Discuss the relevance of local government to National Development,state at least seven (7) reasons pointing to the relevance of local government. 1000 words.

Name the strain generations of J. Willard Marriott family; wife, sons, grandchildren, etc...

Given that Xiaomi has grown its international operations significantly in the last 7 years, the company has had to adopt an aggressive recruitment and training strategy. Based on the systems approach to HRD, the first step of the process is to conduct a HRD needs analysis ( about 600 words)

Topic 2:

Book: Operations and Supply Chain Management Jacobs & Chase 14e

2. The Levy Box plant produces wooden packing boxes to be used in the local seafood industry. Current operations allow the company to make 600 boxes per day, in two 8-hour shifts (300 boxes per shift). The company has introduced some moderate changes in equipment, and conducted appropriate job training, so that production levels have risen to 400 boxes per shift. Labor costs average $13 per hour for each of the 5 full-time workers on each shift. Capital costs were previously $4,000 per day, and rose to $4,200 per day with the equipment modifications. Energy costs were unchanged by the modifications, at $400 per day.

a) What is the firm's multifactor productivity ( exhibit 2.5) before and after the changes?

b) What is the firm's labor hours productivity before and after the changes?

c) What is the percent change in the multifactor productivity before and after the changes?

Mary Martin, a female, tenured teacher in a rural conservative district, was stopped by the local police and charged with driving under the influence. She explained to the police that she had just left a Christmas party given by her principal and that she had consumed only a few glasses of wine. She was also aware that some of her male colleagues had been stopped in the past but not charged. Nevertheless, she was still charged. As her arrest becomes public, there is pressure from the school board for her to resign.

Discussion Questions

1. Can the board force Martin to resign? Why or why not?
2. Is the infraction serious enough to warrant dismissal? Why or why not?
3. What about male colleagues who were not charged for similar offenses?
4. What rights does Martin have as a teacher in this situation?
5. What factors would the court consider in ruling on her case?
6. What conclusion do you think the court would reach in this situation? Provide a rationale for your response

Discuss the role of emotional intelligence in conflict management.

Topic 1

Book: Operations and Supply Chain Management By Jacobs & Chase 14e

1. On page 18/14 in the text there is a list of “Current Issues In Operations and Supply Chain Management”. There are surely other issues that face the modern day supply chain manager.

In your own words please

a) list at least 3 other issues not listed in the text that you feel are relevant to the task

b) Which of the other current issues listed do you feel is the most important and why?

c) What is the main difference in approach between Business Process Reengineering and TQM/Lean?

WRITE A 1 PAGE PAPER ON "" HOW AIRLINE TERRORISM CHANGED PEOPLES DAILY LIVES ""   WITH WORK CITED. APA OR MLA. PLEASEE....

Capri Investments Inc. is a company invented to revolutionalise the information technology sector in Namibia. The company was started in the late 2000’s as Namibia was catching up to the rest of the world in technology.Nangoo, Natumbisa & Ngajoo, incorporated the entity & owned 100% of the issued share capital in equal proportions. The company main primary business is the provision of IT support services to large parastal companies & government ministries. The company also provide IT training to these entities & any other private customers, be it individuals companies or individuals in their own personal capacities. In, addition to the above, the company sells software & hardware IT related products including non-branded laptops. The company has a 28 February year-end, assume that this also represents their tax year. Capri mainly imports their stock from India and China. PART A However, during the year, the company imported a machine from England which will industrialize their current manufacturing process. The cost of the machine was £20,300. The machine arrived in Windhoek on 01 May 2018. Assume that on this date the risks & rewards have transferred to Capri. The creditor will be paid in instalments of 50% each; the first instalment being due on 30 June 2018 and the 2nd instalment being due on 31 August 2018. During the financial year, Capri has also purchased 80 (i.e eighty) laptops from India for 120,645 Rupees (₹) This shipment arrived on 30 November 2018, when the risks and rewards were transferred. The creditor was paid on 20th of December 2018. The following exchange rates have been provided: N$ to 1 Pound (£) N$ to 1 Indian Rupee (₹) 30 June 2018 17.00 5.00 30 November 2018 16.50 5.50 20 December 2018 16.00 5.20 01 May 2018 17.50 4.80 31 August 2018 16.50 4.50 28 February 2019 18.00 4.90 PART B Considering the information above, Capri has also purchased the additional stock items: Capri had a total opening stock balance of N$ 45,600. Purchased 55 laptops from China at 85,000Yen (¥). Assume the exchange rate on the date risks and rewards transferred was N$ 8.80 for 1 Yen. Additional freight charges of N$ 25,700 were incurred as well as import duties of N$ 78,600 were incurred in order to get the stock to its current condition and location. During the current year of assessment, Capri received donated materials (i.e trading stock in relation to Capri) from a local materials wholesaler as it was old stock and they wanted to revamp their current shop. The Market value of the materials on the date of donation was N$ 22,240. At year-end Capri had a total closing inventory balance of N$ 25,900. Total sales for the period amounted to N$ 2,250 897.

