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Explore the contribution of relevant urban systems to this issue/problem and critically evaluate any solutions, being aware of interactions within and between the urban systems that may be important.

Here is my essay question
“For a substantive problem/issue of your choice, relevant to a contemporary city or cities (such as housing supply/cost; transport infrastructure/congestion; environmental quality etc.), explore the contribution of relevant urban systems to this issue/problem and critically evaluate any solutions, being aware of interactions within and between the urban systems that may be important.” You may wish to use case study examples to illustrate your argument

what valuable practical lessons can managers draw from your study?

Please help me to choose a company first.

EXECUTIVE SUMMARY / ABSTRACT (about 100-150 words)
2. INTRODUCTION – usually 2-3 pages
(a) Background of your research
(b) Statement of the Problem
(c) Purpose of Study
(d) Specific Research Questions
3. BODY OF PAPER
this is the main part of the paper and consists of numerous sub-headings of what you are writing about.
– address what other studies have done on the same or similar problem/subject/topic and
state your specific contribution to the field.、
– support your ideas/arguments with real-life cases, company examples or data.
– use of original figures (e.g. conceptual model or framework) to depict your ideas is highly
encouraged (however, use of figures or tables from other studies is strongly discouraged)

4. MANAGERIAL IMPLICATIONS
– what valuable practical lessons can managers draw from your study?
5. CONCLUSION

* summary of your findings and suggestions for future research.
6. REFERENCES / BIBLIOGRAPHY / ENDNOTES

What are the key terms that will be used in the proposal? If you will use any new, specialized, or unusual terms, the introduction is an appropriate place to define them.

