Assume that the number of new visitors to a website in one hour is distributed as a Poisson random variable. The mean number of new visitors to the website is

2.3 per hour. Complete parts​ (a) through​ (d) below.

a. What is the probability that in any given hour zero new visitors will arrive at the​ website?

The probability that zero new visitors will arrive is__

b. What is the probability that in any given hour exactly one new visitor will arrive at the​ website?

The probability that exactly one new visitor will arrive is__

c. What is the probability that in any given hour two or more new visitors will arrive at the​ website?

The probability that two or more new visitors will arrive is__

d. What is the probability that in any given hour fewer than three new visitors will arrive at the​ website?

The probability that fewer than three new visitors will arrive is__

Good evening, below there is a poem

I need a summary of 5 sentences from the below poem. Thank you

[Stanza 1]

So you want... to get a degree

Why?

Let me tell you what society will tell you:

Increases your chances of getting a job,

Provides you an opportunity to be successful,

Be a lot less stressful,

Education is the key.

[Stanza 2]

Now let me tell you something your parents will tell you:

Make me proud,

Increases your chances of getting a job,

Provides you an opportunity to be successful,

Your life will be a lot less stressful,

Education is the key.

[Stanza 4]

Now let's look at the statistics,

Steve Jobs - net worth seven billion R.I.P,

Richard Branson - net worth four point two billion,

Oprah Winfrey - two point seven billion,

Mark Zuckerberg, Henry Ford, Steven Spielberg, Bill Gates

Now here comes the Coup de grâce,

Looking at these individuals, what's your conclusion?

Neither of them in being successful,

Ever graduated from a higher learning institution.

[Stanza 5]

Now some of you may be like,

Money is only the medium by which we measure worldly success,

And some of you even have the nerve to say

"I don't do it for the money."

So what you studying for?

To work for a charity?

Need more clarity?

[Stanza 6]

Let's look at the statistics:

Jesus,

Muhammed,

Socrates,

Malcolm X,

Mother Teresa,

Spielberg,

Shakespeare,

Beethoven,

Jesse Owens,

Muhammad Ali,

Sean Carter,

Michael Jeffrey Jordan,

Michael Joseph Jackson.

Were either of these people unsuccessful... or... uneducated?

[Stanza 7]

All I'm saying is that,

If there was a family tree hard work and education would be related,

But school would probably be a distant cousin,

Because if education is the key,

School is the lock,

Because it rarely ever develops your mind to the point where it can perceive red as green and continue to go when someone else said stop.

Because as long as you follow the rules and pass exams your cool,

But are you aware that examiners have a checklist,

And if your answer is something outside the box then the automatic response is a cross,

And then they claim that school expands your horizons and your visions,

Well tell that to Malcolm X who dropped out of school and is world renowned for what he learns in a prison.

[Stanza 8]

Proverbs 17:16

It does a fool no good to spend money on an education,

Why?

Because he has no common sense.

George Bush. Need I say more?

Education is about inspiring one's mind,

Not just filling their head,

And take this from me because I'm an 'Educated' man myself,

Who only came to this realization after countless nights in the library,

With a can of red bull keeping me awake till morning,

Another can in the morning,

Falling asleep between piles of books that probably equates to the same amount I spent on my rent,

Memorize equations, facts and dates,

Write down to the letter,

Half of which I would never remember,

And half of which I would forget straight after the exam,

Before the start of the next semester,

Asking anyone if they had notes for the last lecture.

I often found myself running to class,

Just so I could find a spot on which I could rest my head and just sleep without making a scene,

Ironic because that's the only time I ever spent in university chasing my dreams.

And then after nights with a dead-mind,

I'd den find myself in a queue of half-awake students, zombies,

Waiting to hand in an assignment,

Maybe that's why they call it a deadline.

And then after three years of mental suppression,

And frustration,

My "Proud Mother" didn't even turn up to my graduation.

[Stanza 9]

Now, I'm not saying that school is evil and there's nothing to gain,

All I'm saying is: understand your motives and re-assess your aims,

If you want a job working for someone else then help yourself,

But then that would be a contradiction because you wouldn't really be helping yourself,

You'd be helping somebody else,

There's a saying that is: if you don't build your dreams, someone else will hire you to help build theirs.

[Stanza 10]

Redefine how you view education,

Understand it's true meaning,

Education is not just about regurgitating facts from a book,

Or someone else's opinion on a subject to pass an exam,

Look at it.

Picasso was educated at creating art,

Shakespeare was educated in the art of all that was written,

Colonel Harland Sanders was educated in the art of creating Kentucky Fried Chicken.

[Stanza 11]

I once saw David Beckham take a free kick,

I watched as the side of his Adidas-sponsored boot hit the patent leather of the ball at an angle,

Which caused it to travel towards the skies as though it was destined for the heavens,

And then as it reached the peek of its momentum,

As though it changed its mind,

It switched directions.

