case study

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1.
Individual Assignment – Porter 5 Forces.


Your mission is to analyse
the Australian car manufacturing industry by performing a 5 forces analysis and
a life cycle analysis.


You should find a
comprehensive answer to the question ‘why is the Australian Car Manufacturing
Industry closing down’.

You should bring ideas from
at least two journal articles to the discussion in the main body of the report.


All ideas in the report
must be referenced using Harvard Referencing.


In the first half of the
report you introduce ideas, then, in the second half of the report you will
discuss and evaluate these ideas to identify what is most relevant and
significant.

This is a short report, so
fill it with ideas and discussion.

Descriptive material has
negligible value and should be avoided.
We are seeking analysis, discussion and recommendation, enriched by
ideas found in journal articles.

In business you will be
expected to produce short well-argued reports.
This is your opportunity to both develop and demonstrate that skill.

(1500 words, week 6, 20
marks)

Assessment
Criteria

Demonstrated knowledge of
theory. The discussion should use the
concepts covered in this subject.

Capacity to apply this
theory to the car industry.

The comprehensiveness of
the list of issues identified

The clarity of exposition

The quality of the discussion
and evaluation of the issues identified

The integration of ideas
from journal articles

The clarity and utility of
the recommendation

The correct use of Harvard
Referencing throughout the report. (the
source of all ideas must be identified)


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case study

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In working out your responses to the Discussion Question, you should
choose examples from your own experience or find appropriate cases on the Web
that you can discuss. Credit will be given for references you make to relevant
examples from real companies.
Please make sure that you cite and reference all your
outside sources properly, as per the Harvard Referencing
System.

You have read the case study about the Pleasant View project given in
the Lecture Notes for this week. As the Pleasant View project progresses, the
project team discovers new risks that would adversely impact the project
schedule. The team is also aware that the project is already behind schedule and
over budget. What measures should the project manager take to bring the project
back on schedule and within budget?

There is also a request from customers to make a few changes to the
layout and finishing of rooms. On preliminary analysis, the project manager
understands that the resources needed to deliver the changes are unavailable
in-house. The mandate from the project sponsor is to include the ‘additional
scope’ in the project and communicate the impact on project objectives, if any.
What are the steps that the project manager needs to take to ensure that the
changes are incorporated and delivered?

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case study

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Read the recent NSW Court of Appeal casePrasad v Sangha[2012] NSWCA 92 (see http://www/austlii.edu.au) together with any other relevant material you may care to consider and answer the following questions.

Provide a summary account of the key material facts and court proceedings.(5 marks)

What authority (if any) did Mr Goodarzi have to act for Mrs Sangha in relation to the sale and purchase of an interest in the Bar-Chello restaurant business and how did this affect Mr Prasad’s restitution claim?(10 marks)

What (if any) separate rights under common law/equity might Mr Prasad have against Mr Goodarzi in relation to the relevant transaction(s)? Consider especially the issue of warranty of authority.(10 marks)

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Case Study

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I need a 2 page executive summary for the attached case, answering the questions listed below.
I also spoke to Mark, and understand that it’s $20 per page making this assignment $40 so please do not ask for some ridiculous price.
Analyze how the Internet has affected the Times business model. What are the Times uniqueresources? Why haven’t the unique resources protected the Times business model? (50%)Analyze the Times paywall strategy as a way of stabilizing it business. (25%)Compare the newspaper industry challenge with the challenge facing the music industry. (25%)

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case study

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The purpose of this case study is to get you used to incorporating Microsoft Project charts and reports into your project’s progress reports. By now you should be able to work through the mechanics of loading tasks, predecessors, resources, and costs into MS Project. But the real challenge facing project managers is how to interpret the data in MS Project and how to make it “useful” for you and your stakeholders.
In this case study you will be given a scenario and asked to load the project information into Microsoft Project. However, the purpose of this case study is bigger than just properly loading the Microsoft Project file. This case study requires you to interpret the MS Project results and incorporate the issues and results in your communication with key stakeholders. Your output of this case study explores the “softer” side of project management, including how to communicate your results to your key stakeholders in a clear and concise manner.
The point of the case study is to show you that projects experience change over time, which forces you, the project manager, to modify and adapt your project. This case study is broken into three sections, Sections 1, 2, and 3. In each section you will be given some information on your project and then asked to “respond” to some of your stakeholders. Even though there are three sections in the case study, you will only submit ONE document, due Week 6. This document will include your answers for all three parts of the case study. [NOTE: Do not be confused! It is very important that you understand that while the case study is broken into three sections, you will not be submitting your answer to each section separately, and you will not receive feedback from your instructor after each section. Rather, you will work through and submit your responses to all of the sections at one time.]

Background
NutroBalance produces a line of weight loss supplements and nutritional snacks. A couple of years ago it introduced Ultra, a weight loss supplement geared primarily towards men who lift weights and do cardiovascular exercises. The Ultra pills have been a big success. Part of NutroBalance’s strategic goals is to build off of that success by formulating the Ultra pills to target other segments of the work-out population. NutroBalance’s board of directors has decided to invest in a pill called UltraMAX geared toward women who also lift weights and do cardiovascular exercises. Since the core of the product has already been produced, the project to introduce UltraMAX to the work-out world really boils down to seeing if UltraMAX produces as good of results in women as Ultra does in men.
You have been chosen to be the project manager of this weight-loss drug study. The board of directors has fast-tracked this project and have given you 140 days to identify your target consumers, have them test the product, and then analyze and report on the results. Your project (i.e., Task #1) will commence on February 22, 2010.
You have been given a team of four individuals:
Sarah, an analyst who is new to NutroBalance but who can help you recruit and screen test subjects
Robert, a senior level analyst who has conducted drug studies for NutroBalance before
Tony, an IT programmer
Lisa, a statistician who is highly competent at analyzing and interpreting results.

