General Instructions – PLEASE READ THEM CAREFULLY

• The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
• Due date for Assignment 1 is by the End of Week 9 (29/10/2022)
• Assignments submitted through email will not be accepted.
• Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.
• Students must mention question number clearly in their answer.
• Late submission will NOT be accepted.
• Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.
• All answered must be typed using Times New Roman (size 12, double-spaced) No pictures containing text will be accepted and will be considered plagiarism).
• Submissions without this cover page will NOT be accepted.

Assignment 2 Questions: Chapter 10 & 11

 (10 Marks)

1. National income accounting deals with the aggregate measure of the outcome of economic activities. The most common measure of the aggregate production in an economy is Gross Domestic Product (GDP). The table below provides Country’s national income accounting. Use this data to answer the following questions.

1. Calculate the GDP by using the Expenditure Approach Method (1Mark)
2. Calculate the GDP by using the Factor Payment Approach or the Income Approach Method. (1 Mark)

2. Suppose people consume 3 different goods. The following table shows the prices and quantities of each good consumed in 2006, 2007, and 2008.

1. Calculate nominal GDP in each of the three years. (1.5 Marks)

1. Calculate Real GDP in each of the three years, using 2006 as the base year. (1.5 Marks)

1. Calculate the rate of inflation for 2007 and 2008 using the GDP deflator as your price index. Assume that 2006 is still the base year. (2 Marks)
2. Using the quantities from 2006 for your market basket, and 2006 as your base year, calculate the CPI for 2006, 2007 and 2008. (2 Marks)

1. Using the CPI calculate the rate of inflation. (1 Mark)

Budgeting refers to forecasting revenue and expenses over a designated period in the future, it is an aspect that plays an essential role in running companies, governments, or even households, and it helps run all these smoothly and efficiently when invested in heavily. It can be demanding for companies, especially when the plan of action is not articulated well or there are bumps on the road, like late payments from consumers or when sales are irregular. A budget, in general, attempts to implement a business plan tactically, and it goes through various stages before actually implementing the budget.

There are various types of budgets, the main one being the master budget, which is an estimate for the overall company and usually forecasts the whole financial year. Others include the static budget, which usually looks at how much a company has and will be spent; the operating budget, which includes expenses and revenue from day-to-day business operations and the cash flow budget, which helps managers know cash being generated during a specific period. Apart from various types of budgets, there are also different budgeting techniques an organization can use. They include incremental budgeting, activity-based budgeting, zero-based budgeting, value proposition budgeting and lastly, flexible budgeting.

After choosing a budgeting method, the organization or firm should now consider how involved the structure should be and which hierarchy should be involved and which should not be. Managers have three budget involvement ways to choose from, imposed budgeting, negotiated budgeting and participative budgeting (Lamba, 2022). The focus will be on participative budgeting in this case, and it is a budgeting process where the managers involve the people in the lower levels of management in the budget; it is simply a bottom-up process in which the employers take part in recommending goals and targets to the managers and executives.

Participative budgeting is effective in that it will allow the organization to have a sense of ownership and control; it will also allow the organization to better understand its departments’ economic needs, which in turn reduces losses. Even though this is the case, this method will only work better in an organization with an exemplary collaborative association between higher and lower-level management; this means great communication, trust and teamwork (Bragg, 2022). This type of budgeting makes the whole process more achievable, sustainable and efficient because the positioning of the lower hierarchy staff makes them understand where capital should be allocated and can point out areas managers and executives might sometimes write off. It might be effective, but the process can be long and tedious, seeing that many people are involved, and there is sometimes a tendency of overbudgeting by department heads who want the budget to also cater for the coming year’s budget.

A master budget, as we mentioned in the main budget used frequently by most companies since it is a projection for the overall firm and will include a forecast for items on the balance sheet, income statement and even the cash flow statement (Bragg, 2022). All the projections in a master budget will include expenses, operating costs, sales, revenue and capital expenditures; this goes on to show how the master budget will cover wide areas in the organization, from top to bottom. This aspect is where the master budget will coincide with the use of participative budgeting in making it work. All levels in the hierarchy are vital when creating a master budget; therefore, the company will have to be thorough for this to be efficient.

