BUS599 – MBA Integrative Project module 3-6

BUS599 – MBA Integrative Project module 3-6

Module 3 – Background       BUS599 – MBA Integrative ProjectModule 3 – SLPCase: Inputs Diagnosis, SLP: Time Warp 2BACKGROUNDIn Module 3, you will continue with the scenario and simulation you worked on in the Module 1 and Module 2 SLPs.REQUIRED READINGSCENARIO CONTINUATION:It’s New Year’s Day, 2016. You just had a great New Year’s Eve celebration, having finished analyzing the performance of Clipboard Tablet Company, and are ready to charge ahead into the future. You turn on the TV and notice something strange (again). The TV commentator is saying something about New Year’s Day, 2012, and you realize that you are in Time Warp 2.Your decision-making process will be different this time, as you will be using CVP analysis, a technique with which you recently became familiar.You analyze the results of the first set of decisions you made in Time Warp 1, from 2012 to 2015. You use CVP analysis to help determine a new strategy, employing the CVP Calculator.You analyze the results using CVP and develop your complete four-year strategy, making notes about your analysis and your reasoning process, just in case you have to do this again.You finish the report that shows your strategy for the next four years during Time Warp 2.Do not run the simulation yet; just turn in the report.ASSIGNMENTWrite a 4- to 6-page paper, not including cover and reference page, in which, after again reviewing and analyzing the results that you got in SLP2 (Time Warp 1 decisions), you develop a revised strategy and make a case for this new strategy using analysis and relevant theories.KEYS TO THE ASSIGNMENTThe key aspects of this assignment that should be covered and taken into account in preparing your paper include:·         The revised strategy consists of the Prices, R&D Allocation %, and any product discontinuations for the X5, X6, and X7 tablets for each of the four years: 2012, 2013, 2014, and 2015.·         You must present a rational justification for this strategy. In other words, you must make a case for your proposed strategy using financial analysis and relevant theories.·         Use the CVP Calculator and review the PowerPoint that explains CVP and provides some examples.·         You need to crunch some numbers (CVP Analysis) to help you determine your prices and R&D allocations.·         Make sure your proposed changes in strategy are firmly based in this analysis of financial and market data and sound business principles.·         Present your analysis professionally making strategic use of tables, charts and graphs.·         Time Line Summary:SLP1·         2015: Hired on December 15.·         Turned in first report to Sally a few days early on December 30.·         Celebrated on December 31.SLP2·         Time Warp 1 begins: January 1, 2016 warps into January 1, 2012.·         You realize you have to make decisions for 2012 – 2015, which you do.·         December 31, 2015 – You have gone through all four years, and you write your report to summarize how you did. You are hoping that you will wake up tomorrow and it will be 2016.SLP3·         Time Warp 2 begins: January 1, 2016 warps into January 1, 2012. (Again)·         Now it is January 1, 2012: You decide to use CVP analysis and develop a four-year plan for your strategy. You analyze the results of your first decisions in Time Warp 1 and make notes. You use the CVP Calculator to help develop a strategy, and make more notes explaining your logic and analysis.ASSIGNMENT EXPECTATIONSYour paper will be evaluated on the following seven points:·         Breadth – Is the full breadth of the subject, that is, the Keys to the Assignment, addressed?·         Depth – Does the paper address the topic in sufficient depth and include the background reading and other background resources as references?·         Critical thinking – Is the subject thought about critically, that is, accurately, logically, relevantly, and precisely?·         Clarity – Is the writing clear and are the concepts articulated properly? Are paraphrasing and synthesis of concepts the primary means of responding to the questions or are points conveyed through excessive use of quotations?·         Organization – Is the paper well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are headings included in all papers longer than two pages?·         Referencing (citations and references) – Does the paper include citations and quotation marks where appropriate? Are the references from the background reading and assignment present and properly cited? Are all the references listed in the bibliography present and referred to via citation?·         Application – Are the concepts of the module appropriately applied to the subject?TIPS AND SUGGESTIONSNote the following tips and suggestions:·         YOU MIGHT FIND THESE DOWNLOADS USEFUL:Decision Matrix Table – Download this Word doc with a blank table you can use to show your proposed strategy decisions.PowerPoint discussing CVP – Provides a good overview of Cost Volume Profit analysis, the various equations that you can use, and how to use it. Some examples are provided showing how to use the CVP Calculator.CVP Calculator – This an Excel-based calculator that you can use to determine prices, volumes, and profits. Keep in mind that it will tell you what need, but the market determines what you actually get.