Awareness about Islamic finance in the UAE or Gulf from the perspective of an islamic bank and a conventional one, how do they differ from each other ?

In 2010, Ticketmaster found out the hard way that the
entertainment industry is not, in fact, as recession-proof as
it was once widely believed to be. Th e company, which sells
tickets for live music, sports, and cultural events, and which
represents a signifi cant chunk of parent company’s Live
Nation Entertainment’s business, saw a drop in ticket sales
that year of a disconcerting 15 percent. Th en there was the
mounting negative press, including artist boycotts, the vitriol
of thousands of vocal customers, and a number of major
venues refusing to do business with Ticketmaster.
Yet 2012 has been more friendly to the company—under

the leadership of former musician and Stanford MBA-
educated CEO Nathan Hubbard, who took over in 2010

when Ticketmaster merged with Live Nation, the country’s
largest concert promoter. Th ird-quarter earnings were
strong, with just under $2 billion in revenue, a 10 percent
boost from the same period last year, driven largely by Live
Nation’s ticketing and sponsorship divisions. Ticketmaster
was largely responsible as well, thanks to the sale of 36 million
tickets worth $2.1 billion, generating $82.1 million in adjusted
operating income, which translates to an increase of
51 percent for the year.
Th at’s because Hubbard knows how to listen, and read the
writing on the wall, “If we don’t disrupt ourselves, someone
else will,” he said, “I’m not worried about other ticketing
companies. Th e Googles and Apples of the world are our
competition.”
Some of the steps he took to achieve this included to
the creation of LiveAnalytics, a team charged with mining
the information (and related opportunities) surrounding
200 million customers and the 26 million monthly site visitors,
a gold mine that he thought was being ignored. Moreover
Hubbard redirected the company from being an infamously
opaque, rigid and infl exible transaction machine for ticket
sales to a more transparent, fan-centered e-commerce
company, one that listens to the wants and needs of customers
and responds accordingly. A few of the new innovations rolled
out in recent years to achieve this include an interactive venue
map that allows customers to choose their seats (instead of
Ticketmaster selecting the “best available”) and the ability to
buy tickets on iTunes.
Hubbard eliminated certain highly unpopular service
fees, like the $2.50 fee for printing one’s own tickets, which
he announced in the inaugural Ticketmaster blog he created.

Much to the delight of event goers—and the simultaneous
chagrin of promoters and venue owners, who feared that the
move would deter sales—other eff orts toward transparency

included announcing fees on Ticketmaster’s fi rst transaction-
dedicated page, instead of surprising customers with them at

the end, while consolidating others. “I had clients say, ‘What
are you doing? We’ve been doing it this way for 35 years,’”
Hubbard recalled, “I told them, ‘You sound like the record
labels.’”
Social media is an integral part of listening, and of course,
“sharing.” Ticketmaster alerts on Facebook shows friends of
purchasers who is going to what show. An app is in the works
that will even show them where their concertgoing friends
will be seated. Not that it’s all roses for Ticketmaster—yet.
Growth and change always involve, well, growing pains,
and while goodwill for the company is building, it will take
some time to shed the unfortunate reputation of being the
company that “everyone loves to hate.” Ticketmaster made
embarrassing headlines in the fi rst month of 2013 after
prematurely announcing the sale of the president’s Inaugural
Ball and selling out a day early as a result, disappointing
thousands. But as the biggest online seller of tickets for
everything from golf tournaments to operas to theater to
rock concerts, and with Hubbard’s more customer-friendly
focus, Ticketmaster should have plenty of opportunity to
repent their mistakes.

Question:

1. Identify the problems that Ticketmaster was facing, using cause and effect analysis. What were the Symptomatic Effects? What were the Underlying Causes?

2. What process(es) did Nathan Hubbard use to Generate Alternatives? What alternatives were available to Mr. Hubbard? What types of Uncertainty did he experience?

1. Select two banks(one conventional bank and one Islamic bank in UAE) and do the following: A: Find out as much as possible from the bank • History of each bank • Types of the accounts opened by the bank • Types of customers of the bank • Analysis of the financial statements of the bank • Performance analysis of the bank(rations and trends) B: Customer survey about the awareness and perception of Islamic banks.

