In the US, airlines and hotel companies use different types of generic strategies. What types of generic strategies do airlines and hotel companies use, and why? (Short Essay)

a) “Sometimes obtaining a feasible solution is enough, and there’s no need to strive for reaching the optimal solution.” Please evaluate this statement and report: In which case would this statement hold true? Why?

b) “Solving a problem with modeling is a team effort.” Explain why this is a true statement. (Hint: You can refer to the different roles/information necessary for successful modeling).

Imagine that you are a project manager who was just assigned to a new project. You received no additional information except that your primary constraint is time and the initial cost estimates should be based on previously completed projects. Assume that you were able to find ways to gather the information you needed, and that you have already created a project plan and schedule.

Now imagine that your team discovers discrepancies in the material and resource costs. Since you used predetermined cost estimates, how would you manage this problem to move forward?

For your organization, identify two core strategies and the appropriate assumptions used to establish those strategies. please elaborate and references.

State positive procedures for coaching employees in a hospitality industry.

Examples of reinforce proper behavior and the correction of negative performance?

How do you maintain communication with your staff?  

A retail chain has eight stores in a region supplied from four supply sources. Trucks have a capacity of 40,000 units and cost $1,000 per load plus $100 per delivery. Thus, a truck making two deliveries charges $1,200. The cost of holding one unit in inventory at retail for a year is $0.20.

• The vice president of the supply chain is considering whether to use direct shipping from suppliers to retail stores or setting up milk runs from suppliers to retail stores. • What network do you recommend if annual sales for each product at each retail store are 960,000 units?

• What network do you recommend if sales for each product at each retail store are 120,000 units?

please provide me a step by step detailed solution in excel

What type of organizational structure should Sony adopt? Why? (Short Essay)

What is the main (mandatory) things that should be in scrum project? how we count that the project is implement scrum successfully, describe everything in details  

Please Use your own words to answer the questions.

Virtual Team Successes and Stresses A Case Study

8/8/2016

As widespread as diverse and dispersed teaming is these days, leading a virtual team can be a challenge. This case study offers ideas on making the best of diverse and dispersed team structures. Virtual teaming, that is, working on teams whose members are not present in the same location, is a fact of our modern, globalized business world. Virtual (or diverse and dispersed) teams are prevalent not only in multinational companies with offices in different countries, but also in academic and non-governmental institutions with bases across the world. In such team structures, members often have to communicate and collaborate with others who could be thousands of miles and many time zones apart. As widespread as diverse and dispersed teaming is these days, leading a virtual team can be a challenge. Team leaders need to not only account for practical matters such as scheduling across time zones, but also technical issues such as varying rates of connectivity and access to communication platforms. However, one of the biggest factors in creating successful collaboration among diverse and dispersed teams is culture – specifically, tailoring the team’s mission, plans and procedures to the preferences of the different cultures represented on the team. The following is a case study provided by a Cultural Navigator subject matter expert in diverse and dispersed teaming: “A virtual team leader named Rebecca, originally from the United States, recently led a virtual project team with members from Japan, Mexico, Germany, Korea and the US. Rebecca was focused on setting the team up for success, and although she deliberately used strategies and tools made available by her company, she learned some valuable lessons along the way. “Before initiating the project with a kick-off meeting, Rebecca made sure that everyone filled out their Cultural Orientations Indicator (COI) assessment to get to know their own work-style preferences. She then invited all members into a team message board on the Cultural Navigator, and encouraged them to share their profiles to better understand each other’s work-style preferences. “The team was not able to have a face-to-face kick-off meeting, so during their first virtual meeting, every team member took time to introduce him or herself. The members talked about the different preferences in their team using the non-judgmental vocabulary of the Cultural Orientations Approach. At the end of the call, the team agreed on some ground rules for their upcoming teleconference and then closed the call. “As the project continued, the team leader noticed that key team members were regularly not sharing their sales pipelines during their calls as agreed upon. Rebecca used humor during their sessions to lighten the mood, thinking some of the team members were nervous. However, she noticed the same people began to skip the calls, and were reluctant to speak when they were in attendance.” In the above case study, the team leader Rebecca had done her due diligence in preparing the team to accommodate different cultural preferences among its members. But then she hit a snag. What had she done wrong? The subject matter expert offered this reading of the situation: “In retrospect, Rebecca realized that even though she had set ground rules, she could have had an individual talk with each member before finalizing the team structure and processes. Perhaps in those discussions she would have understood that Woo-jin, her Korean colleague, worked in a strict hierarchical office environment and had to clear most decisions with his direct supervisor before sending anything to her. Woo-jin had hoped his team leader realized he did not have this approval, however Rebecca was not aware of this. Similarly, the Japanese team member named Kamiko was concerned about the strict data protection laws in Japan, so she did not feel comfortable sharing her sales pipeline information. Kamiko had tried to indirectly convey this limitation to Rebecca, who wasn’t able to understand this message. As for Rebecca’s use of humor during teleconferences, she did not realize how many cultural references she was using in her jokes, which her colleagues from outside her own culture had little understanding of.” In essence, while Rebecca began the team’s collaboration with most of the components necessary for success, throughout the project duration, she learned the hard way that cultural mishaps often stall even the best plan. While cultural due diligence and careful preparation are necessary components of working with a virtual team, the team leader and members need to exercise cultural awareness and cultural competence all along the way. Though there can be challenges to working in diverse and dispersed teams, they are a fact of modern work life. The good news is that, when managed well, virtual teams can be as effective and productive as their traditional equivalents.

