Can you please do a Risk Response matrix for a home renovation? project management

Solve EXACTLY 6 questions out of 10. At least 2 questions MUST be quantitative! "X" = 7, "Y" = 4:

1. QUANTITATIVE – You work for Lynn, Inc. Your boss has asked you to complete a forecast for February and March using two forecasting methods and then to evaluate the two methods to identify the “best” method. You decide to try a weighted moving average of the last two months using weights of 60% (previous month) and 40% (2 months prior). You also try exponential smoothing with an alpha constant of .34.  Complete the table by providing numbers for A, B, C, D, E, F, G, and H and calculate the MAD for each method (I and J). Which is a better forecasting method for this data? Why?

Substitute the last digit of your student number for “Y”=7. Substitute the next to last digit of your student number for "X"=4.

MAD for Weighted Average = I

MAD for Exponential Smoothing = J

Each time ethics is offered, at the end of the semester, a question is posed. What do you wish this course had covered and why? In this assignment, you will not only answer those two questions but also do the research to find out more about the topic. Essentially, you are creating the case study for this assignment and explaining the reasons why it is important, and ... what it is that we need to know. Grading for this assignment will be based on content, writing, and style. As always, this assignment should be written in APA format, with references clearing indicating where you sourced your material. The course is business ethics.

Please answer both questions. Show work

Sammy's is the hot new lunch spot among the hipsters, who flock there at noon for their artisanal peanut butter and jelly sandwiches, which sell for $12.95. The sandwiches are made from two slices of their own artisanal bread, which they bake continuously throughout the day at a rate of seven loaves an hour (each loaf contains twenty slices). The actual cost of a loaf of bread is $1 and the cost to hold a loaf is 80%, since freshness is important in baking as well as to hipsters. The cost to run a new batch of dough is $3 per loaf. Sammy's sells their sandwiches at a rate of fifty per hour.

A. What is the optimal batch size to produce?

B. What is the cost to run Sammy's at the economic production lot size?

Your participation in class has led to your work as a consultant for a local trade union which is preparing for negotiations. They have asked you for a four page memo outlining a union’s basic health care strategy. Since this is hypothetical, the memo should generally address the current trends in health care costs, trends in employer contributions and advice for messaging with their members regarding any changes to coverage and/or contributions. This is an internal memo only designed to give pragmatic advice. It should be cited and documented, and the focus is on practical counsel and solid facts that are of real value in negotiations. You will also provide a brief overview of three different negotiation strategies commonly used by unions and employers.

I need to send my students I am doing distant classes a test How do I do this and have them answer it without the ability for the to keep it or print it out

1. _____________________ describe the degree of concern people have about an ethical issue.

2. When addressing issues of high ________________, managers are more aware of the impact that their decisions have on others, they are more likely to view the decision as an ethical decision and they are more likely to worry about doing the right thing.

3. Due to _______________________, the intentional pollution of a metropolitan water supply would have greater ethical intensity than an incident of insider trading in which a few participants netted less than $10 000.

4. General Motors Holden had announced the company will stop making vehicles by the end of 2017 - ending 65 years of building cars in Australia. The decision means 2,900 people had lost their jobs - 1,600 from the manufacturing plant in South Australia and 1,300 in Victoria. Due to ______________________, this decision produced strong ethical intensity.

5. According to Kohlberg’s model of moral development, people at the _____________ level make decisions that are based on selfish reasons.

6. According to Kohlberg’s model of moral development, people at the _____________ level make decisions that conform to societal expectations.

7. According to Kohlberg’s model of moral development, people at the ______________ level always use internalised ethical principles to solve ethical dilemmas.

8. Doug has a low-paying job for a telecommunications company. Every day when he goes home from work, Doug puts a headset, a stapler or something similar in his lunch box and takes it with him. Doug sees nothing wrong with his behaviour since he feels inadequately paid. In terms of the stages of moral development, Doug is operating at which level?

   1. Conventional

   2. Legally mandated

   3. Pre-conventional

   4. Post-conventional

   5. Internalisation

Explain Three (3) Theories of Leadership in Organisation Behaviours.

