Argumentative Essay On Jayber Crow - 1078 Words

Mahogany Professor Argumentative Essay 1 December 2017 Jayber Crow Slowly, patiently, the observer becomes the participant; a cub hunting for its first meal. Have you ever come across a friend like this? This friend often being reserved and standoffish then turning into a pariah? Jonah Crow, an orphan at the age of ten grew up in the face of adversity he knew the feelings of loneliness and want; seeing as his mother, father, aunt and uncle died leaving him helpless at an orphanage in the town of Port William, Kentucky. This is a book about Heaven, or the fact that Jayber could actually be living in a hell where the participants fail to love one another, where they hate and destroy the objects and people they love, everything done is done†¦show more content†¦He was intermittent, always moving frantically from task to task, building his empire purely on money, which entirely meant an empire built on his debt, which, again, means an empire built on accountability which Troy was not. An agribusinessman is a person who works in or manages an ag ricultural business. During the time Jayber Crow existed agriculture was all the rage. Family farms made up 40% of the American workforce. Readers could see why family farming was so important. So why would people want to bring in top gun machinery and ruin the land for future crops? For money and growth of themselves, not for the farming industry because in the late 1900s farming dropped from 40% to a glum 4.6%. Agribusiness arrives and begins to slowly tear apart small farms in Jayber Crow’s world. Even in today’s society big businesses tower in our economy. It seems that agriculture is not given any thought when it comes to making a profit and this tremendous defect in humans is another reason people can not live just to please and benefit themselves. People who live to help people and become saints of the land and vow to protect it are the people who made the land last. Mattie Keith, Troy Chatham’s wife is an example of giving with no purpose to receive unlike big agribusiness men. Jayber several times throughout the novel expresses his great love for Mattie but what strikes Jayber like a is the fear that he and Troy are the same man

Poition Paper Driving Lisence Revoked for Drinking and...

There are many different views towards the topic of whether or not ones driver’s license should be permanently revoked for their first alcohol-related offense. My personal viewpoint towards this controversial and ongoing debate in our society is that a person should have more than one chance with regards to these offences. People under the age of twenty one who are involved in alcohol-related offences are not properly educated to the effects this substance has on the mind and body. Also, first time offenders, no matter their age, are not aware of the consequences their actions carry. Finally, if the offender has the disease of alcoholism there are programs to help them recover. To begin, there are many people under the age of twenty one†¦show more content†¦On my way home I got pulled over by a police officer. I passed all the field sobriety tests but when I blew in the machine I was just barely over the limit. I had to endure lots of fines, D.U.I. court and numerous classes as my consequences. When I was leaving work I did not feel impaired, however, I was. That was the first and last time I will ever drink and drive again. I had learned a lesson that I will never make again. People make mistakes and then usually learn from them, if the state was to permanently take away my license I would consider that extremely unfair. Finally, there are many people who suffer from the disease of addiction such as alcoholism. However, today we are more fortunate because there is a program called Alcoholics Anonymous; which has proven itself to be successful and allowing alcoholics to recover from this terrible disease. This is a twelve step program to help a person deal with their disease. I am also one of those people who has had their disease of addiction arrested through these twelve steps. They have changed my life completely. I never thought I could lose the compulsion to use in my life, but I have. However, there are some people who believe the addicti on to alcohol does not have any results of recovery in the twelve steps program Alcoholics Anonymous. According to Richard S. Sandor’s article â€Å"Alcoholics Anonymous is Effective in Treating Alcoholism,† in the Alcoholism Opposing Viewpoint, â€Å"Recovery from

Recruitment Policy vs Recruitment Process Free Essays

Find (Cntl-F) Best Paper Index Table of Contents RECRUITMENT POLICY VS. RECRUITMENT PROCESS: ESPOUSED THEORY AND THEORY-IN-USE ANNA M. STAFSUDD Department of Business Administration Lund University P. We will write a custom essay sample on Recruitment Policy vs Recruitment Process or any similar topic only for you Order Now O. Box 7080 SE-220 07 Lund Sweden INTRODUCTION This paper argues that recruitment policy does not influence the recruitment process to a large extent, as it represents an espoused theory, which is used to explain and idealize behavior after it has occurred. Instead, it is argued that recruitment decision assumptions will guide the recruitment process, as they represent theories-in-use. These recruitment decisions, in the form of how internal employees’ firm-specific knowledge is valued, will affect whether managers are internally promoted or externally recruited. How an