Pretend you are a public affairs officer for a private business, non-profit organization or governmental agency. You have been asked to review messages from various organizations regarding changes in access, hours, services, or policies in response to COVID-19 pandemic and to recommend a set of writing standards and practices that your own company should follow when producing such communications.
*Review and comment on this message.
As a result of COVID-19, we are closed until further notice.
We apologize for the inconvenience and we hope to open again as soon as possible.
Thank you for your understanding.
In: Operations Management
Imagine you are involved in raising money for a good charitable cause and have decided to raise funds from Southeast campus through a variety of activities such as a) bake sale; b) car wash, and c) selling any other ‘legal and ethical’ products around the campus.
Value proposition of your products
Pricing of the products based on any segmentation-targeting-positioning strategies
Distribution strategies in order to reach every corner of the campus
Other retailing-type you would like to employ for maximizing your market reach and increasing your revenues for a charitable cause.
In: Operations Management
The internal characteristics of the organization make up
critical sources for success (Barney,
1991). Increasing attention has been paid to identifying what
characteristics are vital to
organizational success and how they exert their influence on
organizational outcomes. Internal
organizational context focuses on broad and relatively stable
categories of organizational
characteristics such as structure, culture, and power and political
characteristics (Pettigrew,
1979). They constitute an environment where organizational
activities take place. There has been
a large volume of studies that examine how the fit between
organizational context and
organizational strategy explains variances in organizational
performance (Daft, 1995 and
Robbins, 1990). What is lacking in existing literature, though, is
an understanding of the
intervening mechanism that explains the paths of the influence from
organizational context and
strategy to organizational effectiveness.
Knowledge management plays a potentially mediating role in
connecting organizational context
and strategy with organizational effectiveness. Successful
knowledge management is believed to
have the potential of enhancing an organization's
competitive advantage, customer focus,
employee relations and development, innovation, and lower costs
(Skyrme and Arnindon, 1997).
In turn, knowledge management is context-specific, because context
determines who participate
and how they participate in the knowledge management process
(Nonaka et al., 2000).
Knowledge management could serve as one of the intervening
mechanisms through which
organizational context influences organizational effectiveness.
However, the mediating role of
knowledge management has not been adequately investigated.
Exploration of its potential role as
a mediating factor would provide better understanding of how to
leverage it to achieve desirable
organizational goals. This study sets out to do that.
The purpose of this study is to examine the possible mediating
effect of knowledge management
on the relationship between organizational culture, structure,
strategy and organizational
effectiveness. This study attempts to detect and explain one of the
mechanisms through which
organizational contextual and strategic factors are mobilized to
achieve higher levels of
organizational effectiveness.
What do you think is the significance of the above research? Clearly justify your answer.
In: Operations Management
In: Operations Management
the shareholder........changed to anger when they heard about the loss the company made
The major contribution of Herzberg's
motivation-hygiene theory is
In: Operations Management
Suppose that we have a process that produces two types of an item: Blue Item and Orange Item. Both of the items require the same pure sequential operations: O1, O2, O3. O1 and O3 are manual operations. O2 is the main and an automated operation which differentiates the items (e.g. gives different colors). Operation 1 takes 1 minutes per item. It is a manual operation that is common to both types. Operation 2 takes 4 minutes per item. It is an automated operation. Operation 3 takes 2 minute per item. It is a manual operation that is common to both types. Draw the GANTT Chart, calculate the flow time, cycle time, throughput, value added time and waste when the setup time for machine 2 where the Operation 2 occurs is 2 minutes and the batch size is 3 items per batch.
In: Operations Management
performance evaluation assist decision-makers to determine who should receive pay increase, transfer, promotions, demotion or retrenchment.
a) Explain the above statement using examples
b) Discuss and explain which appraisal method you think would be
the most ideal for a training institution like a University.
In: Operations Management
IT IS A RESEARCH
I Need a Unique Answers please
.
Write a report on the below points
1. HR Strategies in Air Arabia Airline UAE (200 words)
2. Ethical Standard in Air Arabia Airline UAE (150 words)
3. HR Strategies impact on organizational performance (Air Arabia) UAE (200 words)
4. HR strategies promoting good practices at workplace (200 words)
.
Note: Plagiarism is strictly prohibited please do not copy from internet
this s a research report not a case
In: Operations Management
Sam's Cat Hotel operates 5252 weeks per? year, 77 days per? week, and uses a continuous review inventory system. It purchases kitty litter for ?$10.7510.75 per bag. The following information is available about these bags. Refer to the standard normal table LOADING... for? z-values.
