How has the New Federalism, since 1964, affected state and local governments in the delivery of services?

What characteristics are associated with functional versus dysfunctional conflict? Please explain your answer.  

What are the five types of power according to French and Raven and what are the effects of these types of power?

1) Describe the four characteristics of empowered employees, and give an illustration for each that shows how an employee would feel or behave if their work role has this characteristic.

2) Using examples, identify and describe the five conflict management strategies and the accompanying behaviours.

:

Locate 2-3 articles related to

Conflict in the workplace

summarize and discuss. Be

sure to include reference citations for support.

Plz I need this asap, own your words and at least 100 words each answer (no refrencess)

1- Was your leadership week a success? Why or why not ? Ensure you include leadership theories and models from the text and one academic journal to evaluate your leadership.

2-What were your leadership areas of strength? What were your areas of development? Please reflect on why some leadership activities were easier for you to perform than others

3- When you were not leading the team were you an effective follower? Using the themes, you learned in module five to evaluate yourself as a follower. Provide theory to support your rationale for your self-analysis.

Advertisers say that by using frequency techniques (multiple exposures to a certain advertisement) consumers will be pre disposed to buy certain products. I totally disagree. Tell me why you think that the frequency argument doesn't work anymore?

Case Study 2: A New Incentive System at Lane Automotive

You've been hired by Lane Automotive, a relatively large local automobile dealer to design a new compensation and incentive system for several positions that make up the bulk of the firm’s workforce. These positions are:

• 15 administrative positions: These positions involve the day-to-day operational facets of running the dealership—answering phones, working at the customer service desk, filing paperwork, pulling records on cars, and so forth. These employees are currently paid on an hourly basis. The turnover rate is about 35% for these positions. There have been several complaints about the courtesy and helpfulness of employees occupying these positions. Currently, these employees receive annual bonuses if the dealership exceeds its goals and merit pay increases once each year.
• 15 sales positions: The employees occupying these positions are primarily focused on selling cars and are paid entirely on commission. The turnover among these employees is high (about 80% leave each year), although a few of the sales staff have been with the dealership for a number of years.
• 17 service positions (mechanics): The mechanics occupying these positions are paid on a standard hour plan (i.e., their pay is based on how much time it should take to perform each repair). These employees regularly repair cars in less time than allowed under the standard hour plan. The turnover among these employees is very low. As in any other dealership, there have been some complaints about the quality of the service the firm’s mechanics have delivered. A number of customers have had to bring their vehicles in several times before their auto problems were properly repaired.

The goals of the dealership are primarily to make money on the sale of new and used cars, but most of the money is made through the service department. There are several challenges you must consider before you make your recommendations:

• The dealership’s profitability is fundamentally influenced by the number of cars service and the quality of that service. In addition, the dealership’s profitability is enhanced by (1) repeat business and (2) the company’s reputation. Historically, repeat customers represent a sizable amount of business; the dealership gets to sell their used cars they traded in and sells them new cars. Moreover, customer loyalty matters a lot because word-of-mouth advertising generates business.
• Service quality in terms of the sales process, as well as the service department (mechanics), is a critical component of customer satisfaction and affects the amount of repeat business.
• The income salespeople earn is directly related to the profitability of each car they sell. The prices on the cars are somewhat negotiable. Under the current system, the sales staff and the dealership split the profits from every transaction 50-50.

Questions

1. What are the major problems that exist in this case?
2. For each problem you have identified, explain how incentive may be a contributing factor to the problem or a solution to the problem.
3. What changes would you make to the incentive system in place for these three groups of employees?

Nike was founded in 1964 by Bill Bowerman and Phil Knight in Beaverton, Oregon. It began as Blue Ribbon Sports (BRS). In 1972, BRS introduced a new brand of athletic footwear called Nike, named for the Greek winged goddess of victory.

The company employs 26,000 staff around the world with revenues in fiscal year 2005 of $13.7 billion. It has facilities in Oregon, Tennessee, North Carolina, and the Netherlands with more than 200 factory stores, a dozen Nike women stores, and more than 100 sales and administrative offices.

Its subsidiaries include Cole Haan Holdings, Inc., Bauer Nike Hockey, Hurley International LLC, Nike IHM, Inc., Converse Inc., and Execter Brands Group LLC. As of May 31, 2004, manufacturing plants included Nike brand, with 137 factories in the Americas (including the United States), 104 in EMEA, 252 in North Asia, and 238 in South Asia, providing more than 650,000 jobs to local communities.

