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Innovative Marketing B.V. ( Innovative Marketing) is a trusted international provider of innovative marketing and commerce solutions operating in 30 countries of the world. The solutions developed by Innovative Marketing assist their customers in increasing customer acquisition, profitability and loyalty. Innovative Marketing is currently considering a strategic alliance with an electronic payment service provider to be able to offer their clients secure and reliable solutions to improve their payment processing. Ideally, they would like to find a payment provider, whose business they might acquire at a later stage to add payment solutions to their range of services. Innovative Marketing has recently commenced negotiations with Friendly Payment, LLC (Friendly Payment), an emerging payment service provider, which seems to be able to offer them everything they are looking for. However, the Managing Board of Innovative Marketing is not fully convinced that they would like to tie themselves up to a company, which hasnt been in the market for long. While the negotiations continue, Innovative Marketing would like to keep their options open as long as their can and, in the meantime, approach other payment service providers to see if they can get a better deal with someone more experienced. However, the management of Friendly Payment has sensed that Innovative Marketing does not seem very committed to their future strategic relationship and, therefore, is now insisting on signing a Letter of Intent. Since Innovative Marketing does not want to lose a potential partner, its Managing Board has agreed to sign a Letter of Intent with an idea that it would be a non-binding document. You work as a junior legal officer at Innovative Marketing and you have received the following email from the Managing Director: From: Jayson Burns, Managing Director; To: Junior Legal Officer Subject: URGENT: Letter of Intent Hi, Ive just heard that Donald is in the hospital, so this week you are the only person who can review the documents and provide us with legal advice. Unfortunately, I have this urgent Letter of Intent, which Friendly Payment wants us to review and sign ASAP. Donald told me that you are aware of the general background information on these negotiations. Just in case, here are my main points: – we dont want to sign anything binding as we want to be able to walk away if we find someone better; – I want these negotiations and the strategic alliance we are discussing to remain confidential regardless of whether or not we end up signing a definitive agreement. Not sure if we end up signing one and when; – we have agreed on a 10% discount if we are to acquire their assets and this should be set in stone; – I dont want to bear any liability in case we decide to proceed with someone else. Please send me your comments with the detailed explanation of the reasons behind your comments and any suggested amendments/additional wording you advise to include. I will discuss them with Friendly Payment, but before I do so, I need to understand why we want to amend/add something. Best regards, Jayson Contract Drafting 2018-2019 Please review the attached Letter of Intent and prepare a written communication (in the appropriate form) to the Managing Director with your comments to the document and any suggested amendments/additional wording. Your communication should contain (i) the actual wording of amendments/additional provisions; (ii) explanation of the reasons behind your comment and/or amendments/additional wording; and (iii) what the consequences are if your advice is not followed. If there are more ways to approach a particular provision, please mention any viable alternatives as well. Formal requirements: – 1,500 words; – Appropriate format; – A4 Paper size; – 11 font – 2,5 margin; – Header with name, date, student number and legal product title. [Draft Letter of Intent starts as of the following page] Contract Drafting 2018-2019 LETTER OF INTENT This Letter of Intent (this Letter of Intent) sets forth the agreement of Friendly Payment LLC, a Delaware Limited Liability Company (hereinafter referred to as “Friendly Payments”), and Innovative Marketing B.V., a limited liability company incorporated under the laws of the Kingdom of the Netherlands (hereinafter referred to as “Innovative Marketing”), pursuant to which Friendly Payment and Innovative Marketing agree to enter into a strategic alliance to mutually pursue business objectives and to share certain business resources. 