I watched as the goalkeeper froze,

As though reciting to himself the laws of physics,

And as though his brain was negotiating with his eyes,

That was indeed witnessing the spectacle that was the leather swan that was swooping towards it,

And then reacted,

Though only a fraction of a millisecond too late,

And before the net of the goal,

Embraced the Fifa-Sponsored ball as though it was the prodigal son returning home,

And the country, that I live in, Erupted into cheers,

I looked at the play and thought,

Damn,

Looking at David Beckham,

There's more than one way in this world to be,

[Stanza 12]

An educated man.

Please read the case and answer the following questions

STATE UNIVERSITY

ACADEMIC DEPARTMENT

Background

The Internal Audit Department of a state-supported university was in the process of performing a scheduled audit of a school within the university that had several academic departments. The internal auditor developed an audit program, which included auditing academic departments within the school having potentially higher risk levels, based on factors such as funding levels, number of funding sources, and number of students. Internal Audit performed this type of audit each year rotating between the various schools within the institution. Audit objectives routinely included evaluating compliance with university policies and procedures relating to procurement, payroll, and cash collections and deposits.

Selected Department

Departments were selected based on the criteria of the audit objectives and discussions with school management. One of the academic departments selected had approximately 30 faculty members, seven administrative staff members, and a nationally recognized graduate program. In addition to being responsible for the academic programs, the department also conducted several functions that provided contract services to the community on a fee basis. Each fund source was recorded in a separate account and the department had in excess of 90 accounts. The fund types included state funding, private donations, state and federal grants and contracts, and industry sponsored contracts. Fund amounts ranged from a low of $1,500 to several which exceeded $100,000. Each type of fund had different requirements relating to how and for what the funds could be expended.

Participants

Faculty members were paid a salary for providing teaching, research, and performing community service in the name of the university. Their contracts were typically for nine months each year. They were allowed to supplement their salary for the remaining three months of the year through various types of grants and contracts. Faculty members were also allowed to work, usually as consultants, up to one day per week outside of the university and were paid directly by the party with whom they were consulting. The consulting fees were personal income for the faculty member and were not processed through the university in any manner.

The department chair had been at the university for more than ten years and was recognized as a faculty leader through various programs at the university. He had held the chair position for five years and was classified as an instructional faculty member with an administrative appointment. Under the guidelines of the university, he received additional compensation for the extra administrative duties he performed as the chair. He was considered a 12-month employee. Therefore, he was not allowed to supplement his university salary in any manner, including summer school teaching or additional funding through a grant.

The university policy stated that department chairs reported to the Dean of the academic college or school. However, in this case there had historically been little or no review of the department’s finances by the Dean or his representative.

The core administrative staff had been in the department for a number of years. The staff consisted of the chair’s secretary (three years in the department), a business manager (more than 10 years in the department), and a fiscal tech (more than 20 years in the department). The business manager was responsible for the fiscal management of the department and the fiscal tech prepared the financial transactions at the direction of the chair and the business manager.

The financial transactions of the department were initiated using the university’s on-line financial accounting system. In order to provide the chair and appropriate faculty members with timely management data, the fiscal tech also used a series of spreadsheets to manage each account. These spreadsheets provided up to the minute information regarding each account rather than the reports from the university system, which were usually received about ten days after the end of each month.

The fiscal tech prepared the financial transactions based on direction from the chair, appropriate faculty members, or the business manager. The business manager was responsible for approving all financial transactions. However, the business manager shared her password with the fiscal tech as she believed that she didn’t have time to approve each transaction. The fiscal tech then had the ability to approve and enter transactions, despite the fact that she only had the on-line authority to initiate transactions.

Within the last year, the administrative staff had received salary increases for exemplary performance. The raises were given at the direction of the chair.

Situation

The institution had numerous financial policies and procedures that were fragmented and not well communicated. These procedures were available on-line. Training was available, but it was not required. The department personnel had received the training. Implementation of the financial policies and procedures was delegated to the departmental level with minimal review by central organizations to ensure adherence to these policies and procedures.

The internal auditor performed the review. The major finding resulted in a recommendation that monthly reconciliations of each departmental account be performed and documented and that each account be signed by the business manager, signifying certification that each expenditure was made in accordance with university policy and for university related purposes. The recommendation was fully supported by the Dean and he ordered all departments to immediately implement the recommendation.

Allegations

When the audit was completed and the above finding was being implemented, university management received an anonymous tip. The caller alleged that a department chair had been paying personal bills from university accounts and that other irregularities had occurred within the chair’s department.

Required. Use diffrent codes and regualtions to answer questions (AU and SAS).

1. Upon receiving notification of the anonymous tip, outline the actions that you would take as the university’s auditor.

