Think about different types of software, programs and applications. Think about the following scenario then answer the question below:
You are the director of information technology at a company that frequently hires student interns. The interns tend to have limited experience with using file, disk, and system management tools. As part of your job, you lead workshops that teach the interns the many tasks and functions they can perform using these tools.
Choose three categories of tools, such as disk cleanup, PC maintenance, file compression, cloud storage and backup. Use the web to research popular tools or apps for each category, if they are available as part of an operating system, and the costs for each. Choose one program from each category, and read user reviews and articles by industry experts. Describe situations where you would use each type of tool. Share any experiences you have with using the tools.
In: Operations Management
According to Porter’s Five Forces Model of competition, it characterizes industries driven by power relationships representing the means of competition. In this challenge, you are to identify examples of companies using different forms of power as their basis for competing. Each example should demonstrate a different form of power. Also, explain the source of power and how the company is using it to their advantage. The more examples the better.
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Discuss franchising as an alternative for entrepreneurs in South Africa. Do so from the perspective of the franchisor and the franchisee. 30 MARKS
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Why is a multidisciplinary approach beneficial when organizations use e-commerce? Also, what types of external factors can influence an organization’s ecommerce operations. Please provide the URL and industry with your insights.
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In this challenge, you’ll be using your critical and creative dimensions of 4-DS thinking. In this exercise use the Strategic Canvas and Four Actions Framework to see if you can identify a Blue Ocean within or outside an existing Red Ocean. First, provide your Strategy Canvas and in detail explain the significance of the factors in your Strategy Canvas. Then, proceed to use the Four Action Framework to identify a potential Blue Ocean. What does your Blue Ocean look like? Is it competitive free?
In: Operations Management
Find an industry that is noted for consumer dissatisfaction. Using the concept of satisfaction, identify consumer expectations that aren’t being met along with describing their current experiences in this industry and how their experiences don’t meet their expectations. [Here, you want to first discuss the expectations and then, describe the actual experiences as a separate narrative.] Then, based upon what you have just characterized, how could you configure a business that would operate differently? Would it involve different expectations? If this is the case, how would your marketing be used in changing expectations? How would you change the consumer experience to be different based upon changing their expectations, etc.? How would you create a strategy involving a changing consumer?
Hint: Formally define the concept of satisfaction first by explaining the Expectancy Disconfirmation Model of Satisfaction and also, provide its graphic depiction.
In: Operations Management
Review and discussion question Number 4 page 21 on Supervision: Concepts and Skill Building Edition 10 .....Chapter 1
What are some advantages of greater diversity?
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Assuming that I'm working in Logistics & supply chain managements.
2 recources needed
We have all worked on projects whether formally (implementation of new software) or informally (planning a school program). Consider your experience on a project and what contributed to its success or failure. Perhaps it is the project’s completion on time, in scope, within budget limits, stakeholder satisfaction, increase in market share, quality improvement, or other business measures of success or failure.
Conduct research beyond your course materials and develop a position on what constitutes project success, and how measures of success might change for projects in for-profit, non-profit, government organizations, and for projects in international environments.
In: Operations Management
Reflection Question#1 – What is Christina Aguilera and the other musicians asking the U.S. government to do and explain why?
Reflection Question #2 – Describe your opinion on this issue and mention if you agree or disagree with the musicians as to what they are asking?
Reflection Question #3 – Give your opinion on --- “Whose job is it to police copyright infringement?”
“The music
industry is begging the US government to change its copyright laws”
By Jamieson Cox on April 1, 2016
Christina Aguilera, Katy Perry, deadmau5, and dozens of other
musicians are asking the US government to revamp the Digital
Millennium Copyright act (DMCA), the piece of law that governs
access to copyrighted work on the internet. Musicians, managers,
and "creators" from across the industry co-signed petitions sent to
the US Copyright Office arguing that tech companies — think YouTube
and Tumblr, sites with vast reserves of content that infringes on
some copyright — have "grown and generated huge profits" on the
backs of material that's illegally hosted.
"The growth and support of technology companies should not be at the expense of artists and songwriters," reads the letter signed by Aguilera, Perry, and their peers. "The tech companies who benefit from the DMCA today were not the intended protectorate when it was signed into law two decades ago."
Whose job is it to
police copyright infringement?
This is a complicated issue, but you can boil it down to one key
question: whose job is it to police the appearance of copyrighted
material where it doesn't belong? When the DMCA was created in
1998, it was much easier for artists and labels to handle isolated
incidents of copyright infringement using the act's
"notice-and-takedown" system. (It's self-explanatory: the copyright
owner files a notice of infringement, it's processed, and the
offending post is taken down.)
