Identify and discuss two duties that a Christian Manager owes his or her employees.

What is meant in : Is what we call "obeying a rule" something that it would be possible for only one man to do, and to do only once in his life?--This is of course a note on the grammar of the expression "to obey a rule"   college Philosophy class

1. Summerize goal-setting theory, reinforcement theory , expectancy theory, and equity theory. And also what is the difference between transformational leadership and transactional leadership?

Prepare Porter's five force model of dairy industry in India

Recent days the organization started to invest in human resource of the organization due to change organization perception about human resource management.                                       

1. Explain the reasons of this change in the value of human resource?

2.As an HR specialist explain how these change in perception affects organization’s work force and support your answer with a proper example

You and your family are thinking about moving to Europe, due to a great job opportunity. You have been using the Strengths, Weaknesses, Opportunities and Threats Analysis (SWOT) at work and decide it would be a useful tool to help in making the decision about moving. After four hours of brainstorming, you have completed each element. List and explain your responses to the SWOT Analysis.

Explain the how and why variable and absorption costing is used in manufacturing companies.

- List the benefits and weaknesses of each method. In your opinion, when should the variable or absorption costing method be applied?

explain why the concept of competitive advantage is central to the study of strategic management

There are 5 jobs that have to be scheduled in a two-machine job shop system. The processing time and the sequence of the required operations of these jobs on the two machines are shown in the table below. For example, job A needs 6 hours on machine 1 (M1) and 4 hours on machine 2 (M2), and it has to be processed on M1 and then M2. You have to use the shortest processing time (SPT) rule to schedule the waiting jobs at either M1 or M2. Assume that all jobs are available at time zero and the material handling time is negligible compared to the processing time. Develop the Gantt chart of scheduling these jobs on both machines using the SPT rule and estimate the makes pan of the developed schedule and the average flow time. The processing time and the sequence of the jobs Job Processing time (hours) Sequence of operations M1 M2 A 6 4 M1-M2 B 4 7 M2-M1 C 3 6 M1-M2 D 4 5 M2-M1 E 7 8 M1-M2 There are 5 jobs that have to be scheduled in a two-machine job shop system. The processing time and the sequence of the required operations of these jobs on the two machines are shown in the table below. For example, job A needs 6 hours on machine 1 (M1) and 4 hours on machine 2 (M2), and it has to be processed on M1 and then M2. You have to use the shortest processing time (SPT) rule to schedule the waiting jobs at either M1 or M2. Assume that all jobs are available at time zero and the material handling time is negligible compared to the processing time. Develop the Gantt chart of scheduling these jobs on both machines using the SPT rule and estimate the makes pan of the developed schedule and the average flow time. The processing time and the sequence of the jobs

