The following table lists the components needed to assemble an end item, lead times, and quantities on hand.

a. If 22 units of the end item are to be assembled, how many additional units of E are needed? (Hint: You don't need to develop an MRP plan to determine this.)

Additional units            

b. An order for the end item is scheduled to be shipped at the start of week 14. What is the latest week that the order can be started and still be ready to ship on time? (Hint: You don't need to develop an MRP plan for this part either.)

The latest week            

How have advertising agencies changed to facilitate the use of IMC programs?

respond to the following , building upon business plan of rental car

.What areas of management will be most important in your business? Will these change over time?
. What basic management skills will be most important to your business? Will these change over time?
. What are the specific business goals of your new venture?
. For your venture, is there a difference between your corporate and business strategies?
. Does your management team need to develop any contingency plans? Why or why not?
. What sort of corporate culture do you want to create for your venture? What steps will you take to do so?
. Thinking ahead one year, how many employees do you expect that you will have in your business? How did you come to this conclusion?
. Draw a sample organization chart for your business in one year. Although you won’t know the names of all your employees, your organization chart should include job titles.
. Will decision-making in your business be centralized or decentralized? Be sure to support your conclusion.
. How do you think that your organizational structure will change over time? Will it be the same in 10 years

Amaani Lyle, an African American woman, was hired by Warner Brothers Television Productions to be a scriptwriters’ assistant for the writers of Friends, a popular, adult-oriented television series. One of her essential job duties was to type detailed notes for the scriptwriters during brainstorming sessions in which they discussed jokes, dialogue, and story lines. The writers then combed through Lyle’s notes after the meetings for script material. During these meetings, the three male scriptwriters told lewd and vulgar jokes and made sexually explicit comments and gestures. They often talked about their personal sexual experiences and fantasies, and some of these conversations were then used in episodes of Friends.

During the meetings, Lyle never complained that she found the writers’ conduct offensive. After four months, Lyle was fired because she could not type fast enough to keep up with the writers’ conversations during the meetings. She filed a suit against Warner Brothers, alleging sexual harassment and claiming that her termination was based on racial discrimination. Using the information presented in the chapter, answer the following questions.

1.Would Lyle’s claim of racial discrimination be for intentional (disparate-treatment) or unintentional (disparate-impact) discrimination? Explain.

2.Can Lyle establish a prima facie case of racial discrimination? Why or why not?

3.When Lyle was hired, she was told that typing speed was extremely important to the position. At the time, she maintained that she could type eighty words per minute, so she was not given a typing test. It later turned out that Lyle could type only fifty words per minute. What impact might typing speed have on Lyle’s lawsuit?

4.Lyle’s sexual-harassment claim is based on the hostile working environment created by the writers’ sexually offensive conduct at meetings that she was required to attend. The writers, however, argue that their behavior was essential to the “creative process” of writing for Friends, a show that routinely contained sexual innuendos and adult humor. Which defense discussed in the chapter might Warner Brothers assert using this argument?