1. SCOPE OF STRATEGIC ALLIANCE The parties agree that Innovative Marketing shall discuss and offer its clients the opportunity to utilize Friendly Payments payments solutions (the Solutions) in conjunction with Innovative Marketings business and in conjunction with this Letter of Intent. The parties shall separately enter into any necessary license or other agreements between themselves or with customers relating to access to the Solutions. Pursuant to the alliance, Innovative Marketing shall, introduce and market Friendly Payment payment platforms and other services offered by Friendly Payment (collectively the “Services”), on terms mutually agreeable to Innovative Marketing, Friendly Payment and Innovative Marketings customer. Friendly Payment shall support and perform its payment and billing services (collectively the “Friendly Payment Services”) for Innovative Marketings customers and projects referred to Friendly Payment by Innovative Marketing. Any engagement to perform Friendly Payment Services shall be on such terms and conditions as Friendly Payment may approve in its sole discretion. Friendly Payment shall perform, schedule,staffandmanageallFriendlyPaymentServices. InnovativeMarketingshallprovide its products and solutions to Friendly Payment, which Friendly Payment intends to install on the Friendly Payment Billing Platform subject to the terms and conditions of the definitive Strategic Alliance Agreement (the definitive Agreement). Revenues received from business generated through the parties alliance shall be shared between the parties equally, with Innovative Marketing retaining 50% (fifty percent) of net revenue for business generated by Innovative Marketing and Friendly Payment retaining 50% (fifty percent) of net revenue for business generated by Friendly Payment. The parties recognize that each party may generate its own individual projects and customers that are not subject to the terms of the contemplated alliance or these revenue sharing provisions. 2. TERM The Letter of Intent shall be effective until the signing of the definitive Agreement, which shall be signed on or before the ninetieth (90th) day from the date of signing of this Letter of Intent. The Letter of Intent may be terminated upon mutual agreement of the parties. 3. FEES AND CAPITAL The parties agree that pursuant to this Letter of Intent, Friendly Payment shall receive a fee of EUR 500,000 (five hundred thousand euro) in two tranches of EUR 250,000 (two hundred and fifty thousand euro) payable within forty-five (45) days and ninety (90) days, respectively, after the signing of a definitive Agreement, which fee shall be used to fund software development and integration work associated with business developed by the parties pursuant to this Contract Drafting 2018-2019 agreement. Additionally, Friendly Payment shall be issued 100,000 (one hundred thousand) shares of Innovative Marketings common stock upon the execution of a definitive Agreement. 4. RIGHT OF FIRST OPTION TO PURCHASE. During the eighteen (18) months immediately following the execution of the definitive Agreement, Friendly Payment intends to provide Innovative Marketing with a right of first option to acquire substantially all of the assets of Friendly Payment at a 10% (ten percent) discount from the then-current fair market value of the assets (determined through a methodology mutually agreeable to the parties), at terms and conditions to be agreed by the parties, and subject to customary due diligence, representations and warranties. 5. INDEMNIFICATION. Each party shall indemnify, defend and hold the other party, its partners, shareholders, directors, officers, employees, and agents harmless from and against any and all third-Party suits, actions, investigations and proceedings, and related costs and expenses (including reasonable attorney’s fees) resulting solely and directly from the indemnifying Party’s negligence or wilful misconduct, and that neither party shall be required hereunder to defend, indemnify or hold harmless the other and/or its partners, shareholders, directors, officers, directors, employees and agents, or any of them, from any liability resulting from the negligence or wrongful acts of the Party seeking indemnification or of any third-Party. Each Party further agrees to cooperate with the other in the defence of any such claim or other matter. 6. INTELLECTUAL PROPERTY The parties agree that pursuant to a definitive Agreement, each Party shall be granted a royalty-free, non-exclusive, non-transferrable license during the Term of the Agreement to use the name and trademarks of the other (in forms provided by the Party owning such name or trademark) in conjunction with promoting or providing the services contemplated by this Letter of Intent. Work performed on engagements pursuant to the Letter of Intent by either Friendly Payment and/or Innovative Marketing, and information, materials, products and deliverables developed in connection with engagements pursuant to the Letter of Intent shall be the property of the respective party performing the work or creating the information. All underlying methodology utilized by Friendly Payment and Innovative Marketing respectively which was created and/or developed by either party prior to the definitive Agreement and utilized in the course of performing engagements pursuant to the Letter of Intent shall not become the property of the other. 7. GENERAL TERMS AND CONDITIONS Although this Letter of Intent is a contractually binding obligation of the parties, it is not intended to be exhaustive of all the points for inclusion in the definitive Agreement and any related agreements. The parties will negotiate in good faith additional customary and reasonable terms and conditions as part of the definitive Agreement and any related agreements. This Letter of Intent is merely a guide to the preparation of a mutually satisfactory definitive Agreement. Nothing herein shall be construed to preclude other provisions Contract Drafting 2018-2019 consistent with the terms of this transaction from being inserted in the definitive Agreement at the request of either party provided the other party agrees. 