Discuss different types of statistical techniques or methods suitable for a research proposal??

Explain the concept of tripartite relationships. Identify the parties of such a relationship for the municipality. Discuss how these parties balance the interest of each of the tripartite members, using an appropriate and recent example (ideally something that has been reported on in the media)

Net-fast is designing a paid video streaming app. The target platform would be desktop computer running Windows 10. There are different types of videos for the subscriber to choose from, for example: Hollywood movies, Asia movies, American TV dramas and Classic TV series

(a) The users can select multiple genres of video types to be included in their ‘favorite list’. Among the following navigation styles (Binary menu, Check boxes, Radio buttons and Grid menus), which style is the best to support this function? Why?

(b)The frequent users found the menu designs is too slow for repeated selections. Suggest TWO ways to improve the performance for the frequent users.

Is it possible that anyone has a sample of an international export contract or if not does anyone know have tips how to create one?

Use the media articles, official websites and government reports to describe your planning and controlling issue related to the Australian bushfires (3-5 paragraphs). Maximum 400 words. Be sure to explain how the issue you identified relates to planning and controlling. This section must not contain more than 10% of direct quotes from the media articles and other documents (i.e. 400 words).

. Input the Restaurant menu problem into your generic linear programming spreadsheet and confirm the solution given (or prove it wrong).

How Do Restaurants Use Linear Programming for Menu Planning?

Linear algebra helps restaurants earn a profit.

Restaurants use linear programming for menu planning. It uses basic algebra to optimize meal production and thereby increase restaurant profits. Linear algebra reflects a direct relationship between an increase or decrease in food resources, and an increase or decrease in meal production. For example, if the kitchen has only half its needed supply of cream base, then it can only prepare half its normal amount of cream soups. Additionally, management can determine the cost of preparing different menu items to decide how many of each menu item to prepare for optimal profit.

Weekly Meal Planner

Step 1

Choose the decision variables that apply. In this example, a restaurant needs to produce 250 of its dinner specials per day, one with meat and the other vegetarian. The decision variables are the number of meals and the different menu names (i.e., porterhouse steak and spinach lasagna).

Step 2

Choose the objective for the restaurant. Normally, the objective is to determine how many of each menu item to prepare that meets the required number of meals yet stays within budget, so this is the objective for the example shown. However, the objective will be the quantity of physical supplies on hand, if there is a shortage of a particular ingredient that several menu items use, such as tomato sauce. Then management can determine how to get the largest number of meals with the quantity of tomato sauce on hand.

Step 3

Choose the constraints on menu production, which is the day’s monetary budget to produce a specified number of meals. For example, a restaurant has a $1,000 budget for that day’s two dinner specials, and it must prepare 250 meals that cost different amounts to prepare. It cannot spend more than $1,000 and still earn a profit.

Step 4

Choose the two dinner specials, such as porterhouse steak and spinach lasagna. For this example, the porterhouse steak costs $7 to prepare and the lasagna dinner costs $3. The steak is designated as “S” and the lasagna as “L."

Step 5

Calculate how many steak dinners the restaurant can prepare for $1,000: S + L = 250 meals. 7S <= $1,000 S <= $1,000 / 7 = 142.85 S = 142 meals for $1,000 (The restaurant cannot serve 85/100 of a meal, so that amount is dropped.)

Step 6

Calculate how many lasagna dinners the restaurant can prepare for $1,000. 3L <= $1,000 L <= $1,000 / 3 = 333.33 L = 333 meals for $1,000

Step 7

Calculate the ratio: 142S divided by 333L = 42 percent (drop the decimals). This means that 42 percent of the meals should be steak dinners. Conversely, 58 percent of the dinner specials should be spinach lasagna.

Step 8

Calculate the number of steak dinners the restaurant can prepare on its budget: 142S times 42 percent = 59 steak dinners (drop the decimals)

Step 9

Calculate the number of spinach lasagna dinners the restaurant can prepare on its budget: 333L times 58 percent = 193 lasagna dinners.

Step 10

Verify the quantity of meals: 59 steak dinners plus 193 lasagna dinners = 252 meals. Since the restaurant only has to prepare 250 meals, it is under budget, which means increased profit.

Step 11

Verify the cost: 59 steak dinners times $7 equals $413. 193 lasagna dinners times $3 equals $579. $413 + $579 = $992, which is under budget.