It's a lot harder to police the internet c. 2016. It's flooded with
new, potentially infringing material every second, and the industry
the notice-and-takedown system isn't responsive enough to help
musicians' work retain its value. It's also noting that sites like
YouTube have thrived on the "copyright black market," earning
millions of clicks and views from content sitting in the grey area
between posting and takedown. The sites counter by arguing they've
given the labels the tools they need (like YouTube's Content ID
system) to make DMCA takedowns faster and more effective.
It's unclear exactly what impact the industry's coordinated
response will have on the status of the DMCA. Bloomberg notes that
the US Copyright Office doesn't have the power to directly change
the DMCA; it can recommend a set of changes to a subcommittee
tasked with reviewing contemporary copyright law, but that's about
it. If you take the industry's word for it, that change needs to
happen fast, because the status quo is endangering the future of
music. "The existing laws — and their interpretation by judges —
threaten the continued viability of songwriters and recording
artists to survive from the creation of music," reads the
musicians' letter. "The next generation of creators may be silenced
if the economics don't justify a career in the music industry."
In: Operations Management
Identify three sources of data for your market research about your business idea and the industry. How do you know there is a sufficient demand for your product or service? Respond to at least two of your classmates’ postings and suggest other sources for their market research. Owning a daycare
In: Operations Management
B. TERMS
_____9. reasonable accommodation
_____10.constructive discharge
_____11.quid pro quo harassment
_____12.lockout
_____13.closed shop
_____14.strike
_____15.whistleblowing
_____16.employment-at-will doctrine
A. Either party may terminate the employment relationship at any
time and for any reason.
B. This is when the employer causes the employee’s working
conditions to be so intolerable that a reasonable person would feel
compelled to quit.
C. Occurs when an employee tells government authorities that his
employer is engaged in some specific unsafe or illegal
activity.
D. This refers to a minor change or adaptation that an employer
must make for a disabled employee.
E. This is the illegal demand for sexual favors in return for job
opportunities.
F. This is when the employer shuts the workplace down to prevent
employees from working.
G. This is when the workers leave their jobs and refuse to work as
part of the collective bargaining process.
H. When union membership is required as a condition for
employment.
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Do you think that the US should retaliate against the Chinese manipulation of its currency by manipulating the US dollar?
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Do you believe that drug testing of employees is necessary? Why and why not? Also, include at least 1 pro and 1 con of drug testing and name the occasions drug testing may be used. In addition, explain how much privacy can employees expect at work. Also, please name different types of labor unions you may have heard of and explain the relationship between labor relations and labor unions. Describe whether or not labor unions have a positive or negative effect on different industries
Include in-text citations and Works Cited (References)
In: Operations Management
V. LAW IN THE FINANCIAL MARKETS (Select from the choices
below)
A. RELEVANT TERMS
_____46.drawer
_____47.shelter principle
_____48.HDC
_____49.mere holder
_____50.blank indorsement
_____51.qualified indorsement
_____52.fraud in the execution
_____53.fraud in the inducement
_____54.drawee
_____55.payee
_____56.cashier’s check
_____57.certified check
_____58.garnishment
_____59.discharge
_____60.mechanic’s lien
_____61.registration statement
_____62.financing statement
_____63.blue sky laws
_____64.Trustee in Bankruptcy
_____65.SEC
_____66.proxy
_____67.order instrument
_____68.bearer instrument
_____69.Article 9
_____70.Article 3
A. A creditor files this on a debtor’s real property for failure to
pay for improvements on the real property.
B. A person who takes a negotiable instrument for value, in good
faith, and without any notice of defect.
C. The party that initiates a draft.
D. Name for a check that the bank draws on itself.
E. An order permitting a creditor to collect a debt by seizing a
portion of the debtor’s wages.
F. Document that needs to be filed in order to become a perfected
creditor.
G. This is the purpose of a bankruptcy proceeding which would
remove/forgive a person’s debt.
H. The party that is ordered to pay a draft or check.
I. Anyone in possession of a negotiable instrument and is not a
HDC.
J. A check that has been accepted in writing by the bank on which
it is drawn.
K. When a person who does not qualify as an HDC but who derives his
or her title through an HDC acquires the rights and privileges of
an HDC.
L. Uniform Commercial Code that deals with negotiable
instruments.
M. Name for state security laws.
N. A person issues a negotiable instrument based on a false
statement by the other party.
O. Document that must be filed with the SEC before a security is
issued.
P. An indorsement that has a signature and the words “without
recourse”.
Q. Uniform Commercial Code that deals with secured
transactions.
R. The person being paid funds on a negotiable instrument is
referred to as this.
S. An indorsement of a negotiable instrument that has a mere
signature.
T. A negotiable instrument that is payable to an identified person
or order.
