System Design and Analysis

Analyze and design a hotel reservation system -

Should include the following

- Create a Data Flow Diargram that includes Context Diagram and DFD 0
- Create a Use Case Diagram and include 8 fully-dressed use cases.

Designing a global organization structure to operate effi ciently across many countries is a critical issue for multinational companies, as Ford has discovered over time. Ford realized early in its history that a major opportunity to increase its profi tability was to take its American car-manufacturing skills and apply them in countries abroad. Over time, it established car-manufacturing divisions in different countries in Europe, Asia, and Australia. Ford decentralized decision-making authority to each global division, which controlled its own activities and developed cars suited to the local market. The result was that each division came to operate independently from its United States parent company. Ford of Europe, for example, became the largest and most profi table carmaker in Europe. Ford remained a highly profi table company until Japanese carmakers began to fl ood the world with their small, reliable, low-priced cars in the 1980s. As car buyers began to buy the Japanese imports in large numbers, Ford tried to draw on the skills of its European unit to help build smaller, more fueleffi cient cars for the United States market. But it had never before tried to get its United States and European design and manufacturing units to cooperate; this proved diffi cult to achieve because its decentralized global organizational structure did not encourage them to cooperate. In the 1990s, Ford embarked on a massive project to create a new global-matrix structure that would solve the decentralized task and authority problems that were preventing it from utilizing its resources effectively. In the 2000 plan, Ford laid out a timetable of how all its global carmaking units would learn to cooperate using one set of global support functions, such as design, purchasing, and so on. Country managers continued to resist the changes, however, to preserve their country empires and forced Ford to redesign its proposed global structure again and again. By the mid-2000s, Ford’s United States, European, and Asia/Pacifi c divisions were still operating as a collection of different autonomous “empires.” Ford had failed to lower its cost structure or design and make a profi table “world car” that could be sold to customers around the globe.

Once again, Ford decided to restructure itself. It moved to a “world structure,” in which one set of managers was given authority over the whole of a specifi c global operation such as manufacturing or car design. Then Ford began to design cars for the global market. Its new structure never worked to speed car design and production, even as it constantly changed global lines of authority and the locations in which it operated to increase profi tability. Ford went through multiple reorganizations to try to meet the Japanese challenge, but nothing worked. Losing billions of dollars, Ford announced in 2006 a revamped “Way Forward” plan to turn around its United States and global operations, a plan that called for cutting 44,000 jobs; closing 16 plants; and freshening 70% of the company’s Ford, Mercury, and Lincoln car lineup. In October 2006, Ford also appointed a new president and CEO, Alan Mulally, an expert in organizational design, to help turn around its operations. Mulally, a former Boeing executive, had led that company’s global reorganization effort. He began to work out how to change Ford’s global structure to reduce costs and speed product development. In the structure Mulally inherited, Ford’s American unit reported to the CEO, but its other global and functional operations reported to the next two most senior executives, Mark Fields, president of Ford’s Americas operation, and Mark Schulz, president of international operations. Mulally decided that Ford’s downsizing should be accompanied by a major reorganization of its hierarchy, and he decided to fl atten Ford’s structure and recentralize control. At the same time, however, he put the focus on teamwork and adopted a cross-functional approach to handling the enormous value chain challenges that still confronted the organization. The position of president of international operations was eliminated, and Mark Fields continues to report to Mulally but so also do the heads of the other two world regions: Lewis Booth, head of Ford of Europe, and John Parker, head of Ford of Asia Pacifi c and Africa and Mazda. Two levels in the hierarchy are gone, and Mulally’s new organizational design clearly defi nes each global executive’s role

in the company’s hierarchy. Ford can begin acting like one company instead of separate global units, each with their own interests.33 In addition, the heads of its global value chain functions also now report directly to Mulally, not to Fields. These heads include Tony Brown, global head of purchasing; Nick Smither, head of IT; Richard Parry-Jones, chief technical offi cer; and Bennie Fowler, head of quality and advanced manufacturing engineering. Mulally’s goal is to provide a centralized focus on using the company’s global functional assets to better support its carmaking business units. At the same time, Mulally also took a major restructuring step, announcing the creation of a new position, global product development chief, who is responsible for overseeing the development of Ford’s entire global lines of vehicles. He appointed Derrick Kuzak, head of product development in the
Americas, to head Ford’s new global engineering design effort, and he also reports directly to Mulally. Kuzak oversees efforts to streamline product development and engineering systems around the world. As Mulally commented, “An integrated, global product development team supporting our automotive business units will enable us to make the best use of our global assets and capabilities and accelerate development of the new vehicles our customers prefer, and do so more effi ciently.”34 Mulally’s goal was to force a cross-functional app roach on all his top managers—one that he will

