Think about your current company (or one you have work with previously) and pretend you are in charge of recruitment efforts. Specifically, how might you change the current recruitment process at your company using technology? Explain

Case Study 3: ELYSIAN CYCLES                                      

Located in a major southwestern U.S. city, Elysian Cycles (EC) is a wholesale distributor of bicycles and bicycle parts. Its primary retail outlets are located in eight cities within a 400-mile radius of the distribution center. These retail outlets generally depend on receiving orders for additional stock within two days after notifying the distribution center (if the stock is available). The company’s management feels this is a valuable marketing tool that aids its survival in a highly competitive industry.

EC distributes a wide variety of finished bicycles, but all are based on five different frame designs, each of which is available in several sizes. Table 1 gives a breakdown of product options that are available to the retail outlets.

Table 1. Prices and Options of Available Bicycles

EC receives these different styles from a single manufacturer overseas, and shipments can take as long as four weeks from the time an order is made by telephone or Internet. Including the costs of communication, paperwork, and customs clearance, EC estimates that it incurs a cost of $65 each time an order is placed. The cost per bicycle is roughly 60 percent of the suggested list price for any of the styles available.

Demand for these bicycles is somewhat seasonal in nature, being heavier in spring and early summer and tapering off through fall and winter (except for a heavy surge in the six weeks before Christmas). A breakdown of the previous year’s business with the retail outlets usually forms the basis for EC’s yearly operations plan. A growth factor (either positive or negative) is used to refine further the demand estimate by reflecting the upcoming yearly market. By developing a yearly plan and updating it when appropriate, EC can establish a reasonable basis for obtaining any necessary financing from the bank. Last year’s monthly demand for the different bicycle styles that EC distributes is shown in Table 2

Table 2. Monthly Bicycle Demand

Because of the increasing popularity of bicycles for recreational purposes and for supplanting some automobile usage, EC believes that its market might grow by as much as 25 percent in the upcoming year. There have been years when the full amount of expected growth did not materialize, however, so EC has decided to base its plan on a more conservative 15 percent growth factor to allow for variations in consumer buying habits and to ensure that it is not overstocked excessively if the expected market does not occur. Holding costs that are associated with inventory of any bicycle style are estimated to be about 0.75 percent of the unit cost of a bicycle per month.

Develop an inventory control plan for EC to use as the basis for its upcoming annual plan. Justify your reason for choosing a particular type (or combination of types) of inventory system(s). For your particular plan, specify the safety stock requirement if EC institutes a policy of maintaining a 95 percent service level.

Saint Mary’s University jointly runs a dual degree program with the Beijing Normal University at Zhuhai. In order to do so, Saint Mary’s provides faculty to instruct in China. For the spring session scheduled to run from April 22^nd to May 31^st, 2019 Saint Mary’s had an individual prepared to instruct this course. This person entered into a contract with SMU which stated in part that the individual would instruct in China during the entirety of the spring session, but said nothing about cancellation by either party. At some point on or about late February, this individual advised Saint Mary’s that they would not be able to come to Zhuhai. Assume for the purposes of this assignment that the individual had been diagnosed with cancer, and was unable to travel.

In or about early March Professor Scott had been offered and had accepted a position as the new instructor by Saint Mary’s. A contract was entered into that included, among other things, clear instructions that he would need to secure the appropriate Visa that would allow him to travel to Zhuhai. As time was tight (in legal terms we say that time was of the essence) Scott was encouraged to go ahead and book flights and make the necessary arrangements in order to be in China to start classes on April 22.

In Canada, the Chinese embassy is responsible for issuing appropriate Visas for travel to China. In order to facilitate the processing of applications, the embassy utilizes an independent company known as the Chinese Visa Processing Centre Limited…this company is a separate entity from the government and operates at arm’s length from the embassy. Applications are filled out online, and when complete, the applicant must print the application form and attend in person at the offices of the Chinese Visa Processing Centre where they pay a fee and also provide biometric scans that enable the embassy to conduct their work. The Chinese Visa Processing Centre essentially pre screens visa applications to ensure conformity with the established decision parameters. If there are readily apparent issues, for example an expired passport or things of an administrative nature, then the Chinese Visa Processing Centre will hold an application pending the correction of the issue by the applicant. The Processing Centre also states that applicants who cannot pick up their passport in person must provide a prepaid pre-addressed return envelope so that the passport containing the Visa can be returned to the applicant.

