Think of a recent situation where you have encountered conflict, such as your most recent group project, which is defined as a process that involves people disagreeing. It could be between you and a peer, significant other, family, friend, etc. Briefly describe it here. What did you want? What did the other party want?

In 2014, Memorial Hospital (Hospital) enters into a call coverage agreement with a cardiology group, Carlton Cardiology Associates (CCA). Under the agreement, CCA is paid a fixed fee of $2,000 per call shift; CCA also bills and collects for any clinical services its physicians provide to hospital patients when they are on call.

In 2015, Hospital obtains an opinion from a valuation consultant that states that the compensation under the call coverage contract with CCA is within the range of fair market value. The valuation report is 2-pages long, and, includes no supporting documentation or explanation for the methodology behind the valuation. The call coverage contract between Hospital and CCA expires in 2016 and is not formally renewed or extended.

In 2017, CCA threatens to stop providing coverage unless the per call shift fee is raised to $2,500. Hospital agrees to the increase; however, no contract is signed by the parties.
In 2018, the Hospital Compliance Officer, new to the job, hires a valuation consultant to look at the call coverage arrangement with CCA. This valuation consultant generates a 20-page draft report, including the methodology used to arrive at the valuation opinion, that concludes that the Hospital’s per shift call coverage payments to CCA should not exceed $1,500. Based on this draft report, the Hospital’s Compliance Officer initiates an internal investigation.

1. Hospital’s General Counsel and Compliance Officer are considering a voluntary disclosure. Which mechanism should they choose?
2. Debate the pros and cons of a voluntary disclosure in this situation. Are there any concerns related to fair market value?

You are a strategic global account manager, the lead salesperson (in your U.S. based firm) in charge of negotiating a $10M (widget) deal with a Japanese firm. Discuss your strategy relative to:

• Managing Language differences.
• Managing cultural differences in National Negotiation Style and approach.
• Managing the Decision-Making Process.
• Managing Personal Relationships.
• Managing Status and Protocol dynamics.
• Managing the Social Aspects of the Negotiation.

2. Consider a project having the following seven activities:

                                                  Normal      Normal      Crash         Crash         Maximum

                        Immediate         Time        Cost         Time         Cost             Weeks

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

            A              none                  4            3,000            3            6,000               1

            B              none                  3            5,000            2            7,000               1

            C              A                    9            2,000            7            4,000               2

            D              A, B                  2            3,000            2            3,000               0

            E              B                     9            4,000            6            7,000               3

            F              C, D                  8            4,000            6            9,000               2

            G              E, F                   5            2,000            3            5,000               2

(a) What is the expected project completion time?   (3pts)

(b) What is the critical path?                                      (3pts

(c) What is the most economical way and how much will it cost to reduce the completion time of the project by three weeks?     (4pts)

the most interesting concept I need to learn about is constructing arguments

This is a 3-part question based on the following information (only). Be sure to answer all three parts for full credit. Each part is worth 10 points.

A start-up entrepreneur short on resources, but long on ingenuity and vision, sees an opportunity before others. He establishes the market with first-mover advantages and sales begin to grow and the customer base is increases rapidly - too fast for the entrepreneur to keep up (few resources).

Entry barriers are low, and switching costs are quite high, therefore speed in capturing the growing customer base is crucial to locking in repeat business. However, speed-to-market is quite expensive. The market appears to have strong growth and profit potential for an efficient company able to keep costs down, which will be crucial to long-term profitability given the high fixed costs of the operation.

The entrepreneur has very little production capacity, no company recognition, and a domestic supply chain with high costs. The fundamental strategic question is, should the entrepreneur attack (take out additional debt to increase plant capacity and economies of scale); defend (keep resources at the same level), or retreat (sell off when the inevitable large company approaches them with a buyout offer.)  

1) Analyze the entrepreneur's expectancy (10 points)

2) Analyze the market's valence (10 points)

3) From your analyses, recommend a strategic resource decision - ADRA (5 points).

What is the difference between synergy and value creation with respect to strategy? Employing at least two different web resources, please give details and examples. Can you find an example of an organization that is employing true strategic value creation as opposed to the marketing/PR illusion of strategic value creation?

1. Hospital’s General Counsel and Compliance Officer are considering a voluntary disclosure. Which mechanism should they choose?

8 Food and Beverage

The following Course Outcomes are assessed in this Assignment.

