In share economy there are ethical challenges to be considered. List one challenge and apply deontology or teleology to explain how these might be overcome.

The daily requirements for patrol officers are: Monday:4 officers Tuesday:5 officers Wednesday:6 officers Thursday:7 Officer Friday:10 Officers Saturday:9 officers Sunday:9 officers Question: Each officer works 5 days a week and must have 2 consecutive days off. You are scheduling officers to work the appropriate days of the week. The second officer you schedule is to work which days of the week?

Bronner’s Christmas Store is one of the largest in America. Bronner’s currently has one store located in Frankenmuth, Michigan. Bronner’s has decided to open up a second store in Heidelberg, Germany. Reflecting on each chapter in our textbook, respond to each of the following questions as though you were hired to be a consultant to Bronner’s.

What will be your staffing policy in Germany?

Beaver Brothers, Inc. is conducting a study to assess the capability of its 150-gram bar soap production line. A critical quality measure is the weight of the soap bars after stamping. The lower and upper specification limits are 162 and 170 grams, respectively. As a part of an initial capability study, 25 samples of size 5 were collected by the quality assurance group and the observations in Table 3.7 were recorded.

After analyzing the data by using statistical control charts, the quality assurance group calculated the process capability ratio, Cp, and the process capability index, Cpk. It then decided to improve the stamping process, especially the feeder mechanism. After making all the changes that were deemed necessary, 18 additional samples were collected. The summary data for these samples are

x¯¯=163 grams

R¯¯¯=2.326 grams

σ=1 grams

All sample observations were within the control chart limits. With the new data, the quality assurance group recalculated the process capability measures. It was pleased with the improved Cp but felt that the process should be centered at 166 grams to ensure that everything was in order. Its decision concluded the study.

1. What were the values obtained by the group for CpCp and CpkCpk for the initial capability study? Comment on your findings and explain why further improvements were necessary.

2. What are the CpCp and CpkCpk after the improvements? Comment on your findings, indicating why the group decided to change the centering of the process.

3. What are the CpCp and CpkCpk if the process were centered at 166? Comment on your findings.

Case Study: Your Star Salesperson Lied. Should He Get a Second Chance?

KANA’S HOME, THURSDAY NIGHT

Kana Kapoor rarely checked Facebook. As CEO of one of the largest pharmaceutical-marketing firms in Western India, he didn’t have time for social media. But right now, he needed to log on. He searched for the doctor’s name—Parasaran Srinivasan—and recognized the first picture that popped up. Just as he’d thought, they’d gone to university together in Mumbai. Looking at his old classmate’s page, he groaned. The pictures of Parasaran at a recent World Cup party confirmed that one of Novacib Labs’ top salespeople had falsified his sales report. Now he had to decide what to do about it.

