What will the Border of the future look like? Will there be a physical "border?"

Discuss technology's impact on border security.

In the future, will Border Patrol Agents spend more time in a UAV (drone) trailer than on horseback patrol?

Discuss the future, both in North America and worldwide.

How have you incorporated the skills of critical thinking throughout the semester? Did this workshop change your approach? Please provide a summary (not 2 sentences) of your experience and how you could have done it differently using these new skills. The workshop that I had was about Workbased Learning-Critical Thinking it was a power point.

List the top few leaders (at least 4) at a company that will be involved in the product marketing of a dessert/cake bakery company: List the Title and 1 or 2 sentence description of how they will be involved.

Create a SWOT analysis for K-Mart/Sears, prioritize and quantify each point

Q1: Golden Gopher Airline issues thousands of aircraft boarding passes to passengers each day. In some cases a boarding pass is spoiled for various reasons and discarded by the airline agent before the final boarding pass is issued to a customer. To control the process for issuing boarding passes, the airline has sampled the process for 100 days and determined the average proportion of defective passes is .006 (6 in every 1000 passes are spoiled and discarded). In the future, the airline plans to take a sample of 500 passes that are issued each day and calculate the proportion of spoiled passes in that sample for control chart purposes.

• A. What is the sample size (n) for this problem? Is it 100, 500, or 1000? Explain the significance of the 100 days used to determine the average proportion defective.
• B. Calculate the CL, UCL, and LCL, using three standard deviations for control purposes.

Colonial State College is considering building a new multipurpose athletic complex on campus. The complex would provide a new gymnasium for intercollegiate basketball games, expanded office space, classrooms, and intramural facilities. The following activities would have to be undertaken before construction can begin:

1. Which project network is correct?
   

   (i)		(ii)
   (iii)		(iv)

   
   
   
2. Identify the critical path.
   
   B-C-D-G-H
   
3. Develop the activity schedule for the project. If your answer is zero, enter “0”.
   
   

   Earliest

   Latest

   Earliest

   Latest

   Critical

   Activity

   Start

   Start

   Finish

   Finish

   Slack

   Activity

   A

   B

   C

   D

   E

   F

   G

   H

4. Does it appear reasonable that construction of the athletic complex could begin one year after the decision to begin the project with the site survey and initial design plans? What is the expected completion time for the project?
   
   
   
   Project Completion Time is  weeks.

Sequence the jobs shown below by using a Gantt chart. Assume that the move time between machines is one hour. Sequence the jobs in priority order 1, 2, 3, 4.

Which department is the bottleneck?

Calculate the machine utilization?

you will prepare a comprehensive 3-page proposal based In this Company HP you must find additional funding necessary to purchase the company (not just to invest), and as an owner you need to identify what innovations (think beyond the obvious) are necessary to help the company achieve an improved financial status, increased global market share, and set new goals for a 5 year growth plan. As a leader, what change initiatives would you create and why? Provide a professional rationale using evidence. Include an introduction, a conclusion, and a references page Use a minimum of 3 credible sources that are cited within your proposal. I chose HP company.And provided detail information with introductions,refernces,conclusion

Parks and Recreation: A Case Study

Pace is a beautiful, peaceful, and rapidly growing county in the heart of the Sunbelt. One winter day, Joseph Andraseli, MPA, an assistant city manager in a northeastern town, decided that he would answer an ad for the position of county manager in Pace. The county commission liked him, and he liked what he saw of the area.

At 9 a.m. on his 10th day on the job, his secretary, Meg, came into the office and said, “Mr. Andraseli, there are five park employees here waiting to see you. They seem angry.” Andraseli had a busy schedule, and besides, he was six organizational levels removed from the park employees. But he reconsidered, as he had interviewed on the notion that he had an “open-door” policy. He asked Meg to send them in.

Parks and recreation workers were among the lowest paid and least skilled workers on the county’s payroll. Their occupation most of the time involved working outdoors. These five workers, all of whom were older employees, wished to complain that their supervisor, who was much younger, always assigned them to the worst parks in the county. The younger employees, who also were “friends” with the supervisor, were able to choose the parks in which they worked. The older employees never were given any say on their assignments, and they wanted this changed.

Andraseli obviously was in a tough position. The grievance had clear overtones of discrimination and had the potential to escalate. Yet he did not want to undermine the authority of the managers and supervisors that stood between him and the five angry men seated across from him. He had not met the supervisor and had only had a limited introduction to the department director.

The union that represented the parks and recreation workers also was a possibility for these employees, but Andraseli did not want the union to represent these workers if he could solve the problem. These workers obviously had not gone through the chain of command, but what could he do to keep this from escalating?

