production process were produced). All of these requirements can move the
    agreement away from free trade.

    This is where game theory and bargaining can play a role. Consider trade between the United States and
    China. China places considerable trade restrictions on imports from the United States, and the United States
    has historically not put many on imports from China. Now, per trade theory, this is still beneficial to the United
    States. That is, the United States still benefits from getting goods produced at a lower cost than companies in
    the United States could produce them. The United States would benefit even more, however, if China did not
    have trade restrictions. China, however, feels they benefit from their trade restrictions (standard economic
    theory would say they do not).

    So how does the United States get China to reduce their trade restrictions?

    One possible approach is to employ trade restrictions against Chinese products. This can be thought of as a
    game of chicken, except where the costs are steeper for China than for the United States. The risk, of course,
    for the United States, is that the costs are actually steeper for the United States.

    There are other factors that can matter for a negotiation as well. You might be familiar with the phrase,
    “Whoever gives a number first, loses.” That would suggest that being a first mover could put a bargainer at a
    disadvantage. This is because moving first reveals information to your opponent that they can use to decide
    the action. Credibility to commit to a position matters too. In a repeated game, if one party cannot credibly
    stick to their position through multiple iterations of a game, then the other party can benefit by simply waiting
    out the other party. In the case of the United States and China, the frequency of elections can be a handicap.
    The Chinese government will likely be in power for the foreseeable future, while any given United States
    administration only has certainty of four years at a time to be in power. Fortunately, you can see a lot of these
    concepts play out in the real world by paying attention to the news.

    **## UnitIIIStudyGuide.pdf**

    ECO 6301, Economics for Managers 1

    Course Learning Outcomes for Unit III

    At the end of this unit, you should be able to:

    1. Evaluate the ethical outcomes of free market outcomes using supply and demand models.
    1.3 Compare and contrast the effect perfect competition and monopoly have on total welfare.

    3. Analyze how price and output influence profit maximization under different market structures.

    3.1 Compare and contrast the market outcomes for perfect competition, monopoly, oligopoly, and
    monopolistic competition.

    Required Unit Resources

    Chapter 8: Understanding Markets and Industry Changes (ULO 3.1)

    Chapter 9: Market Structure and Long-Run Equilibrium (ULO 3.1)

    Chapter 10: Strategy: The Quest to Keep Profit from Eroding (ULO 1.3)

    Article: Price Caps, Oligopoly, and Entry (ULO 3.1)

    Unit Lesson

    Unit Material (ULO 2.1)
    This unit’s material focuses on different types of market structures and how firms in those markets seek profit.
    Before getting into market structures, we will discuss a bit about markets in general. All markets are affected
    by supply and demand. The type of market structure in question will primarily affect how supply behaves, but
    important information for firms comes from demand.

    This unit’s material focuses on different types of market structures and how firms in those markets seek profit.
    Before getting into market structures, we will discuss a bit about markets in general. All markets are affected
    by supply and demand. The type of market structure in question will primarily affect how supply behaves, but
    important information for firms comes from demand.

    Supply and Demand

    In a market, supply and demand come together to determine the equilibrium price and quantity. When demand
    increases, price and quantity increase. When supply increases price decreases and quantity increases.

    UNIT III STUDY GUIDE
    Market Structures and Profit

    ECO 6301, Economics for Managers 2

    UNIT x STUDY GUIDE
    Title

    Factors Affecting Demand

    There are several factors that can cause demand to change. Economists group these reasons into five
    main factors:

    Businesses need to know not just these factors but how these factors affect the industry of their business.

    Changes in income, for example, do not affect all businesses the same. Economists categorize goods as
    normal goods, which are goods whose demand increases as income increases, and inferior goods, which are
    goods whose demand increases as income decreases. An example of a normal good would be eating out.
    The more income a person has, the more likely they are to eat at restaurants rather than prepare meals at
    home. Candy, possibly surprisingly, is an inferior good. When people experience lower incomes, they cannot
    afford as much entertainment as before, so candy offers an inexpensive pleasure.

    Changes in the price of related goods is another factor that can have different effects based on specific
    circumstances. Some goods are related in consumption. These are called complements. Peanut butter and
    jelly are an example of complements. If the price of a complement decreases (say, peanut butter), then the
    demand for the good in question (say, jelly) will go up. After all, if you are buying more peanut butter, you are
    going to need more jelly to go with it. Substitutes are goods that compete in consumption. Coke and Dr
    Pepper, for example, are substitutes. If the price of Coke goes down, consumers are more likely to buy Coke,
    and, thus, less likely to buy Dr Pepper. So if the price of a substitute good decreases, the demand for the
    good in question goes down.

    Most of the remaining factors work as might be expected. If the number of demands increases, demand for a
    particular good will increase. Imagine sitting in a waiting room as your oil gets changed. There is a vending
    machine there. You might be tempted to get something. If another person walks into the waiting room, they
    will also be tempted to get something. As more and more people enter the waiting room, the likelihood that
    somebody will purchase from the vending machine increases. Most likely, multiple people will make a
    purchase from the vending machine. In other words, demand will increase.

    Add in tastes and preferences. If a particular product becomes popular (perhaps because of positive press,
    perhaps the product is seasonal, perhaps the product has experienced a change in quality), then more people
    are likely to want the product. In other words, demand increases.

    Finally, look at expectations. Expectations might be a little confusing. The important thing to remember is that
    when looking at the effects of changes in demand, the time frame is immediate. That is, the expectation is for
    some time in the future, but the analysis is what happens to demand right now. So, if consumers expect
    prices to increase in the future, they will want to buy more before prices rise. That is, demand will increase.

    ECO 6301, Economics for Managers 3

    UNIT x STUDY GUIDE
    Title

    Factors Affecting Supply

    There are also factors that can affect supply (as opposed to demand). Most of these factors are pretty straight
    forward. As the price of inputs increase, costs to the producers go up, so naturally the supply will decrease.
    For example, if the price of oranges goes up, the supply of orange juice will decrease.

    If the price of a similarly produced product increases, then the supply of the good in question will decrease.
    For example, if looking at the supply of vanilla ice cream and the price of chocolate ice cream increases, then
    the supply of vanilla ice cream will decrease as the resources used to make vanilla ice cream will be shifted
    over to make more chocolate ice cream to take advantage of the higher price.

    As with demand, the number of suppliers matters to supply. The more suppliers there are, the more
    production there is. This is fairly simple and straightforward.

    Technology is also an important factor for supply. An improvement in technology that makes production
    easier and cheaper will lead to an increase in the supply. It is unlikely that a firm would actually adopt new
    technology unless it had the express purpose of making production easier or cheaper. For example, self-
    checkout kiosks at grocery stores or fast food restaurants are technology that make the production process
    (or service delivery process) cheaper for companies. They do require an upfront investment in technology, but
    the payoff is lower operating costs in the future.

    Finally, expectations are important for supply and the same caution that applied to expectations with demand
    apply here. Firms respond now to expectations about the future. Another important note is that while it can
    often be easy to think of supply as production, it is better defined as what producers bring to market. So, if
    producers expect a price decrease in the future, they will want to rush to market what they can to take
    advantage of the relatively higher price. That is, the expectation of a future price decrease will result in an
    increase in supply right now.

    To learn how to draw a supply and demand graph in Microsoft Word, view the video How to Graph in Word.
    You can access closed-captioning once you access the video.

    Market Structure

    As mentioned in the beginning of the lesson, underlying the supply curve is the market structure. Economists
    differentiate market structures (identified by name later in the course) based on three characteristics. Those
    three characteristics are:

    • the number of sellers in a market (The number of buyers matters too, but that does not change
    among these four market structures.);

    • the homogeneity of production (This means how different the production is from one producer to the
    next; another way to think about this is whether you can identify the producer based on the product.);
    and

    • the existence, or not, of barriers to entry (also phrased free entry and exit).

    At one extreme of the market structures is perfect competition. Perfect competition is characterized by:

    • lots of sellers,
    • selling identical products, and
    • no barriers to entry (free entry and exit).

    At the other extreme of market structures is monopoly. Monopoly is characterized by:

    • one producer—and only one (If it is even two producers, it is a different market structure.),
    • selling a product that is unique in the market such that there are no close substitutes, and
    • impossible for competitors to enter.

