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Get college assignment help at uniessay writers You are the superintendent on a $50 million hotel renovation project in downtown Boston. Your project is on schedule, the grand opening date set for October 1, 2010. Today’s date is March 1, 2010. When the project began in January of 2008, Hilton was to be the operator of the hotel, which is owned by your clients, XYZ Hotel Development Company. However, XYZ is having difficulty finalizing their agreement with Hilton and is negotiating with Marriott as the new operator. Marriott, in order to accept the operation of the hotel requires at least $10 million in changes to the original design. XYZ’s pro-forma requires Grand Opening by October 1st in order to capture Boston’s lucrative convention business in the Fall. What would you do to manage expectations and to manage the project in order to keep your client happy and still achieve the opening of October 1st with Marriott as the operator?

Question: PRACTICE QUESTION Company XYZ’s Mission Is To “provide All Of It Customers With Quality Products.” As A Their Supply Chain Manager Provide A Presentation To The Company’s Management On How The Supply Chain Department Would Contribute To Realising The Organisation’s (6 Mission Statement.

PRACTICE QUESTION Company XYZ’s mission is to “provide all of it customers with quality products.” As a their supply chain manager provide a presentation to the company’s management on how the supply chain department would contribute to realising the organisation’s (6 mission statement.

Question: The Chiemsee Knee Replacement Clinic (CKRC) Is A Sports Clinic Located At The Northern Edge Of The German Alps. It Specializes In Knee Replacements For Skiers Who Come To CKRC From Germany, Austria, Switzerland, And Italy. The Clinic Currently Has One Operating Has Dramatically More Demand Than Capacity, The Management Team Contemplates Investing In …

The Chiemsee Knee Replacement Clinic (CKRC) is a sports clinic located at the northern edge of the German Alps. It specializes in knee replacements for skiers who come to CKRC from Germany, Austria, Switzerland, and Italy. The clinic currently has one operating has dramatically more demand than capacity, the management team contemplates investing in a second OR. A lean consulting firm, however, suggests that before going ahead with installing new capacity, the clinic should first look at how it uses its existing capacity. The data collected by the consulting firm reveal that: The OR is available for 12 hours a day; the hospital has decided to not perform any procedures between 7pm and 7am. This time is equally divided across three surgeons The standard procedure time for the knee surgery done at the clinic is (OR). However, since the clinic room 53 minutes. The cleaning and housekeeping that needs to happen after each procedure takes 17 minutes. Almost all of this time could be saved if the cleaning crew were notified earlier on 10 minutes are spent on patient preparation /anesthesia work before each procedure. (Note: this is not part of the procedure time). Proposals have been evaluated to move these 10 minutes to outside the OR, and there exists no medical reason that would prohibit doing this A surgeon only starts a case if all of the work associated with the case (preparation, procedure, and cleaning) can be completed in the 4h allotted to each surgeon. Surgeons never start BEFORE their allotted time. Though the clinic aims to operate 7 days a week, holidays, vacation, and construction time lead to an average of 2 days a week that the OR cannot be used at all What is the OEE of the operating room (in percentage and keep 2 decimal).? Assume a 12h window in which the OR could be used

Question: SECTION A C Case Study Warts-apd-all Hiring Polley Recruitment Professionals Are Rarely ‘shy Of Over-promotion When It Comes To Descriptions. To Cal A Spade A Spade Is Anathema To Many. A Shop Assistant Is A ‘sales H Pe Care- Ativa Nol. Pplicants For Some Of The Dullest Jobs Are Told That They Are Entering A New Life Of Thrills And Codless Fun. Jobs …

SECTION A C Case study Warts-apd-all hiring polley Recruitment professionals are rarely ‘shy of over-promotion when it comes to descriptions. To cal a spade a spade is anathema to many. A shop assistant is a ‘sales h pe care- ativa nol. Pplicants for some of the dullest jobs are told that they are entering a new life of thrills and Codless fun. Jobs come with the promise of fast-track promotion and career prospects, even i Sonsultant’ and a dusman is a waste professional. promised plenty of responsibility this is patently untrue, and many people are Graduste trainees are often interviewed at plush hotels where they expensive food and given recruitment brochures whose glossy images do not match the reality of managing cantankerous workers at a Midlands food factory. Behind the marble statues and glorious fountains in the reception foyer of many large corporations, there are the back offices, checkouts and dank kitchens where people do the real work. seduced with are Such practices do not translate into a successful recruitment policy, according to Kaisen, a business psychologist firm dedicated to debunking some conventional wisdom. If an employer pretends a job is more exciting than it is, recruits will soon feel let down notice the gap between the fiction and the reality. And they will leave. once they In the call centre industry, where recruiters search for dynamic extraverts- who then spend day after day processing routine inquiries-the turnover of staff is notorious. ‘Churn rates as they are calfed, are higher than in anost other industrics. The price of this is mure than jusi the cost of recruiting a new member of staff; when the cost of training, advertising and time lost are taken into account, it can add up to three times the employee’s annual salary, according to some estimates. Kaisen, based in Bristol, shares its expertise with the likes of Royal and Sun Alliance, Boots and Pearson, the Financial Times’s parent company. Kaisen is no fan of recruitment agencies. They can be a poor way of finding every person they place, says director Gwyn Rogers. ‘Agencies can sometimes be undiscriminating, which leaves the onus on the individual organisation to screen people. These agencies do not always filter people out properly. new staff because they often receive commissions for One of Kaisen’s mantras is that recruiters should give applicants the whole story, ‘warts and all’. If the job is repetitive and mundane, tell the applicants. If there is little freedom for independent thought, spell it out. If people’s chances of promotion are strictly limited, do not pretend otherwise. To do so would only be to store up trouble for the future. For there are people – and these are the ones you want to employ- who in fact enjoy the security and comfort that such a job may offer. Lecturer: Mr Paul Apreku-Djan Pag ometimes videos are used but other methods include audio cassęttes and written material. ll are deployed to the same effect. Mr Rogers says it is all about trust between the employer nd the employee. Honesty is the best policy. If you see an advert for television air time sales, you may think: “TV-that is creative and xciting and open-ended. P’ll get to meet the stars.” In reality, you will end up in an office lock in London with no windows, trying to sell to agencies,’ he says. Boots Wellbeing has recently been recruiting health and beauty professionals and others from the medical arena, such as ostcopaths and nutritionists, who tend to work alone. It was vital to ind those who could work in a large corporation and could handle all the necessary compromises. ‘Quite rare beasts, according to Kaisen. By eliminating unsuitable people early, Kaisen believes, it can save its clients’ money. Just as mportant is the effect on morale, it argues. ‘Often people say they were surprised at how thonest the company was about what the job was like,’ says Mr Rogers. This, he says, leads them to regard the company positively. Required: a) To what extent do you agree with the approach to recruitment described in the case study? b) What are its main disadvantages? c) The companies cited in the article use videos and other materials which carry à realistic message at the selection stage as a means of helping them and the candidates to establish their suitability for the jobs concerned. Is there also an argument for putting out ‘warts and all’ messages in recruitment advertisements, at graduate recruitment presentations or in notices placed at job centres? State two (2) internal and external factors governing recruitment in most organisations (4 marks) (3 marks) (4 marks) (4 marks) d) What mechanisms can HR specialists and line managers employ to check the validity of information on CVs? In what circumstances, if ever, should significant checks be (5 marks) made and why? e) Application forms can sometimes elicit better information than CVs as they pose some direct questions that the CV may otherwise not address. However CVs remain highly popular. What advantages are there in using CVs for both the potential (5 marks) (Total 25 marks employee and the potential employer?

