Dance Studio/ dance studio marketing

1. How will you distribute your products?Your own sales force? Independent sales representatives? Agents or brokers? Explain the reason you chose each one/s.
2. How will you compensate?

TOPIC- Write about the environmental factors that affect your behavior. This can include the effects of time, atmosphere or shopping. behavior.

Paragraph 1 will explore the week’s topic(s) and link it to how it influences your behavior.
Paragraph 2 will describe changes in your behavior this week, and how the behavior is changing

Paragraph 3 how you do this week? any changes and what results did you see?

(Behavior that I want to change is: I will exercise at least 4 times every week.)

Contrast the reasons for mechanistic and organic structural models.

The duration and resource usage for each activity are showed in the table below.

Assume the maximum number of painters is 1. Level the resources by following the rule "Delay the activity with the most positive slack first". Please indicate the schedule of acitivity B after leveling recources (Suppose the project begins on day 1).

Answer Options:

In the morning of Day 2

The whole day of Day 1

In the morning of Day 1

The whole day of Day 2

Daily high temperatures in St. Louis for the last week were as​ follows:

9292​,

9494​,

9393​,

9595​,

9797​,

9090​,

9393

​(yesterday).

​a) The high temperature for today using a​ 3-day moving average ​=

93.3393.33

degrees ​(round your response to one decimal​ place).

​b) The high temperature for today using a​ 2-day moving average ​=

91.591.5

degrees ​(round your response to one decimal​ place).

​c) The mean absolute deviation based on a​ 2-day moving average​ =

nothing

degrees ​(round your response to one decimal​ place).

​d) The mean squared error for the​ 2-day moving average​ =

nothing

degrees squareddegrees2

​(round your response to one decimal​ place).

​e) The mean absolute percent error​ (MAPE) for the​ 2-day moving average​ =

nothing​%

​(round your response to one decimal

place​).

Contemporary Canadian Business Law , Chapter 4 (Pg. 78) Case 4

A university operated a tavern on its premises for the benefit of its students. One student, who attended the tavern with some friends for the purpose of celebrating the end of the fall semester, became quite drunk. The tavern bartenders realized that the student was drunk around 11:00 p.m. and refused to serve him any additional alcoholic beverages. They also asked him to leave the premises. The student, however, remained and drank two additional beers that were purchased for him by his friends. Some time later, around 12 a.m., one of the bartenders noticed the student drinking and instructed the tavern bouncer to ask the student to leave. The bouncer did so, but the student refused, and the bouncer took the student by the arm and escorted him to the door. Along the hallway to the door the student was abusive and resisted leaving, but the bouncer managed to eject him from the building. A few minutes later, the student returned to the tavern and slipped by the doorman for the alleged
purpose of obtaining an explanation as to why he had been ejected. About eight feet from the door, he was apprehended by the bouncer and once again expelled from the tavern, but not without some resistance in the form of pushing and shoving and abusive language on the part of the student. In the course of ejection, the student fell against the door and smashed a glass pane in the door, which caused severe lacerations to his hand. The injury to the student’s hand required medical treatment and took several months to heal. The student brought an action against the university and the bouncer, claiming damages and claiming as well that the injury he received caused him to fail his mathematics course in the semester that followed the accident. Discuss the issues raised in this case and the various arguments that each party might raise. Render a decision.

1. What elements of a high-performance work system (Figure 9.1) does Tasty Catering seem to have?
2. Drawing from the principles in this chapter, briefly recommend one other way that Tasty Catering could maintain a high-performance work system.

The duration and resource usage for each activity are showed in the table below.

Assume the maximum number of painters is 1. Level the resources by following the rule "Delay the activity with the most positive slack first". How much slack time (in days) does acitivity C have after leveling recources?

1. What problem will an organization experience if its employees don’t fully understand what is expected of them?
2. For development purpose pf performance management, a company might search through its database of performance feedback to find employees with accomplish that make them good candidates for projects or promotions. How would specific (instead of general) feedback support this problem?

You work for the HR department of a manufacturing firm. The company has 500 employees, a significant portion of whom have long tenure in the company.

Eric Jenkins, a department manager who was hired 2 years ago, contacted you, saying that he is interested in dismissing Laura Harrison. Laura has been with the company for the past 25 years. He is concerned that Laura is not adapting well to the new technological changes that took place in the company over the past year. Plus she is always debating every point with Eric, trying to argue that “this is not how we do things around here.” Eric feels that Laura’s knowledge of the business is stale, and she is displaying strong resistance to change and innovation. He also feels that she is not respecting him because she is much older than he is. They have had performance conversations in the past, but Laura does not seem interested in improving. Eric gave Laura a 3 out of 5 (meets expectations) in her last performance review, which was about a year ago.

Your company is not unionized and does not have a formal discipline procedure.

Questions:

1. What would you advise Eric to do? Should Eric dismiss Laura? Explain your rationale. What would be the consequences of dismissing and not dismissing Laura?
2. What additional information would be helpful to you in making your recommendation about this case?
3. Let’s say you decided not to dismiss Laura in the short run. What would be your recommended action plan to solve this problem?
4. What type of procedures would be helpful to have in this company? Provide your recommendations for structural changes so that cases such as these are more easily resolved.

1.Compute the two-period and four-period moving average predictions for the data set.

a. Prepare a line graph comparing the moving average predictions against the orig-inal data.

b. Do the moving averages tend to overestimate or underestimate the actual data? Why?

c. Compute forecasts for the next 2 years using the two-period and four-period moving average techniques.

2. Use regression analysis to fit a linear trend model to the data set.

a. What is the estimated regression function?

b. Interpret the R2 value for your model.

c. Prepare a line graph comparing the linear trend predictions against the original data.

d. What are the forecasts for the next 2 years using this technique?