600 WORDS OR MOREDuring this course you have been exposed to 5 (Case study de

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  600 WORDS OR MOREDuring this course you have been exposed to 5 (Case study design, Narrative design, Phenomenological design and Grounded Theory and Ethnography design) different research designs appropriate under qualitative methodology. Now that you have become familiar with the characteristics of each approach, you should begin to consider what design may serve as the best approach your applied doctoral research project (ADRP) topic. This exercise is early in your ADRP journey and your approach may change (or be best approached under a quantitative approach), so consider it is a starting point. For your thread, respond to the following:1. Provide a paragraph on your proposed ADRP topic.2. Propose a qualitative research question from your ADRP topic.3. Choosing from a qualitative research design covered in this course, provide justification for why that design is best suited for your research topic.4. Consider the limitations of the selected design. What challenges will you need to consider?

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#065

Read the case study “Teloxy Engineering (A)” on page 1378 of the attached file and…

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#065

  600 WORDS OR MORE During this course you have been exposed to 5 (Case study d

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  600 WORDS OR MOREDuring this course you have been exposed to 5 (Case study design, Narrative design, Phenomenological design and Grounded Theory and Ethnography design) different research designs appropriate under qualitative methodology. Now that you have become familiar with the characteristics of each approach, you should begin to consider what design may serve as the best approach your applied doctoral research project (ADRP) topic. This exercise is early in your ADRP journey and your approach may change (or be best approached under a quantitative approach), so consider it is a starting point. For your thread, respond to the following:1. Provide a paragraph on your proposed ADRP topic.2. Propose a qualitative research question from your ADRP topic.3. Choosing from a qualitative research design covered in this course, provide justification for why that design is best suited for your research topic.4. Consider the limitations of the selected design. What challenges will you need to consider?

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#065

  Choose and read any one case study from Chapter 13 (Personality Disorders) in

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 Choose and read any one case study from Chapter 13 (Personality Disorders) in DSM-5 in Action.Research the specific personality disorder from your chosen case study.Create a 10-15-slide PowerPoint presentation about your selected case study.Include the following in your presentation:A brief description of the selected case studyExplanation and rationale for the Personality Disorder Diagnosis using the latest version of the DSM as a reference.Information on the course of treatment for the disorder.Identification of which cluster (A, B, or C) this personality disorder belongs to and an explanation of your rationale.Information on the prognosis and prevalence of the disorder.A minimum of five scholarly references including your textbook and the latest version of the DSM. Be sure to only use current and scholarly references for this assignment.Detailed speaker notes that represent what you would say if giving the presentation in person.While APA format is not required for the body of this assignment, solid academic writing is expected, and documentation of sources should be presented using APA formatting guidelines, which can be found in the APA Style Guide, located in the Student Success Center.This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.You are required to submit this assignment to Turnitin. Refer to the directions in the Student Success Center.