1. Behavioural Theories

2. Trait Theories

3. Contingency Theories

4. Attribution Theories

puts these designs into production by locating half its production facilities nearby in Spain, Portugal, and Morocco. It produces only a small quantity of each collection and is willing to experience occasional shortages to preserve an image of exclusivity. Clothes with a longer shelf life, like T-shirts, are outsourced to lower-cost suppliers in Asia and Turkey. With tight control on its manufacturing process, Zara can move more rapidly than any of its competitors and continues to deliver fresh styles to its stores every week. Logistics. Zara distributes all its merchandise, regardless of origin, from Spain. Its distribution process is designed so that the time from receipt of an order to delivery in the store averages 24 hours in Europe and 48 hours in the United States and Asia. Having 50 percent of its production facilities nearby is key to the success of this model. All Zara stores receive new shipments twice a week, and the small quantities of each collection entice consumers not only to return frequently but also to make purchase decisions more quickly. Because of its logistics and inventory policy, while an average shopper in Spain visits a main street store three times a year, shoppers to a Zara store average 17 trips. Some fans know exactly what day new shipments arrive and show up early to be the first in line, keeping the company’s sales strong throughout the year and even during slow economic times. The company also sells more products at full price—85 percent of its merchandise versus the industry average of 60 percent. Customers. Everything revolves around Zara’s customers. The retailer monitors customers’ changing needs, trends, and tastes through daily reports from shop managers about which products and styles have sold and which haven’t. Managers earn as much as 70 percent of their salaries from commission, so they have a strong incentive to stay on top of things. Zara’s designers don’t have to predict what fashion trends will be in the future. They react to customer feedback—good and bad—and if an idea fails, the line is withdrawn immediately. Zara cuts its losses and the impact is minimal due to the small quantities of each style produced. Stores. Zara does not run advertising campaigns. The retailer’s stores, in prestigioushigh-traffic locations around the world, are its key advertising element, featuring stylish and constantly changing window displays. Other retailers spend 3 percent to 4 percent of revenues on big brand-building campaigns, while Zara spends just 0.3 percent. The company has said it would rather use a percentage of revenue to open new stores than to advertise. Zara’s success comes from having complete control over all the parts of its business—design, production, and distribution. Louis Vuitton’s fashion director, Daniel Piette, described the company as “possibly the most innovative and devastating retailer in the world.” It has expanded aggressively throughout Europe as well as into emerging markets such as Asia, the Americas, and the Middle East, making sure it honors local tastes in each region. Zara was a latecomer to the Internet and launched its first online store only in 2011. However, the company now uses its Web site to test the waters before entering potential markets like China, Russia, and Canada with retail storefronts. While Zara has experience record sales as of late, it faces unique challenges ahead, including what to do in the United States, where obesity rates are much higher than in the rest of the world and roomy clothes are preferred to the slim fits and high fashion the company offers. It also needs to decide how to maintain its tight control on manufacturing as it expands throughout the world. Questions 1. Would Zara’s model work for other retailers? Why or why not? 2. What can Zara do to ensure successful growth around the world while maintaining the same level of speed and instant fashion?

Deep Blue Robotics (DBR) is a technology and manufacturing firm located in Australia. DBR specializes in autonomous underwater robots that are used in a variety of research, exploration, and offshore oil operations. Until recently, the company was relatively unknown outside of the marine robotics market.

Last year, DBR entered the international spotlight with two major announcements. A new prototype was shown at an international tradeshow. Industry analysts have claimed it is the most advanced system yet and at least 5 years ahead of the competition. DBR also landed two major contracts with foreign state-run offshore oil operations.

DBR is a small company with a head office housing approximately 40 employees and a manufacturing site with 20 employees approximately 20 kilometers away. All servers, including a web server, an email server, and a file server containing code and design specifications reside in a small server room at the head office. The offices are connected via a virtual private network (VPN) over fiber optic connections.

DBR has daily backups that are taken to a secure site by courier. DBR’s workstations and servers are a mix of Microsoft Windows and Linux operating systems. The workstations run a local virus scanner. A small IT staff of three maintains all the systems and the network.

YOUR ROLE

The chief executive officer (CEO) of DBR has recently been talking to a number of vendors about cybersecurity. DBR’s board has agreed that the organization needs to increase their cybersecurity capabilities, but would like a threat and vulnerability assessment before committing any additional funds. You have been hired as an external security consultant to perform a threat and vulnerability assessment

This case exercise was developed to support the Cybersecurity Student Book.

1. Based on the information in this case analysis, what are the types of threats DBR may be facing?
   
2. How would you characterize the capabilities and intent of these threats?
   
3. Which threat poses the most risk?
   
4. How would you approach the vulnerability assessment?
   
5. What would be your suggestions based on the information in the case analysis?

Please answer the following questions in complete sentences.

1. What is a decision?

2. Describe the steps in the managerial decision making process.

Please answer the following questions in complete sentences.

