1. (p. 259) Inthe development of an advertising campaign or message, creative _____ involvesdetermining what the message will say or communicate, while creative _____deals with how the message will be implemented or executed.A. strategy; tacticsB. tactics; strategyC. mission: strategyD. tactics; visionE. vision; mission.Topic: Introduction
2. (p. 259) The_____ is used as the central theme of the advertising campaign and translatedinto attention-getting, distinctive, and memorable messages.A. animaticB. big ideaC. brand nameD. logoE. copy platform
3. (p. 259) Whichof the following statements is true about the use of creativity in anadvertising campaign?A. Because most advertising is creative, creativity isnot enough to break through the clutter.B. Creative advertising always has a positive impact onsales.C. Creative advertising that is not relevant to thetarget audience may have a greater impact than advertising that is relevant.D. The nature ofadvertising requires that everyone involved in the promotional planning processengage in creative thinking.E. Users of creative advertising can avoid using bigideas and unique selling propositions in their advertising campaigns.
4. (p. 260) Adsare often called _____.A. animaticsB. copy platformsC. creativeD. work plansE. storyboards5. (p. 260) The people who develop ads and commercials are knownas ____.A. innovatorsB. animaticsC. copy makersD. creative typesE. illuminators
6. (p. 260) Whichof the following statements is true about creative strategy andexecution?A. A good creative strategy and execution guarantees abrand will exceed its sales objectives.B. A good creative strategy almost never helps generatesales for a brand.C. Ads that are verycreative may not increase sales of a brand.D. Companies have no trouble coming up with creativeadvertising that differentiates their brands from the competition.E. Good creative strategy cannot help a struggling brandregain its former prominence.
7. (p. 260) Manycompanies are willing to spend hundreds of millions of dollars each year oncreative advertising because:A. they believe strongly in competitive parity.B. they realize marketing success is unrelated to theircreative advertising effort.C. they know that goodcreative strategy and execution are often critical to the success of a productor service.D. they want to win creative awards in order to respondto the intangibility and homogeneity characteristics of service.E. the development of good creative strategy is a scienceand is explained by marketing research.
8. (p. 260) Whichof the following statements is true regarding awards for advertisingcreativity?A. Ads that win creative awards almost always have apositive impact on sales.B. Most advertising and marketing people are supportiveof advertising awards because they feel creative people are more concerned withcreating advertising that sells their client’s products than with winningawards.C. As a rule, all advertising people believe awards arean inappropriate way of recognizing advertising creativity that often helpssell a client’s products.D. Not all advertisingcampaigns that have won creative awards have successfully generated sales fortheir clients’ products.E. An award winning ad leads to higher sales as it isgreatly liked and accepted by creative people.

200- 250 words APA format_____________________________Budgets, balance sheets, and other accounting tools provide a wealth of information for managers, but only if they know what they are looking at. It is time to learn the language and rules of finance!To prepare for this Discussion, complete the readings in your Learning Resources. Think about the financial decisions of many health care settings.
Post a comprehensive response to the following:
How might the basic accounting rules under the accrual principle differ for you as an individual (or family) from those applied in a health care setting?How are financial statements used to demonstrate the financial health of a health care setting? Select three key terms from the chapters (pp. 180 & 206) and explain how those key factors influence financial reporting in health care.___________________________________resources
Introduction to Health Care Economics & Financial ManagementChapter 10, “Basics of Financial Accounting and Reporting”Health care administrators often have to review and interpret financial statements. Financial statements are assessments and indicators of the financial health of an organization. They also reflect the perspective, tax status, and priorities of an organization. Financial statements show the impact of decisions made by leadership. In this chapter, you will review a brief history of financial accounting, regulation, and other accounting concepts. You will review the financial statements of the nonprofit SouthSide Hospital in this chapter and in Chapter 11.