organization values such knowledge may be inferred from control systems, which is illustrated using the examples of socialization and bureaucratic control systems. These control systems have been chosen, as they represent opposite perspectives on the value of firm-specific knowledge and will, therefore, have opposite impacts on internal or external recruitment being more probable. ESPOUSED THEORY AND THEORY-IN-USE The framework of Argyris and Schon (1974) presents how espoused theory and theory-inaction relate to each other, as well as to other variables. As can be seen in figure 1, espoused theory and theory-in-use can be positioned against each other, resulting in either congruence or incongruence. Furthermore, the figure depicts the assumption that espoused theory is separated from action and only serves to explain and idealize it afterwards. Instead, it is theory-in-use, which influences action, as people act according to the requirements of the governing variables of their theories-in-use. Theories-in-use will also tend to influence how a person will perceive the surroundings, i. e. the behavioral world. This is a world created by human convention and continued by human choice, rather than being an inherent nature of reality. Concluding a feedback circle, the behavioral worlds will be used as validation for those same theories-in-use, by which the behavioral worlds have been created and tend, therefore, to further reinforce them. This framework thus, depicts one problem with having theories-in-use, in that they tend to be self-sealing. Theories-in-use shaping action and behavioral world, while still using action and behavioral world as reasons and validation tends to enforce a circular logic, where a feed-back loop is dependent on the prior assumptions. One example of such a problem is presented by Argyris and Schon (1974), where a teacher experiences a self-sealing problem of assuming that his students are stupid. In assuming that the students are stupid, the teacher acts as though they are in fact stupid. By clearly letting the students know that he thinks they are stupid, the teacher will ask such questions as elicit stupid answers from them, thus, enforcing stupid behavior on the part of the students. The teacher will then test his theories and as he himself enforces stupid behavior in the students, his theories will be reinforced. The longer the teacher and the students interact, the more firmly will the teacher become in his theory-in-use of them being stupid. Academy of Management Best Conference Paper 2003 HR: G1 ———————-Figure 1 about here ———————–Apart from the earlier discussed variables there are five more, with which espoused theory, theory-in-use, action and behavioral world can be analyzed and which represent possible dilemmas in or between the other variables. Internal consistency may be analyzed for each of the two variables of espoused theory and theory-in-use, as a description of how internally consistent the theories and the assumptions of the theories are. Congruence, on the other hand, represents a means for analyzing fit or consistency between espoused theory and theory-in-use. Espoused theory and theory-in-use are related in the way that espoused theory represents what one says one is doing, whereas theory-in-use represents what one actually does do. Thus, theory-in-use influences action and behavioral world. Effectiveness is a variable, with which one can analyze how well actions enforce the behavioral world that a theory-in-use would lead to without the mediating variable of action. Effectiveness is, therefore, not used when analyzing espoused theory, as it will not influence action. The model also depicts a feedback loop, as theory-in-use influences action, which in turn leads to a behavioral world, which is then used to validate and reinforce theories-in-use. How well the behavioral world can be used to reinforce or gainsay theory-in-use in turn depends on how well the theory-in-use can be tested, i. e. the testability of the theory in a specific situation. Apart from these analytical variables, there is one more variable, which represents a normative dimension of the framework. This variable is represented by the values of the behavioral world. After having analyzed the other variables, a person would finally also ponder whether the behavioral world, created by the process involved in the framework, would be considered a positive or negative one. Depending on the answer, the person would perceive a propensity for stability or change. RECRUITMENT POLICY AND RECRUITMENT DECISION ASSUMPTIONS The espoused theory in the case of an organization’s recruitment activities is represented by the recruitment policy, as stated by the organization, whereas theory-in-use is represented by the assumptions on which the recruitment is actually based. An internal recruitment policy may in general be assumed, due to it being so common as it represents marketing towards the employees (Coff, 1997; Chan, 1996; Browner and Kubarski, 1991; Tanushaj, Randall and McCullough, 1988). In contrast to espoused theories, theories-in-use cannot be easily observed (Argyris and Schon, 1974). It can be argued that recruitment decision assumptions may be observed indirectly through what candidates are in fact recruited, but in such cases we would resort to tautology in assuming that persons are selected based on the fact that they are selected. However, patterns may of course be observed and analyzed. As for recruitment decision