1. If the learning curve for a process is 100 percent, the labor requirements in the company drop sharply. TRUE OR FALSE
2. If it took 1000 hours to produce the first unit of a product, and the learning curve is 70%, how long will it take to produce units 26 through 50?
Answer: ___________ hours (use whole number)
3. Under 80% learning rate, the improvement rate is _______ %
In: Operations Management
PLEASE READ AND ANSWER
CASE #2 MISSED CALL (STRATEGIC MANAGEMENT IN ACTION SIXTH EDITION)
Do you remember your first or even second mobile phone? Chances are it might have been one made by Finnish company, Nokia Corporation. Mine was. It was a beautiful steel blue color and was, I thought, pretty slick. Nokia phones back then were quite popular with consumers and positioned the company as one of the leading mobile phone makers. In 1998, Nokia sold more than 40 million mobile phones to surpass Motorola as the world's #1 mobile phone company. During this time period, Nokia was light years ahead of its rivals with digital phones. However, "Nokia was caught sleeping in 2007 when Apple Inc.'s iPhone redefined the cellphone as a PC-like device with a touch screen and sleek software." Since that crucial time, Nokia has lost 75 percent of its market value and is struggling to catch up to Apple and Google Inc.'s Android.
Despite its failure to recognize the market-changing characteristics of Apple's iPhone, Nokia is still the world's largest hand set manufacturer by volume. Europe is the Company's largest combined market, with about a third of sales. Somewhat surpris ingly, China is Nokia's largest single-country market, accounting for nearly 20 percent of sales. And the United States accounts for only 4 percent of sales, and India (another important target) accounts for only 7 percent of sales. The company has been crafting strategies it hopes will help position it as a dominant force once again in this industry. New CEO Stephen Elop, the first non- Finnish leader and a former top Microsoft executive, pledged to turn around the struggling company.
CEO Elop's initial plans were aimed at streamlining its smart- phone operations costs and speeding delivery of new products. He said, "Nokia has been characterized as an organization where it is too hard to get things done." More than anything else, the changing market dynamics demand that we must improve our ability to aggressively lead through changes in our environment." Getting its products to market faster would be a key failing that would have to be improved. In addition to the first round of 1,800 jobs cut, Elom eliminated several senior officials on the company's group executive board. He also sent a memo to Nokia employees that compared the Company's predicament in catching up to Apple and Google in smartphones to that of a man who was standing on a burning oil rig at sea. Standing there, he needed to make a choice and he decided to jump." He went on to say that "Nokia, too, had to jump metaphorically—to take bold action to make up for lost ground." And bold actions it has taken.
In February 2011, Jo Harlow, the head of smart devices at Nokia, "stood before a packed convention hall at the Mobile World Congress, the cellphone industry's most important trade show, to explain the Finnish company's new software alliance with Microsoft." That agreement had been announced in London only a few days earlier. But, "the need for the deal had been so urgent that Nokia and Microsoft, grasping for a foothold in a mobile computing industry that was quickly slip ping away from them, had gone public without a definitive legal agreement, just a handshake and a promise to work together, somehow." She told the audience that Nokia and Microsoft would produce their first phone using the Windows operating system by the end of the year—a pace two to three times faster than Nokia's past product introductions. Getting that done would "require an accelerated, effective collaboration with a completely different corporate culture in a creative endeavor so intimate that both would have to discard mutual distrust to make it work."
By mid-2011, Nokia had unveiled a new smartphone and three lower-priced handsets as initial steps in its transition to Microsoft software. Although analysts described the products as well-designed with an intuitive user interface, they also said the products would be unlikely to help improve the company's difficulties as there was no carrier support or apps developers. In early fall 2011, the company sold 2,000 wireless patents and patent applications to Ottawa, Canada-based Mosaid Technologies. Many technology companies are using this strategy to "essentially outsource the sometimes expensive process of squeezing revenue out of their patent holdings." In addition, the company announced another 3,500 job cuts by closing a factory in Romania and transferring production to more efficient plants in Asia. Elop said, "We are seeing solid progress agains tour strategy, and with these planned changes we will emerge as a more dynamic, nimble and efficient challenger."
Now, it's do-or-die for Nokia. One year after the announcement of the Microsoft alliance, the company's Nokia Lumia 900 smartphone was introduced at the Consumer Electronics Show in Las Vegas in February 2012. "The high-end device marks per haps the company's last chance to re-establish itself as a serious player in the U.S." Will the market once again hang up on Nokia or will it take the call?