Requirements
Initiating the Project
The following chart shows the 13 tasks in the project, their duration, predecessors, and resources assigned to the task.
ID
Task Name
Duration
Predecessors
Resource

1
Identify Target Consumers
3

Sarah

2
Recruit Test Subjects
10
1
Sarah

3
Screen Test Subjects
20
2
Sarah

4
Finalize Test Subjects
5
3
Sarah

5
Prepare Product
10
4
Robert

6
Prepare Placebo
2
4
Robert

7
Develop Data Analysis Database
12
4
Tony

8
Develop Hypothetical Test Data
2
4
Sarah

9
Test the Subjects
65
5, 6
Robert

10
Test Database Using Hypothetical Test Data
5
7, 8
Tony

11
Input Actual Data into Database
7
9, 10
Lisa

12
Analyze Actual Data
8
11
Lisa

13
Prepare Findings Report
10
12
Lisa

SECTION 1.
After giving you this information, your manager, Alex, sends you an e-mail and asks you for the number of days to complete the UltraMAX testing project and the corresponding completion date. He would also like to know which tasks are critical to completing the project on time.
For SECTION 1 you will “reply” to Alex by writing, in a paragraph or less, the expected completion date and the tasks on the critical path. You should also include a copy of the Critical Tasks Report that can be generated from MS Project. [HINT: Go to the Report menu, click on Reports, Overview, and then click Critical Tasks.]
[NOTE: Your response to Section 1 is due in Week 6 at the same time your response to Sections 2 and 3 are due. Please include your response to Section 1 in the same document that you include your answers to Sections 2 and 3. You will not receive feedback from your instructor prior to moving on to your work on Sections 2 and 3.]
Resource Considerations
After you provide Alex with the number of days to complete the UltraMAX testing project and the corresponding completion date, Alex responds that he thinks the original estimate is “cutting it close.” He says that if you can make sure the schedule doesn’t slip you might be all right. To that point, he is forwarding along some additional information on the cost of your resources (see table below.)
Resource
Std.Rate
Ovt. Rate

Sarah
$50.00
$75.00

Robert
$30.00
$45.00

Tony
$25.00
$37.50

Lisa
$20.00
$30.00

SECTION 2.
After sending you the resource information, Alex has asked that you manipulate your schedule to incorporate this resource information (i.e., level the resources). He would like a preliminary project analysis and supporting reports sent to him via e-mail so he may copy and paste it into his weekly status report. He provides the following guidelines:
“In preparing your preliminary project analysis, I would like to see no more than two to three paragraphs stating the pertinent information to the project. The first paragraph should be a recap of the project so the uninformed reader knows which project it is. The status of the project should also be discussed, including the start date, length of project, estimated cost of the project, and expected completion date. Discuss whether or not there were any resources constraints. If the need arose to level the resources, explain how it impacted the schedule. If the schedule has pushed out beyond the timeframe the board of directors gave you, provide suggestions for reigning in the timeframe. Also, briefly analyze any risks that you may encounter during the course of the project.”
For SECTION 2 you will “reply” to Alex by writing the status of the project in two to three paragraphs. You should also include a copy of the Overallocated Resources Report and the Resource Usage Report that can be generated from MS Project. [HINT: Go to the Report menu, click on Assignments, and then click Overallocated Resources. Also go to the Report menu, click on Workload, then Resource Usage.]
[NOTE: Your response to Section 2 is due in Week 6 at the same time your response to Sections 1 and 3 are due. Please include your response to Section 2 in the same document that you include your answers to Sections 1 and 3. You will not receive feedback from your instructor prior to moving onto your work on Section 3.]
Managing the Project
It is now time to kick off the project. Before the first task begins, you should set a baseline of your project in MS Project.
Approximately a month and a half go by and your team is just finishing up screening of the test subjects. Yikes, the project is behind schedule and over budget! (Check out the actual duration for the first three tasks.)
ID
Task Name
Actual Duration

1
Identify Target Consumers
2

2
Recruit Test Subjects
10

3
Screen Test Subjects
30

SECTION 3.
Now it’s time to report on the project status. This time your project status will be in the form of an executive summary report that will be distributed at the monthly board of directors’ meeting. This report should be one to two pages in length, plus supporting MS Project reports. It should provide an overview of the project, what has happened to date, and the expected completion date and cost if all tasks remain on schedule and with their original cost and durations. However, the bulk of the executive summary should introduce ways to correct the project and get it back on track. You should report on how your ideas will potentially affect schedule, risk, quality, and cost. [HINT: Be creative here. Come up with ideas. Develop a story on how likely your ideas are, how you can implement them, and how your ideas might affect the time-cost tradeoff.]
For SECTION 3 you will report on your project to the board of directors by writing an executive summary report. You should also include copies of reports that you have generated in MS Project. [HINT: Check out the Reports Menu, Current Activity Report, Variance Table, and Tracking Gantt.] You may also include MS Project reports for your “what if” scenarios on how to get your project back on track. However if you include MS Project Reports, you need to reference them in your executive summary report, because you cannot expect the board of directors to read and interpret the reports without your guidance. [HINT: You might include the Budget Report, the Cash Flow Report, or A Cost Variance Report to show how your “what if” scenarios could affect budget. Check out these reports under the Reports menu.]

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case study

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hi, i will submit for you the case and theRequirements



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used this format please: Font Time new Roman and the Font Size 12 and Line and Paragraph spacing 1.15
Please read this case carefully and I need to Wright for me  one page and half with this
Requirements
1_Please I need very strong introduction
2_i need you to   analysis the case
3_Heineken strategy
4_ The company Strategic have competitive advantage or not.
5_ the future of Heineken
6_very strong conclusion
7_ NO REFERENCE

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case study

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i need to do according to australian law,

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Barry’s Plumbing Case StudyBarry’s Plumbing (BP) is a 24 hour emergency plumbing company for strata managedapartments.BP provide emergency plumbing repairs of all types (sewerage, burst pipes, leaks,etc). They do not do new installations unless it is to replace an existing installation.BP have a head office at Campsie in Sydney with branch offices at Kotara inNewcastle and Morningside in Brisbane.BP have a fleet of 26 vehicles in Sydney, 7 in Newcastle and 12 in Brisbane. Eachvehicle has only 1 tradesman with it and that tradesman must make sure that thevehicle is always fully stocked with typical repair items and consumables such assolder, gas, etc. Each branch office has a comprehensive warehouse attached to itwith a warehouse manager and a complete inventory of typical repair items.Tradesmen must replenish their stock through the branch warehouse and must requestthese items by submitting a restock request.Each branch warehouse manager sends these requests to the Sydney office so thatthey can order stock to replace the stock used. Central ordering provides a significantdiscount due to bulk buys. Currently there are problems with under and / oroverstocking due to warehouse managers not sending the requests in a timely manner.The Sydney head office has a 1800 phone number and is responsible for the allocationof jobs to rostered vehicles. Currently the jobs are allocated using SMS textmessaging but this is often unreliable and has caused some degree of customerdissatisfaction due to late or missed calls.BP has 105 clients (Strata Managers) which accounts for 370 apartment buildings and38,850 apartments. BP have a contractual requirement to respond to an emergencycallout with 45 minutes and have penalties which can be applied for each 15 minutesthe tradesman is late.Currently all communications within the company and with clients is by phone, SMSor fax.The Sydney office is responsible for all billing and must have all tradesmen supplydetails of each call such as time…

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case study

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hi, i will submit for you the case and the Requirements

Document Preview:

used this format please: Font Time new Roman and the Font Size 12 and Line and Paragraph spacing 1.15
Please read this case carefully and I need to Wright for me  one page and half with this
Requirements
1_Please I need very strong introduction
2_i need you to   analysis the case
3_Heineken strategy
4_ The company Strategic have competitive advantage or not.
5_ the future of Heineken
6_very strong conclusion
7_ NO REFERENCE

