Name and describe the four types of delivery. Give a comparison between two types (your choice). Of the two Indicate which you think would enable a speaker to be most effective and tell why or why no? State if you feel it is important for a speaker to rehearse the presentation/speech before delivery; if so state why, if not state why not?

In manuscript presentations, speakers read their remarks word for word from a prepared statement. Manuscript speaking is common at annual company meetings, conventions, and press conferences. Unfortunately, few experiences are as boring as the average manuscript presentation. Novice speakers often try to conceal their nervousness at facing a large audience by reading from a script—and turn into lifeless drones when doing so. Because most speakers are not trained at reading aloud, their delivery is halting and jerky. Even worse, a nervous speaker who relies too heavily on a manuscript can make serious mistakes without even knowing it. Management consultant Marilyn Landis describes one

Memorized Presentations

If speaking from a script is bad, trying to memorize that script is even worse. You have probably been subjected to a memorized sales pitch from a telemarketer or door-to-door salesperson. If so, you know that the biggest problem of a memorized presentation—one recited word for word from memory—is that it sounds memorized. Speakers who recite their presentations from memory often fail to incorporate natural nonverbal expressions or demonstrations of emotion in their delivery. As a result, their speeches sound rehearsed to the point of almost being robotic. It might seem that memorizing a presentation would help alleviate your nervousness, but, in fact, memorization almost guarantees that stage fright will become a serious problem. Speakers who devote large amounts of time to simply learning the words of a talk are asking for trouble. During the presentation, they must focus on remembering what comes next instead of getting involved in the meaning of their remarks. It is difficult to recover from forgetting a portion of a memorized speech without the mistake being obvious to the audience.Sometimes it is necessary to memorize parts of a presentation, because referring to notes at a critical moment can diminish your credibility. A salesperson is usually expected to know a product’s major features: how much horsepower it has, how much it costs, or how many copies per minute it delivers. A personnel manager might be expected to know, without referring to a brochure, the value of employee life insurance (if each employee’s benefit is the same) and how much employees contribute to the premium. A coworker would look foolish at a retirement dinner if she said, “Everyone knows about Charlie’s contributions …” and then had to pause to refer to her notes. In such situations, it is recommended to memorize only the essential parts of a presentation

Extemporaneous Presentations

An extemporaneous presentation is planned and rehearsed but not memorized word for word. When you speak extemporaneously, you learn your key points and become familiar with the support you will use to back them up. In other words, you practice the big picture but let the specific words come naturally during your delivery. If you prepare carefully and practice your presentation several times with a friend, a family member, or even a group of coworkers or subordinates, you will have a good chance of delivering an extemporaneous talk that seems spontaneous—and maybe even effortless. Almost every presentation you plan—a sales presentation, a talk at the local high school, a progress report to a management review board, a training lecture, an annual report to employees or the board of directors—should be delivered extemporaneously.

Impromptu Presentations

Sooner or later you will be asked to give an impromptu presentation—an unexpected, off-the-cuff talk. A customer might stop in your office and ask you to describe the new model you will have next spring. At a celebration dinner, you might be asked to “say a few words.” A manager might ask you to “give us some background on the problem” or to “fill us in on your progress.” You may suddenly discover at a weekly meeting that your subordinates are unaware of a process they need to know about to understand the project you are preparing to explain.

Giving an impromptu talk need not be as threatening as it seems. Most of the time, you will be asked to speak about a subject within your expertise—such as a current project, a problem you have solved, or a technical aspect of your training—which means you have thought about the topic before. Another reassuring fact is that most listeners will not expect perfection in unrehearsed remarks.

Your impromptu presentations will be most effective if you follow these guidelines.⁴

Select an industry and consider how the industry life cycle has affected business strategy for the firms in that industry over time. Detail your answer based on each stage: introduction, growth, shakeout, maturity, and decline. Course Title: Strategic Management Decision‐Making Text Book ISBN: 978‐1259420474 ‐ Title: Strategic Management 3e, Author: Frank T. Rothaermel.

§What is problem definition?

§How can designers use problem definition to develop better ideas and solutions?

§What’s your favorite technique for problem definition? Why?

§If the problem is not well-defined in the design thinking process, what can happen?

List and discuss three (3) strategy options for competing in emerging markets.

