Who are the key partners of an electrical service business? What kind of partnerships/vendors would you need to have in order to run an electrician business successfully and efficiently?

Fox 5 network keeps a communication platform for its employees. It is a complex and dynamic process, but early models focused on a one-way transmission of messages from employees to Managers. The platform consists of an information source feed encoded a message and delivered it through a selected channel to a designated receiver. The Chief Information Officer emphasized relationships between source and receiver and suggested that the more highly developed the communication knowledge and skills of sources and receivers, the more effectively the message would be encoded and decoded. The Chief Operations Officer acknowledged the importance of the communication culture in which communication occurs, the attitudes of senders and receivers and strategic channel selection is often used in every day communication, sidelining division meetings. This allows formal communications planning and implementation to not be an issue.

10. Provide three examples in liabilities employees can face under this kind of communication platform of Fox 5.

11. In your opinion do you think, employees are happy about the platform specific and isolated setup of communication model.

12. Provide three examples to your preferred type of a communication mode that can work at Fox 5.

13. Where would you think the CEO of Fox 5 would find extreme difficulty in communicating to his Fox 5 employees?

Rose Hernandez's infant died shortly after delivery at the Happy Birthing Center. Discovery will reveal the following facts:

The death of the infant is attributable to the negligence of Dr. Jones, the physician who attended Ms. Hernandez at the Center during delivery. The death was caused in part by the infant's aspiration of meconium into the lungs. Although the Center is equipped to suction meconium and other materials from a newborn's throat, it is not equipped to perform the tracheotomy required to suction meconium from the lungs. To receive a tracheotomy, the infant would have to be transferred to the hospital. Even if the infant had been transferred, it would probably have suffered brain damage due to oxygen deprivation before the procedure could have been undertaken.

Dr. Jones had a spotless record, but over the two weeks preceding the incident he had appeared at the hospital smelling of alcohol and evidencing other symptoms of intoxication. He was apparently having marital problems at the time. Nurses at the hospital had reported this behavior to their supervisor and had watched the physician's work very carefully. The nurse supervisor had reported the situation to the Chief of OB/GYN, who said he would look into it. Ms Hernandez noticed the smell of liquor on Dr. Jones breath during labor, and was upset by this. DR. Jones has also dropped his malpractice coverage, a fact of which the hospital is aware.

The nurse midwife at the Center had observed that Dr. Jones acts were questionable, but she had not intervened because she knew of his excellent reputation. She knew that doctors were resentful of the independence of nurse midwives at the Center, and she believed she could compensate for his mistakes during delivery. By the time she realized the extent of Dr. Jones intoxication and took over the delivery, it was too late.

In exploring the relationship between Hapless Hospital and the Happy Birthing Center a complicated connection emerges. The hospital found that it needed to increase its patient census. It participated in the establishment of the Happy Birthing Center. The hospital receives a percentage of the profits of the Center.

The Center is located in a former convent one block from the Hospital. The hospital owns the building and rents it to the Center. This particular birthing center, according to its promotional literature, offers both a home-like setting for the delivery of your child and the security of the availability of back-up physicians and hospital care. The Center is separately incorporated and has its own Board of Directors. It is totally self governing and is solely responsible for staff, provision of equipment, and policy.

The phone listing in the Yellow Pages describes the Hospital as a cooperating hospital that will provide care for mother and child if needed. Hapless has a contract with the Center requiring the Center to establish a screening program that will exclude high-risk patients and that doctors attending patients at the Center have privileges at Hapless Hospital. The Hospital allows employees of the Center to participate in the hospital s group health and pension plans. Nurses from the Hospital moonlight at the Center. When they do so, they receive a separate paycheck from the Center.

Although the Center's by-laws provide for a committee to review the qualifications of physicians who attend at the Center, it has instead relied on the hospital's review of qualifications because the Hospital has a better opportunity to review credentials and performance. It is not clear that the Hospital is aware of this; while it does notify the Center of the suspension, denial or revocation of privileges (pursuant to the above mentioned contract), it does not provide the Center with information used in investigations.

