Rocky Mountain Tire Center sells 12,000 ​go-cart tires per year. The ordering cost for each order is ​$35​, and the holding cost is 30​% of the purchase price of the tires per year. The purchase price is ​$20 per tire if fewer than 200 tires are​ ordered, ​$16 per tire if 200 or​ more, but fewer than 5,000​, tires are​ ordered, and ​$14 per tire if 5,000 or more tires are ordered.

a) How many tires should Rocky Mountain order each time it places an​ order? Rocky​ Mountain's optimal order quantity is ___units ​(enter your response as a whole​ number).

​b) What is the total cost of this​ policy?

Respond to the following in a minimum of 175 words:

• Consider your current or most recent position. What are some ways, if any, in which your organization encourages diversity?
• In your opinion, what are some areas of opportunity with regard to addressing diversity within your organization?

You joined Digitech in Cambridge as the Chief Innovation Officer four years ago, and since then the company has been undergoing significant changes. Although known for its computer software, with a worldwide reputation for a smaller company, the leadership has been looking to expand the work in the social sector. You have been actively searching for ways that Digitech could get more involved with public-private partnerships and the board has proposed a wide variety of initiatives from promoting computer literacy in the US public school system to improving technology access in developing countries. You and the board have decided to create a new position to help you start and manage these initiatives, Director of Public and Non-Profit Partnerships. However, you have been having a hard time finding someone to lead the new department. A couple weeks ago, you ran into another parent, Jordan Webb at a fundraiser for your child’s pre-school. Jordan is finishing a graduate degree, but previously worked for one of your rivals, Alpine Technology, as the Manager for International Business Strategy. Jordan really wants to stay in the Boston area due to family ties and seemed enthusiastic about a potential job leading public-private partnerships at their old company. Because of this enthusiasm, you thought Jordan might be a great fit for Digitech and after talking more they appear to be a perfect fit: experience in the tech industry, familiar with a similar sized organization, and additional education to support this interest. Jordan came through for informal interviews with your executives and everyone came away with a positive impression, wanting to offer Jordan the job as Director of Public and Non-Profit Partnerships. You called Jordan to share this news and promised to send a follow-up email to figure out the terms. You checked in with the Vice President of Human Resources (VP of HR) at Digitech to find out what kind of package you may be able to offer. She informed you that the going salary range for the incoming director working on nonprofit public-private partnerships would be around $70,000-$100,000, and she would prefer you to negotiate an agreement at the lower end of the range, since public and non-profit partnerships are unlikely to generate much revenue for Digitech. This would be a substantial pay cut from Jordan’s previous position with Alpine Technologies, which you are guessing would have paid in the range of $150,000 to $200,000. You told the VP of HR that although the salary range she presented seems fair, you may not be able to attract Jordan without providing additional incentives. The VP of HR responded by describing the standard benefits package offered to Digitech employees: 4 weeks of paid vacation plus select holidays off, full individual health coverage with all premiums paid by Digitech (family coverage requires employees to make a $350/month contribution; employees who waive all employer-sponsored health insurance coverage can get a rebate from Digitech for $5,000 per year). Digitech also matches employee 401k retirement contributions by 50%, for up to 6% of an employee’s base salary. Finally, Digitech does not give tuition reimbursement to employees. The VP of HR let you know that these standard benefits are offered to all employees and no exceptions can be made. When you pressed the VP of HR to increase the amount you can offer for salary, or to allow you to offer a year-end bonus, she was very unenthusiastic. She explained that year-end bonuses are tied to the profitability of each department, and since this new department would work primarily with non-profit or government partners, it is unlikely to be highly profitable. However, she did finally agree to authorize you to use up to $20,000 in extra money, to be offered at your discretion--as a signing bonus, to reimburse moving costs, or for whatever purpose seems most appropriate. You would prefer not to have to offer any extra money beyond the base salary, unless you think it absolutely necessary to convince Jordan to join you. Digitech has a very strong office culture and employees are expected to work out of the office in Cambridge so they can interact with colleagues, except when on business trips. The company was founded on the belief that making personal connections and being able to directly turn to colleagues for immediate, personal feedback are key pillars to success. Employees are given one flex day per week in the summer months (when they can work at home or reduce their hours by working extra hours other days of the week), but the rest of the year most employees work 5 days per week from the office. You did allow two employees to work from home one day per week last year (one had a new baby and the other was caring for an elderly parent); however, you are reluctant to allow this to spread too widely for fear your strong office culture may be damaged. You expect Jordan’s position to require travel once every month or so, to meet with partners in other locations. However, you are open to Jordan conducting most meetings via teleconference. You expect that this new position will be fairly demanding, especially in the first year, but you hope the opportunity to create a new department, as well as the prestige and focus of this new job, will be worth it. You want to make sure that the person you hire is really a team player. That is one of the reasons you are so excited to hire Jordan. Recently, one of the board members suggested you consider his best friend’s daughter, Robin, who is about to graduate with an MBA. At the advice of the board member, you hired Robin as a summer intern last summer, and were very unimpressed. You felt Robin lacked sufficient experience and was not very proactive, waiting to be guided in each activity. Robin also went on vacation halfway through the summer and left a project unfinished. You are a little worried that if you do not lock in someone else for the new job soon, the board member will push you to consider Robin more seriously; you would really like to avoid this if at all possible. Because Digitech’s lawyers need time to structure the public-private partnership agreements, you would prefer Jordan start in early to mid-July. However, Jordan has been so enthusiastic that if Jordan really wants to start immediately after graduation, you will try to be flexible.

