"The popularity of technical analysis is a clear rejection of the Efficient Market Hypothesis".
Using examples, discuss whether you agree with this statement.
In: Operations Management
The personal-selling process includes all of the following except:
A. approaching the prospect.
B. Making the presentation
C. Prospecting
D. Answering objections
E. Providing a product sample.
In: Operations Management
How can resource requirements vary according to the mentoring
program mode? Answer in 150-200
words.
In: Operations Management
List any six (6) legislations and six (6) organisational
policies relevant to planning and implementing a
mentoring program.
In: Operations Management
explain how the tuckman model for team development can eliminate barriers amber is likely to encounter in completing this project.
In: Operations Management
Explain the recruitment and selection strategies for selecting
mentors and mentee for a mentoring
program. Answer in 200-250 words.
In: Operations Management
Solve the following linear programming problem by the graphical method.
Maximize Z = 400 X1 + 200 x 2
Subject to : X1 + 8X2 <= 24
X1 + 2X2 <= 12
X1 >= 0 , X2 >= 0
You will need to graph each of the constraints to answer the following questions. You can draw a rough graph.
a) State the coordinates of the point where the constraints interact.
b) Define in words the region of feasible solutions.
c) Lost all of the vertices or corner points on the region of feasible solutions.
d) Find the solution which will maximize profit (Z) and give the numerical value for the maximum profit.
In: Operations Management
Explain the benefits of mentoring within a company. Answer in 250-300 words.,
In: Operations Management
Case study Hotel owners and operators recognize that while we are currently living in a world of scant lodging demand, talk of reopening the country is the necessary precursor to a recovery in travel and the need for hotel accommodations. Just like cities and states need to plan, closed hotels must plan the "how" and "when" of their reopening. As in any business decision, the costs and benefits of remaining closed versus resuming operations must be weighed. During a time when travel is restricted and little can be done to stimulate demand, the primary objective is to limit operating losses through cost containment. At the same time, hotel owners and managers must prepare for an eventual recovery in demand and the reopening of their property. Touch base with your competitors to see when they plan on reopening. It may or may not make sense to reopen when they do, depending on the anticipated depth of demand at that time. Beyond their timing, are your competitors shifting their mix of business and/or distribution strategy? How has their pricing changed since prior to the crisis? Online research or market research providers will help you determine shifts in their marketing or positioning, or lack thereof, potentially providing you with alternate opportunities. Drive-to locations such as regional resorts are more likely to benefit, as well, due to the pent-up demand for vacations and weekend staycations. While urban destinations have historically attracted drive-in demand during a recession because consumers save money, compared with the costs of flying, city centers may have less appeal in this downturn until the fear of group mingling and dense locations diminish. Urban hotels, particularly those with a group orientation, will have to find ways to adapt creatively to this new environment. Government lodging contracts for first responders, medical professionals, and quarantined individuals are helping many urban hotels survive this period of low demand. Another consideration is the hotel's historical transient vs. group mix, which will often parallel the amount of meeting and function space relative to the number of guestrooms. The more the hotel is dependent on group demand, the more it will be critical to see clear indications from planners of the intent to book in order to identify when to reopen. Transient travelers, whether they be corporate, leisure, or any other sub-segment, can make and implement travel decisions quickly, whereas the lead time for group demand is longer than that for the transient segment, making the lead time for reopening necessarily longer, as well. Another factor to consider when weighing when to reopen is the weekly volatility of demand. Will you be opening to accommodate infrequent events that generate high occupancy temporarily and then be faced with abnormally low occupancy that caused you to close in the first place? Having to carry the ongoing costs of an open hotel may only be worthwhile if an adequate level of steady demand is sustainable. If this is a risk, opening just parts of the hotel, such as wings/floors or only certain outlets, could mitigate the financial exposure. As a member of a leading 5’star hotel in Sri Lanka and a under graduate how would you find answers / give alternatives for the below questions.
1. Based on the given case study identify when receiving goods/raw material to the hotel?
2. Identify temperature checks for the staff and guests?
3. Based on the given case study how are you going to promote
adventure tourism to the local
market?
4.Based on the given case study identify Why do you need to
monitor the competition for
Arugambay?
5.Based on the given case study identify What health and safety
measures you are going to
implement for tourists who are going to visit Sri Lanka from 1st of
August after Covid – 19
6.EpidemicsEvent management can generate a lot of revenue
comparatively in a short period of
time. Plan an event for 1750pax in your hotel by providing an event
sheet an appropriate menu with
vegetarian choices and a sample budget (generic fixed and variable
costs). Please elaborate your
answer with appropriate examples.
7.Why emerging tourism trends are playing a vital role in terms
of revenue generation? How can
we promote destinations within the island to create a niche market
for this demand? Please explain
your answer with appropriate examples.
In: Operations Management
Heather Adams, production manager for a Newfoundland exercise equipment manufacturer needs to schedule an order of 50 items of A which are to be shipped in week 8 and 40 items of B which are to be shipped in week 6. In parenthesis are indicated quantity required for each component. The inventory on hand is for week 1 only. Below is the information about the products.
|
Item |
Lead Time |
On Hand Inventory |
Components |
|
A |
1 |
10 |
D(1); F(2) |
|
B |
2 |
20 |
E(1); F(3) |
|
C |
3 |
10 |
D(2); E(3) |
|
D |
1 |
15 |
|
|
E |
2 |
5 |
|
|
F |
2 |
20 |
Develop a net MRP (Material Requirements Plan) for F. show your work.
In: Operations Management
Question D2
A wedding banquet is going to be held next week in a hotel. To have better preparation for this wedding banquet, the event department will hold a meeting tomorrow. Identify who should join this meeting. Regarding to EACH identified participant, illustrate ONE information from the banquet event order that they concern.
In: Operations Management
Discus why you need to apply improvements for the process before automating it?
In: Operations Management
When a group becomes a team, what are the long term benefits here for you as the manager, the employees themselves and for the organization as a whole? What do you think?
Please don't hand write,
Thank you.
In: Operations Management
Business Communication lesson homework.
You are working at a multinational company. How should you communicate with your internal and external audience during the Covid-19 coronavirus? Consider nonverbal and verbal communication strategies and plan your business messages. I should come up with a case . I should use my imagination. how I present my stance to our employees and customers.
In: Operations Management
Analyze its operations management activities of Coca Cola company
A written report must include the following
A i. Reasons choosing Coca cola company ( explain at least three reasons + supporting details)
A ii. Current financial status of the Coca Cola company
A iii. Number of workers
A iv. The competitors
A v. The suppliers
A vi. List of Coca Cola Company Product
A vii. Descriptions of Operations System – inputs, conversion process, output and the control system (i.e. what are the actions taken if something happens unexpectedly?) of the company. Provide a sketch/diagram of the layout. From your viewpoint as a customer, what do you think of the layout? + supporting details (cite and quote references)
A viii. Suggestions
Provide any recommendations for the improvement + supporting details (cite and quote references).
In: Operations Management