DISCUSSION QUESTIONS
1. What international strategy advantages and drawbacks can you see in this case? Discuss.
2. What do you think are the difficulties in being a market- leading competitor trying to compete in so many different geographic areas? What resources and capabilities would such an organization need? What impact would the fact that the competitor's industry is a continually changing one have on its strategies?
3. What steps has Nokia's CEO taken to turn around his struggling company? Be specific.
4. One of the most interesting things to me about this story is the alliance between Nokia and Microsoft. How did this get done? What do you think that process entailed?
THANK YOU!
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As a risk manager, should you approach regulations as a risk to information systems? Do you see regulations as important measures to strengthen information security or as ways to exert unnecessary control over organizations?
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Identify forces that shape competition in a company’s external environment and discuss techniques for identifying strategic opportunities and threats./ defines industry, sector, market segments/ forces that shape competition in a company’s industry environment, using Porter’s Five Forces Model/concepts of strategic groups and mobility barriers/Industry Life-Cycle Analysis
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The mission statement is the statement that defines the business of the company, the objectives of the company and the approaches to attain these objectives. The mission statement is the formal summary of the values of an organization. The mission of McDonald’s is to be a favorite place of the customers and the way to drink and eat; they applied global strategy in their organization that is the plan to win. They promise to provide exceptional experience, products, place, promotion, and price to the people and committed to continuously enhance the operations and improve the customer experience. According to chapter 2 slide 19, the ideal mission statement of the company specifies the needs of the buyer and tries to satisfy them. The mission of McDonald’s specified the needs of the customer and also tries to provide the best quality food in low price.
The targets of the organization that can be indicated in financial terms are known as financial objectives. For example, Apple company achieve higher returns of the capital that is invested,
The long term goals of an organization that provides help to convert the mission statement into the big vision are known as a strategic objective, for example, Wal-Mart achieves the overall lower costs than rivals.
Do you agree with the posted above? why?
In: Operations Management
1. Vision statement of Starbucks is “Treat people like family, and they will be loyal and give their all.” The first step for developing a vision statement is to define where the management wants to take the organization and what are they offering for their stakeholders. In case Starbucks, stakeholders refer to their consumers. The statement, “treat people like family” is specifically and clearly stating that the management wants their staff to treat their customers as they are their family members. Therefore, here this statement develops the view of the Starbucks’ management. Secondly, by treating their customers like family, they are offering some sort of comfort towards their stakeholders and as a result they will be retained towards Starbucks and will spend their money for coffee in Starbucks only rather than going to other coffee shops.
2. Walmart had launched their e-commerce business in 2019. After launching their online business, the revenue rose about 40% the next year. This is an example of financial objective.
Apple give more emphasis on their product quality and durability. Apple’s products are usually having more longevity if we compare them with its rival companies like Samsung, LG, Nokia, etc. Apple uses product development as its main intensive strategy for growth. There, it can be said that it is an example of strategic objective of Apple.
Do you agree with the post above? why?
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Overview: For this task, you will examine how a healthcare organization’s vision, mission, and values are aligned to its marketing goals, and you will recommend marketing strategies to ensure a larger profit for the organization.
Prompt: First, consider the following scenario: You are the new assistant to the chief operating officer (COO) at a pediatric surgery group practice in Chicago. The practice has 15 physicians, 7 nurse practitioners/physician assistants, 27 nurses, and 10 support/administrative/office staff. You report directly to the COO, and the COO reports directly to the Chief Medical Officer (CEO) of the practice. The market for pediatrics in Chicago is very competitive, and your group practice has managed to make a slim profit every year in the ten years it has existed. The Board of Directors, which consists of all the physician owners, has charged the COO with creating and implementing a plan to ensure that the organization's values not only support the practice's mission and vision but also ensure a larger profit margin. The COO has passed this assignment down to you.
The Teal Trust, a former leadership organization most known for its leadership style indicator, suggested that the following five activities encourage people to uphold behavioral norms that support the achievement of their organization’s mission and vision:
1. Communicate values clearly and constantly both within and outside of the organization. Everyone inside and outside the organization knows what you represent.
2. Enroll new members of the organization in the culture of values immediately. Value-focused information and indoctrination should start with the selection process.
3. Revisit and refresh your values periodically. Healthcare is constantly changing; you must ensure that your organizational values have kept pace.
4. Confront contradictory behavior. Provide feedback to those who do not live the organization’s values.
5. Periodically solicit feedback. Ask people, both inside and outside the organization, what they believe the organization’s values are.
Next, use the Teal Trust's five behavioral norms presented in Chapter 3 of Healthcare Marketing: A Case Study Approach to develop a 1- to 2-page paper that addresses what you, as assistant to the COO, will present at the next board meeting. Be sure to address the following in your response:
Values/Mission/Vision:
How can you ensure that the organization’s values support the practice’s mission and vision?