You are now getting ready to send an email to Jordan to try to reach an agreement on the terms of employment. Prepare for and conduct your negotiation with Jordan. What would you do to convince Jordan to work for your company in your email?

How does ERM adoption and implementation in the higher education environment differ from the for-profit environment? Why is culture important to consider when implementing ERM?

Required:

1. Provide an initial posting of at least 300 words
2. Use formal writing using the technical language of Risk Management.
3. Respond by extending the discussion by adding new insights, different examples from your experience, or from other sources.
4. Apply critical thinking. Superficial agreements, quoting other learners, or repeating the case content will count as zero words and zero points.
5. Probing questions or challenging assumptions are strongly encouraged for maximum points.

According to Goleman, how do some companies identify Star Performers in their organizations?

the questions :

Which one has simpler differentation mechanism than the other? Acme or Omega?

How many hiearchy levels can you count in Acme?

What is span of control of Acme’s president? What is span of contol of plant manager in Acme?

What do you think about span of control of Omega’s president?

The case

The Paradoxical twins: Acme and Omega Electronics In 1986, Technological Products of Erie, Pennsylvania, was bought out by a Cleveland manufacturer. The Cleveland firm had no interest in the electronics division of Technological Products and subsequently sold to different investors two plants that manufactured computer chips and printed circuit boards. Integrated circuits, or chips, were the first step into microminiaturization in the electronics industry, and both plants had developed some expertise in the technology, along with their superior capabilities in manufacturing printed circuit boards. One of the plants, located in nearby Waterford, was renamed Acme Electronics; the other plant, within the city limits of Erie, was renamed Omega Electronics, Inc. Acme retained its original management and upgraded its general manager to president. Omega hired a new president who had been a director of a large electronic research laboratory and upgraded several of the existing personnel within the plant. Acme and Omega often competed for the same contracts. As subcontractors, both firms benefited from the electronics boom and both looked forward to future growth and expansion. The world was going digital, and both companies began producing digital microprocessors along with the production of circuit boards. Acme had annual sales of $100 million and employed 550 people. Omega had annual sales of $80 million and employed 480 people. Acme regularly achieved greater net profits, much to the chagrin ofOmega’s management. Inside Acme The president of Acme, John Tyler, was confident that, had the demand not been so great, Acme’s competitor would not have survived. “In fact,” he said, “we have been able to beat Omega regularly for the most profitable contracts, thereby increasing our profit.” Tyler credited his firm’sgreater effectiveness to his managers’ abilities to run a “tight ship.” He explained that he hadretained the basic structure developed by Technological Products because it was most efficient for high-volume manufacturing. Acme had detailed organization charts and job descriptions. Tyler believed everyone should have clear responsibilities and narrowly defined jobs, which would lead to efficient performance and high company profits. People were generally satisfied with their work at Acme; however, some of the managers voiced the desire to have a little more latitude in their jobs. Inside Omega Omega’s president, Jim Rawls, did not believe in organization charts. He felt his organization haddepartments similar to Acme’s, but he thought Omega’s plant was small enough that things suchas organization charts just put artificial barriers between specialists who should be workingtogether. Written memos were not allowed since, as Rawls expressed it, “the plant is small enough that if people want to communicate, they can just drop by and talk things over.” The head of the mechanical engineering department said, “Jim spends too much of his time and mine making sure everyone understands what we’re doing and listening to suggestions.” Rawls wasconcerned with employee satisfaction and wanted everyone to feel part of the organization. Thetop management team reflected Rawls’s attitudes. They also believed that employees should befamiliar with activities throughout the organization so that cooperation between departmentswould be increased. A newer member of the industrial engineering department said, “When I first got here, I wasn’t sure what I was supposed to do. One day I worked with some mechanical engineers and the next day I helped the shipping department design some packing cartons. Thefirst months on the job were hectic, but at least I got a real feel for what makes Omega tick.”