Question: MySunshine Hotel Is A Chain With 10 Identical Hotels Which Operate 365 Days A Year. The Chain Invested $200M To Purchase Land For These Hotels And $100M To Build And Furnish Them. Each Hotel Has125 Rooms And Charges And Average Price Of 164 Per Night. Each Operating Material Cost For Each Hotel Is $1M. On Top Of That, Each Hotel Is Staffed With 71 Employees;…

MySunshine Hotel is a chain with 10 identical hotels which operate 365 days a year. The chain invested $200M to purchase land for these hotels and $100M to build and furnish them. Each hotel has125 rooms and charges and average price of 164 per night. Each operating material cost for each hotel is $1M. On top of that, each hotel is staffed with 71 employees; each paid $50,000 a year on average. The number of hotel employees has a direct effect on hotel occupancy in the following way: Hotel occupancy rate-0.01 X Number of Employees Define the return on invested capital as the ratio of the profits (PER YEAR) and the invested capital. What is the ROIC? (Please keep 4 decimal places, not in percentage)

Question: 4. (Ch13, 12 Pts) A Company Stocks A Certain Container, Each Of Which Occupies Four Square Feet Of Warehouse Space. The Warehouse Space Currently Available For Storing This Container Is Limited To 600 Square Feet. Demand For The Container Is 15,000 Units Per Year. Holding Costs Are $4 Per Container Per Year.Ordering Costs Are $5 Per Order (a) What Is …

4. (Ch13, 12 pts) A company stocks a certain container, each of which occupies four square feet of warehouse space. The warehouse space currently available for storing this container is limited to 600 square feet. Demand for the container is 15,000 units per year. Holding costs are $4 per container per year.Ordering costs are $5 per order (a) What is the cost-minimizing order quantity decision for the company? (b) What is the total inventory-related cost of this decision? (c) What is the total inventory-related cost of managing the inventory of the container, when the limited amount of warehouse space is taken into account?

Question: Seres (Ch12, 12 Pts) Consider The Following Requirements For A Certain Product A. 3. Period 2 3 4 5 Gross Requirements 6 7 200 Beginning Inventory = 500 Units; Setup Cost = $300 Per Setup; Lead Time = 1 Week; $5 Per Unit Per Week; Develop The Lot-for-lot MRP Table 200 700 0 500 0 400 Holding Cost = Lead Time A Period 6 3 5 1 2 Gross Requirements 500 …

Seres (Ch12, 12 pts) Consider the following requirements for a certain product A. 3. Period 2 3 4 5 Gross requirements 6 7 200 Beginning inventory = 500 units; Setup cost = $300 per setup; Lead time = 1 week; $5 per unit per week; Develop the lot-for-lot MRP table 200 700 0 500 0 400 Holding cost = Lead time A Period 6 3 5 1 2 Gross requirements 500 Project On Hand NET Requirements Planned Order Receipts Planned Orders Release

Question: Assume That The Project Is Expected To Return Monetary Benefits Of $20,000 The First Year, And Increasing Benefits Of $5,000 Until The End Of Project Life (year 1 $20,000, Year 2 $25,000, Year 3= $30,000). The Project Also Has One-time Costs Of $30,000, And Fixed Recurring Costs Of $10,000 Until The End Of Project Life. The Project Has A Discount Rate …

Assume that the project is expected to return monetary benefits of $20,000 the first year, and increasing benefits of $5,000 until the end of project life (year 1 $20,000, year 2 $25,000, year 3= $30,000). The project also has one-time costs of $30,000, and fixed recurring costs of $10,000 until the end of project life. The project has a discount rate of 8% and a three-year time horizon. Calculate overall net present value (NPV) of the project at the end of project life. Enter only the numeric value without comma (,.) or dollar ($) signs. Assume that the project is expected to return monetary benefits of $20,000 the first year, and increasing benefits of $5,000 until the end of project life (year 1 $20,000, year 2 = $25,000, year 3= $30,000). The project also has one-time costs of $30,000, and fixed recurring costs of $10,000 until the end of project life. The project has a discount rate of 8% and a three-year time horizon. Calculate overall overall return on investment (R0I) of the project at the end of project life. Enter only or dollar (% the numeric value without comma signs Assume that the project is expected to return monetary benefits of $20,000 the first year, and increasing benefits of $5,000 until the end of project life (year 1 $20,000, year 2 $25,000, year 3= $30,000). The project also has one-time costs of $30,000, and fixed recurring costs of $10,000 until the end of project life. The project has a discount rate of 8% and a three-year time horizon. Calculate the break-even point for this project. Enter only the numeric value.