·         Include a cover page and reference page, in addition to the 4-6 pages of analysis described above.·         Include headings for all papers greater than two pages (basically all papers), but do not use headings as “space fillers.”·         Cite and reference all sources that you use in your work, including those that you paraphrase. This means include citations and quotation marks for direct quotes of more than five words, and citations for that information which you have “borrowed” or paraphrased from other sources.Follow TUI Guidelines for well-written papers.      BUS599 – MBA Integrative ProjectModule 4 – BackgroundCase: Outputs Diagnosis, SLP: Time Warp 3Background Reading for Case 4In Case 4, you will continue with the Nadler-Tushman Congruence Model to assess an organization’s outputs. Nadler and Tushman identify outputs as existing at the individual, group, and organizational level. They also emphasize the importance of identifying the outputs that the organization desires vs. what is actually achieved.Read:Nadler, D. A. & Tushman, M. L. (1980) A Model for Diagnosing Organizational Behavior. Organizational Dynamics, 9 (2), 35-51. Retrieved on November 7, 2012 from EBSCO.For Case 4, focus on the Outputs aspect of this model. Read pages 43 to 51.Outputs are not complicated to understand. At the Organization level, they are the products and services that are provided to its customers. (It can also be the value provided to its owners, but we are not going to consider this here.) The primary way that a company measures its performance is financially: Sales, Profit, Return on Sales (ROS), Return on Assets; and also via market share.The organization is made up of various groups. One way to look at groups is by functional area: marketing, operations, purchasing, etc. Another way, if the company is large, is by its various divisions or by its product groupings. Here it becomes a little more complicated to measure performance, but it is possible by defining the goals and objectives of each group.The bottom level of the organization is the individual. Each person has a job description and is responsible for specific outputs for that job. The main method of performance measurement here is individual productivity: Outputs/Inputs (e.g., widgets/hour, or reports/day). This is more difficult to quantify and for a specific company is difficult to obtain, since this data is not generally reported. Sometimes you can infer some individual measures, for example, by dividing Profit by the number of total employees, to get a measure of overall profitability per person.There are no reading assignments for SLP 4However, if you need a refresher on various theories (product life cycle, pricing, price elasticity, market saturation, product development, etc.) there are a multitude on the Internet.Optional Review Materials – Once again, here is the link to the sample Internet resource list for the course. Click here.                        BUS599 – MBA Integrative ProjectModule 4 – SLPCase: Outputs Diagnosis, SLP: Time Warp 3BACKGROUNDIn Module 4, you will continue with the scenario and simulation you worked on in the Module 1, Module 2, and Module 3 SLPs.REQUIRED READINGSCENARIO CONTINUATION:It is now January 2, 2012 (again), still at the beginning of Time Warp 2. You have just completed your revised strategy using CVP analysis, and you are ready to charge ahead. You implement your decisions for 2012, see the results at the end of the year, and collect these results to use later. Again, you implement the decisions you have already made for 2013, and collect the results at the end of the year. You do the same for 2014 and 2015, hoping this time that you can finally move ahead into 2016.It is now New Year’s Eve, 2015 — what you hope is the end of not only Time Warp 2, but all the time warps. You have the results of your decisions. How did you do? What was your final score? Will it finally be 2016 when you wake up?It’s New Year’s day, 2016. You just had a great New Year’s Eve celebration, you finished another four years of moving Clipboard Tablet Company through 2012 – 2015, and are ready to charge ahead into the future. You notice something strange (again): The TV commentator is saying something about New Year’s Day, 2012. You are now in Time Warp 3.Maybe you need to keep improving Clipboard Tablet’s performance so that you can finally move ahead. Vowing to do better this time, you decide that your best approach is to develop a four-year strategy like you did the last time.You analyze the results of your last set of decisions from 2012 to 2015. You are going to use CVP analysis (and the CVP Calculator) again to help determine a new strategy. You will get better at it.You analyze the results from Time Warp 2 using CVP and develop your complete four-year strategy. You decide to make notes about your analysis and your reasoning process, just in case you have to do this again.You finish your report showing the strategy you are going to use these next four years, Time Warp 3.ASSIGNMENTUsing the strategy that you developed in SLP3, run the simulation. Review and analyze these results (from your Time Warp 2 decisions) and develop a revised strategy for Time Warp 3. Support your revised strategy using analysis and relevant theories.Please turn in a 4- to 6-page paper, not including cover and reference page.KEYS TO THE ASSIGNMENTThe key aspects of this assignment that should be covered and taken into account in preparing your paper include:·         The revised strategy consists of the Prices, R&D Allocation %, and any product discontinuations for the X5, X6, and X7 tablets for each of the four years: 2012, 2013, 2014, and 2015.