Scenario 1 Part 1 .1&your Digital Footprint

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  1. Scenario 1 Part 1 .1 1
  2. 1 Part Equals
  3. Scenario 1 Part 1 .1 Summary
  4. Scenario 1 Part 1 .1 2
  5. 1 Part Measurement
  6. Scenario 1 Part 1 .1 3

Part 2: Now you're on Linked In. You fill out your profile and try to put your best foot forward. You upload a photo of yourself that you think looks pretty professional, and you list your anticipated graduation date. Complex Case Scenario Assignment (Part 1 – 25 points & Part 2 – 15 points, 40 points total) Part 1: Complex Case Scenario - DEVELOPMENT AND RESOLUTION (25 Points) Part 1: Select one of the complex cases in Chapter 15 ( 77, 79,or 84) in A Workbook of Ethical Case Scenarios in Applied Behavior Analysis. Video created by University of Pennsylvania for the course 'Creating a Team Culture of Continuous Learning'. Thank you for staying with and being a part of our emergent conversations. If you have accompanied us through weeks 1,2 and 3, we are now. Today we take a look at the scenario mode that has been added to Space Engineers. Hooray Space Engineers missions!Part 1.More Space Engineers Scenarios:Part.

Scenario 1 Part 1 .1 1

In the first scenario of 'Adventures in the Splintered Lands,' a dragonman fighter/mage receives a telepathic message from a fellow dragonman mage that her band of adventurers has been ambushed and slaughtered by a vile necromancer. She alone survived and is being held captive. Before she can reveal where, the message was cut off. The dragonman gathered a group of allies and set out to find and rescue (or avenge) his friend.
The Adventuring Band

The group was made up of a dragonman fighter/wizard, barbarian, undead hunter, paladin, 2 clerics, and 2 fighters; a human ranger, paladin, and undead hunter; and an elf assassin.
In the first turn of the scenario, the group moved up to and began climbing into a ruined building. Immediately a horde of kobolds with 2 giant weasels poured out of passageways and the building towards the adventurers, who were divided by climbing in various parts of the building.
Ambush!
The Dragonman Undead Hunter, Cleric, and Fighter
In the roll for initiative, the kobolds won and charged the group. The kobold mage got off a lucky charm spell and took over the human paladin, who turned to fight the dragonman barbarian. Fortunately, neither did any damage to the other. A first wave of kobolds fell before the adventurers but more were waiting behind.
First Round of Combat

The Fall of a Ranger
As the bulk of the band continued engaging the kobolds, the human ranger and elf assassin each charged a giant weasel. The elf assassin made quick work of his opponent but the ranger failed to kill the weasel and ended up surrounded and wounded by the kobold chieftain. In the next round of attacks and the ranger fell. The kobold chieftain was then surrounded by 2 adventurers and the elf assassin charged the weasel, looking for payback.
The Elf Assassin Tries to Avenge the Ranger

He failed.
.1&your
The Battle Winds Down

1 Part Equals

Over the next couple of turns, the adventurers whittled down the kobolds forces. The kobold chieftain fell before the fighter/mage and cleric and the undead hunter put a bolt through the eye of the kobold mage. The dragonman undead hunter climbed the stairs and slaughtered the kobold warriors on the battlements.

Scenario 1 Part 1 .1 Summary


Dragonman Undead Hunter Finishes off the Kobolds

Now two men down, the adventurers gathered to move to the next stage of the quest to rescue their friend.
The Surviving Band Gathers

Part 1

Scenario 1 Part 1 .1 2

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Part 1

Elke has recently become manager of the shoe division of LifeSport, a sportswear manufacturing company.Today, she and LifeSport's other division managers are meeting with their boss, Ahmed, to begin planning next year's division budgets.

During the meeting, Ahmed states LifeSport's strategic goals for next year. 'Our industry has been quite stable,' he says.'For this year, I'd like to see if all our divisions can boost their operating income by 10%,without increasing costs any more than they have to.' Ahmed then encourages the managers to use the budget preparation experience to deepen their understanding of marketplace realities.

Elke returns to her office, thinking about what approach she should take to creating a budget that achieves Ahmed's strategic goals.

1 Part Measurement

What approach might Elke take to creating a budget that meets the goals?

Scenario 1 Part 1 .1 3

  • Not the best choice.Though many companies use historical figures to extrapolate subsequent budgets, this incremental budgeting approach doesn't encourage managers to evaluate the realities of the current and future marketplace—something Ahmed stressed during the meeting. With the incremental approach, managers simply use the past period's figures as a base and then increase them by a set percentage.

    Also, incremental budgeting encourages some managers to develop a 'use it or lose it' point of view. They feel they must use all of their budgeted expenditures by the end of the period, so the next period's budget won't be reduced by the amount that would have been saved.

  • Not the best choice.Though this rolling budget approach can be valuable in rapidly changing industries that must continually review their basic assumptions about the marketplace, it offers fewer advantages in stable industries, such as LifeSport's.

    With rolling budgets, you continually review and update the figures while keeping the budget's overall time frame (for example, one year) stable. To illustrate, you review the budget every month, then extend the budget by one month, so there's always a one-year budget in place. This approach does provide the most up-to-date information; however, the planning involved can consume more time than is feasible for an efficient operation.

  • Correct choice.It's valuable to begin the budget preparation process by making assumptions about the future. For example, estimate whether the market will grow next year, how customers will respond to new products or features, and what competitors will be doing. Then make projections about revenues and other budget figures based on your data.

    To establish these assumptions, gather information from the financial group (they have estimates of future economic trends), human resources (they understand labor market shifts), sales reps (they know consumer trends), and purchasing (they have news about suppliers).