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case study

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the attachments below are my case study and the excel work which i just did.I have to write a 1 page short essay for question number 2. can you please help me with the essay using my exce?l

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2002
2003
2004
2005
2006
2007

1204
1282
1365.3
1454.1
1548.6
1649.2

85.2
90.7
96.6
102.9
109.5
116.7

34.080000000000005
36.28
38.64
41.160000000000004
43.800000000000004
46.680000000000007

51.12
54.42
57.959999999999994
61.74
65.699999999999989
70.02

80
84.2
90
96
102
108.5

42.822948119681584
45.597192266969927
48.559942747343243
51.718313007333045
55.079416493470845
58.657480098819661

69.262695580565492
73.74981373279482
78.541825810752542
83.650237245598234
89.086553468491459
94.873785341751329

19.034356299752929
19.272994000235258
20.858231441904195
22.371449747068723
23.534030038037685
24.988734559428991

95.177257106452458

707.14857854544755

802.32583565189998

-,Bold” 4Torrington
Free Cash Flows
Summary and Projections
2002 to 2007
0.125

7.2300000000000003E-2

0.3021646836836312

0.69783531631636886

0.4

0.10033731851774202

Operating Income (EBIT)
NOPAT
Add: Depreciation
FCF
Less Taxes (40%)
Less: Capital Expenditure
Less: Networking Capital
NPV @ 9.22%
Sales
Ke
Kd
Wd
We
Tc
WACC
Terminval Value
Firm Value

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Case study

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After reading the case study “Host Europe: Advancing CSR and Sustainability in a Medium-sized IT Company”, please review the following questions:

What would an even more complete CSR engagement look like?

Which kind of measures could be introduced to further improve that ecological and social aspects of sustainability without jeopardizing economic success at
Host Europe but maybe even enhancing it?

Where do you draw the line between shareholders and corporate responsibility?


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case study

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please find the attached documents….there is a short case study and and six calculation questions….I need help with the calculation only….if you have any question plz let me know

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Case Study

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Information provided in the files on project management

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Length: 4000 words minimum, exclusive of the executive summary, tables, figures, appendices, etc.Risk and procurement management1. Assignment requirementsRefer to the Assignment guidelines for assistance in completing this assignment. Remember to integrate academic theory into your assignment to support your arguments and proposals. In the context of your selected project, prepare an assignment in the format of a professional report that contains the sections listed below. Minimum suggested word counts are provided for those sections that count to the overall word count. Project quality, risk and procurement managementAssignments will be examined by software to detect any suspected instances of plagiarism and collusion. Assignments will be compared to other assignments submitted previously.Executive summary (250–500 words, but this does not form part of the assignment word count)? Note – this comes before the Table of contents? Read the guidelines and provide a formal Executive summary with details of why the report was prepared, how it is structured, what the important findings and conclusions are, and what the major recommendations are. (NOTE: this should be written last after you have finished the report.)Table of contents? This should be a full comprehensive listing with respective page numbers of executive summary, introduction, main sections, references, individual appendices, and full listing of all figures and tables.1. Introduction and background (200 words)? Briefly state why the report has been prepared, what project is being analysed, andhow the report is structured. Provide a brief background of the project. 2. Risk planning and identification (500 words)? Discuss the risk environment of the project. How ‘risky’ is it?? Discuss what risk planning is associated with this project.? Discuss the risk identification associated with this project.3. Risk analysis, evaluation and treatment (600 words)? Discuss the risk analysis associated with this project.?…

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Case study

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Lucille Jenkins, the CEO for the Durham International Manufacturing Company (DIMCO), believes that the company can significantly increase its operating profit by
implementing supply chain management. DIMCO manufacturers a variety of consumer electron products (from hair dryers to humidifiers to massagers) for the world
market. Lucille believes that DIMCO has already integrated its internal processes and is ready to proceed with external integration. However, she is certain as to
which direction to take. Should the company work on integrating the suppliers of the distribution first? Currently, DIMCO uses approximately 1350 different
components and/or raw materials in manufacturing its product line. Those components and raw materials are purchased from approximately 375 different suppliers
around the world. In terms of distribution, DIMCO currently sends its finished products to a central warehouse that supplies 10 regional distribution centers
(RDC); 6 are domestic and 4 are located outside of the United States. Each RDC supplies an average of 12 local distributors that each supplies an average of 35
retailers. Lucille is looking for advice. 1. Briefly describe DIMCO’s supply chain 2. What are the advantages that DIMCOO can gain by implementing supply chain
management? 3. What would recommend DIMCOO attempt next? Should it work on integrating the suppliers or its distributors first? Or should it work on both
simultaneously? 4. What are your recommendations with regard to the external suppliers? 5. What are your recommendations with regard to the external distributors?

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case study

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apple case study – Daniels Fund Ethics Initiative University of New Mexico http://danielsethics.

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Daniels Fund Ethics Initiative University of New Mexico http://danielsethics.mgt.unm.edu This material was developed by Jennifer Sawayda under the direction of O.C. Ferrell and Linda Ferrell. It is provided for the Daniels Fund Ethics Initiative at the University of New Mexico and is intended for classroom discussion rather than to illustrate effective or ineffective handling of administrative, ethical, or legal decisions by management. Users of this material are prohibited from claiming this material as their own, emailing it to others, or placing it on the Internet. Please call O.C. Ferrell at 505-277-3468 for more information. (2011) Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and Apple Inc.’s Ethical Success and ChallengesChallengesChallengesChallengesChallengesChallengesChallengesChallengesChallengesChallenges INTRODUCTION Headquartered in Cupertino, California, Apple Inc. has experienced many challenges throughout its business history. In 1997 Apple’s share price was…

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Case Study

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Case Study I Solution

The following cost items are needed before a schedule of cost of goods manufactured can be prepared:

Materials used in production:

Prime Costs

$ 545,000.00

Less Direct Labor Cost

$ (220,000.00)

Direct Materials Cost

$ 325,000.00

=220000/0.65

Manufacturing Overhead Cost:

338,462.00

round-up to

$ 338,461.5385

Direct Labor Cost/ Percentage of Conversion Cost:

rounded to nearest dollar

( this is total conversion cost)

100%-65% = 35%

Conversion Cost

Less Direct Labor Cost

Manufacturing Overhead

Cost of Goods Manufactured:

Cost of Goods Available for Sale

1,020,000

Less: finished goods inventory, beginning

-35,000

Cost of Goods Manufactured

985,000

The easiest way to proceed from this point is to place all of the amounts that are known in a partially

completed schedule of cost of goods manufactured and a partially completed income statement. Then

fill in the missing amounts by analyzing the available data.

