Rocky Mountain Tire Center sells 14,000 ​go-cart tires per year. The ordering cost for each order is $35, and the holding cost is 40​% of the purchase price of the tires per year. The purchase price is $21 per tire if fewer than 200 tires are​ ordered, $19 per tire if 200 or​ more, but fewer than 8,000​, tires are​ ordered, and $18 per tire if 8,000 or more tires are ordered.

​a) How many tires should Rocky Mountain order each time it places an​ order.

Rocky​ Mountain's optimal order quantity is _____ ?

b) What is the total cost of inventory?

The Case for Humble Executives.

Taking the blame for the consumer-products company’s weak performance, the departing CEO told investors “the buck stops with me” and assured them his successor would do better. Mr. Lafley was responding to investor criticism of P&G’s strategy and recent stock-price performance. He will stay on as executive chairman after David Taylor becomes CEO Nov. 1.

Among executives, humility “is the flavor du jour,” says Fred Hassan, a former CEO of Schering-Plough Corp. and author of a book on leadership. Companies increasingly prize humble leaders because they listen well, admit mistakes and share the limelight, recruiters and coaches say. “The servant leadership model promotes collaboration,” says Dale E. Jones, chief executive of recruiters Diversified Search Inc. That’s easier said than done for corporate climbers. At a seminar for aspiring CEOs this year, Mr. Hassan described how they could promote themselves but remain humble, warning them against aggressive self-promotion. For instance, he advises, don’t circumvent the boss and brag about your work to the boss’s boss. Krispy Kreme Doughnuts Inc. sought a CEO with humble servant leadership during a hunt completed by Mr. Jones last year. Anthony “Tony” N. Thompson, hired to head the chain, “exhibited those two characteristics strongly,” remembers his predecessor, James H. Morgan. Humility represents “an important trait in our company,” adds Mr. Morgan, who remains chairman. Some may wonder if it is just as good to seem humble. Faux humility annoys people, explains Francesca Gino, a Harvard Business School professor of business administration who co-wrote a research paper about the shortcomings of “humblebragging,” boasts masquerading as self-deprecating complaints. Consider the job candidate who says “I work too hard” when asked to describe their shortcomings. Researchers found that opening up about real weaknesses “leads to a better likelihood of getting a job,” she says. “If you have to act humble, it won’t work. You either are or you’re not,” concurs Mr Morgan.

Oscar Munoz, the new chief of United Continental Holdings Inc., started his tenure last month with an apology to customers and employees and a vow to spend his first 90 days on a listening tour with staff. Mr. Munoz suffered a heart attack on Oct. 15, the day he was due to meet with union leaders, and has remained hospitalized. Frank Blake, a retired chairman and CEO of Home Depot Inc., says he stressed his limited retail-industry experience when directors of the do-it-yourself chain wanted to promote him to the top job in 2007. A General Electric Co. alumnus, he had worked at Home Depot for five years. “I don’t think I am the right guy,” Mr. Blake recalls warning board members. Mr. Blake believes his scant retail know-how made it easier to be a humble leader of Home Depot. During his nearly eight-year command, he also favored colleagues with a similar style. “You were better off acknowledging what you needed to work on” than being boastful, he observes. A Bausch & Lomb division head in “self-promotion mode” wound up getting ousted a few years ago, recollects Mr. Hassan, its then-chairman.

Recruited from a much bigger employer, the division head at the eye-products concern pushed to expand into product areas that would impress the board, but his division needed a turnaround, Mr. Hassan says. Subordinates complained that he ignored their problems, such as repairing ties with certain customers. “Had he been humble,” Mr. Hassan notes, “he would have set the right priorities.” Some executives spend years developing humble listening skills—as William M. Lambert did before and after his 2008 advancement to CEO of MSA Safety Inc., a maker and supplier of safety products. Bob Rogers, president of Development Dimensions International, a leadership consultancy, began coaching him when he took charge of MSA’s North American unit in 2003. Mr. Rogers counted how often Mr. Lambert told his management team what to do rather than request their input. He issued orders a lot.