assumptions, it seems safe to argue that the primary governing variable in a recruitment process is recruiting the best candidate available for the position. The ability of a candidate is, however, difficult to evaluate and recruiters will, therefore, use different proxies in order to evaluate ability and reduce information uncertainty. Focusing on the recruitment process in terms of choice between internal promotion and external recruitment, it would seem more probable for an organization to recruit internally, as this reduces information uncertainty in that candidates may be directly observed. Furthermore, Academy of Management Best Conference Paper 2003 HR: G2 internal recruitment may be preferred due to employees’ firm-specific knowledge (Chan, 1996). The higher the value placed on firm-specific knowledge, the likelier will internal recruitment be. Recruitment decision assumptions in the case of what value is placed on firm-specific knowledge may be observed through what control systems are used. This argument is based on the assumption that control systems not only represent measurement systems in evaluating a manager’s behavior, but that they also signal what behavior is considered appropriate and, therefore, will be learned by managers. This reasoning is based on expectancy theory (Vroom, 1964), stating that motivation for a certain behavior depends on a person’s beliefs of what outcomes will tend to result from a specific behavior and the attractiveness a person attaches to those outcomes in terms of their ability to satisfy a person’s needs. Thus, persons will be shaped by what is expected from them by others. Consequently, as behavior and values are affected, control systems will have an impact on whether certain skills can be found in the organization or not. Here, the impact of the two control systems of socialization and bureaucratic control systems will be presented, as they relate to whether learning of corporate-approved behavior is valued or not. Thus, the difference lies in whether appropriate behavior needs to be learned over time or if it has been formalized by the organization in terms of for example rules and regulations. Socialization is a form of premise control, i. e. ontrol is exerted prior to the action (Cyert and March, 1988), which means that appropriate behavior is internalized by the employees. Not only actions, but also thinking, are thereby influenced to include appropriate assumptions and values. This is related to how institutionalization will tend to become self-reinforcing, after a while needing no rewards or other intervening procedures, as once institutionaliz ed social knowledge will tend to become a part of organizational daily life (Zucker, 1977). Lack of displaying the appropriate behavior will result in personal consequences. Reinforcements of proper behavior and thinking are in this context made in terms of peer approval, membership and leadership. In contrast, not displaying appropriate behavior will result in the person’s actions being perceived as deviating, which is punished by belittlement, hostility and ostracism (Anthony, Dearden and Bedford, 1989). A high degree of socialization will affect the recruitment process in numerous ways. First, managers who do not embrace the appropriate values and display the appropriate behavior will have a lesser chance of being promoted. Second, the internal managers will have an advantage, compared to the external ones, in the recruitment process. Third, a recruiter would tend to feel less uncertainty in recruiting a person from within the organization, knowing that the person has had opportunity to learn appropriate behavior and not having to resort to indirect signaling of such behavior in other candidates. Bureaucratic control systems do not provide the difficulty of observation that socialization does, in that this form may be termed the most visible of controls, where appropriate behavior is signaled by such mechanisms as budgets, reports and other documents. This form of control may be termed action control (Cyert and March, 1988), i. e. control is exerted during the action, which means that appropriate behavior is not internalized. Instead, tasks are simply performed in accordance with for example manuals, without having to reflect on what the appropriate action is. Thus, this form of control concerns mainly behavior and not an internalization of appropriate thinking. However, I stress my use of the word mainly, as repeated actions may in time be internalized and transferred into control of thinking and especially so if the bureaucratic control mechanisms in question are stable over time. Here, reinforcements of appropriate behavior consist of management commendation, monetary incentives and promotions, whereas Academy of Management Best Conference Paper 2003 HR: G3 punishment for the wrong behavior will tend to consist of demanding the person accountable to explain the behavior in question (Anthony, Dearden and Bedford, 1989). Reinforcements and punishments can in the case of bureaucratic control systems be considered to consist of more normative than affective mechanisms, as compared to possible ostracizing in organizations with a high degree of socialization. In the case of bureaucratic control systems, internal candidates will not tend to have the advantage of inherent knowledge of corporate values, to which external candidates do not have access. Therefore, as no internalization of appropriate values is present, external