Question: 1. At Base, People A) Working Through Difficult Power Imbalances B) Denying And Suppressing Negative Thoughts C) Preserving And Restoring Images Of Oneself D) Walking The Line Between Compromising And Forcing E) Prioritizing Needs In Conflict Situations ‘s Concerns About Face And Face Saving Are Related To The Challenge Of 2. Intervention By A Third …

1. At base, people a) working through difficult power imbalances b) denying and suppressing negative thoughts c) preserving and restoring images of oneself d) walking the line between compromising and forcing e) prioritizing needs in conflict situations ‘s concerns about face and face saving are related to the challenge of 2. Intervention by a third party may signal that a) the parties have built a successful relationship b) the parties have failed to become skilled in managing their own interdependencies c) the parties have grown into negotiation partners d) the parties have successfully resolved a dispute e) all of the above 3. When power is viewed as a limited resource to be hoarded, it is seen a) in a competitive context b) in a cooperative context an organizational use of power d) as a true picture of power e) none of the above as 4. Which of the following is not a likely effect of face loss in interpersonal interaction? a) It can lead to impasses in conflict negotiations b) It can cause someone to feel confused or incapacitated c) It can produce shame and embarrassment for the person who loses face d) It can cause the person who loses face to feel inferior or less powerful e) It can eventually build a person’s self-esteem when they lose face A manager has contacted a consultant to obtain an assessment of the climate that currently exists in her organization. Which of the following would a consultant assess in conducting an organizational climate assessment? a) The type of interdependence that exists among the employees of the organization b) The degree of supportiveness among the co-workers c) The attitude members hold toward how conflict should be handled in the organization d) Whether members feel in competition with their co-workers e) All of the above 5. 6. The relative stability of elimates can be explained, at least partially, by which of the following? a) The emergence of critical events b) The multiplier effect c) Triggers of conflict d) De-individuation 7. A university hearing panel (composed of faculty and students) is set up to assess disciplinary charges that are made against students who live in university dorms. Which type of dispute resolution system is being used? a) Climate-based system b) Interest-based system c) Power-based system d) Rights-based system e) Quasi-competitive system 8. If a mediator sets ground rules for parties’ interaction at the beginning of a mediation session, the mediator is enacting which type of third party control? a) Process control b) Content control c) Motivational control d) Mandate control e) Endorsement control 9. Consider the following scenario: Bernice loaned her favourite DVD8 to her friend Tamara. She now wants them back, so she says to Tamara: “Are you enjoying the DVDS I gave you?” Which politeness strategy is Bernice using to avoid threatening Tamara’s face? a) Neutral politeness b) Negative politeness c) Positive politeness d) Going off-record e) Bald on-record 10. Using the example in question 9 above, which politeness strategy would Bernice be using if she had instead said to Tamara, “You are always so considerate, so I know that you will get the DVDS back as soon as you have watched them.” a) Neutral politeness b) Negative politeness c) Positive politeness d) Going off-record e) Bald on-record 11. A facilitator made the following comment to a workgroup. “Well, all of you agree that some people are taking vacation time on Fridays and Mondays to extend weekends rather than taking larger blocks oftime off with vacation. Some of you feel this is not right, while others feel it is OK. The important issue here is whether this is acceptable company policy. The conflict is not about preferences. It needs to be determined by stated company policy.” Which frame would he or she be using? a) Right-wrong frame b) Negotiation frame c) Underlying conflict frame d) Stop frame e) Inducing competition frame 12. Attribution error is a tendency to a) interpret own behaviour as intentional and other’s behaviour as a result of the situation b) interpret other’s self-serving bias as intentional and our own self-serving bias as a result of the situation c) interpret other’s behaviour as intentional and our own behaviour as a result of the situation d) interpret other’s behaviour and our own behaviour negatively based on the conflict situation e) None of the above 13. Phase theory of conflict assumes that: a) conflict unfolds in an unpredictable way over a period of time and progresses through unrecognisable stages of interaction b) conflict unfolds in a predictable way over a period of time and progresses through recognisable stages of interaction e) conflict unfolds in a predictable way over a period oftime and progresses through unrecognisable stages of interaction d) conflict unfolds in an unpredictable way over a period of time and progresses through recognisable stages of interaction e) none of the above 14. A teacher has threatened several times to tell a 4th grader’s parents about the student’s misconduct in class to change his behaviour. Eventually she does send a note home stating her complaints about the student. The following week the student’s behaviour gets worse and the student tells the teacher that “my parents never have been able to find a way to punish me.” The way this conflict unfolded reflects which principle of power and conflict? a) The mystique of power is often lost b) It is rarely possible to stop social categorization c) Issue control is often not as effective as powerful people think d) Power can erode when it is used e) Weaker parties are often influenced by non-decisions 15. Which of the following statements best characterize the likely result of a chilling effect in an imbalanced power relationship? a) The weaker party asks many questions in an effort to stop the stronger party from controlling events in the relationship b) The stronger party asks the weaker party to stop raising issues in order to save the relationship c) The stronger party only talks about issues that are positive for the relationship and its future d) The weaker party develops a coalition with another person to help prevent the stronger party from be too controlling in the relationship e) The weaker party is less likely to express or address conflict issues because he/she sense the stronger party has better alternatives to the current relationship 16. Which style of conflict would be recommended to use in the following conditions: 1) the issue is important to the person; 2) the issue is important to the other person in the confliet; 3) the relationship is important to the person; 3) time pressure to address the conflict is high; 4) trust in the other person is high a) Compromise b) Competition c) Accommodation d) Avoidance e) Collaboration 17. Tamika says she avoids getting into discussions of differences with her friends about almost any issue. She feels she isn’t good at building a case for her views and gets intimidated when others start debating with her. According to verbal aggressiveness theory, which of the following statements would be true? a) Tamika is likely to score high on the verbal argumentativeness scale b) Tamika is likely to become verbally aggressive in certain situations c) Tamika is likely to join a debate club d) Tamika is likely to improve her abilities to deliver her arguments e) Tamika is likely to suppress her hidden desire to argue well 18. Which of the following statements best characterize the relationship between anxiety and conflict escalation? a) Anxiety prevents rigidity of behaviour and conflict escalation b) Differentiation creates anxiety which produces rigidity of behaviour and conflict escalation c) Anxiety is a sign that conflict escalation is about to decrease d) Differentiation reduces people’s feelings of anxiety which allows for conflict de- escalation There is no relationship between anxiety and conflict escalation e) 19. Someone who is accommodating is demonstrating high degree of assertiveness and low importance to outcome low degree of cooperativeness and low importance to outcome high degree of cooperativeness and low degree of assertiveness d) a) low degree of cooperativeness and low degree of assertiveness e) medium degree of assertiveness and a medium degree of cooperativeness 20. Ned’s supervisor insisted that Ned learn a difficult manufacturing process or face discipline. Ned