Marketing Strategies:
What marketing strategies can you recommend that will ensure a larger profit margin for the organization? Be sure to justify your recommendations.
Reference
Cellucci, L. W., Wiggins, C., & Farnsworth, T. J. (2014). Healthcare Marketing: A Case Study Approach. Chicago, IL: Health Administration Press.
In: Operations Management
After conducting an internal audit, a firm discovers a total of
100 strengths and 100 weaknesses. What procedures then could be
used to determine the most important of these? Why is it important
to reduce the total number of key factors?
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Company chosen: Microsoft Corporation
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This matter of arbitration stems from an indictment of Thomas Allen for one count of arson– first degree and ten counts of burglary in Quitman County, Mississippi, on March 28, 1999. In a letter dated March 30, 1999, Billy Como, postmaster, wrote: This is written notice that you have been removed from employment with the Postal Service. This action is being taken in accordance with Article 16 of the Agreement. There is reasonable cause to believe you have committed a crime for which a sentence of imprisonment may be imposed. Specifically, by the indictment dated March 28, 1999, you were indicted in the Superior Court of Quitman County for one count Arson–First Degree and ten counts of Burglary. These aforementioned charges are so egregious in nature that retaining you in postal employment would not be in the best interest of the Service. In a letter dated April 9, 1999, Mr. Jesse G. Bolton, attorney for Mr. Allen, wrote to Walter E. Flatten, human resources manager: I have been asked to assist Mr. Allen in regard to his removal from the Postal Service. Although there has been an indictment of Mr. Allen by the Superior Court of Quitman County, MS, it is probable that the indictment has overstated the underlying facts and it is also possible that some or all of the charges could be dropped or minimized. The arraignment date in the case was set for March 28th, 1999, and this was suspended or continued on an indefinite basis. Mr. Allen is 47 years old and has never been charged with any criminal offense involving moral turpitude. He has only had one speeding ticket, in the year 1968, while in the service of the United States Air Force. His character and reputation in the community in which he lives are exceptional, and there is a reasonable possibility that a sentence of imprisonment will not be imposed. From the earliest days of the charges, restitution was made by the subjects and accepted by the affected party or parties.
On April 13, 1999, Mr. Allen filed the following Grievance:
1. Nature of Grievance: (Be specific: what, where, when, etc.) This is a Step 2 Appeal filed on behalf of Thomas Allen, a reg. carrier at the Marks, Mississippi, post office, from an adverse decision rendered at Step 1. Mr. Allen was issued a Notice of Removal on March 30, 1999 in accordance with Article 16 of the National Agreement. Mr. Allen received the letter on April 4, 1999.
2. Contract Violation: This action is a violation of Article 16 of the National Agreement.
3. Corrective Action Requested: The Union respectfully requests that the Notice of Removal be rescinded and the Grievant be made whole for all lost wages and benefits. The facts do not reveal reasonable cause to believe the Grievant is guilty. On April 21, 1999, Mr. Flatten wrote the following letter to Mr. Bolton. This letter stated: In accordance with Article 1, Section 1 of the National Agreement, the Rural Carriers’ Union is the exclusive bargaining representative for Mr. Allen. As such, I cannot grant your request for a summary outline of the evidence the Postal Service has obtained. In accordance with Article 15, Section 3, Step 1 of the National Agreement, Mr. Allen has a contractual right to file a grievance on any action taken by the Postal Service. In the event Mr. Allen exercises this right, he would be represented by the Rural Carriers’ Union.
Issue
Relevant Articles of the Agreement Article 16—Discipline Procedure
Section 1. Statement of Principle In the administration of this Article, a basic principle shall be that discipline should be corrective in nature, rather than punitive. No employee may be disciplined or discharged except for just cause such as, but not limited to, insubordination, pilferage, intoxication (drugs or alcohol), incompetence, failure to perform work as requested, violation of the terms of this Agreement, or failure to observe safety rules and regulations. Any such discipline or discharge shall be subject to the grievance-arbitration procedure provided for in this Agreement, which could result in reinstatement and restitution, including back pay. When there is reasonable cause to believe an employee is guilty of a crime for which a sentence of imprisonment can be imposed, the advance notice requirement shall not apply and such an employee may be immediately removed from a pay status.
