Your company received a letter from Mrs. Mirvat Amin in which she complained that the microwave she bought a month ago from your store does not work. In her complaint letter, she asked for either a new microwave or a full refund. Since the microwave has a one-year warranty, your company can meet Mrs. Amin’s request and replace the defective product.

Write an adjustment letter to Mrs. Mirvat Amin in which you inform her about the good news. The letter should be 150-400 words. It should be sent out on April 1, 2020

Mrs. Mirvat Amin’s address is: 546 Zayed Road Dubai, UAE Your company’s letterhead is RAWN Group 647 Emirates Road Dubai, UAE Your name is: Najla Fathi General Sales Manager

Summary:

Mick is a project manager at Zarlink, a multinational manufacturer of semiconductors for a variety of high-technology military, medical and consumer applications. Mick is also a part-time MBA student at his local university. As part of his MBA, Mick has to complete a dissertation on a management topic of his choice. Since Mick had recently been selected to embed a new quality management system called TS 16949 into his manufacturing site at Swindon in the West of England it seemed sensible that he chose to study quality for his dissertation. Mick’s particular fascination was his firm belief that the route to high-quality process in organizations was not through introducing specific techniques but through ensuring that quality was embedded in everything done at Zarlink: part of the lifeblood of the organization. ‘Quality is even about more than people’s attitudes’ said Mick; ‘it’s about their beliefs. Quality must be a way of life and dominate the thoughts of everyone in the organization, irrespective of their job.’ Mick wanted to use his dissertation as a way not only of obtaining his MBA but also of learning how he could be more effective in introducing embedded quality at Swindon.

Mick started off his research by searching the quality literature. There was no shortage of this. But soon Mick realized that he was concerned with that branch of the quality literature that dealt with the ‘soft’ issues of organizational culture change. He became rather disenchanted with much of the literature because it was largely prescriptive. ‘I was dubious about a lot of what the gurus were saying,’ said Mick. ‘They seemed to be saying that if you get your employees to believe this and do that then everything will be fine. I was skeptical of this because I knew through my MBA studies that the success of certain techniques is usually contingent upon the individual circumstances of the organization.’ Nonetheless Mick became attracted to the idea that embedding certain core values in the organization was a good way of achieving quality goals. The problem was that he did not know which core values were appropriate for his site. Therefore his research question became: ‘What are the core values that need to be adopted in Zarlink, Swindon, if embedded quality is to become a success?’

More specifically, Mick’s research objectives were:

to identify general constructs that constitute ‘embedding quality’ within an organization;

to compare these beliefs with those espoused by a sample from the senior Zarlink Management team;

to establish the behaviors and attitudes of the current workforce towards the quality management system at the Zarlink foundry, Swindon;

to propose a framework of core values to facilitate the embedding of quality into Zarlink, Swindon.

Having used the literature to refine his research question and objectives Mick then turned his attention to collecting primary data within Zarlink. Initially he thought of using a positivist approach based on a questionnaire using qualitative data, but discussions with Philippa, his tutor, convinced him that there were other ways of collecting data. Mick began to think more deeply about his research strategy, and thought that the advantage of triangulating his data by using multi-method would convince not only his examiners that his data were valid but also the managers at Zarlink who he was hoping would give him the go-ahead to introduce his ideas.

Mick’s first research objective had been met by his coverage of the literature. This had been useful in concentrating his mind on embedded quality, but it only took him a limited way. The second and third objectives would lead to a much more meaningful management dissertation.

The second objective involved conducting interviews with key managers in order to ‘test’ the ideas that Mick had developed about core values as a result of the literature review. The managerial sample he chose comprised managers from other Zarlink sites in the world who had an excellent reputation for embedding quality. At the same time Mick thought it important to include those managers who were concerned with implementing quality at Swindon. Mick conducted six interviews across three sites: one in Canada and one in southern England in addition to the third in Swindon. In each site he interviewed the foundry director and the quality manager. These were the key managers concerned with quality. The non-Swindon managers were interviewed by telephone, and the Swindon managers were interviewed face to face by Mick. He hoped this phase of data collection would give him a very clear idea of Zarlink’s view of quality.