Questions:

What did the team leader notice during the team meeting (calls) and what did she tried to do to enhance the situation?

What should Rebeca had to do for each virtual worker and why?

What were the special situations with the Korean and the Japanese workers?

What the virtual leaders and the virtual members need to exercise?

How can the virtual teams be as effective and productive as their traditional equivalents?

Explain whether "best practice" recommendations and self-monitoring by brokerage firms can be as effective as government regulations in preventing churning. What are some possible obstacles to effective government regulation of the practice?

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One instance I have used data to make decisions is the forecasting of ammunition for major training exercises or gunnery densities, relates to major program management. The military provides manuals and computer programs to assist in this task. The manuals are updated yearly to dictate ammunition allocations for a specific unit for a fiscal year of training. I regularly utilize past ammunition consumptions paired with the dictated quantities from the manuals to forecast the requirement for a specific exercise or gunnery. Business research is crucial to the success of a business or another organization as well. There are multiple functions that are inputted to execute varies business research functions. Overall the purpose of business research is the utilization of data to support an organization’s multiple functions such as planning, reviewing, company performance, improving operations, and comparing company performance with competitors (Evans, 2013). The collection of the data inputted into the research required must be meticulously interpreted and the accuracy of the data scrutinized to ensure outputs and results are true. One major contributor to overall business research is statistics. Statistics are summary measures of population characteristics decided on from samples (Evans, 2013). The use of statistics enables business professionals the ability to visualize data in a simple form. The two biggest roles of statistics is the evaluation of the company’s operations and their business strategy (Bianca, 2019). The evaluation of the business operations can directly correlate to the effectiveness of the business strategy utilizing statistics. Decision Models are another critical contributor to the overall success of a business or any other organization that collects data for the most part. Decision models are logical or mathematical representations of a problem or business situation that can be made through theory or observation (Evans, 2013). These decision models are very useful as inputs to very important business decisions in support of business operations or the overall business strategy. Decision models can fuel business decisions that focus on the long term, what someone actually knows, and overall accomplishing more (Kim, 2017).

A recommendation report of aimed at your client proposing the most appropriate change intervention from your exploration as a change agent within the organization. Your recommendation as a change agent.