NOVACIB HQ, THAT MORNING Surprising News

Everyone at Novacib knew Kana hated getting emails with that little red exclamation mark. So when he saw both the red mark and the word “URGENT” in his in-box, his stomach dropped. The email was from Armina Pillai, Novacib’s regional sales manager in the Mumbai office. She’d kept her message short: “Need your advice on a potential ethical breach.” Kana canceled his next meeting and called her mobile. “Tell me what’s going on,” he said when she picked up. “I’m afraid we have an issue with one of our sales reports,” Armina said carefully. “What kind of issue?” “It seems that Dave may have intentionally falsified some information about his customer calls.” “Dave?” Kana made no attempt to hide his surprise. Dave Madhav was one of Novacib’s best salespeople. He routinely exceeded his targets by 10% to 20% and had earned the company’s top commission prize three times in the past five years. And he was a generous colleague. He often took new salespeople under his wing, sharing sales tactics and handing off easy customers. There was no doubt that the company’s targets were ambitious. Sales reps were required to meet with a minimum of 10 physicians and four retail pharmacies a day, allocating that time according to the potential of the target: 50% to platinum-class customers, 30% to gold, and 20% to silver. The regional sales managers worked closely with the reps to coach and support them— 2 but Dave rarely needed Armina’s help. In fact, he often served as a mentor to his more junior colleagues. “Could there be some mistake?” Kana asked. “It’s possible. But I know how seriously you take ethical issues. I wanted to bring this to your attention right away.” Five years earlier, when Kana had taken the helm at Novacib Labs, its founder and outgoing CEO had given him a mandate: grow the company by 40% and ensure that it remains the market leader. New competitors were popping up every day, vying to capitalize on the explosive growth in the Indian pharma industry. Kana knew that to accomplish his goals, he needed to be laserfocused on strategy. And by all accounts, he’d been successful. During his tenure, the company’s portfolio had grown from 22 brands to 46, and from 10 sales territories to most of Western India. That success, he believed, rested on Novacib’s new positioning—to customers and employees— as “the ethical pharmaceutical-marketing company.” Amid growing concerns that similar firms were bribing customers or overstating products’ benefits, this stance distinguished Novacib. Kana and his leadership team had even changed the firm’s tagline from “Health for everyone” to “Health with integrity.” Behaving ethically became part of Novacib’s story, and all employees were encouraged to share it, especially during sales calls. And the tagline was more than a marketing slogan to Kana. He’d always prided himself on leading a principled life. Armina was absolutely right that he would be concerned about false reports. To protect its reputation, Novacib had a zero-tolerance policy for ethics violations. But would sacking Dave really be in the best interest of the firm, Kana couldn’t help but wonder? He had always made or exceeded his numbers—and boosted the performance of his colleagues as well. “Kana?” Armina asked. “I’m still here,” he said. “Tell me exactly what happened.” “Something Doesn’t Feel Right” Armina recounted what she’d discovered the evening before. “I was leaving the office last night,” she began, “when I got a text from Dave that said, Baby still sick. Need to give wife a reprieve. I’ll make up the visits next week. Of course, I felt for him. I’d been in his shoes. The baby is just a few weeks old, and neither he nor his wife have slept much. He’s still been hitting his quotas, but he looks exhausted. “I decided to stay at the office to finish up my reports in case I had to cover his sales calls. And as I was looking over his activity, one date stood out: June 21. That was the day Argentina lost to Croatia in the World Cup. 3 “I remember it well, because I had followed the match online. Dates don’t typically stick in my mind, but that day was depressingly memorable, not just because my team lost but also because I watched the game by myself. My family—like most of Mumbai—had skipped work to watch together. I hadn’t wanted to get behind, so I spent the day alone in the office. “I had spoken with Dave the morning of the game, and he mentioned that he was going to watch it. And yet his daily report listed the names of three doctors that he supposedly saw that afternoon. I texted him about the discrepancy—something like Sorry to bother you with baby sick. Can you resend your activity report for the week of June 18? Ten minutes later he emailed me the same information, so I texted again: Are you sure that’s accurate? He sent back a thumbs-up emoji.” She paused. “Go on,” Kana said grimly. “I’m not in the habit of tracking our salespeople’s whereabouts, especially in the case of Dave, who has always been a star performer.Normally, I’d give him the benefit of the doubt, but something didn’t feel right. I looked him up on Twitter and scrolled back to his tweets from June 21. He’d clearly been watching the game—at home. Then I tried one of the doctors on Dave’s report. Same thing: He’d been watching the game, too, not meeting with Dave. That’s when I started to panic.” Kana was starting to panic as well. Trust was essential to the company’s mission, and Dave’s actions were exactly the kind of thing that could undercut Novacib’s culture and reputation and breed resentment among employees. Kana recognized that Novacib was bound to encounter less-than-honest salespeople, but he was still having trouble believing that Dave would be the one to get into trouble first. At the same time, there was no denying his outsize contribution to the success of the firm—and how hard it would be to replace him. Shocked and angry, Kana wondered to himself, How could Dave have done this? NOVACIB HQ, FRIDAY MORNING Now What? The next day, Kana met with Bob Batra, Novacib’s HR director, in his office. They dialed in Armina on speakerphone. “This is bad,” Kana began. “Last night, I confirmed another doctor listed on the report whom Dave couldn’t have met with that afternoon.” “Armina and I had a conference call with him after she spoke with you,” Bob said. “We asked him about the report, and he said he had met with the doctors he listed—but not on June 21. He all but admitted that he lied. I’m not seeing any option other than letting him go.” “I don’t understand why he didn’t tell anyone he was struggling,” said Kana. “He’s the first one to help his colleagues out; people would have jumped at the chance to return the favor.” 4 “It’s definitely out of character for him,” Armina. “That’s why I feel strongly that we should issue a warning—especially with his being a new father. After all, he did meet with everyone he said he had. He wasn’t fabricating that.” “But he was altering the dates to meet his daily targets,” Bob countered, leaning toward the speakerphone. “That’s a serious breach, and we have to consider the broader impact of merely giving him a slap on the wrist.” She looked up at Kana. “When you brought me in after the rebranding, you asked me to help you build a culture of ethics and honesty. I’d be failing at my job if I advised you to let a transgression like this go. I recognize the value of Dave to our team, but our motto isn’t ‘Health with occasional integrity.’ We have to always do the right thing.”7 “I agree,” Kana said. “Integrity is our promise to every employee and every customer we interact with. If our people knew we tolerated this behavior after all the ethics training we’ve put them through, we’d look like hypocrites. We’d be hypocrites. And if this ever got out to our customers or the press, it could destroy our reputation.” “But how are we going to look to the rest of the team when we sack their beloved colleague with a newborn at home?” Armina asked. “And he’s such a strong performer! Think of the revenue hit we’d take. Are people actually going to care about three names listed for the wrong day on one weekly report?8 It’s not as if those call targets are tied to his compensation.” Small offenses may seem harmless, but research shows that they can breed problems by desensitizing our brains to the negative emotions related to unethical behavior. “It’s the principle of the thing,” Bob retorted. “And how do we know if this is the first time he’s fudged his reports? How can we trust him going forward? Are you going to check with his customers every week to confirm his reports?” Armina was silent on the line. Kana closed his eyes briefly. He knew she was right that the company would suffer if they fired Dave. He brought in over $250,000 a year, and he had built strong customer relationships that Novacib stood to lose if they sacked him. But Kana couldn’t shake his disappointment in Dave. Bob broke the silence. “You’ve addressed this issue repeatedly in our sales offsites,” she said. “You’ve stated in no uncertain terms that you’d rather salespeople not meet their targets than fake their numbers. If you don’t take action, you’ll damage your credibility. I know it’s painful, but I think it’s time to put your money where your mouth is.” NOVACIB HQ, FRIDAY AFTERNOON A Second Chance? “Thank you so much for the baby gift. Did you get the thank-you note my wife sent?” Dave’s voice sounded tentative on the phone, the small talk forced. 5 Kana had dreaded making the call, but before he reached a decision, he wanted to talk with Dave himself. “I did. Listen, Dave, I don’t want to make this anymore awkward than it needs to be. I just want to hear your side of the story.” Dave repeated what he’d told Armina: that he had met with those doctors, just on different dates. That he shouldn’t have submitted the false report. “I made a big mistake, and I’m sorry. I was feeling the pressure with the new baby. I knew I wasn’t going to hit my targets, and I didn’t want to disappoint anyone.” Kana hated to hear Dave sound so dejected. But part of him still felt betrayed. He reminded himself that Dave could easily find another job, especially since Novacib had no intention of going public with the circumstances if they let him go. But Dave would be devastated nonetheless. “We need accurate data to grow this business, and we’ve been very clear about our ethics policy,” Kana said. “I wish you’d talked to Armina about the pressure.” “I know, and I’d understand if you have to make an example of me. But please believe me that it has never happened before and won’t happen again. Don’t people deserve a second chance?”