has been employed with the company for over two years and should have learned this process by now. Ned runs to Oliver, a co-worker, and asks him for help. Oliver does not have the time to teach Ned and does not really like Ned. Ned is a little lazy. As far as Oliver is concerned, their supervisor can go ahead and fire Ned To respond to Ned in the above conflict scenario, which conflict mode will Oliver most likely adopt? a) Accommodation b) Avoidance c) Compromise d) Competition e) Collaboration 21. A co-worker approaches you and says that you should give a little more attention to the way you fill out a particular monthly report. She insists that the report is vital Further, she is responsible for collecting the reports from all the team members and putting them ina binder so the supervisor can review them. She says she may have to inform the supervisor of your inattentiveness to completing the report. You feel the co-worker is a busybody and that the reports are an administrative detail that nobody cares about, particularly your supervisor. What conflict mode will you adopt with respect to the co-worker’s demands? a) Accommodate b) Avoid c) Compromise d) Compete e) Collaborate 22. According to Brown and Levinson (1978), face threatening acts rank from low to high politeness as in the following: a) bald on record, positive politeness, negative politeness, going off record, and avoidance b) positive politeness, negative politeness, bald on record, going off record, and avoidance c) positive politeness, negative politeness, going off record, avoidance and bald on record d) negative politeness, bald on record, positive politeness, going off record, and avoidance e) going off record, avoidance bald on record, positive politeness, negative politeness 23. Which of the following is not a) Blind people to negative consequences of their behaviours b) Prevent parties from altering the direction of the conflict when harmful escalation occurs c) Parties become locked in destructive cycles d) Encourages parties to see the negative consequences of their behaviours e) All of the above consequence of trained capacities? 24. According to Keller (2001), trust levels are higher in a same race b) same profession c) same gender d) same personality traits e) all of the above 25. Perspectivism a) recognizes that there b) recognizes that there are many ways of viewing a phenomenon c) means believing in the value of multiple perspectives d) maintains that one cannot view a phenomenon without relying on assumptions e) all of the above theory or view point no one corre 26. In a meeting with Katie, a human resources lawyer and “sue the pants off’ the employer for the offensive way in which his supervisor treated him. Katie asked Ken what the problem was and whether he would be willing to talk further about why he felt so strongly so that perhaps a workable solution could be achieved a) Both Ken and Katie were pursuing a rights-based approach to resolving a conflict b) Ken was pursuing a rights-based approach to resolving a conflict, and Katie was pursuing an interest-based approach c) Ken was pursuing a power-based approach to resolving a conflict, and Katie was pursuing a rights-based approach d) Ken was pursuing a power-based approach, and Katie was based approach e) None of the above representative, Ken threatened to call his pursuing an interest 27. A land developer discussing a conflict over a proposed golf course that will fill a wetland can speak about the golf course, his preferences for how the land should be filled in, and how much input the neighbourhood and environmental groups should be able to have in determining what happens to that wetland on his private property, as well as whether he views these groups favourably or unfavourably. The multiple frames in the above scenario are in the following order a) Substantive, outcome, procedure and characterization frame b) Outcome, substantive, procedural and characterization frame c) Procedure, outcome, substantive and characterization frame d) Procedure, substantive, outcome and characterization frame e) Characterization, procedure, substantive and outcome S 28. In the two-dimensional model of conflict behaviour, the level of concern for the individual’s own outcomes and the level of concern for the other’s outcomes are referred to as the a) cooperativeness dimension and the competitiveness dimension b) the assertiveness dimension and the competitiveness dimension c) the competitiveness dimension and the aggressiveness dimension d) the assertiveness dimension and the cooperativeness dimension e) none of the above 29. According to the Hydraulic Model of Psychic Energy, the mind discharges two powerful impulses described as: a) anxiety and force b) aggression and anxiety c) flight and fight d) hysteria and denial e) all of the above 34. Which of the following conflict behaviours would not be likely to occur in the differentiation phase of conflict? a) Parties clarify their separate views on the issues b) Parties emphasize differences that exist between them c) Parties claim that the other person has caused the conflict d) Parties challenge facts that the other person offers e) Parties explore viable solutions to problems 35. Gene is the foreman of a production crew. From time to time in the past, the product development section tapped the production crews for operators to augment their own operator personnel to run test products on special machines. This put little strain on the production crews, because the demands were small, temporary and infrequent. Lately however, the demand for four production operators seems almost constant. The rest of the production crew must fill in for these missing people, usually by working harder and taking shorter breaks. If you were Gene, you would: a) Let it go for now; the crisis probably will be over soon b) Try to smooth things over with your own crew and with the development foreman; we all have jobs to do and cannot afford a conflict c) Let development have two of the four operators they pursue d) Go to development supervisor or his/her foreman and talk about how these demands for additional operators could best be met without placing production in a bind e) Go to the supervisor of production (Gene’s boss) and get him or her to “call off the development people 36. The less concrete and measurable goals are a) the harder it is to communicate to the other party what we want b) the easier it is to understand what your opponent wants c) the easier it is to determine whether a particular outcome satisfies our goals. d) the harder it is to acknowledge previous goals e) all of the above 37. Rigidity in conflict interactions are caused by a) anxiety, differences, emotions and uncertainties about conflict outcomes b) anxiety and cognitive differences in managing conflict outcomes c) anxiety, emotions and unrest in handling the outcomes of conflict d) emotions, uncertainties, and insecurity involved in managing the outcomes of the conflict e) all of the above 38. Which type of alignment action is illustrated by the wife in the following interaction between two spouses? Husband: You left the car on the street all night. (Said in an irritated tone) Wife: Well, it was fine; the streets are much safer lately a) Excuse b) Justification c) Apology d) Remedy e) Conversational repair 39. If third parties exert motivational control during a conflict intervention, they a) renew their motivation and desire to work on the conflict b) exert power over only the issues which the parties care the most about c) use incentives that try to move the parties towards agreement d) use incentives to get other people to help intervene in the conflict e) convince the parties to use binding arbitration 11 40. Information as a source of power is a) the accumulation and presentation of data to change the other person’s point of view or position b) an acknowledged accumulation of information, information, on a particular problem or issue c) the accumulation of money, raw material, manpower, time or equipment which can be used to create incentives for other people to comply, or as threats and punishments if they do not comply d) power derived from being located in a particular position in an organizational or communication structure an issue on ‘mastery of a body of or C all of the above

question 13 14 thank you

question 13 14 thank you

Question: 1. Production Labor Sourcing For Supply Chain Management* Over 75 Percent Of U.S. Manufacturers Have Been Reported To Outsource Some Of Their Business Functions. A Shift In Offshore Outsourcing Has Returned Some Business Activi- Ties To The United States Even As Cost Reduction Pressure Still Challenges Most U.S Businesses. Brook Medical Supplies (BMS), …