YOU ARE REQUIRED TO:

PART B Required: i) Define trading stock in terms of the income tax act of Namibia?

ii) Calculate the gross profit for taxation purposes for Capri Investments Inc. (10 mar

You work as the lead HR Manager for BWA Enterprises, a company that builds parts for one major car manufacturer. On the organization chart, management, and administrative tasks are represented by rectangles, the union is represented by the ovals.

You are preparing for negotiations for the next CBA. The current, 3-year CBA is set to expire in 12 months.

At present, there is a new union president that you have found very difficult to deal with; the union is considered antagonistic towards management ideas, proposals and policies. The grievance rate has increased significantly since the last round of negotiations; primarily around issues of safety, overtime requirements (due to not enough workers to cover all of the shifts), non-fulfillment of benefits, and inadequate training when a new product line is introduced.

On the other hand, management is sympathetic towards creating a better working environment around the areas of grievance. The key will be to find a mutual way to address the concerns. However, stakeholders have also drawn a hard line along areas of pay-raises, more benefits, retirement options and years of service increases (such as extra vacation days, salary grids, holidays for birthdays, etc.).

40% of our annual gross profit of $10 million dollars go to employees within the union (80 members) for salary, benefits, and retired employee benefits. 20% goes to administrative and management, 25% goes to inventory, taxes, equipment, and facilities, and other supporting costs. The remainder is stockholders equity.

Financially, BWA enterprises is in the black, but because of recent tariff and trades restrictions across the border, our main customers have already given notice that they will be looking to domestic sources for the parts we produce. Also, our research department has reported that several of the jobs currently being filled by humans has the potential to be automated by AI within a 2 – 5 year timeframe based on new inventions and research. The union is aware of this development.

1. Strategies to improve union-management relations –
   • Describe areas of bargaining that compromise can be achieved.
   • Determine strategies that can be used to make negotiations and grievances run more smoothly.
   • Review and comment on at least 6 of the following data to support the objectives:

• Compensation per employee including overtime worked
• Paid holidays
• Vacation pay
• Leaves
• Allowances (meal allowance, education allowance, meal allowance, clothing allowance, etc.)
• Accident/incident rates
• Group benefits costs
• Demographics on workforce
• Training spending

Based on the organizational background of Netflix's of:

Goals and mission

The products, goods, or services provided by the chosen company

A description of the customer base of the company

An overview of the markets served, including their current market share

Identification of the company’s major competitors

A description of the organizational structure (including overall responsibilities of the board of directors)

A breakdown of the company’s employee demographics

Based on researching the following info, What decisions need to be addressed for Netflix? What is a strategic plan and decision-making process that needs to be put into place? For example, decisions that could be addressed is how to focus on diversifying employee demographics, how Netflix plans to expand its consumer base, how to choose the content they provide, etc.

You work as the lead HR Manager for BWA Enterprises, a company that builds parts for one major car manufacturer. On the organization chart, management, and administrative tasks are represented by rectangles, the union is represented by the ovals.

You are preparing for negotiations for the next CBA. The current, 3-year CBA is set to expire in 12 months.