Please answer the following questions thoughtfully on a 2 paged memo.

In this case you are Andraseli. What will you do next?

1. First, diagnose what the specific problem is. Who are the stakeholders, and what roles do they play? What assumptions or attributions are you making about the problem and the circumstances under which it occurs?

2. Second, are there secondary problems? identify the facts and what special considerations must be taken into account. What are the strategic factors that must be satisfied to solve the problem.

3. Third, determine what are the options (recommended procedures, practices, and techniques) for dealing with or solving the problem.

4. Fourth, make a recommendation or decision. These decisions need to be provided with supporting analysis and evidence that explains or justifies why the decision was made.

5. Fifth, focus on the generalizable assessment of the case study or simulation reflecting on the takeaways, lessons and insights derived from it.

Using appropriate mapping symbols develop a swim lane process map for purchasing a present for a family friend.

Make creative use of at least to decision loops and two alternate paths.

Your swim lane process map should have a minimum of four swim lanes and a minimum of twenty-five operations and decision points.

Q2: We have taken 12 samples of 400 letters each from a typing pool and found the following proportions of defective letters: .01, .02, .02, .00, .01, .03, .02, .01, .00, .04, .03, and .02. A letter is considered defective when one or more errors are detected.

A. Calculate the control limits for a p control chart.

B. A sample of 400 has just been taken, and 6 letters were found to be defective. Is the process still in control?

what is the difference between knowledge worker and learning worker? what are the characteristics of a " learning worker"? (200 minimum)

President Store Corporate operated around 300 Starbucks coffee outlets in Taiwan under a joint venture arrangement in 2013. It also ran over 2,000 of its own City Cafe outlets across Taiwan. Both enjoyed good market share and there appeared to be little cannibalization. What could be the reason for this in the competitive coffee landscape in Taiwan?

STARBUCKS

Starbucks was founded in the U.S. in 1971 and its main product was Arabica coffee beans. In 1987, Howard Schultz took over Starbucks and introduced the roasting technologies and ambience of the Italian cafe. By May 2014, Starbucks had over 23,180 stores worldwide in 64 countries. Starbucks outlets primarily sell coffee, but also offer other hot and cold beverages, pastries, sandwiches, and snacks. Starbucks introduced low calorie coffee in 2008 and instant coffee in 2009. In 2010, Starbucks started selling beer and wine in some outlets in the U.S. In 2011, Starbucks introduced the Trenta, a 31-ounce cup of coffee. Starbucks ventured into the juice bar business in 2013.

In January 1, 1988, the President Starbucks Coffee Corporation in Taiwan was officially founded as a joint venture between Starbucks Coffee International, Uni-President Enterprise Corporation, and the President Chain Store Corporation. Many people have suggested that Starbucks, as an international brand, has basically transplanted the American coffee culture into Taiwan. The concept appears to be good quality coffee at high prices to be enjoyed in a leisurely manner with friends. Coffee on offer includes cafe latte, vanilla latte, hazelnut latte, caramel macchiato, cafe mocha, and cappuccino with a price range of NT$75 (US$2.46) to NT$155 (US$5.08). However, subtle differences can be observed. The pastry cases look similar but their contents are different and include offerings such as curry chicken cannoli. There are numerous tea options including rose fancy tea, green tea, jinxuan oolong, bi luo chun, and oriental beauty (the latter three are specialty Taiwanese teas).

By 2013, Starbucks had almost 300 outlets. Over the past three years, Starbucks in Taiwan has opened 20 to 30 new stores each year, and all stores have achieved their revenue targets and contributed to 10 percent sales growth over the last few years. A research study has concluded that Western culture adoration was an important dimension in coffee consumption for Taiwanese customers at Starbucks. Overall, Starbucks engages in experiential marketing, with the consumer associating the brand with specific smells, tastes, visual elements, and sounds.

CITY CAFE

In 1986, the President Chain Store Corporation launched Cafe Americano through its 7-Eleven chain stores. In 2004, the company began to shift from the American style Americano concept to the new 24-hour Italian City Cafe concept without closing the Americano outlets already in the 7-Eleven outlets. By 2005, there were 500 CITY CAFE outlets, 1,000 in 2007, and 2,000 in 2009. Television advertising was used to build brand awareness and image. The theme used was, “The entire city is my coffee shop;” targeted at students and workers aged between 20 and 40. The concept appears to be a local coffee brand offering low priced coffee anytime and anywhere. Coffee on offer includes latte, cappuccino, and City blend, with prices from NT$25 (US$0.82) to NT$45 (US$1.48).