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#065

Plant Diversity Study Guide

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Burnes (1992) expressed that ‘change management is not a distinct discipline but rather, the theory and practice of change management draws on a number of social science disciplines and traditions’ (Kitchen & Daly, 2002). It is also defined as ‘the process of continually renewing an organization’s direction, structure, and capabilities to serve the ever-changing needs of external and internal customers’ (Moran & Brightman, 2000). A clear definition of change or change management / organisational is still lacking despite numerous definitions by authors (Struckman &Yammarino, 2003).
The purpose of this paper is to explore change leaders’ skills/abilities required in implementing change in various context or change management approach. In doing so, the nature of change encompassing the drivers, critical success factors (CSF), dilemmas of change and types of change is discussed to achieve a better understanding organisational change. The drive for change follows the cause-effect path set in Figure 1. The transformation needs attention to both the external and internal drivers of change (Anderson & Anderson, 2010). The Burke-Litwin model (Appendix 2) ranks them in terms of importance.
The model argues that all of the factors are integrated and interdependent which generally most authors agree to (Kitchen & Daly, 2002). However, there are authors claiming that technology, government and globalisation, competitionand corporate sustainability to be drivers for change (MGT8033, 2012). Based on the infinite arguments, it can be construed that state that the drivers of change are too many too list (Jick & Peiperl, 2011). Figure 1: The Drivers of Change Model (Anderson & Anderson, 2010) An organisation’s ability to survive the transformation is greatly influenced by its CSFs.
However, contradicting findings of the MIT study (Berger et al. , 1989) and Samson’s (1999) fourteen guiding principles (MGT 8033, 2012) is sighted. Researchers also identified communication, employees’ perception of the organisation’s ability to deal with change, planning and analysis and assessment as success factors (Chrusciel & Field, 2006). Soft success factors (innovativeness, creativity and intuition) build on the existing platform of hard success factors (quantity, diligence and productivity) and soft success factors are becoming competitive advantage (Bertoncelj et. l, 2009). Figure 2 lists the necessary conditions for a successful change based on a survey conducted in UK (McGreevy, 2009). Sound pre-planning Objectives of the change process aligned with organisational objectives Commitment from the top of the organisation to ensure that resources were available to manage the change effectively Commutations – explaining why the change was necessary Participation Applied project management Taking a measured approach to the roll out of the change programme Progress monitoring of results using the balanced scorecard
Figure 2: Conditions for successful change (Source: McGreevy, 2009) Organisation should also analyse the ‘hard’ and ‘soft’ interventions of change as shown in Appendix 3 to ensure effective change programmes. Five dilemmas of change that have characterised decision about organisational change, viz. adaptive or rational strategy development, cultural or structural change, continuous improvement or radical transformation, empowerment or leadership and command and economic or social goals was identified (Stace & Dunphy, 2001).
To handle such dilemmas, the scale of change model (Appendix 4), which uses the influence of culture and power was created by Stace and Dunply. The model also suggests there is no particular way of implementing change that will work in all situations (MGT8033, 2012). Organisation structure can vary along a number of dimensions in the form of bureaucratic, functional, matrix or network structure. The choice of structure is influenced by an organisation’s strategy, its size and the technology used.
As an organisation changes its strategy to respond to PEST factors in its external environment, so should its structure change to maintain the strategy-structure relationship (Senior, 2002). To allow organisational survival, organisations tend to favour flatter and more flexible ways of working compared to hierarchical organisational forms and bureaucratic control systems which can be a hindrance to change (Collier & Esteban, 2000). The drivers of change are the primary determining factor of the type of change an organisation is to lead – developmental, transitional or transformational, presented in Appendix 5 (Dick & Peiperl, 2011).
Development change is an improvement in an organisation’s existing way of operating to ensure efficient business (Anderson & Anderson, 2010) It happens when firms continually scan their internal and external environments while avoiding radical, infrequent scale change (Gilley et. al 2009) to increase competitive advantage. Transitional change occurs when a problem is recognised in the current reality that needs to be solved with a new way of operating (Anderson & Anderson, 2010) which represents small, gradual even incremental changes in people, policies, procedures, technology, culture or structure (Gilley et. l 2009). The most widespread type of change occurring in today’s corporate world is transformation change which happens when the organisation identifies that is existing was of operating cannot meet market demands. This calls for content changes that are far more radical (Anderson & Anderson, 2010). Successful transformational changes have been positively linked to increased competitiveness, although extreme and sometimes revolutionary (Gilley et. al, 2009). ‘It is represented by a radical conceptualization of the organisation’s mission, culture and CSFs, form leadership and the like’ (Dick & Peiperl, 2011).