Ms. Hernandez wishes to sue for damages for the death of her infant. Who, if anyone should she sue? Describe your theories based on the information discovered. Against whom, or which entity, if any, would she likely recover and why?

imagine you have graduated from UCD, you have been hired by a business as a Manager over a specific function. You have six direct reports assigned to you. Today is your first day on the job. Your Manager has asked to meet with you late today – she has stated that in your meeting late this afternoon she would like to have you review your plan with her on how you will lead and manage your department. You know that getting off to a strong start is very important. You have only briefly met your direct reports, but have gained a strong sense that they are eager to get to know you and provide direction going forward. You know that their last manager was as one of them stated to you, “a real disaster!”

Consider the following questions and use them as you build the plan you will review with your manager later today:

• What will you do today – day one on the job?
• What will you do over the next 30 days?
• What will you do over the next 6 months?
• How will you assure that your manager, your directs, your peers are aligned and supportive of your approach?
• What management approach will you take to ‘enable’ strong team success?
• How will you measure your managerial success over the first 6 months?

Share a current example of a health care reform imitative being considered at the federal or state level. What does current peer-reviewed literature from the last three years say on this topic?

Two different forecasting techniques (F1 and F2) were used to forecast demand for cases of bottled water. Actual demand and the two sets of forecasts are as follows:

a. Compute MAD for each set of forecasts. Given your results, which forecast appears to be more accurate? (Round your answers to 2 decimal place.)

  F1 ,F2 , None (pick one) appears to be more accurate.

b. Compute the MSE for each set of forecasts. Given your results, which forecast appears to be more accurate? (Round your answers to 2 decimal places.)

  F2 , F1 , None (pick 1) appears to be more accurate.

c. In practice, either MAD or MSE would be employed to compute forecast errors. What factors might lead a manager to choose one rather than the other?

Either one might already be in use, familiar to users, and have past values for comparison. If    (Click to select)  tracking signals  control charts  are used, MSE would be natural; if  (Click to select)  tracking signals  control charts  are used, MAD would be more natural.

d. Compute MAPE for each data set. Which forecast appears to be more accurate? (Round your intermediate calculations to 2 decimal places and and final answers to 2 decimal places.)

F1, F2 ,None (pick 1) appears to be more accurate.

Joe is a 25 year-old single worker who receives no coverage for health care from his employer. Joe has a non-fatal medical condition that can be treated at a price of $60 per treatment. Discuss how the out-of-pocket cost that Joe pays for health care will change if he switches jobs to a new employer that offers health care coverage with each of the options below. (12 points, 4 points each)

      A. a $250 per year calendar-year deductible.

      B. a 75/25 participating deductible in which the insurer pays three-quarters of the cost.

      C. an HMO that satisfies the traditional federal standards for qualification with a $20 copay

2.)Why is it difficult for labor negotiators to switch from traditional to integrative bargaining? What recommendations would you make for negotiators trying to make this switch? Why is it more difficult for union negotiators to make this change compared to company negotiators.

1. On the Basic- Ford Motors

a. We have said that strategic management is an evolution and a destination. What does this mean? Discuss in detail.

b Provide three examples of how ford motors is or is not a ‘strategic management’ firm.

about company, the purchasing operation 4 hours are need to process a purchase order, regardless of the quantity purchased. Salaries in the Purchasing Department average 12 dollar per hour, including employee benefits. a detailed analysis of 30 previous purchase orders showed that 400 dollar  was spent on calling , paper, and other consumables directly related to the ordering process and a holding cost of 15%

annual demand is 6000 units, and the plant operates 240 days per year, the company has a contract to purchase from the supplier at a cost of 40 dollar per unit, and it is using a policy of replenishing its inventory of compressors once a month.. Service level indicate that 0.7 stockouts per year is acceptable

1_find reorder cost ?

2_ find current annual total inventory cost under the company’s current policy

3_Find the optimal order quantity.

4_How much safety stock is recommended for the company to carry?

5_find optimal total annual inventory cost?

6_ How much savings does the Company achieve by implementing the optimal policy?