Scott prepared the online application form as advised. Given the type of Visa required, Scott needed a letter, known as the Foreign Expert Invitation Letter issued by the provincial government in Guangdong, China. Although this letter was not mentioned in the contract, Saint Mary’s represented verbally that they would secure the letter for Scott. Saint Mary’s did, in fact secure the letter, which was advanced to Scott via email on March 19. Having completed the application, and with the letter in hand, Scott flew to Ottawa to deliver the visa application.

Before that however, Scott had booked flights from Halifax to Zhuhai that would have him arrive in China on April 19 in time to begin classes on the 22^nd. Scott was instructed to secure cancellation insurance on all flights. Scott did, in fact, pay for and receive a policy of insurance that clearly stated that it would cover the cost of flights cancelled due to medical emergencies or death, including medical emergencies or death to immediate family members of the insured party.

While sitting in the departure lounge awaiting his return flight to Halifax, having attended at the Visa Processing Centre as required Scott received a telephone call from the Chinese Visa Processing Centre and was told that the embassy has already had a look at the Foreign Expert Invitation Letter. Scott was advised that the letter would not suffice because it lacked certain information, and also because it needed to be issued by the appropriate government authorities in the Guangdong Province. The letter had actually been issued by the University, in accordance with past practice This issue had not been raised for previous applications.

As a result of this problem, it became impossible to travel as planned and Scott advised his travel agent that the flights would need to be cancelled or changed. Further, Scott and officials at Saint Mary’s decided that he should not rebook any travel until it was absolutely certain that the new letter could be obtained.

On April 19, Scott received a different Foreign Expert Invitation Letter and forwarded it to the Chinese Visa Processing Centre. They acknowledged receipt on April 22 and indicated that he should receive confirmation that the Visa had been processed by April 26.

With this new knowledge, Saint Mary’s and Beijing Normal University at Zhuhai amended the start date of the course to May 6.

On April 26, Scott received word that his Visa had been processed and his passport had been placed in the provided pre-paid, pre-addressed envelope and put in the mail. The expected delivery date was April 29. Unfortunately, on April 29 it was discovered that the passport had been delivered to any entirely different address, not in Halifax Nova Scotia, but in Mississauga Ontario, 2000 kilometres away. The address label on the envelope that had been purchased from Canada Post had been tampered with before it was sold. When it was placed in the postal system by the Chinese Visa Processing Centre, it had two different addresses, and Canada Post picked one but they picked the wrong one. When contacted by Scott, Canada Post officials advised that once the envelope had been placed in the mailbox of the receiver, it became the receiver’s property, and Canada Post could not recover it because this would constitute theft. They took no responsibility for the envelope, saying it was the buyer’s problem.

Fortunately the passport was located. The individual that had the passport said that he would return it if Scott came to get it at his home. When Scott travelled to the home, the gentleman said he would only return it if Scott paid a significant reward. At first Scott declined, but the gentleman indicated that he would call the police and state that Scott was trespassing on his property. Scott felt he had no choice, and so he complied and made the payment.

When Scott returned to his hotel with the passport, the rain started to fall heavily. The stone walkway at the front of the hotel was quite slippery, and unfortunately Scott fell and injured his shoulder. Hotel staff would take no responsibility for the injury, stating Scott should have been more careful as it was raining. A sign on the wall of the hotel indicated that the paving stones could become slippery when wet, and patrons of the hotel were cautioned that the hotel accepted no responsibility for injuries. Unfortunately, the hotel concierge had left a luggage cart in front of the sign such that it was not visible.