Cooper and Arygris (1998) claim organisational change can ‘take many forms – it can be planned or unplanned, incremental or radical, and recurrent or unprecedented’. Continuous change assumes gradual shifts whereas discontinuous change is much more dramatic which changes the nature of whole industries and economies (Kitchen & Daly, 2002). Radical change normally happens after a prolonged performance decline or major environmental change (Beugelsdijk et. al. , 2002). This type of change involves processes, technologies or knowledge that require new ways of operating for the adaptation to be successful (Street & Gallupe, 2009).
It suggests the use of authoritative power to force change in a rapid way to address organisational and environmental fit or intra organisational fit (MGT8033, 2012). Figure 3: Radical or revolutionary change (Source: MGT8033, 2012) Incremental change is a process whereby individual parts of an organisation deal incrementally and separately with one problem and one goal at a time by responding to internal and external environments. However, incremental change limits the need of fast or fundamental change when required and Burnes (2000) identifies that it can lead to a slow death.
While some writers deem that this approach is relatively unimportant, others identify that it can be part of an overall plan to transform an organisation (MGT8033, 2012). Evidences are clear that Japanese companies have an enviable track of achieving fierce competitiveness through pursuing this approach. It avoids both stagnation of doing little or nothing (Burnes, 2004). Figure 4: Incremental change (Source: MGT8033, 2012) The punctuated equilibrium model (Figure 5) suggests that change is discontinuous. It is argued that, with a few exceptions, most organisations experience change as a pattern of punctuated equilibrium.
Contrary to opinion cited in Burnes (2000) which suggested that this model of change has been rejected due to lack of empirical support (MGT 8033, 2012), numerous case histories offer support for this model (Hayes, 2010). Tushman and Romanelli (1985) proposed an interaction between radical and incremental change, making use of this model, conducting a case study on Heineken, Inc. and concluded that organisational change process that consists of initial radical change was succeeded by incremental change (Beugelsdijk et. al. , 2002). Figure 5: Punctuated equilibrium model of change (Source: MGT8033, 2012)
Proponents argue that continuous transformational change model (Figure 6) is vital for organisational survival and they must develop the ability to transform themselves continuously in a fundamental manner. This is particularly the case in fast-moving industry sectorssuch as Intel, Wal-Mart, 3M, Hewlett-Packard and Gillette where the ability to change rapidly and continuously. Continuous transformation to be able to keep aligned with the constant, rapid, radical and unpredictable changing environments in which organisations operate is the rationale for this model (Brown & Eisenhardt, 1997).
Figure 6: Transformational change model (Source: MGT8033, 2012) Appendix 6 illustrates a framework of an organisational change which allows approaches to change to be matched to environmental conditions and organisational constraints (Burnes, 2004). Armenakis and Bedeain (1999) identified three factors common to all change efforts – content, contextual and process issues (Walker et. al. , 2007) The change models previously examined suggests and relates to the need to review associated leader skills (Gilley et al. , 2009).
In Saka (2003), Buchanan and Badham (1999) define change agent as a manager who seeks ‘to reconfigure an organisation’s roles, responsibilities, structures, outputs, processes, systems, technology or other resources’. Burnes (2004) defines change agents as ‘the people responsible for directing, organising and facilitating change in organisations’. Pettigrew and Whipp (1991) describe change agents as ‘individuals operating at various levels and holding differing ranks within an organization, ensuring that there is both operational and strategic change capacity’ (Massey & Williams, 2006).
Evidences suggest interpersonal skills drawn on leaders’ abilities to motivate, communicate and build teams will increase leaders’ success with change. Organisational leaders strongly influence the work environment via constant interpersonal interactions. Motivating employees, communicating effectively, and creating environments in which team thrive are each positively and significantly associated with effectively leading change. Kark and VanDijk’s (2007) find that a leader’s ability to create a work environment that enhances employee motivation proves critical.
Similarly, Luecke (2003) claims that effective communications are necessary to cultivate and used as an effective tool for motivating employees involved in change. LaFasto and Larson (2001) also stated that building teams requires leaders with good communication and motivation skills. It is clear that motivation, communication and teambuilding skills are interrelated and complementary. Hence, deployment of such interpersonal skills to fully engage employees and cultivate and lead a successful change is important.
Leaders’ deliberate and disciplined actions, grounded in a solid base of interpersonal skills, enable effective change (Gilley et al, 2009). Gilsdorf (1998) claims that many mistakes in change management programmes is associated with communication breakdown. According to Hargie and Tourish (1993), the quality of communication between the people who make up an organisation is ‘a crucial variable determining organisational success’. Kotter claims that clear communication to employees is critical to the successful management of change.
Communication is regarded as key issue in the successful implementation of change programmes (Kitchen & Daly, 2002). As constant communication and motivation is required to engage employees throughout the various context and change phases, the need to use these skills must be also constant throughout to achieve effective change programmes. Change can trigger a wide range of positive and negative responses and poses significant challenges both to those who implement and those are affected by the change.