AB213-4: Explain the process for purchasing, receiving, storing, and producing a food item.

GEL-2.01: Communicate the impact of mathematical results in a discipline specific situation.

Scenario: The Shelton Hospital needs chicken for dinner to be served a week from this coming Saturday and it is being ordered today for this 250 bed hospital. The vendor provides shipment within three days of ordering in a frozen state.

• Describe the purchasing and include the specifications (see Chapter 6) that would be included in the Purchase Order (i.e., PO) for the 100 pounds of bone-in chicken.
• Describe the receiving and the inspection process concerning the chicken.
• Explain the storing, thawing methods, temperature, and subsequent preparation process for the 100 pounds of bone-in chicken based on the state in which it arrived, the arrival date, and serving date (show the dates for each step).
• Explain the production process steps for preparing just the roast chicken entrée (i.e., main course) cut into eight pieces for the hospital for one night’s dinner. Show your calculations for the dinner to demonstrate sufficient servings. Specify all the steps from beginning to service.

1. Why is it important for companies to develop a sales Force? List five (5) advantages of developing a Sales Force:

Explain the types of voluntary benefits that can be included in a compensation package.

13.1 Radical Rewrite: Rescuing a Slapdash Résumé (Obj. 4)

The following poorly organized and written résumé needs help to remedy its misspellings, typos, and inconsistent headings.

Your Task. By using the information in the resume, revise Isabella’s resume into a correctly formatted one-page chronological resume. Please read the resume section of your textbook, review the grading rubric and the chronological resume samples that I uploaded into Blackboard under Ch12 Writing Assignment.

Résumé of Isabella R. Jimenez

1340 East Phillips Ave., Apt. D Littleton, CO 80126

Phone 455-5182 • E-Mail: [email protected]

OBJECTIVE

I’m dying to land a first job in the “real world” with a big profitable company that will help me get ahead in the accounting field.

SKILLS

Word processing, Internet browsers (Explorer and Google), Powerpoint, Excel, type 40 wpm, databases, spreadsheets; great composure in stressful situations; 3 years as leader and supervisor and 4 years in customer service

EDUCATION

Arapahoe Community College, Littleton, Colorado. AA degree Fall 2013

Now I am pursuing a BA in Accounting at CSU-Pueblo, majoring in Accounting; my minor is Finance. My expected degree date is June 2015; I recieved a Certificate of Completion in Entry Level Accounting in December 2012.

I graduated East High School, Denver, CO in 2009.

Highlights:

· Named Line Manger of the Month at Target, 08/2009 and 09/2010

· Obtained a Certificate in Entry Level Accounting, June 2012

· Chair of Accounting Society, Spring and fall 2013

· Dean’s Honor List, Fall 2014

· Financial advisor training completed through Primerica (May 2014)

· Webmaster for M.E.Ch.A, Spring 2015

Part-Time Employment

Financial Consultant, 2014 to present

I worked only part-time (January 2014-present) for Primerica Financial Services, Pueblo, CO to assist clients in refinancing a mortgage or consolidating a current mortgage loan and also to advice clients in assessing their need for life insurance.

Target, Littleton, CO. As line manager, from September 2008-March 2012, I supervised 22 cashiers and front-end associates. I helped to write schedules, disciplinary action notices, and performance appraisals. I also kept track of change drawer and money exchanges; occasionally was manager on duty for entire store.

Mr. K’s Floral Design of Denver. I taught flower design from August, 2008 to September, 2009. I supervised 5 florists, made floral arrangements for big events like weddings, send them to customers, and restocked flowers.

1. Consider a project having the following seven activities:

                                                                        Optimistic        Most likely      Pessimistic

                                          Immediate              Time (o)          Time (m)         Time (p)

            Activity                 Predecessors         (weeks)           (weeks)           (weeks)

                  A                     none                            4                      7                      9

                  B                     none                            3                      5                      8

                  C                     A                               2                      4                      6

                  D                     A, B                            6                      9                      9

                  E                      C, D                            5                      5                      5

                  F                      B                               2                      5                      9

                  G                     E, F                             3                      3                      6

(a) What is the expected time for each activity?

(b) What is the expected project completion time?

(c) What is the critical path?

(d) What are the expected time and variance of each path?

(e) What is the probability that the project will be completed in less than 22 weeks?

Section 20 of the companies act 2016 states that a company incorporated under this act is a body corporate.

explain using the case of solomon v solomon (1896)