CITY CAFE started a Music Conservatory in the Hankyu Department Store outlet in Taipei where aspiring local singers and performers can showcase their talents. Performers in March 2014 included Taipei Soul Brothers, featuring five musicians from three different generations, and Lin Ling, a local Taiwanese girl who has been performing since the age of five.

The success of the CITY CAFE coffee bar concept has resulted in many convenience chain stores and fast food chain stores near schools, offices, hospitals, subway stations, and train stations duplicating the idea. Examples of concepts by convenience stores include Mr. Brown Coffee of Family Mart and OK Cafe of OK Mart. McDonalds also launched the McCafe.

According to a review, the coffee scene in Taiwan can be categorized accordingly:

I.      Foreign Cafe Chain

This group is currently dominated by Starbucks. They offer mainly espresso coffee at very high prices of NT$90 (US$2.95) to NT$180 (US$5.90).

2.     Specialist Cafe

This group offers excellent coffee with a large variety of beans. They have varied origins, create their own blends, and roast their own coffee. They sell beans and offer a mix of espresso and brewed coffee. The baristas are experts and know their coffee in a passionate way. Prices of their coffee range from NT$60 (US$1.97) to NT$150 (US$4.92). Examples of such cafes are Orsir and Mojo Coffee in Taichung.

3.     Specialist Cafe Chain

This group offers excellent coffee but with a more limited range. They sell beans and offer mainly espresso, though they do have limited brewed coffee options. They have trained baristas, and the price range is NT$30 (US$0.98) to NT$70 (US$2.30). Examples of such cafes include Wilbeck in Taipei and Cama Cafe across Taiwan.

4.     Taiwanese Cafe

This group serves a variety of coffee from different regions in Taiwan. The cafes are operated by single owner and they roast in small batches. They are often in business for a long time (over 15 years) and they have a small group of loyal customers. They offer mainly brewed coffee, but they have espresso as well. The price range is from NT$70 (US$2.30) to NT$120 (US$3.93).

5.     Taiwanese Cafe Chain

This group serves a single unannounced blend of coffee with no other options. They serve mainly espresso though some may offer drip or brewed coffee. Some baristas may receive training but quality is uneven. The prices range from NT$35 (US$1.15) to NT$75 (US$2.46). Examples are 8S°C and Bakery.

6.     Convenience Store Coffee

This group offers bean to cup machine coffee. They use cheap Taiwanese roasts of unannounced origin. Prices range from NT$25 (US$0.82) to NT$60 (US$1.97). Examples of coffee entities in this group are City Cafe by 7-Eleven and Mr. Brown Coffee by Family Mart.

Three main groups have been identified:

Coffee Connoisseur

It is primarily interested in discovering new, high quality brews of coffee. He is very price insensitive and would frequent specialty cafes with baristas who are experts and know their coffee in a passionate way.

Café Hangout

The Café Hangout Coffee drinker values his coffee as an aspirational drink, to be drunk with a group of friends or to be seen consuming the beverage by others. He is relatively price insensitive, valuing the brand of the Café over the coffee type. The ambience and mood of the café is important to him. He would prefer to have food options available with his coffee as well. This group is a mix of students, who visit cafes as a place to hangout or study at, and working professionals, who value the café as an informal place to relax.

Coffee Fix

The Coffee Fix Coffee drinker values his coffee as his daily sustenance, requiring the energy boost which caffeine from the coffee provides. He may drink up to several cups a day and is not overly concerned with the quality of the coffee. He is also price sensitive as he is not after a premium product.

A survey found that the Taiwanese drink coffee in the following frequencies per day: one cup-46 percent, two cups-13 percent, and various frequencies depending on day and occasions-36 percent. The most frequently consumed coffee is: latte-48 percent, Americano-19 percent, cappuccino-17 percent, cafe mocha-4 percent, others-12 percent. Their favorite coffee venue is: Starbucks-29.1 percent and City Cafe-29.1 percent. Areas in which Starbucks must improve: prices-68.1 percent, promotional offers-15.3 percent, charity activities-9.2 percent, quality-6.9 percent, and refreshments- 6.1 percent. Areas in which City Cafe must improve: quality-29.4percent, refreshments- I4.7percent, promotional offers-14.0 percent, store ambience-13.3 percent, and peripheral merchandize-9.8 percent.

Question 1 What variables should be used to segment the coffee market in Taiwan?

(please answer the question with the case study)

1. Discuss the problem of the effectiveness of capitalism to produce prosperity but its tendency to produce inequalities and greed. Do you agree or disagree with this assessment? Discuss.
2. Does the Bible support a capitalist economy or a socialist economy or neither? Defend your answer.