Evidences shows that employees tend to resist organisational change in general. Literatures propose that a change leader with high emotional intelligence will promote the use of constructive conflict resolution skills and strategies and lessen the possibility of destructive conflict strategies. Goleman (1998) suggested that individuals with high emotional intelligence will have superior conflict resolution skills, though this statement has not been supported with research (Jordan & Troth, 2002).
Resolving conflict skills is needed most during a radical/revolution change, the initial staff of a punctuated equilibrium change approach and continuous transformational change due to the rapid and unpredictable manner of change management and the possibility of experience high resistance amongst employees. Research has shown that visionary leadership positively affects business outcomes and follower perceptions of leadership effectiveness.
Given convincing empirical support for the impact of visionary leadership on positive organisational outcomes, scholars claim that interpersonal skills and competencies are necessary for demonstrating visionary leadership behaviors. Recently, Bass (2002) noted that several aspects of emotional intelligence are critical for transformational leaders who score highly on visionary leadership and individualised consideration. Effective visionary leadership requires leaders to provide a clear and compelling sense of direction which is important in times of rapid change for organisations.
However, not all situations where this kind of leadership is needed are identical. Michael Dell and Bill Gates are two examples of men who saw a reality different from others in the computer business. Visionary skills involves mentally modelling performance, focusing on the positive – sometimes incremental – steps necessary to achieve acceptable results considering the capabilities and constraints of oneself and the organisation (Gilley, 2005). Visionary skill is most needed during a continuous transformation change and incremental change.
Organisations need to be equipped to reengineer their strategic priorities at speed which leads to re-evaluating the quality and effectiveness of their decision-making processes when confronted with exceptional instability in current business context. The key to success in doing this is predictive analysis – using quantitative methods to derive actionable insights and outcomes from data which brings about the need for a change leader to be analytical and able to diagnose in drawing conclusions and making decisions.
Analytical leaders in Google, Tesco Best Buy and Caesars Entertainment Corp. are realising powerful benefits of being able to predict market trends, identify customer behaviours and pinpoint workforce staffing requirements (Gilley, 2005). However, an executive vice president for a large health insurer in Pennsylvania states recognises that analytical capabilities on its own do not help to create competitive advantage (Harris & Craig, 2011). Strategy shapes an organisation’s long term direction and actions, including changes required to achieve planned results.
Leaders with strategic thinking skills hold a global ‘big picture’ perspective of an organisation could with an understanding of the interrelatedness of its numerous parts. A strategic approach to change appreciated that change creates change, causes a ripple effect, and may yield solutions that are tomorrow’s problems which change leaders need to anticipate and plan for (Gilley, 2005). The decision to radically change the distribution system in Heineken by Freddy Heineken can be seen as a controlled form of organisational change.
This coincides with the view on organisational change that can be labelled ‘rational adaptation theory’. According to this view, organisational change is the result of a designed change in strategy of individuals in an organisation in response to environmental changes, threats and opportunities. The anticipation of future developments in the beer market made Heineken’s CEO decide to change the distribution system radically (Beugelsdijk et. al. , 2002). Traditional models of growth have often emphasised maximising revenue generation through increased capital expenditures.
However, there is a trend towards achieving organisational growth by exploiting the understanding of the relationships between an organisation and its environment in order to solve problems and revamp itself. Organisational development (OD) is the new way through which organisations can continuously improve on their activities and increase their long term prospects which organisations develop by adopting a series of planned intervention strategies that aim to enhance the effectiveness of the organisations (Mulili & Wong, 2011).
Schein (1988) stated that organisations have continually to achieve ‘external adaptation and internal integration’ (Senior, 2002). Recognising and understanding leadership and management functions itself does not guarantee success – a variety of skills, ability, knowledge and aptitude are needed to implement change well. The specific knowledge, skills and competencies within each broad category are by no means mutually exclusive to each dimension – they often overlap.
Successful change leaders must be able to make sense of change contexts and deploy knowledge and core competencies appropriately. No two change scenarios are exactly the same; hence, the requisite combination of one’s skills and competencies are unique to each situation (Gilley, 2005). It can be concluded that a change leader is required to exercise all the skills in various change approaches / context, discussed earlier in this paper. However, the degree of skill required may vary depending on the phases of change – an example is illustrated in Appendix 1 (Part B).

