Agree/Disagree and Why?

Integer linear programs involve a class of problems that are modeled as linear programs with the additional requirement that one or more variables must be integer. If all variables must be integer, we have an all-integer linear program. As some, but not all, variables must be integer of a mixed-integer linear program. The cost of the added modeling flexibility provided by integer programming is that problems involving integer variables are often much more difficult to solve. (Anderson)

As discussed Bradley, Hax, and Magnati, “The linear-programming models that have been discussed thus far all have been continuous, in the sense that decision variables are allowed to be fractional. Often this is a realistic assumption. At other times, however, fractional solutions are not realistic, and we must consider the optimization problem. This problem is called the (linear) integer-programming problem. It is said to be a mixed integer program when some, but not all, variables are restricted to be integer, and is called a pure integer program when all decision variables must be integers. If the constraints are of a network nature, then an integer solution can be obtained by ignoring the integrality restrictions and solving the resulting linear program. In general, though, variables will be fractional in the linear-programming solution, and further measures must be taken to determine the integer-programming solution.”

If we drop the phrase “and integer” from the last line of this model, we have the familiar two variable linear program. The linear program that results from dropping the integer requirements is called the LP relaxation of the integer linear program. When analyzing the LP Relaxation model, it is possible use a graphical solution just as accomplished with the familiar two variable linear program. In many cases, a non-integer solution can be rounded to obtain an acceptable integer solution. It should be recognized however that rounding may not always be a good strategy. When the decision variables take on small values that have a major impact on the value of the objective function, an optimal integer solution is needed. Rounding to an integer solution is a trial-and-error approach. Another aspect of integer linear program is a result of the need to use 0-1 variables. In many applications, 0-1 variables provide selections or choices if the value of the variable equal to 1 corresponds to activities undertaken, and equal to 0 if the corresponding activity is not undertaken. (Anderson) In this application of integer linear programming, the story involving the wisdom of King Solomon comes to mind. In the story, two women came to him with one baby with each woman claiming that she was the mother of the baby. King Solomon, without knowing which woman was truly the mother of the baby, asked for a sword. Because neither one of the women would confess that she was not the mother, he ordered the baby to be cut in half and give each of the women half of the baby. The real mother who truly loved the child requested that King Solomon give the baby to the other woman so the child would not be injured. The other woman who was not the real mother said go ahead and cut the baby in half, whereupon, in his wisdom inspired by God, King Solomon realized the first woman was the true mother. In a simple example maintaining the constraint of 0 or 1, representing a whole baby or half of a baby, King Solomon was able to determine the true identity of the baby’s mother.

Integer linear program can be applied to many real-world situations such as distribution system design for shipping, business center location problems for optimum customer service, product design and market share optimization, and determining number of weapon systems for the DoD (Anderson)

How would you explain diversity in the workplace?

What are the benefits of diversity in the workplace?

Are there different ways to manage diversity in the workplace?

Challenges a supervisor face to manage workplace diversity?

Thomas Abramson is a quality control manager for Capitol-IZE Pharmaceutical Company, Inc. The company is headquartered and has its principal production facility in Indianapolis, Indiana. For several years, Capitol-IZE Pharmaceutical has been engaged in the research and development of a new cancer drug, Izerion. As part of the federal regulatory procedure for mass-marketing a new drug, Capitol-IZE Pharmaceutical applied to the Food and Drug Administration (FDA) for final approval of Izerion.

Yesterday, Abramson's supervisor informed him in somber fashion that the FDA had rejected the company's application for final approval of Izerion. Apparently, the FDA was concerned about serious side effects that manifested during the drug's clinical trials. Abramson's supervisor further advised him that next Monday Capitol-IZE Pharmaceutical is scheduled to go public with a press release concerning the FDA's rejection of Izerion.

Abramson is frantic. He owns approximately 6,000 shares of Capitol-IZE Pharmaceutical stock, and he knows that news of the FDA's rejection of Izerion will be disastrous to the company, its employees, and its shareholders. Capitol-IZE Pharmaceutical stock is currently valued at $47.50 per share, and news of the FDA's disapproval of Izerion will likely drive the stock down to one-half of its current value.

Abramson quickly runs the numbers on his calculator. A reduction of 50 percent of the stock's value would represent a personal loss of $142,500. Abramson's Capitol-IZE Pharmaceutical stock is his only retirement plan, aside from a modest pension he will receive from the company (assuming the company survives the announcement).