2. What controls would you look for to determine where the potential weaknesses were located?

3. How would you strengthen controls at the university level to decrease the likelihood of this type of occurrence?

Background

The Internal Audit Department of a state-supported university was in the process of performing a scheduled audit of a school within the university that had several academic departments. The internal auditor developed an audit program, which included academic auditing departments within the school having potentially higher risk levels, based on factors such as funding levels, number of funding sources, and number of students. Internal Audit performed this type of audit each year rotating between the various schools within the institution. Audit objectives routinely included evaluating compliance with university policies and procedures relating to procurement, payroll, and cash collections and deposits.

Selected Department

Departments were selected based on the criteria of the audit objectives and discussions with school management. One of the academic departments selected had approximately 30 faculty members, seven administrative staff members, and a nationally recognized graduate program. In addition to being responsible for the academic programs, the department also conducted several functions that provided contract services to the community on a fee basis. Each fund source was recorded in a separate account, and the department had more than 90 accounts. The fund types included state funding, private donations, state and federal grants and contracts, and industry-sponsored contracts. Fund amounts ranged from a low of $1,500 to several which exceeded $100,000. Each type of fund had different requirements relating to how and for what the funds could be expended.

Participants

Faculty members were paid a salary for providing teaching, research, and performing community service in the name of the university. Their contracts were typically for nine months each year. They were allowed to supplement their salary for the remaining three months of the year through various types of grants and contracts. Faculty members were also allowed to work, usually as consultants, up to one day per week outside of the university and were paid directly by the party with whom they were consulting. The consulting fees were personal income for the faculty member and were not processed through the university in any manner.

The department chair had been at the university for more than ten years and was recognized as a faculty leader through various programs at the university. He had held the chair position for five years and was classified as an instructional faculty member with an administrative appointment. Under the guidelines of the university, he received additional compensation for the extra administrative duties he performed as the chair. He was considered a 12-month employee. Therefore, he was not allowed to supplement his university salary in any manner, including summer school teaching or additional funding through a grant.

The university policy stated that department chairs reported to the Dean of the academic college or school. However, in this case, there had historically been little or no review of the department’s finances by the Dean or his representative.

The core administrative staff had been in the department for a number of years. The staff consisted of the chair’s secretary (three years in the department), a business manager (more than 10 years in the department), and a fiscal tech (more than 20 years in the department). The business manager was responsible for the fiscal management of the department and the fiscal tech prepared the financial transactions at the direction of the chair and the business manager.

The financial transactions of the department were initiated using the university’s on-line financial accounting system. In order to provide the chair and appropriate faculty members with timely management data, the fiscal tech also used a series of spreadsheets to manage each account. These spreadsheets provided up to the minute information regarding each account rather than the reports from the university system, which were usually received about ten days after the end of each month.

The fiscal tech prepared the financial transactions based on direction from the chair, appropriate faculty members, or the business manager. The business manager was responsible for approving all financial transactions. However, the business manager shared her password with the fiscal tech as she believed that she didn’t have time to approve each transaction. The fiscal tech then had the ability to approve and enter transactions, despite the fact that she only had the on-line authority to initiate transactions.

Within the last year, the administrative staff had received salary increases for exemplary performance. The raises were given at the direction of the chair.

Situation

The institution had numerous financial policies and procedures that were fragmented and not well communicated. These procedures were available on-line. Training was available, but it was not required. The department personnel had received the training. Implementation of the financial policies and procedures was delegated to the departmental level with minimal review by central organizations to ensure adherence to these policies and procedures.

The internal auditor performed the review. The major finding resulted in a recommendation that monthly reconciliations of each departmental account be performed and documented and that each account be signed by the business manager, signifying certification that each expenditure was made in accordance with university policy and for university related purposes. The recommendation was fully supported by the Dean, and he ordered all departments to immediately implement the recommendation.

Allegations

When the audit was completed and the above finding was being implemented, university management received an anonymous tip. The caller alleged that a department chair had been paying personal bills from university accounts and that other irregularities had occurred within the chair’s department.

Required. Answer the questions in paragraphs. Refer to any or all Audit regulations, i.e., AU and SAS

1) Upon receiving notification of the anonymous tip, outline the actions that you would take as the university’s auditor.

2) What controls would you look for to determine where the potential weaknesses were located?

3) How would you strengthen controls at the university level to decrease the likelihood of this type of occurrence?

For each situation described​ below, identify the population and the​ sample, explain what p and p with modifying above ​represent, and tell whether it is appropriate to create a​ one-proportion z-interval. Complete parts a through d below.

a) Police set up an auto checkpoint at which drivers are stopped and their cars inspected for safety problems. They find that 25 of the 139

cars stopped have at least one safety violation. They want to estimate the percentage of all cars that may be unsafe.

Identify the population. Choose the correct answer below.

A. The passengers of those cars actually stopped at the checkpoint

B. All cars

C. All car passengers

D. Those cars actually stopped at the checkpoint

Identify the sample. Choose the correct answer below.

A. Those cars actually stopped at the checkpoint

B. All cars

C. All car passengers

D. The passengers of those cars actually stopped at the checkpoint

What does p represent?

