What are leadership principle in adoption of emerging digital technologies?

Have you ever been a gig worker? A recent study found that 37 percent of U.S. workers participate in the gig economy, and government and other estimates say 40 percent will be working outside traditional full-time jobs by 2020. Clearly the gig economy is not a fad. The issue is often whether it benefits only the company or also the worker. Do people actually like being gig workers, or has the economy forced them into it, sometimes by taking second and third jobs?

A national survey by the Freelancers Union found that two in three of the 55 million U.S. workers who
freelanced in 2016 did so because they wanted to, not because they were forced to; the other one-third did it out of necessity.70 Although motivations for gig work may vary, it is clear that employers are benefitting. Of course, part-time contract workers are not new. What is new is the way gig work has spread to many white-collar professions. Here are two examples.

Joseph creates websites for a marketing company and a digital content studio. He also creates and edits motion graphics. “It’s been a fun ride, tiring but fun,” he says. “Finding time is always the struggle. I’m working on a freelance project every weekend.” Joseph thinks gig work has helped him improve his graphic skills faster than he might have done in a traditional job. “I get to move around to different companies, and if one thing falls out, I still have other things I can fall back on—and it keeps me sharp.”

Nicole, a mother of three, is a full-time clerk at a law firm, but she decided she needed extra money and signed up with a work-at-home call center. Her husband has joined too. Nicole says her gig job is one she could continue when she retires, and she likes that possibility.

“This is the future of work,” says Diane Mulcahy, a private equities investor whose clients often benefit
financially from the use of gig workers. “The full-time employee is getting to be the worker of last
resort.”

• Aside from the lack of benefits, what are the potentially negative effects for society of the gig
economy?
• What happens to the concept of loyalty between worker and employer if we move to a mostly gig
economy? Will that result be negative or positive? For whom, and why?

1. Ace Steel Mill estimates the Demand for steel in millions of tons per year as follows

1. If capacity is set at 18 Million tons what is the capacity cushion
2. What is the probability of Idle capacity
3. What is the average utilization of the plant at 18 million ton capacity
4. If it costs $8 million per ton of lost business and $80 million to build a million ton of capacity how much capacity should be built to minimize the total cost

What is a global entrepreneur and how is this different for other entrepreneurs? Can anyone be a global entrepreneur?

Does the company Apple have any branches? if so how many and where.

Explain acceptance sampling: What are the types of acceptance sampling? Under what conditions is acceptance sampling accepted and not accepted? What are advantages and disadvantages of acceptance sampling?

What do you think is the trend in the domestic and international labor market that presents the greater challenge to HR professionals

Question 1

1. Data collected (including the normalized values) by a riding mower manufacturer on its existing customers are listed below.

   Customer ID	Income	Lot_Size	Normalized Income	Normalized Lot_Size	Ownership
   1	61.5	20.8	-0.351	0.762	Owner
   2	82.8	22.4	0.726	1.421	Owner
   3	52.8	20.8	-0.790	0.762	Nonowner
   4	84	17.6	0.786	-0.556	Nonowner
   5	63	14.8	-0.275	-1.709	Nonowner

   The riding mower manufacturer wants to classify a new customer (data given below) as either an owner or a nonowner using k-Nearest Neighbors method.

   Income	Lot_Size	Normalized Income	Normalized Lot_Size
   81	20	0.635	0.532

   Round your answers to 3 digits after the decimal point.

   The Euclidean distance between the new customer and Customer 1 is?

   The Euclidean distance between the new customer and Customer 2 is?

   The Euclidean distance between the new customer and Customer 3 is?

   The Euclidean distance between the new customer and Customer 4 is?

   The Euclidean distance between the new customer and Customer 5 is?

   The new customer should be classified as?(owner or nonowner?) if k is set to 3.

