Explain the Schedule management in the manhattan project?

Organizational Design is described as being “the foundation” of business organization. Where do Organizational Structure and Organizational Charts fit into this foundation? Explain how Specialization, Departmentalization and Decision-Making Hierarchy help to determine a company’s organizational structure.

E-business is a disruptive technology and has serious implications for the way that organisations manage their day-to-day operations and also for their staff and the overall organisational business model. Select a specific business or organisation, examine and propose five (5) major functions or processes that require re-engineering as a result of this disruptive technology.
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1. Pritchard & Baird was a reinsurance broker. A reinsurance broker arranges contracts between insurance companies so that companies that have sold large policies may sell participations in these policies to other companies in order to share the risks. Pritchard & Baird was controlled for many years by Charles Pritchard, who died in December 2013 Prior to his death, he brought his two sons, Charles, Jr. and William, into the business. The pair assumed an increasingly dominant role in the affairs of the business during the elder Charles’s later years. Starting in 2010, Charles, Jr. and William began to withdraw from the corporate account ever-increasing sums that were designated as “loans” on the balance sheet. These “loans,” however, represented a significant misappropriation of funds belonging to the corporation’s clients. By late 2015, Charles, Jr. and William had plunged the corporation into hopeless bankruptcy. A total of $12,333,514.47 in “loans” had accumulated by October of that year. Mrs. Lillian Pritchard, the widow of the elder Charles, was a member of the corporation’s board of directors until her resignation in December 2015, the day before the corporation filed for bankruptcy. Francis, as trustee in the bankruptcy proceeding, brought suit against United Jersey Bank, the administrator of the estate of Charles, Sr. He also charged that Lillian Pritchard, as a director of the corporation, was personally liable for the misappropriated funds on the basis of negligence in discharging her duties as director. Is Francis correct?

2. Muller, a shareholder of SCM, brought an action against SCM over his unsuccessful negotiations to purchase some of SCM’s assets overseas. He then formed a shareholder committee to challenge the position of SCM’s management in that suit. To conduct a proxy battle for management control at the next election of directors, the committee sought to obtain the list of shareholders who would be eligible to vote. At the time, however, no member of the committee had owned stock in SCM for the six-month period required to gain access to such information. Then Lopez, a former SCM executive and a shareholder for more than one year, joined the committee and demanded to be allowed to inspect the minutes of SCM shareholder proceedings and to gain access to the current shareholder list. His stated reason for making the demand was to solicit proxies in support of the committee’s nominees for positions as directors. Lopez brought this action after SCM rejected his demand. Will Lopez succeed?

3. Wilshire, while serving as an officer of Riffe Oil Company, received a secret commission for work he did on behalf of a competing corporation. Can Riffe Oil recover these secret profits and, in addition, recover the compensation Riffe Oil paid to Wilshire during the period that he acted on behalf of the competitor? If Riffe refuses to take any action, is there any thing that can be done by other interested parties? Explain fully.

Reflect on various change efforts that occurred in your organisation (or department). How would you quantify them as first-order or second-order change, or both? Justify your answer with detail illustrations/examples of the change efforts.

1000 words with APA citation

Can you think of a particular company (organisation) that tends to lean toward a mechanistic design? Discuss the advantages and disadvantages if that organisation is to adopt a more organic design form.

(1000 words with APA citation)

Explain the Integration management of the Manhattan Project?

Describe/define a “conglomerate” and discuss whether you believe the era of “conglomerates” is over. Be sure to defend your stance. (min 200 words)

need a sample leadership development programme for a school.

Explain the Quality Management of the Manhattan Project?

1. Many international companies do not provide any additional foreign assignment allowances (e.g. relocation or hardship allowance). Do you think it would have been feasible to implement this system at Bosch? What would be the related advantages and disadvantages?