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#065

☐ Excellent outline of purpose, scope and limitations; The case study and context

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IBU5HRM: Assessment 1 marking rubric
STUDENT NAME:
CRITERIA
Excellent (> 80 %)
Very good (70 – 79%)
Good (60 – 69%)
Fair (50 – 59%)
Poor (<50%)
MARK
Introduction
(10% of total mark)
☐ Excellent outline of purpose,
scope and limitations;
The case study and context
explained at an advanced level.
Excellent understanding of the
organisation.
Outstanding organisation/order of
each section of the report.(8-10 marks)
☐ Clear and purposeful
outline of purpose, scope
and limitations;
The case study context well
developed and
understandings of the
context described very well.
Clear and concise
organisation/order of each
section of the report.(7 marks)
☐ Clear and concise purpose,
scope and limitations;
Developed description of the
case study and understanding
of the context of the
organisation – case study in
the international arena.
Succinct organisation/order of
each section of the report.(6 marks)
☐ Basic understanding of
purpose, scope and
limitations;
Basic outline of case study
and understanding of the
context of the organisation –
case study in the international
arena.
Reasonable organisation/order
of each section of the report.(5 marks)
☐ No clear purpose, scope
or limitations or identification
of the case study;
No clear understanding of
the context of the
organisation – case study.
No mention of the
international environment.
No organisation/order of each
section of the report.(< 5 marks)
/10
Organisational
HRM, Diversity
Management and
Culture
(20% of total mark)
☐ Report outlines the
organisational context to an
excellent level; HRM, Diversity
Management and Culture
evaluated to a very high
standard.
High level of interpretative and
analytical ability to critically
analyse literature.(16-20 marks)
☐ Clear and concise
description of the
organisational context and
ideas well evaluated on the
HRM, Diversity Management
and Culture;
Evidence of comprehensive
critical analysis.(14-15 marks)
☐ Ability to conceptualise and
describe the organisational
and basically evaluate the
HRM, Diversity Management
and Culture;
Evidence of critical analysis.(12-13 marks)
☐ Basic ideas formulated to
link to the organisational
context, HRM, Diversity
Management and Culture;
Fundamental theories and
concepts summarised.
Simple analysis of the literature.(10-11 marks)
☐ No evidence of
understanding or evaluating
the organisational context,
HRM, Diversity
Management or Culture
relative to the case study;
No summary of main
theories and concepts;
No critical analysis of the
literature.(<10 marks)
/20</td…

