{"id":13682,"date":"2020-11-24T09:06:36","date_gmt":"2020-11-24T09:06:36","guid":{"rendered":"http:\/\/onlineclassesguru.com\/index.php\/2020\/11\/24\/catherine-owens-db-forum-busi-561-replies\/"},"modified":"2020-11-24T09:06:36","modified_gmt":"2020-11-24T09:06:36","slug":"catherine-owens-db-forum-busi-561-replies","status":"publish","type":"post","link":"https:\/\/onlineclassesguru.com\/index.php\/2020\/11\/24\/catherine-owens-db-forum-busi-561-replies\/","title":{"rendered":"Catherine owens db forum busi 561 replies"},"content":{"rendered":"<style type=\"text\/css\"><\/style><p>Can someone do a reply to this thread HAS TO BE 450 WORDS EACH REPLY ANSWER<\/p>\n<p>Reply to the threads of 2 classmates who offer views different than \u00a0yours. Identify the points of difference in your analyses and explain \u00a0how your application of the relevant law to the facts of this situation \u00a0led you to a different conclusion.<\/p>\n<p>Each reply must be 450 words supported \u00a0by 3 scholarly sources other than the textbook\/course materials. Each \u00a0source must be properly cited in current APA format.<\/p>\n<p>Review the \u00a0Assignment Instructions for Discussion Board Forums, noting especially \u00a0requirements for word counts, scholarly sources, and biblical worldview \u00a0integration.<\/p>\n<p>Submit your replies by 11:59 p.m. (ET) on Sunday.<\/p>\n<p>FIRST THREAD NEEDED TO BE REPLIED TO<\/p>\n<p>&nbsp;<\/p>\n<p>The Result of a Decline in Business Ethics<\/p>\n<p>Business ethics is defined by \u201cthe application of ethics to the special \u00a0problems and opportunities businesspeople experience\u201d (Kubasek, Browne, \u00a0Barkacs, Herron &amp; Dhooge, 2016, p. 16). When ethical decisions \u00a0appear in a person\u2019s life, more likely than not, a plethora of choices \u00a0are considered when determining the best course to take for justifying \u00a0our actions. In many cases, we consider our Lord and Savior Jesus \u00a0Christ, his heavenly father God, our parents, our spouses, our children, \u00a0friends, colleagues, physical and mental emotions, plus more before \u00a0committing to one-way or the other. However, when the word \u201cbusiness\u201d is \u00a0placed in front of ethics, the ramifications are often much larger, \u00a0including monetary value, and the effect decisions will have on \u00a0stakeholders and the public. First Timothy 6 verses 10 states \u201cFor the \u00a0love of money is the root of all-evil: which while some coveted after, \u00a0they have erred from the faith, and pierced themselves through with many \u00a0sorrows\u201d (KJV). By highlighting the definition of Business Ethics as \u00a0well as 1 Timothy 6:10, we expose the very public lambasting of \u00a0Volkswagen Group, whom recently stated \u201c11 million of its diesel cars \u00a0worldwide were equipped with software that was used to cheat on \u00a0emissions test\u201d (Lippe, 2015). A multitude of responses, questions, and \u00a0political backlash reduced Volkswagen\u2019s image in the public, however, we \u00a0will identify the steps that should have been enforced to prevent this \u00a0incident, starting at the managerial level and ending with the Chief \u00a0Executive Officer (CEO).<\/p>\n<p>As children of God, we are instilled with the rationale between what is \u00a0right and wrong. James 4 verse 17 (KJV) states \u201cTherefore to him that \u00a0knoweth to do good, and doeth (it) not, to him it is sin\u201d. We are \u00a0endowed with the conscious capability to distinguish between doing \u00a0something right and doing something wrong, however, when we choose to do \u00a0something wrong, it is considered a Sin. Other factors may weigh \u00a0heavily for or against the determination of right or wrong to include \u00a0family beliefs, childhood, and life experiences. Nevertheless, as \u00a0employees working in the Legal office or the Engineering department of \u00a0Volkswagen, the responsibility to determine the best ethical, moral, and \u00a0legal path fell squarely on each and every employee to make the correct \u00a0decision, and if something was legally, morally, or ethically wrong, \u00a0say something to someone such as the Department Director, or CEO. If \u00a0fear of retribution was prevalent amongst the employees in these \u00a0departments, they should have contacted an anonymous reporting service \u00a0to present the evidence in question.