·         You must present a rational justification for this strategy. In other words, you must make a case for your proposed strategy using financial analysis and relevant theories.·         Use the CVP Calculator and review the PowerPoint that explains CVP and provides some examples.·         You need to crunch some numbers (CVP Analysis) to help you determine your prices and R&D allocations.·         Make sure your proposed changes in strategy are firmly based in this analysis of financial and market data and sound business principles. Your goal is to practice using CVP and get better at it.·         Present your analysis professionally, making strategic use of tables, charts and graphs.·         Time Line Summary.SLP1·         2015: Hired on December 15.·         Turned in first report to Sally a few days early on December 30.·         Celebrated on December 31.SLP2·         Time Warp 1 begins: January 1, 2016 warps into January 1, 2012.·         You realize you have to make decisions for 2012 – 2015, which you do.·         December 31, 2015 – You have gone through all four years, and you write your report to summarize how you did. You are hoping that you will wake up tomorrow and it will be 2016.SLP3·         Time Warp 2 begins: January 1, 2016 warps into January 1, 2012. (Again)·         Now it is January 1, 2012: You decide to use CVP analysis and develop a four-year plan for your strategy. You analyze the results of your first decisions in Time Warp 1 and make notes. You use the CVP Calculator to help you develop your strategy and you make more notes explaining your logic and your analysis.SLP4·         January 2, 2012: You begin to implement your four-year plan. You follow it and use the pre-determined decisions for each year, through 2015. You keep track of the results, year by year, both financial and marketing.·         Celebrate – December 31, 2015·         Time Warp 3 begins: January 1, 2016 warps into January 1, 2012 (Again).·         Now it is January 1, 2012 (for the third time). You do it all over again, one more time. You decide to do the same thing you did the last time and develop a four-year plan. You use CVP, analyze your previous results, and make notes explaining what you did and why.ASSIGNMENT EXPECTATIONSYour paper will be evaluated on the following seven points:·         Breadth – Is the full breadth of the subject, that is, the Keys to the Assignment, addressed?·         Depth – Does the paper address the topic in sufficient depth and include the background reading and other background resources as references?·         Critical thinking – Is the subject thought about critically, that is, accurately, logically, relevantly, and precisely?·         Clarity – Is the writing clear and are the concepts articulated properly? Are paraphrasing and synthesis of concepts the primary means of responding to the questions or are points conveyed through excessive use of quotations?·         Organization – Is the paper well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are headings included in all papers longer than two pages?·         Referencing (citations and references) – Does the paper include citations and quotation marks where appropriate? Are the references from the background reading and assignment present and properly cited? Are all the references listed in the bibliography present and referred to via citation?·         Application – Are the concepts of the module appropriately applied to the subject?TIPS AND SUGGESTIONSNote the following tips and suggestions:·         YOU MIGHT FIND THESE DOWNLOADS USEFUL:Decision Matrix Table – Download this Word doc with a blank table you can use to show your proposed strategy decisions.PowerPoint discussing CVP – provides a good overview of Cost Volume Profit analysis, the various equations that you can use, and how to use it. Some examples are provided showing how to use the CVP Calculator.CVP Calculator – this an Excel-based calculator that you can use to determine prices, volumes, and profits. Keep in mind that it will tell you what need, but the market determines what you actually get.·         Include a cover page and reference page, in addition to the 4-6 pages of analysis described above.·         Include headings for all papers greater than two pages (basically all papers), but do not use headings as “space fillers.”·         Cite and reference all sources that you use in your work, including those that you paraphrase. This means include citations and quotation marks for direct quotes of more than five words, and citations for that information which you have “borrowed” or paraphrased from other sources.·         Follow TUI Guidelines for well-written papers.                   