A. The proportion of all cars with safety problems

B. The proportion of cars actually seen with safety problems

C. The sample size

D.The standard deviation of the proportion of cars actually seen with safety problems

What does p with modifying above represent?

A. The sample size

B. The standard deviation of the proportion of cars actually seen with safety problems

C. The proportion of cars actually seen with safety problems

D. The proportion of all cars with safety problems

Is it appropriate to create a one-proportion z-interval?

A. It is not appropriate because the sample is a simple random sample.

B. It is not appropriate because the sample is less than​ 10% of the population.

C. If the sample left parenthesis a cluster sample right parenthesis is representative comma then it is appropriate to create aIf the sample (a cluster sample) is representative, then it is appropriate to create a one dash proportion z dash interval.one-proportion z-interval.

D. It is appropriate because the sample is less than​ 10% of the population.

b) An online blog puts a poll on its website asking readers to rate the quality of its articles. Of the 568 people who voted, 395 rated the articles very highly. The blog is interested in gauging its users' satisfaction.

Identify the population. Choose the correct answer below.

A. Those who voted in the poll

B. All U.S. voters

C. Internet users

D. The blog's readers

Identify the sample. Choose the correct answer below.

A. Internet users

B. The blog's readers

C. All U.S. voters

D. Those who voted in the poll

What does p represent?

A. The proportion of people who use the internet

B. The proportion of those who voted in the poll who rated the articles very highly

C. The proportion of all the blog's readers who rate its articles very highly

D. The probability of a​ "failure"

What does p with modifying above represent?

A. The proportion of people who use the internet

B. The proportion of those who voted in the poll who rated the articles very highly

C. The probability of a​ "failure"

D. The proportion of all the blog's readers who rate its articles very highly

Is it appropriate to create a one-proportion z-interval?

A. If the sample​ (cluster sample) is​ representative, then it is appropriate to create a​ one-proportion z-interval.

B. It is appropriate because the sample is less than​ 10% of the population.

C. It is not appropriate because the sample is biased and nonrandom.

D. It is not appropriate because there not at least 10​ "successes" and 10​ "failures."

c) A school is considering requiring students to wear uniforms. The PTA surveys parent opinion by sending a questionnaire home with 1118 students. 485 surveys are returned, with 104 in favor of the change.

Identify the population. Choose the correct answer below.

A. The 1118 people who received questionnaires.

B. The U.S. population

C. The parents of students at the school

D. Those who returned the questionnaire

Identify the sample. Choose the correct answer below.

A. The U.S. population

B. The 1118 people who received questionnaires

C. The parents of students at the school

D. Those who returned the questionnaire

What does p represent?

A. The proportion of all parents who favor uniforms

B. The proportion of questionnaires returned

C. The proportion of parents of students at the school who favor the change

D. The proportion of respondents who favor uniforms

What does p with modifying above represent?

A. The proportion of respondents who favor uniforms

B. The proportion of all parents who favor uniforms

C. The proportion of parents of students at the school who favor the change

D. The proportion of questionnaires returned.

Is it appropriate to create a one-proportion z-interval?

A. If the sample​ (simple random​ sample) is​ representative, then it is appropriate to create a​ one-proportion z-interval.

B. It is not appropriate because there not at least 10​ "successes" and 10​ "failures."

C. It is not appropriate because the​ respondents' answers are independent.

D. It is not appropriate because this is not a simple random sample and there is a possible nonresponse bias.

​d) A college admits 1743 freshmen one​ year, and four years​ later, 1502 of them graduate on time. The college wants to estimate the percentage of all their freshman enrollees who graduate on time.

Identify the population. Choose the correct answer below.

A. The 1502 students who graduated on time

B. Students at the college

C. All college students

D. The 1743 students who entered that year

Identify the sample. Choose the correct answer below.

A. The 1743 students who entered that year

B. The 1502 students who graduated on time

C. All college students

D. Students at the college

What does p represent?

A. The proportion of all students at the college who will not graduate on time

B. The proportion of students at the college who are freshmen

C. The proportion of all students at the college who will graduate on time

D. The proportion of that​ year's students who will graduate on time

What does p with modifying above represent?

A. The proportion of students at the college who are freshmen

B. The proportion of that​ year's students who will graduate on time

C. The proportion of all students at the college who will not graduate on time

D. The proportion of all students at the college who will graduate on time

Is it appropriate to create a one-proportion z-interval?

A. It is not appropriate because the sample is a simple random sample.

B. It is not appropriate because this is not a simple random sample and there is a possible nonresponse bias.

C. It is not appropriate because whether a student graduates on time is independent of whether another student graduates on time.

D. If that​ year's students​ (a cluster​ sample) are viewed as a representative sample of all possible students at the​ school, then it is appropriate to create a​ one-proportion z-interval.