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#065

Platinum Box Case Study

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The new business venture to produce quality boxes for the U.S market has created a requirement for Platinum Box to source five new presses. The three bids to supply these presses were from Merakuri, Jabaking and Pnutype. Each bid had its attributes over the other. Finding a way to fairly evaluate each bid was needed. A Weighted Evaluation System was chosen. Four factors were used to evaluate the bids. They are: Performance & Quality, Service, Price (total cost of purchase determines the pricing factor) and Financing. By applying a value to each, a better evaluation of the bids can be made.
Performance & Quality was perceived to be of utmost importance to the point where the success of the project depended on it. This was given a high value of 40 with the other three taking 20 each for a total of 100. The Merakuri bid scored the highest with 85 followed by Pnutype with 70 and Jabaking with 60. Jabaking is the current supplier of our presses which came about as a result of a favour from the owners. Platinum Box has always felt indebted to Jabaking and may feel some loyalty as a result but the inability of their current presses to meet the quality specification put forward has dismissed them as supplier at this time.
Also the union presence is strong at Jabaking which could result in a union push towards Platinum Box if they were chosen as the supplier. The new technology used by Pnutype has a high risk attached. It has a very short track record and the technology should be better proven before it can be adopted by Platinum Box. This leaves Merakuri as the preferred vendor with its acceptable product quality, highest production numbers, next day service and fair pricing with financing. Another consideration is that the factory trip to South Korea and Regina should both be taken advantage of. The procurement process should be closely monitored by a cross functional team of Platinum Box procurement and plant management members. They should be encouraged to form a close relationship with the Regina Employees of Merakuri also.
Issue Identification
Platinum Box has decided to enter the U.S high quality box market. As a result five new presses are required in six months to produce 250,000 boxes in 18 months. Three bids have been received with a wide range of attributes. The best source for this press will be recommended to our board. Platinum Box is also trying to decide whether to single source by continuing with JabaKing or multi source with a different supplier. Since the company wants to enter United States and compete on the highest quality product, staying with existing supplier would not accomplish current strategy as they produce fine product, but not of the highest quality. If the company wants to be competitive and enter new market it has to choose the best supplier on the following parameters; Performance & Quality, service, price and Financing. Root Cause Analysis
The three Companies that have been selected as potential supplier and submitted their respective bids with its new presses consist of: Merkuri, Jabaking and Pnutype. The bids factors ranged in price, performance, finance and service commitment. The source for these new presses is a key piece to the success of this venture into the competitive U.S Box market. The most important factor to consider is the performance of the press chosen. It has to meet the high quality box requirement as well as produce 250,000 boxes a year. A fair and consistent way is needed to analyse the bids to determine which offers the best value. Special consideration is to be paid to the current relationship between Platinum Box and Jabaking.
As the current supplier, Jabaking took a chance with Platinum Box when no other supplier would many years ago and feel they are owed the business. Not to mention the relationship that the President have with them as well. But the threat from Jabaking unionised shop and their intention to unionise Platinum Box should also be factored. Supplying and installing the new presses could be the opening they have been looking for. The selection process is further complicated by Platinum Box plan to expand to 500,000 boxes per year in three years requiring more presses so the desire to form a relationship with a quality supplier is of importance. By using a Weighted Evaluation System as a tool we can better understand the bids and their attributes. Because not all the four factors Performance, Service, Price and Finance have the same importance a value or weight has been assigned.
Merakuri Jabaking Pnutype Performance 40
35 20 30 Service 20 20 15 15 Price 20 15 20 10 Finance 20 15 10 20 Total 100 85 65 75
Some of the reasoning behind this weighting is based on the importance of Performance & Quality as a sourcing criteria thus it is given a weight of 40 compared to the other three at 20 equally for a total of 100. Performance has such a high weight because it encompasses such factors as quality of box produced and production numbers expected which are crucial to the success of the venture.
Alternative or Options
1.Staying with current supplier to keep the relationship and purchase the product that will outlast any of competitors. The proximity of the supplier will assist in repairing the equipment promptly. However, JabaKing does not produce the highest quality product. It has higher operating costs and produces fewer sheets than the competition. All of which will affect the competitiveness and progress into the expansion into the US market. Staying with the current supplier will create potential risk. If there is a strike, the company will be affected by not having maintenance and repairs done on time.
2.Choosing Pnutype as a supplier. It will ensure the company has purchased the latest technology that is also environmentally friendly. Annually produces biggest costs savings among three suppliers $3.75 million. In addition produces extremely high quality product. On the other hand the company has only been building presses for only 2.5 years. Technology has not been tested beyond those years, and therefore output and quality could deteriorate with the aging of equipment.
3.Choosing Merakuri as a supplier. Produces highest quality product with the capacity of 150 cm per sheet. This can make a very strong product that can be marketed within the US. Produces 25% more product per hour then the closest competition which will save on labour costs. . If going forward with this supplier will save company annually $2.5 million. In addition the supplier has a great reputation among current clients. However, maintenance is $15000 higher than the current supplier. Also, manufacturer is located in South Korea, repairs has to be done through a local distributor. This could create challenges for complicated repairs.
Recommendations
The Merakuri score of 85 shows their high compliance with performance by meeting the quality specification as well as having the highest production numbers of 10,000 per hour at .04$ with the ability to go to 400,000 which may help us get to the 500,000 boxes three years from now. Their next day service is impressive at a fair price per press $500,000 offered with 5% financing. The Jabaking bid is deficient in their ability to meet the quality specification required and because of its heavy value they scored the lowest on our evaluation system but they did offer the lowest price per press and lowest transaction costs. The continuation of a relationship with Jabaking should be encouraged; they need to know the short comings of their presses product quality. We can even offer our assistance to help them achieve this requirement for future business.
The Pnutype bid sparked a great deal of interest with their new technology but this is not yet proven in our opinion and did not offer the service level we would expect. The price per press is too high which can be expected from new technology. This may be a worthwhile investment for some but not for Platinum Box at this time. Putting the success of the U.S venture in this unproven technology would be a very risky choice. So again Merakuri will be the recommended source for our new presses because of their conformity to the quality expected as well as high production numbers at a fair price with superior next day service. They offer the lowest perceived risk with the best valued package.
Implementation
The recommendation to source from Merakuri should not be made until after the factory trip. The key decision makers should visit distributor in Regina and visit the headquarters in South Korea. A lot of valuable information can be learned and may influence the final choice. If the trip results are positive then the next step would to notify Jabaking in a respectful way by the persons that formed the relationship years ago.
The formation of a cross functional team is recommended consisting of members of the procurement team and plant management to work with the supplier to help ensure the procurement process is handled correctly. Clear expectations should be outlined and put on paper. Maintenance and repairs has to be done on timely fashion. It is a key to entice manufacturer to make sure that the product is repaired and maintained regularly, therefore giving a chance for purchasing more presses in future. Promised performance and numbers should be put down on papers that both companies can follow up and make sure that they are being met by the equipment.
Monitor and control
It is to both parties best interest that the procurement process be monitored in order to correct any deficiencies that are likely to occur in a time sensitive manner. It will be through a close working relationship with Merakuri that we can see the greatest amount of success. Current stuff must be trained on the new machines, not just operators but also maintenance related. The metrics for the performance has to be established based on quality and output with the supplier. It should be regularly followed and the supplier should be advised if any of the targets are not being met. Having them located in nearby Regina will make this relationship easier to maintain. Finally, comprehensive record keeping of repairs and maintenance for each press will help in any future sourcing decisions.