Based on Article below,Discuss the promotion mix for IKEA in Russia and its effectiveness. How would you improve it?

(word limit: 300)

IKEA is a leading home furnishing company with around 340 stores in 40 countries, selling a range of some 10’000 articles and having more than 150’000 employees. The company was founded in 1943 by Ingvar Kamprad in Småland, a province in Southern Sweden where people are renowned for working hard, being thrifty and innovative, and achieving big results with small means. Today, the IKEA group is controlled by a private foundation and the company is thus not on the stock market. Ingvar Komprad’s innovative idea was to offer home furnishing products of good function and design at prices much lower than competitors by using simple cost-cutting solutions that did not affect the quality of products. This is a prominent philosophy at IKEA, which is now realizing its ambitious plans in Russia. IKEA opened its first store in Moscow, Khimki, in March 2000, followed by one more in Moscow in 2001, one in St Petersburg in 2003, and one in Kazan in March 2004. In 2012, IKEA had 14 stores in Russia and some of them in distant places such as Novosibirsk (2007) and the newest ones in Ufa (2011) and Samara (2012). All Russian operations are controlled as fully owned ventures by the IKEA group. IKEA is characterized by a strong brand based on its vision to create a better everyday life for many people. A set of explicit values is linked to the vision and plays a guiding principle in the strategy development. The values are the foundation of a culture called internally the ‘IKEA Way’, which is an expression of lKEA's history, the product range, the distribution system, the management style, the human resource idea, etc. Brand and cultural values coincide and affect the strategy, organizational processes product development and customer relationship. Thus the key value of cost-consciousness that lies at the heart of IKEA's flat-package concept dictates the necessity of global sourcing, define the customer relationship where 'IKEA does a half and customers do a half' and guides the product design, choice of material and logistics. The value of simplicity is reflected in the fast planning process, behaviours and routine governed by common sense, straightforward relationships with suppliers and customer as well as in the product development process. By linking vision and values, IKEA thus create a firm platform for entering a new market. In each new market lKEA enters it must recreate its company culture from scratch. In Moscow that included the replication of the store design and layout in accordance with the latest version of the existing store and extensive cultural education that was implemented by the team of experienced IKEA people. It was the overall company vision that guided the desire to establish business in Russia; most particularly, the impression that few companies in Russia focused on solving the needs of the many people by offering attractive products at reasonable prices. However, knowledge of the Russian market when IKEA initially decided to open its first store in Moscow was very scarce. No special market research was carried out before setting up the store. IKEA’s basic strategy is to neither adjust the style of products to local needs nor follow the competitors’ products development was central as the cornerstone in preserving the IKEA concept and image: ‘The range is supposed to be IKEA – unique and typical IKEA’. All products are divided into four major categories or styles – Scandinavian, Country, Modern, and Young Swede – which are clearly distinguished in all business areas across the store. One of the reasons why IKEA was successful with its standard product ranges in Russia was the fact that several of these IKEA ranges emphasis the modern style, which is very different from the traditional Russian style but is attractive and fresh for the Russian customers because it symbolizes change. An important factor in the market approach was to identify needs that are not fully recognized and to teach customers what IKEA is about. IKEA's retail proposition is based to a large extent on its Swedish roots and history, which is, in turn, very different from Russian traditions. Therefore, learning as much as possible about the local culture and customer needs was considered essential. For example, IKEA made home visits to customers to talk to people, see how they lived and used their homes and to identify potential needs and wants not fully acknowledged by customer themselves. Understanding local family conditions and furnishing traditions then provided a basis for the effective introduction and marketing of the IKEA concept. As exemplified by a store manager, the main priority for Russians is normal living costs; then comes the car and TV; and afterwards maybe a trip abroad. The idea of changing people's priorities by explaining to them that a beautiful home does not have to cost a fortune and they can afford both the wardrobe and a trip abroad is an essential leitmotif of the marketing campaigns in Russia. The importance of aligning the IKEA concept with the desired image was critical from the very beginning. The intention was to build an image with a low price brand that also guaranteed attractive and modern products of good quality. To achieve this, IKEA has faced many challenges such as: high customs fees; the requirement to purchase more from the local producers; difficulties in finding and developing suppliers in Russia; still low buying-power of Russian customers etc. For IKEA, it was critical to associate the low price with the desired significance. An increased capacity and bigger volumes by the Russian suppliers will allow the company to cut costs and reduce prices in Russia as well as to export the Russian made furniture to its other markets. As a matter of fact, IKEA prices are still very high for many ordinary Russians. For example, even in St Petersburg, the second-largest city, shopping power is, according to different estimate, 30 to 50 per cent lower than in Moscow, where an average purchase value equals that in Stockholm. But for Russian customers low price was very strongly related to unattractive products of poor quality, and one challenge has been to overcome this and explain how it is possible to offer good product at low prices. Therefore, it has also been an ambition to provide the Russian market with the best and most attractive IKEA products. Marketing communications became an important tool in creating the right image of IKEA in Russia. The ways to communicate the image were many: the outdoor product ads (price), image ads in the glossy magazine, TV (though IKEA has used this very restrictively due to high cost), and articles in the newspapers (press coverage has become very broad and quite positive towards the IKEA culture and philosophy). Another very important communication means in Russia is the buzz network or word-of mouth communication that works very effectively. In addition, IKEA had an open and friendly approach towards Russian journalists. This was in sharp contrast to most other large organizations. IKEA was completely open to the journalists and introduced them to the IKEA way and values by organizing press trips to Älmhult in Sweden to learn how the range is created. The result was that the press coverage of IKEA in Russia became much more positive. In the spring of 2009 IKEA thus had 11 stores operating in Russia. Most of these locations were mega mall shopping complex operated by IKEA. The shopping complex at the Tyoplyi Stan site in Moscow for example accommodate around 210,000 square meters of retail space and 240 retail outlets. The mega malls were treated as a separate business, and were an addition to IKEA's core concept. Normally, IKEA does not manage or develop shopping centres but this was considered necessary in Russia due to its lack of an existing structure of large branded stores and external as well as central shopping centres of a Western kind. Previously, many Russians have shopped for furniture as well as other products in outdoor markets or at smaller, local stores. From IKEA’s perspective developing a whole mega mall was part of attracting Russian customers to the stores. As a whole, IKEA has made substantial investments in Russia, and turnover is increasing rapidly. However, a major principle has been that monetary returns are needed to back up further expansion: ‘As soon as we make a profit, I can see at least ten years ahead when we will need all the money that is generated in Russia. So, the day when we will start to take out profit from Russia and use it in other countries is perhaps 15 years away'.

