Questions
what are the pros and cons of staying a dominantly domestic airline company?

what are the pros and cons of staying a dominantly domestic airline company?

In: Operations Management

Essay Questions for Business Communication ( answer should fill about one single-spaced page, times new roman...

Essay Questions for Business Communication ( answer should fill about one single-spaced page, times new roman 12 font, for a total of about 500 words )

1. What lessons about group work will you take away for the future, and how can you connect them to your professional goals?

In: Operations Management

why cost estimation is an important part of a project plan for coffee shop project

why cost estimation is an important part of a project plan for coffee shop project

In: Operations Management

How and when do you use the Monte Carlo analysis? Does it have anything to do...

How and when do you use the Monte Carlo analysis? Does it have anything to do with understanding the probability of a risk occurring as well?

In: Operations Management

For this assignment, you will write a paper explaining employee vs. independent contractor classifications using the...

For this assignment, you will write a paper explaining employee vs. independent contractor classifications using the Madrid and Berne case scenario provided below.

Scenario:

Madrid and Berne is a top-rated accounting firm with offices in Phoenix and Tucson. Madrid and Berne wanted to provide bookkeeping as an additional service to its clients. It has hired Joan Newman Business Services, with offices in Phoenix, Flagstaff, Tucson, and Yuma, to perform contract bookkeeping services for Madrid and Berne clients who request and need such services. Madrid and Berne entered into an independent contractor agreement with Joan Newman Business Services that states that Joan is an independent contractor and agrees that her business is an independent contractor of Madrid and Berne.

After entering in to the agreement, Joan worked only on jobs assigned by the employer and was paid a commission for the work. The commission was based on the fees determined by Madrid and Berne and paid by the clients to Madrid and Berne. Joan was paid on a weekly basis. She used available and unused office space at Madrid and Berne, along with Madrid and Berne's equipment and supplies. This made it easier for clients to utilize Joan's services and to be familiar with the offices. Madrid and Berne reviewed Joan's work and was able to return faulty work to Joan for corrections before it delivered the work to the clients.

Provide a written analysis of the rules for distinguishing between employee and independent contractor.

Determine whether Joan should be treated as an employee or independent contractor.  

What are all the key factors for determining classification in the scenario above? Use the concepts that have been presented so far in the course and your own research for this case study.

In your conclusion, explain which classification you believe applies to Joan—employee or independent contractor.

In: Operations Management

What are the duties and obligations of a corporate officer in general and have the IBM...

What are the duties and obligations of a corporate officer in general and have the IBM CEOs conformed to those duties and obligations in terms of the geographic staffing of their employees?

In: Operations Management

As a trainer, what would your role be in a self-directed learning program?

As a trainer, what would your role be in a self-directed learning program?

In: Operations Management

Foothills Athletics is an athletic facility offering services in the greater Highlands Ranch, Colorado, area. All...

Foothills Athletics is an athletic facility offering services in the greater Highlands Ranch, Colorado, area. All property owners living in Highlands Ranch are members of the Recreation Function of the Highlands Ranch Community Association (HRCA). Foothills Athletics consists of a recreation facility where residents have the opportunity to participate in athletic activi- ties, enroll their children in day camp or preschool, or participate in an HRCA program.
Personnel: Foothills Athletics has a number of employees, primarily fitness course in- structors and administrative personnel (e.g., billing clerks, equipment managers, etc.). Records are kept on each employee, past and present, detailing employee name, address, phone number, date of hire, position, and status as either a current or former employee. Employees are assigned a unique four-digit Employee ID number when they are hired.
Members: When joining the Foothills Athletic center, individuals are assigned a unique four-digit Member ID number. This information along with their name, address, phone number, gender, birth date, and date of membership are recorded. At the time of enroll- ment, each member decides on one of three available membership types along with a fixed membership fee: Platinum ($400), Gold ($300), and Silver ($200). This is a one-time fee that establishes a lifetime membership.
Facilities and Equipment: Foothills Athletics has a variety of facilities and equipment choices. Each facility has a unique room number and a size limitation associated with it. Some of the rooms contain pieces of exercise equipment; all have a serial number (pro- vided by its manufacturer) that is used for inventory purposes. In addition, for each piece of equipment, purchase date and the date of its last maintenance are recorded. Each piece of equipment belongs to a specific equipment type, such as stair master machine, and is assigned a unique three-digit identification number. The description, the manufacturer’s model number, and the recommended maintenance interval for that model of equipment are also kept on file. Each equipment type is associated with a single manufacturer that is referenced by a unique two-digit manufacturer ID number. Additional information main- tained on each manufacturer is the company name, address, and phone number.
The Task: You have been hired to assist Foothills Athletics with creating a database structure that will incorporate all the features and business rules mentioned above. You should start out developing an ERD and then proceed to create a normalization structure in 3NF.

In: Operations Management

Q1. Develop a Marketing Plan for Target Corporation. Define the SWOT analysis for Target Corporation. Q2....

Q1. Develop a Marketing Plan for Target Corporation. Define the SWOT analysis for Target Corporation.

Q2. Analyze the Micro and Macro environment of the Target Corporation.

In: Operations Management

compare the amazon , eBay , walmart e-commerce business models which is the strongest and why...

compare the amazon , eBay , walmart e-commerce business models which is the strongest and why please explain your answer.

In: Operations Management

What are some pitfalls of selecting an EHR? How would you evaluate vendor proposals? Should information...

What are some pitfalls of selecting an EHR? How would you evaluate vendor proposals? Should information provided by vendors be accepted at face value? Why or why not? Is the product of the implementation process more important to success?

In: Operations Management

Compare and contrast the MS-DRG and APR-DRG systems. What inferences can you draw from the information...

Compare and contrast the MS-DRG and APR-DRG systems. What inferences can you draw from the information you uncovered on these two payment systems in the context of paying for performance?

In: Operations Management

Exterior threats of a restaurant

Exterior threats of a restaurant

In: Operations Management

List 5 sources of applicants that you consider to be the top sources organizations turn to...

List 5 sources of applicants that you consider to be the top sources organizations turn to when recruiting. For each source, identify needs specific to the source, as well as pros and cons of using the source for recruitment.

In: Operations Management

discuss what you think is the best or worst part of pepsi americas channels of distribution

discuss what you think is the best or worst part of pepsi americas channels of distribution

In: Operations Management