    As you can see from the characteristics, monopoly is the opposite of perfect competition. These differences
    lead to some important outcomes for the different markets.

    ECO 6301, Economics for Managers 4

    UNIT x STUDY GUIDE
    Title

    Since there are many producers producing exactly the same thing, perfectly competitive firms do not have
    any influence on the overall market. They are very much a “drop in the bucket” relative to the market.
    Perfectly competitive firms must accept whatever the market price is. Monopolies, on the other hand, are the
    only supplier in their market, so their decisions have a big influence on the market outcome. Monopolists
    cannot exactly set their price; they must be mindful of their consumers. When deciding what price to set,
    monopolists have to balance the revenue they would gain from raising their prices with the revenue they
    would lose by selling a lower quantity (and vice versa if they are considering a price decrease).

    Without barriers to entry, if a firm can make excessive profits (known as economic profit), then other firms will
    enter the market, taking some of that profit away. Monopolies are protected by barriers to entry, so if they can
    earn large economic profits, there will not be any competition to come along and take those profits away.

    Perfectly competitive markets are the most efficient. They must be. If a firm is not as efficient as possible, it
    will be run out of the market. Monopolies do not need to be efficient since they are protected by barriers to
    entry. Monopolists, just like every firm, want to maximize profits. Maximizing profit for a monopolist, however,
    means not producing as much as they could so that they can charge a higher price.

    In between these extremes are monopolistic competition and oligopoly. Monopolistic competition is a lot like
    perfect competition, except that rather than producing identical products, the firms produce slightly different
    products. The difference might be slight, and they might even be just perceived, but they matter, at least
    somewhat, to the consumer. Think about hair stylists and barbers, for example. Some people have certain
    people they like to cut their hair. Some people do not care but might still base their purchasing decision on
    proximity or availability. These differentiations introduce a slight amount of pricing power into the market. The
    differentiations also give rise to the need for firms to advertise what it is about their product that sets them
    apart from competitors. Differentiation can also be a feature of oligopolies.

    Oligopolies are a lot like monopolies except there are some firms, not one, in the market. Think of it this way,
    if you can name the firms that account for a strong majority of the market share off the top of your head, the
    industry is an oligopoly. Oil/Gas companies, airlines, and automobile companies are examples of oligopoly
    markets. The barriers to entry are high but not insurmountable. This feature leads to strategic behavior
    between the firms as the action of one firm affects the outcomes of other firms in the market. Strategic
    behavior will be an important topic explored in future units.

    Reference

    Reynolds, S. S., & Rietzke, D. (2018). Price caps, oligopoly, and entry. Economic Theory, 66(3), 707–745.

    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=132338488&site=ehost-live&scope=site

    **## UnitIIIStudyGuide.pdf**

    ECO 6301, Economics for Managers 1

    Course Learning Outcomes for Unit III

    At the end of this unit, you should be able to:

    1. Evaluate the ethical outcomes of free market outcomes using supply and demand models.
    1.3 Compare and contrast the effect perfect competition and monopoly have on total welfare.

    3. Analyze how price and output influence profit maximization under different market structures.

    3.1 Compare and contrast the market outcomes for perfect competition, monopoly, oligopoly, and
    monopolistic competition.

    Required Unit Resources

    Chapter 8: Understanding Markets and Industry Changes (ULO 3.1)

    Chapter 9: Market Structure and Long-Run Equilibrium (ULO 3.1)

    Chapter 10: Strategy: The Quest to Keep Profit from Eroding (ULO 1.3)

    Article: Price Caps, Oligopoly, and Entry (ULO 3.1)

    Unit Lesson

    Unit Material (ULO 2.1)
    This unit’s material focuses on different types of market structures and how firms in those markets seek profit.
    Before getting into market structures, we will discuss a bit about markets in general. All markets are affected
    by supply and demand. The type of market structure in question will primarily affect how supply behaves, but
    important information for firms comes from demand.

    This unit’s material focuses on different types of market structures and how firms in those markets seek profit.
    Before getting into market structures, we will discuss a bit about markets in general. All markets are affected
    by supply and demand. The type of market structure in question will primarily affect how supply behaves, but
    important information for firms comes from demand.

    Supply and Demand

    In a market, supply and demand come together to determine the equilibrium price and quantity. When demand
    increases, price and quantity increase. When supply increases price decreases and quantity increases.

    UNIT III STUDY GUIDE
    Market Structures and Profit

    ECO 6301, Economics for Managers 2

    UNIT x STUDY GUIDE
    Title

    Factors Affecting Demand

    There are several factors that can cause demand to change. Economists group these reasons into five
    main factors:

    Businesses need to know not just these factors but how these factors affect the industry of their business.

    Changes in income, for example, do not affect all businesses the same. Economists categorize goods as
    normal goods, which are goods whose demand increases as income increases, and inferior goods, which are
    goods whose demand increases as income decreases. An example of a normal good would be eating out.
    The more income a person has, the more likely they are to eat at restaurants rather than prepare meals at
    home. Candy, possibly surprisingly, is an inferior good. When people experience lower incomes, they cannot
    afford as much entertainment as before, so candy offers an inexpensive pleasure.

    Changes in the price of related goods is another factor that can have different effects based on specific
    circumstances. Some goods are related in consumption. These are called complements. Peanut butter and
    jelly are an example of complements. If the price of a complement decreases (say, peanut butter), then the
    demand for the good in question (say, jelly) will go up. After all, if you are buying more peanut butter, you are
    going to need more jelly to go with it. Substitutes are goods that compete in consumption. Coke and Dr
    Pepper, for example, are substitutes. If the price of Coke goes down, consumers are more likely to buy Coke,
    and, thus, less likely to buy Dr Pepper. So if the price of a substitute good decreases, the demand for the
    good in question goes down.

    Most of the remaining factors work as might be expected. If the number of demands increases, demand for a
    particular good will increase. Imagine sitting in a waiting room as your oil gets changed. There is a vending
    machine there. You might be tempted to get something. If another person walks into the waiting room, they
    will also be tempted to get something. As more and more people enter the waiting room, the likelihood that
    somebody will purchase from the vending machine increases. Most likely, multiple people will make a
    purchase from the vending machine. In other words, demand will increase.

    Add in tastes and preferences. If a particular product becomes popular (perhaps because of positive press,
    perhaps the product is seasonal, perhaps the product has experienced a change in quality), then more people
    are likely to want the product. In other words, demand increases.

    Finally, look at expectations. Expectations might be a little confusing. The important thing to remember is that
    when looking at the effects of changes in demand, the time frame is immediate. That is, the expectation is for
    some time in the future, but the analysis is what happens to demand right now. So, if consumers expect
    prices to increase in the future, they will want to buy more before prices rise. That is, demand will increase.

    ECO 6301, Economics for Managers 3

    UNIT x STUDY GUIDE
    Title

    Factors Affecting Supply

    There are also factors that can affect supply (as opposed to demand). Most of these factors are pretty straight
    forward. As the price of inputs increase, costs to the producers go up, so naturally the supply will decrease.
    For example, if the price of oranges goes up, the supply of orange juice will decrease.

    If the price of a similarly produced product increases, then the supply of the good in question will decrease.
    For example, if looking at the supply of vanilla ice cream and the price of chocolate ice cream increases, then
    the supply of vanilla ice cream will decrease as the resources used to make vanilla ice cream will be shifted
    over to make more chocolate ice cream to take advantage of the higher price.

    As with demand, the number of suppliers matters to supply. The more suppliers there are, the more
    production there is. This is fairly simple and straightforward.

    Technology is also an important factor for supply. An improvement in technology that makes production
    easier and cheaper will lead to an increase in the supply. It is unlikely that a firm would actually adopt new
    technology unless it had the express purpose of making production easier or cheaper. For example, self-
    checkout kiosks at grocery stores or fast food restaurants are technology that make the production process
    (or service delivery process) cheaper for companies. They do require an upfront investment in technology, but
    the payoff is lower operating costs in the future.

    Finally, expectations are important for supply and the same caution that applied to expectations with demand
    apply here. Firms respond now to expectations about the future. Another important note is that while it can
    often be easy to think of supply as production, it is better defined as what producers bring to market. So, if
    producers expect a price decrease in the future, they will want to rush to market what they can to take
    advantage of the relatively higher price. That is, the expectation of a future price decrease will result in an
    increase in supply right now.