BUS599 – MBA Integrative ProjectModule 4 – CaseCase: Outputs Diagnosis, SLP: Time Warp 3BACKGROUNDXCGTHE EXCELLENT CONSULTING GROUPCOMMUNICATION FROM ART:Onward to the next project: Outputs of Whole Foods Market. As I indicated before, this is a follow-up using the Nadler-Tushman Congruence Model.We need to analyze how Whole Foods Market has been doing in terms of its performance and how it stacks up against its goals. We will do this at three levels: the overall organizational level, the group level, and the individual level. The Congruence Model explains this well. You should be up to speed on this model.The executives want to know how congruent the outputs are across the three levels. Given your analysis of performance at each of the three levels, are the interactions of these outputs congruent – highly, somewhat, or very little? Make this determination and support it with a logical argument using the information that you obtain about Whole Foods Market’s goals and performance.REQUIRED READING:Nadler, D. A. & Tushman, M. L. (1980) A Model for Diagnosing Organizational Behavior. Organizational Dynamics, 9 (2), 35-51. Retrieved on November 7, 2012 from EBSCO.CASE 4 ASSIGNMENT:Use the Nadler-Tushman Congruence Module to analyze Whole Foods Market’s outputs. Start with the Organizational Level. Identify the Outputs – what does it produce and sell? What are its goals? How has it been performing? Then go the group level. What are some groups that Whole Foods Market identifies, and the goals and performance of these groups. Finally, discuss the Individual level. Here you will find it difficult to get much detailed information, so identify five to seven key jobs and their outputs. How can the performance of these jobs be measured? Finally determine the congruence of the outputs and make a strong argument for your case.Be sure to include references. Turn in the 5- to 7-page paper by the end of the module.KEYS TO THE ASSIGNMENT:In order to make your case you need to identify the outputs of the organization at each of three levels. Also identify the goals that it has set and its current performance. Include the following:·         Outputs at the organizational level are the products and/or services that it provides to its customers. What are these and how does the company categorize them? How does it measure its organizational performance (e.g., sales, net profit, return on sales, return on assets, market share, customer satisfaction, etc.). Provide some specific performance data.·         What are some ways the company identifies groups? For example, are there geographic groups (or divisions), functional groups, etc. What are the outputs of these groups? How does it (or how might it) measure performance of these groups?·         What are some of the key individual functions, and what are their outputs? How do these outputs contribute to the group outputs? How do they measure individual performance?·         Evaluate how the outputs at the different levels interact with each other. Determine if you think the congruence of the outputs is high, medium, or low. Then make a strong case. It is very important that you support your position with evidence and information that you have discussed earlier in the report.ASSIGNMENT EXPECTATIONSYour paper will be evaluated on the following seven points:·         Precision – Does the paper address the question(s) or task(s)?·         Breadth – Is the full breadth of the subject, that is, the Keys to the Assignment, addressed?·         Depth – Does the paper address the topic in sufficient depth and include the background reading and other background resources as references?·         Critical thinking – Is the subject thought about critically, that is, accurately, logically, relevantly, and precisely?·         Clarity – Is the writing clear and are the concepts articulated properly? Are paraphrasing and synthesis of concepts the primary means of responding to the questions or are points conveyed through excessive use of quotations?·         Organization – Is the paper well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are headings included in all papers longer than two pages?·         Referencing (citations and references) – Does the paper include citations and quotation marks where appropriate? Are the references from the background readings and assignment present and properly cited? Are all the references listed in the bibliography present and referred to via citation?TIPS AND SUGGESTIONS·         You may use a simple diagram to highlight important factors. However, do not use the diagram in lieu of valuable analysis (or to take up writing space) – it should be in addition to your 5-7 pages of analysis.·         Just because you have written the minimum four pages does not mean that you have adequately covered the topic. Err on the side of writing more rather than less.·         Choose the data you use carefully. Is it relevant and important?·         Include a cover page and reference page, in addition to the 5 to 7 pages of analysis described above.·         Include headings within the paper.·         Cite and reference all sources that you use in your work, including those that you·         paraphrase. This means include citations and quotation marks for direct quotes of more than five words, and citations for that information which you have “borrowed” or paraphrased from other sources.Follow TUI Guidelines for well-written papers.                  