1. IDENTIFY ALL THE POTENTIAL LEGAL ISSUES WITH REFERENCE TO THE MATERIALS COVERED IN THE COURSE. YOU MAY PREPARE YOUR ANSWER IN POINT FORM. NOTE ALSO THAT YOU ARE ASKED ONLY TO IDENTIFY THE POTENTIAL LEGAL ISSUES, SO A COMPLETE ANALYSIS IS NOT REQUIRED. (50 points)

2. ASSUME YOU ARE A LAWYER RETAINED BY SAINT MARY’S. ADVISE SAINT MARY’S OF ALL OF THEIR RIGHTS AND OBLIGATIONS IF SCOTT HAD NOT BEEN ABLE TO SECURE THE VISA. (10 points)

3. IDENTIFY, WITH REFERENCE TO RISK MANAGEMENT STRATEGIES, AREAS WHERE RISK WAS ENCOUNTERED AND HOW THE PARTIES DEALT WITH THE RISK. SPECIFY THE PARTICULAR RISK MANAGEMENT STRATEGY. (35 points)

4. WOULD IT MAKE ANY DIFFERENCE TO YOUR ANALYSIS IF SCOTT WAS PAID OR IF HE WAS A VOLUNTEER? WHY OR WHY NOT? (5 points)

Describe three different types of selection interviews with similarities and differences.

While managers approach problems using different thinking styles,they can nonetheless, employ a 5 step decision making process.
(1) Identify and Define the problem
(2)Generate and Evaluate alternative courses of action
(3)Choose a preferred course of Action
(4) Implement the decision
(5)Evaluate Results
Making process to help them use a systematic approach when solving complex problems.And still there are many issues which can arise to impede managers and other decision makers from making the best decision possible.
What are some of these issues and what can be done to mitigate their effects?

What's the supply chain for a dry cleaning service? The actual supply chain for the service itself.

Revisit the real-world challenge or problem that you want to resolve in general. (example: Corona Virus Pandemic)

qDraft a clear problem statement for your problem.

qHow can you use the tools of problem definition to verify your problem statement?

qCreate a concept map to further define the problem. How does the concept map help you reframe your thinking about the problem?

describe the major steps involved in designing and implementing a training system and which steps tend to be the weakest

In 1982 in Gainesville, Georgia there was a suspected serial killer on the loose. He was dubbed the Swamp Slasher. He had attacked and killed at least 5 women over the course of a year. His attacks were all very similar in nature. America’s Most Wanted offered a $50,000 reward to anyone providing information through its tip line by December 31, 1982, leading to the arrest of the Swamp Slasher. Debbie Adams was alone at her house in Gainesville when she was attacked by a man. Luckily, her son came home and ran the man off before he could kill Debbie. Debbie and her son gave a description of the man to law enforcement. Law enforcement passed the detailed description along to the media and to the FBI investigating the Swamp Slasher because the attacks seemed very similar. The FBI shared that information with America’s Most Wanted. On December 15, 1982, Charlie Dodd was arrested for the attack on Debbie and for being the Swamp Slasher. Debbie’s and her son’s detailed description of her attacker was an important factor in apprehending Mr. Dodd. On January 4, 1983, Debbie and her son contacted America’s Most Wanted to claim their reward. America’s Most Wanted denied their claim stating that the two were not entitled to it.

Was America’s Most Wanted contractually obligated to pay Debbie and her son the reward money?

Why or why not?

What would the trial court consider?

What would the trial court decide?

Your company is desperately looking for a system analyst. You know that your competitor invested heavily in training and has a highly competent system analyst, who indicated to you privately that she would switch if you pay her $10,000 more. Your boss thinks that this is a bargain and tells you: “Get her!” It surely would hurt the competitor. What issues does this raise?

1. What can you find in a lessons learned report?

2. What can you find in a progress report?

3. How would you improve your communication skills? Feel free to express your opinion.

Describe four personal characteristics of successful entrepreneur Michael Rozzi that are attributable to Damion Haynes?

1. Identify someone involved in procurement at an organization and indicate there position and the nature of the business. Students need to email me for approval giving the person’s position as it relates to procurement as well as the nature of the business (it is fine to maintain confidentiality).

2. Briefly present the nature of business at the organization.

3. Indicate the structure & process of procurements.

4. Conduct the interview indicating the length of time for the interview.

5. Determine relevant aspects of procurement according to what you have learned in lectures and from the two textbooks. (You should address key topics particularly as they relate to Project Procurement. (Insure in your report the sections of the interview related to course procurement topics).

6. Provide a critique of what is positive and negative about the results of the interview. 7. Submit the project assignment according to the announcement in made in class.

8. The paper should be 3-5 pages (single spaced).

Assume that you have been asked to join a union. What would you consider/expect to be some of the benefits of being a union member? What would you consider to be some of the costs?

Do some research on your own. You may discuss this with someone you know who is a union member.