A wholesale store buys 500 of their most popular coffee mugs each month. The cost of ordering and receiving shipments is $12 per order. Accounting estimates annual carrying costs are $3.60. The supplier lead time is 2 operating days. The store operates 240 days per year. Each order is received from the supplier in a single delivery. There are no quantity discounts.

6. What quantity should the store order with each order?

7. How many times per year will the store order?

8. How many operating days will elapse between two consecutive orders?

9. What is the reorder point if the company wishes to carry a safety stock of 10 mugs?

10. What is the store’s minimum total annual cost of placing orders & carrying inventory?

Define the following four strategic factors in developing an IMC Execution planning strategy

Reach:

Frequency:

Continuity:

Engagement:

Discuss how the following trends are changing the skill requirements for managerial jobs in the United States.

1. Increasing use of social media
2. Increasing international competition
3. Increasing work-family conflicts?

Planning for and Recruiting Human Resources

1. Why do organizations combine statistical and judgmental forecast of labor demand, rather than relying on statistics or judgments alone? Give an example of a situation in which each type of forecast would be inaccurate.
2. Give an example of a personnel policy that would help attract a larger pool of job candidates. Give an example of a personnel policy that would likely reduce the pool of candidates. Would you expect these policies to influence that quality as well as the number of applicants? Why or why not?
3. How can organizations improve the effectiveness of their recruiters?

For the given transportation problem, formulate a linear program with objective function and constraints. Solve using the excel sleeve, provide the optimal transport cost.

Imagine that we have three bakeries and three stores. the three stores require 23 dozen, 17 dozen, and 20 dozen loaves of bread, respectively, while the three bakeries can supply 18 dozen, 15 dozen, and 22 dozen loaves, respectively. The unit transportation costs are provided in the table below:

Provide the LP formulation (only the objective function and one supply and one demand constraint) and solve to optimal using Excel.

Recently the US has undergone much impromptu and economic change due to the Covid-19 pandemic. Many businesses and industries have been faced with change as a result. In a one page double-spaced essay, provide at least 2 examples of resistance to change in which you may have witnessed in the workplace or a local business which you often frequented, also give 2 examples of how businesses and industries have adapted in order to stay afloat and continue to provide jobs during the crisis.

I think I have this figured out, but need a double check... Thank you

Here is the question:

Regional distributors are currently using continuous review inventory policy. Compute and describe their inventory management policy and associated cost. Ignore inbound and outbound transportation cost. Provide answers and calculations for order quantity, demand during lead time, safety stock, average inventory level, inventory holding cost per week, ordering cost per week, and total cost per week.

The service level is 90% and the average lead time is 2 weeks.

Here is the style I used to answer.

Supporting info:

5.   Describe the idea of organizations as political agents and political arenas.

Book - Organizations as Political Arenas and Political Agents Ch11

Here is Ch11 -

please help me to find the answer

Sam Walton started his merchant career in 1945 as proprietor of the second-best variety store in a small rural Arkansas town. From that humble beginning, he built the world’s largest retail chain. With more than 2 million “associates,” Walmart became the world’s largest employer and, for both better and worse, one of the most powerful companies on the globe. More than 90 percent of American households shop at Walmart stores every year, expecting the company to keep its promise of “always low prices” (Fishman, 2006). Walmart’s subtle and pervasive impact is illustrated in a little-known story about deodorant packaging. Deodorant containers used to come packed in cardboard boxes until Walmart decided in the early 1990s that the boxes were wasteful and costly—about a nickel apiece for something consumers would just toss. When Walmart told suppliers to kill the cardboard, the boxes disappeared across the industry. Good for Walmart had to be good enough for everyone. The story is but one of countless examples of the “Walmart effect”—an 217 Reframing Organizations: Artistry, Choice, and Leadership, Sixth Edition. Lee G. Bolman and Terrence E. Deal. 2017 by John Wiley & Sons, Inc. Published 2017 by Jossey-Bass. WEBC11 umbrella term for multiple ways Walmart influences consumers, vendors, employees, communities, and the environment (Fishman, 2006).

Yet, for all its power and success, Walmart has struggled in recent years to cope with an assortment of critics and image problems. The company has been accused of abusing workers, discriminating against women, busting unions, destroying small businesses, damaging the environment, and bribing government officials in Mexico and elsewhere. Circled by enemies, it has mounted major public relations campaigns in defense of its image.

Like all organizations, Walmart is both an arena for internal conflict and a political agent or player operating on a field crammed with other organizations pursuing their own interests. As arenas, organizations house an ongoing interplay of players and agendas. As agents, organizations are powerful tools for achieving the purposes of whoever calls the shots. Walmart’s enormous size and power have made its political maneuvers widely visible; almost everyone has feelings about Walmart, one way or another. The company’s historic penchant for secrecy and its secluded location in Bentonville, Arkansas, have sometimes shielded its internal politics from the spotlight, but tales of political skullduggery still emerge, including a titillating story about a superstar marketing executive who was fired amid rumors of an office romance and conflict with her conservative bosses. The same year also spawned the strange tale of a Walmart techie who claimed he’d been secretly recording the deliberations of the board of directors. Walmart has historically resisted any efforts to unionize its workers, but in the fall of 2012, the company had its first experience with strikes by workers in multiple cities. Ambivalent shoppers told reporters that they sympathized with the workers but still shopped at Walmart because they could not afford to pass up the low prices.