Traditional retail in the United States, the kind you find at the malls, and urban department stores, is in trouble. The very large retailers such as Walmart, Macys, Kohls, Sears, and Nordstrom all have reported about 1% to 2% sales growth since the recession of 2008. In 2016, Target, Macys, Sears, JCPenny, and others are closing hundreds of stores. Since 2000, consumers have been shifting away from traditional retail goods like apparel and electronics(the mainstays of retail stores), and buying more services like vacations, exercise, dining, and health care. The much bigger threat to traditional retail is coming from online retail, mostly Amazon, that has gobbled up the lion’s share of online retail (about 25% of all online retail), and has been growing at astounding rates like 15% to 20% a year since 2008. Apparel and electron-ics are also the largest sales items for online retailers, so the physical stores and the online giant all compete selling the same goods. Traditional retailers have spent over a billion dollars in the last decade trying to become online retailers, and meet consumers wherever they want to buy, online, or at the store. It’s called an “omnichannel” strategy: using multiple channels like physical stores and online Web and mobile apps to sell products. Many traditional large retailers such as Walmart, Macys, and Costco, have wound up in the top ten online retail rankings. But so far the omnichannel strategy has not been especially successful in keeping up with Amazon’s growth. In what promises to be the online battle of the decade, the two biggest players, the heavy weights, Walmart and Amazon, are going head to head for the consumer dollar. In a broader sense, it’s the online-business model versus the physical- department-store busi-ness model which was invented by Macy’s in 1870. But to be fair to the traditional retailers who have developed their online and mobile sales channel, it’s more accurate to say it’s the omnichannel model versus the pure-online digital model of Amazon. Here’s how the two heavy weights shape up. Walmart’s revenues in 2015 were $485.6 billion (the largest Fortune 500 company), it had earnings of $15 billion (about a 3% margin) , and e-commerce sales of 13.7 billion (around 3% of total sales revenue). Walmart has about 5,200 stores of all kinds in the U.S. It produces around $15 billion in free cash flow a year, and has about $9 billion cash on hand. In 2016 Walmart’s market value is in the area of $230 billion. It’s sales growth in 2015 was 1.8%. Walmart employs about 2.1 million people (1.4 million in the U.S. alone), making it the largest employer in the world and the U.S. That works out to $231,000 of revenue for each employee. Amazon’s revenues in 2015 were $107 billion (the largest e-commerce company, but only 35 in the Fortune 500), it had earnings of $596 million (about a 1.8% margin), and e-commerce sales of $92 billion. Amazon has about $8 billion in cash on hand. In 2016 Amazon’s market value is about $366 billion, and its sales growth in 2015 was about 20%. Amazon employs about 222 million people. That works out to $481,000 of revenue for each employee. The retail battle of the decade shapes up as a contest between a giant traditional retailer that is growing very slowly, and has only a tiny online presence, versus the largest online retailer which is growing very rapidly, and has no physical store presence. Both companies have significant financial assets, and nearly limitless credit, to build or acquire whatever capabilities they choose. Walmart needs to develop new systems and capabilities both in-house, and through acquisitions. In 2016 Walmart bought the start up Jet.com, and small but fast-growing Amazon competitor. Videos 1 and Video 2 describe Walmart’s senior management strategy for developing a competitive online presence. The outcome will in part be determined by how well Walmart can develop a competitive logistics system to compete with Amazon. The Instructional Videos for this chapter describe how both Walmart and Amazon are devel-oping their fulfillment systems, and their plans to compete on delivery and fulfillment.

1. What are the three key assets that Walmart can leverage (build on) to compete with Amazon and other online retailers?

2. What is Walmart’s e-commerce strategy?

3. Why isn’t Walmart worried about the channel conflict between its online sales and its store sales?

Can you explain Netflix's rising content costs and how it can maintain market share due to competition. What should be Netflix's strategy on expanding into future?

WK 3 ASS- BUS 307

Data Analysis Skills and Thinking

Submit a paper of at least four pages in length, excluding the title and reference pages, that includes at least three sources, including a minimum of two scholarly sources and the text. Explain in detail why data analysis skills are so important to Spend Analysis. Describe how a structured process such as Six Sigma methodology (Chapter 4) can be useful to identify spending patterns and identify opportunities for improvement. Recommend which functional areas of the business, such as finance, should be involved in Spend Analysis efforts and justify the rationale for your choices.