Produce 1 full page of body text for the following category citing sources. Address thoroughly providing a short background and explore the theoretical and practical application to business administration.

1. Internships and Continuing your Education

Review one or more of the Forming – Storming – Norming – Performing articles (links below OR find an article on your own) and reflect upon your own team development process in your workplace.

What are your thoughts on the model presented?

What has been your experience in team development?

How often would you like your Capsim team to meet?

What roles will each person take?

How will decisions be made?

Will one person document the process?

How to find articles on Forming, Storming, Norming and Performing:

Classic / original model as introduced by Tuckman in 1965

Elon Corporation manufactures parts for an aircraft company. It uses a computerized numerical controlled (CNC) machining center to produce a specific part that has a design target of 2.317 inches with tolerances of + 0.032 inch. The CNC process that manufactures these parts has a mean of 1.527 inches and a standard deviation of 0.095 inch. Compute the process capability ratio and process capability index, AND comment on the overall capability of the process to meet the design specifications.

Indicate how each of the following might promote or impede the objective to maximize long-run profitability:

a) Decrease average cycle time    

b) Decrease WIP        

c) Increase product diversity       

d) Improve product quality      

e) Improve machine reliability     

f) Reduce setup times       

g) Enhance worker cross-training     

h) Increase Machine Utilization     

Was Robert Eaton a Good Coach?

Robert Eaton was CEO and chairman of Chrysler from 1993 to

1998, replacing Lee Iacocca who retired after serving in this

capacity since 1978. Eaton then served as cochairman of the

newly merged DaimlerChrysler organization from 1998 to 2000.

With 362,100 employees, DaimlerChrysler achieved revenues

of EUR 136.4 billion in 2003. DaimlerChrysler’s passenger car

brands include Maybach, Mercedes-Benz, Chrysler, Jeep,

Dodge, and Smart. Commercial vehicle brands include

Mercedes-Benz, Freightliner, Sterling, Western Star, and Setra.

From the beginning of his tenure as CEO, Eaton communicated

with the people under him. He immediately shared

his plans for the future with his top four executives and then

took the advice of his colleague, Bob Lutz, to look around the

company before making any hasty decisions concerning the

state of affairs at Chrysler. Eaton and Lutz ascertained that

Chrysler was employing the right staff and that they did not

need to hire new people; they just had to lead them in a different

manner, that is, in a more participative style.

Eaton listened to everyone in the organization, including

executives, suppliers, and assembly-line workers, to

determine how to help the company succeed. Eaton also

encouraged the employees at Chrysler to talk with one

another. The atmosphere of collaboration and open-door

communication between Eaton and Lutz (the two men sat

across the hall from one another and never closed their doors)

permeated the entire organization. Eaton and Lutz’s walkaround

management style indicated to employees that they

were committed to and engaged in the organization.

Furthermore, Eaton and Lutz held meetings with their executive

team on a regular basis to exchange ideas and information

from all areas of the organization.

Eaton even reorganized the manner in which Chrysler

designed cars based on a study, previously disregarded by

Iacocca, that indicated that Chrysler needed to be more

flexible and its executives needed to be in constant communication

with the product design team. One employee was

quoted as saying, “Bob Eaton does not shoot the messenger

when he hears something he doesn’t like or understand. He

knows that not every idea is right. But Bob is off-the-wall

himself. . . . He’ll say something, and we’ll tell him that it’s a

crazy idea. . . . He may not change his mind in the end, but

he’ll spend the time explaining to you what is behind

his thought processes. Do you know what kind of confidence

that inspires?” This type of open communication at the top

proved extremely successful, as summed up by one

designer: “It’s a system that recognizes talent early and

rewards it, and that creates a sense of enthusiasm for your

work, and a sense of mission.”

Another program that Eaton describes as empowering

employees at Chrysler includes requiring all employees,

including executives, to participate in the process of building

a new vehicle. Eaton explains that this shows all of the employees

in the plant that executives are concerned about the

proper functioning of new cars, and it gives executives the

opportunity to understand and solve problems at the factory

level. Eaton states, “When we’re done with our discussions,

these guys know where we want to go and how we want to

get there, and they go back and put the action plans together

to do that. This goes for every single thing we do.” He concludes,

“Clearly at a company there has to be a shared

vision, but we try to teach people to be a leader in their own

area, to know where the company wants to go, to know how

that affects their area, to benchmark the best in the world,

and then set goals and programs to go after it. We also

encourage people not only to go after the business plan

objectives but to have stretch goals. And a stretch goal by

definition is a fifty-percent increase . . . . If we go after fifty

percent, something dramatic has to happen. You have to go

outside of the box.”

Based on the above description, please evaluate Bob

Eaton’s coaching skills using the accompanying table. If a

certain coaching behavior or function is missing, please

provide recommendations about what he could have done

more effectively.

Based on Case Study 9-1: Was Robert Eaton a Good Coach on pages 256-257 in the textbook and the Major Functions and Key Behaviors tables on page 257, evaluate Eaton’s coaching skills. In your response address the following elements:

What major functions were missing?

What key behaviors were missing?

Based on your evaluation, provide specific recommendations on how he could have been a more effective coach.

the text book is Performance Management (3rd Edition) - Herman Aguinis and the case study is as mentioned above

List Various Techniques and Data Collection Methodologies Used to Evaluate Hand Tools and Devices.