Questions:

1. Should Kana fire Dave? Why? Why not? Explain in detail.

2. What options should Kana consider before firing Dave or overlooking the infraction?

3. Should Armina have kept a closer eye on her top performer?

4. What are the ethical implications of checking up on employees by tracking their activity on social media?

5. Do you think zero-tolerance policies result in bad outcomes? Do they force leaders to take action when a better solution could be found? Explain.

The DeGruy article describes the use of Knowledge Discovery in Databases (KDD) data mining techniques to identify meaningful patterns in large data sets. The article also demonstrates how other industries have leveraged this new-found knowledge for fraud detection, marketing and customer retention. Although this article was published in 2000, it remains relevant since health care continues to struggle with mining health care data to improve outcomes.

The Evans article describes an application of KDD in healthcare that uses an enterprise data warehouse to identify patients at risk for specific conditions and to alert providers to targeted interventions and treatment options.

For this forum, describe other ways (administrative, clinical or financial) an enterprise data warehouse or data mart could be used to improve care delivery.  You may want to pull examples from your own experience, expand on the ones mentioned in the readings, or research other uses. please answer with at 250 words.

What steps can companies that import from China or export to China do to protect themselves from the fallout out associated with disruptions in trade occurring as a result of the recent coronavirus outbreak? Is this a warning sign that companies need to diversify their markets, production, and supply chains?

1. Acting Secretary Modly violated one of the accepted principles of good leadership, “praise in public and criticize in private” (ideally one-on-one). What are a few likely reasons that some leaders succumb to the impulse to be harsh and criticize subordinates in public?

2. Before his apology, Acting Secretary Modly issued a statement earlier in the day about his remarks aboard the ship, saying he spoke from the heart and that his words were meant for the crew. “I stand by every word I said, even, regrettably any profanity that may have been used for emphasis,” he said. “Anyone who has served on a Navy ship would understand.” In other words, it’s OK to use profanity in the Navy Why do leaders often use the “acted-of-normalcy” defense (i.e., this is how it’s done around here) to justify their bad actions?

3. Acting Secretary Modly told the crew of the USS Roosevelt not to speak to the media, which he said holds a political agenda. Mr. Modly himself has conducted interviews with Reuters and the Washington Post and published the letter to the editor in the New York Times. Why do some leaders feel that they can operate under different rules than those whom they lead? What steps can a leader take to protect him/herself from these types of tendencies?