Having that cohesiveness in participative budgeting will assist in making the master budget effective, enabling the company to achieve specific goals and objectives for the business. The annual performance will be easier to evaluate since the master budget covers all aspects of the institution, and the use of participative budgeting makes all hierarchies involved to understand better the vital components of achieving the organization’s overall goals

Interactive Activity Week 8

Interactive Activity Week 8

8.1 Learning Outcomes:

Recognize the overall knowledge management processes, concepts, goals and strategies within the context of organization.

Demonstrate effective knowledge management skills to utilise knowledge management tools for the benefits of the organization.

8.2 Action Required: 

Watch the short video in the following link and answer the question given in test your knowledge section.

https://www.youtube.com/watch?v=DNUwZctwwhw

8.3 Test your Knowledge (Question):

Q: Briefly describe the main points highlighted in the video. 

8.4 Instructions 

• Answer the question in test your knowledge section.
• Post your answer in the discussion board using the discussion link below (Week 8: Interactive learning Discussion)

Many researchers praise the benefits of participative budgeting. Is it wise to involve multiple parties at multiple levels in the organization in the budget preparation process? In what ways can participative budgeting be used when creating a master budget for an organization?

Before starting any budgeting process, management must decide whether to implement a participative budgeting (bottom-up) or a top-down budgeting process. The difference between both processes is significant since a top-down budget is determined by upper management and then lower managers and staff must try to comply with the budget. Implementing top-down budgets can sometimes be a little tough since upper management will impose their budgets based on their strategic goals and not the company’s capabilities.

On the other hand, a participative budget works the other way around. This means that the budgeting process starts with lower level managers and their departments and then these budgets are sent to upper managers for their approval (Corporate Finance Institute, 2022). Participative budgets provide several advantages especially since the participants “own” the budget. This means that they are responsible for it. They also tend to be more achievable since those that prepare them know their capabilities and also understand what can be done to improve their performance. Participative budgets empower employees and lower level managers. Participative budgets tend to produce better results when employees’ performance and compensation are evaluated based on the budgets that they prepared (Wagner et al., 2021).

But this does not mean that upper management just sits around and watches how other people decide the company’s budgets. Upper management is responsible for coordinating different budgets and approving proposed budgets. In case they decide that the budget is not a good fit with eh firm’s strategies, they will propose changes and amendments.

Further, explore the different components of the master budget and assess how each is linked to form a cohesive financial plan for a company to follow. How can participative budgeting make the master budgeting process more efficient and effective? Explain.

The master budget is contains three main components (Petroff, 2015):

An operating budget

A capital expenditure budget

A cash budget

The operating budget is generally divided into three main sections:

Sales budget (starting point)

Cost of goods sold budget (including production budget)

Operating expenses budget

The mast budget starts with a sales budget. This is where sales departments can participate and propose realistic annual sales goals. The next steps involve the production budget and the cost of goods sold budget. The production department can contribute to these two budgets. The production budget is based on budgeted sales. Operating expenses budget includes information that is provided by the sales department and the company’s administration.

After the operating budget is complete, a capital expenditure budget is completed with the new investments required by the firm. Several departments participate in this budget including production, sales, and upper management which decides the company’s future investments.

The last budget is prepared by the finance department and it basically includes the company’s budgeted cash flows. This budget is prepared using information provided by the previous budgets including credit policies given to the company’s customers or how payables are scheduled depending on the company’s vendors’ credit policies.

The participation of multiple departments is required to produce an accurate budget. Budgets per se are wrong since no one knows exactly what will happen in the future, but participative budgets are generally more accurate and reduce the margins of error.