The objective is to design a local area network for a real or hypothetical organization of at least four subnets, with at least 100 PCs in each, using Windows and TCP/IP.

1. hardware design: Include the following in a table: part name, description, supplier, unit cost, extended cost. Assume that all PCs were bought with NICs (do not include their costs), but no cables. Compute the total cost for all parts. Do not forget the internetworking device(s). I just need help with Preparing a graphical representation (image) of the network using MS Visio. Im not sure how to do this part.

How should a company using the global differentiation strategy take steps to convince the board of directors?

Explain in detail.

what Information Systems did sears select

5. The Coca-Cola World service process is demand- or capacity-constrained?

6. How could Coca-Cola World improve its service process?

7. What is the main source of variation for Coca-Cola World and how could this variation be reduced?

There are some pressing health and safety information gaps that can be addressed by training what is the factors, action to be taken, the person responsible, additional factors and KPI's ??

Define reliability, failure, and normal operating conditions. Identify and list the various ways to improve reliability.

Explain how you believe organizational behaviour and the external environment might impact on change strategies you may implement for this Australia Post project.

MGMT-6088 Employee Relations

Health and Safety Case Study Paper (10%) –

Summary Paper

Over the last four weeks (weeks 9 – 12) we have explored many important Health and Safety topics. We started the Health and Safety section of this course with Ministry of Labour training to introduce you to the Occupational Health and Safety Act with a focus on the health and safety rights and responsibilities of workers, supervisors and employers. We also explored additional Health and Safety topics: health and safety legislation, hazard recognition and control, motivation and safety management systems, incident investigation and finally disability management.  

The final assignment for the Health and Safety section is a Summary Paper. Specifically I want you to write about what you learned and how this will influence you as an operations manager in the future. This is to be completed on your own; it is your summary of concepts and your reflection on how the concepts will influence you in the future.

Below are some useful tips to keep in mind when writing the summary paper:

• Discuss key concepts from weeks 9 to 12 outlining what you see as the most important Health and Safety concepts you need to be mindful of when in the workplace.  
• 
  Discuss how what you have learned about Health and Safety will influence you as an operations manager in the future.
• Keep it professional and have properly structured sentences. Avoid slang and abbreviations.
• Spelling, punctuation, and grammar will be graded.

Submission Requirement:

• Submit a Word document with your response.  

• You must submit a 750 - 850 (maximum three pages) word response.

• Double Spaced, Arial or Calibri Size 12 Font

• Include a title page with your submission.

• Students must submit their paper to the submission folder called Case Study Summary Paper

A company currently using an inspection process in its material receiving department is trying to install an overall cost reduction program. One possible reduction is the elimination of one inspection position. This position tests items for which the probability of a material defect averages 0.01. By inspecting all items, the inspector is able to remove all defects. The inspector can inspect 50 units per hour. The hourly rate including fringe benefits for this position is $10. If the inspection position is eliminated, defects will go into product assembly and will have to be replaced later at a cost of $11 each when they are detected in final product testing.

Assume that the line will operate at the same rate (i.e., the inspection rate) if the inspection operation was eliminated.

a-1. If the inspector position is eliminated, what will the hourly cost of defects be? (Round your answer to 2 decimal places.)

Cost per hour            $

a-2. Should this inspection position be eliminated based on costs alone?

b. What is the cost to inspect each unit? (Round your answer to 2 decimal places.)

Cost per unit            $

c. Is there benefit (or loss) from the current inspection process? How much? (Input all amounts as positive values. Round your answers to 2 decimal places.)

The plaintiff says she had to drive home after the office party because the promised transportation wasn’t there. The defendant claims the plaintiff is responsible for drinking too much, staying too late, and choosing to drive home drunk. The plaintiff crashed her car and was charged with DUI.

Was the injury “proximately caused” by the employer’s negligence? Was it a foreseeable result of the employer’s act or omission? Yes or No? Please explain.

Was the Plaintiff’s knowledge of the danger [of driving while intoxicated] an intervening case of her injuries? Yes or No? Please explain.