Demand = 100 bags/weeks
Order cost = $56/order
Annual Holding Cost = 30 percent of cost
Desired cycle-service level =99 percent Lead time = 2 weeks (14 working days)
Standard deviation of weekly demand = 10 bags
Current on-hand inventory is 315 bags with no open orders or backorders
d. The store currently uses a lot size of 495 bags (i.e, Q =495).
What is the annual holding cost of this policy? The annual holding cost is ??? (Enter your response and round to two decimal places)
What is the annual ordering cost? The annual ordering cost is ??? (Enter your respone and round to two decimal places)
Without calculating the EOQ, how can you conclude from these two calucations that the current lot size is too large? Select the correct answer from the multiple choice below.
A. When Q= 495, the annual holding cost is larger than the ordering cost, therefore Q is too large.
B. There is not enough information to determine this.
C. When Q=495, the annual holding cost is less then the ordering cost, therefore Q is too small.
D. Both quantiies are appropriate.
Please answer the following questions for section e.
e. What would be the annual cost saved by shifting from the 495 bag lot size to the EOQ?
The annual holding cost with the EOQ is ??? (Enter your response rounded to two decimal places)
The annual ordering cost with the EOQ is ??? (Enter your response rounded to two decimal places)
Therefore, Sam's Cat Hotel saves ??? by shifting from the 495 bag lot size to the EOQ? (Enter your response rounded to the nearest two decimal places)
In: Operations Management
What are some ethical issues that an organization may face when entering the global market? Do organizations have different brand messages for different ethnic groups and does an organization have ethical and social responsibilities when entering the global market? How do you determine the ethical standards in various countries? Provide examples of organizations that have effectively introduced products into foreign markets. Provide examples of organizations that have had other unsuccessful product introductions in foreign markets. What factors contributed to this unsuccessful attempt?
In: Operations Management
Course Name: Professional Communication
Required:
Make six slide presentation
TOPIC: Corona Virus has impacted the entire world. UAE is no exception. And your Company is also no exception. Make a presentation to showcase how your Company or department managed the crisis. Assume you are presenting to the highest Council in UAE.
Note:
Start with deciding why you are making a presentation to the highest Council. Do you need some money to support your department because of the crisis? Do you need some other support from the Council? Or are you presenting how you have utilized the funds the government has given to your department?
Based on the objective you choose, make a presentation on the above topic. 6 slide power point presentation
i need a simple slides no need big
In: Operations Management
In: Operations Management
Rocket Pitch (Housekeeping idea)
Issue
What is the problem?
How does it affect the client?
The solution of the problem
What is the solution?
Value proposal?
What is the product or service?
Benefits offered?
Market
What is the target market?
Size of the market?
Estimated in sales?
Expected growth?
Gross profit?
Resources
What resources do you need?
What is the purpose?
In: Operations Management
The Cyberattack on Ukraine
After Russia annexed Crimea from Ukraine in 2014, authorities started nationalizing Ukrainian-owned energy companies in Crimea. In late 2015, Ukrainian supporters physically attacked electrical power distribution centers, plunging two million Crimeans in the dark.
Each of Ukraine's 24 regions is served by a different electric company. On December 23, 2015, the Ukrainian power grid experienced a cyberattack. The activists simultaneously attacked three power distribution substations, cutting power to some 230,000 Ukrainians.
The multistage, targeted cyberattack actually started in the spring of 2015. Let's take a look at how the cyberattack unfolded.
The Spear-Phishing Attack. In the first stage, the attackers launched a spear-phishing attack on IT staff and system administrators at three of the power distribution companies in Ukraine. The attack sent e-mails to employees that contained a malicious Word file. If an employee clicked on the document, a popup window told them to enable macros for that file. If they did so, a malicious software program named BlackEnergy3 infected their computers and allowed the hackers entry into their system.
Reconnaissance. The spear-phishing attack allowed the intruders to access the power distribution companies' corporate networks. However, the intruders still had to gain access to the supervisory control and data acquisition (SCADA) networks that actually operated the power grid, but the power companies had competently separated those networks from corporate networks with a firewall. Therefore, the attackers had to search the corporate networks and gain entry to the Windows Domain Controllers. From there, the hackers gathered employee login credentials from the user accounts. Some of these login credentials were used by employees to access virtual private networks (VPNs) to remotely log in to the SCADA network. The attackers now had access to the SCADA networks.
Disabling the uninterruptible power supply. The attackers now rejigged the supply of uninterruptible power to the three systems' control centers. They wanted to cut power to the operators as well as the customers.
