Research, present, and assess information about Medicaid expansion in Georgia.

>> So Plant Fantasies, we're landscape contractors that are based out of Manhattan, and we do interior and exterior landscaping and maintenance, design, green roof, contract flowers, and holiday decorations.

>> Steve is like my right-hand person in selling, in handling the customers, and in execution.

>> I think we both listen differently. So a lot of times I go in meetings with her, and she'll hear some of it, and I'll hear, you know, other things. So we both take away different things from the meeting. Theresa tends to really get into the relationship, but I'm more into the specifics. You have only so much time face to face with the client. So you really need to get as much information as you can, you know. Just be really blunt --

>> We do need to communicate on what we're sending out this week --

>> Yeah --

>> Because I'm a little nervous that the flower department doesn't exactly know what the new design is.

>> I don't think they do. Yeah. Yeah.

>> So I'm not sure how that happens. How does that happen? I thought I went over it --

>> It's like you said before. They tell you they understand when they actually don't --

>> Okay --

>> Understand.

>> I'm a big communicator. I think I'm really clear. I do get the feeling that no one listens to me sometimes, but I think I'm pretty clear. I maybe communicate too much if anything. That would be a fault of mine. Two of the designers are taking an OSHA class. You know, I already e-mailed them, like ten times today because I got, we're bidding on Mount Sinai, which is a really great project that we want to do the landscaping for, and I got some updates on the blueprints, and I wanted to make sure that they got them. So, you know, that was, like three or four e-mails, and some other questions, and, you know, I'll have, I'll chirp them later when they get a break.

>> I think that for me, I'm somewhat of a control freak. That I always need to know what's going on. That I will, I constantly check in. You know, nobody's stopping to look at the clock, and see okay, it's 4:00, let's call Steve because everybody's busy. So I kind of beat them to that. I don't think you can be, I don't think you can ever be too annoying.

>> Out of anxiety, there have been times in my career, you know, maybe even last year where I wasn't handling that anxiety as well. I used to e-mail, like all night sometimes, but then I started to feel like it was invasive and not fair to my employees. So I started, so now I write the e-mails, and I save them, and then in the morning I shoot them all out. We all have BlackBerrys so we all do Direct Connect, which is really helpful for us because I've got the trucks going around and people going around, and there's a lot of Direct Connect.

>> I think e-mail is probably the best way to get the basic information across, but for me, the back and forth on e-mail for a conversation you can have on the phone that would take a minute is a waste of time. I'd rather just make the phone call, you know, and get the right information and just move forward with it. When you can do it, when there's time, I think it's a great idea to always try and do face to face. You know, it's good for the customer, too. They really, you know, you want them to see you. You want them to remember you. You want them to see that you went through the time to come there. You didn't just shoot them an e-mail, you know, in a cab going somewhere else. They want to feel important. When I first started, I used to send out brochures and then chase them down, and, you know, you get a few hits from that, but most people I don't think actually look at them, and I think, unfortunately, it's the same thing with e-mail. You know, I get some e-mails sometimes, and I don't even, I just delete them because everything happens so fast. You're, like, all right, I don't have time for this. It's an advertisement. I don't care, you know. I think it's more of a, you really need to, you need to meet these people, and, you know, put this, so I can put a face with the name.

1-When Teresa talks about communicating with her employees, she says, “Now I write the emails and I save them. And then in the morning I shoot them all out.” Teresa’s emails are an example of

Upward communication

Downward communication

Horizontal communication

Parallel communication

2-This form of communication might not be effective if Teresa

Is communicating the weekly inventory totals to all of her her project managers

Wants to share an article about “green” certification standards with all of Plant Fantasies’ landscaping customers

Needs to tell someone in the flower department that customers have complained about his or her work

Is telling Plant Fantasies’ website designer what blog posts to use to update the site

Where have you seen real people rise to power, only to abuse their power or fail to maintain a focus on others? What can you do to be more mindful of the paradox of power as you enter your next team experiance or start your career?

In a minimum of 350 words, briefly compare and analyze two similar scenarios. Research scenarios that took place in the real world within the past five years that are similar to the scenario above. Select two and briefly compare how each case is similar to the scenario given and analyze how they differ. Based on the research you have found with similar scenarios, identify and describe two steps the victims of the data breach at ABC Bank can take after being alerted that their personal information was compromised.

This is the Scenario is was given and I'm having a hard time finding anything.