References

Corporate Finance Institute. (2022). Participative Budgeting.                                            https://corporatefinanceinstitute.com/resources/knowledge/finance/participative-budgeting

MARTIN LUTHER KING, JR.’S
PRINCIPLES OF NONVIOLENCE
1. Nonviolence is a way of life for courageous people.
• It is active nonviolent resistance to evil.
• It is assertive spiritually, mentally, and emotionally.
• It is always persuading the opponent of the justice of your cause.
2. Nonviolence seeks to win friendship and understanding.
• The end result of nonviolence is redemption and reconciliation.
• The purpose of nonviolence is the creation of the Beloved Community.
3. Nonviolence seeks to defeat injustice, not people.
• Nonviolence holds that evildoers are also victims.
4. Nonviolence holds that voluntary suffering can educate and
transform.
• Nonviolence willingly accepts the consequences of its acts.
• Nonviolence accepts suffering without retaliation.
• Nonviolence accepts violence if necessary, but will never inflict it.
• Unearned suffering is redemptive and has tremendous educational and
transforming possibilities.
• Suffering can have the power to convert the enemy when reason fails.
5. Nonviolence chooses love instead of hate.
• Nonviolence resists violence of the spirit as well as of the body.
• Nonviolent love gives willingly, knowing that the return might be hostility.
• Nonviolent love is active, not passive.
• Nonviolent love does not sink to the level of the hater.
• Love for the enemy is how we demonstrate love for ourselves.
• Love restores community and resists injustice.
• Nonviolence recognizes the fact that all life is interrelated.
6. Nonviolence believes that the universe is on the side of justice.
• The nonviolent resister has deep faith that justice will eventually win.
MARTIN LUTHER KING, JR.’S
STEPS OF NONVIOLENCE
Step 1: Gather Information
Learn all you can about the problems you see in your community through the media, social
and civic organizations, and by talking to the people involved.
Step 2: Educate Others
Armed with your new knowledge, it is your duty to help those around you, such as your
neighbors, relatives, friends and co-workers, better understand the problems facing
society. Build a team of people devoted to finding solutions. Be sure to include those who
will be directly affected by your work.
Step 3: Remain Committed
Accept that you will face many obstacles and challenges as you and your team try to
change society. Agree to encourage and inspire one another along the journey.
Step 4: Peacefully Negotiate
Talk with both sides. go to the people in your community who are in trouble and who are
deeply hurt by society’s ills. Also go to those people who are contributing to the breakdown
of a peaceful society. Use humor, intelligence and grace to lead to solutions that benefit
the greater good.
Step 5: Take Action Peacefully
This step is often used when negotiation fails to produce results, or when people need to
draw broader attention to a problem. it can include tactics such as peaceful
demonstrations, letter-writing and petition campaign.
Step 6: Reconcile
Keep all actions and negotiations peaceful and constructive. Agree to disagree with some
people and with some groups as you work to improve society. Show all involved the
benefits of changing, not what they will give up by changing

Quality in Practice: Toyota Motor Corporation, Ltd.

The Toyota brand name has earned an international reputation for quality. The roots of Toyota Motor Corporation, founded in 1937, stem from the Toyoda Automatic Loom Works. Sakichi Toyoda invented a loom with an automatic stopping function; whenever a thread broke or the machine ran out of thread, it stopped automatically. This approach was built into automotive assembly lines to improve quality and productivity and led to the development of the “Toyota Production System,” which has commonly become known as lean production. A significant feature of lean production is the practice of continuous improvement by every worker, demanding the questioning of every process and testing of all assumptions. Errors and defects are viewed as learning opportunities to remove waste and improve efficiency. In 1951, Eiji Toyoda instituted a system of creative suggestions based on the motto “Good Thinking, Good Products,” which is prominently displayed in every production facility. One example is the Rakuraku seat, a comfortable work chair mounted on the tip of an arm that allows a line worker to easily get into and out of cramped car-body interiors. In 2000, more than 650,000 suggestions were submitted—almost 12 per employee—and 99 percent were adopted. At Toyota, everybody helps whenever they can. Even top and middle managers are well known for getting their “hands dirty” by helping workers on the production line when necessary.