8. DEFAMATION. During the term of this Letter of Intent, neither party shall defame or make bad faith derogatory statements to third parties about the other party, which restriction shall not apply to statements made in legal, arbitration, administrative or investigative proceedings, or statements required to be made under applicable laws, court order or subpoena, or in a mandated discovery process in any legal proceeding. 9. EXCLUSIVITY From the signing date of this Letter of Intent until the date of signing the definitive Agreement, the parties agree that (1) each party will not, directly or indirectly, through any representative or otherwise, solicit or entertain offers from, negotiate with or in any manner encourage, discuss, accept, or consider any proposal of any other person relating to the strategic alliance similar to the subject matter of this Letter of Intent; and (2) each party will immediately notify the other party regarding any contact between the party or their respective representatives and any other third party regarding any such offer or proposal or any related inquiry. 10. ENTIRE AGREEMENT This Letter of Intent constitutes the full and complete agreement between the parties with respect to the subject matter contained in this Letter of Intent and there are no further or other agreements or understandings, written or oral, in effect between the parties relating to such subject matter, except as otherwise expressly referred to herein. 11. AUTHORITY The parties signing this letter affirm that they are an authorized representative of their respective business entity and have authority to enter into this Letter of Intent. 12. GOVERNING LAW AND JURISDICTION This Letter of Intent shall be governed and construed in accordance with the laws of the Kingdom of the Netherlands with the court of Amsterdam having exclusive jurisdiction in case of disputes. Accepted and Agreed to by: Friendly Payment ______________ Name: Title: Date: Innovative Marketing _________________ Name: Title: Date: Please be aware that all references should be in Oscola ( Oxford) citation with footnote. ========== when reviewing, commenting, suggesting amendment of the letter of intent, please take the client’s(Jayson Burns, Managing Director) interest into consideration as specified in the letter from the client to you. – We dont want to sign anything binding as we want to be able to walk away if we find someone better; – I want these negotiations and the strategic alliance we are discussing to remain confidential regardless of whether or not we end up signing a definitive agreement. Not sure if we end up signing one and when; – we have agreed on a 10% discount if we are to acquire their assets and this should be set in stone; – I dont want to bear any liability in case we decide to proceed with someone else.
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Draft Chapter 5: Conclusion For this discussion, post your Chapter 5: Conclusion draft. Write your research question at the top of the post. Use the following headings to organize your work: Implications: Describe what the study means for participants, their communities, and the professionals who serve them. Describe how the new knowledge serves the scientists who strive to build on current interpretations of available evidence. Think about the ramifications of the study for all stakeholders, including scientists and the agencies and institutions that fund research. This is where you can begin to address the value of the study to potential grants and other funding sources. Limitations: Address the methodological strengths and weaknesses as well as potential populations that may benefit from extensions of the research beyond the current scope of the research question. Consider alternate research practices that may yield additional valuable information. Suggestions for Future Research: Wrap up the final chapter by introducing possible areas of related study and the potential for further investigation into new populations or regions. Consider ways of extending the current research question.
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read novel ‘first they killed my father’ by Loung Ung and make a response essay to topic ‘first they killed my father shows that together a family can overcome any hardship. Discuss’

Mandeville sometimes sees echoes and reminders of Christian cultureand even English culturewithin his travels abroad. How does the text negotiate the relation between the foreign and the familiar? Is there something familiar about the foreign and vice versa?a link to an online version of the book is :http://www.romanization.com/books/mandeville/

Rational Choice, Self-Control, and Crime examines the relationship between the perceived risk of punishment and criminal behavior (Wright, Caspi, Moffit, & Paternoster, 2004). After reflecting on the article, discuss the findings of the study and why you think the research reached the results. In addition, explain the terms associated with the study of crime and criminology that are used in the article.

