With demand low in the home country, why might it make sense to relocate production to a developing nation?(400 WORDS)

With a single-server model, increasing the service rate while holding all other factors constant will:

a. increase the probability that the system is empty

b. decrease the arrival rate of customers

c. increase the utilization of the server

d. increase the time spent in the system per customer

e. all of these answers are true

How would you consider the manufacture of maturing products? Would you consider moving production elsewhere?(400words)

Religious Rowan worked for many years for a hotel restaurant as a waitstaff person. The restaurant had a family-style menu and was closed on Sundays. The restaurant was owned and operated by the hotel and primarily served a family oriented clientele. The restaurant was acquired by a national chain that changed the dynamic of the restaurant, making it into a bar and pub that was open 7 days per week.

Religious Rowan is a devout conservative churchgoer and does not believe in working on Sundays, because that is a time for church, nor does Rowan believe in the consumption of alcohol. Rowan told the new employers that due to religious beliefs, working any Sunday shifts and/or taking orders and serving alcohol to clients would be impossible.

The employer agreed that Rowan could always have Sundays off but insisted that Rowan get certified by the state to be able to sell alcohol as that was a new requirement of the waitstaff position. Rowan refused, and because there were always several other waitstaff personnel available that could take and serve alcohol orders, the restaurant said that was fine, because Rowan was otherwise an excellent employee.

Rowan was able to serve for 3.5 years in the same role with the accommodations of not working on Sundays or being involved in selling or serving alcohol without a problem. However, a new restaurant manager came in and determined that in order for the restaurant to improve its efficiency of operations, which was a goal the new manager was hired to implement, Rowan could still skip Sunday shifts but could no longer be accommodated by not participating in the sale of alcohol to customers as that pulled other waitstaff off of their assigned tables and was not perfectly efficient. Rowan refused to get licensed to sell alcohol or to serve it and was subsequently fired for insubordination. Rowan then sued for the failure of the hotel to accommodate her religious beliefs. How should the court rule and why?

Should the department of justice bring an anti-trust action against the tech giants, google, apple, facebook and amazon under article 2 of the Sherman anti-trust act of 1890?

1) Read the Johnson & Johnson article and answer the following:

a) was the outcome of this case fair?

b) The Jury awarded a significant amount of punitive damages in this case. Should tort reform laws apply here? If so, why? If not, why?

Johnson & Johnson was ordered Thursday to pay $4.69 billion to 22 women and their families who had claimed that asbestos in the company’s talcum powder products caused them to develop ovarian cancer. A jury in a Missouri circuit court awarded $4.14 billion in punitive damages and $550 million in compensatory damages to the women, who had accused the company of failing to warn them about cancer risks associated with its baby and body powders. Johnson & Johnson, the maker of Johnson’s Baby Powder, said it was “deeply disappointed” in the verdict and planned to appeal. The company is facing more than 9,000 plaintiffs in cases involving body powders with talc, according to a regulatory document filed this spring. After a six‑week trial, the jury in St. Louis deliberated over the compensatory damages for eight hours but decided on the punitive damages in roughly 45 minutes, said Mark Lanier, a lawyer for the women. Six of the women have died; almost all of the rest, along with friends and relatives, were in the courtroom on Thursday. One of the plaintiffs is undergoing chemotherapy and was too ill to attend, Mr. Lanier said. “There were people crying, people hugging,” he added. “It’s been quite an emotional scene.” Mr. Lanier said Johnson & Johnson had spent 40 years covering up evidence of asbestos in some of its talcum‑based products and should mark those products with warning labels or focus on powders made with cornstarch. Subscribe to The Times You have 4 free articles remaining. The punitive damages are among the largest ever awarded in a product liability case, he said. Shares of Johnson & Johnson fell 1.4 percent in early trading Friday. 8/10/2018 Johnson & Johnson Told to Pay $4.7 Billion in Baby Powder Lawsuit