<\/p>\n<p>First, employees should have known there had to be something or someone \u00a0who they could report the infractions to regarding the software which \u00a0cheated diesel testing requirements. For instance, the Sarbanes-Oxley \u00a0Act of 2002 was established by Congress to protect corporate insiders \u00a0and create an anonymous reporting system for employees to present \u00a0suspicious activity by companies (McClurg, \u00a02017). Additionally, the Dodd-Frank Act prevents Whistleblower\u2019s, or \u00a0those who implicate their company for illegal activity, from being \u00a0discharged, demoted, suspended, threated, harassed, or removed for any \u00a0attempt of reporting the illegal activity (McClurg, 2017). Aside from \u00a0these provisions by Congress, there are multiple employee guidelines for \u00a0reporting suspicious behavior, on top of the character and courage to \u00a0stand up for what is right, and socially responsible from a company, and \u00a0an individual. Ideally, managers should have prevented this by asking \u00a0questions, remaining aware, and conscious towards the behavior of \u00a0employees and the reporting systems in place for protection, especially \u00a0since \u201cIf God is for us, who can be against us?\u201d (Romans 8:31 KJV).<\/p>\n<p>Secondly, managers or employees in Volkswagen Legal or Engineering \u00a0department, must have known that the people affected most by this \u00a0decision to cheat the software detecting system was there stakeholders, \u00a0which includes the company. For instance, Cremer and Taylor (2016) \u00a0reported that Volkswagen would take a $18.2 billion loss due to the \u00a0diesel deception scandal the company attempted in 2015. Although a loss \u00a0of $18 billion may not deplete Volkswagen of their assets, as it may \u00a0numerous companies across the world, the image and trust from customers \u00a0have drastically been impacted, and that is something that cannot be \u00a0repaired so quickly.<\/p>\n<p>As the CEO of the diesel division of Volkswagen, they should have taken \u00a0full responsibility for the mistake and attempt to cheat software \u00a0detection. Afterwards, if not arrested by the Police, could have \u00a0launched a massive legal investigation into the reason why 11 million \u00a0cars were equipped with diesel deception software, in order to identify \u00a0the areas of failure from the management and legal\/engineering offices, \u00a0and hold as many people accountable as possible. This response would \u00a0have revealed to the public, business ethics is much more complicated \u00a0than people imagine. In a competitive, business-run environment, money \u00a0and production become the figures of success, and through cheating the \u00a0diesel software technology, Volkswagen was able to attract more money, \u00a0product, and customers around the world. Additionally, this type of \u00a0legal investigation would perhaps reveal as Clegg, Kornberger and Rhodes (2007) stated:<\/p>\n<p>Ethics \u00a0cannot be encapsulated in lists of rules that inform action; thus, \u00a0there can be \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 no \u2018one best way\u2019 in which good ethics may be \u00a0guaranteed through prescription, judgment or legislation. The concept of \u00a0ethics as practice cannot offer a clear black and \u00a0\u00a0\u00a0\u00a0 white grid that \u00a0divides the world into good and bad; things are more complicated. (p. \u00a013)<\/p>\n<p>Business ethics is not as easy as deciding upon right and