candidates will have a greater possibility of attaining a position, as compared to when organizations use socialization as control mechanism. The competitive situation will be more equal and the possibility and probability of external recruitment is, therefore, increased. However, there may still be higher costs incurred and a higher information uncertainty with external recruitment, as internal candidates may be observed directly. The above arguments do not include a certain prediction that a high degree of socialization will invariably lead to internal recruitment and bureaucratic control systems to an external one. They propose that external recruitment is made possible and, therefore, more likely by the absence of internalized knowledge of appropriate behavior and thinking, as such is instead formalized into rules and regulations. Indeed, this proposition may also include the opposite relationship, where a high degree of socialization may in fact incapacitate employees in terms of new thinking and dealing with new situations (Alvesson, 1993). For example, Wiersema and Bantel (1992) found that organizational tenure in CEOs was negatively correlated with strategic change. This implies that the longer persons stay in an organization, the more will they strive to preserve the organizational status quo and especially so in the case of a high degree of socialization. Thus, if new thinking is required in an organization with a high degree of socialization, due to for example a changing external context, external recruitment may be needed in order for the organization to cope with it. Degree of resistance to attempts of change tends to be related to the degree of institutionalization (Zucker, 1977). Still, the proposed relationship of recruitment being influenced by what value an organization places on firm-specific knowledge holds true, as the inherent knowledge of the internal employees has been transformed from a competitive advantage into a competitive disadvantage. A DILEMMA OF TWO EVILS When deciding on form of control system, the organization will not only communicate and influence its recruitment decision assumptions in terms of internal and external recruitment, it will also influence what conflict it will be affected by when trying to achieve its goals. Inconsistency in one’s theories-in-use leading to no attaining one’s goals or incongruence in what one is doing and what one is saying one is doing, leading to not keeping one’s worldpicture constant. With a high degree of socialization, an organization will tend to have congruence between recruitment policy and recruitment decision assumptions, promoting a positive self-image. The organization will, however, tend to suffer from the conflict of an internally inconsistent theoryin-use in the form of recruitment decision assumptions, as internal candidates will not be the best ones in all situations, although having the advantage of internalized knowledge of corporate values. This conflict may be lessened by prioritizing internal recruitment, which would also Academy of Management Best Conference Paper 2003 HR: G4 avoid incongruence between recruitment policy and recruitment decision assumptions. Just such a case has indeed been promoted by previous research (Chan, 1996), in claiming that external candidates will be recruited only when they are very superior to internal ones, in that employee well-being needs to be promoted for the organization to be able to continue its existence. If instead recruiting the best candidate is prioritized, the organization will instead suffer from the same conflict as organizations with a high degree of bureaucratic control systems. In promoting the best candidate, external recruitment will be more possible as well as probable and the existing employees’ may perceive the incongruence of an internal recruitment policy and external recruitment. As for an organization with a high degree of bureaucratic control systems, the recruitment decision assumptions are internally consistent. However, it will face a conflict of incongruent recruitment policy and recruitment decision assumptions, as the recruitment decision assumptions promotes the recruitment of the best candidate, regardless of organization membership. Although those responsible may not believe in the espoused theory, the incongruence may nevertheless be noticed by employees, who may feel deceived and mistreated in receiving less promotion opportunities. This may lead to consequences such as a lack of motivation for staying with the organization and, in time, a high employee turnover. Furthermore, this conflict would probably not be resolved by the organization boldly admitting to not recognizing organization membership as a variable in recruitment decisions, as this would hardly result in persons wanting to enter into the organization in the first place. In such cases when corporations with a high degree of bureaucratic control systems recruit internally, no incongruence will arise. However, it is unlikely that internal candidates will always be the best ones and, therefore, one of the wo conflicts will tend to arise. The conflicts of inconsistency in recruitment decision assumptions and incongruence between recruitment policy and recruitment decision assumptions may be perceived as the organization breaching the implicit contract of them providing employees with future economic safety, while the employees have fulfilled their part of it by providing the organization with ability (Morrison and Robinson, 1997; Cassell, Juris and Roomkin, 1985). As organizations commonly only succeed in inspiring conditional trust in their employees, any discrepancy in behavior may lead to a distrustful environment (Jones and George, 1998), which is hardly conducive for employee well-being, nor for productivity. Although such mistrust is bad in itself, the situation may worsen if perception of breach of contract evolves into a perception of violation of contract (Morrison and Robinson, 1997), as breach of contract focuses on the cognitive aspect, whereas violation affects the employee emotionally. Whether a breach of contract will evolve into a violation in the perceptions of the employees depends on the perceived magnitude of the discrepancy, how it affects the employee, whether the discrepancy is perceived as purposeful or not, if the procedure leading to the discrepancy is perceived to have been fair and the employee’s overall social relationship with the organization. Thus, in the case of discrepancies caused by the recruitment process, the evaluation will, first, be worsened by employees having a relational contract, i. . it is broad, open-ended and long-term, based not only on monetary elements but also socio-emotional ones such as loyalty and support (Rousseau and McLean Parks, 1993). Second, individual situations will determine perceptions of magnitude and fairness, but perceptions of discrepancies will generally worsen, due to the purposeful breach in deciding on recruiting an external candidate. Counterintuitively, employees will tend to experience less violation if discrepancies in contract are more common than not, which is, however, consistent with unexpected negative events leading to more intense emotional responses than expected ones (Ortony, Clore and Academy of Management Best Conference Paper 2003 HR: G5 Collins, 1988). Therefore, we would expect external recruitment to elicit more severe conflict in organizations with a high degree of socialization than in the case of bureaucratic control systems. As this breach will occur in relation to recruitment decision assumptions and organizational norms, this will probably also increase perceptions of breach of contract. However, as such recruitment will tend not to occur on an extensive basis, the impact on present managers will not be great, unless in the case of filling top management positions with external candidates, thus, extensively lessening internal managers’ possibility of advancement. In the case of organizations with a high degree of bureaucratic control systems, the discrepancies will be more common and relate to not following the recruitment policy, which will probably lessen the impact of such breaches. Nevertheless, such extensive external recruitment will reduce internal managers’ possibilities of advancement. Although this may not lead to recurring perceptions of violation of contract, it may instead infer a state of organizational cynicism (Dean, Brandes and Dharwadkar, 1998) among employees. Such cynicism would then infer a belief that the organization lacks integrity, a negative affect towards the organization and tendencies to disparaging and critical behavior towards it. Such perceptions seem unlikely to improve individuals wanting to join the organization, nor will they tend to improve motivation. Ultimately, evaluation of organization behavior will depend on employees’ beliefs about whether they have been treated honestly and respectfully as well as having received adequate justification for the contract breach (Bies and Shapiro, 1987). Perhaps this is the cause of organizations sometimes specifying their policies by saying that although they are, of course, intended to bring about internal promotion, this has to be re-evaluted in specific cases, such as when recruiting experts or managers. Figure 1 Argyris and Schon’s framework contrasting espoused theory and theory-in-use. Espoused Theory Internal Consistency Congruence Effectiveness Values Internal Consistency Theory-in-use Action Behavioural World Testability REFERENCES AVAILABLE FROM AUTHOR Academy of Management Best Conference Paper 2003 HR: G6 How to cite Recruitment Policy vs Recruitment Process, Essays

Business Computing and Global Informatization †MyAssignmenthelp.com

Question: Discuss about the Business Computing and Global Informatization. Answer: Introduction This paper analyzes the data that has been calculated in a spreadsheet of CQ University Solar Power Analysis Worksheet. The paper analyzes the results of different calculations on solar panel types that are suitable for a particular type of business. The paper analyzes the best choice of solar panel in the case where the university considers both the gross return and the price. The paper analyzes the overall scores for all the ten solar panel types under consideration (Business Computing: Grundlagen und Standardsoftware,2012). The efficiency of each solar panel is also considered and compared to each other to determine the most efficient solar panel. Another variable being analyzed is the value of electricity generated by each of the generators per year. Fusion Catcha generator has the highest electricity production capacity with a value of $613. The analysis helps the university to determine the best solar panel from among the ten. The decision on the solar panels to be installed depends on a combination of a variety of factors (Adomavicius Gupta, 2009). The greenhouse gas reduction for each and every solar