Johnson & Johnson called the verdict “the product of a fundamentally unfair process” that combined 22 women with few connections to Missouri into a single group of plaintiffs in St. Louis. The company “remains confident that its products do not contain asbestos and do not cause ovarian cancer and intends to pursue all available appellate remedies,” it said in a statement. The company has said concerns about talc’s being linked to cancer are based on inconclusive research. Asbestos is a carcinogen that sometimes appears in natural talc but was stripped from commercial talc products in the 1970s, according to the American Cancer Society. And according to the National Cancer Institute, claims that talc used for feminine hygiene purposes can be absorbed by the reproductive system and cause inflammation in the ovaries are not supported by “the weight of evidence.” Plaintiffs in talc cases have approached litigation in smaller groups instead of suing Johnson & Johnson en masse. The risky strategy allows earlier plaintiffs to send signals about legal tactics and their award amounts to women who bring cases later. Suing in clusters also maximizes the emotional effect of the women’s stories on juries, Mr. Lanier said. “It’s easier to get justice in small groups,” he said. “In small groups, people have names, but in large groups, they’re numbers.” The first talc trial was in 2013 in Federal District Court in South Dakota. A jury found Johnson & Johnson negligent but did not award damages to the plaintiff. Several other cases have involved sizable damages, including a $417 million verdict reached by jurors in Los Angeles County Superior Court last year. The plaintiff in the Los Angeles case has since died, and the verdict was overturned and a new trial granted. Johnson & Johnson, which has successfully appealed a number of talc cases, said in its statement on Thursday that “the multiple errors present in this trial were worse than those in the prior trials which have been reversed.”

HRM410- Strategic Staffing

Please see the “Structured Interview Form Instructions” document for detailed guidelines about this assignment BEFORE you submit it. Type your responses in the text table boxes below (the right side, empty boxes) as indicated in this sample:

Sample info regarding how to fill in table:

Please title this document with your last name, then first initial and assignment name (e.g. BrownPInterviewQsnts.docx) before loading it to your Dropbox.

when the sky train Canada Line was in progress, the organization that was working for it faced two challenges i.e. financial crisis and use of alternate light rail transit(LRT) which was not providing any sense in the project. Explain these issues completely and accurately and explain how both of the problems were solved?

Explain accurately and in two paragraphs.

reviewing an actual case of medical malpractice or negligence. Describe the response to the health care organization involved in the event- did they respond appropriately and implement appropriate changes or were there opportunities to prevent further events from occurring?

. State Automobile License Renewals Operations

Jennifer, the manager of Macon branch office of the state Department of Motor Vehicles, decided to perform an analysis of the driver's license renewal operations. Several procedural steps were to be performed in the process. After examining the license renewal process, she identified the six steps and associated times required to perform each step, as shown in the following table:

State Automobile License Renewals Process Times

            STEP                                                                           AVERAGE TIME (in seconds)

-----------------------------------------------------------------------------------------------------------------

A. Review renewal application for correctness                                              15

B. Process and record payment                                                                      30

C. Check file for violations and restrictions                                                   60

D. Conduct eye test                                                                                        40

E. Photograph applicant                                                                                  20

F. Issue temporary license                                                                              30

-----------------------------------------------------------------------------------------------------------------

Jennifer found that each step was assigned to a different person at different office – a typical line layout in service operations. That is, each application must be going through a same process in the sequence shown above. Jessica determined that her office should be prepared to be able to handle the maximum expected demand - 120 renewal applicants per hour.

She observed that the work was unevenly divided among the clerks, and the clerk who was responsible for checking violations tended to shortcut her task to keep up with the other clerks. Long lines built up during the maximum demand periods. She also found that in general the six steps above must be in that order (A – B – C – D – E – F) for each application. That is, Step-A reviewing the application for correctness, must be performed before any other step could be taken. Similarly, Step-F issuing the temporary license, could not be performed until all the other steps were completed. Jennifer was under a high pressure to increase productivity and reduce costs, but she was also told by the regional director of the Department of' Motor Vehicles that she had better accommodate the expected maximum demand for renewals. Otherwise, "heads would roll."

QUESTIONS: (You must show your solution process to earn your points.)

a. What is the maximum number of applications per hour that can be handled by the present configuration of the process? Why?  

b. Assume if a second clerk is added to check for violations (Step-C) and this person can serve the applicants at the same speed as the original (first) clerk, can Jennifer and the branch office now be able to process the expected maximum demand (i.e., 120 applications per hour)? If not, how many applications can now be processed per hour?

c. As in (b) above, if, after a second clerk is added to Step-C, and Jennifer was then told that she would be allowed to have a budget increase to hire another clerk – who can be added to any steps in the process except Step-E and Step-F (special personnel is needed for those two steps). How would you suggest to Jennifer in modifying the process in order to accommodate 120 applications per hour?

SHOW ALL WORK

<BUSA 2005 – Principles of Management >Who is Tara Bosch, and why is she worthy of study in our Management course

Explain, with great detail, the strategy that Coca-Cola used to establish their company, and products in Africa?