The Case: ‘Norman McLean's award-winning book, Young Man and Fire, tells the story of Mann Gulch more than 40 years after one of the largest firefighting disasters in the U.S. Forest Service's history to that point. Professor Karl Weick's analysis of this story highlights the problem-solving issues that emerged that caused 13 young men to lose their lives’. The Mann Gulch (Montana) disaster is a story of a race (p. 224). The smoke-jumpers in the race (excluding foreman "Wag" Wagner Dodge and ranger Jim Harrison) were ages 17–28, unmarried, seven of them were forestry students (p. 27), and 12 of them had seen military service (p. 220). They were a highly select group (p. 27) and often described themselves as professional adventurers (p. 26). A lightning storm passed over the Mann Gulch area at 4:00 P.M. on August 4, 1949, and is believed to have set a small fire in a dead tree. The next day, August 5, 1949, the temperature was 97 degrees and the fire danger rating was 74 out of a possible 100 (p. 42), which means "explosive potential" (p. 79). When the fire was spotted by a forest ranger, the smokejumpers were dispatched to fight it. Sixteen of them flew out of Missoula, Montana, at 2:30 P.M. in a C-47 transport. Wind conditions that day were turbulent, and one smokejumper got sick on the airplane, didn't jump, returned to the base with the plane, and resigned from the smokejumpers as soon as he landed ("his repressions had caught up with him," p. 51). The smokejumpers and their cargo were dropped on the south side of Mann Gulch at 4:10 P.M. from 2,000 feet rather than the normal 1,200 feet, due to the turbulence (p. 48). The parachute that was connected to their radio failed to open, and the radio was pulverized when it hit the ground. The crew met ranger Jim Harrison who had been fighting the fire alone for four hours (p. 62), collected their supplies, and ate supper. About 5:10 (p. 57), they started to move along the south side of the gulch to surround the fire (p. 62). Dodge and Harrison, however, having scouted ahead, were worried that the thick forest near which they had landed might be a "death trap" (p. 64). They told the second in command, William Hellman, to take the crew across to the north side of the gulch and march them toward the river along the side of the hill. While Hellman did this, Dodge and Harrison ate a quick meal. Dodge rejoined the crew at 5:40 P.M. and took his position at the head of the line, moving toward the river. He could see flames flapping back and forth on the south slope as he looked to his left (p. 69). At this point the reader hits the most chilling sentence in the entire book: "Then Dodge saw it" (p. 70). What he saw was that the fire had crossed the gulch just 200 yards ahead and was moving toward them (p. 70). Dodge turned the crew around and had them angle up the 76-percent hill toward the ridge at the top (p. 175). They were soon moving through bunch grass that was two and a half feet tall and were quickly losing ground to the 30-foot-high flames that were soon moving toward them at 610 feet per minute (p. 274). Dodge yelled at the crew to drop their tools, and then, to everyone's astonishment, he lit a fire in front of them and ordered them to lie down in the area it had burned. No one did, and they all ran for the ridge. Two people, Sallee and Rumsey, made it through a crevice in the ridge unburned, Hellman made it over the ridge burned horribly and died at noon the next day, Dodge lived by lying down in the ashes of his escape fire, and one other person, Joseph Sylvia, lived for a short while and then died. The hands-on Harrison's watch melted at 5:56 (p. 90), which has been treated officially as the time the 13 people died. After the fire passed, Dodge found Sallee and Rumsey, and Rumsey stayed to care for Hellman while Sallee and Dodge hiked out for help. They walked into the Meriwether ranger station at 8:50 P.M. (p. 113), and rescue parties immediately set out to recover the dead and dying. All the dead were found in an area of 100 yards by 300 yards (p. 111). It took 450 men five more days to get the 4,500-acre Mann Gulch fire under control (pp. 24, 33). At the time the crew jumped on the fire, it was classified as a Class C fire, meaning its scope was between 10 and 99 acres. When the smokejumpers landed at Mann Gulch, they expected to find what they had come to call a 10:00 fire. A 10:00 fire is one that can be surrounded completely and isolated by 10:00 the next morning. The spotters on the aircraft that carried the smokejumpers "figured the crew would have it under control by 10:00 the next morning" (p. 43). People rationalized this image until it was too late. And because they did, less and less of what they saw made sense: 1. The crew expects a 10:00 fire but grows uneasy when this fire does not act like one. 2. Crewmembers wonder how this fire can be all that serious if Dodge and Harrison eat supper while they hike toward the river. 3. People are often unclear who is in charge of the crew (p. 65). 4. The flames on the south side of the gulch look intense, yet one of the smoke- jumpers, David Navon, is taking pictures, so people conclude the fire can't be that serious, even though their senses tell them otherwise. 5. Crewmembers know they are moving toward the river where they will be safe from the fire, only to see Dodge inexplicably turn them around, away from the river, and start angling upslope, but not running straight for the top. Why? (Dodge is the only one who sees the fire jump the gulch ahead of them.) 6. As the fire gains on them, Dodge says, "Drop your tools," but if the people in the crew do that, then who are they? Firefighters? With no tools? 7. The foreman lights a fire that seems to be right in the middle of the only escape route people can see. 8. The foreman points to the fire he has started and yells, "Join me," whatever that means. But his second in command sounds like he's saying, "To hell with that, I'm getting out of here" (p. 95). 9. Each individual faces the following dilemma: I must be my own boss yet follow orders unhesitatingly, but I can't comprehend what the orders mean, and I'm losing my race with the advancing fire (pp. 219–220). As Mann Gulch loses its resemblance to a 10:00 fire, it does so in ways that make it increasingly hard to socially construct reality. When the noise created by wind, flames, and exploding trees is deafening; when people are strung out in a line and relative strangers to begin with . . . and when the temperature is approaching a lethal 140 degrees (p. 220), people can neither validate their impressions with a trusted neighbor nor pay close attention to a boss who is also unknown and whose commands make no sense whatsoever. As if these were not obstacles enough, it is hard to make common sense when each person sees something different or nothing at all because of the smoke.

Individual Assignment—Analytical Problem Solving

1. Now identify at least four or five alternative solutions. What ideas do you have for resolving this problem? Complete this sentence: Possible ways to resolve this problem are, and Next, evaluate the alternatives you have proposed. Make sure you don’t evaluate each alternative before proposing your complete set. Evaluate your set of alternatives on the basis of these criteria: Will this alternative solve the problem you have defined? Is this alternative realistic in terms of being cost-effective? Can this solution be implemented in a short time frame?

please answer it, i'll give a like

1. Rank the five transportation modes based on their relative performance across the following four dimensions: CO2 Emissions, Speed, Variable Costs, and Capacity (1=best performance; 5=worst performance).