panel is also calculated and analyzed. The greenhouse gas reduction is measured in tones per year. Fusion Catcha solar panel has the highest reduction rate at 3.57 tons per year. This is important because it establishes the environmental sustainability of the solar panels. Should CQU adopt solar panels as a source of electricity? CQU University should adopt solar panels. This is because of the many advantages that the solar panels are seen to posses when compared to other sources of energy. The cost of solar panel installation is also low and the no monthly bills need to be paid. CQU should therefore install solar panels due to the advantages highlighted from the analysis that follows. From the analysis of the above graph and from the data provided concerning the solar panels, it is possible to easily evaluate and make a decision on which solar panel should be chosen. I would recommend the purchase of the solar panel with the highest yearly Gross return while at the same time it is cheap. In this case, there exist two options which I would explore. There are two solar panels with a price range of $250 and a corresponding gross return rate of 64%.The two solar panels would cost me the same price and the rate at which they return capital is also the same. The gross return rate is the rate at which the solar panels generate electricity value comparing to the initial purchase cost of the solar panel. The solar panel being purchased at $250 will generate electricity with a gross return value of 64% per year (Informatization, IEEE Computer Society, 2011). Therefore, this means that by the end of the first year after purchase, the solar panel will have generated electric ity worth $160. By the end of the second year, the solar panel will have generated electricity worth $320. This therefore means that the solar panel is economically desirable and very productive. I would therefore recommend the purchase of solar panel MR Solar EKS or SolarLife AB200. In case the overall score was calculate based on the output of the solar panels alone, it would be much easier to select the solar panel to purchase. This is because in this case, I would select the solar panel with the highest output capacity. From the consideration and analysis of information and data on the spread sheet, the solar panel with the highest output capacity is Fusion Catcha. The solar panel has an output capacity of 1600W. It therefore means that the solar panel will generate more electricity than all other solar panels. Therefore based on output capacity alone, I would recommend installation of Fusion catcha solar panel. If we calculate the entire scorecard on the basis Greenhouse Gas Reductions alone, the solar panel that has the best greenhouse gases reduction rate will be chosen. An evaluation of the spreadsheet data reveals that the solar panel with the highest reduction of greenhouse gases is Fusion Catcha. The greenhouse reduction rate is measured in Tonnes/year. The data from the chart shows that FusionCatcha reduced greenhouse gases by 3.5 tonnes per year. This is very significant compared to the solar panel with the lowest reduction rate at 0.02 tonnes per year. Therefore, I would recommend Fusion Catcha since it has the best greenhouse gas reduction capacity. With the combined scorecardon the basis of Gross Return in percentage alone, I would settle on Mr Solar EKS or SolarLife AB200. This is because the two solar panels have the best Gross return per year. They both tie at 64%. This means that once the solar panels are bought, they will have recouped around $160 within the first year. This is valued based on the electricity they will have produced relative to their initial cost of purchase. A scorecard based on the electricity generated in KW/Year would mean that the set solar panel is the one that generates many kilowatts per year than the rest. Therefore, the best solar panel in this consideration is FusionCatcha which produces 4088KW/year. It will be followed by MegaSol 10,000 which generates 2555kilowatts per year. In case the consideration was being based on the value of electricity generated alone, I would recommend the purchase of Fusion Catcha (Narayan, 2010). This is because the solar panel has the highest rate of electricity generation which stands at $613 per year. This decision would be made because it would offer the university the best economic value. Consideration if the greenhouse gas reduction was weighed twice as high as the other variables If the overall rate of reduction of greenhouse gases weighed twice as high as the other variables, this would have a huge effect on the combined score. Since the combined score is determined by this formula: Combined score = (1 x Efficiency (%) / Maximum Efficiency (%) for all Solar Panels under review 1 x Greenhouse Gas Reductions (Tons/Year) / Optimum reduction of greenhouse Gas Reductions (Tons/Year) for all Solar Panels being analyzed 1 x Gross Return per Year (%) / Maximum Gross Return per Year (%) for all Solar Panels analyzed) / 10 This consequently means that the increased weight of reduction of greenhouse gases will change the greenhouse gas reduction rates calculations since it will be multiplied by two. The adjusted formula for calculating overall score for each of the solar panels will now be: Combined scorecard = (1 x Efficiency (%) / Maximum Efficiency (%) of Solar Panels analyzed 2x Greenhouse Gas Reductions (Tons/Year) / Maximum Greenhouse Gas Reductions (Tons/Year) for all Solar Panels