Business law
2. New Jersey Landfills and "dumps" were rapidly being filled to capacity. land to create new landfills was getting more and more scarce. Environmental groups were protesting the creation of new waste facilities. the governor of New Jersey issued an emergency order banning any out of state residents and businesses from using New Jersey Landfills while allowing New Jersey residents to continue using them. the state of Pennsylvania and Delaware sued New Jersey on the grounds that the order was unconstitutional. Does the Constitution give New Jersey the right to protect its own landfills? Briefly explain.

GLOBAL BUSINESS AND STRATEGY

Impact of Culture on Business – Deloitte Insights The importance of culture is readily apparent when things go wrong. When two large companies merged last year, for example, it became clear that one company had a culture of “low cost” while the other had a culture of “quality service.” Employees received mixed signals for months until the new management team took the time to carefully diagnose and redefine many business processes throughout the company. Given the importance of culture and the consequences of cultural issues, many companies are proactively defining culture and issuing culture “manifestos.” The Netflix culture presentation, often used as an example, has been downloaded more than 12 million times since 2009. The presentation clearly describes a culture that combines high expectations with an engaging employee experience: Generous corporate perks such as unlimited vacation, flexible work schedules, and limited supervision balance a strong focus on results with freedom and appreciation for the expected achievement. The financial services industry, still restoring its brand after the 2008 financial crisis, is sharply focused on culture. One organization is using a variety of initiatives to help employees understand “how the bank does business,” including offering speaker series on topics such as compensation packages, customer satisfaction, and maintaining regulatory standards. Citigroup has an entire committee focused on ethics and culture and has implemented a series of web-based videos detailing real workplace ethical dilemmas. Bank of MODULE

America is focusing its corporate culture transformation on encouraging employees to report and escalate issues or concerns, as well as incorporating a risk “boot camp” into their current training. Wells Fargo is increasing its efforts to gather employee survey feedback to understand current trends and potential areas of weakness in its culture. A new industry of culture assessment tools has emerged, enabling companies to diagnose their culture using a variety of well-established models. Yet despite the prevalence of these tools, fewer than 12 percent of companies believe they truly understand their culture. That’s where HR can help. As businesses try to understand and improve their culture, HR’s role is to improve the ability to curate and shape culture actively. An organization’s capabilities to understand and pull the levers of culture change can be refined and strengthened. HR has a natural role to play in both efforts. As operations become more distributed and move to a structure of “networks of teams,” culture serves to bind people together and helps people communicate and collaborate. When managed well, culture can drive execution and ensure business consistency around the world. HR has an opportunity to assume the role of champion, monitor, and communicator of culture across, and even outside, the organization. Once culture is clearly described, it defines who the company hires, who gets promoted, and what behaviours will be rewarded with compensation or promotion. Nordstrom has formed a People Lab Science Team in an effort to define and curate a culture that will attract top talent and enable the retailer to compete with tech companies such as Tableau and Microsoft. The team takes a multidisciplinary approach to designing programs to define and reinforce Nordstrom’s culture. Starbucks analyzed thousands of social media entries to gain an objective view of its culture through the eyes of its employees and take specific actions to reinforce its cultural strengths and address cultural weaknesses. Securitas Belgium has defined the behaviors associated with its vision for culture, performed an analysis of its current state, and developed a detailed, measurable change plan for 150 of its managers. Software giant SAS was recently rated the best place to work by the Great Place to Work Institute. It is also highly successful, with 37 consecutive years of record earnings (it earned $2.8 billion in 2012). SAS has identified trust as a critical cultural attribute and regularly surveys its employees on elements of trust: communication, respect, transparency, and being treated as a human being. Once an organization develops a clear understanding of its culture and decides on a direction for cultural change, it is critical to move rapidly from analysis to action. Moving from talking to doing is the only way to build
momentum.

Question 1) How do you see the cultural transformation for companies in South Africa? Comment.

Question 2) Discuss the role of Religion and Education in modern business transformation with appropriate examples.

Scenario

Pigs R Us is a second generation, family-owned Richmond-based company with about 400 employees. It slaughters, manufactures, and sells pork food products.  Pigs R Us (PRU) is a low-tech, hands-on, “bricks and mortar” type of company with solid brand recognition, an impeccable reputation for high quality and ethical standards. The processes used in manufacturing are with the highest ISO20002 standards, and the plant is maintained immaculately. The personnel are comprised of an older work force (average employee age is late 40s). There is little staff turnover, though lately there have been a diverse group of younger workers joining the company. There has been an impressive record of speedy state and federal new-product approvals, and solid working relationships with their large and small customers.

The company prides itself on the close "southern family," culture of the business. The company logo features a pig with a smile on its face surrounded by small pictures of some of its oldest serving employees. The organization's structure is “old-fashioned”. It is hierarchical with rigid management divisions and reporting policies. Research, manufacturing, and sales and marketing operate in traditional fashion, with employees reporting to supervisors or mid-level managers. By the 1990s, sales and distribution grew from Richmond into a regional market, establishing a competitive advantage throughout the US South. Despite downward economic times in the US and the South, the pork business does well. This is due largely to the fact that Pork is one of the cheaper meat products and there is a variety of ways it can be prepared.

