In your opinion, should young offenders have their names published in the media? Should the restriction be removed? (answer should be yes)

In the book "The Goal" Comment on the interactions between the Marketing function and Alex Rogo's plant. How did they help and hurt each other?

1. What is a transactional leader? What is a transformational leader? Explain how the two types of leadership differ.

2. Provide three suggestions to help a person become a good listener.

Personal agent technologies such as Alexa and Google Home listen to everything that is said waiting for their trigger word. What trade-offs does this convenience provide the user?

Bayshore Child Development Center: A Case Study

Tanya R. Li has been promoted to director of the Bayshore Child Development Center. The children serviced by the center are racially and ethnically diverse and from low-income families. The white teachers are in the minority and feel isolated. The teachers of color feel that the white teachers do not understand the children. In addition, James, a veteran teacher, has been discovered to have had a criminal record prior to employment at the center. The state that funds the nonprofit center does not allow anyone with a criminal record to work in direct contact with children, but he was employed prior to the law going into effect.

Tanya has identified three problems: (1) How can she make the teachers gain better understanding of each other’s cultures? (2) How can she help the teachers gain better understanding of the children’s culture? (3) How does she deal with James, whose performance has been stellar since he joined the center 15 years ago? She also understands the shortage of preschool teachers in her area and is interested in creating a more satisfying work environment.

1. How would you advise Tanya to prioritize the problems that need to be addressed? Explain
2. What do you believe is at the root of the problem? Explain
3. How would you address the problems that make up the situation? Explain
4. What methods would you find most useful in trying to deal with the conflict?Explain

What are some of the features that determine a good manufacturing layout?

Your company’s current pay structure was developed using the point-factor method in conjunction with market review data. Following the lead of other companies in the industry, however, your CEO proposes that she would like to overhaul the current pay structure by using market pricing exclusively. Recall from this chapter that market pricing refers to the process of basing a pay structure (almost) entirely off of competitors’ pay practices. The CEO declares that the overhauled pay structure will do a better job at attracting and retaining top talent, as pay will match or exceed that of competitors.

You are the vice president of HR at the company, and the CEO values your opinion on HR-related topics and issues. The CEO has asked you to evaluate her proposal and provide her with feedback.

Should the organization overhaul the current pay structure using market pricing? Evaluate this decision using the following criteria.

Please provide the rationale for your answer to each of the questions below.

Is market pricing legal, ethical, and fair?

Is it evidence based/evidence informed?

Does it foster healthy employee–employer relationships?

Is it time and cost effective?

Does it take a systematic stakeholder perspective?

Considering your analysis above, overall, do you think this would be an effective decision? Why or why not?

What, if anything, do you think should be done differently or considered to help make this decision more effective?

compare and contrast the intercultural communication business practices of Spain based on their passport documents.

Chapter 14 Case Study: Design for Supply Chain Programs

What is the relationship between design for manufacturing (DFM) and design for supply chain (DFSC)?

Design for Supply Chain Programs

Design for Supply Chain (DfSC) is a systematic method of ensuring the best fit between the design of a product throughout its life time and its supply chain members' resources and capabilities. Even something as simple as flattening the tops of soda cans, as beverage makers did in the 1950s, can revolutionize product development, transform transportation and inventory processes, and generate huge cost savings and increased customer satisfaction. Hewlett- Packard (HP) has been in the forefront of adopting DfSC principles, and IBM is another staunch proponent.

IBM developed a 1.hort list of DfSC principles that have helped it create products that are both competitive and supply-chain-efficient throughout their life cycles. Briefly stated, these principles are:

1. Integrate products parts and components as much as possible to reduce product assembly time.

2. Use industry-standard parts whenever possible to lower costs and simplify sourcing efforts.

3. Reduce lead times on critical components to avoid paying premium shipping fees on rush orders.

4. Design products for supply-chain friendliness throughout their life cycle, planning for and minimizing the cost and disruption of design and technology changes as products mature.

5. Build supply chains based on the company's strategic plan, not around the idiosyncratic requirements of specific products.

6. Use common components and modular design, thereby reducing product variability.

7. Minimize inventory costs and reduce the risk of obsolescence by building to order from common components and subassemblies, rather than building to stock.

8. Design products to give customers flexibility when ordering while keeping costs in line.

9. Use high quality parts and parts which can be quickly diagnosed to minimize warranty costs and improve after sales service.

HP similarly uses DfSC to consider the impact of its design decisions over product lifetimes, from pre-launch through production to end of life cycle, in all its business units and regions.

The DfSC strategy-essentially looking back in order to see ahead-helps improve HP's relationships with suppliers, manufacturers, logistics service firms, retailers, and consumers.

To use DISC, which it adopted 111 the early 1990s, HP first asks four questions about its products:

1. What makes the product a good fit for a particular supply chain?

2. Which design decisions produce that result? For example, does the product have unique parts?

3. When and why are design decisions being made, and who is making them?

4. How can the company deliver great products at higher profit margins?

Since adopting DfSC and successfully propagating its use throughout the company, HP has been able to introduce more new products faster and at lower cost. It has increased its revenues and kept customers happy. At the same time, the company has found ways to improve its inventory efficiency without offsetting risks onto its suppliers (which would damage its supply-chain relationships) or reducing the quality of product inputs (which would increase the cost of honoring product warranties as well as damaging customer relationships) .

HP's six DfSC techniques are:

l. Variety control. Having fewer SKUs allowed the company to reduce inventory 42% and increase product availability in its PC division.

2. Logistics enhancement. Making an InkJet printer 45% smaller saved more than $1 per unit in logistics costs.

3. Commonality and reuse. While unique parts make products distinctive, they increase inventory costs and, often, time to market.

4. Postponement. Designing products to remain generic as long as possible during the production process, until it's known how the end user wants to customize them, saves costs.

5. Tax and duty reduction. These costs can be higher or lower based on the country of origin.

6. Take-back facilitation. Design and packaging changes can reduce both manufacturing and environmental costs.

HP estimates that DfSC techniques have saved it about $200 million per year.

What is the relationship between design for manufacturability (DFM) and design for supply chain (DfSC)?

Budget Surplus: A Case Study

A small midwestern city has a $1 million budget surplus. Two groups immediately begin vying for the funds. One of the requests comes from downtown businesses requesting to use the money to beautify downtown by adding brick sidewalks and planting areas with the goal of attracting customers. As city manager, you are aware that the downtown area has not been doing as well as predicted and that the small businesses are necessary for the development of a “vibrant downtown,” as stated in the city’s goals. The other request comes from the city’s police department wanting to begin a unit to pursue “career criminals.” You are familiar with the statistics and know that repeat offenders commit an overwhelming number of crimes. There is an apparent trend in police departments to address this issue separately. The two groups are competing for limited resources. Both causes are considered worthy of city funding, but decisions must be made, given that $1 million will not fully fund both requests. Both crime control and economic development are of vital interest to your community, and both have active constituents who will come to the city council meetings with their requests.

Respond to the following questions:

1. How will you, as city manager, handle these requests? explian
2. What recommendations will you make to the city council? Explian
3. What role will you play with the constituents of both groups to satisfy their requests? Explian

In the US, UK and various European countries, nationalists have been railing against free trade and in particular economic integration. What are the economic and political arguments for regional economic integration?

Explain the risks associated with leveling resources, compressing or crashing projects, and imposed durations or “catch-up” as the project is being implemented. Why is it critical to develop a time-phased baseline?