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#065

Economics is best defined as the study

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Economics is best defined as the study
1. Economics is best defined as the study of:
A) Financial decision-making.
B) Choices made by people faced with scarcity.
C) How consumers make purchasing decisions.
D) Inflation, unemployment, and economic growth.
2. Scarcity can best be defined as a situation in which:
A) There is more than enough money to satisfy consumer’s wants.
B) There are not enough goods to satisfy all of the buyer’s demands.
C) Resources are limited in quantity and can be used in different ways.
D) There are no buyers willing to purchase what sellers have produced.
3. Which of the following is NOT a factor of production?
A) Money
B) Labour
C) Human capital
D) Physical capital
4. Printing presses, forklifts and assembly plants are examples of which factor of production?
A) Labour
B) Human capital
C) Physical capital
D) Entrepreneurship
5. Ceteris paribus is the Latin expression meaning:
A) Let buyer beware.
B) Think at the margin.
C) Other variables are held fixed.
D) For every action there is an equal and opposite reaction.
6. When Bob has to give up lunch in order to have a fancy dinner, the economic principle that is highlighted by his situation is the:
A) Marginal principle.
B) Reality principle.
C) Spill over principle.
D) Principle of opportunity cost.
7. The additional cost resulting from a small increase in some activity is called the:
A) Marginal cost.
B) Marginal benefit.
C) Opportunity cost.
D) Diminishing returns of the activity.
8. The principle that individuals and firms pick the activity level where the incremental benefit of that activity equals the incremental cost of that activity is known as the:
A) Marginal principle.
B) Spill over principle.
C) Principle of opportunity cost.
D) Principle of diminishing returns.
9. If a consumer can buy four DVDs for $44 and five DVDs for $50, then the marginal cost of the fifth DVD is:
A) $10
B) $50
C) $11
D) $6
10. If a consumer can buy four pizzas for $24 and five pizzas for $25, then the marginal cost of the fifth pizza is:
A) $25
B) $5
C) $6
D) $1
12. Adamsonia and Smithsonia are two countries that both produce tea and coffee. The two countries have similar resource bases. Adamsonia can either produce 3000 tea or 6000 coffee. Smithsonia can either produce 2000 tea or 5000 coffee. In the state of autarky, Smithsonia consumed 1000 tea. Assuming Smithsonia used all her resources available through the state of autarky, how much coffee was she able to consume?
A) 2000
B) 1000
C) 5000
D) 2500
13. Adamsonia and Smithsonia are two countries that both produce tea and coffee. The two countries have similar resource bases. Adamsonia can either produce 3000 tea or 6000 coffee. Smithsonia can either produce 2000 tea or 5000 coffee. In the state of autarky, Adamsonia was producing 2000 tea and in the state of autarky Smithsonia was producing 2500 coffee. If the two countries begin to trade based on the theory of comparative advantage, (using a price of 2.25 coffee per tea), and if Adamsonia wishes to remain at 2000 tea, how many bags of coffee would Smithsonia consume after trade?
A) 2250
B) 5000
C) 2750
D) 2500
14. Adamsonia and Smithsonia are two countries that both produce tea and coffee. The two countries have similar resource bases. Adamsonia can either produce 3000 tea or 6000 coffee. Smithsonia can either produce 2000 tea or 5000 coffee. In the state of autarky, Adamsonia was producing 2000 tea and in the state of autarky Smithsonia was producing 2500 coffee. If the two countries begin to trade based on the theory of comparative advantage, (using a price of 2.25 coffee per tea), and if Adamsonia wishes to remain at 2000 tea, how many bags of coffee would Adamsonia consume after trade?
A) 2250
B) 2750
C) 5000
D) 2500

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Instructions: Case Study #3: Technology & Product Review for Application Lifecycle Management…