Position of the Parties- The Agency:
Management stated that Mr. Allen was indicted on one count of arson in the first degree and 10 counts of burglary by a Grand Jury of Quitman County, Mississippi, on March 28, 1999. Each of the eleven counts carries a maximum sentence of 20 years’ imprisonment as provided by Mississippi State Law. The total would equate to 220 years’ imprisonment for the alleged crimes if he were convicted and given the maximum sentence. The Postal Service obtained a copy of this indictment and questioned Mr. Allen. After he was removed from employment, a letter from Mr. Jesse G. Bolton, attorney at law, on Allen’s behalf was forwarded to Mr. Flatten. TManagement stated that Billy Como, postmaster, had obtained a copy of the indictment on the advice of Labor Relations. Allen was given an opportunity to respond to the indictment and did not deny any of the charges. Mr. Como testified that he had copies of two newspaper articles from adjoining counties that pertained to Allen’s situation before issuing him his removal notice.
Management admitted that Mr. Como initially testified that he had been directed by Management to take this action and would not have done so if he had not been directed. On cross-examination, Como was asked for whom he worked. Under oath, he said his boss was Mr. Jimmy Whitestone, manager of Post Office Operations. Whitestone directed Como in the performance of his duties to do what was expected of him. Labor Relations has a responsibility to advise Management officials of the proper procedures to take in disciplinary matters that are consistent with postal policies and contractual procedures. Mr. Como stated that Labor Relations advised him on how this type of situation is normally handled. Mr. Como read Article 16 in the National Agreement, and he was satisfied that he complied with Article 16. Mr. Como testified that he felt like Allen and other employees of the Marks Post Office were family. This explained Como’s reluctance to remove Allen. Como stated that he had no problem upholding Postal Service’s policies once it was explained to him that the action taken was consistent with the postal policy on how to handle situations wherein an employee had been indicted for a crime for which a sentence of imprisonment may be imposed. Como issued the removal based on the indictment after he gave Allen an opportunity to respond.
Management stated that this Grievance should still be denied if this higher form of just cause is applied. Arbitrators have ruled consistently that the ‘‘reasonable cause’’ standard is the only proof required before removing an employee for criminal considerations. Arbitral jurisprudence has established the reason for the position taken by Management. Management closed by stating: Management has stated consistently that management based its decision to remove the grievant on an indictment. Proof of the grievant’s guilt, innocence, former standing in the community, or whether restitution has been made is irrelevant to this proceeding. What is relevant is, whether Management had substantive information in hand, prior to removing the grievant. Based on arbitral precedent, an indictment has been deemed to be the proper information on which one should base a decision of this nature.
The Union:
The Union claimed that Billy Como, postmaster and Allen’s immediate supervisor, testified that it was not his decision to remove Thomas Allen. Como testified that he did not notify the Labor Relations office in Jackson, Mississippi, after Allen was indicted. The Labor Relations office was informed about the indictment by a relative of Mr. Flatten, who attended a church service in Marks. When the Labor Relations office learned of Mr. Allen’s indictment, it directed Como to obtain a copy of the indictment and forward it to Jackson. Como dutifully obtained a copy of the indictment, which is public record. Como testified that, if it had been up to him, he would not have removed Allen, and Allen would still be working. Como testified that he did not draft the notice of removal; he was told by the Labor Relations office to sign and deliver it to Allen. Como clearly indicated that this entire matter was handled by the Labor Relations office in Jackson, Mississippi. The Union stated that where the imposition of discipline is not recommended or initiated by the employee’s first-line supervisor, the discipline cannot stand. When higher-level authority does more than advise and when it takes over the decision-making role and eliminates the contractual responsibility of local supervision—and then concurs in its own decision—a substantive due process violation occurs. Such violation cannot be overlooked as a mere technicality. The bi-level disciplinary procedure provides a unique protection for employees. It cannot legitimately be disregarded, and the employer’s neglect to follow it creates a breach of contractually established due-process requirements of such importance as to require that the resulting discipline be overturned. The Union argued that the Postal Service did not have just cause to remove Thomas Allen. The record reflects that the Postal Service did not carry its burden in showing that just cause existed for Allen’s removal. Throughout the Grievance Procedure and at the hearing, the Postal Service took the untenable position that, because Allen had been indicted, the Postal Service was privileged to remove him pursuant to Article 16 of the National Agreement. Article 16 only allows the Postal Service to immediately remove an employee from pay status when there is ‘‘reasonable cause to believe an employee is guilty of a crime for which a sentence of imprisonment can be imposed.’’ The Postal Service has taken the position that standards of just cause did not apply to this case, and the Postal Service made no serious efforts to show that just cause existed.