Direct Materials:

Raw Materials Inventory, beginning

41,000

Add: Purchases of Raw Materials

325,000

Raw Materials Available for use

366,000

Deduct: Raw Materials inventory, ending

Raw Materials Used in Production ( See above)

Direct Labor Cost

220,000

Manufacturing Overhead Cost (See Above)

338,462

Total Manufacturing Costs

Add: Work in Process inventory, beginning

56,000

Deduct: Work in Process inventory, ending

Cost of Goods Manufactured

Therefore, A is Raw Materials Available for Use

Less: Raw Materials Used in Production

Raw Materials Inventory, Ending

Therefore B is

Work in Process Ending

Sales

Cost of Goods Sold:

Finished Goods Inventory, Beginning

Cost of Goods Manufactured

Cost of Goods Available for Sale

0

Deduct: Finished Goods Inventory, Ending

C

Gross Margin

0

Therefore C is as follows:

Cost of Goods Available for Sale

Cost of Goods Sold

Finished Goods Inventory, Ending

Some students may wish to start at the bottom of the income statement ( with gross margin) and work upwards

from that point. Also, the solution can be obtained by the use of T-accounts.

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case study

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the attachment below is the project which I have to do for my finance class. Can you please answer question number 2 for me? I have to write 1 page short essay for question number 2

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2002
2003
2004
2005
2006
2007

1204
1282
1365.3
1454.1
1548.6
1649.2

85.2
90.7
96.6
102.9
109.5
116.7

34.080000000000005
36.28
38.64
41.160000000000004
43.800000000000004
46.680000000000007

51.12
54.42
57.959999999999994
61.74
65.699999999999989
70.02

80
84.2
90
96
102
108.5

42.822948119681584
45.597192266969927
48.559942747343243
51.718313007333045
55.079416493470845
58.657480098819661

69.262695580565492
73.74981373279482
78.541825810752542
83.650237245598234
89.086553468491459
94.873785341751329

19.034356299752929
19.272994000235258
20.858231441904195
22.371449747068723
23.534030038037685
24.988734559428991

95.177257106452458

707.14857854544755

802.32583565189998

-,Bold” 4Torrington
Free Cash Flows
Summary and Projections
2002 to 2007
0.125

7.2300000000000003E-2

0.3021646836836312

0.69783531631636886

0.4

0.10033731851774202

Operating Income (EBIT)
NOPAT
Add: Depreciation
FCF
Less Taxes (40%)
Less: Capital Expenditure
Less: Networking Capital
NPV @ 9.22%
Sales
Ke
Kd
Wd
We
Tc
WACC
Terminval Value
Firm Value

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Case study

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Assignment 2

Length of
analysis
: 2500
words (+/- 10%) not including appendices, diagrams, tables, references etc.

Case study

In this
course leading and managing change is concerned with how organisations respond
and adapt to contexts, both local and global, in an effort to manage
uncertainty in both an organic and systemic fashion. Global circumstances
require that managers be aware of the interconnectedness of business operation
and management decisions on the wider international community. To ensure
business sustainability management skills are needed that result in business
that are viable and competitive in the long term without negative impact on the
environment, the economy or society.

This
assignment requires you to think in these three themes of change, globalisation
and sustainability. Hence the material covered in all modules is needed to
consider the belowStanley casestudy.

You are
required to review the case study and use the case study information provided
here as your only source of information about the change at Stanley.

Your
analysis needs to:-

  1. Identify the type of change
    that the organisation is going through and justify your response.
  2. From the parent entity’s perspective– critically analyse and discuss the change and
    note in particular the global and sustainability implications of the
    change. Your discussion should include the four major components of the
    organisation; people, process, structure and technology.

Stanley Australia

(Source:
Waddell, D, Cummings TG & Worley CG 2011, Organisational change:
development and transformation instructor
s manual, 4th edn, Cengage Learning,http://www.cengage.com.au/.)

Marking criteria for case study

No

Details

Mark
Wgt

1

Do you
demonstrate an understanding of change on organisations in the global
environment and the impact of these on organistional systems?

15

2

Do
you demonstrate problem solving skills that identify and solve
organisational problems, creatively and practically, to increase
effectiveness of management process in change situations?

15

3

Do you
demonstrate applied knowedge of change management skills in a global context?

15

4

Do you
demonstrate critical thinking through the evaluation, synthesis and critical
review of change management theoretical frameworks with other evidence to
provide solutions to real word problems in leading organisational change?

10

5

Do you
demonstrate the comprehension and addressing of complex ethical problems as
applied to organisational change situations?

10

6

Do you
demonstrate an understanding of complex sustainable dilememas in change
management and the need for responsible leadership?

10

7

Do you
demonstrate in change situations, the skills required for leadership of
others, working in teams and working with people from diverse cultural and
professional backgrounds in real time spaces ?

10

8

Written
communication– professional and academic
skills

Is
there good and appropriate structure and logical flow to information
presented

3

Have
all the relevant requirements been adhered to in relation to doing the
assignment?

3

Have
you made appropriate use of references and referencing technique?

3

Is it
easy to read? Is the style of writing appropriate (eg not in the first
person?

3

Is the
level of language use acceptable (eg no gross spelling and grammar errors) ?

3

Total
marks available

100

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Liability and equity hybrids

To Bifurcate or Not to Bifurcate?
(50 Points)
Note: In the following exercise, you are required to review the Basis for Conclusions (BCs) for the standard(s) that provide the accounting guidance for this topic. As the BCs are generally not included in the codification and thus are not authoritative, it will most likely be necessary for you to research them through review of the pre-codified standards. Appropriate references have been provided to allow you to do so. Pre-codified standards are accessible on the FASB website at www.fasb.

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Liability and equity hybrids

To Bifurcate or Not to Bifurcate?
(50 Points)
Note: In the following exercise, you are required to review the Basis for Conclusions (BCs) for the standard(s) that provide the accounting guidance for this topic. As the BCs are generally not included in the codification and thus are not authoritative, it will most likely be necessary for you to research them through review of the pre-codified standards. Appropriate references have been provided to allow you to do so. Pre-codified standards are accessible on the FASB website at www.fasb.org, or in the event that your school participates in the American Accounting Association’s Academic Accounting Access program, they may be found there as well.
Scene 1:
Many financial instruments include characteristics of both a liability and equity. Please read ASC 480-10-15 paragraphs 3 and 4 and ASC 480-10-25, paragraph 1. Also read IAS 32, paragraphs 28 through 32.
How does US GAAP treat these instruments? (10 p) How does IFRS treat these instruments? (10 p)
Scene 2:
Read the relevant paragraphs in the BCs in SFAS No. 150, paragraphs B50 through B54. Also please read the relevant paragraphs in the BCs in IAS 32, paragraphs BC22 through BC31.
Provide a discussion of the rationale each standard-setting body used to come to their conclusions.(20 points)
Scene 3:
Based on the thoughts of the Boards, it appears that there is a trade-off with respect to the bifurcation decision.
What is this trade-off and which view do you prefer? (10 points)

