Fynn enters into a contract to sell Toby his 1999 Commodore for $3,000. During negotiations leading up to the contract Fynn assured Toby that there was no rust in the car.
Examine the following three situations and:
1. Where three weeks pass before Toby accepts Fynn’s offer?
2. Where Fynn works as a salesperson at a local used car yard?
3. Where Fynn and Toby write down all the things they have agreed to (including the no-rust assurance) on a sheet of paper that neither sign?
In: Operations Management
Why are agile methodologies generally not suitable for hardware-based projects as opposed to software projects?
In: Operations Management
Our idea is a platform that includes services to online shoppers who do not have visa we pay instead of them when they transfer money to us by transferring money through local bank also shoppers they have a problem in some websites that do not ship outside the United States we will provide addresses in America receive shipments and then ship them here.
writhe the five competitive forces model for this idea :
In: Operations Management
a) In a transportation algorithm, explain the meaning of an improvement index that is equal to zero in the final iteration (optimal solution). (1 point)
b) In a minimization transportation problem, explain the meaning of an improvement index that is equal to 5. (1 point)
c) In a transportation algorithm, explain what happens when the solution to a transportation problem is degenerate (number of used cells < number of columns + number of rows -1). (1 point)
In: Operations Management
A fundamental assumption of administrative reformers in the late 1800s and early 1900s was that politics could have only adverse affects on administration. How valid is that belief? How, and to what extent, do current administrative structures and practices reflect that assumption? And do you see politics as a contructive force in governance?
In: Operations Management
For the following systems discuss the advantages and disadvantages of using an agile approach (for the software components):
a) Pet store POS system
In: Operations Management
In: Operations Management
enhancing and optimizing customer retention and loyalty is a major business strategy . Explain why , and list two example of companies which follow this strategy.
In: Operations Management
There's a 5 step process in risk management. What are they? Comment on them.
Please no handwritten answers.
In: Operations Management
Describe the alignment between the three different types of business strategies and its association with HRM strategies and functions. What business strategy has Xiaomi adopted and how would this strategy impact their SHRM approach? ( should apply on Xiaomi about 600 words)
In: Operations Management
Please describe Walmart business environment and challenges the company faces in at least 2 pages.
**Please include sources**
In: Operations Management
A pharmacist has been monitoring sales of a certain over-the-counter pain reliever. Monthly sales during the last 15 months were:
Month |
Number sold |
Month |
Number sold |
Month |
Number sold |
||
1 |
36 |
6 |
49 |
11 |
52 |
||
2 |
38 |
7 |
50 |
12 |
55 |
||
3 |
42 |
8 |
49 |
13 |
54 |
||
4 |
44 |
9 |
52 |
14 |
56 |
||
5 |
48 |
10 |
48 |
15 |
57 |
In: Operations Management
GLOBAL BUSINESS AND STRATEGY
Impact of Culture on Business – Deloitte Insights The importance of culture is readily apparent when things go wrong. When two large companies merged last year, for example, it became clear that one company had a culture of “low cost” while the other had a culture of “quality service.” Employees received mixed signals for months until the new management team took the time to carefully diagnose and redefine many business processes throughout the company. Given the importance of culture and the consequences of cultural issues, many companies are proactively defining culture and issuing culture “manifestos.” The Netflix culture presentation, often used as an example, has been downloaded more than 12 million times since 2009. The presentation clearly describes a culture that combines high expectations with an engaging employee experience: Generous corporate perks such as unlimited vacation, flexible work schedules, and limited supervision balance a strong focus on results with freedom and appreciation for the expected achievement. The financial services industry, still restoring its brand after the 2008 financial crisis, is sharply focused on culture. One organization is using a variety of initiatives to help employees understand “how the bank does business,” including offering speaker series on topics such as compensation packages, customer satisfaction, and maintaining regulatory standards. Citigroup has an entire committee focused on ethics and culture and has implemented a series of web-based videos detailing real workplace ethical dilemmas.
America is focusing its corporate culture transformation on
encouraging employees to report and escalate issues or concerns, as
well as incorporating a risk “boot camp” into their current
training. Wells Fargo is increasing its efforts to gather employee
survey feedback to understand current trends and potential areas of
weakness in its culture. A new industry of culture assessment tools
has emerged, enabling companies to diagnose their culture using a
variety of well-established models. Yet despite the prevalence of
these tools, fewer than 12 percent of companies believe they truly
understand their culture. That’s where HR can help. As businesses
try to understand and improve their culture, HR’s role is to
improve the ability to curate and shape culture actively. An
organization’s capabilities to understand and pull the levers of
culture change can be refined and strengthened. HR has a natural
role to play in both efforts. As operations become more distributed
and move to a structure of “networks of teams,” culture serves to
bind people together and helps people communicate and collaborate.
When managed well, culture can drive execution and ensure business
consistency around the world. HR has an opportunity to assume the
role of champion, monitor, and communicator of culture across, and
even outside, the organization. Once culture is clearly described,
it defines who the company hires, who gets promoted, and what
behaviours will be rewarded with compensation or promotion.
Nordstrom has formed a People Lab Science Team in an effort to
define and curate a culture that will attract top talent and enable
the retailer to compete with tech companies such as Tableau and
Microsoft. The team takes a multidisciplinary approach to designing
programs to define and reinforce Nordstrom’s culture. Starbucks
analyzed thousands of social media entries to gain an objective
view of its culture through the eyes of its employees and take
specific actions to reinforce its cultural strengths and address
cultural weaknesses. Securitas Belgium has defined the behaviors
associated with its vision for culture, performed an analysis of
its current state, and developed a detailed, measurable change plan
for 150 of its managers. Software giant SAS was recently rated the
best place to work by the Great Place to Work Institute. It is also
highly successful, with 37 consecutive years of record earnings (it
earned $2.8 billion in 2012). SAS has identified trust as a
critical cultural attribute and regularly surveys its employees on
elements of trust: communication, respect, transparency, and being
treated as a human being. Once an organization develops a clear
understanding of its culture and decides on a direction for
cultural change, it is critical to move rapidly from analysis to
action. Moving from talking to doing is the only way to build
momentum. For companies pondering a cultural transformation, the
time to start is now—because many companies are already way
ahead.
Question 1 How do you see the cultural transformation for companies in South Africa? Comment
Question 2) Discuss the role of Religion and Education
in modern business transformation with appropriate examples.
In: Operations Management
.
NEED ANSWER ASAP / ANSWER NEVER USED BEFORE, COMPLETELY NEW ANSWER PLEASE
There are four market models: perfect competition, monopolistic competition, oligopoly and monopoly. Briefly discuss the assumptions of each of these four models and give examples of each. Explain the long run economic profit earned by each of the four. Explain how the concept of economic profit might help explain the rationale for the government’s granting of monopolies to those firms that protect their product with a patent.
ANSWER THROUGHLY 1-2 pages
COPY AND PASTE NOT ATTACHMENT PLEASE
NEEDS TO BE AN ORIGINAL SOURCE ANSWER NEVER USED BEFORE
*****NEEDS TO BE A ORIGINAL SOURCE****
In: Operations Management
In: Operations Management