personally oversee—to standardize its global carmaking and allow functional units to continuously improve quality, productivity, and the speed at which new products can be introduced. But beyond streamlining and standardizing its approach, its new- product development group must also ensure that its new vehicles are customized to better meet the needs of regional customers. All Ford’s executives now understand the company’s very survival was at stake; they had to work together to accelerate efforts to reduce costs and catch up to more effi cient competitors such as Toyota. Despite the fact that in 2009 Ford was still losing billions of dollars as the 2008 recession continued, its new global organizational structure did seem to be working. Ford was in the best competitive position of any United States carmaker, and it had not needed to borrow billions of dollars from the United States government so that it could continue to operate. Only time will tell, but Mulally remains confi dent.35

1. What kind of global strategy did Ford pursue at the beginning? What kind of global strategy does it pursue now?

2. In what main ways has Ford changed its global structure to allow it to coordinate the production and sale of its products more effectively around the world? In particular, what different forms of organizational structure has it adopted?

account cycle

Week Transaction
1 Received $3000 as contribution to the corporation
Purchased Park Place for $350 Purchased St. James Place for $180 Purchased Pennsylvania RR for $200
Purchased house for St James Place $100 and $52 Insurance
2 Received $25 in Rent from Pennsylvania RR
Purchased Kentucky Ave for $220
Purchased Pacific Ave for $300
3 Purchased Boardwalk for $400 Purchased house for Park Place for $200 and $52 insurance
Received $650 for passing go the 1st time
Paid $30 in rent to Oriental Ave
Received $26 rent for Pacific Avenue
4 Received $26 rent for Pacific Avenue
Purchased house for Boardwalk for $200 and $52 insurance
Received $175 in Rent from Park Place
NOTE: Cash on hand before dividend payment is $1,566 Paid required dividend to stockholders
5 Received $200 rent for Boardwalk
Received $200 rent for Boardwalk
Paid $25 rent for BO Railroad
6 Paid $75 for repairs (Misc Expense)
Purchased house for Park Place for $200 and $52 insurance
7 Purchased house for BoardWalk for $200 and $52 insurance
8 Received $25 rent from Pennsylvania Railroad
Received $18 rent from Kentucky Ave
Purchased house for Kentucky for $150 and $52 insurance
Received $650 for passing GO the second time
9 no transactions
10 Received $70 rent for St James
Received $250 for Free Parking
11 Received $600 rent from Boardwalk
Paid $100 rent for Illinois Ave
Received $25 rent for Pennsylvania Railroad
12 Received $26 rent for Pacific Ave
Received $100 (Gain from Lawsuit)
Purchased house for St James Place for $100 and $52 insurance
13 Paid $50 rent for Short Line Railroad
Paid $100 for Luxury Tax
NOTE: Cash on hand at end of week 13 is $2,441

Question Set 1: Two Independent Proportions

Reminder: The standard error is computed differently for a two-sample proportion confidence interval and a two-sample proportion hypothesis test.

Researchers are comparing the proportion of University Park students who are Pennsylvania residents to the proportion of World Campus students who are Pennsylvania residents. Data from a sample are presented in the contingency table below.

