Read through the Tree Trimming Project case. This case refers to the earned value (EV) of the owner, Will Fence’s Tree Trimming business. Will briefly describes his techniques for EV. Based on the description provided in the case, is Will using EV? Answer the corresponding question provided at the end of the case (300-500 words). Use references from the reading materials to support your response.

Case is below

Tree Trimming Project Wil Fence is a large timber and Christmas tree farmer who is attending a project management class in the fall, his off season. When the class topic came to earned value, he was perplexed. Isn’t he using EV? Each summer Wil hires crews to shear fields of Christmas trees for the coming Holiday season. Shearing entails having a worker use a large machete to shear the branches of the tree into a nice, cone shaped tree. Will describes his business as follows: A. I count the number of Douglas Fir Christmas trees in the field (24,000). B. Next, I agree on a contract lump sum for shearing with a crew boss for the whole field ($30,000). C. When partial payment for work completed arrives (5 days later), I count or estimate the actual number sheared (6,000 trees). I take the actual as a percent of the total to be sheared, multiply the percent complete by total contract amount for the partial payment [(6,000/$30,000 5 25%), (.25 3 $30,000 5 $7500)]. Answer the corresponding question provided below with (300-500 words) 1. Is Wil over, on, or below cost and schedule? Is Wil using earned value? 2. How can Wil set up a scheduling variance?

identify a new initiative utilizing new technology in your organization or a health care organization with which you are familiar. (Examples: online training for annual competency training, tele-visits, a move from traditional servers to cloud data management, operations systems in place in supply chain management, bar coding, inventory management, etc.) Once you have identified the initiative, conduct an online search to find information about IT implementation for similar initiatives in other industries.

The Assignment:

In 3–4 pages, describe the operational impacts of the new initiative you identified. Explain how the initiative transformed your organization. Apply your observations about other industries to your analysis of the initiatives in your organization. Assess how the common traits of a successful IT transformation apply to your organization.

I need a answer to my professors question about my discussion post

My Post

1) What types are protected?

Under the National Labor Relation Act, an employee's right to strike is a considered as a critical component of the right to organize. But to ensure balance this right is not without limitations. As per Section 7 of NLRA only Certain strikes qualify as protected activity. These recognized strikes are:

·         Unfair labor practice strikes, which protest employers illegal activities.

·         Economic strikes, which may occur when there are disputes over wages or benefits.

·         Recognition strikes, which are intended to force employers to recognize unions.

·         Jurisdictional strikes, which are concerted refusals to work to affirm members right to particular job assignments and to protest the assignment of work to another union or to unorganized employees.

·         In addition to these strikes protected under NLRA, some states have recognized some other strikes also a protected.

2)      Unprotected Strikes under NLRA?

As a general definition, any strike which is not protected under NLRA Section 7, are unprotected strikes, but following is the list of strikes that are illegal, and employees who engage in such strikes lose the protection of the NLRA:

Intermittent strikes, involving the constant repetition of short strikes in which the employees attempt to pressure the employer to concede to their demands while still receiving wages;

·         "Work to rule" or slowdown strikes, in which employees fail to perform the duties which the employer has historically required them to perform;

·         In-facility or "sit down" strikes, in which the striking employees take possession of the employer's property and block others from entering;

·         Recognition or organization picketing when the employer has lawfully recognized another union, or when a valid election has been conducted within the preceding 12 months;

·         Secondary boycotts, in which the employees picket a neutral employer; and

·         Violence and mass picketing.

3)      Does this make sense, or should all types of strikes be treated equally?

?The main reason and justification of recognizing some strikes as legal and be considered as the right of the labor to carry out when all other measures of dispute resolution have failed is to strike a balance in the rights and exploitation of the labor by the organizations.

Similarly, the recognition of only a few types of strikes as legal helps organization’s cause also as not recognizing all types of strikes deters labor to go on strike for any discontent or dispute. Thus the recognition of some strikes only is a measure very important to ensure there is no undue exploitation of any of the two sides.

?My Professors Post

Can you say more about "violence and mass picketing"

Show your work with Excel and Solver:

A city in Ohio is considering replacing its fleet of gasoline powered cars with electric cars. The manufacturer of the electric cars claims that this municipality will experience significant cost savings over the life of the fleet if it chooses to pursue this conversion. If the manufacturer is correct, the city will save about $1.5 million. If the new technology employed within the electric cars is faulty as some critics suggest, it will cost the city $675,000. A third possibility is that less serious problems will arise and the city will break even in the conversion. A consultant hired by the city estimates the probabilities of these three outcomes are 0.30, 0.30, and 0.40, respectively. The city has an opportunity to implement a pilot program that would indicate the potential cost or savings resulting from the switch to electric cars. The pilot program involves renting a small number of electric cars for three months and running them under typical conditions. This program would cost the city $75,000. The city’s consultant believes that the results of the pilot program would be significant but not conclusive. She submits the following compilation of probabilities based on the experience of other cities to support her contention.