U. Statement that gives someone the right to vote your stock.
V. When a person is deceived in signing a negotiable instrument
thinking that he is signing something else.
W. Federal Agency that regulates the securities markets.
X. A negotiable instrument that is not payable to a specific person
but payable to bearer or cash.
Y. Government official who performs and administers task in a
bankruptcy procedure.
========================================================
V. LAW IN THE FINANCIAL MARKETS (Select from the choices
below)
B. THE LAW
_____71.Chapter 7
_____72.Chapter 13
_____73.Chapter 11
_____74.Rule 10B-5
_____75..Sarbanes Oxley Act
A. Bankruptcy code that allows for partial repayment of debt.
B. Federal law that mandates all financial statements of public
corporations be certified by their CEOs and CFOs.
C. Federal regulation that seeks to prevent insider trading.
D. Bankruptcy code that allows for complete discharge of
debt.
E. Bankruptcy code that allows for a reorganization of a
business.
In: Operations Management
Case F: Controlling Performance Management Jacob Victory
1. What is your interpretation of what happened in this case? Assume for the moment that Josh was successful at improving performance and that this was why he was being transferred.
The New Vice President
“He is not a nurse,” smirked the pediatric nurse director. “He’s
going to be a piece of cake,” mocked the other with mischief
gleaming in her eye. They were referring to Josh Webber, their new
boss who was starting
that morning as the new vice president of the pediatric division.
Josh was not new to the organization. He was a young and eager
executive and had paid his dues working for five years as the right
hand of the Visiting Nurse Service of America’s (VNSA) president
and CEO. Thereafter, he was promoted to operations director of the
organization’s highly profitable rehabilitation ser- vices division
and then promoted to director of performance management, where he
worked for more than a year with the pediatric division’s
administra- tor and her team to improve the division’s business and
clinical performance.
Josh, holding a box of files and walking confidently with his
polished shoes tip-tapping on the tiles outside of his new
administrative suite’s en- trance, had heard the exchange between
the nurse directors. The comment struck Josh as odd because the two
directors had worked closely with him over the last year and recent
improvements in the division’s operational per- formance had been
highly praised by VNSA leadership.
“Time to don your game face, Josh!” he thought to himself. Sighing
gently, Josh put on a toothy grin, turned the corner and greeted
the two di- rectors enthusiastically as he entered the suite. The
nurse directors didn’t miss a beat and greeted Josh with a warm,
“Welcome aboard, Josh!”
The Maternal and Pediatric Service Line
The maternal and pediatric service line was only one part of the
VNSA, the nation’s largest for-profit home health agency.
Under the current CEO’s tenure, the VNSA had become a national home
care agency. It employed 30,000 nurses, rehabilitation therapists,
social workers, and home health aides, and served almost 500,000
patients in six states annually. The agency earned a healthy margin
on its annual $5 bil- lion revenue base and, with a conservative
management team at its helm, the VNSA was only geared to become
bigger and more influential in enforcing federal long-term
healthcare policy. Its many divisions and programs focused
primarily on the home-bound frail elderly, especially those in the
long-term care population who made up the Medicare, Medicaid, and
dually eligible marketplace. At an annual growth rate of 8 to 10
percent, the VNSA was a force in the market, offering short-term,
skilled nursing and professional services via its adult, pediatric,
community mental health, long-term care, rehabilitation therapy,
and palliative and hospice programs. It also operated a lucrative
managed care company that offered myriad managed care plans to a
large market base of elderly and long-term care patients; more than
200,000 members were covered under these plans.
Yet, while the organization’s primary focus was on long-term care
and the geriatric population, the agency’s roots had been laid by
its maternal and pediatric division, VNSA’s first program, which
had been founded more than 170 years ago. Now composed of ten
pediatric programs, the division annually served more than 35,000
mothers, newborns, and children via numerous programs that focused
on short-term skilled care, pediatric care management, and
evidence-based preventive services and family-focused programs.
Deemed the largest organization of its kind in the nation, VNSA’s
stated mission was to serve the most vulnerable populations,
especially those who lacked access to healthcare. Almost 90 percent
of the patients served lived below the poverty line and were
insured by Medicaid or enrolled in Medicaid managed care plans.
Most of these patients had complex illnesses and, more often than
not, came from socioeconomically compromised environments. A
typical patient profile included a 15-year-old mother with
C-section wound care complications; a two-month-old boy with a
brain tumor who recently had his left arm amputated; a 14-year-old
girl with the mental capacity of a 3-year-old experiencing severe
cardiac and respiratory complications and multiple
rehospitalizations—and the list continued on for thousands of
similar patients. VNSA’s charitable care and community benefit
programs were a hallmark of its mission, and the maternal and
pediatric service line was at the mission’s core.