The title page of a formal report works in collaboration with the cover page to provide a solid
introduction to the consulting report. Your team’s report will certainly have a sense of
permanence; it will likely be filed and periodically reviewed and consulted. Therefore, the title
page should include specific information regarding the report:
• Names of the authors or other contributors, including contact information and the name of
the organization you’re working within.
• A very good and specific title that reflects, as much as possible, the main points of the
report
• The name of the business or organization that your team is consulting
II. Executive Summary
An executive summary is designed primarily to serve the person who, at least initially, does not
intend to read the entire report. It usually states the main points of each section and emphasizes
results, conclusions, and recommendations, usually in around three pages. Executive
summaries are ideally suited to the needs of readers who are seeking advice about a decision or
a course of action. These summaries are called executive summaries because some decision makers
rely wholly upon their advisors to read and evaluate the rest of the report.
For the purposes of this project, the executive summary should be three pages, and should
concentrate on listing the tasks performed by the team. This would involve summarizing
problem/opportunity areas, methodology, conclusions, and recommendations. It’s not a bad idea
to develop an executive summary during the early stages of your team’s writing process, as this
document can help to provide your team some focus. Keep in mind, however, that this will also
be a document that will need to be revised to properly reflect your report.
III. Introduction to the Report
The introduction allows your readers to preview the nature of the project you have undertaken for
your client. Essentially, the introduction forecasts the basic organization of the report. Some
writers and readers insist that the following questions should always be addressed and/or
considered in the introduction to the report:
• What is the problem or the opportunity? Be specific. Whenever you can, quantify.
Describe the problem or opportunity in monetary terms, because the proposal itself will
include a budget of some sort and you want to convince your readers that spending
money on what you propose is smart. Be positive. In other words, don’t say that a
problem is slowing down production; say that it is costing $4,500 a day in lost
productivity.
• What is the purpose of the proposal? Even through it might seem obvious to you, the
purpose of the proposal is to describe a problem or opportunity and propose a course of
action. Be specific in explaining what you want to do.
• What is the background of the problem or the opportunity? In answering this
question, you probably will not be telling your readers anything they don’t already know.
Your goal here is to show them that you understand the problem or opportunity, as well
as the relationships or events that will affect the problem and its solution.
• What are your sources of information? Review the relevant literature, including
internal reports, memos, external public articles, or even books, so that your readers will
understand the context of your work. Clients are looking to you for sound advice. If your
research is sloppy, incomplete, and rather nominal (for example, you checked out a few
websites that the client could do on his or her own free time), your report will be less
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convincing, and your ethos as a provider of sound advice will be suspect. The best
reports always contain complete and thorough research–and complete and thorough
research cannot be completed in the waning moments of the semester.
• What is the scope of your proposal? If appropriate, indicate what you are proposing to
do as well as what you are not proposing to do.
• What is the organization of the proposal? Indicate the organizational pattern you will
use in the proposal.
• What are the key terms that will be used in the proposal? If you will use any new,
specialized, or unusual terms, the introduction is an appropriate place to define them.
In addition, you will want to include the following information in your introduction:
• The report is written both to provide the client with a record of the project and to fulfill one of
the requirements for Management 451.
• List the members of the consulting team, and acknowledge anyone who has provided the
team with assistance, including your project advisor and the faculty who have taught
Management 451.
IV. Background
Because not all clients will necessarily be competent in your field, the background section needs
to clearly articulate the context behind your research.
The Background Sections require you to conduct comprehensive research. Your suggestions
need to be based on the research that your team has conducted, and this research needs to be
demonstrated to your client.
Again, your ethos as a sound provider of business advice is largely based on the research that
supports your findings and ideas.
Background Sections
Normally all of the categories of background information listed in the report outline can be fully
developed. The order of these sections can be varied if such an alteration makes sense.
Open the “background” sequence with a major heading, BACKGROUND, followed by a brief
introduction that explains how the background sections help to key frames of reference for your
analysis. Open each section with an appropriate heading. The generic headings can be revised
so that they are more specific. For example, Client Profile can be revised to read A Look at Our
Client: Historic Harmar Merchants.
Clearly organize each of the sections. Open each section with an introductory preview of the
material. Even more importantly, end each section with a conclusion that summarizes and
explains to the client what the information is designed to demonstrate.
Relate and unify all of the sections so that it reads as a coherent whole. Use good transitions
between sections, and conclude with a section in which you pull together and evaluate the
background.
The Background section is an important phase in researching and coming to understand your
client, the firm, and the situation and environment in which they operate. It is an important part in
the structure of your final paper, and should be between 8 and 10 pages.
Please remember that the Background section is not the place to analyze problems and
opportunities. These sections provide the background and frame of reference for the analysis of
the problems.
V. a Client Profile
The purpose of the Client Profile is to both “bring the client to life” and to tie the information
together by explaining how it helps portray your client as a member of the business community.
Do not hesitate to interpret information and to draw conclusions. If your client is a group of
people of whom your contact person is a member, you may want to treat the group as a
“collective client.” Do a profile of the group as a whole (for example, the history and makeup of a
governing board.)
Some things that you will want to include in the Client Profile:
• Places of residence
• Educational and training background
• Career experience
• Civic interests and activities
• How and why your client became interested in this business
• Your client’s business philosophy and/or attitude towards business
• Any other information that contributes to a portrait of your client as a person who has
chosen to become the operator of a small business
VI. Defining the Firm’s Objectives
This section should include:
• A description of the firm’s short-term and long-term objectives
• Prioritization of primary and secondary objectives
Objectives should be stated as specifically as possible (for example, “…to increase net income by
20% of the end of FY 2005”).
VII. Defining the Team’s Tasks
First, this section should clearly describe the tasks that the consulting team has agreed to carry
out and explain how the team and client chose those tasks. Normally, these tasks can be
identified concisely (for example, “Task One: Developing a Market Plan. Task Two: Selecting a
New Location”). This section should also identify any tasks that the team originally agreed to
perform but which, for whatever reason, was unable to complete.
The team must clearly point out how a general task breaks down into component tasks. For
example, “Developing a Market Plan” will involve several component tasks. The tasks may
include: “Designing and Administering a Market Survey”; “Designing an Advertising Strategy”, etc.
By the same token, if a team is presented with only one general task, such as “Crafting a
Business Plan”, they will need to break that general assignment into component tasks. The goal
is to break down each task into its smallest components.
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Secondly, this section is pivotal because it serves as a preview for the following section, in which
you explain how you actually carried out each of the tasks.
Write about your team’s tasks in the past tense, as if the project and the tasks are already
completed.
VIII. Carrying out the Team’s Tasks: Problem, Methodology, Conclusions,
and Recommendations
This is a rather lengthy section that is organized around the team’s basic tasks. A “Table of
Contents” might list as follows:
Task One: Developing a Marketing Plan
Task Two: Selecting a New Location
Task Three: Securing an SBA Loan
Each task section should be organized to:
• Describe the current situation (in effect, the “problem and /or opportunity”) and the
needs / opportunities it creates
• Narrate and explain the procedure the team followed in addressing the needs
created by the market situation
• Draw conclusions and make recommendations
The following example illustrates such an organization, using “Task Two” from the sample above:
Task Two: Selecting a New Location
• Evaluating the Current Location
This is a headed section that describes any advantages but more significantly the
disadvantages of the current business location. This section explains the problem
and the needs it creates.
• Identifying and Evaluating Alternative Locations
This is a headed section that describes alternative locations and compares them to
the current location and to each other. This section narrates and explains the team’s
method of operation that addresses the needs created by the problem; it shows the
team in action.
• Conclusion and Recommendations
This is a headed section that pulls the evaluations together, states the solution, and
justifies one or more recommendations.
If a task area involves two or more related tasks, the organization would reflect how the basic
task breaks down into component tasks.
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Conclusions and Recommendations
Important Note: The organization of this section should be marked by clear headings and subheadings.
Also, this is a good time to reflect back on the research that your team conducted. Your team’s
ideas should not appear as if they developed out of “thin air.” Use sentences that point your
reader back to the research that your team conducted.
IX. Summary Conclusion
This final section pulls the report together, offers some words of assurance to the client, and
states the team’s (we hope) pleasure in having undertaken this consulting project. In pulling the
report together, carefully summarize your findings and what you see as the prospects for your
client’s business.
X. Bibliography
“Bibliography” or “Works Cited” – call this section what you want. Whatever the case, you must
list all resources that you used for this report. Therefore, it is imperative that you keep track of all
the sources that your team used in the report.
Furthermore, in the text of the report you must cite your sources whenever you use ideas or data
generated by someone else. You must cite these sources, even if you do not quote from them
directly. When you do borrow exact wording, including key phrases, you must use quotation
marks.
For examples of proper documentation and bibliographic form, see the handout from Aldred,
Brusaw, and Oliu The Business Writer’s Handbook, 6th edition. You can also access MLA and
APA citation style guides from the Campus Writing Center’s webpage
(http://mcnet.marietta.edu/~mcwrite).
XI. Appendices
As Brusaw’s Handbook states: “An appendix contains material at the end of a formal report…
that supplements or clarifies” (54). Depending on the nature of a consulting team’s tasks,
appendices will be more or less useful to the client. Among the kinds of material which might be
included in appendices would be complete statistical readouts, copies of surveys and
questionnaires, reprints of helpful articles, or excerpts from book length resources, brochures,
copies of letters, etc.
The appendix should reflect the amount of research that the team put into the project. Be careful
that you don’t overdo it, though. If your appendix is too voluminous, you risk the chance that your
client will simply refuse to wade through it to seek out important information.
Make sure that Appendix Materials are also referenced in the text of the report.