Get college assignment help at uniessay writers 1. Production Labor Sourcing for Supply Chain Management* Over 75 percent of U.S. manufacturers have been reported to outsource some of their business functions. A shift in offshore outsourcing has returned some business activi- ties to the United States even as cost reduction pressure still challenges most U.S businesses. Brook Medical Supplies (BMS), a manufacturer of medical supplies and ambulatory kits, recently ended outsourcing operations overseas as a competitive mea- sure to improve quality and reduce costs. BMS instead selected a cost reduction project that outsourced semiskilled labor locally. The labor-sourcing approach reduced overall costs below the offshore program, while maintaining complete oversight of product quality. The positive results in cost reduction prompted BMS to expand the labor- sourcing initiative beyond its production positions. BMS now uses labor sourcing for semiskilled labor in its material handling (shipping and receiving), staging (tow motor drivers), maintenance, and waste handlers without displacing any existing employees by moving them to other departments in the plant. With the responsibility to hire, train, and supervise this group of semiskilled laborers, BMS has been able to increase efforts in core areas of increased quality, efficiencies, and product improvement Stor-Pak Distribution Center handles 90 percent of BMS’ New England distribu- tion, including assembly and kitting for their drug testing kits. In addition to their customer-supplier relationship, Stor-Pak partners with BMS as a Best in Class and benchmarking mentoring through a national association of U.S. manufacturers and distribution centers. As part of BMS’ supply chain management integration efforts, they have recommended to Stor-Pak that they evaluate alternatives to expanding their labor force with permanent employees. Stor-Pak is evaluating three alternatives includ- ing hiring permanent warehouse employees, contracting with temporary employment agencies for expanded labor, and contracting with a specialized labor-sourcing com pany similar to the contract BMS secured for their production and warehousing opera- tion. Stor-Pak has been gathering internal data on labor costs for permanent employees and has a large pool of temporary employment agencies that responded to their RFP Only one proposal was submitted that was identified as a specialized labor-sourcing company Bethel Consulting Services (BCS) is a third-party labor-sourcing company with expertise in screening, selection, training, and supervision of semiskilled warehouse associates. BCS presents a “company within a company” or vendor onsite service with competencies in training for warehouse positions in material handling, pick and pack assembly and kit making that reduces the learning curve time and improves quality of work. Their proprietary competency-based hiring system and onsite supervision result in lower tardiness, turnover, and safety issues. BCS’ specialized staffing system starts with an assessment of required skills and activities of the warehouse operation and then drafts standard operating procedures (SOPS) for training and performance evalu- ations. Their data and performance-based system allows performance incentives for BCS employees and gain sharing opportunities for contract partners. BCS has data necessary for developing a business tion centers can use to present contracting with a specialized labor-sourcing company The business case compares BCS cost and performance measures to hiring permanent employees and contracting through temporary agencies. The business case presents data reporting productivity gains and a reduction of overall labor cost by 20-40 per- cent. The data reports retrieval, assembly, and kit making), improved performance measures packing efficiencies), and improved safety (reduced liability and claims). The BCS system will allow distribution customers to redirect efforts in supervising semiskilled labor to case that warehouses and distribu- an increased quality of work (reduced errors in storage and (picking and supervising skilled labor and focusing on competencies and other lean core cost saving priorities. Discussion Questions 1. How could contracting with Bethel Consulting Services advance Stor-Pak’s posi- tion as a world-class supply chain partner for Brook Medical Supplies and other customers?

Question: 1. Production Labor Sourcing For Supply Chain Management* Over 75 Percent Of U.S. Manufacturers Have Been Reported To Outsource Some Of Their Business Functions. A Shift In Offshore Outsourcing Has Returned Some Business Activi- Ties To The United States Even As Cost Reduction Pressure Still Challenges Most U.S Businesses. Brook Medical Supplies (BMS), …

1. Production Labor Sourcing for Supply Chain Management* Over 75 percent of U.S. manufacturers have been reported to outsource some of their business functions. A shift in offshore outsourcing has returned some business activi- ties to the United States even as cost reduction pressure still challenges most U.S businesses. Brook Medical Supplies (BMS), a manufacturer of medical supplies and ambulatory kits, recently ended outsourcing operations overseas as a competitive mea- sure to improve quality and reduce costs. BMS instead selected a cost reduction project that outsourced semiskilled labor locally. The labor-sourcing approach reduced overall costs below the offshore program, while maintaining complete oversight of product quality. The positive results in cost reduction prompted BMS to expand the labor- sourcing initiative beyond its production positions. BMS now uses labor sourcing for semiskilled labor in its material handling (shipping and receiving), staging (tow motor drivers), maintenance, and waste handlers without displacing any existing employees by moving them to other departments in the plant. With the responsibility to hire, train, and supervise this group of semiskilled laborers, BMS has been able to increase efforts in core areas of increased quality, efficiencies, and product improvement Stor-Pak Distribution Center handles 90 percent of BMS’ New England distribu- tion, including assembly and kitting for their drug testing kits. In addition to their customer-supplier relationship, Stor-Pak partners with BMS as a Best in Class and benchmarking mentoring through a national association of U.S. manufacturers and distribution centers. As part of BMS’ supply chain management integration efforts, they have recommended to Stor-Pak that they evaluate alternatives to expanding their labor force with permanent employees. Stor-Pak is evaluating three alternatives includ- ing hiring permanent warehouse employees, contracting with temporary employment agencies for expanded labor, and contracting with a specialized labor-sourcing com pany similar to the contract BMS secured for their production and warehousing opera- tion. Stor-Pak has been gathering internal data on labor costs for permanent employees and has a large pool of temporary employment agencies that responded to their RFP Only one proposal was submitted that was identified as a specialized labor-sourcing company Bethel Consulting Services (BCS) is a third-party labor-sourcing company with expertise in screening, selection, training, and supervision of semiskilled warehouse associates. BCS presents a “company within a company” or vendor onsite service with competencies in training for warehouse positions in material handling, pick and pack assembly and kit making that reduces the learning curve time and improves quality of work. Their proprietary competency-based hiring system and onsite supervision result in lower tardiness, turnover, and safety issues. BCS’ specialized staffing system starts with an assessment of required skills and activities of the warehouse operation and then drafts standard operating procedures (SOPs) for training and performance evalu- ations. Their data and performance-based system allows performance incentives for BCS employees and gain sharing opportunities for contract partners. BCS has data necessary for developing a business case that warehouses and distribu- tion centers can use to present contracting with a specialized labor-sourcing company. The business case compares BCS cost and performance measures to hiring permanent employees and contracting through temporary agencies. The business case presents data reporting productivity gains and a reduction of overall labor cost by 20-40 per- cent. The data reports an increased quality of work (reduced errors in storage and retrieval, assembly, and kit making), improved performance measures packing efficiencies), and improved safety (reduced liability and claims). The BCS system will allow distribution customers to redirect efforts in supervising semiskilled labor to supervising skilled labor and focusing cost saving priorities. (picking and on core competencies and other lean Discussion Questions 1. How could contracting with Bethel Consulting Services advance Stor-Pak’s posi- tion as a world-ctass supply chain partner for Brook Medical Supplies and other customers 2. What cost advantage perspective should Stor-Pak use to determine the differences between using a traditional temp agency versus a third-party labor source such as provider Bethel Consulting Services?