Toyota uses games, competitions, and cultural events to promote its 3 C’s: creativity, challenge, and courage. It trains workers extensively, not only in job skills, but also in personal development that focuses on positive attitudes and a sense of responsibility. Toyota’s education system includes formal education, on-the-job training, and informal education.

Toyota is implementing a direct monitoring system that supports quality. For example, its

French plant is connected by a broadband system to the head office, enabling it to transmit video, audio, and facility performance data. Engineers in Japan can monitor the data of the plant’s operation in real time, check machinery utilization rates, diagnose malfunctions, and provide ideas for improvement. Information technology and e-commerce are also used to expand relationships with suppliers and customers. For example, customers may request quotes and gather information that previously was only available to dealers.

Shotaro Kamiya, first president of Toyota Motor Sales, stated, “The priority in receiving

benefits from automobile sales should be in the order of the customer, then the car dealer, and

lastly the maker. This attitude is the best approach in winning the trust of customers and dealers and ultimately brings growth to the manufacturer.” The guiding principles of Toyota are as follows:

1. Honor the language and spirit of the law of every nation and undertake open and fair

corporate activities to be a good corporate citizen of the world.

2. Respect the culture and customs of every nation and contribute to economic and social

development through corporate activities in the communities.

3. Dedicate ourselves to providing clean and safe products and to enhancing the quality of

life everywhere through all our activities.

4. Create and develop advanced technologies and provide outstanding products and services

that fulfill the needs of customers worldwide.

5. Foster a corporate culture that enhances individual creativity and teamwork value, while

honoring mutual trust and respect between labor and management.

6. Pursue growth in harmony with the global community through innovative management.

7. Work with business partners in research and creation to achieve stable, long-term growth

and mutual benefits, while keeping ourselves open to new partnerships.

Toyota has approximately 40 production facilities in more than 20 countries and regions

outside Japan. When Toyota began expanding outside of Japan, many believed that the culture could not be copied or applied to foreign cultures, especially in the United States. With a focus of incorporating the best elements of Japanese and local traditions, while avoiding the weaknesses of both, Toyota as proven that its approaches and culture can work everywhere.

One popular phrase at Toyota is “change or die.” The company continually seeks to redefine itself to adapt to changes in society and the business environment. Toyota’s recent vision is captured by the phrase harmonious growth—a harmony between man, society, and the environment.

We wish to make Toyota not only strong but a universally admired company, winning the

trust and respect of the world. We must be a company that is accepted wholeheartedly by

people around the world, who would think it natural if Toyota became No. 1 in size, since

we provide attractive products that excel in environmental protection and in safety and

thus contribute immensely to local communities. That is the goal of “Harmonious

Growth” and what I regard as corporate virtue. – Hiroshi Okuda, Chairman

6.3 Test your Knowledge (Question):

1. What do Toyota’s guiding principles mean for its management system? In particular, how

do they reflect the principles of total quality?

2. Many health care organizations have learned from manufacturing companies in their

quality journey. What can nonmanufacturing companies learn and apply from Toyota’s

philosophy and practices? Suggest specific things that education and government might learn.

6.4 Instructions

• Read case study and answer the questions.
• Post your answer in the discussion board using the discussion link below

(Week 6: Interactive Learning Discussion)