1. 2. When you order an item on line, you evaluate the delivery options—should I pay for next day air, can I wait for ground freight, can I get a deeply reduced rate for waiting a week or more? Companies evaluate similar trade-offs in their total logistics costs. Consider the following:
   • How does an increased customer service level affect total costs? Be specific, which elements of total cost does it influence? How does it affect each of these costs?
   • Thinking about what you know about companies like Amazon and other big players in the e-commerce market, what does your analysis tell you that they should emphasize? How does your answer compare to what they are actually doing?

I am about to start my undergraduate thesis, I need an interesting topic related to Marketing. Due to coronavirus I have not many resources. Describe how the content and abstract would be. And how will be the research method to accomplish? and some recommendations if it is porssible

David Ortega is the lead researcher for an upscale restaurant group hoping to add another chain that would compete directly with the upscale Smith and Wollensky restaurants (http://www.smithandwollensky.com). Smith and Wollensky is also considering opening a lesser priced “Grill.” David wants to learn what people are willing to pay for and what sacrifice can be made to deliver a satisfying if not luxurious experiences, and how can he create a unique experience at a lower price?

David decides a qualitative research approach will be useful. He wants to understand how the fine dining experience offers value and what intangibles create value for consumers. He uses a phenomenological approach, and the primary tool of investigation is conversational interviewing. He enters into casual conversations with businesspeople in the lounge of the Ritz Carlton by commenting on the wine he is sipping by saying, “It ain’t bad, but it’s hard to believe they get $14 for a glass of this stuff.”

Comments of the five consumers he conversed with are given verbatim (the comments are not given/included), and he decides to use a word count to try to identify the main themes. He hopes this will clarify the business problem and provide a better understanding of the total value proposition offered by restaurants, wines, hotels, and other products.

In no less than 5 sentences a paragraph, answer the following questions related to the problem.

Questions:

1. [Internet Question] Using the Internet, try to identify at least three restaurants that Smith and Wollensky competes with and three with whom the new S&W grill may compete.

2. Try to interpret the discussions above. You may use one of the approaches discussed in the text. What themes should be coded? What themes occur most frequently? Can the different themes be linked together to form a unit of meaning?

3. What is the result of this research? What should David report back to the restaurant group?

You are the manager of an assisted living home. You have worked for this company for the last ten years. New ownership took over two years ago and business revenue has not kept up the increased costs. The home can't afford to pay both payroll and bills to vendors. The owner calls you to confide that the business is out of money and he is looking for a new buyer. The owner says you have to keep the homes going and keep the elderly people taken care of at all costs.

The owner thinks the only way to make home be able to keep patients for at least the next few months is to cut payroll by terminating employees. And then to make up for the shortage of care-taking employees, hire aides and nurses from temp agencies.

The owner lets you know he has no intention of paying the temp agencies (he intends to file both personal and corporate bankruptcy after the closing).

He informs you it is your responsibility to keep the place going. He says as the temp agencies bills become past due and they refuse to offer any more help, keep finding other temp agencies and string them along without paying them for as long as you can and then move on to another and another.

This way the elderly residents of the home who rely on this place to live can stay there until the closing and takeover of hopefully another company. As you hang up the phone after this startling phone call from your boss (the owner) you think this may require some serious analysis.

Your assignment is to analyze this dilemma using the method that we have built upon all term and submit it in the appropriate drop box within the due date parameters.

It is important you are aware of the laws that will affect your actions including the Sarbanes-Oxley Act and the Foreign Corrupt Practices Act (FCPA) not just for this assignment, but as you move forward in your career.

You are a sales manager for a regional electrical distributor. You just learned that one of your smaller, nonstrategic suppliers of copper wire has directly emailed your salespeople (without your knowledge) with details of an incentive plan that would provide your salespeople with bonuses, paid directly by the supplier, if they met certain sales requirements of their product over the next quarter.

• Is the supplier using a push or pull strategy?
• As the manager of the distributor, what actions would you take, if any, in response once you found out about this program? Explain your actions.

Evaluate the service gaps(s) over the services rendered by Ryanair.

Recommend suggestions to Ryanair to build customer loyalty.

Are the risk responses for threats or opportunities more important for project managers? Why?

1. Read the examples below, and specify which mode you would recommend. If you choose intermodal, specify the combination of modes that you would use.

2. When designing a network of distribution centers to serve a large market, like the U.S., it is common to debate the number of facilities to use. Discuss the following.
   • What arguments would you use to support having many facilities? What assumptions did you make to support your analysis?
   • What arguments would you use to support having fewer facilities? What assumptions did you make?
   • Which business functions (departments) are likely to support each of these positions (i.e., having more or fewer facilities)?

How does the availability of third-party providers influence your decision?

How can employees deal with their conflicting and confusing emotions in workplace situations that require constant positive or upbeat behavior and appearance? When customers count more than employees, what happens to self-esteem? Should we, for instance, adopt different perspectives toward those in the airline industry, given that gender relations and constructions of gendered identities have changed?