Harry, Liam and Zayn have formed a business partnership. They own and manage a winery in the Adelaide Hills called One Direction. Zayn makes the wine. Harry and Liam are responsible for running the business and the cellar door.   They hold a meeting, and all decide to spend some money refurbishing the cellar door with new tables, chairs and lighting.    When they started the winery, they dealt with Niall who gave them a great deal on the original furniture at his business Best Restaurant Buys (BRB) and since then purchased additional lighting from him.
Both Harry and Zayn visit the shop, having all agreed on a maximum dollar amount to be spent on the refurbishments. They choose a particular set of tables and chairs and order the required number. Following this purchase, Harry leaves town for his annual, month long holiday.
Meanwhile when Zayn calls into Best Restaurant Buys the following day, he notices some chairs were upholstered in leather instead of the vinyl which he and Harry had chosen. Even though they cost more than five times the chosen chairs, taking the cost well over the agreed amount, Zayn changes the order and purchases these for the cellar door, as he thinks they would give the cellar a much more ‘up-market’ look. He does not inform Liam and thinks he should not bother Harry on his holiday.
When Harry returns and he and Liam see the amount owing for the new furniture, they are furious with Zayn and claim that Zayn had no authority to change the order and will have to pay the extra amount himself. Liam adds that as he had nothing to do with the choice of chairs, he is not liable. With business being a bit slow, and with the other refurbishment costs, the partnership funds are too low to pay the extra amount.
Zayn argues the furniture is for the partnership and, in any case, he now has no money. Zayn and his wife Gigi were in the process of separating and Zayn reveals that Gigi has taken all their money from their bank accounts. Best Restaurant Buys has threatened to sue all three if payment is not made immediately.
Using the Partnership Act 1891 (SA) and relevant cases, discuss the legal issues relevant to the partnership explaining who is liable for the debt.

How real organisations and managers deal with planning and controlling in practice？（300 words）

The Chief Information Officer wants to ensure they are investing properly in information assurance. What are some metrics should the Chief Information Security Officer advise the organization monitor? How would these metrics help to identify the cost / benefits, or the return on investment?. What are some caveats that might exist to the metrics you suggest? ( the course is called cybersecurity management)

Suburban Homes Construction Project Quality Management Plan (QMP)

Prepare a quality management plan using the elements described in the PMBOK 6e (Section 8.1.3.1) for the Suburban Homes Construction Project.

Content (90 points) Over the course the semester you’ve become familiar with the project and as part of the overall project management plan, a quality management plan is needed to communicate how quality will be met to the satisfaction of each stakeholder involved in a typical residential construction project.

You should perform research on quality standards associated with residential construction to determine applicable standards. At least four (4) quality objectives associated with the project should be defined.

As part of the section on quality tools, include a separate appendix with at least three (3) quality tools that will be used as a part of the project. These can be drawn from: 1) flow charts, 2) check sheets, 3) Pareto diagrams, 4) histograms, 5) control charts, 6) scatter diagrams, 7) affinity diagrams, 8) process decision programs charts, 9) interrelationship digraphs, 10) tree diagrams, 11) prioritization matrices, 12) activity network diagrams, 13) matrix diagrams, 14) inspections, and 15) statistical sampling.

Last, about 1/3 of the plan should be devoted to major procedures relevant for the project for dealing with non-conformance, corrective actions procedures, and continuous improvement procedures.

If information needed to complete a QMP is not explicitly stated in the scenario description or other project artifacts you’ve created or collected for this scenario in the past units, then develop (make-up) the information you need to complete the plan. Use tables and illustrations as needed to convey information.

The plan (excluding the separate appendix) should be approximately 4 to 5 pages.

1. Risk management tools must be developed or modified according to need. Describe the features of a good risk management tool.

2. What conditions might trigger re-development or modification of risk management tools?

3.How do you select the best risk management tool?

4. What logistical arrangements apply to the use of risk management tools?

5. Consultation regarding the application of tools should be facilitated. With whom should you consult?

6. What training is necessary for persons using risk management tools and how can it be provided?

7. How can risk management tools be used?

8. How can people using risk management tools be supported?

9. What data and information can contribute to an analysis of the outcomes of risk management tool use?

10. How can you document the outcomes of using risk management tools?

11. Why should this information be documented?

12. How can you communicate the outcomes from analysing the use of risk management tools?

13. Why should you review the usefulness and usability of risk management tools?

14. What steps might be taken after a review of usefulness and usability of risk management tools?

15. Why might it be necessary to modify or improve consultation, liaison and other logistical arrangements?

Customer demand is the only important factor that should be taken into consideration during the planning stage of production. Justify your stance and explain why.

Case:     Is Quality Good Marketing or Is Good Marketing Quality

Please check (Chapter 4 Customer Focus)

Quality is important to the employees of a Fortune 500 leisure furniture manufacturer and retailer. Franchise owners are required to operate their stores with a focus on high quality, knowing that their license may be revoked if the corporation judges their quality to be inadequate. Franchise owners recognize that commitment to quality begins with man­agement and filters down to all areas of the busi­ness. Managers believe that if they cut corners, their employees are likely to do the same. They empha­size that things should be done correctly the first time and that there is always something that can be improved. They are never totally satisfied with the present level of quality. This commitment to the pursuit of excellence is passed down to every employee. The franchisor's quality motto is "Excellence and quality are not destinations; they are journeys.” maker.

