Supply-Side Economics Essay Assignment Help
Order ID:89JHGSJE83839 Style:APA/MLA/Harvard/Chicago Pages:5-10 Instructions:
Supply-Side Economics Essay Assignment Help
DISCUSSION BOARD INSTRUCTIONS:
Each thread must contain at least 3 or 4 paragraphs including a minimum of 300 words.
- In the first paragraph, discuss the relevant economic theory of your topic (your textbook is a good source for this paragraph).
- In the second paragraph, you mustinclude outside research to corroborate your thread
- In the third paragraph, cite and discuss a real-world example of your topic.
- In the fourth paragraph, integrate biblical insightsinto your discussion board posts.
Title your thread according to your topic
(Sources such as Wikipedia, About.com, book reviews, and blogs are prohibited.)
Discussion Topic 1: PICK FROM THE TOPICS BELOW: Follow the Discussion Board Instructions in the Assignment Instructions folder and choose from the following topics. There should be no more than 3 students writing about the same topic:
- New Classical Economist (neoclassical)
- Supply-side Economics
- Tax cuts and economic growth
- Money Supply
- The role of banks
- Deposit Insurance
- Fractional Reserves
- How the Fed controls the money supply
- The importance of Federal Reserve Independence
- Money as a medium of exchange
- The U.S. Treasury
- Do we need a central bank?
Discussion Topic 2 : Topic: Follow the Discussion Board Instructions in the Assignment Instructions folder and choose from the following topics. There should be no more than 3 students writing about the same topic:
- The effect of monetary policy on the economy
- Money supply and inflation
- Rational Expectations hypothesis
- Gains from Trade
- Investment in Human Capital
- Economic Freedom
- Technology in expanding the economy
- How the legal system impacts growth
- The limits of monetary policy
- The effect of interest rates on economic growth
- Income levels
- The effect of foreign policy on economic growth
- Causes of productivity changes that increase GDP
Taking the bias out of meetings
Make sure the right people are involved
Assign homework
Create the right atmosphere
Ensure diversity of backgrounds, roles,
risk aversion profiles, and interests;
cultivate critics within the top team.
Invite contributions based on expertise,
not rank. Don’t hesitate to invite
expert contributors to come and present
a point of view without attending the
entire meeting.
Make sure predecision due diligence is
based on accurate, sufficient, and
independent facts and on appropriate
analytical techniques.
Request alternatives and “out of the
box” plans—for instance, by soliciting
input from outsiders to the decision-
making process.
As the final decision maker, ask others
to speak up (starting with the most
junior person); show you can change
your mind based on their input;
strive to create a “peerlike” atmosphere.
Encourage admissions of individual
experiences and interests that create
possible biases.
For the portion of the meeting where a
decision is going to be made, keep
attendance to a minimum, preferably
with a team that has experience making
decisions together. This loads the
dice in favor of depersonalized debate
by eliminating executives’ fear of
exposing their subordinates to conflict
and also creates, over time, an
environment of trust among that small
group of decision makers.
Consider setting up competing fact-
gathering teams charged with
investigating opposing hypotheses.
Encourage expressions of doubt
and create a climate that recognizes
reasonable people may disagree
when discussing difficult decisions.
Encourage substantive disagreements
on the issue at hand by clearly
dissociating it from personal conflict,
using humor to defuse tension.
The biases that undermine strategic decision making often operate in
meetings. Here is a menu of ideas for running them in a way that will mitigate the
impact of those biases. Not every suggestion will be applicable to
all types of decisions or organizations, but paying attention to the principles
underlying these ideas should pay dividends for any executive trying to
run meetings that lead to sounder decisions.
These meeting
guidelines were
prepared by
Dan Lovallo and
Olivier Sibony.
On the cover: Seeing through biases in strategic decisions
Manage the debate
Follow up
Before you get going, make sure
everyone knows the meeting’s purpose
(making a decision) and the criteria
you will be using to make that decision.
For recurring decisions (such as
R&D portfolio reviews), make it clear
to everyone that those criteria include
“forcing devices” (such as comparing
projects against one another).
Take the pulse of the room: ask
participants to write down their initial
positions, use voting devices, or ask
participants for their “balance sheets” of
pros and cons.
Use the premortem technique to
expand the debate.
Commit yourself to the decision.
Debate should stop when the decision
is made. Connect individually with
initial dissenters and make sure
implementation plans address their
concerns to the extent possible.
Monitor pre–agreed upon criteria and
milestones to correct your course or
move on to backup plans.
Counter anchoring: postpone
the introduction of numbers if possible;
“reframe” alternative courses of action
as they emerge by making explicit
“what you have to believe” to support
each of the alternatives.
Pay attention to the use of comparisons
and analogies: limit the use of inappro-
priate ones (“inadmissible evidence”) by
asking for alternatives and suggesting
or requesting additional analogies.
Force the room to consider opposing
views. For vital decisions, create an
explicit role for one or two people—the
“decision challengers.”
Conduct a postmortem on the decision
once its outcome is known.
Periodically step back and review
decision processes to improve meeting
preparation and mechanics, using an
outside observer to diagnose possible
sources of bias.
Dan Lovallo is a professor at the University of Sydney, a senior research
fellow at the Institute for Business Innovation at the University of
California, Berkeley, and an adviser to McKinsey; Olivier Sibony is a director
in McKinsey’s Brussels office. Copyright © 2010 McKinsey & Company.
All rights reserved.
Supply-Side Economics Essay Assignment Help
Supply-Side Economics Essay Assignment Help
RUBRIC
Excellent Quality
95-100%
Introduction 45-41 points
The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned.
Literature Support
91-84 points
The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned.
Methodology
58-53 points
Content is well-organized with headings for each slide and bulleted lists to group related material as needed. Use of font, color, graphics, effects, etc. to enhance readability and presentation content is excellent. Length requirements of 10 slides/pages or less is met.
Average Score
50-85%
40-38 points
More depth/detail for the background and significance is needed, or the research detail is not clear. No search history information is provided.
83-76 points
Review of relevant theoretical literature is evident, but there is little integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are included. Summary of information presented is included. Conclusion may not contain a biblical integration.
52-49 points
Content is somewhat organized, but no structure is apparent. The use of font, color, graphics, effects, etc. is occasionally detracting to the presentation content. Length requirements may not be met.
Poor Quality
0-45%
37-1 points
The background and/or significance are missing. No search history information is provided.
75-1 points
Review of relevant theoretical literature is evident, but there is no integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are not included in the summary of information presented. Conclusion does not contain a biblical integration.
48-1 points
There is no clear or logical organizational structure. No logical sequence is apparent. The use of font, color, graphics, effects etc. is often detracting to the presentation content. Length requirements may not be met
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