under review 1 x Gross Return per Year (%) / Maximum Gross Return per Year (%) for all Solar Panels analyzed) / 10 The overall scorecard will change for all solar panels. Despite this computation the Fusion Catcha solar panel will remain to be better. This is because the effect for the change in weighing will be equal across all the solar panels under review. The Fusion Catcha solar panel is the panel with the best reduction rate even when the weights are the same and this will not change even after the weighing has changed even though the overall scores will change. Consideration if the Greenhouse gas reduction rate was weighed three times higher than the other variables If the Greenhouse gas reduction rate was weighed three times as high as other factors, the following would be the formula for calculating the overall score for each solar panel. Overall Score = (1 x Efficiency rate (%) / Maximum Efficiency (%) for all Solar Panels analyzed 3x Greenhouse Gas Reductions (Tons/Year) / Maximum Greenhouse Gas Reductions (Tons/Year) for all Solar Panels analyzed 1 x Gross Return per Year (%) / Maximum Gross Return per Year (%) for all Solar Panels analyzed) / 10 The overall scores for each solar panel would be affected by the change of weight for greenhouse gas reduction to 3 times higher than the rest considerations. However, this effect would be inconsequential to the solar panel to be recommended since it will still have the highest overall score. Therefore, I would recommend Fusion Catcha solar panel. Gross return consideration and economic consideration of UCQ adopting the installation of solar panels The best solar panel in many aspects as well as in terms of the overall scorecard is the Fusion Catcha solar panel. The Fusion Catcha solar panel has a Gross Return of 12% in a year. The gross return for each year of the solar panel is arrived at by multiplying the electricity generated value by the panels per year with the price of electricity per kilowatt expressed as a percentage. The gross return calculations are not realistic. This is because the calculation only factors in the price of a unit of electricity leaving out the costs that may be associated with generating this electricity. There are various other costs that have not been taken into account. These costs include; Installation costs, repair and maintenance cost and the costs of installing a back-up system when there is not enough sunlight to generate solar energy. If these costs were put into consideration, the gross return calculations would change and would give more meaningful and realistic figures to the university . I think CQU should invest in solar power. This is informed by the analysis of data in the spreadsheet. The adoption of solar panel by CQU will have both economic and environmental benefits to the university. One of the reasons why the university should adopt solar panels is that they will help to reduce greenhouse gases by a very huge margin. If the university adopts the best solar panels i.e. Fusion Catcha, it will be able to minimize greenhouse gases by 3.5 tonnes per year. This will help in preservation of the environment by the university. From the analysis of the data, if the university adopts solar panels, it will generate electricity worthy $613 per year for each solar panel. Given that the university will install a huge number of solar panels this will result to generation of electricity worthy thousands of dollars. This electricity will be enough to run the whole university and the surplus can be sold to the neighboring institutions for a profit. The solar panels will als o help the university to save on the cost of electricity from other sources. Recommendation The costs of installation of solar panels can be reduced by choosing a central location where the panels can be installed so as to form a central point of electricity generation. The costs can be reduced by proper maintenance of solar panels to avoid damage and increase their durability. Conclusion The evaluation of the various different variables in identifying the most suitable solar panels by the company has helped to clearly understand the best solution for CQU. The analysis of combined variables and independent variables has helped to identify different scenarios and results that would be achieved with each of the solar panels being reviewed. Despite its premium price, Fusion Catcha emerges as the best solar panel based on a variety of factors and the overall scorecard. I recommend that the Fusion Catcha solar panel be adopted for CQU University despite its high price. The solar panels will offer economic value and are more environmental friendly than any other solar panel. References Adomavicius, G., Gupta, A. (2009). Business computing. Bingley, UK: Emerald Business Computing: Grundlagen und Standardsoftware. (2002). Berlin, Heidelberg: Springer Berlin Heidelberg. Business Computing mit SAP R/3?: Modellierung, Customizing und Anwendung betriebswirtschaftlich-integrierter Gescha ftsprozesse Business Computing: Arbeiten mit MS-Office und Internet. (2008). Berlin, Heidelberg: Springer Berlin Heidelberg. International Conference on Business Computing and Global Informatization, IEEE Computer Society. (2011). Proceedings of the 2011 International Conference on Business Computing and Global Informatization: 29-31 July 2011, Shanghai, China. Los Alamitos, Calif.: IEEE Computer Society. Narayan, R. (2010). Business computing. Place of publication not identified: Centrum Press.