Question: 1. Production Labor Sourcing For Supply Chain Management* Over 75 Percent Of U.S. Manufacturers Have Been Reported To Outsource Some Of Their Business Functions. A Shift In Offshore Outsourcing Has Returned Some Business Activi- Ties To The United States Even As Cost Reduction Pressure Still Challenges Most U.S Businesses. Brook Medical Supplies (BMS), …

1. Production Labor Sourcing for Supply Chain Management* Over 75 percent of U.S. manufacturers have been reported to outsource some of their business functions. A shift in offshore outsourcing has returned some business activi- ties to the United States even as cost reduction pressure still challenges most U.S businesses. Brook Medical Supplies (BMS), a manufacturer of medical supplies and ambulatory kits, recently ended outsourcing operations overseas as a competitive mea- sure to improve quality and reduce costs. BMS instead selected a cost reduction project that outsourced semiskilled labor locally. The labor-sourcing approach reduced overall costs below the offshore program, while maintaining complete oversight of product quality. The positive results in cost reduction prompted BMS to expand the labor- sourcing initiative beyond its production positions. BMS now uses labor sourcing for semiskilled labor in its material handling (shipping and receiving), staging (tow motor drivers), maintenance, and waste handlers without displacing any existing employees by moving them to other departments in the plant. With the responsibility to hire, train, and supervise this group of semiskilled laborers, BMS has been able to increase efforts in core areas of increased quality, efficiencies, and product improvement Stor-Pak Distribution Center handles 90 percent of BMS’ New England distribu- tion, including assembly and kitting for their drug testing kits. In addition to their customer-supplier relationship, Stor-Pak partners with BMS as a Best in Class and benchmarking mentoring through a national association of U.S. manufacturers and distribution centers. As part of BMS’ supply chain management integration efforts, they have recommended to Stor-Pak that they evaluate alternatives to expanding their labor force with permanent employees. Stor-Pak is evaluating three alternatives includ- ing hiring permanent warehouse employees, contracting with temporary employment agencies for expanded labor, and contracting with a specialized labor-sourcing com pany similar to the contract BMS secured for their production and warehousing opera- tion. Stor-Pak has been gathering internal data on labor costs for permanent employees and has a large pool of temporary employment agencies that responded to their RFP Only one proposal was submitted that was identified as a specialized labor-sourcing company Bethel Consulting Services (BCS) is a third-party labor-sourcing company with expertise in screening, selection, training, and supervision of semiskilled warehouse associates. BCS presents a “company within a company” or vendor onsite service with competencies in training for warehouse positions in material handling, pick and pack assembly and kit making that reduces the learning curve time and improves quality of work. Their proprietary competency-based hiring system and onsite supervision result in lower tardiness, turnover, and safety issues. BCS’ specialized staffing system starts with an assessment of required skills and activities of the warehouse operation and then drafts standard operating procedures (SOPS) for training and performance evalu- ations. Their data and performance-based system allows performance incentives for BCS employees and gain sharing opportunities for contract partners BCS has data necessary for developing a business case that warehouses and distribu- tion centers can use to present contracting with a specialized labor-sourcing company The business case compares BCS cost and performance measures to employees and contracting through temporary agencies. The business case presents data reporting productivity gains and a reduction of overall labor cost by 20-40 per- cent. The data reports an increased quality of work (reduced errors in storage and retrieval, assembly, and kit making), improved performance measures packing efficiencies), and improved safety (reduced liability and claims). The BCS system will allow distribution customers to redirect efforts in supervising semiskilled labor to supervising skilled labor and focusing on core cost saving priorities hiring permanent (picking and competencies and other lean Discussion Questions 1. How could contracting with Bethel Consulting Services advance Stor-Pak’s posi= tion as a world-class supply chain partner for Brook Medical Supplies and other Customers? 2. What cost advantage perspective should Stor-Pak use to determine the differences between using a traditional temp agency versus a third-party-labor source provider such as Bethel Eonsulting Services? 3. If the reduced costs projected by Bethel Consulting Services are realized, will there still be any risks for Stor-Pak in bringing in a third-party labor source company such as BCS?

