Are spreadsheets a good tool for business analytics? Why or why not?

Also, discuss the ways in which you have seen spreadsheets used, and how you have used them. State whether the setting was personal or business related. Remark as to whether you have used functions or formulas in your spreadsheets.

4342
IN 15 sentences or more discuss how perceptual errors might influence eyewitness identification and memory.

In an attempt to quantify whether or not HR contributes to the organization, your director has asked you to generate time to fill data that illustrates how long it takes to fill vacant positions in your organization (because that’s what HR does, right?). Explain why focusing solely on time to fill would not give a complete picture of HR effectiveness. Identify and describe four other metrics that might help to show the value of HR. (2 marks for your explanation of the limitation(s) of focusing on time to fill; 1 mark for each metric you suggest, 1 mark for each explanation, for a total of 10 marks)

How many race conditions does attackers have to win in the following program?

int main() {

struct stat stat1, stat2;

int fd1, fd2;

if (access("/tmp/XYZ", O_RDWR)) {

fprintf(stderr, "Permission denied\n");

return -1;

}

else fd1 = open("/tmp/XYZ", O_RDWR);

if (access("/tmp/XYZ", O_RDWR)) { '

fprintf(stderr, "Permission denied\n");

return -1;

}

else fd2 = open("/tmp/XYZ", O_RDWR);

// Check whether fd1 and fd2 have the same inode.

fstat(fd1, &stat1);

fstat(fd2, &stat2);

if(stat1.st_ino == stat2.st_ino) {

write_to_file(fd1);

}

else {

fprintf(stderr, "Race condition detected\n");

return -1;

}

return 0;

}

Read the case below and answer the questions that follow.

Coke in India, Before and After

BEFORE

Coke in India

PepsiCo was in the Indian market during the mid-1950s, but pulled out because the business was unprofitable. Coca Cola had operated in India since 1950 but left in 1977 because the Indian government insisted on some unacceptable conditions. The Indian government demanded that Coke reduce its ownership from 100 to 40 percent; that it divulge its formula, and that it use dual trademarks so that Indian consumers would have a local logo. Coke was especially adamant about preserving the mystique of its secret formula and pulled out of India rather than comply.

Coca-Cola's departure gave PepsiCo a great opportunity, but Pepsi did not begin negotiations with the Indian government until 1985, and did not get formal permission to return immediately. although the initial investment Pepsi proposed was only $15 million, approval had to be given at the cabinet level. There were twenty parliamentary debates, fifteen committee reviews and 5,000 articles in the press about the proposed investment over a three year period. Finally approval was granted under onerous terms. Pepsi gave too many concessions for too little in return.

Pepsi had to:

1) limit its ownership to 39.9%;
2) it had to promise to export about $150
million over the first ten-year period of operation;
3) soft drink sales could not exceed 25% of total sales;
4) it had to promise to export 75% of concentrate;
5) it had to set up an agricultural research center;
6) it had to set up fruit and vegetable processing plants).

After Pepsi accepted these terms and was readmitted, Coke than reapplied to reenter India around 1988, but its application was denied, to Coke's fury and disgust. Then in 1991, Prime Minister Rao was elected and launched broad economic reforms. Coca-Cola announced its return to India in 1993.

In order to get permission to return, Coke had to form a 51%-owned JV with an Indian company named Parle Exports. Coke had to agree to export three times the value of its imports. It also had to promise to export plastic beverage cases to compensate for its imports of concentrate.

After Pepsi became the target of militant protestors in 1995, Pepsi's second KFC restaurant in New Delhi was closed for a month by the Indian authorities because two flies were found in its kitchen.  

However, India is a huge potential market and both companies have preservered. The Indian market has opened up fast in the last fifteen years and now the two companies are dealing with marketing issues rather than with a business-unfriendly government. The government of India has become much more business-friendly.

Coke’s new strategy in India

With slowdown in developed markets, companies like PepsiCo and Coca-Cola are looking at emerging markets like India and China for growth. PepsiCo is aiming to triple its businesses in India over the next five years (and also setting up a new leadership structure in India). The Coca-Cola Company (Coke), the world’s largest nonalcoholic beverage company, is not one to be left behind. Coke has a new strategy and has renewed its focus on semi-urban and rural markets in India.

The soft drink consumption market in India is mainly concentrated in urban cities. Market research data suggests that consumers in urban cities spend ten times more than consumers in semi-urban and rural markets. However, Coca-Cola has renewed its focus on the rural market in India and believes there is huge opportunity with vast growth potential in these markets. Coke is targeting small towns (tier II and III towns like Agra, Bilaspur and Lucknow) and rural markets in India.

Coke’s new strategy involves training retailers (around 6,000 of them) in a program launched by the Coca-Cola University. [In 2007, the company launched Coca-Cola University — a virtual, global university for all learning and capability-building activities.]