Putting together a Portfolio Binder Career Autobiography Narrative Include an introduction and summary of the interview.(Focus your career interview in your area of interest ) Mock interviews Career Interview narrative

Bring to class a short description and review of Habit 4Include the 3 alternatives on pages 172-179. Give an example of each alternative, win-lose, lose-win and win-winSource: The 7 Habits of Highly Effective Families by Stephen R. Covey

Team Deliverable #3 Succession Planning for Biotech Part Two
NOTE: All submitted work is to be your teams original work. You may not use any work from another student, the Internet or an online clearinghouse. You are expected to understand the Academic Dishonesty and Plagiarism Policy, and know that it is your responsibility to learn about instructor and general academic expectations with regard to proper citation of sources as specified in the APA Publication Manual, 6th Ed. (Students are held accountable for in-text citations and an associated reference list only). Purpose: The purpose of this project is to gain an understanding of succession planning and what it means to plan for future leadership that is aligned with an organizations core values and leadership competencies.Skill Building:
You are also completing this project to help you develop the skills of research, critical thinking, teamwork, and writing a report intended for executive review. Writing is critical because in business it is important to convey information clearly and concisely and to develop a personal brand. Having a strong personal brand can lead to opportunities that include promotions. Skills: Writing, Critical Thinking, Developing a Personal Brand, Succession Planning, Writing a Succession Plan Report.
Outcomes Met With This Project: Use leadership theories, assessment tools, and an understanding of the role of ethics, values, and attitudes to evaluate and enhance personal leadership skills
Assess the interactions between the external environment and the organization to foster responsible and effective leadership and organizational practices
Collaborate in teams utilizing effective communication techniques
Develop individual awareness, style, and communication skills that enhances leadership skills
Integrate and apply analytical principles and skills to make strategic decisions
This project is the last of three group projects. Members of the team will collaborate acting as a self-managed team. As a self-managed team, members take a collective responsibility for ensuring the team operates effectively, sets team goals, manages time, makes decisions and solve problems, communicates frequently and clearly, and meets the deadline. You may have team members that are located all over the world. Working in a virtual environment should not stop the self-managed team from being successful in reaching the final goal. All work must appear in the Group area. As a self-managed team, the following is the work for which team members are responsible: setting goals
determining roles and responsibilities for each team member
actively participating and communicating in the Group area of the classroom
completing the agreed upon work prior to the deadline
resolving problems and issues among the team members
agreeing on a final product as a group (consensus decision making)
submitting the final product into the Assignment Folder (all students will submit into the Assignment Folder)
All students on the team will receive the same grade unless a member fails to participate or does not carry his or her weight in completing the project. These students will receive a zero or a reduced grade depending on the level of participation and contribution to the team project. Teams can consist of 2, 3 or 4 students but should not consists of more than four students. Team members are responsible for completing the project even if a team member does not fulfill his or her obligation of submitting the agreed upon work. The project cannot be completed individually and students cannot choose to create teams other than those created by the instructor. If a team member does not hear from any other member, it is important to reach out to the instructor. If the project is submitted after the due date, the Late Assignment policy is applicable. No extensions beyond the due date is given to teams. Background: Your Group has been assigned to be part of the Succession Plan Committee at Biotech. This Committee has been hard at work for months, planning the successor for Mr. Barney, and the rest of the executive team (largely positions occupied by the Barney family). They have assigned your group to complete the Succession Plan for five key leadership positions at Biotech. These positions will need to be filled over the next 12-24 months. There is not an immediate need for any of them currently, but vacancies will be imminent. The preference is to fill these internally, but Mr. Barney, the CEO, has stressed that if the right leader for a position does not exist already within Biotech, he would rather search for someone externally than to settle. Your Group has already analyzed these five leadership positions and presented a report to Mr. Barney about them. Now it is time to identify any internal candidates that may be suitable for these positions. The Committee has already interviewed five different individuals