His team members told the coach that “Bill has preconceived ideas and he doesn’t allow for full discussion,” Mr. Lambert remembers. The executive asked a trusted peer to check his behavior. Nevertheless, directors told Mr. Lambert he came across as overconfident and unwilling to listen during his second year in the corner office. His reviews improved after he showed respect for board members’ ideas. “As a leader, you need to have a strong ego,” Mr. Lambert says. “But you can’t have a big ego.” It should go without saying that humble leaders don’t steal credit from colleagues. “Credit when you do well will come to you,” Krispy Kreme’s Mr. Morgan says he used to assure his executives. Not everyone listened. One lieutenant disappeared while subordinates developed new products and equipment, only to claim credit when they were unveiled to the top brass. “He took the limelight,” Mr. Morgan recalls. “He didn’t understand the humility part.” Krispy Kreme fired the man a year later

please provide two paragraphs describing:

a)  How you can use the qualities of servant leadership discussed in the article effectively within your future work teams.

b) How this example of servant leadership could backfire if the work context emphasizes individual performance over collaboration.

given a group assignment and you have a non collaborative team member who wants to share in the credit;
1. what do you say to a non collaborative team member ?
2. what do you say to your superior?
3. when do you talk to them?
4. how do you do it without been 'bad mouth' as much as you hold on to your value of honesty?

In designing a benefits what are the most important considerations for the employer and why? What are the important considerations for the employee and why?

The ADA has undoubtedly cost money for most employers. Whether they have to remodel their bathrooms, install elevators, widen their hallways, allow work-from home, change shifts, or provide special equipment like ergonomic chairs or expensive computer programs that translate type to speech, the cost is real. Let's talk about whether this is fair. Should private employers be forced to provide these accommodations to disabled employees? This is really a social cost after all, right? Shouldn't the employee be the one who has to provide what it takes to do the job? Or maybe the government? Why should private employers have to bear this cost?

Compensation Changes at JC Penney

Having been in business for over 100 years, JC Penney has experienced highs and lows in organizational performance. In the past decade the firm has faced a dramatically changing retail

environment from competitors such as Target, Wal-Mart, the Gap, and others. As a result, JC

Penney was increasingly viewed by customers and analysts of the retail industry as lagging in its merchandising strategies.

Even the compensation system at JC Penney was viewed as traditional and paternalistic in nature because it emphasized rewarding employees primarily for their length of service. Also, most promotions were made internally, which created a more static organizational culture. The traditional pay structure at the firm contained many pay grades and was based on job evaluations to establish those grades. Its performance review system emphasized employee tenure and effort to a greater degree than performance results.

To respond to the competitive environment, the firm’s executives decided that JC Penney had to become more dynamic and able to change more quickly. One of the changes identified was that a new compensation system was needed. The restructured compensation system that was developed and implemented focused heavily on market value, using pay survey data that specifically matched job responsibilities. The greatest change was the development of “career bands.” These career bands grouped jobs together based on survey data and job responsibilities and resulted in fewer grades with wider ranges. The career bands represented a broadbanding approach that was based on benchmark jobs for which market pricing data were available. Jobs

for which market data could not be found were analyzed using a job evaluation system.

Use of the career bands was designed to identify career paths for employees throughout the company and to better link compensation to all of the jobs. By having career bands, greater flexibility was provided for employees to be rewarded for both current performance and continuing

career growth. To support this new compensation system, a revised performance management

system was developed. This system used performance goals and measures more closely tied to

business strategies and objectives. Important to implementing the new performance management

system was managerial training. This training was needed so that the managers could use the

new system effectively and to describe to employees the importance of performance and its link to compensation.

Implementation of the new compensation system required extensive communication.

