Assume the American Society of Training Directors is studying its membership in order to enhance member benefits and attract new members. Below is a copy of a cover letter and mail questionnaire received by a member of the society. Please evaluate the usefulness and tone of the letter and the questions and format of the instrument. Dear ASTD Member: The ASTD is evaluating the perception of value of membership among its members. Enclosed is a short questionnaire and a return envelope. I hope you will take a few minutes and fill out the questionnaire as soon as possible, because the sooner the information is returned to me, the better. Sincerely, Director of Membership Questionnaire Directions: Please answer as briefly as possible. 1. With what company did you enter the field of training? 2. How long have you been in the field of training? 3. How long have you been in the training department of the company with which you are presently employed? 4. How long has the training department in your company been in existence. 5. Is the training department a subset of another department? If so, what department? 6. For what functions (other than training) is your department responsible? 7. How many people, including yourself, are in the training department of your company (local plant or establishment)? 8. What degrees do you hold and from what institutions? Major___________________ Minor _______________ 9. Why were you chosen for training? What special qualifications prompted your entry into training? 10. What experience would you consider necessary for an individual to enter into the field of training with your company? Include both educational requirements and actual experience.

Problem 17.3: the ideal cycle time of an assembly machine is 5 sec. the parts feeder at one of the workstations has a feed rate of 75 components/min and the probability that the components will pass through the selector is 18%.   The active length of the feed track (where the high-level sensor is located) is 350 mm. the low-level sensor on the feed track is located 100 mm from the station work head. The components have a length of 12.5 mm in the feed track direction, and there is no overlapping of parts.

(a) How long will it take for the supply of parts to be depleted from the high-level sensor to the low-level sensor once the feeder-selector device is turned off?

(b) How long will it take for the parts to be resupplied from the low-level sensor to the high-level sensor, on average, after the feeder-selector device is turned on and turned off?

Question text

Scenario: The Marketing Firm has been trying for years to land a contract with a large national brand soda, 'Enjoy'. Enjoy has a long time relationship with The Marketing Firm's largest competitor, 'Smile'. Enjoy has been loyal to Smile and has denied all requests by The Marketing Firm to do a presentation or submit a bid for their consideration. There have been some leadership changes at Smile and apparently the relationship is fractured. After years of effort, Enjoy has finally accepted The Marketing Firm's request to present their marketing ideas.
The team assembles to begin working on their presentation and marketing ideas for Enjoy. Jill says, "My research indicated that last month Enjoy sodas were sold more in suburban areas than in metropolitan areas." Sandy replied, "That makes sense. There are more homes in suburban areas and office buildings in downtown areas." Mandy replied, "So, children drink Enjoy more than adults." Jill says, "That's it, our marketing should appeal to the youth."
The team presents Enjoy with a mascot; a cartoon character in the form of a purple monkey. The executives at Enjoy were speechless. They have never catered to children and were surprised that The Marketing Firm had gone in that direction. Enjoy was not impressed by the mascot idea and advised The Marketing Firm that they would not be need their service.
Based on the scenario, answer the following question:
The team reviewed sales data based on demographic location. They needed two more resources to help them develop the marketing plan. Which are they?

Select one:

a. Customer surveys and historical sales data.

b. Customer surveys and seasonal sales data.

c. Seasonal sales data and interviews of members of the Enjoy's sales team.

d. Customer surveys and interviews of the competitors teams

Scenario: Company X recently hired two employees to fill the newly designed role of quality assurance. The new employees implemented a quality monitoring process. Mr. G has been managing the department for four years without issues. Recently, several quality issues have occurred. Mr. G. is certain that the new quality assurance employees are causing the issues because the other three employees had been working at X for four or more years.
The assistant manager tells Mr. G. that he is not sure it is the two new employees causing the issues because they had experience in quality and seem to find all the errors. The tenured employees maintain that they know their jobs and do not have a history of making mistakes.
The director of the department is tired of the excuses and told Mr. G. that he wants the problem solved and wants to see data to support the solution in two weeks.
Is Mr. G. displaying bias? Why or why not?

Select one:

a. Yes. Mr. G. is certain that the new quality assurance employees are causing the issues because the other three employees had been working at X for four or more years.

b. Yes. Mr. G has been managing the department for four years without issues.

c. No. Mr. G. is certain that the new quality assurance employees are causing the issues because the other three employees had been working at X for four or more years.

d. No. Mr. G has been managing the department for four years without issues

Competitor Analysis of the company Kroger using Porter's 5 Forces?