        Quality efforts are made in all areas of the business in an attempt to achieve "Zero Unsatis­fied Customers." The first thing a customer notices at each franchise store is its "curb appeal." The parking lot is kept clean. An attractive sign dis­plays the mission of the company, which explains the company's commitment to satisfying cus­tomers through service, selection, and value. When the customer enters the showroom, several displays of furniture are visible immediately. These displays, called vignettes, are small room settings including, for example, a sofa, on or two chairs, a coffee table, and an end table. Lamps and accessories are included in the vignettes, although the store carries very few such items and most are not available for purchase. Vignettes show the dif­ferent styles (country, traditional, contemporary, and transitional) that are available. The vignettes are intended to provide the customer with an "im­pression of quality" upon entering the store. Much care is taken in designing the vignettes, right down to the spacing between the pieces of furni­ture, and they are constantly monitored. The entire showroom is dusted and cleaned at least once a day; carpets and upholstered furniture are sham­pooed every month. The sales counter is kept neat and uncluttered. As one franchisee stated, "Never give a customer a reason not to buy."

Training and continuing education of a high­ quality sales staff is a company priority.

The sales­person must believe in the store's product and service quality and attempt to instill this in customers' minds. The salesperson must attempt to understand customers' needs and to satisfy them with the company's products. All salespersons seek five key pieces of information about the customer. The first concerns the customer's tastes, involving questions such as:

1. Have you been shopping for furniture recently?

2. How long have you been shopping?

3. Where have you been shopping?

4. What piece or pieces have you seen that you like?

The second is who is the purchase-decision maker. (In many cases, this person is not present.)

The third area is timing. Does the customer need the merchandise by a certain date or for a particular reason? The fourth piece of information is how much the customer wants to invest (not spend). Finally, the salesperson asks how the customer wishes to pay for the merchandise and offers several payment options. The salesperson sends each customer, whether a purchaser or not, a thank‑you note as a follow‑up.

The franchisor also emphasizes quality in warehousing. This includes handling of the product from the point of receiving until its shipment from the warehouse. Furniture received at the warehouse is inspected for defects, such as rips and scratches. If a defect cannot be repaired, the unit is promptly shipped back to the manufacturer. The next step is to steam out any bumps or creases that occurred in shipping. When furniture is delivered to a franchisee's showroom, the vice president of merchandising is responsible for placing it in the showroom for proper price-tagging.

For customer delivery the store rents professional‑looking uniforms for its delivery personnel. The delivery equipment is well‑maintained, clean, and reliable. Trucks are cleaned every day and repainted frequently. The trucks are on a tight maintenance schedule in order to maximize reliability. Customers can request a guaranteed two‑hour delivery window. Delivery personnel call the day prior to the scheduled delivery to remind the customer of the time and to confirm that someone will be home. At the customer's residence, delivery personnel must complete tasks specified on a checklist, including placing the furniture exactly where the customer wants it, confirming that items such as recliners are in working order, demonstrating proper operation when appropriate, and other tasks. The delivery person is not permitted to leave until the customer is satisfied with the product and the service. If there are any problems or complaints that cannot be resolved by the delivery person, he or she must contact the manager and arrange a solution.

Customers receive numerous guarantees, including lifetime parts warranties, seven‑day exchange privileges, and in‑home consultations. Follow‑up telephone calls ask customers about their feelings toward all aspects of their experience with the purchase. They are asked about store appearance, if the merchandise was in excellent condition when delivered, if it is sufficient to meet their needs, how the delivery personnel performed, and so on. As one franchise owner sums it up, "The best way to assure quality is through product inspection and market research."

Discussion Questions :-

1 Of what value in achieving quality are the actions this company takes in store appearance,      warehousing, delivery, and customer relations?

2. Can you think of other aspects of quality that have not been mentioned here?

3. Do you agree with the franchisee's statement at the end of the case? Why or why not?

4. How would you address the question posed by the case title?

Maid of the Mist has been selling ferry tours of Niagara Falls from the U.S. side of the Niagara gorge since the 1840s. For the past several decades, no other ferry service provider has been permitted to sell tours of Niagara Falls. In 2012, Maid of the Mist signed a contract with New York State in which they agreed to pay $105 million for exclusive rights to provide tours of Niagara Falls for the next 30 years.

Source New York Times: Deal Allows Company to Continue Niagara Boat Tours

a) What type of a barrier to entry does this represent?

b) Why has the government allowed Maid of the Mist to act as a Monopoly in this industry? Why doesn’t the government allow ferry tours of Niagara Falls to be offered by say, 20 different providers?

c) What would happen to the expected price and quantity sold of tours of Niagara Falls if this barrier to entry did not exist (if there was additional competition in this market)? Economists generally prefer competitive markets to monopolies, but would it necessarily be a net positive change from society’s perspective if greater competition existed in this industry?