In order to meet the third objective he decided to collect data in two ways. The first was to conduct what he called a ‘gap analysis. The purpose of this was to establish the current behaviors concerned with quality – that is, what people actually did in their working lives. This would tell Mick what was being done well and what was being done badly, or not at all, and therefore identify what needed to be done to embed quality. In order to do this Mick designed an audit form based on a purpose-made audit that had been used before in similar organizations. This was administered in all departments of Zarlink, Swindon. Ten of Mick’s colleagues were responsible for carrying out the audit. This involved Mick in training them in its use in order to achieve reliability. Mick was opportunistic in the second way he collected data in respect of the third objective. He was fortunate that a general employee attitude survey was imminent. He decided to insert a subsection in this survey that consisted of questions to establish employees’ attitudes to quality. This went to each of the 130 employees at Swindon.

Mick was confident that his research strategy would yield rich, valid and reliable data on management beliefs and employee attitudes and practice, which would enable him to propose a framework of core values to facilitate the embedding of quality into Zarlink, Swindon. This would enable him to make a valuable contribution to the well-being of Zarlink and pass his MBA!

Discussing the case and incorporating answers to the questions below. It is important to address each of the questions presented. Respond to these questions in an essay format using APA style of writing, and use at least 5 peer-reviewed references.

Question:

1 Which type(s) of research strategy is Mick employing?

2 In what other ways could Mick have used the literature to refine his research question?

3 In what other ways might Mick have achieved his research aim?

Based on the following case study answer two of the questions

a. Dell is a pioneer in stimulating exchanges with customers through social media. With reference to Dell, discuss the differences between e-marketing and traditional marketing activities.

b. As more companies are moving towards green businesses, should Dell adopt a similar strategy to market its products? Justify your answer

Dell Direct and Not-So-Direct Case Study:

When Michael Dell started his Texas-based computer business in 1984, he chose a distribution strategy that was radically different from that of other computer marketers. Instead of selling through wholesalers and retailers, the company dealt directly with customers. This kept costs low and allowed Dell to cater to customers' needs by building each computer to order. Using a direct channel also minimized inventory costs and reduced the risk that parts and products would become obsolete even before customers placed their orders, a constant concern in high-tech industries.

By 1997, Dell's website alone was responsible for $1 million a day in sales. Relying on the strength of its online sales, catalogs, and phone orders, Dell expanded beyond the United States and added new products for four target markets: consumers, large corporations, small businesses, and government agencies. Meanwhile, Apple, Hewlett-Packard, and other competitors were reaching out to many of the same segments with a combination of direct and indirect channels. Apple Stores, for example, proved to be major customer magnets and gave a significant boost to sales of Macintosh computers and other Apple electronics. Hewlett-Packard forged strong ties with value-added resellers (VARs), intermediaries that assemble systems of computers, servers, and other products customized to meet the special needs of business buyers.

Although Dell tested retail distribution on a number of occasions, it never let the experiments go on too long. In the 1990s, it tried selling PCs through a few big U.S. retail chains, but soon discontinued the arrangement because the profit margins weren't as healthy as in the direct channel. Later, it opened a series of branded retail kiosks in major U.S. markets to display its products and answer customers' questions. Unlike stores, however, the kiosks didn't actually sell any-thing: Customers could only place orders for future delivery. Dell ultimately closed the kiosks down. By 2007, with competitors coming on strong, Dell was ready to rethink its worldwide channel strategy. As convenient as online shopping was for many U.S. computer buyers, it was much less popular in many other countries. To gain market share domestically and internationally, Dell would have to follow consumers into stores, malls, and downtown shopping districts. The company began selling a few models through Walmart's U.S. stores, Carphone Warehouse's U.K. stores,. Bic Camera's Japanese stores, and Gome's Chinese stores. In addition, it opened Dell stores in Moscow, Budapest, and other world capitals.
By 2010, sales through retailers had gained enough momentum that Dell sought out other retail deals. In another channel change, it began selling through VAR partners that serve small- and medium-sized businesses and lined up wholesalers to distribute its products in Europe, Latin America, and elsewhere. When Dell introduced a new line of smart-phones, it needed a new channel arrangement to reach buyers. Therefore, it arranged for cell phone carriers such as AT&T to sell the new models to their customers.

As successful as Dell has been in revamping its indirect channels, selling directly to customers remains a top priority. Dell invites orders around the clock through Web pages tailored to the needs of each 'target market. It also maintains an online outlet store to sell 4 discontinued and refurbished products. It mails millions of catalogs and direct-mail pieces every year. And its sales force calls on government officials and big businesses that buy in volume. Dell's website notes, with pride, that the 10 largest U.S. corporations and five largest U.S. commercial banks "run on Dell."