More than 20 years after completing its first sale, Amazon has become
an online retailing powerhouse that is competing with bricks-andmortar global retailers such as Walmart and Target. In addition, it is
competing in the digital marketplace (e.g., ebooks, music, movies, and
TV shows) with Apple’s iTunes store and Google’s Google Play.
Amazon’s goal is to provide customers with the best selection,
price, and availability. Sometimes the best price is not the lowest,
but the one that provides the best shipping option. Amazon’s Web
site and apps offer a simple, consistent, and reliable user experience.
Product information, prices, customer reviews, related products, recommended products, shipping information, and more appear in the
same location on the page. Amazon’s analytics systems use a customer’s order and search history to create customized experiences for that
customer, and Amazon’s order fulfillment process delivers products
swiftly and accurately.
Supply chain management is critical to Amazon’s success. In
1995, Amazon began with two fulfillment centers. The company has
now expanded to more than 165 distribution and fulfillment centers
located around the world. Amazon supports this operation with a
proprietary, in-house information system that is completely integrated. When the company receives an order, the order-management,
inventory-management, and warehouse-management systems locate
products around the world and determine the optimal fulfillment
plan. Fulfillment is the business term that refers to the steps involved
in receiving, processing, and delivering orders to the end customer.
For Amazon, a global company with many products in many distribution centers, and many orders that require cooperation across centers
(meaning the entire order cannot be fulfilled through one distribution
center), fulfillment requires a very high level of coordination.
To achieve this coordination, Amazon has to know where MIS
every product is located in every distribution center worldwide. For example, when suppliers send products to be “Fulfilled by
Amazon” (FBA), their products are immediately scanned into Amazon’s
inventory-management system. A “stower” then places the goods in
any available bin. Items are not organized in any logical manner. However, the product and bin location are recorded by the proprietary
information system. When an order is received, a “picker” will walk
through the warehouse, guided along an optimal route by a scanner
(powered by the proprietary information system) to the proper bins
in order to select the items. The pickers then bring the items to an
“organizer,” who begins preparing them for delivery. Prepared boxes
are sent down the “slam line,” where the packages are weighed and
“slammed” with a shipping label. Finally, labeled packages are sorted
to appropriate loading docks based on the shipping company that will
handle the delivery.
Despite the effectiveness of Amazon’s proprietary information
system, several key factors, such as the weather, partner delivery companies, and the competition, remain beyond the company’s control.
For example, during the 2013 holiday season, several companies, including Amazon, Kohl’s, and 1-800-flowers.com, promised last-minute
delivery without taking into account the capacity of the parcel-delivery
companies, FedEx (www.fedex.com) and UPS (www.ups.com), which
were unable to meet the demand. In addition to the demand overload,
inclement weather also strained the delivery system. Under normal
conditions, parcel-delivery companies can adjust delivery to account
for weather. During the 2013 holiday season, however, these companies were already operating at capacity. As a result they could not
make the necessary adjustments to account for inclement weather.
After the 2013 holiday season, Amazon tried to smooth things
over with its customers by off ering gift cards or credit. More importantly, the retailer determined that it needed to implement certain
structural changes to expand its control over its entire supply chain
and distribution system.
The IT Solution
Amazon needed to develop a method to increase its control over the
delivery of its products. One common strategy to increase eff iciencies
and control is to reduce the number of steps in a system. Significantly,
Amazon adopted the opposite approach, adding more sorting centers
to its distribution channel. Sorting centers sort pre-packaged orders
by zip code. This process enables Amazon to control delivery along the
entire route to the local post office for Sunday delivery (in select markets). In certain markets where Amazon owns a delivery system, the
company can now maintain control all the way to the customer’s door.
Adding a step in the distribution system required Amazon to
update its proprietary information system. Previously, once the system had “slammed” a delivery sticker onto a package, Amazon was
basically out of the delivery loop. The retailer might maintain tracking
(if offered by the delivery company), but it was not in control of the
delivery. After adding the new step, the fulfillment center would maintain the package, and the system would direct the pre-packaged order
to the appropriate sorting center. When packages arrived at the center,
the information system would sort them by zip code. They were then
delivered to the local post office or to another carrier for the “last mile”
of delivery. In select cities, Amazon maintains its own delivery service.
In other cities, the company has contracted with the U.S. Postal Service
(USPS) to deliver on Sundays.
Sunday delivery spreads the delivery service over another day
of the week, thereby reducing the workload on the other six days.
This shift, coupled with the use of sorting centers, enabled Amazon
to expand its operations, increase control, and offload some delivery
work to another day of the week.
The Results
The additional step and the enhanced coordination enabled by Amazon’s proprietary information system increased the company’s control
over its supply chain and reduced its dependence on parcel-delivery
companies. Having learned from the 2013 holiday delivery debacle,
Amazon expanded its operations and achieved a strategic advantage
by gaining more control over its supply chain.
Amazon’s sorting centers, updated supply chain management
system, and agreement with the USPS helped the company achieve a
record year in 2015. The retailer shipped to more than 185 countries,
added more than 54 million Prime Members. In addition, Amazon
reported no major problems with the new delivery system. Finally, the
company reported sales revenue of $107 billion.
Amazon’s updated system has generated some unintended consequences. For example, the increased demand on Sunday delivery