Abramson has a plan. Today, he will instruct his financial planner to immediately sell all 6,000 shares of his Capitol-IZE Pharmaceutical Company, Inc., stock. Abramson rationalizes his decision by assuring himself that anyone else in his position would do the same thing.

Is Thomas Abramson plan legal? Is it ethical?

Construction industry is considered as mother of all industries. It is industry of many industries. It is labor intensive and has the lowest capital cost for job creation. Pakistan is 6th largest country in terms of population with high rate of migration from rural to urban centers. According to one estimate about one-half of the households in urban area do not have their own house. There is therefore a great untapped potential for construction industry in the country The government in an effort to fulfill its promise of providing houses and creating employment opportunities has recently declared construction as an industry. It has offered several incentives to builders besides giving amnesty on investment that is the source of income will not be asked from the buyers and investors in the industry.
Required:
a-   Explain in brief the volume and value scope of construction industry in Pakistan.
b-   While explaining the economic importance highlight the socio-economic role of construction industry.
c-   Do you think that the package announced for construction industry is effective enough to boost the in industry? If yes/No, explain why?

virtual team. Chances are that you will be working some day in a virtual team, and most of you will also be assigned to be the leader of that virtual team. Chances are even greater because the corona virus has changed the world. But virtual teams are very difficult to lead because when there is no face-to-face interaction, then social dynamics do not develop (remember that listing the social dynamics [roles, norms, cohesion...] : how can a leader make a virtual team work effectively?

Question

(A) research virtual teams, so that you can understand them, (B) then develop a hypothesis on what the virtual team leader can do to make a virtual team become effective, then (C) apply your hypothesis to an example (real or imagined)

LIQUIDITY RATIOS:

1. Net working capital for Walgreens 2018 = Current Assets – Current Liabilities = 17,846 – 21,667 = $ -3,821

Net working capital for Walgreens 2017 = 19,753 – 18,547 = $1,206

2. Net working capital for CVS 2018 = Current Assets – Current Liabilities = 45,243 – 44,009 = $1,234

Net working capital for CVS 2017 = 31,229 – 30,648 = $581

Analysis: What do the results of this calculation mean in the context of Walgreens? In the context of CVS? Compare the two - why are they different? Which is better or worse?

Must be at least four sentences for the above analysis.

Date: May 1, 2012

Just a month ago, Troy was fired, and replaced with Jamaal, a three year veteran of the maintenance department. He had a good attitude and was eager to please. He was well known and popular throughout the plant. And, while a few of the maintained workers resented his new position, Jamaal was mostly well respected and provided good leadership.

After replacing Troy, the maintained department made huge strides—productivity was up in every area of the factory, due in large part to better run-times on nearly all of the machines.   While that is exactly what Patrick was looking for, he had been hearing reports of more in-fighting within the group. The same two maintenance workers that got into the physical fight a couple of months ago (refer to Part 6 of the case study) did it again. But, this time they didn’t defend each other. Instead, they blamed each other.

Interestingly, while conflict among the maintenance department was increasing, conflict among the leadership team was decreasing. Dramatically. Even though things were better, they were far from perfect. Quality was still a huge issue, and little improvement had been made in that area. Too, the scrap rate was through the roof—they threw away nearly as much steel as they used, leading to a 50% scrap rate. With the price of steel constantly on the rise, it was worrisome. More worrisome was the fact that much of the scrap was the result of the machines—while they were running, many of the steel cutters and steel benders had divots, pocks, and cracks that led to bad cuts. These bad cuts inevitably meant that nearly half of the pieces of steel being cut were being sent to the scrap heap—no one wanted to spend big money on a grill with a dent or chip.

In the last leadership meeting, Patrick expected that Janet and Jose would discuss the issue of scrap with Jamaal. Yet, when Patrick raised the issue in the meeting, neither spoke up. Patrick wondered why.

Answer the following questions:

1. First, describe your gut reaction to this scenario. What do you think?

2. Describe the conflict within the maintenance group. Why does conflict like that happen? What does the text say about it, and what are its antecedents and consequences?

3. Do you think that there is conflict within the leadership team? Describe it and explain why scenarios like that happen. What does the text say about it, and what are its antecedents and consequences?

4. Based upon what you have learned from the text, what recommendations do you have for Patrick. Be specific.

6+ sentences minimum. I will give you thumb up!

• What is the purpose of a continuous improvement program? What role does HRM play in assisting continuing improvements? In your opinion, how critical is it for an organization to prioritize (or not) these processes? Name two factors that benefit the employer and two factors that may be seen as non-beneficial to employees.