    To learn how to draw a supply and demand graph in Microsoft Word, view the video How to Graph in Word.
    You can access closed-captioning once you access the video.

    Market Structure

    As mentioned in the beginning of the lesson, underlying the supply curve is the market structure. Economists
    differentiate market structures (identified by name later in the course) based on three characteristics. Those
    three characteristics are:

    • the number of sellers in a market (The number of buyers matters too, but that does not change
    among these four market structures.);

    • the homogeneity of production (This means how different the production is from one producer to the
    next; another way to think about this is whether you can identify the producer based on the product.);
    and

    • the existence, or not, of barriers to entry (also phrased free entry and exit).

    At one extreme of the market structures is perfect competition. Perfect competition is characterized by:

    • lots of sellers,
    • selling identical products, and
    • no barriers to entry (free entry and exit).

    At the other extreme of market structures is monopoly. Monopoly is characterized by:

    • one producer—and only one (If it is even two producers, it is a different market structure.),
    • selling a product that is unique in the market such that there are no close substitutes, and
    • impossible for competitors to enter.

    As you can see from the characteristics, monopoly is the opposite of perfect competition. These differences
    lead to some important outcomes for the different markets.

    ECO 6301, Economics for Managers 4

    UNIT x STUDY GUIDE
    Title

    Since there are many producers producing exactly the same thing, perfectly competitive firms do not have
    any influence on the overall market. They are very much a “drop in the bucket” relative to the market.
    Perfectly competitive firms must accept whatever the market price is. Monopolies, on the other hand, are the
    only supplier in their market, so their decisions have a big influence on the market outcome. Monopolists
    cannot exactly set their price; they must be mindful of their consumers. When deciding what price to set,
    monopolists have to balance the revenue they would gain from raising their prices with the revenue they
    would lose by selling a lower quantity (and vice versa if they are considering a price decrease).

    Without barriers to entry, if a firm can make excessive profits (known as economic profit), then other firms will
    enter the market, taking some of that profit away. Monopolies are protected by barriers to entry, so if they can
    earn large economic profits, there will not be any competition to come along and take those profits away.

    Perfectly competitive markets are the most efficient. They must be. If a firm is not as efficient as possible, it
    will be run out of the market. Monopolies do not need to be efficient since they are protected by barriers to
    entry. Monopolists, just like every firm, want to maximize profits. Maximizing profit for a monopolist, however,
    means not producing as much as they could so that they can charge a higher price.

    In between these extremes are monopolistic competition and oligopoly. Monopolistic competition is a lot like
    perfect competition, except that rather than producing identical products, the firms produce slightly different
    products. The difference might be slight, and they might even be just perceived, but they matter, at least
    somewhat, to the consumer. Think about hair stylists and barbers, for example. Some people have certain
    people they like to cut their hair. Some people do not care but might still base their purchasing decision on
    proximity or availability. These differentiations introduce a slight amount of pricing power into the market. The
    differentiations also give rise to the need for firms to advertise what it is about their product that sets them
    apart from competitors. Differentiation can also be a feature of oligopolies.

    Oligopolies are a lot like monopolies except there are some firms, not one, in the market. Think of it this way,
    if you can name the firms that account for a strong majority of the market share off the top of your head, the
    industry is an oligopoly. Oil/Gas companies, airlines, and automobile companies are examples of oligopoly
    markets. The barriers to entry are high but not insurmountable. This feature leads to strategic behavior
    between the firms as the action of one firm affects the outcomes of other firms in the market. Strategic
    behavior will be an important topic explored in future units.

    Reference

    Reynolds, S. S., & Rietzke, D. (2018). Price caps, oligopoly, and entry. Economic Theory, 66(3), 707–745.

    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=132338488&site=ehost-live&scope=site

    **## EconomicsforManagersECO6301UnitIVJournal.docx**

    2

    Economics for Managers ECO 6301

    **Unit IV Journal**

    This journal measures your mastery of ULOs 1.3, 3.1, 5.1, and 6.3.

    **Journal objective:** International trade can have significant effects on domestic markets. For use in the assignment, identify a good that the United States imports and a good the United States exports.

    **Length:** Your submission is required to be at least 2-pages and not more than 5 pages in length, not including the title page and references.

    **References:** A minimum of 3 peer-reviewed references are required, any additional resources used are required to be scholarly/academic in nature and found in the CSU Library. APA formatting is required to be used for citations and references. Use this definition to define the term in the instructions.

    **Definitions:** Scholarly journals are sometimes called academic journals. The terms are often used interchangeably to describe the same type of publication. These types of publications are published by universities, academic institutions, professional associations, and commercial enterprises and are compiled by scholars, academics, and other subject authorities.

    **Details:** In your paper, include the following:

    · Introduction

    · supply or demand for the particular good,

    · the competitiveness of that good’s market, and

    · how the change in competitiveness affects market structure as well as equilibrium price and quantity.

    · Stepping away from the import/export examples, describe how opening up to trade specifically affects a domestic monopoly. Include an explanation, using game theory, of how even a single additional competitor can lead to a market outcome similar to perfect competition.

    · Conclusion

    **## UnitIVStudyGuide.pdf**

    ECO 6301, Economics for Managers 1

    Course Learning Outcomes for Unit IV

    At the end of this unit, you should be able to:

    5. Apply game theory to pricing and to output decisions in an oligopoly market.
    5.1 Explain how game theory can lead to fierce competition even with only a few competitors in a

    market.

    6. Analyze the basis of trade.
    6.3 Describe how countries opening to international trade affect the market structure of domestic

    industries.

    Required Unit Resources

    Chapter 11: Foreign Exchange, Trade, and Bubbles (ULO 6.3)

    Chapter 15: Strategic Games (ULO 5.1)

    Chapter 16: Bargaining (ULO 5.1)

    Unit Lesson

    Lesson: International Trade and Strategic Behavior (ULOs 5.1, 6.3)
    This lesson will introduce you to the topics of international trade and strategic behavior that are the focus of
    this unit.

    Trade goes back to the dawn of civilization. As travel has become easier and more accessible, international
    trade has connected regions from across the globe. Unit I introduced the benefits of trade with the Starburst
    example. The same benefits hold when the exchange crosses international borders.

    In the Starburst example, the benefits of trade arose from differences in flavor preferences. Generally
    speaking, the benefits of trade arise from differences in opportunity costs. The opportunity costs are not about
    what we give up when we consume, but what we give up when we produce. That is, there are differences in
    production capabilities between people, regions, and countries. Iowa and Nebraska, for example are well
    equipped for producing corn. Colombia is well equipped for producing coffee. Countries with large populations
    and limited capital are well equipped for producing labor intensive goods. Countries with smaller populations
    but more capital are well equipped for producing capital intensive goods.

    If a Country Can Be Self-Sufficient, Should it Be?

    Even if a country can produce everything it needs, it is still better off trading due to differences in opportunity
    costs. Opportunity costs are the value of what you give up when making a choice. The United States might be
    able to produce bananas, but the resources required to produce enough bananas for the entire population
    could be used to produce other things. Producing enough bananas would take more land. Producing enough
    bananas would likely take more buildings and energy to create the proper tropical climate to grow bananas.
    This would all take resources away from producing corn or cars. The labor required to grow more bananas
    would also take labor away from software development or education. Growing bananas in the United States
    would mean giving up a lot of corn (or cars or software development or education), but producing corn (or
    cars or software or education) would not result in losing much banana production.

    UNIT IV STUDY GUIDE
    International Trade and Strategic Behavior

    ECO 6301, Economics for Managers 2

    UNIT x STUDY GUIDE
    Title

    Having a lower opportunity cost to produce a certain good is called having a comparative advantage in that
    good. Basing production on comparative advantage leads to more overall production that can then be traded
    for other goods. In addition to benefiting from a lower opportunity cost, focusing production on specific goods
    also allows for specialization so producers get even better at producing their goods. By specializing, people
    get better at their tasks and also have time to develop new and better ways of producing. If people are trying
    to produce multiple things, they cannot put the same level of attention into improving specific processes. You
    might be familiar with the phrase “a jack of all trades, but a master of none.” That is what happens without
    specialization.