You work for B&SC Security, a security firm that is in charge of monitoring data breaches for ABC Bank. In the 5 years that you have worked for B&SC Security, you now manage a team of people; one of your tasks is to make sure that the data at ABC Bank is safe and the networks are secure. In the summer of 2018, ABC Bank experienced its biggest data breach. It has well over 10 million customers and from those 10 million customers, 6.5 million customers’ personal information such as names, addresses, social security numbers, bank account numbers, etc. were compromised. Hackers were able to find a weak spot in the security network and exploit it to gain access to the information which they stole. The attack went unnoticed for 90 days. Your security firm is starting to learn that some of the information that was stolen is now being used by the hackers to commit identity theft. ABC Bank has now reached out to you regarding the breach and to prevent future security breaches from occurring. Since then, you have been in constant communication with the President of ABC Bank and working closely with her to determine what can be done about the information that has been compromised, what changes need to be made in terms of security, and what future trainings and resources can be implemented to prevent another major data breach.

Your task is to prepare an analytical report to the President of ABC bank that determines the effects of the breach that occurred and investigate methods that can be used to prevent this magnitude of a breach in the future.

Problem 2

Incheon International Airport (ICN) is the entrance to South Korea as well as a connection hub for many cities in South Korea and other Asian countries. The airport’s top management is considering several proposals to expand the capacity of the check-in process. To better evaluate these proposals, the management asks you to identify passenger composition and the main resources in order to compute the current capacity at the airport. There are four groups of passengers as described below:

• Group A (international passengers with luggage check-in): 50% of the passengers

• Group B (international passengers without luggage check-in): 5% of the passengers

• Group C (domestic passengers with luggage check-in): 30% of the passengers

• Group D (domestic passengers without luggage check‐in): 15% of the passengers

There are four resources: self-service kiosks, kiosk agents, ID/Passport check, and security check. All passengers first need to check-in at the self-service kiosks. Then all international passengers continue to the kiosk agent to have their passport scanned and to check their luggage (if any). Any domestic passenger who needs to check luggage also proceeds to the kiosk agent to get the luggage tag and complete the check-in process. All the passengers then proceed to the ID/Passport check point and finally go through the security check before proceeding to the boarding gate.

However, the time required for each of these activities varies depending on the group of the passenger. All of the following activity times are expressed in minutes per passenger (assume the information is steady throughout the day):

• There are 10 self-service kiosks.

• There are 5 kiosk agents working to help the passengers.

• At the ID/Passport checkpoint, there are 3 airport personnel.

• In the security check area there are 6 security checkpoint agents with metal detectors and security screening.

You are asked to find the capacity of the system in passengers per day. Please assume that the selfservice kiosks and all employees work 8 hours per day. a

a. What is the average capacity for each of the four resources at the airport in total number of passengers per day assuming the stated mix of different groups of passengers given above? Which of the four resources is the bottleneck? What is the system capacity in total number of passengers per day?

b. Passengers are complaining that the check-in process takes too long. Compute the resource utilization for each of the steps assuming the stated mix of different groups of passengers given above.

c. To resolve passengers’ complaints, the management is planning to add three new security checkpoint agents. With this modification, what will be the bottleneck resource and the total system capacity? Again, compute the resource utilization for each of steps assuming the stated mix of different groups of passengers given above.   

Why might firms choose to internationalize instead of operating domestically? (a) Identify and explain three major motivations for expanding overseas. (b) What are the drawbacks of this strategy? Identify and explain three major drawbacks for expanding overseas

The cost of distrusting a perfume sample is $0.75 per unit. The company wants to distribute 30,000 units. If a sample recipient tries the perfume and converts to be a customer, he/she will buy on average of 5 units. The profit per unit is $4.

1) What is the recipient-to-customer conversion rate to break even?

2)If the target for the program to be successful is 10% gain over the break-even rate, how many customers have to convert after trying the perfume product?

• Describe three strengths

• Describe three weaknesses and turn them into positives.

• Describe one major accomplishment in your current or past employment (or college career).

• Your supervisor told you she is dissatisfied with your work, but you think it is acceptable. How would you resolve the conflict?

• Describe a time when you solved a difficult problem.

• Describe a time when you were able to deal with another personal successfully even though that individual did not like you personally (or vice versa).

• If you were a candy bar, what would you be and why? This question is being asked by employers on a regular basis. When answering this question, try to spin it into one of your strengths.

Throughout the history of the field of public administration there has been an on-going debate regarding the separation go politics and administration. Is it essential to have such a separation? How does this influence the role of the public administrator/?

Why are Online Travel Agents Important?

