Assignment Details

The human resource employee benefits and compensation programs are built upon the in-depth evaluation of each position and the determination of its value within the construct of the organization. Job analysis is a critical component in this process. Another major part is market pricing, which assumes that the pay set by the employers is an accurate reflection of a job’s worth. Both parts are important to ensuring that equity in pay and compensation exists. In the event that equity and fairness are not always met for compensation and benefits, this could lead to employee dissatisfaction and retention problems. It is therefore incumbent upon the organization to correct any inequities.

This discussion has three parts, as follows:

1. From your perspective, what type of compensation is a greater motivator for you, and why? Ensure that your discussion provides substantial detail.
2. Think about the pros and cons associated with the concept of market pricing. What have your personal experiences been in relation to fairness and equity of your own compensation where you have worked? Use your experience to provide examples of pros and cons. Use 4 examples in your response.
3. Discuss how a compensation method can be used to assist with employee retention. Consider 4 different ways in your discussion and from your personal experiences in which you were personally impacted by the examples you have provided.

Identify a separate product for each stage of the product life cycle (Introduction, Growth, Maturity, Decline) , and discuss the marketing mix strategies (i.e., product, promotion, price, place) for each product in that stage.

Which channel or channels of communication provide the most richness? Which channels of communication provide the least richness? Explain.

Strategic Management and Org. Leadership :

Describe 3 theories of leadership and provide examples for each.

3.)What motivation leadership and international HR approaches has IKEA pursued to achieve its international success? what additional steps might it consider given its expanding global reach and impending change in leadership?

Strategic Management and Org. Leadership :

You are the CEO of a medium-sized business dealing with the challenges of the Covid-19 Pandemic. Using SPECIFIC topics covered in this course. How would you address staff employment?

Q: Give detail information about the PIZZA HUT. After that, give an answer to the following question:

1. Identify the competitive strategy of PIZZA HUT company, justify your answer?
2. Based on your supply chain knowledge, suggest a distribution network for the PIZZA HUT company, justify your answer?
3. In what aspect PIZZA HUT company has become leading in the supply chain. Discuss in detail these aspects.
4. Explain how PIZZA HUT company benefited the information technology to achieve excellence in the supply chain.
5. What was the supply chain management process adopted by PIZZA HUT company? Discuss, how far was the effect of that approach to reach a competitive edge.

The essentials for delivering an Experience in a Service package consists of:

There are various approaches to design Service Systems for effective and efficient Service operations.

One of the following is NOT an appropriate approach

In the make-or-buy (outsourcing) decision, one of the reasons for outsourcing from

another company is to:

The following strategic service vision was incorporated for successful air travel business by Southwest Airlines, except one

The essentials for delivering an Experience in a Service package consists of:

The essentials for delivering an Experience in a Service package consists of:

McDonalds was able to implement global innovations in their restaurants using Layout strategy:

True

False

It is true that manager of a Global Business’s Supply Chain has significant visibility at the upper management due to the responsibilities given. However, one of the following statements is NOT True

Operations Management in the Service industry creates value by transforming inputs into outputs, giving due consideration to significant direct Customer contact.

True

False

According to Heizer and Render, a good retail layout or design

A factory manager of a Work Cell is seeking to reduce employee movement and space requirements while

enhancing communication, reducing the number of workers, and facilitating inspection. The manager can

achieve that by setting a new layout of the workstation in form of a:

In a Process-oriented layout work centers are arranged to minimize the costs of material handling.

The basic cost elements for optimizing material handling costs are:

Would you rather be given the opportunity to receive incentives based on individual performance or group performance? Please explain your answer. Does it depend on the situation? Why or why not?

1. Which of the following exemplifies location-based advantage for the companies competing on an international basis?

A. Hyundai signs a memorandum of understanding with the government of South Korea to halt exports.
B. Samsung diversifies and ventures into textiles and food processing.
C. RBC Wealth Management closes operations in South Florida.
D. Microsemi Corporation acquires California-based Actel Corporation.
E. De Beers sets up operations in the mining region of South Africa.

2. Which of the following statements regarding multidomestic competition is false?

A. Winning in one country market does not necessarily signal the ability to fare well in other countries.
B. The benefits from global integration and standardization are high.

C. Buyers in different countries are attracted to different product attributes.
D. Industry conditions and competitive forces in each national market differ in important respects.
E. The mix of competitors in each country market varies from country to country.

3. Companies operating in an international marketplace have to respond to all of the following, EXCEPT

A. Whether to buy a struggling competitor at a bargain price or pay a premium to gain entry to the local market.
B. The tensions between market pressures to localize a company's product offerings country by country and the competitive pressures to lower costs through greater product customization.
C. How much to customize their offerings in each different country market to match the tastes and preferences of local buyers.
D. whether to customize their offerings in each different country market to match the tastes and preferences of local buyers.

E. Whether to pursue a strategy of offering a mostly standardized product worldwide

The Steelie Dan Company produces a component that is subsequently used in the aerospace industry. The component consists of three parts (A, B, and C) that are purchased from outside and cost 40, 35, and 15 cents per piece, respectively. Parts A and B are assembled first on assembly line 1, which produces 170 components per hour. Part C undergoes a drilling operation before being finally assembled with the output from assembly line 1. There are in total six drilling machines, but at present only three of them are operational. Each drilling machine drills part C at a rate of 70 parts per hour. In the final assembly, the output from assembly line 1 is assembled with the drilled part C. The final assembly line produces at a rate of 190 components per hour. At present, components are produced eight hours a day and five days a week. Management believes that if need arises, it can add a second shift of eight hours for the assembly lines. The cost of assemble labor is 30 cents per part for each assembly line; the cost of drilling labor is 10 cents per part. For drilling the cost of electricity is two cent per part. The total overhead cost has been calculated as $1,100 per week. The depreciation cost for equipment has been calculated as $30 per week.

a. Create a process flow diagram to determine the process capacity of the entire process.

b. Suppose a second shift of eight hours is run for assembly line 1 and the same is done for the final assembly line. In addition, four of the six drilling machines are made operational. The drilling machines, however, operate for just eight hours a day. What is the new process capacity (number of components produced per week)? Which of the three operations limits the capacity.

c. Management decides to run a second shift of eight hours for assembly line1 plus a second shift of only four hours for the final assembly line. Five of the six drilling machines operate for eight hours a day. What is the new capacity? Which of the three operations limits the capacity?

d. Determine the cost per unit output for questions (b) and (c). Item Calculation Cost Cost of part A Cost of part B Cost of part C Electricity Assembly 1 labor Final assembly labor Drilling labor Overhead Depreciation Total Cost Cost per unit = Item Calculation Cost Cost of part A Cost of part B Cost of part C Electricity Assembly 1 labor Final assembly labor Drilling labor Overhead Depreciation Total Cost per unit=

e. The product is sold at $3.00 per unit. Assume that the cost of a drilling machine (fixed cost) is $30,000 and the company produces 8,000 units per week. Assume that four drilling machines are used for production. If the company had an option to buy the same part at $3.00 per unit, what would be the break-even number of units?

A bike manufacturer has fixed costs of $250,000 and variable costs per bike of $55.00. The bike sells for $150.00 per bike.

A. How many Bikes must be sold to break even?

B.If the fixed cost is increased, would the new breakeven point be higher or lower?

C. If the variable cost per bike decreased, would the new break even point be higher or lower?