BUS599 – MBA Integrative ProjectModule 5 – BackgroundCase: System Feedback Loops, SLP: Time NormalBackground Reading for Case 5While most of models of organizational diagnosis that we have been exposed to in this class recognize the existence of feedback loops, none of them really offer a thorough discussion of the complexity of feedback or how it can be used to promote organizational improvement and development. To get a better view of this topic, we turn to the work on systems thinking and organizational learning. Much of this literature is based on the work of Peter Senge, whose seminal book The Fifth Discipline popularized the notion that organizations are capable of learning.In all of the reading, pay particular attention to the two types of Feedback Loops: Reinforcing Feedback that causes growth, and Balancing Feedback that provides stabilizing effects.This first reading is a good overview.Bellinger, G. (2004) Introduction to systems thinking. Retrieved from http://www.systems-thinking.org/intst/int.htm on November 7, 2012.This second reading is quite long and reviews much of the work in the area of learning organizations. Read it all if you like (see menu on left side of the page), but the most relevant part of the paper for this course is part VI, which covers systems thinking:Larsen, K., McInerney, C., Nyquist, C., Santos, A., & Silsbee, D. (1996) Learning Organizations (Part VI: Systems Thinking) Retrieved from http://leeds-faculty.colorado.edu/larsenk/learnorg/index.html on November 7, 2012IF YOU ARE STILL CONFUSED ABOUT FEEDBACK LOOPS, [retrieved on November 7, 2012]. Here is another tutorial on this complex concept.Optional Case 5 Reading:Bellinger, G. (2004) theWay of systems. http://www.systems-thinking.org/theWay/theWay.htm Retrieved on November 7, 2012.Bellinger, G. (2004) Archetypes. http://www.systems-thinking.org/arch/arch.htm Retrieved on November 7, 2012.This is the home page for the extensive site from which much of the material for this module was taken. http://www.systems-thinking.org/index.htm Retrieved on November 7, 2012.There are no reading assignments for SLP 5                      BUS599 – MBA Integrative ProjectModule 5 – SLPCase: System Feedback Loops, SLP: Time NormalBACKGROUNDIn Module 5, you will continue with the scenario and simulation you worked on in the Module 1, Module 2, Module 3, and Module 4 SLPs.REQUIRED READINGSCENARIO CONTINUATION:It is still 2012: January 2, 2012, the beginning of Time Warp 3. You have completed your analysis and revised strategy for the next four years. Just like the last time, you enter your predetermined decisions each year and collect the data for future analysis.Now it is New Year’s Eve, 2015, and you are hoping against hope that Time Warp 3 and all time warps will soon come to an end. You have the results of your decisions. How did you do? What was your final score?It’s New Year’s day, 2016. You just had a great New Year’s Eve celebration, you finished another four years of moving Clipboard Tablet Co. through 2012 – 2015, and are ready to charge ahead into the future. You turn on the TV and notice something strange (again?). The TV commentator is saying something about New Year’s Day, 2016. You have moved ahead into 2016.You realize that this experience has been invaluable. You know it will help you make better decisions for Clipboard Tablet Co. as you move forward. But before you move ahead, you want to make sure that you have learned what you need to know.You decide to analyze and compare the last two Time Warp results. You want to see how this last Time Warp results compare to the previous Time Warp results (the results from this run in SLP5 to the results of the run in SLP4). Putting the results side by side and the decisions side by side, you are able to analyze what happened and how the results are different. You use CVP analysis to help you understand why the results were different.You think this is very important and you write it all down so you can refer back to it later if you need to as you move forward into 2016 and beyond.You hope this never happens to you again, even though you realize how valuable this experience has been.ASSIGNMENTRun the simulation with the Strategy that you developed in SLP4 for Time Warp 3. Collect the results for all three products over all four years. Compare the results from Time Warp 3 with those of Time Warp 2. Show the results side by side and show the decisions side by side. Explain how they are different. Use CVP analysis to explain why they are different.Please turn in a 4- to 6-page paper, not including cover and reference page.KEYS TO THE ASSIGNMENTThe key aspects of this assignment that should be covered and taken into account in preparing your paper include:·         You need to be detailed, clear, and complete.·         Using CVP analysis, explain how the different prices and R&D allocations have generated different results.·         Celebrate the end of the Time Warps.·         Time Line Summary.SLP1·         2015: Hired on December 15.·         Turned in first report to Sally a few days early on December 30.·         Celebrated on December 31.SLP2·         Time Warp 1 begins: January 1, 2016 warps into January 1, 2012.