The company calls this the “parivartan” program (meaning “Change” in English). Shop owners (traditional retailers) are given training on displaying and stocking products well. The goal of the innovative training program is to provide traditional Indian retailers with the skills, tools and techniques required to succeed in a constantly changing retail scenario. Presentations (including audio/visual technology) in local Hindi language help small retailers (with stores less than 200 square feet in average size) to better understand the concepts involved. Each retailer also receives a Coca-Cola “Certified Retailer” certificate at the conclusion of the program.

Last year, PepsiCo set up a research facility in India. Last month, Coke too set up an R&D faculty in India to develop beverages that suit local taste and increase focus on localizing its portfolio of beverages. Earlier, Coca-Cola India had been outsourcing all R&D functions from its facility in Shanghai. Some examples of local flavors include Maaza aam panna by Coca-Cola and Pepsi has locally-produced flavors under its Tropicana juice brand (with nimbu pani (lemon water) in the pipeline).

Moving from a price strategy to stepping up distribution In the past (in 2002-03), Coke had already targeted rural consumers by bringing down the entry price (Rs 5 a bottle) for its product. Now, it has stepped up distribution of its 200-ml (priced at Rs 7 and Rs 8 ) returnable-glass-bottles.

Partly from: http://www.casestudyinc.com/coke-strategy-training-retailers (Links to an external site.)

Case Discussion Question:

What lessons can international marketers learn from Coke and Pepsi's experiences in India?   Please list up three or four different items.

You work as the lead HR Manager for BWA Enterprises, a company that builds parts for one major car manufacturer. On the organization chart, management, and administrative tasks are represented by rectangles, the union is represented by the ovals.

You are preparing for negotiations for the next CBA. The current, 3-year CBA is set to expire in 12 months.

At present, there is a new union president that you have found very difficult to deal with; the union is considered antagonistic towards management ideas, proposals and policies. The grievance rate has increased significantly since the last round of negotiations; primarily around issues of safety, overtime requirements (due to not enough workers to cover all of the shifts), non-fulfillment of benefits, and inadequate training when a new product line is introduced.

On the other hand, management is sympathetic towards creating a better working environment around the areas of grievance. The key will be to find a mutual way to address the concerns. However, stakeholders have also drawn a hard line along areas of pay-raises, more benefits, retirement options and years of service increases (such as extra vacation days, salary grids, holidays for birthdays, etc.).

40% of our annual gross profit of $10 million dollars go to employees within the union (80 members) for salary, benefits, and retired employee benefits. 20% goes to administrative and management, 25% goes to inventory, taxes, equipment, and facilities, and other supporting costs. The remainder is stockholders equity.

Financially, BWA enterprises is in the black, but because of recent tariff and trades restrictions across the border, our main customers have already given notice that they will be looking to domestic sources for the parts we produce. Also, our research department has reported that several of the jobs currently being filled by humans has the potential to be automated by AI within a 2 – 5 year timeframe based on new inventions and research. The union is aware of this development.

1. A draft bargaining notice and schedule

• Prepare a formal notice to the union

Discussion-Emergent Literacy and Mathematics

Share two activities you would design to foster emergent literacy in the preschool classroom (e.g., writing each kids' name on the board every day so they begin to recognize the look of their name). Also list two activities for promoting emergent mathematics in the classroom. Write 2-3 paragraph to discuss about this.

Conestoga college recently released a flyer in an attempt to recruit accounting students for their business school. In the flyer, Conestoga college claims that the mean first year graduate salary of their accounting students is $50,000, whereas their biggest competition for accounting students, Fanshawe College, have a first year graduate salary of only $45,000.

After reading Conestoga's recruiting flyer, Fanshawe College executives believe that Conestoga falsely stated the graduate salaries and as a result have conducted their own study. Based on the sample below, at 1% level of significance is there evidence that Conestoga's first year accounting graduates salaries are less than claimed?

BLANK #1: Is this a question involving mean or proportion? ***ANSWER "MEAN" OR "PROPORTION" (WITHOUT THE QUOTATION MARKS)***

BLANK #2: Which type of distribution should be used to calculate the probability for this question? ***ANSWER "NORMAL", "T", OR "BINOMIAL" (WITHOUT THE QUOTATION MARKS)***

BLANK #3: Which of the following options are the appropriate hypotheses for this question: ***ANSWER WITH THE CORRECT LETTER, WITHOUT ANY QUOTATION MARKS OR BRACKETS***