Objective

Nike grew from a sneaker manufacturer in the early 1970s to a global company selling a large number of products throughout the world. Nike’s sneaker supply chain was historically highly centralized. The product designs, factory contracts, and delivery are managed through the headquarters in Beaverton, Oregon. By 1998, there were 27 different and highly customized order management systems that did not talk well to the home office in Beaverton, Oregon. At that time Nike decided to purchase and implement a single-instance ERP system along with supply chain and customer relationship management systems to control the nine-month manufacturing cycle better, with the goal being to cut it down to six months.

Plan

The company developed a business plan to implement the systems over a six-year period, with multiple ERP rollouts over that time. The plan called for the implementation of the demand planning system first while working through the ERP system and supply chain implementation.

Implementation

The demand planning system was implemented first for reasons that made a lot of sense. The total number of users was small in comparison to the ERP system and was thought to be relatively easy to implement; however, this turned out not to be the case. When the system went live, there were a number of problems related to the software, response time, and data. In addition, training was not adequately addressed, causing the relatively small number of end users to use the system ineffectively. The single-instance ERP system and supply chain implementation plan differed from the demand planning system and called instead for a phased rollout over a number of years.

The ERP system implementation went much more smoothly. Nike started in 2000 with the implementation of the Canadian region, a relatively small one, and ended with the Asia-Pacific and Latin America regions in 2006, with the United States and Europe, Middle East, and Africa in 2002. This included implementing a single instance of the system, with the exception of Asia-Pacific, and training more than 6,300 users.

The total cost of the project as of 2006 was at $500 million—about $100 million more than the original project budget.

Conclusion: What was Learned?

The demand planning system interfacing to legacy data from a large number of systems that already did not talk well with each other was a root cause for misinformation and resulted in inadequate supply planning.

The demand planning system was complex, and end users were not trained well enough to use the system effectively.

System testing was not well planned and “real” enough to find issues with legacy system interfaces.

The overall business plan for all the systems and reasons for taking on such a highly complex implementation were well understood throughout the company. Thus, Nike had exceptional “buy-in” for the project and was able to make adjustment in its demand planning system and continue with the implementation. The goal was to ensure business goals were achieved through the implementation, and not so much to get the systems up and running.

Nike exhibited patience in the implementation and learned from mistakes made early in the process.

Training was substantially increased for the ERP implementation. Customer service representatives received 140–180 hours of training from Nike, and users were locked out of the system until they completed the full training course.

Business process reengineering was used effectively to clarify performance-based goals for the implementation.

Case Questions

1. How could OPM3 have helped to identify the problems with implementing the demand planning system?

2. What were the three primary reasons Nike was successful with the ongoing ERP implementation?

3. Why was a phased rollout the correct decision for Nike?

1- Why do you think Alice Chou carefully monitors the My developerWorks site?

2- What insights can she gain from the data she is collecting? propose steps.

3- Why do you think a rewards program is necessary for My developer works given that so many profiles have already been developed?

4- what is the analysis of the case? Use outside research.

5- offer a solution which best fits case facts

(Support your response using relevant IS models and frameworks.)

IBM’s award?winning developer Works site was established in 2000 as a technical resource repository for the company’s global development community. Designed to share knowledge and skills related to IBM products and other key technol- ogies, it has been a solid success. The site attracts about 4 million unique visitors a month—including students, profes- sionals, and developers from almost all the world’s countries—who search its library of 30,000 articles, demos, podcasts, and tutorials. developerWorks is available in eight languages, including Russian, Chinese, and Spanish, and about 70% of its visitors come from outside IBM. My developer Works, a social networking function, was added to the repository platform in 2009 to allow developers to connect, communicate, and collaborate on projects. Soon the network had added more than 600,000 user profiles as well as numerous blogs and forums. In addition to allowing established business, start?ups, and partners to collaborate, it has also helped users find answers to support questions that would otherwise go to IBM’s call centers and help desks, thus saving the company an estimated $100 million. Alice Chou, Director of IBM developerWorks, carefully monitored the number of My developerWorks profiles and the volume of traffic to the site. She looked at unique visitors, developer demographics, time spent on the site, and patterns of page views. She created a reward and recognition framework so that when users contributed a highly regarded article or blogpost to the site, “they got the kudos they deserve.”

What makes a good data-driven solution?

What are some implementation aspects of a successful data-driven solution?

WHAT ARE THE COMPONENTS OF Enterprise Integrated System?

Discuss the strengths and weaknesses of the different employment tests that are available. Provide details for at least three different employment tests

1. Explain how probabilities are used in budgeting and provide an example of how a sales budget could be developed using probabilities.
2. What may be some of the reasons a company experiences actual sales that exceed budget sales. What might this variance reveal about the company’s budgeting processes?
3. When might a company consider revising a budget?

Distinguish the statute of limitations for criminal versus civil liability.