    Despite the benefits of trade, fear of international trade is common. There are concerns that jobs are lost to
    foreign competition. Certainly, there are specific jobs that will no longer be needed domestically. If the United
    States, for example, had been self-sufficiently producing bananas and then opened up to international trade
    and started importing bananas, jobs in the banana production market would no longer be needed. That does
    not mean, however, that overall jobs are lost to international trade. Jobs are gained from the ability to export
    goods. Jobs are also gained because the resources that were previously used to grow bananas can now be
    used to produce other goods. Also, the lower prices for bananas enable consumers to redirect their spending
    to other goods.

    Trade Protection

    What you might have picked up from the example of the bananas is that despite the benefits of trade, banana
    producers would still have a strong incentive to prevent competition from foreign banana producers. Banana
    producers then have an incentive to lobby the government for protection from foreign competition. This
    protection usually comes in the form of tariffs (there are other forms of trade protection, such as quotas, but
    tariffs are by far the most common).

    Tariffs are in the news a lot, particularly between China and the United States in 2019. Basic economic theory
    tells us that tariffs are simply passed on to consumers. This is not, however, what we necessarily see in
    practice. Elasticity is an important determinant in tax incidence (that is, who bears the burden of a tax). Tax
    incidence is determined by the relative elasticities between supply and demand. From a trade perspective,
    exchange rates can serve as a way for countries to absorb the tariff without having to raise their prices. China
    lets their currency depreciate to keep the prices of their products the same. When this happens, anybody
    holding Chinese currency essentially pays the tariff. Of course, that does not mean there are not costs to the
    United States from assessing tariffs. When China devalues their currency, U.S. produced goods become
    more expensive in China, so quantity demanded for U.S. exports goes down. Ultimately, both countries bear
    some of the burden from tariffs.

    So why assess tariffs? The most obvious reason is as described above: to help domestic interest groups.
    There can be other reasons, however, and to see that, we have to introduce some game theory.

    Game Theory

    Game theory is applied to decision-making where one party’s actions affect another party’s outcome. Game
    theory is not applicable to perfectly competitive markets because individual producers cannot affect the
    market outcome. Game theory is not applicable to monopoly because there is only one producer in a
    monopoly. Game theory is applicable to oligopolies where there are a handful of producers; so what one
    producer does affects the other producers.

    If Coke, for example, comes out with a new product, that new product will likely affect Pepsi and Dr Pepper.
    If Coke changes their price or embarks on a new marketing campaign, Pepsi and Dr Pepper will likely be
    affected. Pepsi and Dr Pepper, thus, need to decide how they will respond to Coke’s actions. Coke will also
    need to anticipate Pepsi and Dr Pepper’s response when deciding the action they take (you can think of it
    like the Battle of Wits from The Princess Bride). The optimal strategy for a “game” is determined by
    evaluating likely strategies by opponents and expected outcomes. Optimal strategies can also be affected
    by the structure of a game. Some games are sequential, where one player makes a decision and then the
    other player makes a decision in response to the first player’s decision. Other games are simultaneous
    where players make their decision at the same time. Ultimately, the outcome of a game is driven by the
    likely outcomes.

    ECO 6301, Economics for Managers 3

    UNIT x STUDY GUIDE
    Title

    Game theory can also be applied to bargaining situations, for example, when bargaining over trade
    agreements. Trade agreements are often termed “free trade agreements,” but that is a bit of a misnomer.
    Certainly, most trade agreements eliminate tariffs, but if that is all that was involved, the agreement could be
    written on a cocktail napkin. Instead, trade agreements often include restrictions or allowances for subsidies,
    requirement wages, environmental rules, and rules of origin (rules of origin are requirements on the countries
    where intermediate goods in the production process were produced). All of these requirements can move the
    agreement away from free trade.

    This is where game theory and bargaining can play a role. Consider trade between the United States and
    China. China places considerable trade restrictions on imports from the United States, and the United States
    has historically not put many on imports from China. Now, per trade theory, this is still beneficial to the United
    States. That is, the United States still benefits from getting goods produced at a lower cost than companies in
    the United States could produce them. The United States would benefit even more, however, if China did not
    have trade restrictions. China, however, feels they benefit from their trade restrictions (standard economic
    theory would say they do not).

    So how does the United States get China to reduce their trade restrictions?

    One possible approach is to employ trade restrictions against Chinese products. This can be thought of as a
    game of chicken, except where the costs are steeper for China than for the United States. The risk, of course,
    for the United States, is that the costs are actually steeper for the United States.

    There are other factors that can matter for a negotiation as well. You might be familiar with the phrase,
    “Whoever gives a number first, loses.” That would suggest that being a first mover could put a bargainer at a
    disadvantage. This is because moving first reveals information to your opponent that they can use to decide
    the action. Credibility to commit to a position matters too. In a repeated game, if one party cannot credibly
    stick to their position through multiple iterations of a game, then the other party can benefit by simply waiting
    out the other party. In the case of the United States and China, the frequency of elections can be a handicap.
    The Chinese government will likely be in power for the foreseeable future, while any given United States
    administration only has certainty of four years at a time to be in power. Fortunately, you can see a lot of these
    concepts play out in the real world by paying attention to the news.

    **## UnitIIIStudyGuide.pdf**

    ECO 6301, Economics for Managers 1

    Course Learning Outcomes for Unit III

    At the end of this unit, you should be able to:

    1. Evaluate the ethical outcomes of free market outcomes using supply and demand models.
    1.3 Compare and contrast the effect perfect competition and monopoly have on total welfare.

    3. Analyze how price and output influence profit maximization under different market structures.

    3.1 Compare and contrast the market outcomes for perfect competition, monopoly, oligopoly, and
    monopolistic competition.

    Required Unit Resources

    Chapter 8: Understanding Markets and Industry Changes (ULO 3.1)

    Chapter 9: Market Structure and Long-Run Equilibrium (ULO 3.1)

    Chapter 10: Strategy: The Quest to Keep Profit from Eroding (ULO 1.3)

    Article: Price Caps, Oligopoly, and Entry (ULO 3.1)

    Unit Lesson

    Unit Material (ULO 2.1)
    This unit’s material focuses on different types of market structures and how firms in those markets seek profit.
    Before getting into market structures, we will discuss a bit about markets in general. All markets are affected
    by supply and demand. The type of market structure in question will primarily affect how supply behaves, but
    important information for firms comes from demand.

    This unit’s material focuses on different types of market structures and how firms in those markets seek profit.
    Before getting into market structures, we will discuss a bit about markets in general. All markets are affected
    by supply and demand. The type of market structure in question will primarily affect how supply behaves, but
    important information for firms comes from demand.

    Supply and Demand

    In a market, supply and demand come together to determine the equilibrium price and quantity. When demand
    increases, price and quantity increase. When supply increases price decreases and quantity increases.

    UNIT III STUDY GUIDE
    Market Structures and Profit

    ECO 6301, Economics for Managers 2

    UNIT x STUDY GUIDE
    Title

    Factors Affecting Demand

    There are several factors that can cause demand to change. Economists group these reasons into five
    main factors:

    Businesses need to know not just these factors but how these factors affect the industry of their business.

    Changes in income, for example, do not affect all businesses the same. Economists categorize goods as
    normal goods, which are goods whose demand increases as income increases, and inferior goods, which are
    goods whose demand increases as income decreases. An example of a normal good would be eating out.
    The more income a person has, the more likely they are to eat at restaurants rather than prepare meals at
    home. Candy, possibly surprisingly, is an inferior good. When people experience lower incomes, they cannot
    afford as much entertainment as before, so candy offers an inexpensive pleasure.

    Changes in the price of related goods is another factor that can have different effects based on specific
    circumstances. Some goods are related in consumption. These are called complements. Peanut butter and
    jelly are an example of complements. If the price of a complement decreases (say, peanut butter), then the
    demand for the good in question (say, jelly) will go up. After all, if you are buying more peanut butter, you are
    going to need more jelly to go with it. Substitutes are goods that compete in consumption. Coke and Dr
    Pepper, for example, are substitutes. If the price of Coke goes down, consumers are more likely to buy Coke,
    and, thus, less likely to buy Dr Pepper. So if the price of a substitute good decreases, the demand for the
    good in question goes down.