For example, the first column of her table indicates that given that the conversion to electric cars actually results in a savings, the conditional probabilities that the pilot program will indicate that the city saves money, loses money, and breaks even are 0.6, 0.1, and 0.3. What actions should the city take to maximize its expected savings? When should it run the pilot program, if ever? (Note: If you set up the input section of your spredsheet in the right way, you will be able to perform all of the Bayes' rule calculations with a couple copyable formulas.)

Show your work with Excel and Solver:

Pizza King (PK) and Noble Greek (NG) are competitive pizza chains. PK believes there is a 30% chance that NG will charge $8 per pizza, a 50% that NG will charge $10 per pizza, and a 20% chance that NG will charge $12 per pizza. If PK charges price p1 and NG charges price p2, PK will sell 100 + 25(p2 – p1) pizzas. It costs PK $6 to make a pizza. PK is considering charging $7, $8, $9, $10, or $11 per pizza. To maximize its expected profit, what price should PK charge for a pizza?

Discuss various drivers of globalization and how they have affected the HR practices across the globe. Give examples to support your answer.

Choose a major company and apply the five forces of Porter’s five force model. Assess the attractiveness of the industry that the firm is in and the firm’s opportunities and threats to its sustainability.

Research Hershey's Chocolate company online, dig around their website, click on everything, learning what you can about the firm's goods and services, work processes, and facilities. a then create a chart identifying risks you believe the company faces - and the ways the firm can avoid those risks or reduce the risks. please make sure to include the web address for the firm.

California Cabinets manufactures outdoor tables the company sells to local dealers throughout the Southwest. Because of an increase in demand for its products, California Cabinets is considering hiring subcontractors to complete its current backlog of orders. The following information is available for each subcontractor: Subcontractor 1 Subcontractor 2 Subcontractor 3 Hours required to complete wood tables 50 42 30 Hours required to complete steel tables 60 48 35 Hours available 40 30 35 Cost per hour $36 $42 $55 For example, Subcontractor 1 estimates it will take 50 hours to complete all wood tables and 60 hours to complete all steel tables. However, Subcontractor 1 only has 40 hours available. Therefore, Subcontractor 1 can only complete 40/50 = .80 or 80% of the wood tables if the company worked only on the wood tables or 40/60 = .67 or 67% if it worked only on the steel tables.

Formulate a linear programming model you can use to determine the percentage of wood tables and the percentage of steel tables that should be assigned to each of the three subcontractors to minimize the total cost of completing both projects.

Solve the model from Part 1. What percentage of the wood tables and what percentage of the steel tables should be assigned to each subcontractor?

Based on your model, what is the total cost of completing both projects?

Suppose Subcontractor 2 reduced its costs to $38 per hour. What effect would this change have on the optimal solution? Explain.

1. Given the 5 reasons for networking highlighted in the TEDx talk, that are: business, get a job, learn something, become more social and solve a problem. What experience do you have with networking?

2. Discuss the strategic networking concept that you used in the past?

3. Social media should only be a first step to interpersonal interaction. Offer an example of how you could use social media as a first step to networking.

4. Great concept or best practice: Discuss about the PEEC (Profession, expertise, environment and call to action) concept that you’ll take with you into your next networking opportunity.

One unit of A is made of two units of B, three units of C, and two units of D. B is composed of one unit of E and two units of F. C is made of two units of F and one unit of D. E is made of two units of D. Items A, C, D, and F have one-week lead times; B and E have lead times of two weeks. Lot-for-lot (L4L) lot sizing is used for Items A, B, C, and D; lots of size 60 and 200 are used for Items E and F, respectively. Item C has an on-hand (beginning) inventory of 10; D has an on-hand inventory of 50; all other items have zero beginning inventory. We are scheduled to receive 20 units of Item E in Week 2; there are no other scheduled receipts.

If 20 units of A are required in Week 8, use the low-level-coded bill-of-materials to find the necessary planned order releases for all components. (Leave no cells blank - be certain to enter "0" wherever required.)

1) Discussion: Explain how e-marketing tactics can be reviewed through varying the 7 "p" elements of the marketing mix.

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.)