A common goal of insurance regulators is to ensure availability of property insurance to homeowners residing in urban areas. Concerned that insurers will offer property business only in upscale neighborhoods or urban areas, regulators in State A adopted a regulation requiring insurers to maintain a business presence throughout urban areas. State B adopted a regulation with the same goal as State A; however, State B’s regulation does not exempt any companies and includes a requirement that an executive from each company annually file a certification with the state. The certification must indicate how the company is complying with the regulation and provide evidence that the company is actively soliciting policies throughout the urban areas, with sales initiatives proportionate to population.

1. Some of the ways in which insurers in State A responded to the regulation included recruitment of additional agents, targeted advertising and community sponsorship initiatives. Name the type of regulation that best describes the approach taken by state A and explain why the actions taken by insurers in State A are consistent with that regulatory approach. ("Principles-based regulations", "Rules-based regulations", "Risk-based regulations" , and "Evidence-based regulations" are the regulations to choose from)

2. Suppose State A proposes and adopts a change to the regulation to exempt smaller companies and niche writers from compliance with the regulation. Name the type of regulation that best describe State A’s approach following this change and explain why this change would not necessarily undermine the goal of State A’s regulation. ("Principles-based regulations", "Rules-based regulations", "Risk-based regulations" , and "Evidence-based regulations" are the regulations to choose from)

3. Name the type of regulation that best describes the approach taken by State B and explain how it differs from the approach taken by State A. ("Principles-based regulations", "Rules-based regulations", "Risk-based regulations" , and "Evidence-based regulations" are the regulations to choose from)

An assembly line is to be designed to operate 10 hours per day and supply a steady demand of 450 units per day. Here are the tasks and their performance times:

b. What is the workstation cycle time required to meet the desired output rate?

Workstation cycle time             seconds per unit

c. What is the theoretical minimum number of workstations required to meet the desired output rate? (Round up your answer to the next whole number.)

Minimum number of workstations            

d. Assign tasks to workstations using the longest operating time. (Leave no cells blank - be certain to enter "0" wherever required.)

e. What is the efficiency of your line balance, assuming it is running at the cycle time determined in part b? (Round your answer to 1 decimal place.)

Efficiency             %

f. Suppose demand increases by 10 percent. How would you react to this? Assume that you can operate only 10 hours per day using regular time. (Round your answer for cycle time down to the nearest whole number. Round your answer for overtime up to the nearest whole number.)

(Click to select)IncreaseReduce cycle time to  seconds per unit. Another option is to work  minutes overtime using the cycle time found in part b.

If you had to pick a project scenario, what types of duties would you leave for the champion?

1. In your business, describe a decision you would need to make where you would want to use some type of optimization tool. In regards to this decision, explain the importance of optimizing and how it will be beneficial for your business.

2. Think of an example where simulation could be beneficial to your business. Explain how you could use simulation and describe the type of simulation. (There are several listed in the text. i.e. probabilistic, time-dependent/independent, discrete event, visual, etc…) Be as specific as possible in your description, including possible advantages and disadvantages of using the simulation you described.

P. S - We are talking about the company called Urban Clap. A simple google search will you about the company.

Need both the answers one one paragraph each and please computer typing.. Will rate your answer for sure. Thanks

2. Review the marketing theory on “Derived Demand” (pages 122 & 123). Business-2-Business is very much impacted by consumer demand. And to some extent, consumers may not be able to get certain things they want, if businesses are unable to fill the need. Again, assume that a gradual return to normal would not begin until late summer of 2020. Which B2B sectors will do well and which not so much? Why? (

which of the following statements is true about employee participation in compensation decision making? a) it is against law to involve an employee in a task force charged with designing a pay program b) managers arw never affected by the pay level policies implemented c) it is not necessary for line managers to get involved in changing the existing pay practices in a company d) an employee may be asked to explain the rational behind a recommendation he has given in the decision making e) employee participation in pay level decision is common in many

An explanation of the reasons managing the external environment is important in modern corrections.

1. Compare the implementation of a compliance program with the risk management process.

a. Describe the procedures that should occur after a compliance program is implemented.

b. Dwight is the new Chief Risk Officer (CRO) and head of internal audit for a large, multi-national organization. When he reviews the organization’s compliance program, he finds that the procedure in the employee handbook directs employees to report questionable practices to their direct supervisor. Explain whether Dwight should change this reporting practice