I have solved most of question and the answers I have so far are correct, I just need help finding out the lower bound and upper bound

(All answers were generated using 1,000 trials and native Excel functionality.)

Galaxy Co. distributes wireless routers to Internet service providers. Galaxy procures each router for $75 from its supplier and sells each router for $125. Monthly demand for the router is a normal random variable with a mean of 100 units and a standard deviation of 20 units. At the beginning of each month, Galaxy orders enough routers from its supplier to bring the inventory level up to 100 routers. If the monthly demand is less than 100, Galaxy pays $15 per router that remains in inventory at the end of the month. If the monthly demand exceeds 100, Galaxy sells only the 100 routers in stock. Galaxy assigns a shortage cost of $30 for each unit of demand that is unsatisfied to represent a loss-of-goodwill among its customers. Management would like to use a simulation model to analyze this situation.

• Does a regulatory institution need to be in place to control sports leagues (think about issues such as "deflate gate," concussions, for example)?
• Is it fair to charge different sports consumers different prices to see the same game/match? Think about segmented markets, two-part pricing, or quantity discounts, for example. Who benefits? Who loses?

Employees of Kingston General Hospital (KGH) are divided by the area of the hospital in which they work, and there is little 'cross-over' - the staff of the Intensive Care Unit tend to only socialize with their team, the staff of the Emergency Department don't really converse with any other department, etc. It has now gotten to the point that those nurses that work the night shift don't really have anything to do with those that typically work the day shift, and the nurse managers are noticing that this is starting to affect their patient reports at shift change. The lack of communication outside of work is now transferring to a lack of communication for work-related tasks and as a result, patient safety is at risk.

The issue is not only communication, but employees also do not seem motivated to improve upon the feedback given on their lack of communication. Suppose you are a unit manager and have been tasked with putting in place some strategies to help improve their communication and lack of motivation. List and clearly describe 3 strategies you might use as a manager in this situation. Please make sure to specifically mention the scenario in your strategies.

In the following paragraphs, the first and last sentences are correct. Rewrite the middle sentences of to put the theme at the beginning and the rheme at the end of the sentences.

Paragraph 1

Atoms of all elements consist of a central nucleus surrounded by a "cloud" containing one or more electrons. We can think of these electrons as occupying a series of well-defined shells. The number of electrons in its outermost shells determines the behaviour of a particular element. Other factors, such as the total number of electron shells, also play a part in determining behaviour but it is the dominance of the outer electron configuration that underlies the periodic law and justifies the grouping of the elements into groups or families.

Paragraph 2

Every substance contains a certain amount of heat, even a relatively cold substance such as ice. The substance's molecules are in continual motion and, by this motion, possess kinetic energy which produces heat. The average kinetic energy of the molecules are measured by temperature. Cooling to the point at which molecular movement ceases completely should thus be possible. Scientists are very interested in this point, absolute zero, but it is in practice unattainable. At temperatures close to absolute zero some materials exhibit remarkable properties, such as superconductivity and superfluidity.

Paragraph 3

Nauru is so small that the plane lands in what is best described as the capital's main street. To stop cars when planes are landing the seaward side of the runway has traffic lights at each end. Well-fed and brightly clothed Naurans cowd the tiny air terminal with their smart cars. The only hotel, the luxurious Menen, is a 10-minute drive half way round the island and is where new arrivals are driven off in Japanese minibuses. The well-paved road passes rows of neat, modern houses, set among the trees.

(David Lascelles, The Financial Times)

Paragraph 4

The most striking example of value rigidity I can think of is the old south Indian Monkey Trap, which depends on value rigidity for its effectiveness. A hollowed-out coconut chained to a stake makes the trap. A monkey can put its hand though a small hole in the coconut and grab some rice inside. The monkey can put its hand into the hole but cannot take its fist out with rice in it. The monkey's value rigidity traps it when it reaches in. The rice cannot be revalued. He cannot see that freedom without rice is more valuable than capture with it.

(Robert Pirsig, Zen and the art of motorcycle maintenance)

A drugstore uses fixed-order cycles for many of the items it stocks. The manager wants a service level of .95. The order interval is 10 days, and lead time is 2 days. Average demand for one item is 61 units per day, and the standard deviation of demand is 4 units per day. Given the on-hand inventory at the reorder time for each order cycle shown in the following table. Use Table. Cycle On Hand 1 36 2 8 3 91 Determine the order quantities for cycles 1, 2, and 3: (Round your answers to the nearest whole number) Cycle Units 1 2 3

• Assume a Big Mac is $3 in the U.S. How much would the Big Mac cost in China?
  
• Conduct some research. Identify at least one difference between the typical menu offering in the U.S. and the menu offering in China. Be sure to provide a citation.
  
• Conduct some research. Identify a major fast-food competitor that McDonalds faces in China. Be sure to provide a citation.
  
• Conduct some research. Locate a video commercial for McDonalds in China. Identify at least one difference (besides the language) between McDonalds’ commercials in the U.S. and the Chinese commercial. Provide the full URL for the video.
  
• Which aspect(s) of the business environment (economic, technological, sociocultural, demographic, political/legal or international) are most affecting McDonald's success in China? Provide specific examples.

For the following three terms, explain what they are and their importance to decisions.

