Identify the HR competencies required for effective workforce planning?

With a fixed cost of $100 per order, Nathan decided it was vital to get his money's worth. His monthly demand for energy drinks was 10,000 bottles and holding cost was estimated at 20% of unit cost. The mail-order company offered him a couple of possibilities — he could pay $4.00 per bottle for orders of up to 10,000 bottles. After that threshold, he would pay only $3.98 per bottle, and if he ordered 20,000 or more bottles in a order, he would pay only $3.96 per bottle.

A. What is the best order quantity for Nathan to use?

B. What is the best total cost that Nathan can incur?

The Unemployment Program of the Government of Guava Land has several offices throughout the country, ten (10) to be specific. At these offices, all the administrative matters of the Program are administered, inclusive of payments to suppliers, payroll and Information Technology services. There are several assets and confidential data on each compound such as computer equipment, filing cabinets, personal data and several pieces of furniture. Within recent times, there were numerous burglaries’ at a number of locations, which resulted in the loss of two million dollars’ worth in items. The Police are currently undertaking an investigation to catch the culprits. The Minister, who is responsible for the Program, has mandated the Program to procure security services for one year at each location. After a highly competitive procurement process, Big Trouble Security Services secured the contract to provide security services at all the locations. The Unemployment Program and Big Trouble Security Services met on several occasions to finalize the written contractual obligations. Finally, on March 31st 2019, they agreed on all the terms of the contract and both parties duly signed. One of the agreed terms is that “Big Trouble Security Services under no circumstances will be held liable for any unforeseen acts committed by its officers during the provision of services to the Unemployment Program” Raymond Tin Foot, a security officer from Big Trouble Security Services, was assigned to the Harlem Office for the last six months for the 6pm to 6am shift. Raymond, who is also a resident of the Harlem area, invited several of his friends during his shift, to lime and have a cook out at nights as a means of passing the time. This involves the lighting of a fire as well as occasional drinking of alcohol on the premises. Big Trouble Security Services – Manager and Owner – Mr. Lazy, on one of his rear occasional visits to the Harlem Site, saw what was going on at this office. He quietly told Raymond “to please keep everything under control so that no one will know”. Mr. Lazy as per contractual obligations must visit the site every night to ensure that the guards are performing their functions efficiently and effectively. However, this has never been done, because Mr. Lazy treasure his sleep very much. Additionally, Mr. Lazy did not want to take any affirmative action, because he feared that Raymond might leave the job. Indeed, Big Trouble Security Services is having problems recruiting security guards in this area and as such, if Raymond left the job there will be no available guard for this location. One night, while Raymond was cooking and consuming alcohol with his friends, forgot to extinguish the fire. They all fell asleep and subsequently the Harlem Compound of the Unemployment Program was destroyed. The Unemployment Program intents to sue Big Trouble Security Services for breach of contract due to the negligence of their employee Mr. Raymond Tin Foot. However, Big Trouble Security Services is seeking to rely on the following agreed term of contract, which excludes them from liability, that is – “Big Trouble Security Services under no circumstances will be held liable for any unforeseen acts committed by its officers during the provision of services to the Unemployment Program”

Advise the Unemployment Program, whether or not Big Trouble Security Services can rely on the above mentioned exclusion clause in the face of a fundamental breach of contract due to the destruction of the compound.

what is your position regarding the advantages of IoT integration toward business competitive advantage? Are you for or against continuous integration directions of IoT solutions? Give examples to illustrate your answer. Provide justification and citations for your points.

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?