    Most of the remaining factors work as might be expected. If the number of demands increases, demand for a
    particular good will increase. Imagine sitting in a waiting room as your oil gets changed. There is a vending
    machine there. You might be tempted to get something. If another person walks into the waiting room, they
    will also be tempted to get something. As more and more people enter the waiting room, the likelihood that
    somebody will purchase from the vending machine increases. Most likely, multiple people will make a
    purchase from the vending machine. In other words, demand will increase.

    Add in tastes and preferences. If a particular product becomes popular (perhaps because of positive press,
    perhaps the product is seasonal, perhaps the product has experienced a change in quality), then more people
    are likely to want the product. In other words, demand increases.

    Finally, look at expectations. Expectations might be a little confusing. The important thing to remember is that
    when looking at the effects of changes in demand, the time frame is immediate. That is, the expectation is for
    some time in the future, but the analysis is what happens to demand right now. So, if consumers expect
    prices to increase in the future, they will want to buy more before prices rise. That is, demand will increase.

    ECO 6301, Economics for Managers 3

    UNIT x STUDY GUIDE
    Title

    Factors Affecting Supply

    There are also factors that can affect supply (as opposed to demand). Most of these factors are pretty straight
    forward. As the price of inputs increase, costs to the producers go up, so naturally the supply will decrease.
    For example, if the price of oranges goes up, the supply of orange juice will decrease.

    If the price of a similarly produced product increases, then the supply of the good in question will decrease.
    For example, if looking at the supply of vanilla ice cream and the price of chocolate ice cream increases, then
    the supply of vanilla ice cream will decrease as the resources used to make vanilla ice cream will be shifted
    over to make more chocolate ice cream to take advantage of the higher price.

    As with demand, the number of suppliers matters to supply. The more suppliers there are, the more
    production there is. This is fairly simple and straightforward.

    Technology is also an important factor for supply. An improvement in technology that makes production
    easier and cheaper will lead to an increase in the supply. It is unlikely that a firm would actually adopt new
    technology unless it had the express purpose of making production easier or cheaper. For example, self-
    checkout kiosks at grocery stores or fast food restaurants are technology that make the production process
    (or service delivery process) cheaper for companies. They do require an upfront investment in technology, but
    the payoff is lower operating costs in the future.

    Finally, expectations are important for supply and the same caution that applied to expectations with demand
    apply here. Firms respond now to expectations about the future. Another important note is that while it can
    often be easy to think of supply as production, it is better defined as what producers bring to market. So, if
    producers expect a price decrease in the future, they will want to rush to market what they can to take
    advantage of the relatively higher price. That is, the expectation of a future price decrease will result in an
    increase in supply right now.

    To learn how to draw a supply and demand graph in Microsoft Word, view the video How to Graph in Word.
    You can access closed-captioning once you access the video.

    Market Structure

    As mentioned in the beginning of the lesson, underlying the supply curve is the market structure. Economists
    differentiate market structures (identified by name later in the course) based on three characteristics. Those
    three characteristics are:

    • the number of sellers in a market (The number of buyers matters too, but that does not change
    among these four market structures.);

    • the homogeneity of production (This means how different the production is from one producer to the
    next; another way to think about this is whether you can identify the producer based on the product.);
    and

    • the existence, or not, of barriers to entry (also phrased free entry and exit).

    At one extreme of the market structures is perfect competition. Perfect competition is characterized by:

    • lots of sellers,
    • selling identical products, and
    • no barriers to entry (free entry and exit).

    At the other extreme of market structures is monopoly. Monopoly is characterized by:

    • one producer—and only one (If it is even two producers, it is a different market structure.),
    • selling a product that is unique in the market such that there are no close substitutes, and
    • impossible for competitors to enter.

    As you can see from the characteristics, monopoly is the opposite of perfect competition. These differences
    lead to some important outcomes for the different markets.

    ECO 6301, Economics for Managers 4

    UNIT x STUDY GUIDE
    Title

    Since there are many producers producing exactly the same thing, perfectly competitive firms do not have
    any influence on the overall market. They are very much a “drop in the bucket” relative to the market.
    Perfectly competitive firms must accept whatever the market price is. Monopolies, on the other hand, are the
    only supplier in their market, so their decisions have a big influence on the market outcome. Monopolists
    cannot exactly set their price; they must be mindful of their consumers. When deciding what price to set,
    monopolists have to balance the revenue they would gain from raising their prices with the revenue they
    would lose by selling a lower quantity (and vice versa if they are considering a price decrease).

    Without barriers to entry, if a firm can make excessive profits (known as economic profit), then other firms will
    enter the market, taking some of that profit away. Monopolies are protected by barriers to entry, so if they can
    earn large economic profits, there will not be any competition to come along and take those profits away.

    Perfectly competitive markets are the most efficient. They must be. If a firm is not as efficient as possible, it
    will be run out of the market. Monopolies do not need to be efficient since they are protected by barriers to
    entry. Monopolists, just like every firm, want to maximize profits. Maximizing profit for a monopolist, however,
    means not producing as much as they could so that they can charge a higher price.

    In between these extremes are monopolistic competition and oligopoly. Monopolistic competition is a lot like
    perfect competition, except that rather than producing identical products, the firms produce slightly different
    products. The difference might be slight, and they might even be just perceived, but they matter, at least
    somewhat, to the consumer. Think about hair stylists and barbers, for example. Some people have certain
    people they like to cut their hair. Some people do not care but might still base their purchasing decision on
    proximity or availability. These differentiations introduce a slight amount of pricing power into the market. The
    differentiations also give rise to the need for firms to advertise what it is about their product that sets them
    apart from competitors. Differentiation can also be a feature of oligopolies.

    Oligopolies are a lot like monopolies except there are some firms, not one, in the market. Think of it this way,
    if you can name the firms that account for a strong majority of the market share off the top of your head, the
    industry is an oligopoly. Oil/Gas companies, airlines, and automobile companies are examples of oligopoly
    markets. The barriers to entry are high but not insurmountable. This feature leads to strategic behavior
    between the firms as the action of one firm affects the outcomes of other firms in the market. Strategic
    behavior will be an important topic explored in future units.

    Reference

    Reynolds, S. S., & Rietzke, D. (2018). Price caps, oligopoly, and entry. Economic Theory, 66(3), 707–745.

    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=132338488&site=ehost-live&scope=site

    **## EconomicsforManagersECO6301UnitIVJournal.docx**

    2

    Economics for Managers ECO 6301

    **Unit IV Journal**

    This journal measures your mastery of ULOs 1.3, 3.1, 5.1, and 6.3.

    **Journal objective:** International trade can have significant effects on domestic markets. For use in the assignment, identify a good that the United States imports and a good the United States exports.

    **Length:** Your submission is required to be at least 2-pages and not more than 5 pages in length, not including the title page and references.

    **References:** A minimum of 3 peer-reviewed references are required, any additional resources used are required to be scholarly/academic in nature and found in the CSU Library. APA formatting is required to be used for citations and references. Use this definition to define the term in the instructions.

    **Definitions:** Scholarly journals are sometimes called academic journals. The terms are often used interchangeably to describe the same type of publication. These types of publications are published by universities, academic institutions, professional associations, and commercial enterprises and are compiled by scholars, academics, and other subject authorities.

    **Details:** In your paper, include the following:

    · Introduction

    · supply or demand for the particular good,

    · the competitiveness of that good’s market, and

    · how the change in competitiveness affects market structure as well as equilibrium price and quantity.

    · Stepping away from the import/export examples, describe how opening up to trade specifically affects a domestic monopoly. Include an explanation, using game theory, of how even a single additional competitor can lead to a market outcome similar to perfect competition.

    · Conclusion

    **## UnitIVStudyGuide.pdf**

    ECO 6301, Economics for Managers 1

    Course Learning Outcomes for Unit IV

    At the end of this unit, you should be able to:

    5. Apply game theory to pricing and to output decisions in an oligopoly market.
    5.1 Explain how game theory can lead to fierce competition even with only a few competitors in a

    market.

    6. Analyze the basis of trade.
    6.3 Describe how countries opening to international trade affect the market structure of domestic

    industries.

    Required Unit Resources

    Chapter 11: Foreign Exchange, Trade, and Bubbles (ULO 6.3)

    Chapter 15: Strategic Games (ULO 5.1)

    Chapter 16: Bargaining (ULO 5.1)

    Unit Lesson

    Lesson: International Trade and Strategic Behavior (ULOs 5.1, 6.3)
    This lesson will introduce you to the topics of international trade and strategic behavior that are the focus of
    this unit.