"True leaders can only come from people who have understood the importance of diversity and have engaged in different experiences. So chances are the leaders we have seen in war-torn or disaster-struck areas have had a wide amount of exposure to different people and cultures through volunteer work. A research by a leading social support agency postulates that altruistic leadership increases through travel and volunteer work unless there is very thorough training on how to work on such situations."
If we have to apply the Toulmin's method to this piece, which of the following would be the claim of the argument?

Select one:

a. True leaders can only come from people who have understood the importance of diversity and have engaged in different experiences.

b. Chances are the leaders we have seen in war-torn or disaster-struck areas have had a wide amount of exposure to different people and cultures through volunteer work.

c. Unless there is very thorough training on how to work on such situations.

d. A research by a leading social support agency postulates that altruistic leadership increases through travel and volunteer work

Question text

Read this following piece:
"True leaders can only come from people who have understood the importance of diversity and have engaged in different experiences. So chances are the leaders we have seen in war-torn or disaster-struck areas have had a wide amount of exposure to different people and cultures through volunteer work. A research by a leading social support agency postulates that altruistic leadership increases through travel and volunteer work unless there is very thorough training on how to work on such situations."
If we have to apply the Toulmin's method to this piece, which of the following would be the rebuttal to the argument?

Select one:

a. True leaders can only come from people who have understood the importance of diversity and have engaged in different experiences.

b. Chances are the leaders we have seen in war-torn or disaster-struck areas have had a wide amount of exposure to different people and cultures through volunteer work.

c. Unless there is very thorough training on how to work on such situations.

d. A research by a leading social support agency postulates that altruistic leadership increases through travel and volunteer work.

Question text

Read this following piece:
"True leaders can only come from people who have understood the importance of diversity and have engaged in different experiences. So chances are the leaders we have seen in war-torn or disaster-struck areas have had a wide amount of exposure to different people and cultures through volunteer work. A research by a leading social support agency postulates that altruistic leadership increases through travel and volunteer work unless there is very thorough training on how to work on such situations."
If we have to apply the Toulmin's method to this piece, which of the following would be the warrant to the argument?

Select one or more:

a. True leaders can only come from people who have understood the importance of diversity and have engaged in different experiences.

b. Chances are the leaders we have seen in war-torn or disaster-struck areas have had a wide amount of exposure to different people and cultures through volunteer work.

c. Unless there is very thorough training on how to work on such situations.

d. A research by a leading social support agency postulates that altruistic leadership increases through travel and volunteer work.

Question text

Read this following piece:
"True leaders can only come from people who have understood the importance of diversity and have engaged in different experiences. So chances are the leaders we have seen in war-torn or disaster-struck areas have had a wide amount of exposure to different people and cultures through volunteer work. A research by a leading social support agency postulates that altruistic leadership increases through travel and volunteer work unless there is very thorough training on how to work on such situations."
If we have to apply the Toulmin's method to this piece, which of the following would be the backing to the argument?

Select one:

a. True leaders can only come from people who have understood the importance of diversity and have engaged in different experiences.

b. Chances are the leaders we have seen in war-torn or disaster-struck areas have had a wide amount of exposure to different people and cultures through volunteer work.

c. Unless there is very thorough training on how to work on such situations.

d. A research by a leading social support agency postulates that altruistic leadership increases through travel and volunteer work

Case Study 2: Employee Selection at Deloitte Australia

Deloitte is the brand name used for Deloitte Touche Tohmatsu Limited, a UK private company with more than 263,900 professionals worldwide in the service areas of audit, tax, consulting, financial advisory, risk management, and related services. The firm operates in more than 150 countries and had revenues in fiscal year 2018 of $43.2 billion. Deloitte is one of the “Big Four” accounting firms and the largest professional services firm in the world.

Deloitte Australia is recognized as the number one employer-of-choice for graduates by Gradconnection. Workplace Gender Equality Agency has recognized the firm as am employer-of-choice for women. Deloitte Australia is the only professional services firm on the Australia Center for Corporate Social Responsibility’s Top Ten list. Further, the firm has invested more than $20 million in their communities through pro bono work and donations, as well as through volunteer work.