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MGT 322

I need new and unique answers, please. (Use your own words, don't copy and paste)

Critical Thinking

The global marketplace has witnessed an increased pressure from customers and competitors in manufacturing as well as service sector (Basu, 2001; George, 2002). Due to the rapidly changing global marketplace only those companies will be able to survive that will deliver products of good quality at cheaper rate and to achieve their goal companies try to improve performance by focusing on cost cutting, increasing productivity levels, quality and guaranteeing deliveries in order to satisfy customers (Raouf, 1994).

Increased global competition leads the industry to increasing efficiency by means of economies of scale and internal specialization so as to meet market conditions in terms of flexibility, delivery performance and quality (Yamashina, 1995). The changes in the present competitive business environment are characterized by profound competition on the supply side and keen indecisive in customer requirements on the demand side. These changes have left their distinctive marks on the different aspect of the manufacturing organizations (Gomes et al., 2006). With this increasing global economy, cost effective manufacturing has become a requirement to remain competitive.

To meet all the challenges organizations try to introduce different manufacturing and supply techniques. Management of organizations devotes its efforts to reduce the manufacturing costs and to improve the quality of product. To achieve this goal, different manufacturing and supply techniques have been employed. The last quarter of the 20th century witnessed the adoption of world-class, lean and integrated manufacturing strategies that have drastically changed the way manufacturing firm’s leads to improvement of manufacturing performance (Fullerton and McWatters, 2002).

Consult chapter 7 of your text book or secondary available data on internet and answer the following questions.

Question:

1. Why Companies adopted Lean Thinking and JIT model?
2. Discuss major types of Waste, companies has to keep in mind during production.
3. Assess the reasons for using lean thinking (suitable examples), what are the benefits from Suppliers to end users?
4. Due to COVID 19 emergency do you think agile supply chain is the right concept in this kind of situation? Give reason with example.

The Answer should be within 4- 5 pages.

The Answer must follow the outline points below:

• Lean Thinking and JIT Concept
• Agile Supply chain
• Their Main functions
• Reasons with suitable Examples
• Reference

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MGT211

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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.

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.  

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.

1. What is the total task time (sum of tasks).
2. What is the minimum C.T., and the maximum C.T.?
3. Draw a precedence diagram:
4. If the operations manager wants to achieve 100 burritos per hour, what is the cycle time?
5. Achieving the above cycle time and output, what is the theoretical number of workstations?
6. Assign tasks to workstations:
7. Efficiency of your burrito line:
8. Actual output per hour:
9. What if demand were such that 200 / hour were needed?
10. What is the maximum # of burritos that can be produced in an hour with these specific times/tasks?

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ECOM 201

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Virtual Team Successes and Stresses

A Case Study

8/8/2016

As widespread as diverse and dispersed teaming is these days, leading a virtual team can be a challenge. This case study offers ideas on making the best of diverse and dispersed team structures.

Virtual teaming, that is, working on teams whose members are not present in the same location, is a fact of our modern, globalized business world. Virtual (or diverse and dispersed) teams are prevalent not only in multinational companies with offices in different countries, but also in academic and non-governmental institutions with bases across the world. In such team structures, members often have to communicate and collaborate with others who could be thousands of miles and many time zones apart.

As widespread as diverse and dispersed teaming is these days, leading a virtual team can be a challenge. Team leaders need to not only account for practical matters such as scheduling across time zones, but also technical issues such as varying rates of connectivity and access to communication platforms. However, one of the biggest factors in creating successful collaboration among diverse and dispersed teams is culture – specifically, tailoring the team’s mission, plans and procedures to the preferences of the different cultures represented on the team.

The following is a case study provided by a Cultural Navigator subject matter expert in diverse and dispersed teaming:

“A virtual team leader named Rebecca, originally from the United States, recently led a virtual project team with members from Japan, Mexico, Germany, Korea and the US. Rebecca was focused on setting the team up for success, and although she deliberately used strategies and tools made available by her company, she learned some valuable lessons along the way.