    Trade goes back to the dawn of civilization. As travel has become easier and more accessible, international
    trade has connected regions from across the globe. Unit I introduced the benefits of trade with the Starburst
    example. The same benefits hold when the exchange crosses international borders.

    In the Starburst example, the benefits of trade arose from differences in flavor preferences. Generally
    speaking, the benefits of trade arise from differences in opportunity costs. The opportunity costs are not about
    what we give up when we consume, but what we give up when we produce. That is, there are differences in
    production capabilities between people, regions, and countries. Iowa and Nebraska, for example are well
    equipped for producing corn. Colombia is well equipped for producing coffee. Countries with large populations
    and limited capital are well equipped for producing labor intensive goods. Countries with smaller populations
    but more capital are well equipped for producing capital intensive goods.

    If a Country Can Be Self-Sufficient, Should it Be?

    Even if a country can produce everything it needs, it is still better off trading due to differences in opportunity
    costs. Opportunity costs are the value of what you give up when making a choice. The United States might be
    able to produce bananas, but the resources required to produce enough bananas for the entire population
    could be used to produce other things. Producing enough bananas would take more land. Producing enough
    bananas would likely take more buildings and energy to create the proper tropical climate to grow bananas.
    This would all take resources away from producing corn or cars. The labor required to grow more bananas
    would also take labor away from software development or education. Growing bananas in the United States
    would mean giving up a lot of corn (or cars or software development or education), but producing corn (or
    cars or software or education) would not result in losing much banana production.

    UNIT IV STUDY GUIDE
    International Trade and Strategic Behavior

    ECO 6301, Economics for Managers 2

    UNIT x STUDY GUIDE
    Title

    Having a lower opportunity cost to produce a certain good is called having a comparative advantage in that
    good. Basing production on comparative advantage leads to more overall production that can then be traded
    for other goods. In addition to benefiting from a lower opportunity cost, focusing production on specific goods
    also allows for specialization so producers get even better at producing their goods. By specializing, people
    get better at their tasks and also have time to develop new and better ways of producing. If people are trying
    to produce multiple things, they cannot put the same level of attention into improving specific processes. You
    might be familiar with the phrase “a jack of all trades, but a master of none.” That is what happens without
    specialization.

    Despite the benefits of trade, fear of international trade is common. There are concerns that jobs are lost to
    foreign competition. Certainly, there are specific jobs that will no longer be needed domestically. If the United
    States, for example, had been self-sufficiently producing bananas and then opened up to international trade
    and started importing bananas, jobs in the banana production market would no longer be needed. That does
    not mean, however, that overall jobs are lost to international trade. Jobs are gained from the ability to export
    goods. Jobs are also gained because the resources that were previously used to grow bananas can now be
    used to produce other goods. Also, the lower prices for bananas enable consumers to redirect their spending
    to other goods.

    Trade Protection

    What you might have picked up from the example of the bananas is that despite the benefits of trade, banana
    producers would still have a strong incentive to prevent competition from foreign banana producers. Banana
    producers then have an incentive to lobby the government for protection from foreign competition. This
    protection usually comes in the form of tariffs (there are other forms of trade protection, such as quotas, but
    tariffs are by far the most common).

    Tariffs are in the news a lot, particularly between China and the United States in 2019. Basic economic theory
    tells us that tariffs are simply passed on to consumers. This is not, however, what we necessarily see in
    practice. Elasticity is an important determinant in tax incidence (that is, who bears the burden of a tax). Tax
    incidence is determined by the relative elasticities between supply and demand. From a trade perspective,
    exchange rates can serve as a way for countries to absorb the tariff without having to raise their prices. China
    lets their currency depreciate to keep the prices of their products the same. When this happens, anybody
    holding Chinese currency essentially pays the tariff. Of course, that does not mean there are not costs to the
    United States from assessing tariffs. When China devalues their currency, U.S. produced goods become
    more expensive in China, so quantity demanded for U.S. exports goes down. Ultimately, both countries bear
    some of the burden from tariffs.

    So why assess tariffs? The most obvious reason is as described above: to help domestic interest groups.
    There can be other reasons, however, and to see that, we have to introduce some game theory.

    Game Theory

    Game theory is applied to decision-making where one party’s actions affect another party’s outcome. Game
    theory is not applicable to perfectly competitive markets because individual producers cannot affect the
    market outcome. Game theory is not applicable to monopoly because there is only one producer in a
    monopoly. Game theory is applicable to oligopolies where there are a handful of producers; so what one
    producer does affects the other producers.

    If Coke, for example, comes out with a new product, that new product will likely affect Pepsi and Dr Pepper.
    If Coke changes their price or embarks on a new marketing campaign, Pepsi and Dr Pepper will likely be
    affected. Pepsi and Dr Pepper, thus, need to decide how they will respond to Coke’s actions. Coke will also
    need to anticipate Pepsi and Dr Pepper’s response when deciding the action they take (you can think of it
    like the Battle of Wits from The Princess Bride). The optimal strategy for a “game” is determined by
    evaluating likely strategies by opponents and expected outcomes. Optimal strategies can also be affected
    by the structure of a game. Some games are sequential, where one player makes a decision and then the
    other player makes a decision in response to the first player’s decision. Other games are simultaneous
    where players make their decision at the same time. Ultimately, the outcome of a game is driven by the
    likely outcomes.

    ECO 6301, Economics for Managers 3

    UNIT x STUDY GUIDE
    Title

    Game theory can also be applied to bargaining situations, for example, when bargaining over trade
    agreements. Trade agreements are often termed “free trade agreements,” but that is a bit of a misnomer.
    Certainly, most trade agreements eliminate tariffs, but if that is all that was involved, the agreement could be
    written on a cocktail napkin. Instead, trade agreements often include restrictions or allowances for subsidies,
    requirement wages, environmental rules, and rules of origin (rules of origin are requirements on the countries
    where intermediate goods in the production process were produced). All of these requirements can move the
    agreement away from free trade.

    This is where game theory and bargaining can play a role. Consider trade between the United States and
    China. China places considerable trade restrictions on imports from the United States, and the United States
    has historically not put many on imports from China. Now, per trade theory, this is still beneficial to the United
    States. That is, the United States still benefits from getting goods produced at a lower cost than companies in
    the United States could produce them. The United States would benefit even more, however, if China did not
    have trade restrictions. China, however, feels they benefit from their trade restrictions (standard economic
    theory would say they do not).

    So how does the United States get China to reduce their trade restrictions?

    One possible approach is to employ trade restrictions against Chinese products. This can be thought of as a
    game of chicken, except where the costs are steeper for China than for the United States. The risk, of course,
    for the United States, is that the costs are actually steeper for the United States.

    There are other factors that can matter for a negotiation as well. You might be familiar with the phrase,
    “Whoever gives a number first, loses.” That would suggest that being a first mover could put a bargainer at a
    disadvantage. This is because moving first reveals information to your opponent that they can use to decide
    the action. Credibility to commit to a position matters too. In a repeated game, if one party cannot credibly
    stick to their position through multiple iterations of a game, then the other party can benefit by simply waiting
    out the other party. In the case of the United States and China, the frequency of elections can be a handicap.
    The Chinese government will likely be in power for the foreseeable future, while any given United States
    administration only has certainty of four years at a time to be in power. Fortunately, you can see a lot of these
    concepts play out in the real world by paying attention to the news.

    **## UnitIIIStudyGuide.pdf**

    ECO 6301, Economics for Managers 1

    Course Learning Outcomes for Unit III

    At the end of this unit, you should be able to:

    1. Evaluate the ethical outcomes of free market outcomes using supply and demand models.
    1.3 Compare and contrast the effect perfect competition and monopoly have on total welfare.

    3. Analyze how price and output influence profit maximization under different market structures.

    3.1 Compare and contrast the market outcomes for perfect competition, monopoly, oligopoly, and
    monopolistic competition.