Chapter 11, “Basic Financial Analysis”In this chapter, income statements and balance sheets from nonprofit SouthSide Hospital are used to enhance the health care professional’s ability to analyze a health care settings financial performance. Various methods for financial statement analysis and operating analysis are presented.Donal, B., & Cebenoyna, F. (2007). Alternative evidence on financial analysts’ use of financial statement information. Review of Accounting & Finance, 442. Retrieved from the Walden Library databases: http://search.proquest.com.ezp.waldenulibrary.org/docview/215633746/fulltextPDF/CE74F497BFCF455DPQ/13?accountid=14872Murty, A. V. N., & Misra, D. P. (2004). Cash flow ratios as indicators of corporate failure. Finance India, 18(3), 1315-1325. Retrieved from the Walden Library databases: http://search.proquest.com.ezp.waldenulibrary.org/docview/224377843?accountid=14872Palmer, M., & Sanders, T. B. (2008). Going concern debt rations: is the firm safe? Corporate Finance Review, 13(3), 25-33. Retrieved from the Walden Library databases: http://search.proquest.com.ezp.waldenulibrary.org/docview/198761845?accountid=14872

For this assignment, click on the attached link and read the section titled Distorted Thinking.
This reading details a list of commonly used cognitive distortions. Cognitive Behavioral Therapy teaches the individual to identify these distortions and then find alternative ways to reframe unhealthy thinking patterns.
Use your critical thinking skills to address the following:
What if any limitations might exist with this approach Cognitive Behavior Therapy?
Does CBT make sense?
Are there specific client populations for which CBT might be better suited?
Are there any of the listed cognitive distortions that you commonly use?
Be sure to proofread for spelling and grammar errors.
Complete this assessment in a 1-2 page paper with examples. Be specific.

The purpose of this assignment is for you to write a paper that connects concepts you are learning about in BUSA 206 to a real world situation (i.e. something specific you have encountered first hand or read about in the news). The paper is worth 20% of your final grade. The paper should:
Describe a specific real-life HRM challenge
Identify and explain a concept, model or theory from the textbook that can be applied to the management challenge
Discuss how this model or theory applies to the real-life management challenge
The concept, model or theory used for this assignment must come from textbook.
The paper should be between 800 and 1200 words and formatted as per the School of Business’s guidelines. More details on the specific expectations and grading criteria for the individual assignments can be found in the rubric. An electronic copy of the assignment is to be submitted via Moodle prior to the assignment deadline (see Schedule for details)
NEED academic sources ( at least 5 in this website: https://hbr.org)
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Complete the purpose statement and performance standards sections of strategic alignment worksheets for two functional areas of a fictional organization. Then write a 2–3 page summary analysis of the strategic alignment work you did.
Note: The assessments in this course build upon each other, so you are strongly encouraged to complete them in sequence. In this assessment, you are required to complete the SAWs you began in Assessment 1.
The four principal elements of management are planning, organizing, leading, and controlling. This assessment focuses on the dynamic relationship between the third and fourth of these elements: leading and controlling.
Your job as the department manager is to lead your teams so that organizational and department goals can be accomplished. For this assessment you will develop purpose statements for the two functional areas that you have chosen for the case study scenario. You will also establish performance standards for both functional areas.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 4: Evaluate how leading influences the role of a manager.
Explain how the purpose statement for a human resources functional area supports people leadership.
Explain how the purpose statement for a declared functional area supports people leadership.
Competency 5: Evaluate how controlling influences the role of a manager.
Create a strategically aligned purpose statement for a human resources functional area.
Create a strategically aligned purpose statement for a declared functional area.
Identify strategically aligned performance standards for a human resources functional area.
Identify strategically aligned performance standards for a declared functional area.
Explain how the performance standards for a human resources functional area reflect strategic alignment with the organization.
Explain how the performance standards for a declared functional area reflect strategic alignment with the organization
Required Resources
The following resources are required to complete the assessment.
Capella Multimedia
Atha Corporation: Leading | Transcript.
Atha Corporation: Controlling | Transcript.
SHOW LESS
Suggested Resources
The resources provided here are optional. You may use other resources of your choice to prepare for this assessment; however, you will need to ensure that they are appropriate, credible, and valid. The BUS-FP3011– Fundamentals of Management Library Guidecan help direct your research, and the Supplemental Resources and Research Resources, both linked from the left navigation menu in your courseroom, provide additional resources to help support you.
Capella Resources
Executive Department Management Instructions [DOCX].