Deloitte Australia, like the rest of Deloitte, is a highly progressive company that is often on the leading edge of human resource practices. The firm provides information on the company website that can serve as a guide for prospective employees. The website includes information about the company’s recruitment and selection processes for both new college graduates and experienced hires.

The application process for college students starts with completing an online application process. Applicants can also read information about Deloitte and about the members of the recruitment team on the website. Recruitment team members review applications, make an assessment of fit with skills, and determine if there is a match to key selection criteria. The company tries to contact applicants in seven days with a decision about continuation in the selection process.

The selection process includes multiple steps. The process starts with a first interview, usually by phone with a member of the recruitment team. The process continues with interviews with members of the relevant service team. The number of these interviews varies across service areas. The process ends with an in-depth interview addressing technical and motivational fit with the role, team and company. A Deloitte partner from the service line participates in the final interview.

The selection process for some roles may also include psychometric or skills-based tests. Other roles require an assessment in the form of a case study. These assessments take place either online or face-to-face, and within two weeks of the rest of the interviews.

Finally, if the firm is interested in making an offer, they will conduct a pre-employment check of references and work rights with the Australian Government Department of Immigration and Border Protection (DIBP).

Questions

1. Discuss the pros and cons of providing so much information about the selection process on the company website. Would this amount of information make you more or less likely to apply for a job with Deloitte Australia, or any other company for that matter that provided this much information? Discuss your response.
2. What concerns would you have about the process if you were an applicant?
3. Describe the selection process in terms of which parts are initial screening and which are final screening. Is Deloitte Australia using a compensatory, multiple hurdle, or multiple-cutoff approach to selection? Why do you think they have chosen this particular approach? Do you think it is logical given the nature of the firm?
4. Research Australian hiring guidelines and discuss how they differ from U.S. guidelines and how they are similar.

I need unique answers with the source mentioned academically

TOPIC:   EMPLOYEE HEALTH AND SAFETY IN THE ORGANIZATION

Organization officials have a legal and moral responsibility to ensure that the workplace is free from unnecessary hazards. Employers hold responsibility for understanding what is necessary to keep workers safe from harm. Conditions surrounding the workplace must be secure for employee’s physical and mental health. As many organizations have implemented wellness program, that focus on smoking cessation, weight control, stress management, early diagnosis of health problems, prevention and education about life-style related and contagious illness. Wellness program can cut Employers health cost and lower absenteeism by preventing health related problems.

Reference: Textbook- DeCenzo, D. A., & Robbins, S. P. (2013). Human resource management , Chapter 13 Health and Safety.

Assignment Questions:

1. Describe the role of HR in offering Healthy and safe work environment to the workers. Also write the ways that Occupational Safety and Health Administration OSHA assist employers in creating a safer workplace. ( Marks:4)

2. Discuss the purpose and significance of Wellness Programs/Disease Management in the Organization. Support your answer with the example of two companies that provide these programs to their workers.  (Marks 2.5)

3. If you’re HR Manager, how can you support your employees during the Public Health Emergency/Outbreak? Present your HR planning to run the organization effectively along with employees’ safety.(Marks: 3.5)

starbucks corporation

1. Explain key factors in building a clientele

2. Explain the role of customer service as a component of selling relationships

3. Discuss motivational theories that impact buying behavior

4. Implement techniques to increase customer’s product exposure

5. Analyze competitors’ offerings

Part I: Create an Organizational Chart for the department of health care management.

Part II: Write a Job Description for TWO of the following:

• HIM Director
• Chart Analyst

Why are many MNCs reluctant to produce or sell their goods in China? What role can the Chinese government play in helping to resolve this problem?

What is Kroger's "Industry Attrractiveness" using Porter's Five Forces

How would you teach ethics to employees in your firm? What would you cover in an in-house training program on ethical behavior of employees?

Compare and contrast the team, virtual, and learning organizations.

COMPANY Case: Porsche: Guarding the Old While Bringing in the New

Porsche (pronounced Porsh-uh) is a unique company. It has always been a niche brand that makes cars for a small and distinctive segment of automobile buyers. In 2009, Porsche sold only 27,717 cars in the five models it sells in the United States. Honda sold about 10 times that many Accords alone. But Porsche owners are as rare as their vehicles. For that reason, top managers at Porsche spend a great deal of time thinking about customers. They want to know who their customers are, what they think, and how they feel. They want to know why they buy a Porsche rather then a Jaguar, a Ferrari, or a big Mercedes coupe. These are challenging questions to answer; even Porsche owners themselves don’t know exactly what motivates their buying. But given Porsche’s low volume and the increasingly fragmented auto market, it is imperative that management understands its customers and what gets their motors running.