wrong. There \u00a0are multiple ethical dilemmas that could appear, however, the basis for \u00a0decisions should be the best legal course that would potentially \u00a0increase value for the stakeholders, no matter the situation. \u00a0Additionally, an investigation into the failures of the Volkswagen \u00a0reporting system, would identify the reinvigoration of legal outlets for \u00a0suspicious reporting such as the anonymous report hotlines, employee \u00a0confidentiality policies, and clear guidelines to preventing something \u00a0like this from happening again. Also, the CEO or investigator leading \u00a0the investigation may unveil what systemic or deliberate cover-up \u00a0occurred such as Lippe (2015) belief that Volkswagen \u00a0engineers neither discussed with nor hid what they were doing from \u00a0Volkswagen\u2019s in-house lawyers, and the in-house lawyers didn\u2019t realize \u00a0what was going on.<\/p>\n<p>Ultimately, Volkswagen\u2019s decline in business ethics stemmed from the \u00a0competitive misconception that cheating was an attempt at achieving \u00a0company goals. The sorrows that follow the obsession with money can lead \u00a0to illegal activity, penalties, fines, and supporting the wrong-doings \u00a0of others. Furthermore, the lack of character or failure to report the \u00a0wrongdoings by employees, must be fortified and consistently addressed \u00a0from the executive level down to the lowest employee. Although an $18 \u00a0billion loss is large and galvanizing, the timeline for repairing the \u00a0damage done to the environment, customers, and other stakeholders could \u00a0take decades and cost exorbitant figures.<\/p>\n<p>&nbsp;<\/p>\n<p>References<\/p>\n<p>Clegg, S. , Kornberger, M. and Rhodes, C. (2007), Business Ethics as Practice. British Journal of<\/p>\n<p>Management, 18: 107-122.<\/p>\n<p>Cremer, A., &amp; Taylor, E. (2016). Volkswagen takes $18 billion hit over Emissions Scandal.<\/p>\n<p>Retrieved from https:\/\/www.reuters.com\/article\/us-volkswagen-emissions-germany-<\/p>\n<p>probe-idUSKCN0XJ19U<\/p>\n<p>Kubasek, N. K., Browne, M. N., Barkacs, L., Herron, D., &amp; Dhooge, L. (2016). Biblical<\/p>\n<p>worldview edition of dynamic business law. N. J. Kippenhan (Ed.). New York, NY:<\/p>\n<p>McGraw Hill Education<\/p>\n<p>Lippe, P. (2015). Volkswagen: Where were the lawyers?\u00a0<em>ABA Journal<\/em>. Retrieved from<\/p>\n<p>http:\/\/www.abajournal.com\/legalrebels\/article\/volkswagen_where_were_the_lawyers\/<\/p>\n<p>McClurg, D. D. (2017). Whistleblower protections: Internal reporting and dodd-frank\u2019s anti-<\/p>\n<p>retaliation provision.\u00a0Labor Law Journal,\u00a068(3), 156-164. Retrieved from<\/p>\n<p>http:\/\/ezproxy.liberty.edu\/login?url=https:\/\/search-proquest-<\/p>\n<p>com.ezproxy.liberty.edu\/docview\/1936467803?accountid=12085<\/p>\n<p>SECOND THREAD NEEDED TO BE REPLIED TO<\/p>\n<p>&nbsp;<\/p>\n<p>Discussion Board Forum 1: Volkswagen Scandal<\/p>\n<p>Jordan Contreras<\/p>\n<p>Liberty University<\/p>\n<p>June 3, 2018<br \/>\n<strong>Prevention of the Emissions Scandal<\/strong><\/p>\n<p>In \u00a0September of 2015 Volkswagen recalled around 500,000 diesel cars and \u00a0the company lost around $16.9 billion dollars of the company\u2019s market \u00a0value (Jung and Bin, 2017). According to Jung and Bin (20117) 11 million \u00a0of their diesel cars contained a device that would change emission \u00a0levels during diesel-exhaust tests. When this scandal hit the media, \u00a0Volkswagen had a huge economic damage occur and they lost many \u00a0shareholders in the stock market. Diesel vehicles are typically known \u00a0for the benefits they have with durability, repair cost, and fuel \u00a0efficiency. So, when Volkswagen designed a car that was supposed to be \u00a0the top of the line the sales sky rocketed which helped with \u00a0Volkswagen\u2019s ratings in the market. The Volkswagen scandal really hurt \u00a0their reputation, and by the CEO of the company not being honest it made \u00a0the consumers frustrated with the company and destroyed their \u00a0credibility.