·         You realize you have to make decisions for 2012 – 2015, which you do.·         December 31, 2015 – You have gone through all four years, and you write your report to summarize how you did. You are hoping that you will wake up tomorrow and it will be 2016.SLP3·         Time Warp 2 begins: January 1, 2016 warps into January 1, 2012. (Again)·         Now it is January 1, 2012: You decide to use CVP analysis and develop a four-year plan for your strategy. You analyze the results of your first decisions in Time Warp 1 and make notes. You use the CVP Calculator to help you develop your strategy and you make more notes explaining your logic and your analysis.SLP4·         January 2, 2012: You begin to implement your four-year plan. You follow it and use the pre-determined decisions for each year, through 2015. You keep track of the results, year by year, both financial and marketing.·         Celebrate – December 31, 2015·         Time Warp 3 begins: January 1, 2016 warps into January 1, 2012 (Again).·         Now it is January 1, 2012 (for the third time.) You do it all over again, one more time. You decide to do the same thing you did the last time and develop a four-year plan. You use CVP, analyze your previous results, and make notes explaining what you did and why.SLP5·         January 2, 2012: you begin to implement your four-year plan. You follow it and use the pre-determined decisions for each year, through 2015. You keep track of the results, year by year, both financial and marketing.·         December 31, 2015 – Celebrate and hope for the best.·         January 1, 2016 – You made it through the Time Warp – you analyze the results, compare this last run with the previous run, and write your final report.ASSIGNMENT EXPECTATIONSYour paper will be evaluated on the following seven points:Precision – Does the paper address the question(s) or task(s)?·         Breadth – Is the full breadth of the subject, that is, the Keys to the Assignment, addressed?·         Depth – Does the paper address the topic in sufficient depth and include the background reading and other background resources as references?·         Critical thinking – Is the subject thought about critically, that is, accurately, logically, relevantly, and precisely?·         Clarity – Is the writing clear and are the concepts articulated properly? Are paraphrasing and synthesis of concepts the primary means of responding to the questions or are points conveyed through excessive use of quotations?·         Organization – Is the paper well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are headings included in all papers longer than two pages?·         Referencing (citations and references) – Does the paper include citations and quotation marks where appropriate? Are the references from the background reading and assignment present and properly cited? Are all the references listed in the bibliography present and referred to via citation?·         Application – Are the concepts of the module appropriately applied to the subject?TIPS AND SUGGESTIONSPlease note the following tips and suggestions:·         YOU MIGHT FIND THESE DOWNLOADS USEFUL:Decision Matrix Table – Download this Word doc with a blank table you can use to show your proposed strategy decisions.PowerPoint discussing CVP – Provides a good overview of Cost Volume Profit analysis, the various equations that you can use, and how to use it. Some examples are provided showing how to use the CVP Calculator.CVP Calculator – This an Excel-based calculator that you can use to determine prices, volumes, and profits. Keep in mind that it will tell you what NEED, but the market determines what you actually get.·         Include a cover page and reference page, in addition to the 4-6 pages of analysis described above.·         Include headings for all papers greater than two pages (basically all papers), but do not use headings as “space fillers.”·         Cite and reference all sources that you use in your work, including those that you paraphrase. This means include citations and quotation marks for direct quotes of more than five words, and citations for that information which you have “borrowed” or paraphrased from other sources.Follow TUI Guidelines for well-written papers.                  BUS599 – MBA Integrative ProjectModule 5 – CaseCase: System Feedback Loops, SLP: Time NormalBACKGROUNDXCGTHE EXCELLENT CONSULTING GROUPCOMMUNICATION FROM ART:Let’s wrap up this project.So far, ABC Company and Whole Foods Market like what we’ve been doing. I have this last project, which involves analyzing Whole Foods Market’s feedback loops and organizational learning opportunities.I want you to take a look at the feedback loops in Whole Foods Market.REQUIRED READING:Refer to the background reading on System Feedback Loops.CASE 5 ASSIGNMENT:Identify one Balancing Loop and one Reinforcing Loop. These feedback loops should be critical to Whole Foods Market’s performance and success. You should have a good idea of what these are from your previous analysis.Explain each one of these loops – what are the causal factors and how do they affect each other. For the Reinforcing Loop, look for an area where there is growth. For the Balancing Loop, look for goal behavior. Once you have identified and explained these critical feedback loops, identify how Whole Foods Market has generated organizational learning, and how they can go further and generate additional organizational learning. What do they need to do to improve their performance further?Be sure to include references. Turn in the 5- to 6-page paper by the end of the module.KEYS TO THE ASSIGNMENT:This is what you need to do:1.    