Question: According To The Social Media Platform, Linkedin, Young Professionals Must Be: O Proactive O Goal Oriented O Creative All Of The Above

According to the social media platform, Linkedin, young professionals must be: O proactive O goal oriented O creative all of the above

Question: Starbucks Has A Isrge, Global Supply Chain That Must Eficienty Supply Over 17,000 Stores. Although The Stores Might Appesr To Be Very Similse, They Are Actualy Very Difierent. Depending On The Locaion Of The Store, Its Size, And The Prolile Of The Oustomers Served, Starbucks Management Oonfigures The Store Offerings To Take Maimum Advantage Of The Space …

Starbucks has a Isrge, global supply chain that must eficienty supply over 17,000 stores. Although the stores might appesr to be very similse, they are actualy very difierent. Depending on the locaion of the store, its size, and the prolile of the oustomers served, Starbucks management oonfigures the store offerings to take maimum advantage of the space available and customer preferenoes. Starbucks’ actual distribution system is much more complex, but for the purpose of our exercise lef’s focus on a single hem that is currently distributed through five distribution centers in the United States. Our item is s logo branded coffeemaker that is sold at some of the lasger retail stores. The cofleemaker has been a stesdy seller aver the years due to its relisbility and nugged construction. Starbucks does not cpnsider this a seasonal product, but there is scme variablity in demand. Demand for the product over the past 18 weeks is shown in the folowing table (week-1 is the week belore week 1 in the tsble,-2 is two weeks before week 1, etc). Management would like you to experiment with some forecasting models to determine what shoud be used in a new system to be implemented. The new system is programmed to use one of two forecasting models simple moving average or exponentisl smoothing WEEK -3 2 -1 2 30 12 3 5 6 10 11 24 36 13 41 45 35 20 46 Adanta 45 36 30 56 36 30 54 28 58 21 27 Chcago Dalas LA 71 45 47 43 45 33 53 4P 38 50 36 42 64 48 40 40 44 29 42 34 40 44 62 40 46 42 34 36 34 196 167 36 174 14 52 42 196 72 246 40 4 48 48 150 180 251 243 247 20e 243 282 203 227 256 247 230 Total a. Consider using a simple exponential smoothing model In your analysis, test bwo sipha values, 02 and 0.4. When using an sipha value of 0.2, assume that the forecast for week 1 is the past three-week aversge the average demand for periods-3-2, and-1) For the model using an alpha of 0.4, assume that the forecast for week 1 is the past five-week average. (Round your answers to 2 decimal plsces) ES, -0.2 Week ATL BOS CHI DAL LA Total 11 13. ES, 04 DAL CHI Woek ATL BOS LA Tolal 10 11 12 13 b. Evaluate the forecasts that would have been made over the 13 weeks using the overal (at the end of the 13 weeks) mean sbsolute devistion, mean sbeckute percent error, and tracking signsl ss criteris. (Round your answers to 2 decimal plsces. Negative values should be indicated by a minus sign.) ATL BOS CHI DAL LA Avg of DC ES, 0.21 MAD MAPE TS ES, 04 MAD MAPE TS

Question: 1. Does AutoZone Perform Best In A Down Economy? Explain. 2. The Last Decade Has Seen A Proliferation Of DIY Vehicle Maintenance Videos On YouTube And Other Internet Sites. Does This Have An Effect On Retailers Like AutoZone? Explain. 3. How Can AutoZone Differentiate Itself From Rivals O’Reilly Automotive And Advance Auto Parts? 4. Is International …

1. Does AutoZone perform best in a down economy? Explain. 2. The last decade has seen a proliferation of DIY vehicle maintenance videos on YouTube and other Internet sites. Does this have an effect on retailers like AutoZone? Explain. 3. How can AutoZone differentiate itself from rivals O’Reilly Automotive and Advance Auto Parts? 4. Is international expansion an attractive alternative for AutoZone? Why or why not? Amazon Case 4 (You can find this case at the end of chapter 4) 1. How would you define Amazon’s industry? What difficulties do you encounter in identifying primary competitors and key lines of business? 2. There has been a general trend toward “bricks and clicks”-the combination of Internet and traditional retailing outlets. How has Amazon succeeded as an e-tailer without brick-and-mortar operations? 3. Given its Internet base. can Amazon’s success be easily duplicated by copying its web materials? If so, why has Amazon been so dominant in recent years? 4. With myriad websites that offer price comparisons that exist for book and other e-tailers (e.g., www.bestbookbuys.com), is it possible for Amazon to maintain a strong customer base without an extreme emphasis on low prices?

Question: Case 5: Starbucks (see The End Of Chapter 5) 1. What Are Some Of The Challenges Associated With Starbucks’ Aggressive International Growth Strategy? 2. Could An Unanticipated Change In Coffee Consumption Patterns Disrupt Starbucks In The Same Way That It Paved The Way For The Company’s Growth In The 1980s And 1990s? 3. To What Extent Do Lower-priced …

Case 5: Starbucks (see the end of chapter 5) 1. What are some of the challenges associated with Starbucks’ aggressive international growth strategy? 2. Could an unanticipated change in coffee consumption patterns disrupt Starbucks in the same way that it paved the way for the company’s growth in the 1980s and 1990s? 3. To what extent do lower-priced competitors like McDonald’s and Dunkin’ Donuts present a threat to Starbucks’ premium-priced coffee? Case 6: Papa John’s (see the end of chapter 6) 1. Does saturation of the market suggest a stability strategy for Papa John’s, or are there sufficient opportunities globally to justify aggressive growth? Explain. 2. To what extent do low-cost pizza providers like Little Caesar’s and Cici’s pose a threat to Papa John’s? 3. Should Papa John’s develop eat-in restaurants like Pizza Hut or stick to delivery and carryout service?

Question: Case 7: Cici’s Pizza 1. What Is The Basis For Cici’s Cost Leadership Position? Can Competitors Duplicate This Basis? Explain. 2. What Accounted For Cici’s Initial Rapid Growth? Why Did This Trend Reverse Between 2011 And 2015? 3. What Competitive Vulnerabilities Does Cici’s Face? Case 8: FedEx 1. Do FedEx And UPS Offer The Same Delivery Services, Or …

Case 7: Cici’s Pizza 1. What is the basis for Cici’s cost leadership position? Can competitors duplicate this basis? Explain. 2. What accounted for Cici’s initial rapid growth? Why did this trend reverse between 2011 and 2015? 3. What competitive vulnerabilities does Cici’s face? Case 8: FedEx 1. Do FedEx and UPS offer the same delivery services, or has cach chosen to focus on different forms of delivery and/or customer needs? Explain. 2. The Internet has alleviated the need for overnight delivery of many documents. How has FedEx survived and even prospered in the midst of this key technological change? 3. Should FedEx be partnering with the U.S. Postal Service, a key competitor and protected government entity? Why or why not?