What are some outcomes/consequences of high job satisfaction?

can you identify situations in which your job attitudes directly influenced your behavior?

Research any literature/articles that address globalization and its challenges in the context of management…..Discuss in specific terms the challenges and how they are or can be overcome and their respective applicable solutions. Highlight the strategic approaches that managers develop and implement to gain a sustainable competitive advantage. Is globalization a greater challenge or threat to dynamic organizational structures than static organizational structures? Elaborate how you could device a workable method to resolving the challenges or threats. Provide logically-connected organizational management leaders who have made history in this regard.

1. What consumer market segments does Motel 6 serve?
2. What business market segments does Motel 6 try to reach?
3. Do you think the Motel 6 advertising approach is still effective?
4. What specific digital marketing/social media details should Motel 6 use and why?
5. What "alternative" marketing ideas do you have for Motel 6?

TASK

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In the contemporary management environment, mergers and acquisitions are hot topics; particularly as mergers and acquisitions are among the most commonly used strategies for growth. The pitfalls of mergers are well known and well-studied in the management literature.

Yet, there are some fundamental challenges that organisations keep stumbling over. One of them is integration. Preoccupation with due diligence and political factors surrounding merger negotiations too often leaves a crucial piece in the merger puzzle left till it is too late – integration of cultures and structures and people. It is well known today that poor results from mergers can so often be put down to people issues.

In this major assessment you are asked to analyse the following case and answer the questions below using a business report format. Further detail on the format of the business report are provided below.

Questions

Using the knowledge that you have gained from the subject up to and including Topic 9, Managing people, answer the following questions.

1. Identify and explore the potentially conflicting values in the case using relevant management theory and concepts. Contextualise your answer with reference to literature on integration problems in mergers and acquisitions, with specific reference to people issues. (Maximum 400 words)
2. Using theory and concepts from mergers and integration studies and with particular reference to structure and senior management, evaluate the process that is being applied to work out the details of the integration. Ground your answer in evidence regarding people and culture issues. (Maximum 700 words)
3. Make specific recommendations on how these issues of conflicting values can be resolved. (Maximum 500 words)
4. What process should the two senior executives and their HR teams follow to work through the detailed integration of the top management structure? (Maximum 500 words)
5. Critique the usefulness or otherwise of the management and organisational theories and practices from this subject that you have applied in analysing this case. (Maximum 400 words).

Case study: Who goes, Who stays?

HBR CASE STUDY

The merger between two pharmaceutical companies generated headlines first-and then headaches. One reason: CEO Steve Lindell has two executives for every available slot. As the stock price drops and talented people head for the exits, he must quickly decide whom to keep and whom to let go. Pass the aspirin.

The merger announcement between DeWaal Pharmaceuticals and BioHealth Labs was front-page, top-of-the-hour news. Pictures of CEO Steve Lindell and chairman Kaspar van de Velde, beaming at each other like long-lost friends at a college reunion, had appeared in newspapers around the world. DeWaal, based in the Netherlands, was an established European drugmaker, and BioHealth, head-quartered just north of New York City, had in recent years become competitive at the highest tier of the market. Both companies made and sold a wide range of drugs, from over-the counter pain relievers to AIDS medications. The new mega company, DeWaal BioHealth, would reap the benefits of scale: it would consolidate plants and staff while having more products to push through its distribution channels. Global headquarters would be in New York, but European manufacturing and sales would continue to be directed from Rotterdam. The new company's combined revenues were projected to top $8 billion.

Now, two months later, the TV cameras had moved on to a new story, and the hard labor of integration loomed. Ever since the announcement, Steve had worked tirelessly on clearing the regulatory hurdles presented by the FTC and the European Commission. And he noted with a mixture of satisfaction and relief that all signs pointed toward approval in the near future.

Yet Steve knew that the anticipated victory would be just the beginning of the game. The real challenge would lie in bringing together two very different cultures as quickly and efficiently as possible. He had to get the new company moving, and the first hurdle-it looked more like a pole vault to Steve-was selecting the top layers of management. At the moment, there were some 120 people on two continents for about 65 senior-level jobs.

Steve drained his third cup of coffee of the morning and checked his watch. Already 11AM. He'd been at the office since 6:30 and in meetings for the past three hours. Now he had an hour to prepare for his meeting with Kaspar at one of New York's finest restaurants. Steve had suggested the company cafeteria, but Kaspar had cajoled him into making the drive to the city by invoking "the need to maintain a civilized life in this frantic world of ours." The meeting's agenda consisted of one item: deciding who would fill the high-level management posts.