Reflection on the complex subject of creativity, discovery, and innovation, what do you project for future challenges, trends, and opportunities for organizations? Will organizations embrace innovation or revert to production? Should they and will it be done the same as now or in a different way? Where are we going when it comes to being an innovative society? Support at least one of your ideas with one academic reference, appropriately cited.

Question 195 pts

___________ is the strategy a firm follows when it sells the same product or service in all of its international markets.

Group of answer choices

E

A

C

D

B

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Question 205 pts

China has a comparative advantage in that

Group of answer choices

E

C

A

D

B

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Question 215 pts

International franchising is generally used in manufacturing industries whereas international licensing is used mostly in service industries.

Group of answer choices

True

False

. What is a campaign proposal? Why and for whom do we write them? Discuss as many uses as possible. Next, identify the elements that appear in a campaign proposal, how it should be organized, and how PR practitioners use it to guide their work. And since messages are an important part of any campaign, explain how messages should be constructed, written and effectively used

a) Describe the organizational culture at the Newskool. Be sure to use specific course concepts in your answer .

b) Is the culture at the Newskool strong or weak? How do you know?

c) In general, what are the pros and cons of a strong culture?

Imagine you are a senior manager at Newskool Grooves who has been tasked with putting together a cross-functional team that will decide on which type of communication platform the company should use for corporate communications (e.g., email, video conferencing, secure group chats, etc).

Imagine CEO Gerd Finger wishes to introduce a new line of music equipment at Newskool Grooves and that several of the other managers do not like his idea.