1. Construct a 95% confidence interval to estimate the difference between the proportion of all University Park students who are Pennsylvania residents and the proportion of all World Campus students who are Pennsylvania residents. If assumptions are met, use the normal approximation method. Show how you checked assumptions. You should not need to do any hand calculations. Use Minitab Express to construct the confidence interval. Remember to copy+paste all relevant Minitab Express output and always clearly identify your final answer. [15 points]

B. Interpret the confidence interval that you computed in part A by completing the following sentence. [5 points]

I am 95% confident that…

C. Use the five-step hypothesis testing procedure given below to determine if there is evidence of a difference between the proportion of University Park students who are Pennsylvania residents and the proportion of World Campus students who are Pennsylvania residents. If assumptions are met, use the normal approximation method. Use Minitab Express. You should not need to do any hand calculations. Remember to copy+paste all relevant Minitab Express output. [30 points]

Step 1: Check assumptions and write hypotheses

Step 2: Calculate the test statistic

Step 3: Determine the p-value

Step 4: Decide to reject or fail to reject the null hypothesis

Step 5: State a real-world conclusion

Sidneyland is a popular theme park in Southern California that is now planning for its eventual re-opening after closing during Covid-19. In years past, New Years Eve was the single largest day of revenue earned by the park due to the high sales volume of NYE themed merchandise. However, this year it is uncertain if Sidneyland will even be opened on New Years Eve, and the time to order the 2021 apparel is approaching. The first purchase deadline is at the end of October, at which point Sidneyland can either buy the goods in full for​$100,000 or defer the decision until the end of November. At the end of November, the rush order price rises to​$150,000​. There is ​no cost nor profit if no purchase is made​. Sidneyland’s public health and data science consultants estimate that there is a​40% chance that the local Covid-19 situation improves from the end of October to the end of November, a​60% ​chance that it stays in the current most restrictive tier. If it improves, the experts predict a​90% ​chance the park is open on NYE, compared to a ​30%​ chance if it stays in the current most restrictive tier. Assuming that all goods sell for ​$200,000 if the park is open on NYE but are otherwise unsellable, answer the following questions about Sidneyland’s purchasing strategy if their goal is to maximize expected merchandise profit.

A) What are all of the different times to make a decision, and what decisions can be made at those times? ​

B) Supposing that Sidneyland defers and waits to make a decision at the end of November and supposing further that the public health scenario improves from October to November, what strategy should they take and what is the resulting expected earnings (or losses)?

C) Using the projections from the end of October, what are the expected merchandise earnings (or losses) if Sidneyland elects to defer the decision from October to November? ​

D) Using the projections from the end of October, what are the expected merchandise earnings (or losses) if Sidneyland buys the merchandise at the end of October?

E) What decision should Sidneyland make at the end of October? Explain.

The Inn at Prescott Ranch is a small, boutique hotel located in Prescott, Arizona. It opened in 1998. The Inn has identified the main competition as the Prescott Resort, owned and operated by the Yavapai Nation, and the Hassayampa Inn, a historic hotel in downtown Prescott, adjacent to Whiskey Row.

The Inn has 65 rooms on two floors—each with a private balcony. The nightly room rates are the highest in Prescott. The Inn offers a full array of amenities—both in the public areas and in the rooms. The Inn offers complimentary van service to the Gateway Mall, Bucky’s Casino, and Whiskey Row; and valet parking services with covered parking. There is nightly entertainment in the lobby. In-room amenities include high-thread-count linens; terry robes; organic soaps and toiletries; flat-screen TVs with DVD players; and Bose® stereo systems.

The Inn maintains a full bar and has an agreement with Wildflower Bakery to provide daily continental breakfast for an additional charge to nightly rates or included in the Bed & Breakfast Special. Boxed lunches may also be pre-ordered from Wildflower Bakery. The Inn is not “flagged” or branded. The management is highly involved in local organizations. There is an existing contract with Yavapai College for sponsorship of its performing arts series with Paramount Studies for a project being filmed in the Prescott area. In addition, the Inn at Prescott Ranch has been featured on Arizona Highways TV, Arizona Highways magazine, and in the Arizona Republic travel section. The Inn also participates in the local chamber of commerce and tourism promotional efforts for the Prescott area.

Management is looking for a marketing plan for 2021.

Questions:

1. If you were preparing a marketing plan for this hotel, how would you describe the company, its positioning strategy, and its value proposition?