With annual revenues of $50 million, the pediatric division was
histori- cally under-reimbursed and had a loss of $18 million every
year. Seven of its ten programs were grant-funded, and two were
funded by VNSA’s board of directors’ Charitable Care Benefit Fund.
The program that relied on tradi- tional insurance mechanisms for
reimbursement was responsible for nearly all of the division’s
deficit.
Despite the annual losses, the VNSA board of directors considered
this division untouchable. A subset of VNSA board members and
community pediatricians also composed the pediatric division’s
advisory board, and these individuals and the division’s chair—a
full board member and an influential member of society—were key
fixtures with respect to their commitment, sup- port, and advocacy
for the maternal and pediatric services the division pro- vided to
the communities it served. From a branding perspective, VNSA’s
executive management shared in the board’s view and actively used
the ma- ternal and pediatric division in the agency’s public
relations efforts to market the company as one that focused on
community benefit, despite its for-profit status. Moreover, the
division was the lead recipient of VNSA’s philanthropic endeavors.
Millions of dollars were raised for the program, but not enough to
reduce the deficit. Yet because VNSA was a highly disciplined
agency in which most of its business leaders annually exceeded
their business and clini- cal targets, the pediatric division stuck
out like a sore thumb. In internal man- agement meetings, executive
leadership notably demanded that the division’s management minimize
its financial deficit and had directed a harsh eye and even harsher
commentary toward the division because it had not historically met
its budgeted business targets. Its clinical outcomes were average
at best, although its customer satisfaction ratings were
consistently among the high- est of all programs in the
agency.
Not surprisingly, the administrators of the pediatric division
turned over frequently. In the last six years, there had been four
vice presidents be- cause the burnout rate was high. Other issues
stemmed from a lack of insti- tutional support in providing the
division with adequate business oversight. The program directors in
the division were either nurses or social workers who had been
promoted up the ladder; these directors maintained the per-
spective of frontline clinicians, and focused primarily on ensuring
that the sick children were served. Being labeled a “community
benefit” program (a euphemism for “a program that makes no money”)
and watching their se- nior leaders leave because they were
“routinely beat up on at meetings,” as one nurse director put it,
made the program’s leaders wary of every new vice president who was
brought in to lead the division. “How long will this one last?” was
a frequent question.
Josh was wondering the same thing.
Who Is on Deck?
Six pairs of eyes stared at Josh. All six of his direct reports sat
in front of him, one next to another. “Welcome to Josh’s Leadership
Assimilation,” said the regional head of VNSA’s organizational
development (OD) human resources division. “In the next three hours
you will learn about Josh, his management style, his goals, and his
objectives for the next year,” he continued. Standing in front of
the room, Josh stared back and, being a visual person, thought that
he was “looking at the living and breathing version of the
division’s organization chart.”
The next three hours were eye-opening. The OD representative had
asked the group to describe Josh. Words such as young, a man,
articulate, competitive, takes-no-prisoner type, poised, ambitious,
seemingly courteous, soft-spoken, deep thinker, all-business were
only some of the terms used. Then the group was asked what they
wanted to know from Josh. Most wanted to know
• how “hands-on” he planned to be in managing their
divisions,
• how available he wanted them to be when he needed them,
• how he was going to manage a group of clinicians
when he had no
clinical training, and
• how and why he obtained his current
promotion.
Only two in the group genuinely wanted to know how he was going to
help them perform better, while the other four scoffed. Lorann
Stutters, a director who ran two disease-based programs for
adolescents, blatantly asked, “We know you’ve been brought here to
‘fix’ this division; how long do you plan to spend here before you
position yourself for your next job?”
Did she really just say that? Josh thought to himself. He endured
three hours of people venting about the history of the program; of
questions about his intentions for the business; of sly glances
that questioned his every answer; and of probing questions that had
more venom than substance. Only two of the directors remained
mostly quiet and asked thoughtful questions about the strategic
positioning of the division.
After the meeting, Lucas Red, the OD representative leading the
meet- ing, gave Josh a piece of paper that listed the five key
impressions the directors had of Josh; this information had been
collected prior to the meeting.
1. Josh is a male under 35 years of age, but he looks like he just
turned 20. 2. Josh is too ambitious. 3. Josh knows how to present a
complex idea in a simple, succinct way. He
is a good public speaker. 4. Josh is the “golden boy,” having
served as the CEO’s special assistant. It
is obvious how he got this promotion. 5. Josh is a nonclinician;
how can he possibly understand patient care issues?
“This is going to be a fun ride, Josh,” he said to himself, trying
to nurse his bruised ego. Josh walked back to his office, sat down,
and started to draw an organizational chart.
In: Operations Management