Power Train, Ltd.

We have smashing systems for reporting, tracking, and controlling costs on design projects. Our planning of projects is better than any I have seen at other companies. Our scheduling seemed to serve us well when we were small and we had only a few projects. Now that we have many more projects and schedule using multiproject software, there are too many occasions when the right people are not assigned to the projects deemed important to our success. This situation is costing us big money, headaches, and stress!

Claude Jones, VP, Design and Operations

Page 293

HISTORY

Power Train, Ltd. (PT), was founded in 1970 by Daniel Gage, a skilled mechanical engineer and machinist. Prior to founding PT he worked for three years as design engineer for a company that designed and built transmissions for military tanks and trucks. It was a natural transition for Dan to start a company designing and building power trains for farm tractor companies. Today, Dan is no longer active in the management of PT but is still revered as its founder. He and his family still own 25 percent of the company, which went public in 1998. PT has been growing at a 6 percent clip for the last five years but expects industry growth to level off as supply exceeds demand.

Today, PT continues its proud tradition of designing and building the best-quality power trains for manufacturers of farm tractors and equipment. The company employs 178 design engineers and has about 1,800 production and support staff. Contract design projects for tractor manufacturers represent a major portion of PT’s revenue. At any given time, about 45 to 60 design projects are going on concurrently. A small portion of their design work is for military vehicles. PT only accepts military contracts that involve very advanced, new technology and are cost plus.

A new phenomenon has attracted management of PT to look into a larger market. Last year a large Swedish truck manufacturer approached PT to consider designing power trains for its trucks. As the industry consolidates, the opportunities for PT should increase because these large firms are moving to more outsourcing to cut infrastructure costs and stay very flexible. Only last week a PT design engineer spoke to a German truck manufacturing manager at a conference. The German manager was already exploring outsourcing of drive trains to Porsche and was very pleased to be reminded of PT’s expertise in the area. A meeting is set up for next month.

CLAUDE JONES

Claude Jones joined PT in 1999 as a new MBA from the University of Edinburgh. He worked as a mechanical engineer for U.K. Hydraulics for five years prior to returning to school for the MBA. “I just wanted to be part of the management team and where the action is.” Jones moved quickly through the ranks. Today he is the vice president of design and operations. Sitting at his desk, Jones is pondering the conflicts and confusion that seem to be increasing in scheduling people to projects. He gets a real rush at the thought of designing power trains for large trucks; however, given their current project scheduling problems, a large increase in business would only compound their problems. Somehow these conflicts in scheduling have to be resolved before any serious thought can be given to expanding into design of power transmissions for truck manufacturers.

Jones is thinking of the problems PT had in the last year. The MF project is the first to come to mind. The project was not terribly complex and did not require their best design engineers. Unfortunately, the scheduling software assigned one of the most creative and expensive engineers to the MF project. A similar situation, but reversed, happened on the Deer project. This project involved a big customer and new hydrostatic technology for small tractors. In this project the scheduling software assigned engineers who were not familiar with small tractor transmissions. Somehow, thinks Jones, the right people need to be scheduled to the right projects. Upon reflection, this problem with scheduling has been increasing since PT went to multiproject scheduling. Maybe a project office is needed to keep on top of these problems.

A meeting with the information technology team and software vendors was positive but not very helpful because these people are not really into detailed scheduling problems. The vendors provided all sorts of evidence suggesting the heuristics used—least Page 294slack, shortest duration, and identification number—are absolutely efficient in scheduling people and minimizing project delays. One project software vendor, Lauren, kept saying their software would allow PT to customize the scheduling of projects and people to almost any variation selected. Lauren repeated over and over, “If the standard heuristics do not meet your requirements, create your own heuristics that do.” Lauren even volunteered to assist in setting up the system. But she is not willing to spend time on the problem until PT can describe to her exactly what criteria will be used (and their sequence) to select and schedule people to projects.

QUESTION: After reading the case, analyze the scheduling problem that is happening at Power Train and develop a set of descriptive rules and/or processes that Power Train can adopt so that it is well positioned to handle its expansion into the truck power train business.*********

What are the effects/impacts of the various "Basic Responsibilities" on governance?

Assess the effectiveness of Emirates’ leadership. Discuss how Sheikh Mohammed bin Rashid al Maktoum and then Sir Tim Clark illustrated the activities of strategic leadership. (300words)

subject : BUS310