368 C H A PT E R 1 3 Supply Chain Management
through the USPS has increased the agency’s workload and caused
some postal workers to complain about 60-hour weeks and working 21
consecutive days. Although this problem is beyond Amazon’s control,
it does impact the firm’s operations because it could lead to delivery
delays. Additionally, other retailers have contracted with the USPS to
offer Sunday delivery, putting more strain on Amazon’s ability to rely
on the agency as a delivery option.
Sources: Compiled from S. Soper, “Amazon Snags Sorting From FedEx
to Avert Package Pileups,” Bloomberg.com, December 9, 2014; M.
Schlangenstein, L. Patton, and A. Barinka, “UPS Shipping Delays Show
Perils of Stores Overpromising,” Bloomberg.com, December 27, 2013; B.
Bacheldor, “From Scratch: Amazon Keeps Supply Chain Close To Home,”
Information Week, March 5, 2004; J. Del Ray, “This Is What It Looks Like
Inside an Amazon Warehouse,” All Things Digital, December 23, 2013; B.
Thau, “A Post-Mortem On the Holiday ’13 Retail Shipping Debacle and
Remedies for ’14,” Forbes, January 28, 2014; J. Greene, “Amazon’s New
Sorting Centers Aim to Help with Controlling Deliveries,” The Seattle
Times, July 28, 2014; B. Stone, “Amazon’s Grand Plan to Avoid Holiday
Delivery Snafus Again,” Bloomberg.com, September 26, 2014; T. Duryee,
“Postal Workers Overwhelmed by Flood of Amazon Sunday Deliveries,”
Geek Wire, December 16, 2014; J. D’Onfro, “Amazon: Here’s the Final Tally
For All the Insane Shopping Everyone Did This Holiday Season,” Business
Insider, December 26, 2014; “Amazon Global Fulfillment Center Network,”
http://www.mwpvl.com/html/amazon_com.html, accessed October 21,
2015; www.amazon.com, www.ups.com, www.fedex.com, www.usps.com,
accessed October 21, 2015.
Questions
1. Describe the problems that Amazon faced during the 2013 holiday
season.
2. Discuss how Amazon solved those problems via its supply chain
management system.
Closing Case 2
POM Sustainability by the Supply Chain
The Problem
Sustainable business practices—including green business, environmental responsibility, minimal impact on global or local environment,
and the use of renewable clean energy sources—have become more
than just a good idea in many industries. History has taught us that
non-sustainable business practices—such as early settlers killing off
bison for their hides—lead to the rapid decline of an industry.
Tectona grandis, or teak wood, is a prized—and expensive—material due to its elegance and durability. Teak is a tree native to the tropics in the Southeast Asian nations of Thailand, Burma, Malaysia, and
Indonesia. Historically, it has been found only in the homes of wealthy
and powerful families. A tree takes about 80 years to reach maturity
and be ready to harvest. Even then, only the heart of the tree contains
the best wood for building furniture. Given the length of time required
to replenish a forest, it is critical for the teak furniture industry to use
sustainable practices.
Most teak farms are independently owned, and they operate based
on traditional practices rather than current knowledge about how to
efficiently manage a forest. Historically, they have not been connected
to the global supply chain. As a result, they might not understand the
impact of their decisions on the overall industry. This situation, however,
is beginning to change. Dipantara (http://www.en.dipantara.co.id), a
company engaged in Sustainable Community Forest Enterprise Management, works with the growers to emphasize the importance of maintaining their natural resources. Dipantara is particularly interested in teak.
In addition to the teak farms, several other parties are involved
in this industry. First, there are independent, nonprofit organizations
such as the Forestry Stewardship Council (http://us.fsc.org; FSC) that
promote the responsible management of the world’s forests. FSC also
provides industry certifications that a farm has pursued sustainable
management practices. Second, European, U.S., and Australian timber
regulations have been established to prevent companies from doing
harm to the forests. Finally, customers want assurance that their purchase is not harming the global environment.
These sustainability issues create challenges along the supply
chain from the retailer to the root (quite literally). They require a
coordinated effort to develop and maintain a consistent sustainability eff ort.
The IT Solution
The Forestry Trust (www.tft-earth.org; TFT) is an NGO that focuses on
the entire supply chain ecosystem, where all needs must be considered for the industry as a whole to operate and exist sustainably. TFT
identifies transparency as the key to establishing this sustainability. To
support this level of communication and transparency, the NGO developed a set of tools called SURE Technology that provide its members
with transparency dashboards, supply chain management, and product stories. SURE is designed to help growers and companies throughout the supply chain to plan, understand, and communicate.
TFT members use the SURE Technology system to balance the
interests and requirements of several external stakeholders. The only
way any company can meet the demands of its external stakeholders
is to obtain information about the practices of the suppliers of their
raw materials. The SURE supply chain management module maps
companies’ products all the way to the source to help product manufacturers ensure that their orders are the products of legal, responsible, sustainable harvesting and use of the forest.
The SURE Technology allows raw material providers (such as
members of the Dipantara community forests in Java) to identify their
social and environmental values and track their progress on adhering
to those values through dashboards. This information is available to
potential buyers, who require confirmation that the materials are provided in a manner that is consistent with their values.
The Results
Maisons du Monde (www.maisonsdumonde.com; MdM) is an environmentally focused home decoration retailer based in France. As a
member of TFT, the firm works with Dipantara community farmers in
Java, who supply the teak for some of their furniture. MdM has access
to information on the forestry practices of the entire supply chain
through its TFT membership and the SURE Technology tools that are
part of that membership. The result is that more than 50% of MdM
products are labeled with one or more industry certifications aff irming that the product is not contributing to deforestation. Further, MdM