Risk managers use a number of methods for managing risk. For each of the following, what method for handling risk is used?Explain your answer.

a. The decision not to carry earthquake insurance on a firm's manufacturing plant

b. The installation of an automatic sprinkler system in a hotel.

c. The decision not to produce a product that might result in a product liability lawsuit.

d. Requiring retailers who sell the firm's product to sign an agreement releasing the firm from liability if the product injures someone.

The IRS is concerned with improving the accuracy of tax information given by its representatives over the telephone. Previous studies involved asking a set of 25 questions of a large number of IRS telephone representatives to determine the proportion of correct responses. Historically, the average proportion of correct responses has been 72 percent. Recently, IRS representatives have been receiving more training. On April 26, the set of 25 tax questions were again asked of 20 randomly selected IRS telephone representatives. The numbers of correct answers were 18, 16, 19, 21, 20, 16, 21, 16, 17, 10, 25, 18, 25, 16, 20, 15, 23, 19, 21, and 19.

What are the upper and lower control limits for the appropriate p-chart for the IRS? Use z=3.

Is the tax information process in statistical control?

use 3-σ control limits; base your interpretation of the results of the current study using a control chart analysis with the control chart UCL and LCL based on the information from the historical data

The following statement is TRUE about Lean

A.Lean is about improving processes. All businesses have processes, so all businesses can improve and benefit from adopting lean.

B.Lean means forcing people to work faster and harder with fewer resources.

C.Lean is all about cost-cutting and results in much of the workforce getting fired.

D.Lean will cost a lot of money to introduce in an organization

E.

A critical dimension of the service quality of a call center is the wait time of a caller to get to a sales representative. Periodically, random samples of three customer calls are measured for time. The results of the last four samples are in the following table:

Suppose that the standard deviation of the process distribution is 5.77. If the specifications for the access time are 500±18500±18 seconds, is the process capable? Why or why not? Assume three-sigma performance is desired.

34) An independent team from your organization has identified wasted steps that are not necessary for creating the product for your project. They have recommended a few actions for process improvement and have requested that some of the process documents be updated. Which of the following best describes what is being performed?

A.manage quality

B quality controlling

C.monitoring and controlling

D.directing and managing project work

2. While overseeing a new smartphone application development project, you notice your team members are measuring the quality if an item on a pass/fail basis. Which of the

following methods are the team members using?

A.Mutual exclusivity

B. Statistical independence

C Normal distribution

D.Attribute sampling

3. Which of the following process groups serve as inputs to each other?

A.Initiating, Planning

B.Initiating, Executing

C.Executing, Monitoring & Controlling

D.Monitoring & Controlling, Closing

4)You are having an issue with one of the manufacturing processes being used to create the requires parts for routers and switches that your company produces. What should you use to identify the cause of this issue and the effect it may have on your project?

A.Continuous improvement

B.Histogram

CIshikawa disgram

D.Flow chart

You order a laptop (mention the type or the code) from an online shop. The delivery arrived on time but some of the components and extra tools are missing. Write an email to the company mentioning that the order arrived on time, complaining about the missing items. Ask how much longer you will have to wait and ask the company what action(s) it will take over this matter. You should write at least (200) words. You should consider the whole components of the email- greeting, opening, requests, closing, salutation. You do NOT need to write your own address. Begin your email as follows: Dear Sir/Madam

1)Which one of the following integration management processes is responsible for implementing process improvement activities?

A.Direct and Manage Project Work

B. Monitor and Control Project Work

C.Develop Project Charter

D Perform Integrated Change Control

2.Which of the following statements is false about the Executing Process Group?
A.The process group usually takes the most time and resources.

B.The processes in this process group measure and analyze the process and performance of the project, ensure that the plan is working, identify any areas in which changes to

the plan are required, and initiate the corresponding changes.

C.Corrective actions, preventative actions, and defect repairs are implemented in the process group.

DThis process group consists of processes to complete the work defined in the project management plan and ultimately satisfies the project specifications and objectives.

3) You identified all people who would be impacted by the project and documented relevant information regarding their interests, expectation, involvement, and influence on the

project success in a stakeholder register. The stakeholder register will not be used as an input to which of the following processes?

A.Collect Requirement and Identify Risks

B.Plan Risk Management and Plan Resource Management

C.Plan Quality Management and Plan Communications Management

D.Develop Project Charter and Perform Integrated Change Control

4,You are in the process of evaluating and monitoring overall stakeholder relationships and ensuring stakeholders' appropriate engagement in the project by adjusting plans and

strategies as required. The Work Performance Data that is an input to this Monitor Stakeholder Engagement process usually comes from:

A.Validate Scope

BPerform Integrated Change

C.Monitor and Control Project Work

D.Direct and Manage Project Work