Describe the problem or opportunity in monetary terms, because the proposal itself will include a budget of some sort and you want to convince your readers that spending money on what you propose is smart.

American Higher Education History Book Review.

Topic: American Higher Education History Book Review

Are token economies (i.e. reward systems used to reinforce desired behaviour) effective in modifying classroom behaviour?

Explain the process of writing prescriptions including strategies to minimize medication errors. Resources must be within last 5 years.

Consider the following scenario: You are working as an advanced practice nurse at a community health clinic. You make an error when prescribing a drug to a patient. You do not think the patient would know that you made the error, and it certainly was not intentional. To prepare: Consider the ethical implications of disclosure and nondisclosure. Research federal and state laws for advanced practice nurses. Reflect on the legal implications of disclosure and nondisclosure for you and the health clinic. Consider what you would do as the advanced practice nurse in this scenario including whether or not you would disclose your error. (Disclose the information please) Review the Institute for Safe Medication Practices website at https://www.ismp.org/Tools/errorproneabbreviations.pdf Consider the process of writing prescriptions. Think about strategies to avoid medication errors. To complete: Write a 2- to 3- page paper that addresses the following: Explain the ethical and legal implications of disclosure and nondisclosure according to Iowa laws. Describe what you would do as the advanced practice nurse in this scenario including whether or not you would disclose your error. Provide your rationale. (Write as disclosing the information) Explain the process of writing prescriptions including strategies to minimize medication errors. Resources must be within last 5 years.