Q. Discussion on the expected resistance to change and how to overcome it.

Calculate total costs of marketing a commodity with the given hypothetical data for mango. Producer costs Activity Cost ($) Land preparation 5 Plant protection 4 Irrigation 2 Sorting and grading 3 Transportation 4 Loading and un loading 2 Labor charges 2 Costs of middlemen $0.5 Costs of wholesaler $0.75 Costs of retailer $0.4

PLEASE ANSWER IT ONLY IF YOU ARE SURE ABOUT THE ANSWER. I HAVE POSTED IT EARLIER ALSO BUT I COULD NOT GET THE CORRECT ANSWER

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The Balanced Score card is a proprietary mechanism for measuring and driving business performance. I worked as a business relationship manager for Blue Cross Blue Shield (BCBS) Hawaii and every quarter our senior executives would get and talk about the organization's Balance Scorecard measures and current metrics and how they were working to improve those metrics. Generally speaking the metrics fell in to four buckets: Financial Perspectives, Customer Perspectives Learning, and Internal Business. One of my teammates mate a stellar observation and took it right to Mike Gold, the Chief Operations Officer at the time. She noted that these measures individually did capture to some degree the effectiveness of various business units and their varied attempts and projects intended to move the company to greater scores on the score card. But her killer observation was that each of these objects was neither very compelling on its own nor were they linked to the other business objectives or units. So in effect we had four areas that were not operating either in harmony nor necessarily towards our common corporate objective which was to provide excellent health coverage to the people of Hawaii. It was like being in a boat with paddlers all paddling in slightly different directions and different rates. Who knew where it would end up? The COO charge six of us to take on the project of remaking the entire thing. This project was secret and we reported only to a single senior Vice President and the Chief Operations Officer, we did not inform our Chief Information Officer whom we all reported to directly. Over the course of 18 months we studied the data and were able to come up with a singular objective. To become the U.S. News and World Reports top healthcare insurance company in the country. This was an enormous goal as we were a relatively small BCBS. We would use U.S. News and World Reports objective metrics as our baselines which conveniently covered the areas with in the Balanced Scorecard. Further,we wanted to be top 10% in recognized areas within each domain and tied in improving the health metrics of our customers along with bending the cost curve associated with the growing rate costs of providing health insurance. The end result of this deep dive into the data was a unified goal which we branded The Drive to 75. The 75 was the 75th anniversary of the company and this was a five year objective. Goal we completed our work the data was shared with the board of directors and then later presented by the COO to the company's leadership. Our team ended up creating an innovation center. And the company changed its direction and worked to have all the team paddle the boat in the same direction.

Your committee's charge is to investigate a concern presented by the state health department, which maintains registries for most infectious diseases. Review of these registries revealed that over the past five years, 16 cases of acute hepatitis virus infection had a commonality: 16 patients had visited the same hospital based medical practice, South Suburban Hospital, before the onset of the infection. The state health department conducted an investigation, consisting of the collection of blood samples from healthcare personnel coupled with a series of comprehensive interviews. Results of the investigation indicated the following: none of the healthcare personnel had a history of acute hepatitis or HBV immunizations. The state health department conducted an investigation, consisting of the collection of blood samples from healthcare personnel coupled with a series of comprehensive interviews. Results of the investigation indicated the following: none of the healthcare personnel had a history of acute hepatitis or HBV immunization, and to physician dermatologist had a negative HBV surface antigen test but positive HBV surface antibody tests, which indicated that the physicians had been exposed to HBV. Further and give us the Quetion revealed that these two physicians had seen 15,000 patients over the five-year study. The majority of these patients were white, female, and over the age of 50 years.

The State Health Department has issued the following questions to be investigated by your outbreak investigation and prevention committee:

1. What is the source of the Hepatitis B virus outbreak?
2. How did the outbreak begin?
3. Who is the index case?
4. Has the outbreak ended?
5. What is the hospital’s plan to ensure the future outbreaks will not occur?