Moreover, the company is a pioneer in stimulating exchanges with customers through social media. Dell has 139,000 fans on Facebook, for example, and regularly posts offers that drive customers to its various websites. It's become a pioneer in selling directly to customers via the micro blog site Twitter. In less than three years, it generated $6.5 million in revenue from sales transactions that originated on Twitter. That may be a tiny sliver of Dell's $53 billion in annual revenue, but it demonstrates the company's flexibility in adapting to shifts in customer behavior and environmental forces, such as technological advances. With market share and profit-margin challenges still facing the company, and global demand just picking up steam after a long, difficult recession, watch for Dell to make more channel adjustments in the coming years.

(a) Write a short essay in which you compare the relative advantages and shortcomings of Discounted Cashflow (DCF) and REAL options analysis. Does the latter always replace the former? ) You are given the Black-Scholes Option Pricing formula as: ????? ?? ???? ?????? = [?(?1 )??] − [?(?2 )???(??)] (1) Where: ?1 = 1 ?√?−? {?? ( ? ??(??) )} + ?√(?−?) 2 (2) ?2 = ?1 − ?√(? − ?) (3) N(di) = cumulative normal probability density function of i i=1,2 EX = exercise price of option; PV(EX) = present value of EX = PV(EX) = ?? 1+?? rf = the risk-free rate T = the exercise date (T-t) = time to maturity P = current share price σ = standard deviation per period rate of return on shares

For this assignment you will write a reflective essay, where you will analyze how SCARF impacts you personally within your career. If you are not working, it can be a former career.

You will analyze the elements of; Status, Certainty, Autonomy, Fairness, and Relatedness in general and then provide examples to develop a framework of how you personally respond to each element within your current workplace. You may use your assessment results from the unit one work to support your discussion.

Finally, discuss how the SCARF model and your assessment results either confirmed aspects that you already believed about yourself or whether they are at odds with your self-perception of yourself within an organizational group.

____ 3. The moving expense provisions are designed to ensure that deductions are granted only when expenses arise from business concerns. Which one of the following statements most correctly describes the operation of the rules governing moving expenses?

            a.         A deduction is denied unless the taxpayer moves more than some predetermined amount from his former residence.

            b.         A deduction is denied unless the taxpayer's commute, absent the move, would have increased by more than some predetermined amount.

            c.         A deduction is granted as long as a taxpayer's move is attributable to a job change.

            d.         A deduction is granted if the taxpayer obtains either part-time or full-time employment at the new job site.

The results of a tensile test can be evaluated as either engineering stress-strain curves or true stress-strain curves. The original cross-sectional area of the tensile test specimen is used to plot the former one, whereas the instantaneous cross-sectional area is used for the latter one. Assume that you are an engineer who needs to design a structural product using a hypothetical metal A, which should not plastically deform in the application area. You need to apply a tensile test to this hypothetical metal A in order to determine the required mechanical properties. From an engineering point of view, which method you should prefer to plot stress-strain curve: engineering stress-strain or true stress-strain? Explain.

Q9) Write a function that asks the user for a number and prints out the multiplication table for that number. Python3
Q10)Write a function that takes two integer inputs for width and length, and prints out a rectangle of stars. (Use * to represent a star).

Q11)Write a program that reads in a string and prints whether it: [Hint: given a character like ‘H’ you can apply to it the method ‘H’.isalpha() to check if it is a letter or ‘H’.isdigit() to check if it is a number. Clearly the latter returns False and the former returns True] • contains only letters • contains only uppercase letters • contains only lowercase letters • contains only digits • contains only letters and digits 1 • starts with an uppercase letter • ends with a period.

Society: In my mind, the difference between what is labeled "normal" behavior and what is labeled "abnormal" behavior has a lot to do with how society view behavior. However, it also has to do with the level of psychological soundness. Psychological soundness can be determined by many factors including culture, religion, morals, values, worldview, etc. However, in the same way we discussed grief last week, there can be a universal judgment for soundness. How do we determine what that is? Could person who deliberately ordered the murder of hundreds of people, such as former Iraqi leader Saddam Hussein, be psychologically sound? Why or why not? Answer this question with one or more theories mentioned in this week's reading.

Wildhorse Co. had net income of $175240 and paid dividends of $40000 to common stockholders and $19000 to preferred stockholders in 2020. Wildhorse Co.’s common stockholders’ equity at the beginning and end of 2020 was $862000 and $1370000, respectively. Wildhorse Co.’s return on common stockholders’ equity was

11.00%.

14.00%.

10.00%.

16.00%.