that have expressed an interest in furthering their careers at Biotech. All have leadership positions currently at different levels, and within different departments of Biotech. All have agreed to accept any leadership position assigned to them, and all are open to relocate. Instructions:Step 1: Review the Leadership Competencies Table Review the Leadership Competencies Table completed in Week Two to accompany the Job Announcement (You may also wish to review any feedback received by your Instructor about your Table.). Step 2: Review Upcoming Positions Review the five different upcoming positions for which your group has been tasked at filling and the leadership competencies you identified for each (You may also wish to review any feedback received by your Instructor about these competencies). Step 3: Read Profiles of Five Internal Candidates Read the profiles of the five internal candidates that have put themselves forward for leadership positions.Candidate 1 – Jackie Johnson Current Position – Director of Purchasing Jackie Johnson currently works as Director of Purchasing and obtained this job right out serving in the military. She is a graduate of UMUCs business administration program. Johnson entered the interview room all smiles and with a firm handshake. The interviewer admitted to being impressed by the firm handshake and the constant eye contact throughout the interview. Johnson was very prepared to discuss her future with the company. She had completed extensive research on all four geographic divisions prior to the interview. Johnson had also spoken with current employees throughout Headquarters. Johnson indicated that, as Director of Purchasing, she had worked very hard to create a small business subculture within her department. She felt that her employees were empowered to make their own decisions, which freed her to think strategically about purchasing for Biotech. She admits that this free-rein approach to leadership has sometimes allowed her department to have missteps in distribution with divisions outside of North America. She has worked hard to overcome that image by altering her leadership style according to the situation or the employee she is dealing with. Her approach to leading is to look for leadership opportunities and encourage employees to act upon them, if possible. Johnson believes she is positive about the future and while she admits to only having worked in the purchasing department, she feels that she can bring a big picture perspective to the company, having worked with both suppliers and customers in purchasing. When asked about her risk tolerance, she replied, I believe that is demonstrated in the small-business, entrepreneurial subculture I created in purchasing. At the end of the day, Im more risk tolerant than cautious. Johnson said she sees herself as a transformational leader. She feels that good leadership is built on good relationships with followers. Relational theory seems to make the most sense to her for the 21st century because people make change work, and leading change is the future. Candidate 2 – Henrietta Higgins Current Position Assistant Director of Purchasing
Henrietta currently works at Biotech Headquarters in the Purchasing Department. She is 28 years old with 3 years of college. Henrietta is a business administration major, and expects to graduate in about one year. She is friendly and has a quiet demeanor. She does not tolerate much nonsense from people, hates surprises, and wants people to be brief in talking with her. When asked what she likes about her current position, she replied that she likes the feeling of a small-business that her boss has created within the purchasing department. She appreciates that it makes her feel in control in such an environment. She likes the idea of the collaborative environment of Biotech and responded well to the idea that her opinions and suggestions were always welcome. However, she expressed some concern that the youthful employees of IT, and some other departments, had plenty of opinions but not a lot of discipline in their work ethic. She has found that structure, procedures and rules have worked better than asking for input. When asked how her staff perceived her, she laughed and said they called her a Type A.. The interviewer noted that during this statement, it was only one of two times during the interview that she held his gaze for any length of time. When asked what characteristics she thought a leader needed to possess to succeed in the 21st century she replied, objective, practical, controlled and fair. Higgins said her leadership style was transactional but the interview was not sure if it was not more authoritarian. When asked what leadership theory she thought was most likely to work in the 21st century her reply was Great Man, because it emphasizes the characteristics of a person like honesty and trust. Higginss knowledge of the business was sound but when asked if anyone could be a leader she said no. It was up to the position that a person holds. Higgins did understand that sustainability was very important to the business. She said she had some ideas on how to make the process aspects of Biotech better and more efficient while saving cost. She also thought that being eco-friendly was important but realized that was the other meaning of the word sustainability in business. Candidate 3 Mohammad Darvish Current position Marketing Manager, Homeopathic Division (Corporate Headquarters)