Liability and equity hybrids – behind the scenes 1
Š 2013 Ernst & Young Foundation (US). All Rights Reserved.
SCORE No. MM4150M

s IFRS treat these instruments? (10 p)
Scene 2:
Read the relevant paragraphs in the BCs in SFAS No. 150, paragraphs B50 through B54. Also please read the relevant paragraphs in the BCs in IAS 32, paragraphs BC22 through BC31.
Provide a discussion of the…

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case study

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please answers all 13 questions (attached) in short essay format

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CASE STUDY: THE BLUE SPIDER PROJECT 1 CASE STUDY: THE BLUE SPIDER PROJECT “This is impossible! Just totally impossible! Ten months ago I was sitting on top of the world. Upper-level management considered me one of the best, if not the best engineer in the plant. Now look at me! I have bags under my eyes, I haven’t slept soundly in the last six months, and here I am, cleaning out my desk. I’m sure glad they gave me back my old job in engineering. I guess I could have saved myself a lot of grief and aggravation had I not accepted the promotion to project manager.” History Gary Anderson had accepted a position with Parks Corporation right out of college. With a PhD in mechanical engineering, Gary was ready to solve the world’s most traumatic problems. At first, Parks Corporation offered Gary little opportunity to do pure research, which he eagerly wanted to undertake. However, things soon changed. Parks grew into a major electronics and structural design corporation during the big boom of the late fifties and early sixties when the Department of Defence (DoD) contracts were plentiful. Parks Corporation grew from a handful of engineers to a major DoD contractor, employing some 6,500 people. During the recession of the late sixties, money became scarce and major layoffs resulted in lowering the employment level to 2,200 employees. At that time, Parks decided to get out of the RD business and compete as a low-cost production facility while maintaining ane engineering organisation solely to support production requirements. After attempts at virtually every project management organisational structure, Parks Corporation selected the matrix form. Each project had a program manager who reported to the director of program management. Each project also maintained an assistant project manager, normally a project engineer, who reported directly to the project manager and indirectly to the director of engineering. Program managers spent most of their time worrying about cost and…

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Case Study

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A company supplies pins in bulk to a customer. The company uses an automatic lathe to produce the pins. Due to many causes – vibration, temperature, wear and tear, and the like – the lengths of the pins made by the machine are normally distributed with a mean of 1.012 inches and a standard deviation of 0.018 inch. The customer will buy only those pins with lengths in the interval 1.00 A+ _0.02 inch but will accept up to 0.02 inch deviation on either side. This 0.02 inch is known as the tolerance.
1. What percentage of the pins will be acceptable to the customer?
In order to improve percentage accepted, the production manager and the engineers discuss adjusting the population mean and standard deviation of the length of the pins.
2. If the lathe can be adjusted to have the mean of the lengths to any desired value, what should it be adjusted to? Why?
3. Suppose the mean cant be adjusted, but the standard deviation can be reduced. What max value of standard deviation would make 90% of the parts acceptable to the consumer (Assume the mean to be 1.012)
4. Repeat question 3, with 95% and 99% of the pins acceptable.
5. In practice, which one do you think is easier to adjust, the mean of the standard deviation or standard deviation? Why?

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case study on international sales of goods

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INBM 102
Legal Aspects of International Trade

Case Study #1: Contract for the International Sale of Goods

A chip off the new block

Semicontronics is an Australian manufacturing company that has been in the business of semi manufactured electronics for over a decade. Semicontronics has a solid reputation for meeting customer demands for quality products on time and on budget. The majority of Semicontronics customers are international, mid-market manufacturing companies that produce generic electronics such as cell phones, digital media players and game
consoles. Retail stores in foreign countries purchase the generic products and rebrand them for sale.

Recently, Semicontronics has been approached by Phoneson to act as a supplier in their supply chain. Based in Japan, Phoneson is an original design electronics manufacturing company specializing in high-end mobility devices including cell phones, navigation systems and PDAs. Phoneson is impressed with Semicontronics’ reputation and wants Semicontronics to supply several components for its next release of legacy products.

Phoneson has a reputation for producing best in class brands of electronics, and is recognized for cutting edge technology and aesthetic design. It has built a loyal following from electronics enthusiasts in its native Japan as well as other Asian and European electronics markets. Phoneson wants to extend its brand into the highly competitive
North American market and sees standard Internet and GPS functionalities in its cell phones and PDAs as the key to its success.

In order to offer its products as a high end alternative to the established North American competitors and at its existing top market price, Phoneson has decided to spend millions of dollars on aggressive marketing. It plans to cut production costs by having Semicontronics produce its computer chips instead of its existing supplier.

Let the chips fall where?

Semicontronics has enthusiastically…

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CASE STUDY

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CASE STUDY of

Space organization and Human Behaviors

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Case Study
Space organization and Human Behaviors
The Records Room of the Exchange Control Department of the Welfare Cooperative Bank is a work unit manned by ten record clerks and the supervisor, Ms. Janki. Mr. Bhisnoi is the manager in charge of the Records Room (RR), a responsibility that is rather insignificant compared to his other duties. The RR serves to store the files sent by the various sections as and when customers’ applications are “disposed off” and the “case is treated as closed” and retrieve them as and when needed by the sections. Centralization of the records maintenance function and maintenance of the records at the farthest end of the ground floor of the bank and helped to present a pleasant and neat appearance of the customers and improve customer service, since the respective sections could get the files from the RR without loss of their time in searching for these in their cabinets. Requests for stored files used to be sent generally to RR by the concerned sections every day at 10.00 AM and 3.00 PM. In case of urgent need, the clerks from the sections would request the files in person and these were always made available to them without delay. Ms. Janki was in overall in charge of supervising the staff and all paper work connected with the movement of the files. The tasks were invariably carried out smoothly and efficiently by the RR staff. The Records room was spacious, and enclosed by walls on three sides and a strong steel wire mesh on the fourth side, facing the front side of the hall, with a door. The movement of the files was through the door. A second door on the wall on the east opened to the street and was always kept bolted from within, except when one of the staff had to use it to go out or come in form the street side. Access to the RR was limited, and a messenger boy always stood guard at the front entrance door. He would permit admission only to other messenger boys and clerks with “request challans.” None else could come in….

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case study

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You are the Customer Service Manager for a US manufacturer and have fielded a phone call from the Japanese Distributor of your products in Japan. She informs
you that a major local client is having difficulty servicing your products and convincing local customers as to the quality. As a first step, what do you
propose to do about this problem, particularly when it involves “face”? (in the Japanese sense of that word)?





stion here

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case study

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follow the guide – Case StudiesSearch the Harvard Business School site (http://hbsp.