Since its early days, Porsche has appealed to a very narrow segment of financially successful people. These are achievers who see themselves as entrepreneurial, even if they work for a corporation. They set very high goals for themselves and then work doggedly to meet them. And they expect no less from the clothes they wear, the restaurants they go to, or the cars they drive. These individuals see themselves not as a part of the regular world but as exceptions to it. They buy Porsches because the car mirrors their self-image; it stands for the things owners like to see in themselves and their lives.

Most of us buy what Porsche executives call utility vehicles. That is, we buy cars primarily to go to work, transport children, and run errands. Because we use our cars to accomplish these daily tasks, we base buying decisions on features such as price, size, fuel economy, and other practical considerations. But Porsche is more than a utility car. Its owners see it as a car to be enjoyed, not just used. Most Porsche buyers are not moved by information but by feelings. A Porsche is like a piece of clothing—something the owner “wears” and is seen in. They develop a personal relationship with their cars, one that has more to do with the way the car sounds, vibrates, and feels, rather than the how many cup holders it has or how much cargo it can hold in the trunk. They admire their Porsche because it is a competent performance machine without being flashy or phony.

People buy Porsches because they enjoy driving. If all they needed was something to get them from point A to point B, they could find something much less expensive. And while many Porsche owners are car enthusiasts, some of them are not. One successful businesswoman and owner of a high-end Porsche said, “When I drive this car to the high school to pick up my daughter, I end up with five youngsters in the car. If I drive any other car, I can’t even find her; she doesn’t want to come home.”

For its first few decades, Porsche AG lived by the philosophy of Ferry Porsche, Ferdinand’s son. Ferry created the Porsche 356 because no one else made a car like he wanted. But as the years rolled on, Porsche management became concerned with a significant issue: Were there enough Porsche buyers to keep the company afloat? Granted, the company never had illusions of churning out the numbers of a Chevrolet or a Toyota. But to fund innovation, even a niche manufacturer has to grow a little. And Porsche began to worry that the quirky nature of the people who buy Porsches might just run out on them.

This led Porsche to extend its brand outside the box. In the early 1970s, Porsche introduced the 914, a square-ish, mid-engine, two-seater that was much cheaper than the 911. This meant that a different class of people could afford a Porsche. It was no surprise that the 914 became Porsche’s top selling model. By the late 1970s, Porsche replaced the 914 with a hatchback coupe that had something no other regular Porsche model had ever had: an engine in the front. At less than $20,000, more than $10,000 less than the 911, the 924 and later 944 models were once again Porsche’s pitch to affordability. At one point, Porsche increased its sales goal by nearly 50 percent to 60,000 cars a year.

Although these cars were in many respects sales successes, the Porsche faithful cried foul. They considered these entry-level models to be cheap and underperforming. Most loyalists never really accepted these models as “real” Porsches. In fact, they were not at all happy that they had to share their brand with a customer who didn’t fit the Porsche owner profile. They were turned off by what they saw as a corporate strategy that had focused on mass over class marketing. This tarnished image was compounded by the fact that Nissan, Toyota, BMW, and other car manufacturers had ramped up high-end sports car offerings, creating some fierce competition. In fact, both the Datsun 280-ZX and the Toyota Supra were not only cheaper than Porsche’s 944 but also faster. A struggling economy threw more sand in Porsche’s tank. By 1990, Porsche sales had plummeted, and the company flirted with bankruptcy.

But Porsche wasn’t going down without a fight. It quickly recognized the error of its ways and halted production of the entry-level models. It rebuilt its damaged image by revamping its higher-end model lines with more race-bred technology. In an effort to regain rapport with customers, Porsche once again targeted the high end of the market in both price and performance. It set modest sales goals and decided that moderate growth with higher margins would be more profitable in the long term. Thus, the company set out to make one less Porsche than the public demanded. According to one executive, “We’re not looking for volume; we’re searching for exclusivity.”