At present, there is a new union president that you have found very difficult to deal with; the union is considered antagonistic towards management ideas, proposals and policies. The grievance rate has increased significantly since the last round of negotiations; primarily around issues of safety, overtime requirements (due to not enough workers to cover all of the shifts), non-fulfillment of benefits, and inadequate training when a new product line is introduced.

On the other hand, management is sympathetic towards creating a better working environment around the areas of grievance. The key will be to find a mutual way to address the concerns. However, stakeholders have also drawn a hard line along areas of pay-raises, more benefits, retirement options and years of service increases (such as extra vacation days, salary grids, holidays for birthdays, etc.).

40% of our annual gross profit of $10 million dollars go to employees within the union (80 members) for salary, benefits, and retired employee benefits. 20% goes to administrative and management, 25% goes to inventory, taxes, equipment, and facilities, and other supporting costs. The remainder is stockholders equity.

Financially, BWA enterprises is in the black, but because of recent tariff and trades restrictions across the border, our main customers have already given notice that they will be looking to domestic sources for the parts we produce. Also, our research department has reported that several of the jobs currently being filled by humans has the potential to be automated by AI within a 2 – 5 year timeframe based on new inventions and research. The union is aware of this development.

1. A draft bargaining notice and schedule

• Prepare a formal notice to the union

Using the case study below, titled “The New Toy at City Medical Center”, discuss the following: Dr. Jones is the second highest revenue producer from the General Surgery Department. How should the usage of the capsule endoscopy equipment be handled? What specific steps should be taken to avoid this situation in the future? Capsule endoscopy is used to examine parts of the gastrointestinal tract that cannot be seen with other types of endoscopy. The process uses a very small camera attached to a long flexible tube to view the intestinal tract. The technology is particularly useful when disease is suspected in the small intestine and can sometimes diagnose sources of bleeding or causes of abdominal pain such as Crohn’s disease or peptic ulcers. A group of gastroenterologists at the City Medical Center proposed the purchase of capsule endoscopy equipment through the Capital Equipment Purchasing process. After the equipment was approved and the purchase initiated, providers began the process of applying for specific privileges to use it. Three gastroenterologists, Drs. Smith, Sams, and Amalfi, applied for credentials and were approved by the department of gastroenterology and, ultimately, the Medical Center Board of Directors to use capsule endoscopy. After the three gastroenterologists began to use the new equipment, they discovered that a surgeon, Dr. Jones, intended to use the capsule endoscopy equipment for procedures, too. Having done this procedure at another competing hospital on numerous occasions, Dr. Jones had also been privileged through the department of surgery and, ultimately, the City Medical Center Board of Directors. When Dr. Jones put his first case on the schedule for the gastroenterology suite where the capsule endoscopy was to be performed, Nurse Tattler called the gastroenterology department and alerted them to this potential intrusion. Drs. Sams, Smith, and Amalfi were outraged. They had advocated for the equipment, and this poacher was attempting to enter their domain. While each of them told Dr. Jones that they liked him “as a person,” they were not willing to share their new toy with him or the surgery department. They felt strongly that they “owned” the equipment and the suite. He would just have to go elsewhere. Dr. Jones pointed out to the trio that the hospital purchased the equipment with capital equipment dollars; the Department of Gastroenterology did not pay for it. In addition, the suite and the nurses who staffed the suite were employees of City Medical Center, not of the Department of Gastroenterology. And, he had been privileged by his department and the City Medical Board of Directors. Tempers flared, and the chairs of the two departments were informed of this escalating conflict. Since Dr. Jones had scheduled the procedure and the patient was expecting to have it the next morning, the chairs called an emergency meeting with all the involved parties. 1. Are the physicians considered "team players"? Why or why not? 2. How do you resolve the matter, what questions would you ask as Chair of the Departments? 3. Would the physicians behavior be considered "patient centric"? 4. Describe how you would avoid these situations going forward.

What type of research study are you considering for your dissertation? What population sample will you draw, and how will it be representative of the general population? What sampling procedures might you use? If you have not yet settled on a dissertation topic, what implications are there for using a specific sampling method?