Explain the difference between quantitative and qualitative analysis from the manager's point of view.

BUSINESS DECISION ANALYSIS COURSE

what is Porter’s 5-Factor Model advantage? why it is important model?

Process of collecting the data required to answer the research question:

Research question under consideration is “How can social media aide in small business profits”

The Data Analysis Detail assignment combines two functions. It describes how you analyzed your data and also includes what can be called "findings". It should report and describe the data you have discovered in the examination of data collected.  It differs from the conclusion in that you do not make judgments or make assumptions when reporting the results from your data analysis. You report and describe.

The analysis might be as few as 1 page or as many as 5 pages depending on the volume of data you collect. It is written in academic style with no level of hyperbole or emphasis as to whether the data is either"good" or "bad".

how are gadgets/widgets useful in blogs.

For each microcase, first determine the type of learning taking place. Then, if the learning is classical conditioning, determine the UCS, UCR, CS, and CR. If the learning is operant conditioning,determine the stimulus, desired response, and reinforcement. If the learning is cognitive, determine whether it is iconic rote, vicarious or reasoning. See attached ppt file for more information!

1. Bill is a very patriotic guy. He sees ads for Miller beer which feature strong American themes. He feels good about these images, and over time starts to feel good about Miller beer.
2. Joe is concerned about the economy. He makes an effort to “buy American,” to support the U.S. economy. He reads product literature, looking for evidence of domestic manufacturing, and usually buys American-made products.
3. Barney shops at King Soopers and tries the free donut samples. He loves the donuts, feels better about grocery shopping, and thinks he’ll shop at King Soopers more often.
4. Jane had never been to Dooley’s Bar and Grill, but got a Dooley’s 2-for-1 drink coupon in the mail. She went there for happy hour. She generally had a good time and now feels she would be more likely to go there again.
5. When Sue’s TV stopped working, she wanted a new one fast. She went to the library and read back issues of Consumer Reports to determine which were the best brands and models.
6. Tom is a big James Bond fan. He’s read all the Bond Books. He’s noticed that Bond prefers his martinis shaken, not stirred. Now Tom always orders his martinis that way.
7. Chris was new in town, and didn’t know which dry cleaners were best. Chris picked one because of its convenient location. The first time at the cleaners, Chris had a pleasant conversation with the attractive person behind the counter. Now Chris takes cleaning there all the time.
8. Maria, a successful DU graduate, had been in her new job for a year and was starting to accumulate substantial savings. She carefully evaluated the risk posture she was comfortable with. Then, she studied the reviews in Business Week and Money to determine which mutual funds and stocks were best for her.
9. When Martin’s first child was born, he didn’t know anything about babies. He found himself drawn to buying Gerber products for his daughter because they seemed familiar (he’d seen the logo for many years).

How is discovery similar and different relative to privacy and the issue of publicity?

• Which health condition or disease is more prevalent in Hispanics than in white individuals?
• How does food intake change as Chinese Americans become more and more acculturated?
• How did the meal patterns of Mexican Americans change with acculturation?
• How are Chinese dishes typically prepared and eaten?
• How much of the world’s land mass does Asia encompass?

What can Volkswagen AG do to turn their weaknesses into strengths and threats into opportunities?

Can Volkswagen AG develop new functional, business, or corporate strategies to accomplish this change?

Situation:

Construct the Dual and solve the Dual by the graphical and simplex method. The values of the variables are in the table.

Minimize     Z = Ax1 + Bx2 + Cx3

Subject to:     Dx1 + Ex2 + Fx3 >= J

                        Gx1 + Hx3 + Ix3 >= K

x1, x2, and x3 >= 0

This assessment is designed to apply the knowledge and skills developed by students in evaluating the role of systems thinking in global and local sustainability challenges. You have been assigned a case study on the LMS, and must answer the following questions in relation to the case:

Why is supply chain topic a wicked problem? Explain using the characteristics of a wicked problem. (400 words)

What are the fundamental aspects of the Electrolux Manufacturing System (EMS), and how are they related to the decision areas of an operations strategy?

What is the most important action introduced by the EMS as far as the management systems are concerned? Why?

Workplace Conflict

There is a big difference between arguing over ideas and arguing with each other. The former type can potentially improve decisions and increase employee performance. The latter type is likely to harm relationships and create stress and dissatisfaction. This exercise will help you to distinguish between the two types of conflict: task conflict and relationship conflict. It will also ask you to consider structural sources of conflict in organizations as well as different styles we use when faced with conflict.

Past perspectives on conflict assumed it was bad because of its potential negative consequences, such as higher stress, higher job dissatisfaction, and increased organizational politics. More recent views recognize that moderate levels of conflict can have positive outcomes such as better decision making, quicker responses to environmental change, and stronger team cohesion. Task conflict, also called constructive conflict, focuses on issues while maintaining respect for others' points of view. Relationship conflict focuses on interpersonal differences rather than legitimate differences of opinion, and generally has numerous undesirable outcomes. There are several structural sources of organizational conflict, including differentiation, task interdependence, and scarce resources. Research also shows that individuals tend to have a personal preferred conflict handling style they use when faced with conflict episodes.

Read the case below and answer the questions that follow.