Porsche’s efforts had the desired effect. By the late 1990s, the brand was once again favored by the same type of achiever who had so deeply loved the car for decades. The cars were once again exclusive. And the company was once again profitable. But by the early 2000s, Porsche management was again asking itself a familiar question: To have a sustainable future, could Porsche rely on only the Porsche faithful? According to then CEO Wendelin Wiedeking, “For Porsche to remain independent, it can’t be dependent on the most fickle segment in the market. We don’t want to become just a marketing department of some giant. We have to make sure we’re profitable enough to pay for future development ourselves.”

So in 2002, Porsche did the unthinkable. It became one of the last car companies to jump into the insatiable sport utility vehicle (SUV) market. At roughly 5,000 pounds, the new Porsche Cayenne was heavier than anything that Porsche had ever made, with the exception of some prototype tanks it made during WWII. Once again, the new model featured an engine up front. And it was the first Porsche to ever be equipped with seatbelts for five. As news spread about the car’s development, howls could be heard from Porsche’s customer base.

But this time, Porsche did not seem too concerned that the loyalists would be put off. Could it be that the company had already forgotten what happened the last time it deviated from the mold? After driving one of the first Cayenne’s off the assembly line, one journalist stated, “A day at the wheel of the 444 horsepower Cayenne Turbo leaves two overwhelming impressions. First, the Cayenne doesn’t behave or feel like an SUV, and second, it drives like a Porsche.” This was no entry-level car. Porsche had created a two-and-a-half ton beast that could accelerate to 60 miles per hour in just over five seconds, corner like it was on rails, and hit 165 miles per hour, all while coddling five adults in sumptuous leather seats with almost no wind noise from the outside world. On top of that, it could keep up with a Land Rover when the pavement ended. Indeed, Porsche had created the Porsche of SUVs.

Last year, Porsche upped the ante one more time. It unveiled another large vehicle. But this time, it was a low-slung, five-door luxury sedan. The Porsche faithful and the automotive press again gasped in disbelief. But by the time the Panamera hit the pavement, Porsche had proven once again that Porsche customers could have their cake and eat it to. The Panamera is almost as big as the Cayenne but can move four adults down the road at speeds of up to 188 miles per hour and accelerate from a standstill to 60 miles per hour in four seconds flat.

Although some Porsche traditionalists would never be caught dead driving a front engine Porsche that has more than two doors, Porsche insists that two trends will sustain these new models. First, a category of Porsche buyers has moved into life stages that have them facing inescapable needs; they need to haul more people and stuff. This not only applies to certain regular Porsche buyers, but Porsche is again seeing buyers enter its dealerships that otherwise wouldn’t have. Only this time, the price points of the new vehicles are drawing only the well heeled, allowing Porsche to maintain its exclusivity. These buyers also seem to fit the achiever profile of regular Porsche buyers.

The second trend is the growth of emerging economies. Whereas the United States has long been the world’s biggest consumer of Porsches, the company expects China to become its biggest customer before too long. Twenty years ago, the United States accounted for about 50 percent of Porsche’s worldwide sales. Now, it accounts for only about 26 percent. In China, many people who can afford to buy a car as expensive as a Porsche also hire a chauffeur. The Cayenne and the Panamera are perfect for those who want to be driven around in style but who may also want to make a quick getaway if necessary.

The most recent economic downturn has brought down the sales of just about every maker of premium automobiles. When times are tough, buying a car like a Porsche is the ultimate deferrable purchase. But as this downturn turns back up, Porsche is better poised than it has ever been to meet the needs of its customer base. It is also in better shape than ever to maintain its brand image with the Porsche faithful and with others as well. Sure, understanding Porsche buyers is still a difficult task. But a former CEO of Porsche summed it up this way: “If you really want to understand our customers, you have to understand the phrase, ‘If I were going to be a car, I’d be a Porsche.’

Required Questions –

Question 01: Critically analyze the relevant Porters generic strategies and the growth strategies Porsche is pursuing , justify your answer by referring to the case study (5 marks)

Question 02: Marketing had evolved through five stages, out of this five which concept or concepts is Porsche following , justify your answer. Do you agree with this why or why not (5 marks)

9. The daily requirements for campus patrol officers at the University for the week are:
Day	M	T	W	TH	F	S	SU
Requirement	4	5	6	7	10	9	9
Each officer works five days a week and must have two 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?