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Case StudiesSearch the Harvard Business School site (http://hbsp.harvard.edu) for case related to supply chain management. Prepare a written report (maximum length of each: 5 pages).Briefly describe the supply chain, identify any issues they are experiencing, Introduction, conclusion , recommendation and suggest improvements they could make. In some cases, you should concentrate on one or two issues.Show me the case to get approved.Grading: The grade is based both on content (how deeply you get into the supply chain, its issues, and possible solutions), and style. Use of the course concepts, where appropriate, is desirable. You are encouraged to reference outside articles (proper crediting is important–see the Publication Manual of the American Psychological Association). The third paper grade weighs most heavily on the total grade. See the grading rubric for more information.Don’t select “supply chain management at Wal-Mart”

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FIRST FARMS CORPORATION
“I’m afraid we have to make painful choices, gentlemen. We are more seriously affected by this glut than we had expected. While volumes usually pick up in the last quarter, we anticipate chicken prices to be depressed until the end of the year. With all our costs hitting the roof, it does not look like we can report a profit this year.”
The speaker is Ricardo Sarmiento, Vice President for Finance of First Farms Corporation(FFC).

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FIRST FARMS CORPORATION
“I’m afraid we have to make painful choices, gentlemen. We are more seriously affected by this glut than we had expected. While volumes usually pick up in the last quarter, we anticipate chicken prices to be depressed until the end of the year. With all our costs hitting the roof, it does not look like we can report a profit this year.”
The speaker is Ricardo Sarmiento, Vice President for Finance of First Farms Corporation(FFC). He was talking to Raul Ramirez, the company’s President and Chief Executive Officer, Alfredo Cruz, Head of Feeds Operations, and Enrico Marasigan, Head of Poultry Operations.
“Do you have good news for us Rico? Raul asked.
“unfortunately none Raul. I have to agree with Ric. We are producing more chicken than can be absorbed by the market. Already we downgraded a considerable volume of good hatching eggs to table eggs and sold these for less than 20% of cost. And since we are delaying the harvest of our chickens, our feed and supplement requirements have also increased.”
“Our feeds volume has gone down 40% because of this,” interjected Fred Cruz, “because of the increased requirements of our contract growers. We managed to realize an operating income of 75.5 million pesos from sales of 718 million pesos, though.”
Ric Sarmiento responded, “I’m afraid the performance of feeds was not enough to get us out of the red. Our financing costs are taking a heavy toll on the company. We may have to postpone the construction of the Laguna and Cebu plants.” Ric was referring to a plan, approved by FFC’s Board of Directors in 1995, to build chicken dressing plants in Laguna and Cebu.
“I don’t think we’re left with any choice in the matter,” Raul said finally. “But I’m afraid we have to do much more than that. Capex is not the only one that’s straining our cash flows. The increases in working capital requirements have been astronomical in the last three years. We’ve not been very successful in our processed foods line, for…

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case study

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Case 1 The Hotel Monaco

Tatyana Kasykina, manager of the Hotel Monaco, is considering how to restructure the front desk to reach an optimum level of staff efficiency and guest service. At present, the hotel has five clerks on duty, each with a separate waiting line, during peak check-in time of 3:00 pm to 5:00 pm. Observation of arrivals during this period shows an average of 90 guests arrive each hour
( although there is no upward limit on the number that could arrive at any given time ) . It takes an average of 3 minutes for the front-desk clerk to register each guest.

Ms.

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Case 1 The Hotel Monaco

Tatyana Kasykina, manager of the Hotel Monaco, is considering how to restructure the front desk to reach an optimum level of staff efficiency and guest service. At present, the hotel has five clerks on duty, each with a separate waiting line, during peak check-in time of 3:00 pm to 5:00 pm. Observation of arrivals during this period shows an average of 90 guests arrive each hour
( although there is no upward limit on the number that could arrive at any given time ) . It takes an average of 3 minutes for the front-desk clerk to register each guest.

Ms. Kasykina is considering three plans for improving guest service by reducing the length of time guests spend waiting in line. The first proposal would designate one employee as a quick-service clerk for guests registering under corporate accounts, a market segment that fills about 30% of all occupied rooms. Because corporate guests are pre-registered , their registration takes just 2 minutes. With these guests separated from the rest of the clientele, the average time for registering a typical guest would climb to 3.4 minutes. Under this plan, non-corporate guests would choose any of the remaining four lines.

The second plan is to implement a single line system. All guests would form a single waiting line to be served by whichever of five clerks became available. This option would require sufficient lobby space for what could be a substantial queue.

The use of an automatic teller machine ( ATM) for check-in’s is the basis of the third proposal. This ATM would provide about the same service rate as would a clerk. Because initial use of this technology might be minimal, Kasykina estimates 20% of customers, primarily frequent guests, would be willing to use the machines. ( This might be a conservative estimate if guests perceive direct
benefits from using the ATM , as bank customers do. Citibank reports some 95% of its Manhattan customers use its ATM’s.) Ms. Kasykina would…

