What is an example of sports media with politics? 200 words and in own word please

The Michael Scott Paper company has two retail outlets not far from each other (let us denote them by A and B). Assume that they sell one kind of plain paper. Weekly demand in each store is identical and is given by the following forecast — demand is either 3 units or 5 units with equal likelihood. Further, assume that the demands across the two outlets are independent. The cost structure for plain paper is as follows — revenue per unit of sale is $4. The cost of purchasing is $1.6 per unit (do not worry what units we are dealing with, the costs and demand have been scaled suitably). Ignore all other costs including the holding cost of inventory and the goodwill cost of a lost sale, which for the purposes of this computation, we assume to be zero. Consider a weekly time horizon. Also assume zero salvage costs.

1) If each store makes independent stocking decisions, how much should each store stock in anticipation of demand?

2) Jim Halpert, the inventory manager of the paper company, decides to come up with a different operational structure. He realizes there is an empty warehouse close to both stores. He decides to buy and store inventory in this central warehouse and replenish instantaneously when stores have demand. What is the new optimal stocking quantity in this central warehouse? What operational strategy is Jim Halpert attempting to leverage? Given the same cost and revenue structure, will he save any costs or will the costs increase? Justify your results with computation.

Michael Rowan owns Michael’s Motor Cars in Lancaster, Pennsylvania. Michael’s motor car business is rather unique. The company is involved in selling used cars, but in a very original and new way. Over the years Michael has developed a new type of customer service. No longer must buyers go from car lot to car lot searching for their “dream car.” Michael’s Motor Cars serves as your personal car shopper. His clientele is limited to very upscale buyers, and he sells only the finest quality automobiles. Through the Internet, Michael’s customers come to him from all over the United States. However, the majority of his customers reside in the northeast region, and this allows for easier delivery and communication with his customers. Whether it’s a 2005 BMW or a 1960 Alfa Romeo, Michael has been able to deliver with little or no complications or rejections. And, typically, the clients will receive their car for less than the Kelly Blue Book value. They are nothing less than high-quality automobiles that Michael has hand-chosen and made flawless through the restoration and detailing performed on each vehicle prior to delivery. With only limited inventory and relatively low overhead, Michael is able to keep his operating costs quite low. One essential part of the automotive retail business is maintaining a strong customer referral base. Michael closely guards his very high reputation, and this allows him to maintain a network of referral clients.
Question 1. What elements of the Macroenvironment Michael’s Motor Cars faces?
Question 2. What opportunities will Michael’s Motor Cars get

A particular city had only three industrial property sales in the most recent quarter, as shown in the table below. What is the average market capitalization rate?

Question 9 options:

Develop a 1,500 to 2,000-word, high-level Human Resources Emergency Preparedness Plan. The plan should contain an introduction, body, and conclusion that propose an HR Emergency Preparedness Plan (HR EPP) for a small organization (Less than 500 employees) related to Natural Disaster, Health Crisis, or another Hazard which impact business operations (Sales/Service, Marketing, IT etc.)

The HR EPP (Human Resources Preparedness Plan) should outline following:

1. Introduction of the organization including, sales/services provided, customers, stakeholders, location and history of the company.
2. Identify the emergency- (Natural Disaster, Health Crisis, or another Hazard) Discuss the impact of the emergency on the company operations and employees.
3. Develop an HR EPP (HR Emergency Preparedness Plan) that includes an alternative work plan for operations continuity. Make sure the plan considers Legal, Regulatory, and Ethical issues that impact the business.
4. Discuss Human Resources’ role in the implementation of the HR EPP. (Employee Training, Safety, Performance Management, Leave of Absence, Corrective Action are all areas to consider possible impact to HR’s role)
5. Describe how the HR EPP is communicated to employees.
6. Conclusion- How will the organization measure the effectiveness of the HR EPP.

Using your favorite search engine, conduct research on a well-known leader of a corporation. You might be interested in researching formers leaders such as Lee Iacocca of Chrysler, Herb Kelleher of Southwest Airlines, Jack Welch of General Electric, or Ray Kroc of McDonald's. Alternatively, you could research present-day corporate leaders such as Indra Nooyi of PepsiCo, Mary Barra of GM, Mark Zuckerberg of Facebook, Gregory Hayes of United Technologies, etc. Remember, the leader you choose to research doesn't have to be on this list -- pick a leader who piques your curiosity! Some students have chosen the CEO of their own employers, but please be sure that you have a minimum of two sources in addition to your textbook if you do so.  

Review articles and biographical information that is available on the Internet. You should have a minimum of two (2) sources in addition to your textbook. The goal of your research is to answer the following questions about the leader you chose:

• Based upon your research, what type of behavioral leadership style does/did the individual practice? Task-oriented, people-oriented, or a combination of the two? Explain.

• How would this individual's leadership style be characterized in terms of the path-goal theory of leadership? Explain.

• Would you describe this individual as a transactional or transformational leader? Explain.  

• In what specific ways do you feel this individual was an effective leader?

• In what specific ways do you feel this individual's leadership could be improved?

What is the Formal Structure of the Organization and how is the change of environment going to impact how work is organized and coordinated? Describe how this will look as an Organizational Design for the future. Please provide academic references and scholarly insight to support your suggestions.

describe the triple bottom line

How do you describe Organizational Culture? Explain how we will manage organizational culture and innovation in the future. Please provide academic references and scholarly insight to support your suggestions.