Darvish currently manages the sales of the Homeopathic Division. He enjoys working with a customer until they are satisfied and regrets having to short change the time he spends with customers today. He also feels that the company culture has become more rigid over the past few years. When asked to elaborate he responded, Folks are scared of making mistakes. If there has been anything Ive been seeking to change in the homeopathic division, its that its okay to make mistakes, as long as we learn from them. When asked what characteristics he thought a leader needed to succeed in the 21st century, he replied, flexible, risk tolerant, insightful and honest. He liked the collaborative culture of Biotech and showed signs of having done his homework on the other divisions, particularly Asia. Biotech, he said, would do well if the company made sure that this division continued it existing culture because it encouraged creativity. When asked how he created followers among his employees, Darvish replied that he liked to use incentive motivational techniques and would sometimes empower workers if they demonstrated the ability to take risks. Darvish said he was sometimes a laisse-faire leader because it encouraged freedom of thinking. He said he would solve problems largely through good teaming and collaboration. His said his favorite leadership theory was contingency theory because it allowed him to approach things by the situation. He liked to agree with people and saw himself as being flexible. When asked how he dealt with change, he replied, In this business, if youre not changing, youre dying. Candidate 4 Marg Simpson Current position Sales Director, Chicago Office
Marg Simpson is 36 years old. She is a single mother of two. She was a nurse for 8 years before coming to work at Biotech in the marketing area of the sales division in Chicago. She has been working for the company for four years. Her immediate manager reported that Marg is highly motivated and competent at her job. Her manager said that Margs biggest asset is that she looked at challenges as opportunities and often found creative solutions to problems that others had not considered. Simpsons nursing years were spent at the University of Chicago in Orlando Park. Surrounded by a large Muslim community the hospital gave classes in Arabic and Simpson found it very useful in her work to attend Arabic classes. She learned not only how to carry on a conversation with non-English speaking patients but the names of many drugs and over-the-counter treatments. Simpson enjoyed her time in Orlando Park and found the culture of the families very compatible with her own ideas of family. When asked if she was risk tolerant or risk averse, she answered: I occasionally reward risk taking in the work environment. I do not think poorly planned risk is wise, but sometimes you have to take a chance in sales. It is not for the faint-hearted. But at the end of the day, Id describe myself more risk averse than tolerant. Having read about the opportunity through the Biotechs HR division website, Simpson was excited about the possibility of moving her career forward. When asked if she were to relocate to other regions, such as the Middle East, if it would present problems for her, she only said. Initially, but if I plan things out well, surround myself with good people and learn about my clients I am sure I could overcome the cultural drawbacks to being a woman. While she describes herself as being very familiar with Muslim cultures, Simpson freely admits that she knows little about Europe or South America. She has read some information and thinks she could learn another language if she is given help and the time needed to learn. Simpson has many innovative ideas about increasing sales. Simpsons evaluations are superior and she works well with her team. Her colleagues suggest that she is flexible and a people-first person. Her eye contact is good and she comes off as being very authentic. She describes her leadership style as a blend of situational and transformational and describes herself as a relational leader. The interviewer noted that at times she seemed to be more future oriented in her comments and may need to worry more about the here and now when getting things done. Candidate 5 Rafael Mendez Current Position Director of Sales, New Mexico
Mendez currently is Director of the New Mexico sales division at Biotech. He was Biotechs top salesman before taking over the Director position. Mendez is 32 years old. A recent divorce from his wife has made him eager to make a change in his career. Mendezs wife was Brazilian. Mendez is fluent in Portuguese. When asked if he was open to moving outside of the United States, Mendez replied that he was open to adventure. He had not traveled excessively but had gone to Brazil regularly with his wife when they were together. He was familiar with the problems of a developing country. Mendez enjoys working with customers and spends a lot of time with them making sure they are satisfied. Darvish enjoys Biotechs collaborative culture. He feels that one of the secrets to his own sales success is the ability to coordinate with other departments within Biotech, including purchasing, IT, R&D, and HR. As part of