Assume that Product Z is made of two units of A and three units of B. A is made of three units of C and four of D. D is made of two units of E

     Lead times for purchase or fabrication of each unit to final assembly are: Z takes two weeks; A, B, C, and D take one week each; and E takes three weeks.

     Fifty two units of Product Z are required in Period 10. (Assume that there is currently no inventory on hand of any of these items.)

b. Develop an MRP planning schedule showing gross and net requirements and order release and order receipt dates. (Leave no cells blank - be certain to enter "0" wherever required.)

subject is covered under organisational behaviour

Case Study Bron founded Bronzz Enterprises about 10 years ago, and directed its operations for the first 5 years. At that stage, she became a bit bored and passed the daily running to a new management team. This team, consisting of three Executive Directors, has been in charge ever since. Under the control of the management team, the organisation has developed a people-oriented approach. Management has an open and honest approach and communicates well with staff members. The work environment is supportive and there are good opportunities for development and promotion. In fact, Bronzz Enterprises has become known as a good employer. Despite leaving the day-to-day management of Bronzz Enterprises, Bron has retained her interest in and ownership of the business, while immersed in growing a new business in a different area – Stodgy Stuff Ltd. However, in the last year, Bron has become bored with Stodgy Stuff – it is doing very well and doesn’t really need her entrepreneurial skills any more. About a month ago an interesting opportunity was presented to Bron. This involves Bronzz Enterprises being sold to a much bigger organisation. The payoff for Bron is likely to be considerable, but there would be redundancies among current staff members. Bronzz Enterprises has a staff of 50, but the new configuration would only need 30 of these. Also, there would no longer be any need for the management team. Bron wants to present this opportunity as positive, as the management team would also get a good payout, and perhaps some other opportunities within the new, larger organisation. Bron really needs the money from Bronzz so that she can start another business and is keen to proceed with the opportunity. More concerned with her own outcomes, she is only marginally aware of the possible effect of 20 redundancies and the loss of the whole management team. Her perception is that the sale will be good for her so it is likely to be good for everyone. Things have come to a head just after the staff members have been informed of the proposed sale. To begin with, only limited information is immediately available and consultation documents have not been provided. Rumours are spreading among staff members that these are not denied by management. Most of the staff members have questions, but there does not seem to be a forum where these can be answered. With her eyes fixed on the money she needs for her new business, Bron has lost track of where Bronzz is going and the proposed sale appears jeopardized by falling performance. Members of the management team are now fighting for their own survival and there is considerable uncertainty about the future. Most staff members feel that the management team is no longer on their side – one of them has made statements in support of the sale, and the others are now judged to be in favour of the whole process. There is a sense of anger and frustration in what used to be a productive and happy workplace. If people come to work at all, they are fearful of the next rumour or unsubstantiated piece of information, and their overall performance is suffering.

Discuss the motivational environment at Bronzz by: (a) Describing the overall environment before the proposed sale and introducing one motivation theory that you consider applicable to this.

Plan production for a four-month period: February through May. For February and March, you should produce to exact demand forecast. For April and May, you should use overtime and inventory with a stable workforce; stable means that the number of workers needed for March will be held constant through May. However, government constraints put a maximum of 5,000 hours of overtime labor per month in April and May (zero overtime in February and March). If demand exceeds supply, then backorders occur. There are 100 workers on January 31. You are given the following demand forecast: February, 80,256; March, 70,400; April, 100,360; May, 40,360. Productivity is four units per worker hour, eight hours per day, 22 days per month. Assume zero inventory on February 1. Costs are hiring, $45 per new worker; layoff, $65 per worker laid off; inventory holding, $10 per unit-month; straight-time labor, $10 per hour; overtime, $15 per hour; backorder, $20 per unit. Develop a production plan and calculate the total cost of this plan. Note: Assume any layoffs occur at beginning of next month. (Leave no cells blank - be certain to enter "0" wherever required. Negative values should be indicated by a minus sign. Round your answers to the nearest whole number.)

Please comment on my answer, what do you think? I need insight, thank you!

Q: Answer both questions below about the EOQ model.

(a) In the EOQ model, unit product cost or selling price, C, is not included in the formula we use to solve for the economic order quantity. Explain why it is not necessary to include this information in the EOQ formula.

(b) What are the major limitations of the EOQ model?

A:

A). In the EOQ model, C is not included because unit product cost and/or selling price is assumed to be constant. With this assumption of course, trade discounts and other discounts are not accounted for.

B). The limitations of this model are that it does not account for trade discounts, fluctuations in demand, and any external factor that is not reasonably predictable such as competitors, substitutes, etc.

Your organization has decided to implement the EHR system, and you have been appointed as a member of the steering committee.

Discuss the role of the steering committee in EHR implementation.

note: Please write by computer form.

1. Video Marketing

a)   Define this digital marketing tactic today.
b)   Share (what is) the innovation relating to this tactic.
c)   How this could be used for marketing in the future?

1. Augmented Reality

a)   Define this digital marketing tactic today.
b)   Share (what is) the innovation relating to this tactic.
c)   How this could be used for marketing in the future?

List the five reasons companies choose to compete in international markets. Then, describe the pros and cons for the five entry options.

1. Physical Payment Card Analytics

a)   Define this digital marketing tactic today.
b)   Share (what is) the innovation relating to this tactic.
c)   How this could be used for marketing in the future?

1. Online Payment (Apple Pay / Venmo)

a) Define this digital marketing tactic today.

b) Share (what is) the innovation relating to this tactic.

c) How this could be used for marketing in the future?

1. Artificial Intelligence

a) Define this digital marketing tactic today.

b) Share (what is) the innovation relating to this tactic.

c) How this could be used for marketing in the future?

What are the attributes of a good quantitative analysis model? C.W. Churchman once said that "mathematics tends to lull the unsuspecting into believing that he who thinks elaborately thinks well." Do you think that the best QA models are the ones that are most elaborate and complex mathematically? Why or why not?

1. User Access Innovation

a) Define this digital marketing tactic today.

b) Share (what is) the innovation relating to this tactic.

c) How this could be used for marketing in the future?