The Postal Service was unable to show that Allen’s indictment poses a threat to himself, his co-workers, or his customers or that the image of the Postal Service will be tarnished by his employment. Mr. Allen is well liked, the community wants him back on his route, and the image of the Postal Service will not suffer if he remains on the job. The Union presented three witnesses on behalf of Mr. Allen. Mr. Willie Andrews, a psychiatric social worker and Quitman County Board of Education member, testified that Allen was an excellent carrier who often went beyond the call of duty. Andrews stated that he was happier with his mail service when Allen was carrying the route. Mr. Andrews had known Allen for 10 or 15 years and stated that he was shocked when he learned of Allen’s arrest and indictment. He indicated that the Postal Service’s image would be improved if Allen were returned to work. Mayor E.L. Elton testified that he has known Allen all of his life and was in disbelief when told that Allen had been indicted. Mr. Elton was a very satisfied customer and would like to see Allen return to his duties. As mayor, Mr. Elton was in a unique position to gauge community sentiment and testified credibly that there was ‘‘very strong support’’ for Allen’s return to work. He believes that the image of the Postal Service will not be tarnished if Allen returns to work. Ms. Hortense Balk, a lifelong Marks resident, owned the property that was destroyed in the fire that Allen is accused of intentionally setting. The destroyed property was a hunting cabin that Ms. Balk rented to hunters. Ms. Balk was shocked when she learned that Allen had been indicted because she had known Allen all of his life. Ms. Balk testified that she did not press charges against Allen and noted that Allen had already rebuilt the hunting cabin. Ms. Balk testified that he did such a great job that she thought about moving into it. The Union noted that the fact that Allen made restitution to Ms. Balk should not be construed as an admission that he is guilty of a crime for which a sentence of imprisonment can be imposed. If anything, Allen’s gesture reflects favorably on his character. Despite the personal loss felt by Ms. Balk, she does not believe that Allen should lose his job. The Postal Service did concede that if the indictment is dropped or Allen is acquitted in a trial, he will be returned to work immediately. The Postal Service must do its part in managing its employees and imposing discipline where appropriate. The Postal Service has ceded all judgment to the criminal process and to a district attorney who has sat on this indictment for almost ten months with no specific date set for trial. During these ten months, Mr. Allen has been an effective postal employee, and no other employee’s performance has been affected. The Union stated that the Postal Service had an affirmative duty to investigate on learning of the indictment but did not. The Postal Service is required in cases of alleged off-duty misconduct to determine whether that alleged misconduct would affect the integrity of the operations of the Postal Service. If the Postal Service had been able to offer credible testimony in this regard, it may have met its burden under just cause. However, the Postal Service made no efforts to address these issues.
The Union concluded:
The removal of Thomas Allen was not properly initiated by Mr. Allen’s supervisor, Postmaster Como. Instead, the removal was forced on Postmaster Como by the Labor Relations office in Jackson. This is a clear violation of Article 16 of the National Agreement. There is no exception that allows the Postal Service to ignore the judgments and desires of its front line supervisors, even in cases where employees have been indicted for off-duty misconduct. The record reveals that the Postal Service failed to meet its burden to show that it had ‘‘reasonable cause to believe that Mr. Allen was guilty of a crime for which the sentence of imprisonment could be imposed.’’ The Postal Service also failed to show that removal was for just cause. The record reflects that Thomas Allen is an Air Force veteran and an exemplary 18-year postal employee. He does not pose a threat to his postmaster, his coworkers, or his customers. Indeed, these people want him back on the route. The Postal Service never had and does not now have a valid reason for removing Allen. The Union requested that the Arbitrator hold the Postal Service to its contractual promise that all removals be supported by just cause. As none exists here, it is requested that the grievance be granted and that Mr. Allen be reinstated with full back pay with interest and benefits to the date of his removal.
QUESTIONS:
4. Does it make any difference that Mr. Allen is employed in the public sector, instead of the private sector? Give your reasoning.
5. Did the Postal Service act appropriately when it did not grant Mr. Bolton’s (attorney for Mr. Allen) request for information relevant to Mr. Allen’s Grievance? If so, explain. If not, explain.
In: Operations Management
.
EED ANSWER ASAP / ANSWER NEVER USED BEFORE, COMPLETELY NEW ANSWER PLEASE
Write a Strategic Marketing Plan on the Nike brand ,Write in depth detail on the following:
ANSWER THROUGHLY 1-2 pages *** IN PARAGRAPGH FORM PLEASE NOT BULLET POINTS
COPY AND PASTE Answer in paragraphs, and no picture attachment please.
NEEDS TO BE AN ORIGINAL SOURCE ANSWER NEVER USED BEFORE
*************MUST BE AN ORIGINAL SOURCE**************************
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Name three issues to consider when identifying appropriate references.
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