Please typing if you can i will appreciate had my answers but i need to compare my solution .
o changes you have had to personally make due to the Any Personality things
o how you feel about those changes; how you are coping
o economic impacts for you, friends, and/or family
o educational impacts for you, friends or family

Typing please it is help me for grammar

Review the discussion question and answer below. Do you agree with the answer? why or why not? Give your opinion.

Discussion Question: In today’s economy, it is inevitable to layoff or communicate negative information with employees. Is it ethical to fire by email and/or text messages? What is your strategy to convey negative messages to employees?

Answer: With today’s economy, and all circumstances going on I feel it is ethical to fire by email and/ or text messages. It may seem unprofessional to relate an important message like that through virtual text but sometimes it is necessary. The preferred option would be firing someone through a company email that is some way professional and involves the company’s server. On the other hand, receiving a text from your manager on your cell phone doesn’t seem right. It would be strongly unfair just to fire someone on the spot, legally they should be given a notice that they will be fired if the issue happens again. “Unless you are covered by an employment contract or state law that stipulates how you can be terminated, there are no restrictions on how an employer can fire you. Most employees in the U.S. are covered under employment at will, which means that they can be fired for any reason or no reason at all. Employers can fire employees over the phone, by paper letter or email, in person -- or yes, even by sending a text message.” (When an Employer Can Fire You By Phone or Email) For example, with everything going on in the world today many employees are being laid off due to the pandemic and they’ve been sent emails on the situation. Circumstances like these should be acceptable because people can’t be in contact at all either so it is a safe option in these conditions. A strategy to convey negative messages to an employee would be better delivered by someone from the management team. Mostly likely to have them sit down with your HR in an office would be recommended. “It's every leader's or manager's least favorite task: delivering bad news. Maybe your company is closing a facility. Or letting people go. Or you have an employee who isn't getting that coveted promotion, or has been denied an overseas posting, or can't take an expensive training course. In any case, your impulse is to soften the blow. After all, you're a caring person, and you'd like to make a difficult situation easier. So you start the conversation by talking about something else. And when it's time to deliver the news, you try to sugarcoat it. That's the wrong approach, according to new research by professors at Brigham Young University and the University of South Alabama. In fact, the worst way to deliver bad news is to beat around the bush. The best way? Rip off the Band-Aid.” ( Need to Deliver Bad News to Employees? Science Says Do This) This article I chose has a better perspective on the topic than I did. I would never think that just “ripping off the band aid” would be the best way to deliver news to an employee.

Which of the following is a characteristic of domestic operations?

High financial risk.

High cargo risk.

Transport mainly by truck and rail.

Significant paperwork involved.

What are some of the primary barriers to the effective implementation of strategies in health care organizations? How can each be overcomed or removed?

case study--On the Move toward Digital Transformation: Honeywell Integrated E-commerce pressures are driving retailers, wholesalers and third-party logistics providers to accelerate their evolution to more digital, automated business operations and fulfilment processes. Throughout our industry, technologies like robotics, automation, data analytics, machine learning and artificial intelligence are no longer part of some faraway future, but the very tools companies are starting to integrate into their daily business practices. Not only is this evolution helping these companies deliver consistently exceptional customer experiences, it’s also introducing solutions to traditional challenges while ushering in a new era of process efficiencies. Today’s distribution and fulfilment operators face a perfect storm of market challenges:

 Service level expectations: Consumers want faster, cheaper shipping and accurate, on-time deliveries of an ever-expanding variety of products, and these rising service level agreements dictate order fulfilment process improvements. Pure-play e-tailers and omnichannel retailers alike are faced with escalating speeds, volumes and complexities in their DCs.

 Labor challenges: At the same time, rising labor costs and workforce shortages are shared hurdles faced by most, if not all, DC operations. Labor accounts for up to 70 percent of DC operational budgets, while industry growth is outpacing the labor pool by a ratio of six to one.

 The uptime imperative: Limiting unplanned downtime is critical to running profitable operations. Every hour of downtime results in idle workers, potential overtime costs, shipping and logistics delays, and a variety of ripple effects that can ultimately chip away at profits and service level agreements. It all quickly adds up: as much as $10,000 for an hour of downtime, and much more for extended durations For these reasons, “digital transformation” has become a stated business objective for most online retailers. It is necessary for ensuring survival in this ultracompetitive climate and essential for growing a loyal customer base. But the rate of progress in this transformation is as diverse as the spectrum of fulfilment operations. No two are alike, and the drivers, goals and extent of this transformation are as varied as the number of SKUs found in a typical e-commerce DC inventory. Regardless of where you sit on this continuum, you’re probably seeking guidance on how to take the next steps on your journey.

Question

Critically discuss the reason why Honeywell Integrated has decided to make a move toward Digital Transformation and examine the types of technologies currently used in the company. ? Information required for 10 Marks.

this is a project management class

What is expedited cost? Support your answer with at least three examples

Which do you think changes first, strategy or structure? After formulating your answer and making your case, argue the opposite position.

There are various change efforts that occurred in an manufacturing organisation (or department). How would you measure them as first-order or second-order change, or both? Please give some example. (1000 words)

Should pre-service, point-of-service, and after-service activities exist in a health care organization? Why? Are there differences among these activities?

Describe Labor and employment law negotiation in health care

A midsized biopharmaceutical (ALFA) company with hundreds of employees worldwide recently faced a crossroads. The company was growing rapidly, but its internal contract management process wasn’t equipped to keep up with the demands of a larger company. Because the company relied on paper-based manual processes, it encountered inefficiency across departments. End users submitted paper forms for contract requests, but often experienced confusion about which information was required for different types of agreements. This led to time-consuming back-and-forth with the legal team. Once they submitted their requests, end users lacked visibility into progress. As a result, they frequently made phone calls to check on status, and typically had the false perception that the legal department was causing bottlenecks. Meanwhile, the legal team faced efficiency challenges of its own. Attorneys and paralegals spent long hours filling in missing information on contract request forms, and handled all manual workflow themselves. Lacking a single system of record, they were forced to perform redundant data entry into multiple back-end business systems. In addition, the legal department’s interaction with the procurement team was inefficient. Legal’s handoff of completed contracts to Procurement—a critical step for the creation of purchase orders (POs)— remained an uncoordinated process. End users had no way of checking the main clauses of contracts with suppliers and checking the requirements for purchasing items. The company’s general counsel recognized the impact of these problems on the entire legal function. The lack of visibility into the current legal workload made it very difficult to plan (or justify) legal resources —and nearly impossible to generate any meaningful business intelligence about the department’s functions. In addition, ensuring compliance with the organization’s financial policies was extremely difficult, exposing the firm to serious financial risk and decreasing negotiating power with vendors.

What is the problem for ALFA company, how do you evaluate the company contract management performance, and What are the recommendations that the ALFA company need to follow and apply to improve their contract performance (with examples)?

explain who Benito Juarez is and summarize his main contributions and importance in Mexican history.

Do you consider any of the three constraints (time, scope and cost) more difficult to manage? Why or why not?

Explain in your own words the meaning of the concept “project” and list the
seven (7) characteristics of a project. (5)
1.2 Considering the characteristics of a project, as you listed them in question 1.1,
would you regard the 2021 Japan Olympic as a Project? Explain your answe