Disabling the converters. The attackers then coded malicious software to supersede the actual software on converters at power company substation control systems. (These converters handle data from the SCADA network to the substations.) Disabling the converters stopped employees from transmitting remote commands to reestablish power after it was cut. The converters could not work and could not be recovered. This situation meant that the power companies could not recover until they obtained new converters and incorporated them into the power system. (Note: Power companies in the United States use the same type of converters as those used in Ukraine.)
Denial-of-service attack. The attackers now targeted customer call centers, initiating a telephone denial-of-service attack. That meant that customers could not call in to report the blackout when it occurred. The attack jammed up the distribution centers' call centers with thousands of false calls, blocking actual customers from getting through. This denial-of-service attack allowed the attackers more time to work on their attack because not only were substation employees seeing false information on their hijacked computers, but they were receiving no phone calls reporting power outages.
Causing the blackout. On December 23, the attackers used the commandeered VPNs to access the SCADA networks and deactivate the uninterruptible power supply that they had already reconfigured. Then they removed substations from the power grid.
Deploying KillDisk. Lastly, the attackers deployed software called KillDisk to complete their path of destruction. KillDisk deletes or overwrites essential system files from operators' computers to disable them as well. Because KillDisk also wipes the master boot file, operators could not reboot the crashed computers.
About half the homes in Ukraine's Ivano-Frankivsk region lost power. The cybercriminals also simultaneously attacked a large mining company and a major railway. The incidents seem to have been politically motivated, meant to disable Ukrainian critical infrastructure in a strike, according to security analysts at Trend Micro (www.trendmicro.com).
Homes and businesses in the impacted areas only lost power from one to six hours. However, more than two months later, the control centers were still not completely back online. Electricity was still being delivered, but employees had to manually operate the power substations.
The attack caused only digital damage; if the substations had been physically damaged, it would have taken much longer to restore power. In 2007, the U.S. government showed how criminals could remotely destroy a power generator through a SCADA attack with just 21 lines of malicious code.
Infrastructure personnel can learn many lessons from the attack. Ukraine's power generation control systems were unexpectedly more robust than some in the United States. The reason is that the Ukrainian SCADA networks were separated from the business networks with excellent firewalls. However, the Ukrainian control systems still had security weaknesses. For example, employees remotely accessing the SCADA network were not prompted to use two-factor authentication, which enabled the hackers to steal login information and gain entry to the SCADA systems.
Another lesson is that in the United States many power systems lack manual backups. That is, if criminals were to attack automated SCADA systems in the United States, it would be much more difficult to bring the grid back online.
This first-ever successful attack of a power grid's computers is a dire safety warning for other such systems across the world. Experts in industrial control systems at the Sans Institute (www.sans.org) say the hack of the Ukrainian power grid was the first time that cybercriminals have managed to directly bring down a power grid.
In December 2016, Ukraine was attacked again. Reports alleged that a group of Russians attacked computers at a control center of a power supplier in Kiev. The attackers apparently used phishing attacks on workers, enabling the intruders to grab login information and disable substations. The shutdown affected some 20 percent of Kiev's nighttime electrical use.
Sources: Compiled from J. Condliffe, “Ukraine's Power Grid Gets Hacked Again, a Worrying Sign for Infrastructure Attacks,” MIT Technology Review, December 22, 2016; E. Markowitz, “After Ukraine Cyberattacks, FBI and DHS Urge U.S. Power Companies to Develop Better Safety Protocols,” International Business Times, April 21, 2016; “FBI, DHS Issue Warning about Increasing Cyber Threat to Nation's Power Grid after Downplaying It in January,” Cyberwar.news, April 12, 2016; B. Gertz, “FBI Warns of Cyber Threat to Electric Grid,” The Washington Free Beacon, April 8, 2016; K. Zetter, “Inside the Cunning, Unprecedented Hack of Ukraine's Power Grid,” Wired, March 3, 2016; D. Voltz, “U.S. Government Concludes Cyber Attack Caused Ukraine Power Outage,” Reuters, February 25, 2016; W. Ashford, “Ukraine Cyber Attacks Beyond Power Companies, Says Trend Micro,” Computer Weekly, February 12, 2016; J. Robertson and M. Riley, “How Hackers Took Down a Power Grid,” Bloomberg BusinessWeek, January 14, 2016; M. Heller, “Russian Actors Accused of Attacking Ukraine with BlackEnergy Malware,” TechTarget, January 4, 2016; D. Goodin, “First Known Hacker-Caused Power Outage Signals Troubling Escalation,” Ars Technica, January 4, 2016; J. Cox, “Malware Found Inside Downed Ukrainian Grid Management Points to Cyberattack,” Motherboard, January 4, 2016.
In: Operations Management
What are some of the steps required to conduct an ethics audit
In: Operations Management