Job Processing time (hours) Sequence of operations

M1 M2

A 6 4 M1-M2

B 4 7 M2-M1

C 3 6 M1-M2

D 4 5 M2-M1

E 7 8 M1-M2

CASE: Parts Emporium Parts Emporium, Inc., is a wholesale distributor of automobile parts formed by two disenchanted auto mechanics, Dan Block and Ed Spriggs. Originally located in Block’s garage, the firm showed slow but steady growth for 7 years before it relocated to an old, abandoned meat-packing warehouse on Chicago’s South Side. With increased space for inventory storage, the company was able to begin offering an expanded line of auto parts. This increased selection, combined with the trend toward longer car ownership, led to an explosive growth of the business. Fifteen years later, Parts Emporium was the largest independent distributor of auto parts in the north central region. Recently, Parts Emporium relocated to a sparkling new office and warehouse complex off Interstate 55 in suburban Chicago. The warehouse space alone occupied more than 100,000 square feet. Although only a handful of new products have been added since the warehouse was constructed, its utilization increased from 65 percent to more than 90 percent of capacity. During this same period, however, sales growth stagnated. These conditions motivated Block and Spriggs to hire the first manager from outside the company in the firm’s history. It is June 6, Sue McCaskey’s first day in the newly created position of materials manager for Parts Emporium. A recent graduate of a prominent business school, McCaskey is eagerly awaiting her first real-world problem. At approximately 8:30 A.M., it arrives in the form of status reports on inventory and orders shipped. At the top of an extensive computer printout is a handwritten note from Joe Donnell, the purchasing manager: “Attached you will find the inventory and customer service performance data. Rest assured that the individual inventory levels are accurate because we took a complete physical inventory count at the end of last week. Unfortunately, we do not keep compiled records in some of the areas as you requested. However, you are welcome to do so yourself. Welcome aboard!” A little upset that aggregate information is not available, McCaskey decides to randomly select a small sample of approximately 100 items and compile inventory and customer service characteristics to get a feel for the “total picture.” The results of this experiment reveal to her why Parts Emporium decided to create the position she now fills. It seems that the inventory is in all the wrong places. Although an average of approximately 60 days of inventory is on hand, the firm’s customer service is inadequate. Parts Emporium tries to backorder the customer orders not immediately filled from stock, but some 10 percent of demand is being lost to competing distributorships. Because stock-outs are costly, relative to inventory holding costs, McCaskey believes that a cycle-service level of at least 95 percent should be achieved. McCaskey knows that although her influence to initiate changes will be limited, she must produce positive results immediately. Thus, she decides to concentrate on two products from the extensive product line: the EG151 exhaust gasket and the DB032 drive belt. If she can demonstrate significant gains from proper inventory management for just two products, perhaps Block and Spriggs will give her the backing needed to change the total inventory management system. The EG151 exhaust gasket is purchased from an overseas supplier, Haipei, Inc. Actual demand for the first 21 weeks of this year is shown in the following table: Week Actual Demand WK1 104 WK2 103 WK3 107 WK4 105 WK5 102 WK6 102 WK7 101 WK8 104 WK9 100 WK10 100 WK11 103 WK12 97 WK13 99 WK14 102 WK15 99 WK16 103 WK17 101 WK18 101 WK19 104 WK20 108 WK21 97 A quick review of past orders, shown in another document, indicates that a lot size of 150 units is being used and that the lead time from Haipei is fairly constant at 2 weeks. Currently, at the end of week 21, no inventory is on hand, 11 units are backordered, and the company is awaiting a scheduled receipt of 150 units. The DB032 drive belt is purchased from the Bendox Corporation of Grand Rapids, Michigan. Actual demand so far this year is shown in the following table: Week Actual Demand WK11 18 WK12 33 WK13 53 WK14 54 WK15 51 WK16 53 WK17 50 WK18 53 WK19 54 WK20 49 WK21 52 Because this product is new, data are available only since its introduction in week 11. Currently, 324 units are on hand, with no backorders and no scheduled receipts. A lot size of 1,000 units is being used, with the lead time fairly constant at 3 weeks. The wholesale prices that Parts Emporium charges its customers are $12.99 for the EG151 exhaust gasket and $8.89 for the DB032 drive belt. Because no quantity discounts are offered on these two highly profitable items, gross margins based on current purchasing practices are 32 percent of the wholesale price for the exhaust gasket and 48 percent of the wholesale price for the drive belt. Parts Emporium estimates its cost to hold inventory at 21 percent of its inventory investment. This percentage recognizes the opportunity cost of tying money up in inventory and the variable costs of taxes, insurance, and shrinkage. The annual report notes other warehousing expenditures for utilities and maintenance and debt service on the 100,000-square-foot warehouse, which was built for $1.5 million. However, McCaskey reasons that these warehousing costs can be ignored because they will not change for the range of inventory policies that she is considering. Out-of-pocket costs for Parts Emporium to place an order with suppliers are estimated to be $20 per order for exhaust gaskets and $10 per order for drive belts. On the outbound side, the company can charge a delivery fee. Although most customers pick up their parts at Parts Emporium, some orders are delivered to customers. To provide this service, Parts Emporium contracts with a local company for a flat fee of $21.40 per order, which is added to the customer’s bill. McCaskey is unsure whether to increase the ordering costs for Parts Emporium to include delivery charges.

Put yourself in Sue McCaskey's position and prepare a detailed report to Dan Block and Ed Spriggs on managing the inventory of the EG151 exhaust gasket and the DB032 drive belt.

Write a 1,050- to 1,400-word report.

Discuss Parts Emporium supply chain and possible remedies for its supply chain problems.

Present a proper inventory system and recognize all relevant costs.

Discuss how your recommendations for these two items will reduce the annual cycle inventory, stock-out, and order costs.

Include strategic and tactical changes that might improve the company's inventory performance, reduce variability, and improve customer service.

Format your paper consistent with APA guidelines.