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case study

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The purpose of this case study is to get you used to incorporating Microsoft Project charts and reports into your project’s progress reports. By now you should be able to work through the mechanics of loading tasks, predecessors, resources, and costs into MS Project. But the real challenge facing project managers is how to interpret the data in MS Project and how to make it “useful” for you and your stakeholders. In this case study you will be given a scenario and asked to load the project information into Microsoft Project. However, the purpose of this case study is bigger than just properly loading the Microsoft Project file. This case study requires you to interpret the MS Project results and incorporate the issues and results in your communication with key stakeholders. Your output of this case study explores the “softer” side of project management, including how to communicate your results to your key stakeholders in a clear and concise manner. The point of the case study is to show you that projects experience change over time, which forces you, the project manager, to modify and adapt your project. This case study is broken into three sections, Sections 1, 2, and 3. In each section you will be given some information on your project and then asked to “respond” to some of your stakeholders. Even though there are three sections in the case study, you will only submit ONE document, due Week 6. This document will include your answers for all three parts of the case study. [NOTE: Do not be confused! It is very important that you understand that while the case study is broken into three sections, you will not be submitting your answer to each section separately, and you will not receive feedback from your instructor after each section. Rather, you will work through and submit your responses to all of the sections at one time.] Background NutroBalance produces a line of weight loss supplements and nutritional snacks. A couple of years ago it introduced Ultra, a weight loss supplement geared primarily towards men who lift weights and do cardiovascular exercises. The Ultra pills have been a big success. Part of NutroBalance’s strategic goals is to build off of that success by formulating the Ultra pills to target other segments of the work-out population. NutroBalance’s board of directors has decided to invest in a pill called UltraMAX geared toward women who also lift weights and do cardiovascular exercises. Since the core of the product has already been produced, the project to introduce UltraMAX to the work-out world really boils down to seeing if UltraMAX produces as good of results in women as Ultra does in men. You have been chosen to be the project manager of this weight-loss drug study. The board of directors has fast-tracked this project and have given you 140 days to identify your target consumers, have them test the product, and then analyze and report on the results. Your project (i.e., Task #1) will commence on February 22, 2010. You have been given a team of four individuals: Sarah, an analyst who is new to NutroBalance but who can help you recruit and screen test subjects Robert, a senior level analyst who has conducted drug studies for NutroBalance before Tony, an IT programmer Lisa, a statistician who is highly competent at analyzing and interpreting results. Requirements Initiating the Project The following chart shows the 13 tasks in the project, their duration, predecessors, and resources assigned to the task. ID Task Name Duration Predecessors Resource 1 Identify Target Consumers 3 Sarah 2 Recruit Test Subjects 10 1 Sarah 3 Screen Test Subjects 20 2 Sarah 4 Finalize Test Subjects 5 3 Sarah 5 Prepare Product 10 4 Robert 6 Prepare Placebo 2 4 Robert 7 Develop Data Analysis Database 12 4 Tony 8 Develop Hypothetical Test Data 2 4 Sarah 9 Test the Subjects 65 5, 6 Robert 10 Test Database Using Hypothetical Test Data 5 7, 8 Tony 11 Input Actual Data into Database 7 9, 10 Lisa 12 Analyze Actual Data 8 11 Lisa 13 Prepare Findings Report 10 12 Lisa SECTION 1. After giving you this information, your manager, Alex, sends you an e-mail and asks you for the number of days to complete the UltraMAX testing project and the corresponding completion date. He would also like to know which tasks are critical to completing the project on time. For SECTION 1 you will “reply” to Alex by writing, in a paragraph or less, the expected completion date and the tasks on the critical path. You should also include a copy of the Critical Tasks Report that can be generated from MS Project. [HINT: Go to the Report menu, click on Reports, Overview, and then click Critical Tasks.] [NOTE: Your response to Section 1 is due in Week 6 at the same time your response to Sections 2 and 3 are due. Please include your response to Section 1 in the same document that you include your answers to Sections 2 and 3. You will not receive feedback from your instructor prior to moving on to your work on Sections 2 and 3.] Resource Considerations After you provide Alex with the number of days to complete the UltraMAX testing project and the corresponding completion date, Alex responds that he thinks the original estimate is “cutting it close.” He says that if you can make sure the schedule doesn’t slip you might be all right. To that point, he is forwarding along some additional information on the cost of your resources (see table below.) Resource Std.Rate Ovt. Rate Sarah $50.00 $75.00 Robert $30.00 $45.00 Tony $25.00 $37.50 Lisa $20.00 $30.00 SECTION 2. After sending you the resource information, Alex has asked that you manipulate your schedule to incorporate this resource information (i.e., level the resources). He would like a preliminary project analysis and supporting reports sent to him via e-mail so he may copy and paste it into his weekly status report. He provides the following guidelines: “In preparing your preliminary project analysis, I would like to see no more than two to three paragraphs stating the pertinent information to the project. The first paragraph should be a recap of the project so the uninformed reader knows which project it is. The status of the project should also be discussed, including the start date, length of project, estimated cost of the project, and expected completion date. Discuss whether or not there were any resources constraints. If the need arose to level the resources, explain how it impacted the schedule. If the schedule has pushed out beyond the timeframe the board of directors gave you, provide suggestions for reigning in the timeframe. Also, briefly analyze any risks that you may encounter during the course of the project.” For SECTION 2 you will “reply” to Alex by writing the status of the project in two to three paragraphs. You should also include a copy of the Overallocated Resources Report and the Resource Usage Report that can be generated from MS Project. [HINT: Go to the Report menu, click on Assignments, and then click Overallocated Resources. Also go to the Report menu, click on Workload, then Resource Usage.] [NOTE: Your response to Section 2 is due in Week 6 at the same time your response to Sections 1 and 3 are due. Please include your response to Section 2 in the same document that you include your answers to Sections 1 and 3. You will not receive feedback from your instructor prior to moving onto your work on Section 3.] Managing the Project It is now time to kick off the project. Before the first task begins, you should set a baseline of your project in MS Project. Approximately a month and a half go by and your team is just finishing up screening of the test subjects. Yikes, the project is behind schedule and over budget! (Check out the actual duration for the first three tasks.) ID Task Name Actual Duration 1 Identify Target Consumers 2 2 Recruit Test Subjects 10 3 Screen Test Subjects 30 SECTION 3. Now it’s time to report on the project status. This time your project status will be in the form of an executive summary report that will be distributed at the monthly board of directors’ meeting. This report should be one to two pages in length, plus supporting MS Project reports. It should provide an overview of the project, what has happened to date, and the expected completion date and cost if all tasks remain on schedule and with their original cost and durations. However, the bulk of the executive summary should introduce ways to correct the project and get it back on track. You should report on how your ideas will potentially affect schedule, risk, quality, and cost. [HINT: Be creative here. Come up with ideas. Develop a story on how likely your ideas are, how you can implement them, and how your ideas might affect the time-cost tradeoff.] For SECTION 3 you will report on your project to the board of directors by writing an executive summary report. You should also include copies of reports that you have generated in MS Project. [HINT: Check out the Reports Menu, Current Activity Report, Variance Table, and Tracking Gantt.] You may also include MS Project reports for your “what if” scenarios on how to get your project back on track. However if you include MS Project Reports, you need to reference them in your executive summary report, because you cannot expect the board of directors to read and interpret the reports without your guidance. [HINT: You might include the Budget Report, the Cash Flow Report, or A Cost Variance Report to show how your “what if” scenarios could affect budget. Check out these reports under the Reports menu.]

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Case Study

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BUS 285-001, 003 and 033
Case 1 Instructions
Winter 2014

Each student enrolled in BUS 285 is required to purchase permission to use Case 1, Muskoka Internet Café (MIC), from a Direct to Student Website (http://ca.wiley.com/WileyCDA/Section/id-819972.html).

For Case 1, you have been assigned the role an accountant with the accounting firm hired to prepare MIC’s financial statements. You are to respond to all aspects of the required.

Just as you were about to begin your work, your boss at the accounting firm advised that she had completed MIC’s income tax return and determined that income taxes of $719 are owing. The income taxes will be paid on January 31, 2015. You will need to make an additional adjusting journal entry to record the income taxes.

Your boss has indicated that she expects that you will comply with the following specifications in preparing your response:

Your response must be handwritten. Any electronically prepared responses will NOT be marked and will receive a grade of ZERO.
All journal entries, trial balances and financial statements should be prepared in good form and in accordance with Accounting Standards for Private Enterprises (ASPE). When preparing the statement of earnings, your boss expects it to be prepared in the MULTIPLE STEP format. Please note that Food Expense is equivalent to Cost of Goods Sold and Internet and Merchandise Revenue and Internet Expense should be considered part of non operating activities.
Detailed supporting calculations must be provided at all times.
MIC is an INDIVIDUAL case and it is expected that you will complete it on your own without collaborating with other students.