Choose one of these options and fully explain your answer in your post. Your post should be at least a long paragraph (4-5 sentences). In your post, you must apply a concept from the textbook. Put the concept in bold print.

Option 1: Why do you think IQ tests such as the Stanford-Binet scale are highly validity in Western cultures, but irrelevant in others? When testing a student from another culture for college admission, should a standard intelligence test be used? Why or why not?

Option 2: Gardner’s theory that there are eight types of intelligence is very popular. Do you agree all eight of his types of intelligences are really types of intelligence, or are they skills? What leads you to believe that? Give an example of one of Gardner’s types of intelligence (not logical-mathematical or linguistic), and how you might test it.

Option 3: How do you think culture shapes creativity? Do you think different cultures or settings have similar conceptions of creativity?

Option 4: According to the Flynn Effect, Western nations have shown average IQ gains of 15 points during the last 30 years. Do you think IQ scores will continue to improve? What factors could contribute to continued enhanced IQ scores?

After you have submitted your post, you must respond substantively to someone else’s post. An example of substantive would be addressing another issue from the book or lecture that applies to that person’s post, or talking about something that you have read somewhere else or learned in another class that is relevant to that person’s post. Cite the source of your information it is a source outside of the textbook.

The textbook name is Psychology Themes and Variations 11th edition Wayne Weiten. let me know if you need anything else