Betty Vinson was the director of management reporting at WorldCom. She had worked there for five years when the fraud was uncovered and received two promotions during that time. Vinson’s salary increased from $50,000 when she started to $80,000 in 2002. Vinson reported to Buford Yates, director of general accounting, who reported to David Myers, senior vice president, and controller, who then reported to CFO Scott Sullivan. (See Figure 1 for an organizational chart.) A hard worker who often stayed late or brought work home, Vinson considered herself lucky to land the job at WorldCom, as it was located in her hometown of Clinton, Miss. Vinson graduated from Mississippi College in 1978 and married her college sweetheart, Tom Vinson, a printing-equipment salesman who earned $40,000 a year. The couple had one daughter and lived a typical suburban lifestyle. Prior to working at WorldCom, Vinson worked as an accountant for various banking enterprises in Louisiana and Kansas City from 1978 to 1996. She also earned the Certified Public Accountant (CPA) credential during that time.

Problems began to emerge in the telecommunications industry in the late 1990s. The industry had over expanded, and every company was beginning to feel the effects, including WorldCom. By 2000, WorldCom’s expenses were increasing faster than revenues. In September 2000, WorldCom had to find $828 million to meet earnings targets expected by Wall Street. Vinson and her accounting colleagues found $50 million, but it wasn’t nearly enough. Senior management instructed her and her accounting coworkers to reduce reserve accounts for line costs to cover this shortfall. Reserves had been set aside based on estimates of potential losses, but they needed to have enough reason to reduce the reserve. Meeting earnings targets wasn’t a valid reason. Sullivan pressed Myers and Vinson’s boss, Yates, to make this adjustment. Yates told his accounting team that he had reservations, too, but that Sullivan promised this was a one-time adjustment. They all agreed to go along with the accounting adjustment. Vinson felt uncomfortable with this and considered resigning. The corporate accounting department’s discomfort with the entries prompted Sullivan to call the accountants into his office. He used an analogy that WorldCom was an aircraft carrier, and they needed to land the planes that were in the air. He urged them to wait until the planes had landed, and then they could leave the company if they still wanted to. Sullivan assured them that nothing they would do was illegal and that it wouldn’t be repeated. After talking to her husband, Vinson decided against resigning because of her family’s dependence on her salary and health insurance. In April 2001, the gap in meeting earnings targets was $771 million. The reserve pools weren’t large enough to cover this gap. Sullivan’s new strategy was to shift line costs, recorded as expenses, to capital expenditure accounts. Yates objected. Sullivan insisted it was the only way to cover this gap. Vinson and her coworker both felt cornered; this was clearly fraudulent accounting. The only choices now were to resign or make the entries. The three-person accounting team identified the capital accounts to use, and Vinson made the entries to transfer the $771 million. She backdated entries to February in the computer system and then indicated to colleagues at WorldCom that she was going to look for another job. These entries continued quarterly through April 2002. The Securities & Exchange Commission (SEC) was informed of the problem in June 2002 as a result of the efforts of the WorldCom internal audit team. The SEC would ultimately charge CFO Scott Sullivan, Controller David Myers, and accountants Buford Yates, Troy Normand, and Betty Vinson. According to the SEC complaint: “At the direction of WorldCom senior management, Vinson and other WorldCom employees caused WorldCom to overstate materially its earnings in contravention of generally accepted accounting principles (GAAP) for at least seven successive fiscal quarters, from as early as October 2000 through April 2002. Vinson knew or was reckless in not knowing, that these entries were made without supporting documentation, were not in conformity with GAAP, were not disclosed to the investing public, and were designed to allow WorldCom to appear to meet Wall Street analysts’ quarterly earnings estimates

Mr. Sullivan said:
Paraphrase    one    of    Sullivan’s    arguments?
This argument best describes the ____________________________________ “reason and rationalization” of GVV because
In response to Mr. Sullivan’s argument, Betty or Troy could have countered with something like:
Paraphrase another (a second) of Sullivan’s arguments, and follow the format above, etc. . . .

How do job designs influence motivation and performance? Describe a job design that will be different in the future. What are the motivational opportunities of alternative work arrangements for the new working environment? Please provide academic references and scholarly insight to support your suggestions.

McVay Industries (MI) produces ice cream supplies including bowls, scoops and shake makers. MI made $605,000 of pre-tax profit last year.  They are looking for ways to improve profitability and are considering outsourcing production of their shake makers. Juan Hernandez, the controller, compiled the following information.

*   Direct SG&A Fixed Costs can be eliminated if the specific product is outsourced.

** Common  SG&A Fixed Costs can not be eliminated even if the specific product is outsourced.

If the shake maker is outsourced, fixed manufacturing overhead costs of $100,000 to lease machinery related to shake maker production could be eliminated.  Assume that direct fixed SG&A expenses relate directly to the shake makers line and could be completely eliminated if the shake maker product line is dropped.

Additionally, if the shake maker is outsourced, the company would have idle capacity and could produce and sell an additional 150,000 bowls (for the same selling price of $2 per bowl).  

Question: What is the maximum amount MI should pay for the shake maker from an independent supplier (price per unit) to be no worse off financially? Show your work please.

Product Life Cycle

• Look at the following examples of products:
  • Smartphones
  • Drone video cameras
  • 3-D televisions
  • Tablet computers

1. Identify whether each of these four products are in the introduction, growth, maturity, or decline stage of the product life cycle.
2. Discuss the reasons for your life cycle selection for Drone video cameras.