What is “vicarious liability” and why is it a concern for business?. What can a business do to lower the risk of vicarious liability

Subject=Legal Aspects of Transportation Management

Wilson Publishing Company produces books for the retail market. Demand for a current book is expected to occur at a constant annual rate of 7,600 copies. The cost of one copy of the book is $13.5. The holding cost is based on an 20% annual rate, and production setup costs are $135 per setup. The equipment on which the book is produced has an annual production volume of 24,500 copies. Wilson has 250 working days per year, and the lead time for a production run is 15 days. Use the production lot size model to compute the following values:

1. Minimum cost production lot size. Round your answer to the nearest whole number. Do not round intermediate values.
   
   Q^* = ________
   
2. Number of production runs per year. Round your answer to two decimal places. Do not round intermediate values.
   
   Number of production runs per year = _______
   
3. Cycle time. Round your answer to two decimal places. Do not round intermediate values.
   
   T = ____ days
   
4. Length of a production run. Round your answer to two decimal places. Do not round intermediate values.
   
   Production run length = ______ days
   
5. Maximum inventory. Round your answer to the nearest whole number. Do not round intermediate values.
   
   Maximum inventory = _______
   
6. Total annual cost. Round your answer to the nearest dollar. Do not round intermediate values.
   
   Total annual cost = $___________   
   
7. Reorder point. Round your answer to the nearest whole number. Do not round intermediate values.
   
   r = _______

1. Provide an example of how feedback from customers can be used as part of a control system.

2. How does EVA give a company a more accurate picture of its profitability than does profit margin?

List three examples of torts that can arise in a business context

subject=Legal Aspects of Transportation Management

The quarterly sales data (number of book sold) for Christian book over the past three years in California follow: (You can use Excel to compute the equation)

1. Construct a line graph showing the pattern of Christian book sales. Please make sure ‘time/quarter’ is represented by the horizontal line and ‘quarterly sale’ is represented by the vertical line. What type of pattern exists in the data?

2. Use the following dummy variables to develop an estimated regression equation to account for any seasonal effects in the data: Quarter1=1 if the sales data point is in Quarter 1, otherwise Quarter 1=0; Quarter 2=1 if the sales data point is in Quarter 2, otherwise, Quarter 2=0; Quarter 3=1 if the sales data point is in Quarter 3, otherwise Quarter 3=0. 3.

3. Compute the quarterly forecasts for next year.

4. 4. Let t=1 to refer to the observation in quarter 1 of year 1; t=2 to refer to the observation in quarter 2 of year 1;,,,, and t=12 to refer to the observation in quarter 4 of year 3. Using the dummy variables defined in part (b) and t, develop an estimated regression equation to account for seasonable effects and any linear trend in the time series. Based upon the seasonal effects in the data and linear trend, compute the quarterly forecasts for next year.

1. break down a television set into the 5 inventory categories (raw materials, work-progress, finished goods,goods in transit, annd returns)

Definition of competitive advantage and the relationship with strategic formulation.

A leader's level of emotional intelligence may play a particularly important role in leadership:

Explain customer relationship management systems and show how Facebook could use it to understand their customer’s needs and discuss whether Facebook has improved having a satisfying social life or undermined people offline relations (400 words)

R. C. Coleman

R. C. Coleman distributes a variety of food products that are sold through grocery store and supermarket outlets. The company receives orders directly from the individual outlets, with a typical order requesting the delivery of several cases of anywhere from 20 to 50 different products. Under the company's current warehouse operation, warehouse clerks dispatch order-picking personnel to fill each order and have the goods moved to the warehouse shipping area. Because of the high labor costs and relatively low productivity of hand order picking, management has decided to automate the warehouse operation by installing a computer-controlled order picking system, along with a conveyor system for moving goods from storage to the warehouse shipping area.

R. C. Coleman's director of material management has been named the project manager in charge of the automated warehouse system. After consulting with members of the engineering staff and warehouse management personnel, the director compiled a list of activities associated with the project. The optimistic, most likely, and pessimistic times (in weeks) have also been provided for each activity.

Develop a report that presents the activity schedule and expected project completion time for the warehouse expansion project. Include a project network in the report. In addition, take into consideration the following issues:

1. R. C. Coleman's top management established a required 40-week completion time for the project. Can this completion time be achieved? Include probability information in your discussion. What recommendations do you have if the 40-week completion time is required?

2. Suppose that management requests that activity times be shortened to provide an 80% chance of meeting the 40-week completion time. If the variance in the project completion time is the same as you found in part (1), how much should the expected project completion time be shortened to achieve the goal of an 80% chance of completion within 40 weeks?

3. Using the expected activity times as the normal times and the following crashing information, determine the activity crashing decisions and revised activity schedule for the warehouse expansion project:

1.The roles of Human Resources Managers (HRM) have metamorphous over the years to a more strategic function. Identify and explain all of the strategic functions of HRM and discuss the relevance to the Firm.

2. Discuss how the Organization can develop a robust marketing strategy
3. What exactly is a strategy and what does the implementation entail.
4. Change in the organization is very important yet complex to implement in the Company, discuss