<\/p>\n<p>According to the bible \u201cThe Lord detests lying lips, but he delights in \u00a0people who are trustworthy\u201d (Proverbs 12:22, New International \u00a0Version). As an employee or manager in the legal office or the \u00a0engineering department I would have done a couple of things differently \u00a0to prevent this problem. First if I was an employee and I noticed \u00a0something was off or didn\u2019t seem quite right I would have immediately \u00a0reported the incident to the managers or executive team. This would have \u00a0escalated the issue to the senior executives that way everyone is \u00a0informed of the situation.<\/p>\n<p>As \u00a0a manager you have a couple of options that could have taken place in \u00a0order to prevent this incident. I would have designed an ethics and \u00a0compliance training program, made my team take the course, led by \u00a0example, created a strong culture to enforce policies, and designed a \u00a0strict hiring policy. When designing the ethics and compliance training \u00a0program I would have made is mandatory for my team to take. In addition \u00a0to this I would made my team sign a paper showing that they took the \u00a0course. This would hold them accountable for their actions if any \u00a0mischief or foul play were to of taken place. Next, I would lead by \u00a0example. I would hold my team accountable for their actions and make \u00a0actions have rewards and consequences. This would go in hand with \u00a0creating a strong culture to enforce policies and procedures. Rules and \u00a0laws are created for a reason. No acceptation. So, by holding my \u00a0employees up to high standards you can set the expectation that foul \u00a0play is not permitted. Lastly, I would create a strict hiring process to \u00a0ensure you are hiring the most trust worthy candidates. In order to \u00a0achieve this goal, I would design mandatory behavioral and personality \u00a0test that will need to be taken prior to interviewing and do an \u00a0extensive background check. By making candidates take a behavioral test \u00a0you are able to gauge what type of personality they may have, that could \u00a0lead up to foul play. There were several actions that Volkswagen could \u00a0have taken to help gain credibility in the media but instead they \u00a0decided not to admit their actions were wrong and deceiving. In result \u00a0to their actions that they made they lost valuable customers and ruined \u00a0their credibility in the market. As a manager I would of done several \u00a0things differently to prevent this incident, held true to my morals and \u00a0the way God would of wanted me to take action.<\/p>\n<p><strong>Damage Control and Honesty from the CEO<\/strong><\/p>\n<p>The CEO of Volkswagen was given an impossible situation to handle when \u00a0the media broke free that the company and deceived so many people. \u00a0\u201cCorporate fraud committed under climate mitigation pressure is becoming \u00a0more frequently observed in line with the ever-increasing environmental \u00a0standards and relevant regulation enforcements\u201d (Li, McMurray, Xue, \u00a0Liu, Sy, and 2018). However, the bible say\u2019s \u201cwhoever walks in integrity \u00a0walks securely, but he who makes his ways crooked will be found out\u201d \u00a0(Proverbs 10:9. New International Version). Lying is never the answer, \u00a0you will get caught. To live in a Godly way, you have to admit the \u00a0mistakes made by you or your employees. Being honest helps with your \u00a0credibility, the company\u2019s credibility and ensures that we are making \u00a0choices the way God would want us to.