Use at least 400 words to answer this question, preferably with POINT and REFERENCE

As the supply chain director for a global company, you are facing increasing pressure to improve customer services, especially in handling customer returns. There is currently no system and processes in place. You have been requested by the CEO to set up a reverse logistics system to satisfy customers requirements. A consultant advises you that you need to start with a good gate-keeping process, and this includes a Return Policy and an RMA process. You need to make a presentation to management recommending the immediate action plan, in particular:

1. The objectives and major contents in a Returns Policy
2. The objectives and outlines of an RMA process

Problem 1

Consider a clinic similar to the Student Health Services at OSU. You are asked to perform a capacity analysis for the clinic. The current resources of the clinic are as follows (assume that the information is steady throughout the day):

In addition, the following information is presented to you on the operations of the clinic.

• All patients need to register with the receptionist before they can see a nurse/doctor. The average time to register at the reception desk is 5 minutes.

• On average, 30% of the incoming patients are considered to have only minor problems that can be handled by nurses. The remaining 70% are given appointments to see a primary care provider.

• The average consultation time with a nurse is 30 minutes. After diagnosis by a nurse, 30% of the patients are asked to see a primary care provider for further diagnosis.

• An appointment with a primary care provider lasts 20 minutes, on average. After check up by a primary care provider, 20% of the patients are referred to a radiologist, 10% are referred to the diabetes care center, 20% are referred to the nutrition care center and the remaining 50% either don’t need further referral or are referred to an outside hospital.

• The average consultation time with the radiologist is 40 minutes.

• It takes 30 minutes, on average, for diagnosis at the diabetes care center.

• An appointment at the nutrition care center usually takes 25 minutes.

The manager of the clinic is interested in the following questions:

a. What is the capacity of each resource in the clinic (reception, primary care provider, nurse, radiologist, diabetes care, and nutrition care) in number of patient-arrivals per hour?

b. What is the system capacity of the clinic in number of patient-arrivals per hour? Identify the bottleneck(s). What is the slack of each resource in total number of patient -arrivals per hour?

c. If the clinic hires two additional units for the bottleneck resource, what would be the new system capacity and bottleneck(s)?

d. Suppose that the proposal in part (c) is implemented and all employees work 10 hours per day, how many patients can the clinic serve each day?

relating to cultural change in organizations. Provide examples that you have seen in your own work life.

According to this article answer the following questions

A former Amazon manager alleges that her supervisor made her scour the social media accounts of applicants to determine their race and gender, and then fired her when she complained. Lisa McCarrick filed a lawsuit against an Amazon unit on Monday in the Superior Court of California, Alameda County, claiming retaliation, wrongful termination, failure to prevent discrimination and violation of the state's labor code. The 38-year-old, who lives in Rocklin, about 20 miles northeast of Sacramento, is also suing for violation of the state's Equal Pay Act, alleging that she made significantly less than her male colleagues although they were doing similar work. McCarrick joined Amazon as a loss prevention manager in July 2018 and was promoted to a regional manager five months later, the suit says. After her promotion, her supervisor instructed McCarrick to go through the social media profiles of job candidates "for the purpose of ascertaining race/ethnicity and gender," according to the lawsuit. McCarrick knew that Amazon had been criticized in the past for a lack of diversity in the workplace and thought what she was being asked to do was unlawful, according to the lawsuit. In September, she submitted a written complaint raising her concerns about being told to scour applicants' social media accounts and also the pay disparity between herself and her male coworkers. Two months later, in November, she was called into a meeting with human resources and the director of loss prevention informing her that she was fired. "During the meeting in which she was informed of her termination, it was communicated to her that her direct supervisor had admitted to utilizing social media accounts for the purpose of ascertaining race and ethnicity," the suit states. "Plaintiff's protected complaints of race/ethnicity discrimination were substantial motivating reasons for the decision to terminate her employment." The loss prevention director also told McCarrick during the meeting that her male colleagues do make more than her but "that happens all the time at Amazon," according to the lawsuit. The lawsuit claims that throughout McCarrick's employment with Amazon she always received positive performance evaluations but she was told that the reason for her termination was due to "not meeting expectations." McCarrick is seeking damages. An Amazon spokesperson said in a statement Thursday that McCarrick's claims are inaccurate. “At our core, we fundamentally believe that diversity, inclusion, equality, and equal pay for equal work are not just good for our teams and our business, it's just simply right," the statement read. "While we cannot comment on the specifics of this ongoing legal proceeding, Ms. McCarrick's allegations are just not accurate.”

1) Does this case bring about issues or Corporate Social Responsibility? How? Why?