his 360-degree performance appraisal, his team gave him glowing reviews. He got equally high ratings from the more senior (Baby Boomer) salespeople on his team as the younger (millennial) salespeople. When asked what characteristics he thought a leader needed to succeed in the 21st century, he replied, you need to be a good listener, first and foremost. He felt a good leader should change rapidly in a crisis and should be direct and assertive when dealing with people. When asked about the idea of competitive edge he said A leader has to worry about making money every day. It is important to have immediate results for all to see especially in sales. Even customers prefer to deal with successful sales people than those that plod along. Mendez believes he could do well in another country if the company ensured he received language and cultural training. He knew that understanding how people thought about business and their products was important but more likely the sale would be clinched if he knew what was and wasnt good in the country in which he was selling. He stated, Knowing your clients is everything in sales, so I suspect it is a very important part of leadership at Biotech as well. When asked how he created followers among his employees, Mendez replied that he liked to have rules but room for deviation, and likes to provide flexibility in the job while staying results-driven. Mendez said he was a situational leader because it encouraged freedom, and allowed him to use different leadership styles with a diverse group of employees. Step 4: Succession Planning Table Part Two Complete the Succession Planning Table Part Two to help guide your decision making. Step 5: Succession Planning Report Part Two Complete the Succession Planning Report Part Two. This is the report that will be reviewed by President and CEO, Maximillian Barney. Your Groups Succession Planning Report Part Two will be addressed to Mr. Maximillian Barney, the CEO and President of Biotech. The report should address all of the following elements, with each section supported by course materials. Introduction:A description of your groups succession planning process (from both last week and this week) Recommendations:For each of the five positions identify: The internal candidate recommended for each position, and why (supported by course materials).
A brief discussion about any candidate not chosen for a leadership position at this time, with justification for this decision supported by course materials.
If any of the positions cannot be filled by the current candidate pool, describe why an external search is recommended.
If any of the positions cannot be filled by the current candidate pool, briefly describe the qualities that you feel the Biotech recruiting team should look for in the external candidate for this position.
Summary: Describe briefly to Mr. Barney why your groups recommendations are important for Biotechs future. Reference Page: (in APA format) Step 6: Submit the completed Report in the Assignment Folder. Submit the Succession Planning Report Part Two into your Groups Assignment Area. One submission should be made per group.Other Required Elements:Read the grading rubric for the project. Use the grading rubric while completing the project to ensure all requirements are met that will lead to the highest possible grade. Third person writing is required. Third person means that there are no words such as I, me, my, we, or us (first person writing), nor is there use of you or your (second person writing). If uncertain how to write in the third person, view this link: http://www.quickanddirtytips.com/education/grammar/first-second-and-third- person. Contractions are not used in business reports, so do not use them. Paraphrase and do not use direct quotation marks. This means you do not use more than four consecutive words from a source document, but put a passage from a source document into your own words and attribute the passage to the source document, using in-text citations in APA format. In-text citations should be included in ALL SECTIONS of the report, and should demonstrate application of the course material. Note that a reference within a reference list cannot exist without an associated in-text citation and vice versa. Provide the page or paragraph number, where applicable.You may only use the course material from the classroom. You may not use books or any resource from the Internet.

Please use the resource below to help answer the questions, along with 1 other scholarly reference.Issel, L. M., Wells, R. (2018). Health program planning and evaluation: A practical systematic
approach for community health. (4th ed.). Burlington, MA: Jones and Bartlett. ISBN: 978-1-
284-11211) Chapter 12, p. 312, question #4: Under what conditions would it be accurate to state that a program caused the improvements in a specific health outcome?2) Chapter 14, p. 357, question #4:

Please use the resource below to help answer the question, along with 1 scholarly reference.Issel, L. M., Wells, R. (2018). Health program planning and evaluation: A practical systematic
approach for community health. (4th ed.). Burlington, MA: Jones and Bartlett. ISBN: 978-1-
284-11211) Which evaluation designs are more appropriate for full-coverage programs and which are more appropriate for partial-coverage programs? Justify your response.