Determine the two critical feedback loops. Describe each Feedback Loop that you identify in your organization and explain why you selected them. Make sure you explain the Loop, the cause and effect process within the Loop. You could also include a Causal Loop Diagram. If you do, show the arrows and direction of effect (+ or -). Also, determine what the warrant is for your case.2.    Briefly discuss the theory of organizational learning so that you provide a summary of this information to the executives – establish this as common ground.3.    Identify the learning activities in each feedback loop that Whole Foods Market has already undertaken.4.    Identify the opportunities for organizational learning in each Feedback Loop. Make a Case that these are learning opportunities. Logically show how the feedback process provides an opportunity for the organization to learn and improve its performance. Be precise. Depth and breadth in your discussion is always a good thing.ASSIGNMENT EXPECTATIONSYour paper will be evaluated on the following seven points:·         Precision – Does the paper address the question(s) or task(s)?·         Breadth – Is the full breadth of the subject, that is, the Keys to the Assignment, addressed?·         Depth – Does the paper address the topic in sufficient depth and include the background reading and other background resources as references?·         Critical thinking – Is the subject thought about critically, that is, accurately, logically, relevantly, and precisely?·         Clarity – Is the writing clear and are the concepts articulated properly? Are paraphrasing and synthesis of concepts the primary means of responding to the questions or are points conveyed through excessive use of quotations?·         Organization – Is the paper well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are headings included in all papers longer than two pages?·         Referencing (citations and references) – Does the paper include citations and quotation marks where appropriate? Are the references from the background reading and assignment present and properly cited? Are all the references listed in the bibliography present and referred to via citation?TIPS AND SUGGESTIONS·         You may use a simple diagram to highlight important factors. However, do not use the diagram in lieu of valuable analysis (or to take up valuable writing space) – it should be in addition to your paper of 5-6 pages of analysis.·         Just because you have written the minimum five pages does not mean that you have adequately covered the topic. Err on the side of writing more rather than less.·         Choose the data you use carefully. Is it relevant and important?·         Include a cover page and reference page, in addition to the 5-6 pages of analysis described above.·         Include headings within the paper.·         Cite and reference all sources that you use in your work, including those that you paraphrase. This means include citations and quotation marks for direct quotes of more than five words, and citations for that information which you have “borrowed” or paraphrased from other sources.·         Follow TUI Guidelines for well-written papers.                       BUS599 – MBA Integrative ProjectModule 6 – HomeIntegration and ReflectionModular Learning ObjectivesBy the end of this module, the student shall be able to satisfy the following outcomes expectations:ModuleReflect upon and integrate course concepts.TDParticipate in a threaded discussion in which you will reflect on course concepts.As your study in this course draws to a close, it is important to integrate the course content to ensure a comprehensive understanding of the concepts presented in each module. It is also important to “step back” and reflect on new levels of understanding, skills, and knowledge that were developed as a result of your efforts put forth throughout this course. It is particularly important to reflect on the course objectives (what you were intended to learn in this course).The course objectives are:Module 1Determine the best OD model to use for diagnosing a specific organization.Analyze a company’s performance and determine a modified strategy.Module 2Analyze a company’s performance and determine a modified strategy.Identify and analyze the key inputs of an organizational system and how they interact.Module 3Identify and analyze the key outputs of an organizational system and how they interact.Analyze a company’s performance and determine a modified strategy.Module 4Analyze a company’s performance and determine a modified strategy.Discuss the interrelatedness of various throughputs in an organizational system.Module 5Identify and discuss learning opportunities and feedback loops in organizational systems.Module 6Reflect upon and integrate course concepts. To close out this course please proceed a Self-Reflective Essay.