This chapter explores organizations as both arenas and political agents. Viewing organizations as political arenas is a way to reframe many organizational processes. Organization design, for example, can be viewed not as a rational expression of an organization’s goals but as a political embodiment of contending claims. In our discussion of organizations as arenas, we examine the political dimensions of organizational change, contrasting directives from the top with pressures from below. As political agents, organizations operate in complex ecosystems—interdependent networks of organizations engaged in related activities and occupying particular niches. We illustrate several forms that ecosystems can take—business, public policy, business-government, and society. Finally, we look at the dark side of the power wielded by big organizations. We explore the concern that corporate giants represent a growing risk to the world because they are too powerful for anyone to control

ORGANIZATIONS AS ARENAS -

From a political view, “happily ever after” exists only in fairy tales. Today’s winners may quickly become tomorrow’s losers or vice versa. Change and stability are paradoxical: Organizations constantly change and yet never change. As in competitive sports, players come and go, but the game goes on. In the annals of organizational politics, few have illustrated these precepts as well as Ross Johnson, who once made the cover of Time magazine as an emblem of corporate greed and insensitivity. In Barbarians at the Gate, Bryan Burrough and John Helyar (1990) explain how.

31.          Strategy is

                1. a central complex secret               2. A staff responsibility       

                3. A tactical weapon

                4.a unifying definition of the business            5. Defined by financial goals

32.          Synergy often results in cost saving from

                1. Layoffs               2. The Value proposition   3. Corporate creativity        

                4. Ethical sensitivity                             5. Customer reduction

                                                              \                                                               

Mark Smith was the Widget division manager.     His was the largest of 5 divisions of International Widgets and Things. The other divisions made parts his division used or used his widgets to make more complex products. A major African supplier was the sole source of an essential raw material. This supplier was attacked by terrorists. Mark was not sure he could maintain his widget’s unique broad market quality appeal without the materials from Africa. The Marketing manager suggested that a new group of consumers could be reached by the internet who would buy widgets without the African materials if they could be made the cheapest in the industry. (Us this case to answer Questions 33-37)

33.          The internet in this case creates a

                1. buyer                 2. low Barrier to entry        3. Channel

                4. Related              5. Substitute

34.          The African supplier would be in the Porter model

                1. a buyer              2. A segment         3. Powerful

                4. Related              5.a substitute

35.          The marketing manager is suggesting switching from a _______ to a __________ strategy

                1.Focus to Differentiation.                 2. Differentiation to Cost   

                3. Related to Unrelated

                                4. Retreat to stability                           5.Star to $ cow

36.          In the Grand strategy model, International Widgets and Things is

                1. a matrix organization    2. Dominant            3. An Analyzer

                4. Unrelated         5. vertically integrated

37.          At the Corporate level, International Widgets and Things is organized

                1. simply                2. Functionally      3.Divisionally

                4. As a Matrix        5. As a.Combinatorally S Corp

Re-write the following resignation letter in a professional and etiquette manner

Hey boss:

Finally, is the hour that I has dreamed about 4 years ago where I inform you that I must resign immediately from my position as a counselor.

Three weeks ago, my supervisor informed me that you were criticizing my latest behavior and that you have accused me with violations of company policy by ignoring your orders. But it seems that you have forget that I am a human bean not your slave, and dictatorship atmosphere you eventually destroy you and you foolish employees.

I really regret for every hour I have spent at your company and I will not spend any minute in transferring my files to anyone else, I am sure that you will figure them out by yourselves if you can play chess effectively.

Finally, I will give you 8 days to transfer my savings to my bank account otherwise I will sue you and go to the media for stealing my savings

Bye-bye

three reasons for why "your favorite" restaurant should use iPads ? should be answered in three solid paragraphs

Human resource plan for cafe project  

11.          In the Porter model a substitute for the products of Ozarka water (which I define as in the bottled water industry) would be:

1. Perrier Water    2. Movies           3. Generic water    

4. Hot dogs    5. Diet Coke

12.          Modern societies have evolved ethics against murder to be able to:

                1. Have different ethical values       2. Exclude more People    

                3. Build large scale societies

                                4. Grow without morals                     5. Have 14 major principles

13.          Ethical decision making is:

                1. Always a clear choice          2. Not a problem for new employees

                3. Often a tough choice among shades of gray

                4. not done often in America                           5. a step in MBO

14.          The most appropriate structure for a large consulting firm with many varied types of client projects is:

1. simple               2. centralized       3. Decentralized

                4. matrix               5. Functional

15.          A long term effort to infuse an organization with a sense of purpose and values is

                1. strategy             2. control               3. Leadership        

`               4. Profitability       5. TQM

16.          Divisional organizational structure is usually

                1. centralized        2. Functional         3. Matrix

                4. Decentralized   5. Bad for control diversification

17.          A model that gives a growth   view of the business is the __________ model

                1. Porter                2. Generic             3. Grand Strategy

                4. Financial            5. Miles and Snow

18.          Raw Materials, transportation, and parts are elements of the

                1. Business Model    2. The Financial Ratios    3. GE strategic planning

                                4. Grand Strategies                              5. The supply chain

19.          The stability category is part of the

                1. Business Model               2. The Financial Ratios        3.Porter’s Model

                                4. Grand Strategies                              5. The supply chain

20.          You are most likely to see Synergy in a company using

1 Unrelated Growth            2. Simple structure              3. question marks             

                4. Horizontal Growth         5. A Quick Ratio above 1

Implementation plan for cafe project

1. Describe why customer relationship management, or customer strategy, needs to be an enterprise-wide strategy. How would it affect each of the five principal business functions?
   1. Financial
   2. Production, logistics, and service delivery
   3. Marketing communications, customer service, and interaction
   4. Sales distribution and channel management
   5. Organizational management strategy