Prepare a systems flowchart of internal control over sales transactions as described in part (1) above

Prospect Corporation, your new audit client, processes its sales and cash receipts in the following manner: 
 
(1) Sales. Salesclerks prepare sales invoices in triplicate. The original and second copy are presented to the cashier, and the third copy is retained by the salesclerk in the sales book. When the sale is for cash, the customer pays the salesclerk, who presents the money to the cashier with the invoice copies. 
 
A credit sale is approved by the cashier from an approved credit list. After receiving the cash or approving the invoice, the cashier validates the original copy of the sales invoice and gives it to the customer. At the end of each day, the cashier recaps the sales and cash received, files the recap by date, and forwards the cash and the second copy of all sales invoices to the accounts receivable clerk. 
 
The accounts receivable clerk balances the cash received with cash sales invoices and prepares a daily sales summary. Cash sales are posted by the accounts receivable clerk to the cash receipts journal, and the daily sales summary is filed by date. Cash from cash sales is included in the daily bank deposit (preparation of the bank deposit is described with cash receipts in the following section). The accounts receivable clerk posts credit sales invoices to the accounts receivable ledger and then sends all invoices to the inventory control clerk in the sales department. 
 
The inventory clerk posts to the inventory control cards and files the sales invoices numerically. 
 
(2) Cash receipts. The mail is opened each morning by a mail clerk in the sales department. The mail clerk prepares a remittance advice (showing customer and amount paid) for each check and forwards the checks and remittance advices to the sales department supervisor. The supervisor reviews the remittance advices and forwards the checks and advices to the accounting department supervisor. 
 
The accounting department supervisor, who also functions as credit manager in approving new credit and all credit limits, reviews all checks for payments on past-due accounts and then gives the checks and remittance advices to the accounts receivable clerk, who arranges the advices in alphabetical order. The remittance advices are posted directly to the accounts receivable ledger cards. The checks are endorsed by stamp and totaled. The total is posted to the cash receipts journal. The remittance advices are filed chronologically. 
 
After receiving the cash from the previous day’s cash sales from the cashier, the accounts receivable clerk prepares the daily deposit slip in triplicate. The original and second copy of the deposit slip accompanies the bank deposit, and the third copy is filed by date. The bank deposit is sent directly to National Bank. 
 
Required: 
 
a. Prepare a systems flowchart of internal control over sales transactions as described in part (1) above. 
 
b. Prepare a systems flowchart of internal control over cash receipts as described in part (2) above.

Describe each incorrect assumption, statement, and inappropriate application of attributes sampling in Baker’s procedures.

Baker, CPA, was engaged to audit Mill Company’s financial statements for the year ended December 31, 200X. After obtaining an understanding of Mill’s internal control, Baker decided to obtain audit evidence about the effectiveness of both the design and operation of the controls that may support a low assessed level of control risk concerning Mill’s shipping and billing functions. During the prior years’ audits, Baker had used nonstatistical sampling, but for the current year Baker decided to use a statistical sample in the tests of controls to eliminate the need for judgment.

Baker wanted to assess control risk at a low level, so a tolerable rate of deviation of 20 percent was established. To estimate the population deviation rate and the achieved upper deviation rate, Baker decided to apply the discovery sampling method with an expected population deviation rate of 3 percent for the 8,000 shipping documents, and he decided to defer consideration of the risk of assessing control risk too low until the sample results had been evaluated. Baker used the tolerable rate, the population size, and the expected population deviation rate to determine that a sample size of 80 would be sufficient. When it was subsequently determined that the actual population was about 10,000 shipping documents, Baker increased the sample size to 100.

Baker’s objective was to ascertain whether Mill’s shipments had been properly billed. Baker took a sample of 100 invoices by selecting the first 25 invoices from the first month of each quarter. Baker then compared the invoices to the corresponding prenumbered shipping documents.

When Baker tested the sample, eight deviations were discovered. Additionally, one shipment that should have been billed at $10,443 was actually billed at $10,434. Baker considered this $9 to be immaterial and did not count it as a deviation.

In evaluating the sample results, Baker made the initial determination that a reliability level of 95 percent (risk of assessing control risk too low of 5 percent) was desired and, using the appropriate statistical sampling table, determined that for eight observed deviations from a sample size of 100, the achieved upper deviation rate was 14 percent. Baker then calculated the allowance for sampling risk (5 percent), the difference between the actual sample deviation rate (8 percent), and the expected deviation rate (3 percent). Baker reasoned that the actual sample deviation rate (8 percent) plus the allowance for sampling risk (5 percent) was less than the achieved upper deviation rate (14 percent); therefore, the sample supported a low level of control risk.