Answer the flowing based on the campany, Shoe Carnival, Inc.

a. What are the Political, Economic, and Social factors that are affecting the company’s success?

Your options for shipping ?$101 comma 040 of machine parts from Baltimore to Kuala? Lumpur, Malaysia, are? (1) use a ship that will take 29 days at a cost of ?$3 comma 640?, or? (2) truck the parts to Los Angeles and then ship at a total cost of ?$4 comma 670. The second option will take only 22 days. You are paid via a letter of credit the day the parts arrive. Your holding cost is estimated at 30?% of the value per year. ?a) ? Alternative 2 Alternative 1 is more? economical, with a daily holding cost of ?$ nothing. ?(Enter your response rounded to two decimal? places.)

You have just received an order from an Internet retailer for some equipment you need for a business presentation. Unfortunately, some of the equipment is damaged. Write a letter to the retailer in which you explain the damage, express your dissatisfaction with the shipment, and describe what you want the retailer to do to fulfill your shipment.

Develop a response that includes examples and evidence to support your ideas, and which clearly communicates the required message to your audience. Organize your response in a clear and logical manner as appropriate for the genre of writing. Use well-structured sentences, audience-appropriate language, and correct conventions of standard American English.

Assignment 4b. Find a Marketing Plan for any company that operates in more than one country. Write a one-page critique of this marketing plan, evaluating the quality, thoroughness, actionable steps, etc. Be “critical” in your assessment and be sure to give some recommendations. •This paper is to be no more than 1 page, 12-point font, single spaced.. •Include a copy of or link to the actual marketing plan.

PLEASE POST A LINK TO A MARKETING PLAN AND BULLET POINT SOME CRTIQUES, I WILL EXPAND ON THEM

Answer the following 5 questions in 250 words or more. Be detailed and give examples when possible.

-Explain Oracle's top ten recommendations to encourage and accelerate innovation. Do you agree or disagree with any of their recommendations, Why?

-What is the Poverty Trap? What are the major issues the government faces when dealing with problem?

In 100 Words state if you agree or disagree with the summary of provided on: How should you document employee counseling sessions and at what point should documentation be sent to HR? PLEASE reframe from using Overuse of ambiguous terms such as it, this, and they should not be used.

Documentation is key in any workplace. I think documentation is something you need to use even when things are going good. Documenting provides employers with information from the past that can help them prove a point. When it comes to documenting employee counseling sessions, I believe anytime you meet with an employee there should be some sort of documenting going on. Creating a file for each employee and using that as backup if ever needed is vital. Personally, I think employers and employees should meet every once in awhile even if things are positive because it will build the trust and relationship between the two. Knowing how things are going with constructive criticism is never a bad idea. I would have two forms of documentation. I would hand write notes when meeting and then convert them into a file on the computer. For problem employees meeting and documenting sessions may have to happen more than just an evaluation type session. This documenting in two places is especially necessary for the employees who are causing the problems. Depending on what is going on in with the employee and at what level of offenses they are breaking that can determine when to go to HR.

If you get to a point when employee counseling is necessary for bad behavior then the individuals actions more than likely warrant HR being sent the information. Even if you give an employee a verbal warning that needs to be documented. In class we have discussed the different meanings for a problem employee and everyone has a different definition of it. In regards to documenting, I would look at the levels of offenses that we discussed earlier in the class and posted about. If you are level 1, where it is a fire able offense then documentation must go to HR because the termination process will more than likely be started. The level 2 offenses are more severe but not fire able, yet, and I would let HR know after a verbal warning followed by one written. Finally, level 3 offenses are the annoying and probably the most difficult because documentation may be ongoing for awhile. In this case, I would hand out a verbal warning then after about 2-3 written warnings, HR would be informed because in many cases these level 3 behaviors will not be on the top of the list for HR to deal with. Keeping HR informed is something that needs to be done, however, because as we talked about in class, having a good relationship with them can help you in the long run.

2. Periodic Review System (P-System) or Periodic Order Quantity (POQ) or Fixed Interval Reorder System or Periodic Reorder System. (10 Points)

Wood County Hospital consumes 1,000 boxes of bandages per week and the hospital operates 52 weeks per year.
The price of bandages (v) is $ 35 per box and the cost of holding one box for a year is 15 percent of the value of the material (r).
The cost of processing an order is $ 15.
Demand is normally distributed, with a standard deviation of weekly demand of 100 boxes (Sigma t).
The lead time is 2 weeks (L).
Cycle-service level is 97 percent.

A. What is the EOQ for this item?

B. What is the time between reviews or P in weeks? Please do not round the number.

C. What is the average demand during the production interval (Xbar P+L)?

D. What is the desired safety stock (SS)?

E. What is the target inventory level (T)?

F. What is the ordering cost at the lot size of EOQ?

G. What is the holding cost at the lot size of EOQ?

H. What the safety stock cost?

i. What is the total cost?

1.To a FBO manager that is involved in the sale and trade of aircraft it would be necessary to understand that __________ aircraft sell more quickly than __________ aircraft.

based on this case study Campbell : Is the soup still simmering what is the internal and external environment ?