The Exodus

As Steve gathered up the mass of papers he would need and stuffed them into his briefcase, there was a knock on his half-open door. Alison Whitney poked her head in and said, "Hey -- got a minute?"

Alison was BioHealth's director of sales and marketing. She had shot into that position a year ago, at age 33, after establishing herself as the company's best sales rep. She had an easy, bantering relationship with Steve and was known for having her finger on the organization's pulse.

"I'm just out the door. What's up?'

"Yeah, I know, I know. You're meeting with Kaspar - that's what I need to talk with you about. I'll keep it brief."

"Fire away."

"I just have to let you know, before you make any final decisions about people, that everyone, and I mean everyone, here at corporate is terrified. Right or wrong, they think Kaspar is calling the shots. We've already lost, what, five people? And I can tell you, without naming names, that I know of three or four others who are weighing serious offers right now. Like I said, I had to let you know."

This wasn't the first time Steve had heard that people were confused about who was in charge. The question had already been raised by a handful of Wall Street analysts and a Business Week reporter. The confusion puzzled and irritated Steve. He was, after all, the leader of the bigger organization and the new company's CEO -- end of story. True, Kaspar had lost none of the drive and charisma that had made him one of Europe's most respected CEOs, but he was 62 and widely presumed to be on the road to retirement. That's why he had agreed to the position of chairman, Steve figured. But Kaspar, with his ability to charm the media, seemed to be creating the perception that he had more say in key decisions facing the new company than Steve.

The two men had worked well together during the merger negotiations. They had carefully traded off the positions at the very top of the new organization. Kaspar had insisted on having his people lead HR, operations in Europe, and global marketing; Steve, in return, had held out for COO, CFO, and head of R&D. Overall, Steve had been happy with the horse trading. The reports of tension between the two were based only on rumors, but Steve knew rumors could sometimes become facts if they are not quickly dispelled. All this flashed through his mind as he faced Alison.

Steve exhaled a big rush of air. He already knew what Alison didn't: that DeWaal's Albert Schenk, based on his extensive knowledge of global markets, was going to take over as the new company's director of sales and marketing. Steve was planning to offer Alison a job as head of U.S. marketing, but he wasn't sure she'd take it. He hated the thought of losing her.

"Look, Alison, do me a favor. Try to calm people down a little. I can guarantee you that our best people will have jobs - I'll see to it one way or another. And remember: this deal is going to be rewarding financially to the people who stay-that includes you. So a little more patience is in order. Okay?"

After a pause, Alison quietly responded. "Sure. Okay. Well" She looked a little embarrassed. "Have a good lunch, and watch out for that third martini."

Steve, who rarely drank, forced a smile. With a short wave, Alison left, and Steve realized that his heart was pounding. Four more people about to leave? That was news he could have done without. Just this morning, he had learned that a leading brokerage was downgrading BioHealth's stock from buy to hold. Steve had watched nervously in the past two months as BioHealth's stock price dipped 20% once the initial euphoria over the deal wore off. He knew that part of the drop was attributable to a general softening of the market, but stories about difficulty with the integration process had certainly contributed. As the company's stock options became less valuable to his managers, could he really be so surprised that people were heading for the exits?

Steve picked up the phone and dialed Bruce Bollinger, who would accompany him into the city.

"Bruce, you ready to roll? Let's go."

Going Nowhere Fast

Bruce had been BioHealth's head of HR. It was widely known that Bruce wasn't exactly a workaholic, but in Steve's eyes he made up for his 9-to-5 mentality in other ways. Bruce and Steve went way back. They had worked together for years, and the two played golf together every chance they got. Bruce was known for his stand-up comedy routines at company functions and his good humor on the golf course, which he treated like a second office. More important, he wasn't afraid to give his boss tough messages when he thought Steve needed to hear them, and he had a way of cutting through the baloney at staff meetings. When Kaspar had insisted on naming Christian Meyer as the head of HR, Steve had reluctantly agreed to demote Bruce to director of corporate training.

As Steve walked out of his office, he heard Brace booming down the hall at him. "Did you see that Tiger pulled out another one? I watched all 18 holes. Unbelievable."

Steve waited for him to catch up and replied, "No, no, I missed it. These days, I'm not sure I'd recognize my clubs if they fell on my big toe."

"You've got to get out more" Bruce continued to analyze Tiger's round until they ducked their heads into the car.