1. What is a goal?

2. What is strategic management? Why is it important to an organization?

company’s personal recommendation service aggregated buying-pattern data to infer who might like which book. Amazon also introduced its revolutionary one-click shopping, which allowed buyers to make purchases effortlessly with a single click. Amazon started to diversify its product line in the late 1990s, first with DVDs and videos and then with consumer electronics, games, toys, software, video games, and gifts. The company continued to expand its product offerings and in 2007 launched Amazon Video On Demand, allowing consumers to rent or purchase films and television shows to watch on their computers or televisions. Later that year, it introduced Amazon MP3, which competed directly with Apple’s iTunes and had participation from all the major music labels. Amazon’s most successful product launch was the Kindle, its branded electronic book reader that delivered hundreds of thousands of books, magazines, blogs, and newspapers in a matter of seconds. As thin as a magazine and light as a paperback, the device has been the company’s best-selling product since 2009. Today, you can find virtually anything you want on Amazon.com. The company has successfully established itself as the biggest online retailer in the world by enabling merchants of all kinds to sell items on the site. In addition to its core business, Amazon also runs an “Associates” program that allows independent sellers and businesses to receive commissions for referring customers to the site in a variety of ways, including direct links and banner ads as well as Amazon Widgets, miniapplications that feature the company’s wide selection of products. Associates can create an Amazon-operated online store easily, with low risk and no additional cost or programming knowledge. Fulfillment by Amazon (FBA) takes care of picking, packing, and shipping the merchant’s products to its customers. One consistent key to Amazon’s success is its willingness to invest in the latest technology to make shopping online faster, easier, and more personally rewarding for its customers and third-party merchants. During peak season in 2012, the company sold approximately 306 items per second, or 26 million items per day. Small wonder that it continually looks for ways to improve delivery. For a $99 annual fee, Amazon Prime provides unlimited free express shipping for millions of items. While free shipping and price cuts are sometimes unpopular with investors, Bezos believes they build customer satisfaction, loyalty, and frequency of purchase orders.In 2013, Amazon.com announced a partnership with the U.S. Postal Service to begin delivering orders on Sundays. Bezos also predicted on 60 Minutes that the company may use drones in the near future to make same-day delivery of lightweight products within short distances of distribution warehouses. (Critics find this unlikely for many reasons, though.) Amazon has also maintained competitive and low prices throughout its product expansion. The company understands how important it is to keep its prices low in order to drive the volume it needs to remain a market leader and expand geographically. Amazon’s practice of selling books at heavily discounted prices, however, has upset some of its channel partners in publishing, as have its attempts to become a publisher in its own right. From the beginning, Bezos has said that even though he started an online bookstore, he eventually wanted to sell everything to everyone through Amazon. com. The company continues to invest significantly in technology, is focused on the long term, and has successfully positioned itself as a technology company with its wide range of Amazon Web Services. This growing collection of infrastructure applications meets the retailing needs of companies of virtually all sizes. Amazon has successfully reinvented itself time and again and created a critical channel for merchants around the world who are able to reach more than 244 million customers worldwide. Questions 1. Why has Amazon succeeded online when so many other companies have failed? 2. Will the Kindle revolutionize the book industry? Why or why not? 3. What’s next for Amazon? Where else can it grow?

Winning at Work: Working Virtually Takes Special Preparations

Advances in social networking, video conferencing, cloud storage, and mobile technology have enabled more and more employees to work virtually. A sizeable percentage of the U.S. workforce telecommutes from home at least part of the time. There are some challenges that can make it difficult for some people to work from home. One concern is that people miss the personal contact and social interaction that come with working in an office. Many people have difficulty creating boundaries between their work and home life. Finally, it takes discipline to work from home since there are no managers or colleagues around to motivate or prompt you to get things done. To work effectively virtually, you should have an effective work area that feels like an office; you should work specific hours and keep to your schedule; you should establish and maintain a morning routine; your family and friends must leave you alone to focus on your work; you should have a list of goals that must be accomplished; you need to maintain communication with your professional network; and take steps to ensure you get the desired level of human interaction. Not everyone is well suited for virtual work so it is important to know your true characteristics and strengths before beginning virtual work.

Discussion Questions/Topics:

• As a manager, what questions would you ask a job applicant to determine if the candidate is a good choice for a position that relies on telecommuting?
• If you have telecommuted for a current or previous job, what actions did you take to help you focus on work? If you have not telecommuted, what actions would you need to take to stay focused on work?
• What can a company do to create a sense of “community” when most or all of the firm’s employees telecommute?