              (a) Master Production Scheduling (MPS)

              (b) What is Aggregate Planning? Discuss its application to a business using your own example.

              (c) Explain disaggregation planning with an example,

Human Resources Management

ANSWER ALL QUESTIONS
WHICH ARE BASED ON THE CASELET PROVIDED

Staff retention and staying power: Nissan builds on loyalty at Sunderland plan
Some of carmaker’s earliest recruits are now among its most senior executives.
Since the first Bluebird rolled off the production line in July 1986, the Nissan plant in Sunderland has grown from a £50m assembly operation into the UK’s biggest car production site.
Now a £3.7bn investment employing 6,800 people, it is also north-east England’s biggest private sector employer, offering relatively good pay and secure work in an area with the UK’s highest regional unemployment.
For these reasons, employees tend to stick around. Turnover of production staff is 3.66 per cent a year, against the UK average of 13.6 [per cent], according to the CIPD, the professional association for HR and some of the earliest recruits, identifiable by their low employee number, are among the most senior executives.
Keith Watson, a 55-year-old production supervisor on trim and chassis line 2, joined in 1985 as employee number 179. ‘In the early days we were building four cars a day’, he says. News that Nissan wanted more did not go down well. ‘We were panicking, saying we will never get six a day. Now it’s 2,000 a day’
As it has expanded, some of the biggest changes in the plant have focused on ergonomics and technology to reduce strain on workers and accelerate the pace of production.
Each of the plant’s 300 supervisors, responsible for more than 4,000 production staff, is trained in ergonomic assessment.
Innovations include seat shuttles, developed by the in- house kaizen, or continuous improvement team, to allow operators to sit and be transported as they work on cars on the line, rather than having to duck and twist.
On the line where the Qashqai and electric leaf are made, a height-adjustable skillet, resembling the middle section of an accordion, raises and lowers the vehicle to the height at which the operator needs to work. Robotics have played a part too, with the body shop moving from high levels of manual welding to 93 per cent automation. The new welding facility for the Infiniti, the luxury brand that Sunderland has just begun producing, is completely automated with 141 robots. However, work on the production line remains intense and tiring; stamina is vital.
‘It’s still a hard job’, says Mr Watson. ‘Some operators are so fluent it’s unbelievable; it’s like second nature to them. They’re athletes in a way’. Mr Watson’s contemporaries in 1985 included team leader Trevor Mann (number 127), now Nissan’s chief performance officer and most senior European executive, based in Yokohama.
Mr Mann says the early intake was a tight knit team with a desire ‘to be as good as the Japanese’. Colin Lawther (number 120), a chemist who joined in 1985, is senior vice-president responsible for manufacturing, supply chain management and purchasing in Europe.
‘We came from a fairly deprived area. we had this tremendous fighting spirit’, he says. Kevin Fitzpatrick, a paint shop supervisor back in 1985 (number 63), is the site’s most senior employee as Nissan motor manufacturing’s UK Vice-President. He says a culture of encouraging people to learn and try new things has helped keep him there. ‘In my previous company your only chance to progress was if somebody retired’, he says. of 4,305 production staff, more than a third are over 40 and late 50s is the site’s most common
retirement age. But this is not always the end of the story. Barry Loneragan (employee 102) joined as a team leader in 1985 and retired as technical services manager eight years ago. Now, aged 67, he returns regularly, employed by an outside agency, to do plant tours. So do two other pensioners.
Mr Loneragan is proud of what the early intake achieved. ‘We had to go out and prove ourselves. It was that togetherness; the will to succeed. The legacy lives on’, he says.

QUESTION 1
What are the benefits of Nissan’s approach to employee retention? What factors should other
organisations wanting to adopt a similar approach need to consider?

QUESTION 2
In the context of the caselet, do you think Nissan should focus on career development and career
management? Shed light on the changes in the nature and forms of career.

QUESTION 3
Critically analyse what effects the current economic climate has on rewards, and how this
environment is affecting rewards in your organization.

QUESTION 4
“HR management must support the organisation’s strategy, which flows from its vision, mission and
strategic goals”. Critically analyse the statement with special reference to distinctive features of
Strategic Human Resource Management in light of the above caselet.

The following businesses are considering location in your community: a) A pizza delivery service, b) A sporting goods store, c) A small brewery, and d) A plant making aluminum cans. Describe the positive and negative location factors for each of these businesses.

Explain what the following sequencing rules are, and when they should be used, using relevant firm/industry examples to illustrate. (a) SPT; (b) Johnson's Rule; (c) FCFS/FIFO (d) CUSTPR. Identify two KPI’s a firm can use to compare sequencing.

ESSAY 500 words

post a substantial work based on what you have uncovered on To Sell Is Human. The work should be at least two pages (500 words) in length. Copy and paste it into the Discussion Board so others can comment on your work. Others will voice their agreement or disagreement with your ideas.

The Victorian Order of Nurses (VON) relies on personal health information provided to their home care nurses from the patients as well as their primary care physicians, specialists, or case managers. Briefly explain what PHIPA outlines regarding the use of this patient information. What could and couldn't they use, share, disclose, etc.? Point form is fine for your response.

Why is the use of direct and indirect channels important to Target?

In what ways did McComb change Liz Claiborne’s structure and control systems over time?