As they drove along, at first rapidly and then haltingly in the stop-and-go traffic of Manhattan, Steve unburdened himself to Bruce about the tough staffing decisions that lay ahead.

"You know, I don't care what the investment bankers say, I like to go with my gut. I like to look people in the eye and find out what they've really got. And I'm not that impressed with a lot of the people from DeWaal. Somehow our guys just seem to get it, and I can't get a good read on the Dutch. All right, so eight of them have left us already. They don't want to move to New York. They're fearful. Alison tells me that our people are too. I mean, I knew the headhunters would be hovering, but I can't believe they got to Sandy Allen. I always thought she would take my job someday, and what really gets me is that I negotiated hard to get the CFO job for her. Anyway, I'm sympathetic to every someone's fears and I'm trying to be as objective as possible, but ... Brace, help me out here"

Bruce looked up from the interview notes and résumés he'd been flipping through. "I think this meeting today is crucial" he said. "We've got to get resolution on our key people. Don't worry, I'll take on Meyer."

Steve hated to admit it, but Christian Meyer had become a bit of a thorn in his side. He wanted to do a lot of testing of the executives-for IQ, for emotional intelligence, for who knew what else. And he constantly talked about the fairness of the process. Steve's view was that fairness was a noble goal - and one they would strive for - but he had to look at the big picture, And speed, as the market

"We need to get on with this even if we don't make the perfect choices right now, we can fix things later. Meanwhile, we've got to consolidate where we can and get the reps up to speed on all our products."

As they pulled up to the restaurant, Bruce got in a final word. "One more thing: if I see Kaspar working his charms on you and getting the upper hand, I'll signal you by knocking over my beer."

Trouble Abroad

They had reserved a small private room at the restaurant. Steve and Bruce were on time; Kaspar and Christian, staying at nearby hotel, walked in 15 minutes later. After an exchange of pleasantries, the four sat down and ordered.

Steve, remembering what he'd been told about European corporate etiquette, held back form jumping straight to business. He reminded himself that they had the rest of the afternoon. Still, unlike his counterpart, he wasn't much for small talk -- and Kaspar's discourse ran from the fate of the euro to Quentin Tarantino, from Afro-Cuban music to the problems of reaching the world's poorest people with desperately needed medications.

That last topic, in a roundabout way, finally got them to the task at hand as the coffee arrived. Both DeWaal and BioHealth had several foreign plants, and Steve wanted to nail down which ones would remain open and who would run them.

Steve's plan for Asia went like this: they would close the DeWaal plant in Indonesia, which was redundant, and keep the BioHealth plant in Shanghai. Steve believed it was imperative to maintain a presence in China, and he was prepared to offer someone from DeWaal the number two spot there to sweeten the pill.

Meanwhile, the Dutch company had an operation in Bangalore, India, and the U.S. company had one in Bombay. The Bangalore plant was extremely efficient, and Steve was prepared-in the interests of fairness and despite his fear of seeing the headline "Lindell Caves to van de Velde (Again)" -- to close down the Bombay operation, The question was who to put in charge. The Dutch fellow -- what was his name, Peter Krug? -- had headed up the Bangalore operations for three years, and his resume was impressive. But Steve had a candidate too. Vijay Naipaul, who had been in the United States the past ten years since coming to business school from Delhi, was an ambitious and talented executive. If not for the merger, Steve would have put him in charge of operations at the Bombay plant. Being in charge of India would be his dream job, and Steve had been told by his COO that Vijay might walk if he get the job. Steve hoed that Kaspar wasn't too attached to Krug.

He quickly laid out his thoughts on Asia, hoping to move on to the touchy question of R&D management.

Kaspar looked up from his espresso and broke into a broad grin. "Oh dear, Steve, what are you saying. You know they will have my head in Rotterdam if we close the Indonesia plant-ties to the former colonies and all that. And you know, there are outstanding people running that plant. Really and truly! As for India, well, yes, by all means close the plant, but can we decide so quickly who will run the remaining one? Christian tells me we have a ways to go in the process of deciding such matters -- isn't that so, Christian?"

Steve jumped in . "Well, I'm sure we could find another spot for Krug. Perhaps if he and Naipaul were co-leaders of the Bombay plant...."

He was interrupted by the sound of a beer bottle falling to the floor.

legal aspects of engineering

1. What remedies are available to a seller if the buyer refuses to pay for goods the buyer has accepted?

2. Describe the relationships between the parties to a construction contract.

3. What are the inherent advantages of standardized specifications?

4. Why must real estate transactions be recorded?