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Instructions: Case Study #3: Technology & Product Review for Application Lifecycle Management ToolsCase Scenario:As a Nofsinger consultant, you have been tasked with researching and recommending an Application Lifecycle Management (ALM) tool. Your deliverable for this task will be used to help obtain buy-in from the company’s program managers for increased security investments.An Application Lifecycle Management tool (product) is used to help manage and protect digital assets which are part of or contribute to the management of software applications (especially source code and design documents) throughout the Software & Systems Development Life Cycle (SDLC). The digital assets for each software application must be protected from initiation of a development or acquisition project through to disposal of equipment at the end of its useful lifespan.Multiple Sifers-Grayson managers have responsibility for making sure that Sifers-Grayson products are developed and delivered on-time and in compliance with the contractual requirements for functionality (“quality”). For the current set of customers this means that Sifers-Grayson must implement security focused configuration management (see NIST SP 800-128). Configuration management is a first-line defense against attacks intended to compromise the security and integrity of software applications. This business process is part of a larger, more complex process known as application lifecycle management.Note: Note: Application Development Lifecycle Management (ADLM) is related to ALM but does not encompass the entire SDLC. If you choose to review an ADLM tool, make sure that you address the limitations, i.e. does not cover all phases of the ALM. State what impact these limitations may have upon application security for the entire SDLC.During initial interviews, the engineering managers and program managers provided the following information to your team.1.      Software and Systems Development are the lifeblood of the client company, Sifers-Grayson. From robots to drones to industrial control systems for advanced manufacturing, every product or system sold by the company depends upon software. Some system functions depend upon tiny control programs that capture data from a sensor or command an actuator to move. Other system functions depend upon sophisticated software algorithms to receive and analyze data to make sense out of the surrounding environment.2.      Sifers-Grayson’s engineers are responsible for writing and testing this software. But, they’ve never had to worry about cybersecurity … especially not internal security over software development activities in their own facilities.3.      The engineers feel ownership over their files and folders of source code.4.      There are occasional pranks between engineers working in the labs but software is “sacred” and “off limits.”5.      The engineers believe that “No one would dare mess with a file containing source code for an operational system or a system that has moved into the integration and test phase of the software lifecycle.”The Nofsinger Engagement Leader (your boss), has provided the following advance notice information as part of your background briefing for this task.1.      Within the next 60 days, a Nofsinger Red Team will conduct penetration tests for the enterprise.2.      The Red Team test plan includes attacks designed to demonstrate to the engineers and managers (through penetration testing) that there is a need to protect digital assets, especially software designs, source code, and related artifacts from both insider and external threats.Research:1.      Review the weekly readings.2.      Using Google or another search engine, identify an Application Life Cycle Management product which could meet the needs of Sifers-Grayson. Then, research your chosen product using the vendor’s website and product information brochures.3.      Find three or more additional sources which provide reviews for (a) your chosen product or (b) information about Application Life Cycle Management.Write:Write a 3 page summary of your research. At a minimum, your summary must include the following:1.      An introduction or overview for the security technology category (Application Lifecycle Management)2.      A review of the features, capabilities, and deficiencies for your selected vendor and product3.      Discussion of how the selected product could be used by Sifers-Grayson to support its cybersecurity objectives by reducing risk, increasing resistance to threats/attacks, decreasing vulnerabilities, etc.4.      A closing section in which you restate your recommendation for a product (include the three most important benefits).
As you write your review, make sure that you address security issues using standard cybersecurity terminology (e.g. protection, detection, prevention, “governance,” confidentiality, integrity, availability, nonrepudiation, assurance, etc.).  See the ISACA glossary https://www.isaca.org/pages/glossary.aspx  if you need a refresher on acceptable terms and definitions.
Formatting InstructionsUse standard APA formatting for the MS Word document that you submit to your assignment folder. Formatting requirements and examples are found under Course Resources > APA Resources.Submit For GradingSubmit your case study in MS Word format (.docx or .doc file) using the Case Study #3 Assignment in your assignment folder. (Attach the file.)Additional Information1.      There is no penalty for writing more than 3 pages but, clarity and conciseness are valued. If your essay is shorter than 3 pages, you may not have sufficient content to meet the assignment requirements (see the rubric).2.      You are expected to write grammatically correct English in every assignment that you submit for grading. Do not turn in any work without (a) using spell check, (b) using grammar check, (c) verifying that your punctuation is correct and (d) reviewing your work for correct word usage and correctly structured sentences and paragraphs.3.      You are expected to credit your sources using in-text citations and reference list entries. Both your citations and your reference list entries must comply with APA 6th edition Style requirements. Failure to credit your sources will result in penalties as provided for under the university’s Academic Integrity policy.
Number of Pages: 3 Pages
Academic Level: College
Paper Format: APA

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For Case Study #2, Please Read The Attached Studies On Satyam And The Related Scandal Regarding The Company. Provide A Summary Of The Case, The Issues Regarding Ethics And Law Regarding The Scandal, And Then Do Your Own Research For Follow-up On The Com

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College essay writing service1 page summary1 page the issues regarding ethics and law regarding the scandal1 page on the follow up of the company1 page what could have been done to prevent this type of scandalFor Case Study #2, please read the attached studies on Satyam and the related scandal regarding the company. Provide a summary of the case, the issues regarding ethics and law regarding the scandal, and then do your own research for follow-up on the company. Finalize your case with what could have been done to prevent this type of scandal. Purchase the answer to view it.
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