Pete was a young and ambitious employee who had been with the organization for two years. He had built a reputation as a hard worker and a solid performer and had participated as a junior member of an extremely successful consulting team. Pete was well liked by older employees for his willingness to put in what it took to get the job done, but he was also admired by newer employees for his apparent ability to balance work demands with an active personal life.

In his third year at the organization, Pete's job responsibilities changed to focus on a long-term project that would last for the next two years. In making the shift to the new responsibilities, Pete was advised by a senior manager to solicit the help of Claire, a new employee who had been hired because of her expertise on projects like the one Pete was starting. Although Claire was just starting with the organization, because of her experience at other similar organizations she had been brought on as a middle manager. Although Claire wouldn't be Pete's primary supervisor, involving her would mean that Pete would need to keep her appraised of his progress and follow her suggestions. Pete had heard very positive things about Claire and was excited to benefit from her knowledge and skills.

As Pete and Claire began the project, they seemed to work well together. Their early discussions focused on the work to be completed and each expressed opinions and suggestions for how to proceed. These discussions vastly improved the plan for completing Pete's project. Pete mostly worked autonomously, but reported periodically to Claire to ask for advice and to report on his progress. After a while, Pete realized that the more he talked with Claire, the larger his project grew. Each time they would meet, she would add an idea or two that would increase his workload. Not wanting to offend her, and trusting in her experience, Pete simply agreed to the extra work. Over the next few months his discussions with Claire became less frequent, partly because of the time it took to complete the extra work she had given him, and partly because he wanted to avoid adding any more work. The early steps of the project were very flexible in terms of their timeline and tangible output, so the frequency of meetings was not a critical issue.

About six months later, Claire asked Pete if he would like to join her on a similar project that she was leading. In fact, Claire proposed that Pete extend his project to include her client and run his project concurrently with hers. This meant Claire and Pete would meet more often and work more closely. Since Claire was the lead consultant on her project, she would be Pete's direct supervisor with regard to his work on her project. Not wanting to pass up an opportunity with a skilled consultant, Pete agreed to join Claire's project.

Pete continued his practice of working on his own and reporting periodically to Claire. The later steps of his project took more time and lent themselves to less frequent reports. In the meantime, Pete had been busy working on Claire's project, including traveling several times to the client's location for two-day meetings. Progress on both projects occasionally stalled as problems arose but were quickly resolved. Pete took these delays in stride, but Claire reacted negatively towards any holdup and began expressing her displeasure in cutting remarks and critical comments. Her discontent reached a peak one day when she summoned Pete to her office for a talk. She began by outlining the failures on her project, but then proceeded to criticize Pete for the failures on his. Pete admitted he could do better, but Claire's next series of comments took him completely by surprise. She told him that he had better shape up and start working harder or he would never get anywhere in their profession. Claire made it clear that she thought Pete was the source of the problems, both on her project and on his.

Pete walked away from this meeting stinging from the unexpected reprimand. Pete knew better than to fire back at Claire, so once she had finished her comments he simply thanked her and left the room. However, the rebuke seemed to linger in the air for weeks. Over the next several months, Pete found himself less and less eager to see Claire. His communications with her became briefer and more task oriented. Unfortunately, the less he interacted with her, the more she seemed to disapprove of him personally. At the end of the projects, Pete was relieved to finally be free of his ties to Claire. The two never worked together again.

1.) Pete and Claire's early discussions focused on the work and how it would be completed. If there was conflict in these discussions, it would likely have been _____ conflict.

Multiple Choice

• interpersonal

• relationship

• nominal

• major

• task

2.) When he initially began to minimize his interactions with Claire, Pete was using which conflict resolution style?

Multiple Choice

• yielding

• compromising

• problem solving

• forcing

• avoiding

3.) When Pete agreed to take on Claire's client, he had to work more closely with her and directly report to her. This would increase which structural source of conflict?

Multiple Choice

• scarce resources

• interdependence

• incompatible goals

• ambiguous rules

• differentiation

4.) When Claire began criticizing Pete and making cutting remarks towards him, it represented which form of conflict?

Multiple Choice

• project

• differentiated

• relationship

• task

• episodic

5.) It is common for the parties to communicate less when relationship conflict is present. However, this lack of communication often ______ the conflict.

Multiple Choice

• decreases

• alleviates

• escalates

• solves

• removes

6.) Claire and Pete were unable to engage in _____, that is, to work together to find a mutually beneficial resolution to their issues.

Multiple Choice

• forcing

• avoiding

• yielding

• compromising

• problem solving

You are the owner of a discount furniture company that has expanded from a rural store in one state to 20 stores across the United States. Discuss at least one reason why your company should think about implementing an enterprise resource planning (ERP) solution. Discuss at least one challenge to implementing an ERP.

If any company would like to convert their assembly lines from manual to semi or full automated systems, they need to calculate their unit product cost firstly and at this conversion stage, such formulation is used

(1)

[; where = cost to operate automatic workstation i; = cost to operate manual workstation i; = cost to operate the automatic work transfer mechanism; and

Material costs and tooling costs can be neglegible in this analysis]

Therefore, how can you prove the relation between fraction defect rate (q) and unit product cost ( for identical machine systems in automated assemble systems? Please indicate all of your calculations with clear explanations and show all solution steps explicitly.