Owned by the Morris family for the last 60 years, Pigs R Us is a key player in the Richmond based food industry. Various Morris family members sit on the board of charities throughout the city and it is not unusual to see the name at society events. Further, the Company sponsors its own Little League Team and has built a recreation center and assisted living facility for the elderly, guaranteeing space for all former 20+ year veteran workers of the company for free. So, it was no surprise, that the whole community was devastated when it was announced by the Morris family that Vance Morris the CEO of Pigs R Us was killed while driving back from a Pigs R US board meeting. The plant closed for a week to show respect and to determine how it would function until the family could make its succession decisions.

Vance Morris was the only son of James and Kathleen Morris. Vance took over the business 10 years before when his father had a heart attack and died. Fresh out of graduate school when his father died. He took over the business that he had known well much to the pleasure and keen eye of the workers. Vance made some marketing changes that allowed for the growth of the company and with the help of the employees brought the plant into its current state. Vance had just gotten married the year before to a young Richmond artist he had met at one of his charity benefits. He had no heirs and no plans for succession as he was in his mid-thirties and had just gotten married. While Vance had cousins in the area they were all professional people who knew nothing about business or pork. The workers could only surmise that the company would be sold, but speculation as to whom it might be did not include someone from out of the city.

Before the deal was announced publicly, John’s widow, Arleen, reported to the workers that a Chinese company, Shanghou (SHU), would be buying Pigs R US. Mrs. Morris assured the workers that the SHU promised not to cut workers' wages and benefits, and to keep the current management team in place. She said that SHU also promised to keep Pork R US headquarters in Richmond. Arleen assured the workers that SHU promised that there would be no changes for the first year and that almost everything would remain the same. From her talks with SHU, Arleen is a bit worried about future changes that SHU may implement.

SHU is a large manufacturer and distributor of food and beverages with, headquarters in Hong Kong. Manufacturing plants operate in mainland China, and the company has additional offices in Europe and Australia. By acquiring the smaller, well-respected Pork R US, SHU aims to diversify and expand its consumer base by including tailor-made pork products globally to meet market projections of a customer upsurge in sustainable, non-beef meats in the next decade. Given SHU’s current availability of telecommunications software and hardware, the deployment of the Pigs R US refrigeration trucks should not be an insurmountable issue.

Many PRU employees, especially the older workers and some of the older managers, are dispirited about the acquisition, and anxious about working for foreigners, downsizing, less face-to-face interaction, language differences, and more electronic systems that are to be put in place. Some of the of the more experienced workers are considering a move or an early retirement due to the ongoing rumors about the acquisition. To make matters worse, recent news media have printed stories about tainted food made by other companies in China. Employees fear loss of product quality and damage to PRU’s reputation as well as the loss of the family southern culture that was their pride and joy.

SHU has told PRU workers that for now, most employees will be retained. However, all employees will be evaluated, and reassigned to teams as the new flat structure is put in place. The new CEO is Harvard-educated Daniel Chinn. He supports increasing the company's competitive edge by discovering and developing existing individual potential through group collaboration and team synergy. Ever since his days as a brilliant, hard-driving MBA student; he has been known to be an enthusiastic supporter of job training and career growth. Like many of SHU’s employees, David is in his early thirties. He speaks four languages and is ambitious, self-directed, tech-savvy, accustomed to working remotely, and experienced with a culturally diverse staff. David is eager to make his newest acquisition a success. He wants to move forward on the integration of "Pork R US’ workers into SHU because Chinn believes they are the “greatest asset have a rich knowledge base and experience can be tapped into to bring the company success." Chinn is concerned about the mix of culture and how his ideas of incorporating artificial intelligence and more robotics into the manufacturing processes will be received by management and the workers at the newly acquired plant.

Daniel Chinn is anxious to keep the “southern family” culture of Pigs R Us but at the same time wants to use the most modern of manufacturing techniques. He decided that the best way to do this was to start a pilot change operation in the packaging area to demonstrate to the workers the effectiveness of technology. He bought and set up for use 3D printers in the packaging room. The printers were able to create reusable shipping materials and operate in conjunction with the product conveyor for fast and easy packaging. He brought in two trained 3D printer operators from China to handle the work along with two robots that would move the package material and create shrink-wrapped pallets for loading on to the trucks.

The current packaging department employs 5 workers on day shift and 3 newer workers on the night shift. All the day shift workers are in their early fifties and have been working for Pigs R Us all their lives. John Mellon, the lead line man, exemplifies the group. He is 53 years old. He has a family of three children most all are grown. One works in the business with him as the manager of accounting department having gotten a college degree unlike his father. John rarely travels out of state and has never been abroad. He is not terribly familiar with technology. He has a Smart TV but his children have set it up for him to use Netflix.