“Before initiating the project with a kick-off meeting, Rebecca made sure that everyone filled out their Cultural Orientations Indicator (COI) assessment to get to know their own work-style preferences. She then invited all members into a team message board on the Cultural Navigator, and encouraged them to share their profiles to better understand each other’s work-style preferences.

“The team was not able to have a face-to-face kick-off meeting, so during their first virtual meeting, every team member took time to introduce him or herself. The members talked about the different preferences in their team using the non-judgmental vocabulary of the Cultural Orientations Approach. At the end of the call, the team agreed on some ground rules for their upcoming teleconference and then closed the call.

“As the project continued, the team leader noticed that key team members were regularly not sharing their sales pipelines during their calls as agreed upon. Rebecca used humor during their sessions to lighten the mood, thinking some of the team members were nervous. However, she noticed the same people began to skip the calls, and were reluctant to speak when they were in attendance.”

In the above case study, the team leader Rebecca had done her due diligence in preparing the team to accommodate different cultural preferences among its members. But then she hit a snag. What had she done wrong?

The subject matter expert offered this reading of the situation: “In retrospect, Rebecca realized that even though she had set ground rules, she could have had an individual talk with each member before finalizing the team structure and processes. Perhaps in those discussions she would have understood that Woo-jin, her Korean colleague, worked in a strict hierarchical office environment and had to clear most decisions with his direct supervisor before sending anything to her. Woo-jin had hoped his team leader realized he did not have this approval, however Rebecca was not aware of this.

Similarly, the Japanese team member named Kamiko was concerned about the strict data protection laws in Japan, so she did not feel comfortable sharing her sales pipeline information. Kamiko had tried to indirectly convey this limitation to Rebecca, who wasn’t able to understand this message.

As for Rebecca’s use of humor during teleconferences, she did not realize how many cultural references she was using in her jokes, which her colleagues from outside her own culture had little understanding of.”

In essence, while Rebecca began the team’s collaboration with most of the components necessary for success, throughout the project duration, she learned the hard way that cultural mishaps often stall even the best plan.

While cultural due diligence and careful preparation are necessary components of working with a virtual team, the team leader and members need to exercise cultural awareness and cultural competence all along the way.

Though there can be challenges to working in diverse and dispersed teams, they are a fact of modern work life. The good news is that, when managed well, virtual teams can be as effective and productive as their traditional equivalents.

Questions: I need new and unique answers, please. (Use your own words, don't copy and paste)

1. What did the team leader notice during the team meeting (calls) and what did she tried to do to enhance the situation?
2. What should Rebeca had to do for each virtual worker and why?
3. What were the special situations with the Korean and the Japanese workers?
4. What the virtual leaders and the virtual members need to exercise?

___________

please re-write my answer I need new and unique answers, please. (Use your own words, don't copy and paste)////

and i need to be 500 words please ...

1. During the virtual meeting scheduled the team lead noticed that there were a few key members who were reluctant to speak about the sales data. She tried to solve it in her own way by trying to ease out the atmospshere by cracking jokes which in itself was not successful as it then translaed to folks altogether skippin the calls.

2. It was imperative that she had individual calls with each of the team members in her group. That would have helped her understand the ways of working of each of her team members and if there were any cultural differences and it would have been easier for indivuduals to let her know any challenges that would have been diffcult to share in a public forum.

3. While the korean workers followed a strict hierrachial office structure where they could not share any information without prior approval from their seniors the situation with Japanese was a tad different with strict data protection laws in place.

4. A team with a virtual leader and virtual members should at the very start etablish a process and protocol for their upcoming meetings. There should be a kick off session scheduled where each one of them has a brief understanding of the others present in the call. However what is more important for the leader is to schedule a call separately with each individual memebrs to understand their ways of working, any impending challenges they foresee around the agenda prescribed and grow his cultural awareness of each of the team members to avoid any unforeseen challenges as the meetings progress