Doubling Sales Memo [DOCX].
Capella University Library Resources
Rao, P. S., & Pande, H. S. (2010). Principles and practice of management. Mumbai, IND: Himalaya Publishing House.
You may want to pay particular attention to the chapters associated with leading and controlling, which are the focus of this assessment.
Aswathappa, K., & Shridhara Bhat, K. (2009). Production and operations management. Mumbai, IND: Himalaya Publishing House.
Bogardus, A. M. (2004). Human resources JumpStart. San Francisco, CA: Sybex.
Hiriyappa, B. (2009). Organizational behavior. Delhi, IND: New Age International Publishers.
Peterson Drake, P., & Fabozzi, F. J. (2010). The basics of finance: An introduction to financial markets, business finance, and portfolio management. Hoboken, NJ: Wiley.
Sheehan, B. (2011). Marketing management. West Sussex: GBR: AVA Publishing.
Bookstore Resources
These resources are available from the Capella University Bookstore:
Robbins, S. P., Coulter, M., & DeCenzo, D. A. (2017). Fundamentals of management: Management myths debunked! (10th ed.). Boston, MA: Pearson.
Assessment Instructions
Note: You will need to complete Assessment 1 before completing this assessment.
For this assessment, consider that you were asked to continue assisting an executive of the organization by completing the remaining sections of your strategic alignment worksheets (SAWs) for the human resources functional area and the additional functional area you selected for Atha Corporation. To complete this, your executive manager and you agreed that you should use the two strategic alignment worksheets you submitted for Assessment 1, and complete the following:
Conduct independent research to familiarize yourself with the process of developing a purpose statement and performance standards. You may find the materials listed in the Suggested Resources helpful, or you may refer to other resources.
Update the SAW for the human resources area by completing Section 2: Purpose Statement and Section 3: Performance Standards.
In the Section 2: Purpose Statement table, provide thoughtful answers to the four questions to arrive at your purpose statement for each functional area. Explain how the purpose statement will help produce effective results.
In the Section 3: Performance Standards table, identify at least three strategically aligned performance standards that will be used to measure the performance of the functional area team. Provide a rationale for each identified performance standard and explain how managers can support the team through measuring performance and taking corrective action.
Update the SAW for the additional functional area you selected by completing Section 2: Purpose Statement and Section 3: Performance Standards.
In the Section 2: Purpose Statement table, provide thoughtful answers to the four questions to arrive at your purpose statement for each functional area. Explain how the purpose statement will help produce effective results.
In the Section 3: Performance Standards table, identify at least three strategically aligned performance standards that will be used to measure the performance of the functional area team. Provide a rationale for each identified performance standardand explain how managers can support the team through measuring performance and taking corrective action.
Write one 2–3 page summary analysis on the sections you just completed for your SAWs. In your analysis, address the following questions:
For each SAW, explain how the purpose statement for that functional area addresses the people leadership aspects of management by promoting trust, motivating employees, and supporting collaboration. Assess potential management challenges associated with the purpose statement.
For each SAW, explain how the performance standards reflect strategic alignment with the organization, through support of the other sections of the SAW (the goals and activities and purpose statement) and your revised organizational charts.
Indicate the research you used to support your work.
Describe the current or past experience (if any) you used as the basis for this activity.
Based on an executive audience, your summary should be well organized and written in clear, succinct language. Follow APA rules for attributing sources that support your analysis and conclusions.
Academic Integrity and APA formatting
As a reminder related to using APA rules to ensure academic honesty:
1. When using a direct quote (using exact or nearly exact wording), you must enclose the quoted wording in quotation marks, immediately followed by an in-text citation. The source must then be listed in your references page.
2. When paraphrasing (using your own words to describe a non-original idea), the paraphrased idea must be immediately followed by an in-text citation and the source must be listed in your references page.
Submit all three of the following as attachments to this assessment:
Your completed SAW worksheet for the human resources functional area.
Your completed SAW worksheet for the additional functional area you chose.
Your summary analysis.
attachmentcf_saw_human_resources.docxattachmentcf_saw_operations_and_production.docxattachmentControllingScoringGuide.pdf