Question: 36. Representative Data Gathered From A Process That Follows A Normal Distribution Shows A Mean Of 8.2 Seconds With A Standard Deviation Of 0.3 Seconds. The Process Has 8.5 Seconds As An Upper Specification Limit. What Is The Process Yield? A. Calculate: Cp And Cpk B. How Many Defects Per Million Opportunities The Process Produces? (hint: Use The Excel …

36. Representative data gathered from a process that follows a normal distribution shows a mean of 8.2 seconds with a standard deviation of 0.3 seconds. The process has 8.5 seconds as an upper specification limit. What is the process yield? a. Calculate: Cp and Cpk b. How many defects per million opportunities the process produces? (hint: use the Excel spreadsheet given in class) c. What is the Sigma of the process?

Question: Forwarded Question 3 A) Explain The Content And Importance Of Job Description–10marks B) Explain The Methods And Purpose Of Job Analysis-10marks C) Explain 5 Limitations Of Performance Appraisal In Most Organization–5marks Total Marks—-25 9:50 AM Forwarded Question 5 A) I. Explain 3 Organizational Source Of Stress And 3 Strategies Of Coping With …

Forwarded Question 3 a) Explain the content and importance of Job description–10marks b) Explain the methods and purpose of Job Analysis-10marks c) Explain 5 limitations of performance appraisal in most organization–5marks Total marks—-25 9:50 AM Forwarded Question 5 a) i. Explain 3 organizational source of stress and 3 strategies of coping with organizational source of stress—6marks ii) Explain 3 personal source of stress and 3 strategies of coping with personal source of stress–6marks bi) Explain the 4 forms of KPO—8marks i) Explain 3 importance of KPO—3marks ii) state 2 challenges to KPO in business organization—2marks Total marks—-25 9:42 AM Question 6 a) Explain 4 frameworks of ideologies underpinning employment relations -8marks b) Explain 4 basic tips in counseling—8marks c) State 5 important role of human resource manager in discipline and grievan management—5marks d) Explain 4 responsible for the weakening of the role of trade Unions as a regulatory mechanism in the workplace—-4marks Total marks—25 9:16 AM

Question: 32. Read The Scenario Below And Answer Questions 32 And 33 There Appears To Be A Number Of Underlying Tensions And Hostilities Within John’s Workgroup. John Points This Out To Julie, The Group Supervisor. In Particular, John Suggests That Perhaps Julie Should Talk Individually To Each Ofthe Members To Find Out What The Issues Are. She Isn’t Sympathetic …

32. Read the scenario below and answer Questions 32 and 33 There appears to be a number of underlying tensions and hostilities within John’s workgroup. John points this out to Julie, the group supervisor. In particular, John suggests that perhaps Julie should talk individually to each ofthe members to find out what the issues are. She isn’t sympathetic to this suggestion and says, “Look, conflict is just a part of life. If you cannot stand the heat, you get out of the kitchen- that is my motto. I don’t want to intervene, I want to let things boil, and see who comes out on top. That is the way to identify people with real potential- the leaders oftomorrow Survival of the fittest, right? I got to where I am now by not chickening out when pressure was on. I suggest you do the same if you want to get on around here!” What style of managing conflict is John adopting? a) Competition b) Accommodation c) Collaboration d) Avoidance e) Compromising 33. The approach to managing conflict that Julie has adopted is a) accommodation b) collaboration c) avoidance d) compromising e) competition 34. Which of the following conflict behaviours would not be likely to occur in the differentiation phase of conflict? a) Parties clarify their separate views on the issues b) Parties emphasize differences that exist between them c) Parties claim that the other person has caused the conflict d) Parties challenge facts that the other person offers e) Parties explore viable solutions to problems 35. Gene is the foreman of a production crew. From time to time in the past, the product development section tapped the production crews for operators to augment their own operator personnel to run test products on special machines. This put little strain on the production crews, because the demands were small, temporary and infrequent. Lately however, the demand for four production operators seems almost constant. The rest of the production crew must fill in for these missing people, usually by working harder and taking shorter breaks. If you were Gene, you would: a) Let it go for now; the crisis probably will be over soon b) Try to smooth things over with your own crew and with the development foreman; we all have jobs to do and cannot afford a conflict c) Let development have two of the four operators they pursue d) Go to development supervisor or his/her foreman and talk about how these demands for additional operators could best be met without placing production in a bind e) Go to the supervisor of production (Gene’s boss) and get him or her to “call off the development people 36. The less concrete and measurable goals are a) the harder it is to communicate to the other party what we want b) the easier it is to understand what your opponent wants c) the easier it is to determine whether a particular outcome satisfies our goals. d) the harder it is to acknowledge previous goals e) all of the above 37. Rigidity in conflict interactions are caused by a) anxiety, differences, emotions and uncertainties about conflict outcomes b) anxiety and cognitive differences in managing conflict outcomes c) anxiety, emotions and unrest in handling the outcomes of conflict d) emotions, uncertainties, and insecurity involved in managing the outcomes of the conflict e) all of the above 38. Which type of alignment action is illustrated by the wife in the following interaction between two spouses? Husband: You left the car on the street all night. (Said in an irritated tone) Wife: Well, it was fine; the streets are much safer lately a) Excuse b) Justification c) Apology d) Remedy e) Conversational repair 39. If third parties exert motivational control during a conflict intervention, they a) renew their motivation and desire to work on the conflict b) exert power over only the issues which the parties care the most about c) use incentives that try to move the parties towards agreement d) use incentives to get other people to help intervene in the conflict e) convince the parties to use binding arbitration 11 40. Information as a source of power is a) the accumulation and presentation of data to change the other person’s point of view or position b) an acknowledged accumulation of information, information, on a particular problem or issue c) the accumulation of money, raw material, manpower, time or equipment which can be used to create incentives for other people to comply, or as threats and punishments if they do not comply d) power derived from being located in a particular position in an organizational or communication structure an issue on ‘mastery of a body of or C all of the above

The post Question: You Are The Superintendent On A $50 Million Hotel Renovation Project In Downtown Boston. Your Project Is On Schedule, The Grand Opening Date Set For October 1, 2010. Today’s Date Is March 1, 2010. When The Project Began In January Of 2008, Hilton Was To Be The Operator Of The Hotel, Which Is Owned By Your Clients, XYZ Hotel Development Company. However, … appeared first on uniessay writers.

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