2. What do you want to know about the market—demographics and psychographics?

3. Describe each of the 4Ps.

4. Without doing further research, who is the perceived target market?

5. Does the hotel have a brand image? If so, define.

please write the code in C format avoid using (<<count>>)

Assume that you work for a travel agency. Write a C program that performs 7 different tasks described below
for this company. The flights have the following
daily departure and arrival times:

a) Based on the time entered by the customer, the closest departure time is displayed using 12- hour format.

b)the customer is asked if they would like a hotel and for how many days. hotel cost is mentioned above. Calculate the total cost (before taxes) and display it (flight + hotel for n number of days +ride).

c) now there is 2 types of discount:
Discount1: If the total fee is a multiple of 11, then the
customer gets a 6% discount.
Discount2: An additional discount of 7% is given to those customers whose subtotal
after discount1 is a multiple of the sum of digits of the customer’s day of birth.
Three examples are given below for your convenience. See Sample Input / output
for more clarification.
• Ex1: If the day of birth entered is 3, the customer will get an additional 7%
discount if the sub-total of their purchase after discount1 is a multiple of 3.
• Ex 2: If the day of birth entered is 12, the customer will get an additional 7%
discount if their purchase after discount1 is a multiple of 3 (since sum of digits of
day of birth (12) is 3).

c)13% tax is applied to the total cost and the final bill is?

Case Study No. 1
Sue Kim, 49 years of age, emigrated from South Korea to the
United States 6 years ago. Her family came to the US to
educate their children and moved in with family members in
Los Angeles. Sue and her husband graduated from a top-ranked university
in South Korea, and her husband also had a master’s degree in
business. However, their English skills were not adequate for
them to get jobs in the United States. Instead, they opened a
Korean grocery store with the money they brought from South
Korea, and they managed to settle down in Los Angeles, where a number of Koreans are living. They have two children: Mina, a 25-year-old daughter who is
now the manager of a local shop, and Yujun, a 21-year-old
son who is a college student. Both children were born in South
Korea and moved to United States with Sue. The children had
a hard time, especially Mina, who came to the United States in
her senior year of high school. However, the children finally
adapted to their new environment. Now, Mina is living alone
in one-bedroom apartment near downtown, and Yujun is
living in a university dormitory. The Kim’s are a religious family and attend their community’s
protestant church regularly. They are involved in many church
activities. Sue and her husband have been too busy to have
regular annual checkups for the past 6 years. About 1 year ago, Sue began to have serious indigestion, nausea, vomiting, and upper abdominal pain; she took some
over-the-counter medicine and tried to tolerate the pain. Last
month, her symptoms became more serious; she visited a local
clinic and was referred to a larger hospital. Recently, she was
diagnosed with stomach cancer after a series of diagnostics
tests and had surgery; she is now is undergoing chemotherapy. You are the nurse who is taking care of Sue during this
hospitalization. Sue is very polite and modest whenever you
approach her. Sue is very quiet and never complains about any
symptoms or pain. However, on several occasions, you think
that Sue is in serious pain, when considering her facial
expressions and sweating forehead. You think that Sue’s
English skills may not allow her to adequately communicate
with health care providers. Also, you find that Sue does not
have many visitors -only her husband and two children.

NCM 100 TFN – Case Study 1 Topic: Transitions Theory by Afaf Ibrahim Meleis
You frequently find Sue praying while listening to some
previous songs. You also find her sobbing silently. About 2
weeks are left until Sue finishes chemotherapy. You think that
you should do something for Sue so she will not suffer
through pain and symptoms that could be easily controlled
with existing pain-management strategies. Now, you begin
some preliminary planning. Answer the following Questions:
1. Describe your assessment of the transition(s) Sue is
experiencing. What are the types and patterns of transition(s)?
What properties of transitions can you identify from her case?
2. What personal, community, and societal transition
conditions may have influenced Sue’s experience? What are
the cultural meanings attached to cancer, cancer pain, and
symptoms accompanying chemotherapy, in this situation?
What are Sue’s cultural attitudes toward cancer and cancer
patient’s? What factors may facilitate or inhibit her
transition(s)?
3. Consider the patterns of response that Sue is showing. What
are the indicators of healthy transition(s)? What are the
indicators of unhealthy transition(s)?
4. Reflect on how Transitions Theory helped your assessment
and nursing care for Sue. 5. If you were Sue’s nurse, what would be your first
action/interaction with her? Describe a plan of nursing care for
Sue.