<\/p>\n<p>When \u00a0the media broke free about the scandal, as the CEO over the diesel \u00a0division I would have first gathered all of the facts. I would have done \u00a0as much research as possible, brought on a team of investigators to \u00a0look into the incident, and immediately terminated those involved. As a \u00a0final step I would have held a press conference to speak openly about \u00a0the incident that occurred, and recalled all vehicles involved. During \u00a0this press conference I would have gone over what we as a company are \u00a0doing to handle all of the recalled vehicles, what we intend to do to \u00a0accommodate those customers affected by the incident, and gone public \u00a0about the termination of employees involved in the incident. By showing \u00a0the public that we are taking matters very seriously could help save the \u00a0company\u2019s reputation. To prevent future incidents from occurring strong \u00a0policy and procedures needs to be written and enforced. When the legal \u00a0team is telling engineers not move forward with the incident and they do \u00a0so anyways this needs to be escalated up to the proper executive. If \u00a0the executives choose not to solve the incident than it needs to be \u00a0reported so legal action can take place. When preventing future \u00a0incidents than Volkswagen has to be up front and honest with the \u00a0situation at hand. There are no exceptions to cheating to getting a \u00a0head. You are ultimately hurting the company even more and aren\u2019t living \u00a0in the way of god. Investigations need to be occurring but at random \u00a0time periods to ensure that the company is abiding by the rules. The \u00a0findings of the investigations need to be made public. When rebuilding \u00a0Volkswagen\u2019s reputation, you need to be up front and honest about \u00a0everything going on internally. It is important to live by the way of \u00a0God, keep your morals, report anything unethical that is occurring, and \u00a0remember that the customers are what drives the sales of the business. \u00a0You will drastically hurt yourself in the market if they feel that they \u00a0are being lied and manipulated. Since Volkswagen has made poor choices \u00a0around their scandal they now need to do damage control and be \u00a0transparent with their customers and make everything public.<\/p>\n<p>&nbsp;<\/p>\n<p><strong>References<\/strong><\/p>\n<p>Jung, J. &amp; Park, S. B. (2017, January 1). Case Study: Volkswagen\u2019s Diesel Emissions Scandal.<\/p>\n<p><em>Thunderbird International Business Review.<\/em>\u00a059 (1). 127-137. Retrieved from\u00a0<a href=\"http:\/\/rx9vh3hy4r.search.serialssolutions.com\/?ctx_ver=Z39.88-2004&amp;ctx_enc=info%3Aofi%2Fenc%3AUTF-8&amp;rfr_id=info%3Asid%2Fsummon.serialssolutions.com&amp;rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&amp;rft.genre=article&amp;rft.atitle=Case+Study%3A+Volkswagen%27s+Diesel+Emissions+Scandal&amp;rft.jtitle=Thunderbird+International+Business+Review&amp;rft.au=Jung%2C+Jae+C&amp;rft.au=%E2%80%9CAlison%E2%80%9D+Park%2C+Su+Bin&amp;rft.date=2017-01-01&amp;rft.issn=1096-4762&amp;rft.eissn=1520-6874&amp;rft.volume=59&amp;rft.issue=1&amp;rft.spage=127&amp;rft.epage=137&amp;rft_id=info:doi\/10.1002%2Ftie.21876&amp;rft.externalDBID=n%2Fa&amp;rft.externalDocID=10_1002_tie_21876&amp;paramdict=en-US\" target=\"_blank\" rel=\"nofollow noopener noreferrer\">http:\/\/rx9vh3hy4r.search.serialssolutions.com\/?ctx_ver=Z39.88-2004&amp;ctx_enc=info%3Aofi%2Fenc%3AUTF-8&amp;rfr_id=info%3Asid%2Fsummon.serialssolutions.com&amp;rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&amp;rft.genre=article&amp;rft.atitle=Case+Study%3A+Volkswagen%27s+Diesel+Emissions+Scandal&amp;rft.jtitle=Thunderbird+International+Business+Review&amp;rft.au=Jung%2C+Jae+C&amp;rft.au=%E2%80%9CAlison%E2%80%9D+Park%2C+Su+Bin&amp;rft.date=2017-01-01&amp;rft.issn=1096-4762&amp;rft.eissn=1520-6874&amp;rft.volume=59&amp;rft.issue=1&amp;rft.spage=127&amp;rft.epage=137&amp;rft_id=info:doi\/10.1002%2Ftie.21876&amp;rft.externalDBID=n%2Fa&amp;rft.externalDocID=10_1002_tie_21876\u00b6mdict=en-US<\/a><\/p>\n<p>Li, L., McMurray, A., Xue, J., Liu, Z., &amp; Sy, M. (2018, January 20). Industry-wide corporate<\/p>\n<p>fraud.