When the new employees arrived, the packaging staff tried to get to know them but had little in common and found it hard to communicate with them. The new workers ate together at lunch and always with food they brought with them despite offers of food brought in by the older employees to show their “southern roots”. Things are strained between the groups because the older employees thought they were being snubbed and many are uncertain as to the customs and language unable to communicate their real feelings. This all operated to create a schism among the workers which escalated into job performance and employment commitment issues when the six-month results from the 3D/Robot pilot showed the following success in favor of new technology.

  

Measurable Factors Day Shift	Standard	3D Printing
Cost	5.56	5.01
Time	2.36	2.69
Quality Control Problem Ratio (per 500 units)	1	8.75
Training Time (per hour)	30	25
Shipping Problems/Damage (per 10,000 units)	1	0.4
Production Problems (per 10,000 units)	0.2	0.4
Total Number of Pieces Produced per year	375,000	525,000
Measurable Factors Night Shift	Standard	3D Printing
Cost	5.56	4.98
Time	2.36	2.27
Quality Control Problem Ratio (per 500 units)	1	5.75
Training Time (per hour)	30	25
Shipping Problems/Damage (per 10,000 units)	1	0.35
Production Problems (per 10,000 units)	0.2	0.23.5
Total Number of Pieces Produced per year	375,000	645,000

The results showed such a marked process improvement with the added benefit of creating materials that were sustainable. The immediate reaction among the older workers was fear for their jobs. The new workers suddenly were the enemy. Chinn was pleased with the new process and indicated that the 3D printing approach would be continued. The word of the decision spread among the families in the company and the “southern family” culture was now closing ranks on the newcomers both in the packaging room and in the other departments thus confirming their fears when news of the buyout surfaced.

1. Write SWOT analysis

2. Write the current state of the company as supported by the SWOT and its relevance to the scenario.

3. Identifie the OD challenges in the case.

4. Recommend and describe the quantitative approach for diagnosing the situation at Pinyin Foods.

Scenario

Pigs R Us is a second generation, family-owned Richmond-based company with about 400 employees. It slaughters, manufactures, and sells pork food products.  Pigs R Us (PRU) is a low-tech, hands-on, “bricks and mortar” type of company with solid brand recognition, an impeccable reputation for high quality and ethical standards. The processes used in manufacturing are with the highest ISO20002 standards, and the plant is maintained immaculately. The personnel are comprised of an older work force (average employee age is late 40s). There is little staff turnover, though lately there have been a diverse group of younger workers joining the company. There has been an impressive record of speedy state and federal new-product approvals, and solid working relationships with their large and small customers.

The company prides itself on the close "southern family," culture of the business. The company logo features a pig with a smile on its face surrounded by small pictures of some of its oldest serving employees. The organization's structure is “old-fashioned”. It is hierarchical with rigid management divisions and reporting policies. Research, manufacturing, and sales and marketing operate in traditional fashion, with employees reporting to supervisors or mid-level managers. By the 1990s, sales and distribution grew from Richmond into a regional market, establishing a competitive advantage throughout the US South. Despite downward economic times in the US and the South, the pork business does well. This is due largely to the fact that Pork is one of the cheaper meat products and there is a variety of ways it can be prepared.

Owned by the Morris family for the last 60 years, Pigs R Us is a key player in the Richmond based food industry. Various Morris family members sit on the board of charities throughout the city and it is not unusual to see the name at society events. Further, the Company sponsors its own Little League Team and has built a recreation center and assisted living facility for the elderly, guaranteeing space for all former 20+ year veteran workers of the company for free. So, it was no surprise, that the whole community was devastated when it was announced by the Morris family that Vance Morris the CEO of Pigs R Us was killed while driving back from a Pigs R US board meeting. The plant closed for a week to show respect and to determine how it would function until the family could make its succession decisions.

Vance Morris was the only son of James and Kathleen Morris. Vance took over the business 10 years before when his father had a heart attack and died. Fresh out of graduate school when his father died. He took over the business that he had known well much to the pleasure and keen eye of the workers. Vance made some marketing changes that allowed for the growth of the company and with the help of the employees brought the plant into its current state. Vance had just gotten married the year before to a young Richmond artist he had met at one of his charity benefits. He had no heirs and no plans for succession as he was in his mid-thirties and had just gotten married. While Vance had cousins in the area they were all professional people who knew nothing about business or pork. The workers could only surmise that the company would be sold, but speculation as to whom it might be did not include someone from out of the city.

Before the deal was announced publicly, John’s widow, Arleen, reported to the workers that a Chinese company, Shanghou (SHU), would be buying Pigs R US. Mrs. Morris assured the workers that the SHU promised not to cut workers' wages and benefits, and to keep the current management team in place. She said that SHU also promised to keep Pork R US headquarters in Richmond. Arleen assured the workers that SHU promised that there would be no changes for the first year and that almost everything would remain the same. From her talks with SHU, Arleen is a bit worried about future changes that SHU may implement.