Newsletters were prepared for all managers explaining the new compensation system. Then

departmental and store meetings were held with managers and employees to describe the new system. A number of printed materials and videos discussing the importance of the new compensation plan were prepared and utilized. A final part of communications was to prepare letters for individual employees that informed them about their job band and market pay range.

summarize please

Mary is obese. She weighs 380 pounds, and doesn't mind being this way. Because of her weight, her knees are shot, and she needs to walk with a cane or a walker. She's been diagnosed with diabetes, and needs an insulin pump at all times. Her diabetes has effected her eyesight, and she can't read a computer screen unless it's an extra large/ultra high resolution screen. Even with all this help, Mary is till having a tough time with her work. She's unpleasant, bossy, demanding, super-sensitive, and just seems to barely keep her head above water.

Tom sees all the assistance Mary gets from their boss. She gets a closer parking spot. She gets to keep food and drinks at her desk that other employees aren't allowed to have, because she claims it's necessary to maintain her blood sugar. She's frequently late for work, often blaming it on the extra time it takes her to drive since she has to be extra slow and careful because of her eyesight. Tom suffers from depression. Some days he can't even get out of bed. But he does't walk around telling everyone about his condition, and does't want anyone at work to know. But it's making his depression worse to see how well Mary gets treated, while he's on discipline for chronic lateness and failure to get his daily work done.

1. Assume Mary gets fired. She's in an at-wil employment state, and her manager just got tired of having to put up with her attitude and constant neediness. What does Mary have to do in order to prove a prima facie case of disability discrimination? EXPLAIN each element and how it applies to Mary.

2. Does Tom have a prima facie case for disability discrimination? Why? Why not?

Consider a project having the following activities, time, and cost:

                                                  Normal      Normal      Crash         Crash         Maximum

                        Immediate         Time        Cost         Time         Cost             Time

      Activity      Predecessors      (weeks)          ($)         (weeks)          ($)         Reduced

            a               none                  4            3,000            2            5,000               2

            b               a                        5            5,000            3            8,000               2

            c               a                        4            7,000            4            7,000               0

            d               b                       4            6,000            2            8,000               2

            e               c,d                     8            4,000            6            8,000               2

            f               c                        3            4,000            2            9,000               1

            g               e,f                     4            2,000            2            7,000               2

Assume partial crashing (not all maximum crashing time has to be used) is available.

1. Draw the network diagram. How long does project take using normal time?
2. Which activities should be crashed to reduce the completion time of the project by two weeks? How much is the additional cost? Show all work.

baby boomers blame baby busters for passing doen the serious problems that they are now confronting: getting good jobs , for example
true or false?

Where does the organization AT&T rate in the market?

A manager must decide which type of machine to buy, A, B, or C. Machine costs (per individual machine) are as follows:

Product forecasts and processing times on the machines are as follows:

a. Assume that only purchasing costs are being considered. Compute the total processing time required for each machine type to meet demand, how many of each machine type would be needed, and the resulting total purchasing cost for each machine type. The machines will operate 10 hours a day, 240 days a year. (Enter total processing times as whole numbers. Round up machine quantities to the next higher whole number. Compute total purchasing costs using these rounded machine quantities. Enter the resulting total purchasing cost as a whole number. Omit the "$" sign.)

b. Consider this additional information: The machines differ in terms of hourly operating costs: The A machines have an hourly operating cost of $12 each, B machines have an hourly operating cost of $14 each, and C machines have an hourly operating cost of $15 each. What would be the total cost associated with each machine option, including both the initial purchasing cost and the annual operating cost incurred to satisfy demand?(Use rounded machine quantities from Part a. Do not round any other intermediate calculations. Round your final answers to the nearest whole number. Omit the "$" sign.)

A city is hosting an annual marathon event and wants to produce t-shirts. Maria was able to obtain previous years’ demand and probability data as given in below table. She also estimates:

Selling price is $10, cost is $3, and the salvage value is $1.

Calculate all numbers in the payoff table. Show all work. How many shirts should be made to maximize profit?

2. Consider the Leader-Member Exchange Theory, what do you see as the significant contradiction between this theory and Fiedler’s Contingency Theory when it comes to leadership styles. Explain fully.

3. Explain Transformational Leadership and Charismatic Leadership. What do you see as similarities in these two styles and what do you see as dissimilarities. Explain fully giving examples.