\u00a0<em>Journal of Cleaner Production<\/em>. 172 (1). 3,167-3,175. Retrieved from\u00a0<a href=\"https:\/\/ac-els-cdn-com.ezproxy.liberty.edu\/S0959652617327099\/1-s2.0-S0959652617327099-main.pdf?_tid=86e8669c-1366-43af-9ca5-93ef022bea2f&amp;acdnat=1527826213_92823702e5c9e426563d12e9b250891f\" target=\"_blank\" rel=\"nofollow noopener noreferrer\">https:\/\/ac-els-<\/a><\/p>\n<p><a href=\"https:\/\/ac-els-cdn-com.ezproxy.liberty.edu\/S0959652617327099\/1-s2.0-S0959652617327099-main.pdf?_tid=86e8669c-1366-43af-9ca5-93ef022bea2f&amp;acdnat=1527826213_92823702e5c9e426563d12e9b250891f\" target=\"_blank\" rel=\"nofollow noopener noreferrer\">cdn-com.ezproxy.liberty.edu\/S0959652617327099\/1-s2.0-S0959652617327099-<\/a><\/p>\n<p><a href=\"https:\/\/ac-els-cdn-com.ezproxy.liberty.edu\/S0959652617327099\/1-s2.0-S0959652617327099-main.pdf?_tid=86e8669c-1366-43af-9ca5-93ef022bea2f&amp;acdnat=1527826213_92823702e5c9e426563d12e9b250891f\" target=\"_blank\" rel=\"nofollow noopener noreferrer\">main.pdf?_tid=86e8669c-1366-43af-9ca5-93ef022bea2f&amp;acdnat=1527826213_<\/a><\/p>\n<p><a href=\"https:\/\/ac-els-cdn-com.ezproxy.liberty.edu\/S0959652617327099\/1-s2.0-S0959652617327099-main.pdf?_tid=86e8669c-1366-43af-9ca5-93ef022bea2f&amp;acdnat=1527826213_92823702e5c9e426563d12e9b250891f\" target=\"_blank\" rel=\"nofollow noopener noreferrer\">92823702e5c9e426563d12e9b250891f<\/a><\/p>\n<p>Lippe, P. (2015, October 13). Volkswagen: Where were the lawyers?\u00a0<em>ABA Journal<\/em>. Retrieved<\/p>\n<p>from http:\/\/www.abajournal.com\/legalrebels\/article\/volkswagen_where_were_<\/p>\n<p>the_lawyers<\/p>\n<p>Reitze, A. W. (2016, July 1). The Volkswagen Air Pollution Emissions Litigation.<\/p>\n<p><em>Environmental Law Reporter.\u00a0<\/em>46 (7). 10,564-10,571. Retrieved from<\/p>\n<p><a href=\"http:\/\/ezproxy.liberty.edu\/login?url=http:\/\/search.ebscohost.com\/login.aspx?direct=true&amp;db=eih&amp;AN=116583737&amp;site=ehost-live&amp;scope=site\" target=\"_blank\" rel=\"nofollow noopener noreferrer\">http:\/\/ezproxy.liberty.edu\/login?url=http:\/\/search.ebscohost.com\/login.aspx?direct=true&amp;<\/a><\/p>\n<p><a href=\"http:\/\/ezproxy.liberty.edu\/login?url=http:\/\/search.ebscohost.com\/login.aspx?direct=true&amp;db=eih&amp;AN=116583737&amp;site=ehost-live&amp;scope=site\" target=\"_blank\" rel=\"nofollow noopener noreferrer\">db=eih&amp;AN=116583737&amp;site=ehost-live&amp;scope=site<\/a><\/p>\n<p><center><a href=\"http:\/\/onlineclassesguru.com\/orders\/ordernow\"><img decoding=\"async\" src=\"https:\/\/encrypted-tbn0.gstatic.com\/images?q=tbn:ANd9GcTyj99p60XCLyLk1htB7-1neRt8-2QdnenNlQ&usqp=CAU\"target=\"_http:\/\/onlineclassesguru.com\/orders\/ordernow\"\/><\/center><p>","protected":false},"excerpt":{"rendered":"<p>Can someone do a reply to this thread HAS TO BE 450 WORDS EACH REPLY ANSWER Reply to the threads of 2 classmates who offer views different than \u00a0yours. Identify the points of difference in your analyses and explain \u00a0how your application of the relevant law to the facts of this situation \u00a0led you to&#8230;<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[],"tags":[],"class_list":["post-13682","post","type-post","status-publish","format-standard","hentry"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v17.0 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Catherine owens db forum busi 561 replies - onlineclassesguru<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"http:\/\/onlineclassesguru.com\/index.php\/2020\/11\/24\/catherine-owens-db-forum-busi-561-replies\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Catherine owens db forum busi 561 replies - onlineclassesguru\" \/>\n<meta property=\"og:description\" content=\"Can someone do a reply to this thread HAS TO BE 450 WORDS EACH REPLY ANSWER Reply to the threads of 2 classmates who offer views different than \u00a0yours. 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