SHU is a large manufacturer and distributor of food and beverages with, headquarters in Hong Kong. Manufacturing plants operate in mainland China, and the company has additional offices in Europe and Australia. By acquiring the smaller, well-respected Pork R US, SHU aims to diversify and expand its consumer base by including tailor-made pork products globally to meet market projections of a customer upsurge in sustainable, non-beef meats in the next decade. Given SHU’s current availability of telecommunications software and hardware, the deployment of the Pigs R US refrigeration trucks should not be an insurmountable issue.

Many PRU employees, especially the older workers and some of the older managers, are dispirited about the acquisition, and anxious about working for foreigners, downsizing, less face-to-face interaction, language differences, and more electronic systems that are to be put in place. Some of the of the more experienced workers are considering a move or an early retirement due to the ongoing rumors about the acquisition. To make matters worse, recent news media have printed stories about tainted food made by other companies in China. Employees fear loss of product quality and damage to PRU’s reputation as well as the loss of the family southern culture that was their pride and joy.

SHU has told PRU workers that for now, most employees will be retained. However, all employees will be evaluated, and reassigned to teams as the new flat structure is put in place. The new CEO is Harvard-educated Daniel Chinn. He supports increasing the company's competitive edge by discovering and developing existing individual potential through group collaboration and team synergy. Ever since his days as a brilliant, hard-driving MBA student; he has been known to be an enthusiastic supporter of job training and career growth. Like many of SHU’s employees, David is in his early thirties. He speaks four languages and is ambitious, self-directed, tech-savvy, accustomed to working remotely, and experienced with a culturally diverse staff. David is eager to make his newest acquisition a success. He wants to move forward on the integration of "Pork R US’ workers into SHU because Chinn believes they are the “greatest asset have a rich knowledge base and experience can be tapped into to bring the company success." Chinn is concerned about the mix of culture and how his ideas of incorporating artificial intelligence and more robotics into the manufacturing processes will be received by management and the workers at the newly acquired plant.

Daniel Chinn is anxious to keep the “southern family” culture of Pigs R Us but at the same time wants to use the most modern of manufacturing techniques. He decided that the best way to do this was to start a pilot change operation in the packaging area to demonstrate to the workers the effectiveness of technology. He bought and set up for use 3D printers in the packaging room. The printers were able to create reusable shipping materials and operate in conjunction with the product conveyor for fast and easy packaging. He brought in two trained 3D printer operators from China to handle the work along with two robots that would move the package material and create shrink-wrapped pallets for loading on to the trucks.

The current packaging department employs 5 workers on day shift and 3 newer workers on the night shift. All the day shift workers are in their early fifties and have been working for Pigs R Us all their lives. John Mellon, the lead line man, exemplifies the group. He is 53 years old. He has a family of three children most all are grown. One works in the business with him as the manager of accounting department having gotten a college degree unlike his father. John rarely travels out of state and has never been abroad. He is not terribly familiar with technology. He has a Smart TV but his children have set it up for him to use Netflix.

When the new employees arrived, the packaging staff tried to get to know them but had little in common and found it hard to communicate with them. The new workers ate together at lunch and always with food they brought with them despite offers of food brought in by the older employees to show their “southern roots”. Things are strained between the groups because the older employees thought they were being snubbed and many are uncertain as to the customs and language unable to communicate their real feelings. This all operated to create a schism among the workers which escalated into job performance and employment commitment issues when the six-month results from the 3D/Robot pilot showed the following success in favor of new technology.

  

Measurable Factors Day Shift	Standard	3D Printing
Cost	5.56	5.01
Time	2.36	2.69
Quality Control Problem Ratio (per 500 units)	1	8.75
Training Time (per hour)	30	25
Shipping Problems/Damage (per 10,000 units)	1	0.4
Production Problems (per 10,000 units)	0.2	0.4
Total Number of Pieces Produced per year	375,000	525,000
Measurable Factors Night Shift	Standard	3D Printing
Cost	5.56	4.98
Time	2.36	2.27
Quality Control Problem Ratio (per 500 units)	1	5.75
Training Time (per hour)	30	25
Shipping Problems/Damage (per 10,000 units)	1	0.35
Production Problems (per 10,000 units)	0.2	0.23.5
Total Number of Pieces Produced per year	375,000	645,000

The results showed such a marked process improvement with the added benefit of creating materials that were sustainable. The immediate reaction among the older workers was fear for their jobs. The new workers suddenly were the enemy. Chinn was pleased with the new process and indicated that the 3D printing approach would be continued. The word of the decision spread among the families in the company and the “southern family” culture was now closing ranks on the newcomers both in the packaging room and in the other departments thus confirming their fears when news of the buyout surfaced.

TO DO:

Summarize the situational analysis including your approach(s) and diagnosis of the situation.

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