Required:
Describe each incorrect assumption, statement, and inappropriate application of attributes sampling in Baker’s procedures.

Explore the process of planning versus experimentation Design for growth.

TASK 1

Reflective blog / Learning journal – section
Generate 100 ideas for a business
Record your 100 ideas and initial thoughts about the process
Evaluating your 100 ideas; Consider the relevance of Kanter critical reflection to your process.
Develope one business idea
-Draft your Business Model Canvas (BMC) hypotheses for a business Idea; Consider the relevance of Sarasvathy critical reflection to your process
Test your hypothesis / pivot ; Consider if the prototype has helped you to change your idea
Evidence of ‘talking-to-people’ and incremental reflection on what this input has meant in terms of testing your hypotheses.
Walk in the customers shoes
Observe customers
Talk to people
Run a survey
Design a ‘near-real’ experiment
– Talk to 10 customer; Record details of your customer interactions; consider the ‘Think / Act / Do cycle’
Design for viability
– Develop an operational plan; Talk to 10 customers; Record details of your customer interactions; are your hypotheses changing? How does this relate to Sarasvathy?
Design for viability
– Develop a team plan and job descriptions; Talk to 5 suppliers; Record details of your customer interactions; what academic theory is most relevant to you at this stage?
– Develop a cash-flow statement from start-up to breakeven / viability; Reflect on the iterative process of development
Design for growth
-Work through the RBV framework; Consider if you are now an effectuator or causator
Thinking about the future
– competitive strategy; Explore the process of planning versus experimentation
Design for growth
– Work through alternative future scenarios (5 year worst-case and best case); Consider the resource implications of success / failure
Work on your BMC for viability and BMC for growth; Record your process and analyse accordingly
Continue to test your hypotheses / refine; Record your process and analyse accordingly

Marking criteria. (2000 words or more)
Critical use of appropriate entrepreneurial theory (40%)
-You need to use your reflective evidence from within each of the identified sections (identified below) to critique identified theory from within the field of entrepreneurship. Harvard referencing must be used

Journal and reflection on ideation (15%)
-This period maps the creative time where you develop the initial idea. Evidence should be given of the evaluation of the 100 business ideas

Journal and reflection on business design for viability (15%)
-This period maps the initial design phase where you developed the business model and functional areas through an iterative process of design, customer interaction and experimentation

Journal and reflection on business design for growth (15%)
-This period maps the final design phase where you developed the business model and functional areas through a process of forecasting and strategic planning

Consideration for development / action plan (15%)
– Following your weekly reflection and critical review you should present an action plan based on your analysis of how you will do things differently in future for each phase e.g. ideation, business design for viability, business design for growth.

TASK 2

Develop a business plan
Business plan section
The business model / plan should not exceed 2000 words, excluding appendices.
Marking criteria

Success / Business model (10%)
– Overview of your business model; This could include a vision, and should articulate your story of business.

Viability summary (5%)
-The plan explains how the business model will reach viability, being the point at which the business reaches breakeven and is economically sustainable.

Components of Business Model Canvas (10%)
-The plan uses the components of the BMC to describe the business model required to reach this level of viability.

Hypotheses (15%)
-The hypothetical linkages between the components of your business model are identified with an explanation of how robust / believable they are e.g. number of customers / suppliers / consulted; observations made; surveys completed.

Growth summary (5%)
-The plan communicates how the business will grow from initial viability to a more ambitious implementation over an extended timeframe (for example 5 or 10 years).

Components of Business Model Canvas (10%)
-The plan uses the components of the BMC that need to change in order for the business model to grow over the identified extended timeframe.

Hypotheses (15%)
-The hypothetical linkages between the components of your business model are identified with an explanation of how robust / believable they are i.e supported through scenario planning, sensitivity analysis, Cost, data-forecasts (Budget, break even analysis)

Evidence base (20%)
-The business model has been developed with evidence of: robust primary research, customer interaction and consultation with experts; diligent use of relevant analytical tools such as scenario planning, etc. Evidence of these must be provided within the appendix

Communication of plan (10%)
-The plan is clearly and consistently communicated, with appropriate grammar and relevant referencing where necessary. Visual techniques are used as appropriate to simplify and reinforce delivery.