    Required Unit Resources

    Chapter 8: Understanding Markets and Industry Changes (ULO 3.1)

    Chapter 9: Market Structure and Long-Run Equilibrium (ULO 3.1)

    Chapter 10: Strategy: The Quest to Keep Profit from Eroding (ULO 1.3)

    Article: Price Caps, Oligopoly, and Entry (ULO 3.1)

    Unit Lesson

    Unit Material (ULO 2.1)
    This unit’s material focuses on different types of market structures and how firms in those markets seek profit.
    Before getting into market structures, we will discuss a bit about markets in general. All markets are affected
    by supply and demand. The type of market structure in question will primarily affect how supply behaves, but
    important information for firms comes from demand.

    This unit’s material focuses on different types of market structures and how firms in those markets seek profit.
    Before getting into market structures, we will discuss a bit about markets in general. All markets are affected
    by supply and demand. The type of market structure in question will primarily affect how supply behaves, but
    important information for firms comes from demand.

    Supply and Demand

    In a market, supply and demand come together to determine the equilibrium price and quantity. When demand
    increases, price and quantity increase. When supply increases price decreases and quantity increases.

    UNIT III STUDY GUIDE
    Market Structures and Profit

    ECO 6301, Economics for Managers 2

    UNIT x STUDY GUIDE
    Title

    Factors Affecting Demand

    There are several factors that can cause demand to change. Economists group these reasons into five
    main factors:

    Businesses need to know not just these factors but how these factors affect the industry of their business.

    Changes in income, for example, do not affect all businesses the same. Economists categorize goods as
    normal goods, which are goods whose demand increases as income increases, and inferior goods, which are
    goods whose demand increases as income decreases. An example of a normal good would be eating out.
    The more income a person has, the more likely they are to eat at restaurants rather than prepare meals at
    home. Candy, possibly surprisingly, is an inferior good. When people experience lower incomes, they cannot
    afford as much entertainment as before, so candy offers an inexpensive pleasure.

    Changes in the price of related goods is another factor that can have different effects based on specific
    circumstances. Some goods are related in consumption. These are called complements. Peanut butter and
    jelly are an example of complements. If the price of a complement decreases (say, peanut butter), then the
    demand for the good in question (say, jelly) will go up. After all, if you are buying more peanut butter, you are
    going to need more jelly to go with it. Substitutes are goods that compete in consumption. Coke and Dr
    Pepper, for example, are substitutes. If the price of Coke goes down, consumers are more likely to buy Coke,
    and, thus, less likely to buy Dr Pepper. So if the price of a substitute good decreases, the demand for the
    good in question goes down.

    Most of the remaining factors work as might be expected. If the number of demands increases, demand for a
    particular good will increase. Imagine sitting in a waiting room as your oil gets changed. There is a vending
    machine there. You might be tempted to get something. If another person walks into the waiting room, they
    will also be tempted to get something. As more and more people enter the waiting room, the likelihood that
    somebody will purchase from the vending machine increases. Most likely, multiple people will make a
    purchase from the vending machine. In other words, demand will increase.

    Add in tastes and preferences. If a particular product becomes popular (perhaps because of positive press,
    perhaps the product is seasonal, perhaps the product has experienced a change in quality), then more people
    are likely to want the product. In other words, demand increases.

    Finally, look at expectations. Expectations might be a little confusing. The important thing to remember is that
    when looking at the effects of changes in demand, the time frame is immediate. That is, the expectation is for
    some time in the future, but the analysis is what happens to demand right now. So, if consumers expect
    prices to increase in the future, they will want to buy more before prices rise. That is, demand will increase.

    ECO 6301, Economics for Managers 3

    UNIT x STUDY GUIDE
    Title

    Factors Affecting Supply

    There are also factors that can affect supply (as opposed to demand). Most of these factors are pretty straight
    forward. As the price of inputs increase, costs to the producers go up, so naturally the supply will decrease.
    For example, if the price of oranges goes up, the supply of orange juice will decrease.

    If the price of a similarly produced product increases, then the supply of the good in question will decrease.
    For example, if looking at the supply of vanilla ice cream and the price of chocolate ice cream increases, then
    the supply of vanilla ice cream will decrease as the resources used to make vanilla ice cream will be shifted
    over to make more chocolate ice cream to take advantage of the higher price.

    As with demand, the number of suppliers matters to supply. The more suppliers there are, the more
    production there is. This is fairly simple and straightforward.

    Technology is also an important factor for supply. An improvement in technology that makes production
    easier and cheaper will lead to an increase in the supply. It is unlikely that a firm would actually adopt new
    technology unless it had the express purpose of making production easier or cheaper. For example, self-
    checkout kiosks at grocery stores or fast food restaurants are technology that make the production process
    (or service delivery process) cheaper for companies. They do require an upfront investment in technology, but
    the payoff is lower operating costs in the future.

    Finally, expectations are important for supply and the same caution that applied to expectations with demand
    apply here. Firms respond now to expectations about the future. Another important note is that while it can
    often be easy to think of supply as production, it is better defined as what producers bring to market. So, if
    producers expect a price decrease in the future, they will want to rush to market what they can to take
    advantage of the relatively higher price. That is, the expectation of a future price decrease will result in an
    increase in supply right now.

    To learn how to draw a supply and demand graph in Microsoft Word, view the video How to Graph in Word.
    You can access closed-captioning once you access the video.

    Market Structure

    As mentioned in the beginning of the lesson, underlying the supply curve is the market structure. Economists
    differentiate market structures (identified by name later in the course) based on three characteristics. Those
    three characteristics are:

    • the number of sellers in a market (The number of buyers matters too, but that does not change
    among these four market structures.);

    • the homogeneity of production (This means how different the production is from one producer to the
    next; another way to think about this is whether you can identify the producer based on the product.);
    and

    • the existence, or not, of barriers to entry (also phrased free entry and exit).

    At one extreme of the market structures is perfect competition. Perfect competition is characterized by:

    • lots of sellers,
    • selling identical products, and
    • no barriers to entry (free entry and exit).

    At the other extreme of market structures is monopoly. Monopoly is characterized by:

    • one producer—and only one (If it is even two producers, it is a different market structure.),
    • selling a product that is unique in the market such that there are no close substitutes, and
    • impossible for competitors to enter.

    As you can see from the characteristics, monopoly is the opposite of perfect competition. These differences
    lead to some important outcomes for the different markets.

    ECO 6301, Economics for Managers 4

    UNIT x STUDY GUIDE
    Title

    Since there are many producers producing exactly the same thing, perfectly competitive firms do not have
    any influence on the overall market. They are very much a “drop in the bucket” relative to the market.
    Perfectly competitive firms must accept whatever the market price is. Monopolies, on the other hand, are the
    only supplier in their market, so their decisions have a big influence on the market outcome. Monopolists
    cannot exactly set their price; they must be mindful of their consumers. When deciding what price to set,
    monopolists have to balance the revenue they would gain from raising their prices with the revenue they
    would lose by selling a lower quantity (and vice versa if they are considering a price decrease).

    Without barriers to entry, if a firm can make excessive profits (known as economic profit), then other firms will
    enter the market, taking some of that profit away. Monopolies are protected by barriers to entry, so if they can
    earn large economic profits, there will not be any competition to come along and take those profits away.

    Perfectly competitive markets are the most efficient. They must be. If a firm is not as efficient as possible, it
    will be run out of the market. Monopolies do not need to be efficient since they are protected by barriers to
    entry. Monopolists, just like every firm, want to maximize profits. Maximizing profit for a monopolist, however,
    means not producing as much as they could so that they can charge a higher price.

    In between these extremes are monopolistic competition and oligopoly. Monopolistic competition is a lot like
    perfect competition, except that rather than producing identical products, the firms produce slightly different
    products. The difference might be slight, and they might even be just perceived, but they matter, at least
    somewhat, to the consumer. Think about hair stylists and barbers, for example. Some people have certain
    people they like to cut their hair. Some people do not care but might still base their purchasing decision on
    proximity or availability. These differentiations introduce a slight amount of pricing power into the market. The
    differentiations also give rise to the need for firms to advertise what it is about their product that sets them
    apart from competitors. Differentiation can also be a feature of oligopolies.

    Oligopolies are a lot like monopolies except there are some firms, not one, in the market. Think of it this way,
    if you can name the firms that account for a strong majority of the market share off the top of your head, the
    industry is an oligopoly. Oil/Gas companies, airlines, and automobile companies are examples of oligopoly
    markets. The barriers to entry are high but not insurmountable. This feature leads to strategic behavior
    between the firms as the action of one firm affects the outcomes of other firms in the market. Strategic
    behavior will be an important topic explored in future units.