A) H₀: μ = $50,000 H₁: μ > $50,000

B) H₀: μ = $50,000 H₁: μ < $50,000

C) H₀: μ = $50,000 H₁: μ ≠ $50,000

D) H₀: p = $50,000 H₁: p > $50,000

E) H₀: p = $50,000 H₁: p < $50,000

F) H₀: p = $50,000 H₁: p ≠ $50,000

BLANK #4: What is the p-value of this sample? ***ANSWER TO 4 DECIMALS, BE SURE TO INCLUDE LEADING ZERO, EXAMPLE "0.1234"...NOT ".1234"***

BLANK#5: Based on this sample, at 1% level of significance is there evidence that Conestoga's first year accounting graduates salaries are less than claimed? ***ANSWER "YES" OR "NO" (WITHOUT THE QUOTATION MARKS)***

You are employed as an HR manager in an organization in the transportation industry. Your director has asked you to determine whether your organization has an absenteeism problem. In your organization, the absenteeism rate is 9.5 days per employee. You visit the website of Statistics Canada’s Labour Force Survey and discover that in the transportation industry, the average days lost per worker in the transportation and warehousing sector is 10.3 days. On the surface, it looks like you don’t have an absenteeism problem.

Provide four HR/workplace metrics in your report that will help to understand whether or not the organization should be concerned about absenteeism. For each metric, explain why you selected it. After identifying four metrics that will provide some insight into the issue, answer the question – does your organization have an absenteeism problem? You may need to make some assumptions in the absence of specific data. (1 mark for each metric, 1 mark for each explanation, 2 marks for your conclusion, for a total of 10 marks)

You work as the lead HR Manager for BWA Enterprises, a company that builds parts for one major car manufacturer. On the organization chart, management, and administrative tasks are represented by rectangles, the union is represented by the ovals.

You are preparing for negotiations for the next CBA. The current, 3-year CBA is set to expire in 12 months.

At present, there is a new union president that you have found very difficult to deal with; the union is considered antagonistic towards management ideas, proposals and policies. The grievance rate has increased significantly since the last round of negotiations; primarily around issues of safety, overtime requirements (due to not enough workers to cover all of the shifts), non-fulfillment of benefits, and inadequate training when a new product line is introduced.

On the other hand, management is sympathetic towards creating a better working environment around the areas of grievance. The key will be to find a mutual way to address the concerns. However, stakeholders have also drawn a hard line along areas of pay-raises, more benefits, retirement options and years of service increases (such as extra vacation days, salary grids, holidays for birthdays, etc.).

40% of our annual gross profit of $10 million dollars go to employees within the union (80 members) for salary, benefits, and retired employee benefits. 20% goes to administrative and management, 25% goes to inventory, taxes, equipment, and facilities, and other supporting costs. The remainder is stockholders equity.

Financially, BWA enterprises is in the black, but because of recent tariff and trades restrictions across the border, our main customers have already given notice that they will be looking to domestic sources for the parts we produce. Also, our research department has reported that several of the jobs currently being filled by humans has the potential to be automated by AI within a 2 – 5 year timeframe based on new inventions and research. The union is aware of this development.

1. Reflection -

• Comment on the differences between both sides in the bargaining process given the external environmental factors you have already been given.
  • Why would management want a 2-year CBA while the union would want a 5 year CBA
  • What compromises do you see as being easy for both sides, which will be more difficult?
  • With each negotiation away from the initial offers, there will be compromise; who loses out with each compromise that is given?
  • Describe the scenario above in terms of what would make it win-win, lose-lose and win-lose (for both sides).
• Describe how the proposed changes will affect the bottom line of company profits.

What are some of the arguments for and against the interpretation of mass media as forms of cultural imperialism?

Please find one scholarly link to an article, or one video about creativity or play in business that you really resonate with and in roughly 250-300 words, let us know what you think about this idea. Is creativity and play really important in business? What are some ways you have experienced this, if applicable. What do you do in your life to encourage creativity and play? When do you feel most alive?

name 1-2 main competitors of Amazon and explain how Amazon's competitive advantage compares to the competitor(s) identified.

What is Amazon's competitive advantage against Alibaba?

1) a) A charge of +5.00 nC is placed at the origin, and another charge of -3.00 nC is

placed 2.5 cm west of origin, what is the electric potential at 3 cm east from origin?

b) Repeat a) at distance 5 cm north of origin.

c) Find the work done to bring another charge of -5.00 nC from infinity to the point at 3 cm east from origin.

with the same three capacitors in parallel. How is this different than the result in series?

2) Three resistors of 25.00 ?, 17.00 ? and 13.00 ? are connected in series to a source with a potential difference of 3.00 V.

a) What is the equivalent resistance?

b) What is the the current in each resistor, and what is the potential difference across each resistor?

c) What is the power in each capacitor?

with the the same resistors in parallel. How is this different than the result in series?

What lessons do you think a company can learn about transforming its leadership system to a team-based organization? Give me the sources of your findings.