    Reference

    Reynolds, S. S., & Rietzke, D. (2018). Price caps, oligopoly, and entry. Economic Theory, 66(3), 707–745.

    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=132338488&site=ehost-live&scope=site

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    Remember to respond to two peers while being respectful of and sensitive to their viewpoints. Consider advancing the discussion in the following ways: Post an article, video, or additional research to reinforce a peer's idea or challenge them to see their point from a different perspective. Engage i…

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    Remember to respond to two peers while being respectful of and sensitive to their viewpoints. Consider advancing the discussion in the following ways:
    Post an article, video, or additional research to reinforce a peer's idea or challenge them to see their point from a different perspective.
    Engage in conversation with your peers around the analysis of their fictional character. Consider asking a question or sharing your own personal experience.
    Reply with another interpretation of your peer's character or another application of theory that describes their behavior.
    JESSICA POST
    I went through many options in my head for fictional characters but had to go with Harry Potter. Harry was a child when both of his parents were murdered, and he happened to survive. Harry Potter is raised by his maternal aunt and her husband who are extremely neglectful and abusive to him throughout life. He is invited to join the Hogwarts school of witchcraft and wizardry and ends up escaping his abusive home. This back story creates an interesting setting to analyze the character. Harry presents as the hero archetype. Throughout his adult life he strives to continue fighting evil for the good of all. He constantly puts himself in dangers way to save others and is always showing courage and strength. He also struggles with failure in any way and takes blame in any negative outcomes on himself. Harry also displays consistent defense mechanisms to escape negative emotions. He represses many of his childhood memories which slowly come out through the story. He also rationalizes the danger he puts himself in and downplays it to justify it without having to experience as much fear and anxiety. Lastly, he is in denial for the majority of his story in how he is tied to Voldemort and refuses to admit it until the very end. Harry always has emotional intelligence when it comes to other people. Anyone who goes through trauma or has experienced trauma he can recognize and has a great way of empathizing with them. He slowly develops emotional intelligence within himself and allows himself to remove denial and repression to find out who he really is and what happened to him as a child.
    NATHAN POST
    For this post, I’ve chosen Walter White from the television series Breaking Bad. Walter begins as a mild-mannered high school chemistry teacher who, after being diagnosed with terminal lung cancer, turns to manufacturing methamphetamine to secure his family’s financial future. Throughout the series, he transforms into a ruthless drug kingpin known as “Heisenberg.” His character arc is one of the most compelling and psychologically rich in modern television.
    ![](https://learn.snhu.edu/d2l/le/1976281/discussions/posts/137770944/ViewAttachment?fileId=210307202)
    Walter White’s personality can be examined through the lens of psychoanalytic theory, particularly Freud’s concepts of the unconscious and defense mechanisms. According to Shiraev (2024), the unconscious mind contains repressed desires and unresolved conflicts that influence behavior in ways we may not be fully aware of. Walter’s transformation suggests a surfacing of long-repressed drives—his need for control, recognition, and power. These were likely suppressed during his years of professional disappointment and domestic passivity. His unconscious resentment toward his unfulfilled potential and perceived emasculation emerges as he adopts the Heisenberg persona (Aarons, 2016). We also see clear examples of defense mechanisms, especially rationalization and projection. Walter frequently justifies his criminal actions as being “for his family,” even when his behavior serves his ego and ambition. Our textbook says, "that rationalization allows individuals to reinterpret unacceptable behavior in a socially acceptable way" (p.112).  Walter also projects blame onto others, including his wife, business partners, and even his enemies, rather than acknowledging his moral decline.
    Finally, Walter’s emotional intelligence is notably low throughout much of the series. He lacks empathy, struggles with self-awareness, and often manipulates others without regard for their emotional well-being. His inability to recognize the emotional consequences of his actions contributes to the breakdown of his relationships and ultimately his downfall.
    PEER POST RESPOND
    In response to your peers, highlight in detail and discuss which aspects of healthcare are best regulated by the states and which by the federal government. Define the strengths and weaknesses of placing regulatory authority at each level of government. Finally, illustrate the arguments for and against private regulation of healthcare and health insurance.
    LISA CAIN POST
    The United States government has a significant impact on the healthcare industry through financing, regulation, and service delivery via programs such as Medicare, Medicaid, and the Affordable Care Act (ACA). It sets the standards for healthcare quality, safety, and accessibility and is the largest payer for healthcare services. Government regulations have a significant impact on healthcare businesses through the establishment of compliance requirements, the requirement for quality reporting, and the influence of reimbursement models. For example, the value-based care initiatives of the Centers for Medicare & Medicaid Services (CMS) encourage providers to focus on outcomes and cost-effectiveness rather than the volume of services they provide (Tang et al., 2004).
    Health insurance is a significant factor affecting access to medical care. People who have insurance are more likely to get preventative care, manage chronic illnesses effectively, and refrain from overusing the emergency room. Increasing ACA subsidies, offering public insurance options, and expanding Medicaid in every state are some possible ways to reduce the number of Americans without health insurance. Healthcare delivery systems should concentrate on preventative care, use technology to be more efficient, and use care coordination models like patient-centered medical homes all at the same time to make sure high quality and lower costs. According to the Kaiser Family Foundation (Tolbert et al., 2024), such integrated approaches can improve outcomes and lower overall costs, leading to a more equitable and sustainable healthcare system.
    RAMONA POST
    The United States government has a significant impact on the healthcare industry through financing, regulation, and service delivery via programs such as Medicare, Medicaid, and the Affordable Care Act (ACA). It sets the standards for healthcare quality, safety, and accessibility and is the largest payer for healthcare services. Government regulations have a significant impact on healthcare businesses through the establishment of compliance requirements, the requirement for quality reporting, and the influence of reimbursement models. For example, the value-based care initiatives of the Centers for Medicare & Medicaid Services (CMS) encourage providers to focus on outcomes and cost-effectiveness rather than the volume of services they provide (Tang et al., 2004).
    Health insurance is a significant factor affecting access to medical care. People who have insurance are more likely to get preventative care, manage chronic illnesses effectively, and refrain from overusing the emergency room. Increasing ACA subsidies, offering public insurance options, and expanding Medicaid in every state are some possible ways to reduce the number of Americans without health insurance. Healthcare delivery systems should concentrate on preventative care, use technology to be more efficient, and use care coordination models like patient-centered medical homes all at the same time to make sure high quality and lower costs. According to the Kaiser Family Foundation (Tolbert et al., 2024), such integrated approaches can improve outcomes and lower overall costs, leading to a more equitable and sustainable healthcare system.

  • [Solved] work

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    hoose a public company and download its 10K. Submit your resource as well. In 10K, you can find Balance Sheet. And then calculate the NWC. (Steps are required!) Don't just give me a number. Pay attention to the unit. See example blow. https://abc.xyz/investor/pdf/20161231_alphabet_10K.pdf

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    hoose a public company and download its 10K.  Submit your resource as well.
    In 10K, you can find Balance Sheet. And then calculate the NWC. (Steps are required!) Don't just give me a number.
    Pay attention to the unit.
    See example blow.
    https://abc.xyz/investor/pdf/20161231_alphabet_10K.pdf

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    What is the impact of using teach back to educate Latino men on the importance of lifestyle changes, exercise and medication adherence to blood pressure medication?

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    What is the impact of using teach back to educate Latino men on the importance of lifestyle changes, exercise and medication adherence to blood pressure medication?

  • [Solved] work

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    Choose a public company and download its 10K. Submit your resource as well. In 10K, you can find Balance Sheet. And then calculate the NWC. (Steps are required!) Don't just give me a number. Pay attention to the unit. See example blow. https://abc.xyz/investor/pdf/20161231_alphabet_10K.pdf

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    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

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    Assignment Prompt & Instructions

    Choose a public company and download its 10K.  Submit your resource as well.
    In 10K, you can find Balance Sheet. And then calculate the NWC. (Steps are required!) Don't just give me a number.
    Pay attention to the unit.
    See example blow.
    https://abc.xyz/investor/pdf/20161231_alphabet_10K.pdf