Your boss has stated that your response must be completed no later than the beginning of class (11:30 am for BUS 285-001 and 7 pm for BUS 285-003/033) on Wednesday, February 12, 2014.

Students enrolled in Business Administration courses at the University of Regina are expected to adhere rigorously to principles…

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Case Study

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Sanghavi’s Bicycle Comany
Sanghavi Bicycle Company ( SBC) , located in NYC , is a wholesale distributor of bicycles and bicycle parts. Formed in 2009, by Baruch College alumnus, Siddgarth Sanghavi , the firm’s primary retail outlets are located within a 400 mile radius of the distribution center. These retail outlets receive the order from SBC within 2 days after notifying the distribution center, provided the stock is available. However, if an order isn’t fulfilled by the firm, no backorder is placed ; the retailers arrange to get their shipment from other distributors, and SBC loses that amount of business.
The firm distributes a wide variety of bicycles. The most popular model, and the major source of revenue to the firm, is the AirWing. SBC receives all the models from a single manufacturer in India, and shipment takes as long as 4 weeks from the time an order is placed. With the cost of communication, paperwork, and customs clearance included, SBC estimates each time an order is placed, it incurs a cost of $65. The purchase price paid by SBC, per bicycle, is roughly 60% of the suggested retail price for all the styles available, and the inventory carrying cost is 1% per month ( 12% per year) of the purchase price paid by SBC. The retail price ( paid by the customers ) for the AirWing is $170 per bicycle.
SBC desires to develop an inventory plan for 2011. The firm wants to maintain a 95% service level with its customers to minimize the losses on the lost orders. The data collected for the past two years are noted in the below table. A forecast for AirWing model sales in 2011 has been developed and will be used to make an inventory plan for SBC.

Demand For AirWing Model

Month 2009 2010 Fcst for 2011
Jan 6 7 8
Feb 12 14 15
Mar 24 27 31
Apr 46 53 59
May 75 86 97
Jun 47 54 60
Jul 30 34 39
Aug 18 21 24
Sep 13 15 16
Oct 12 13 15
Nov 22 25 28
Dec 38 42 47
Total 343 391 439

a) develop an inventory plan to help SBC. In particular, what would you suggest to be the EOQ?

b) discuss ROP and total costs
c) how can you address demand that is not at the level of the planning horizon? How can you incorporate yield management to better manage and influence the demand pattern. You should draw the demand curve and demonstrate ( graphically and descriptively) your thoughts as regards better managing the demand faced by SBC.

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CASE STUDY

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Husky Air Assignment 6 – Chapter 6


The Work Breakdown Structure (WBS)

Now that you have defined the project’s scope, it’s time to start the process of determining how the work will be accomplished. This will require that you draw upon work you did in several previous assignments.

Please provide a professional-looking document that includes the following:

  1. Project name, project team name, and the names of the members of your project team.
  2. A brief project description.
  3. The project’s MOV. (This should be revised or refined if necessary.)
  4. The phases of your project. Using a spreadsheet, word processor, or Microsoft Project, list all of the project life cycle and systems development life cycle phases and the associated deliverables that you defined in the Project Scope assignment.
  5. Milestones for each phase and deliverable. Achieving a milestone will tell everyone associated with the project that the phase or deliverable was completed satisfactorily.
  6. Activities/Tasks.Define a set of activities or tasks that must be completed in order to produce each deliverable.
  7. Resource Assignments. Assign people and other appropriate resources to each activity. This will be based upon the people and resources that you identified when you completed the project infrastructure assignment.Keep in mind that adding resources to an activity may allow the activity to be completed in a shorter amount of time; however, it may increase the cost of completing that task or activity.
  8. Estimates for each Activity/Task. Based upon the tasks or activities and the resources assigned, develop a time estimate for each task or activity to be completed. For the purposes of this assignment, you should use a combination of estimation techniques such as time-boxing and bottom-up estimation.

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Case study

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Merck International is a pharmaceutical company. It is not currently selling its product in India. However it is proposing t establish a manufacturing facility in India in near future.
The Company to be set up in India is to be a wholly owned affiliate of Merck International which will provide all funds needed to build the manufacturing facility. Total initial investment is estimated at Rs.50,000,000. Working capital requirements estimated at Rs. 5,000,000, would be provided by the local financial institution at 8 percent per annum, repayable in five equal installments beginning on 31st December of the first year of operation. In the absence of this concessional facility, Merck would have financed these requirements by a loan from its bankers in United States at 15 percent per annum.
The cost of the entire manufacturing facility is to be depreciated over the five years period in straight line method basis. At the end of fifth year of its operation all remaining assets would be taken over by a public corporation to be designated by the government of India with no compensation.
Sales and selling price are presented in the table below:-
Year Sales in Units Unit Price(Rs)
1 2,00,000 1,000
2 2,25,000 1,500
3 2,50,000 1,800
4 2,75,000 2,000
5 3,00,000 2,200
Variable costs are Rs. 600 per unit in year 1 and are expected to rise by 15% each year.
Fixed Cost other than depreciation are Rs. 20 million in year 1 and is expected to rise by 10% per year.
Other Information:
All profit after tax realized by the affiliate are transferable to the parent company at the end of each year. Depreciation funds are to be blocked until the end of year 5. These funds may be invested in local money market instruments, fetching a tax-free return of 15%. When the operating assets are turned over a local corporation, the balance of these funds including interest may be repatriated.
The income tax rate in India is 48% but there are no with holding tax on transfer of dividends. Dividends received by Merck International in the United states would be subject to 50% tax.
Merck International uses a 20% weighted average cost of capital for evaluating domestic projects similar to the ones planned in India. For Foreign projects in developing countries a 6% political premium is added.
Calculate the NPV and IRR for the project from the standpoint of the parent company. What are your recommendations for the proposal?

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Case Study

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in mid december a female who had been on prednisone and is insulin dependent diabetic fell and received an abrasion on the dorsal side of her right hand she was placed on penicillin by the end of january the ulcer had not healed and she was referred to a plastic surgeon on january 30th a swab of the wound was cultured at 35 degrees ccelcius on blood agar on the same day a gram stained was prepared which showed fungal elements brownish waxy colonies grew on the blood agar slide cultures set up on feb 1st incubated at 25 degrees celcius showed hyphae and single conidia….

1. what caused the infection
2. what treatment do you recommend
3 what type of infection is this (what part of the body is it affecting)
4 is this normal or opportunistic
5 explain the life cycle of this organism

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case study

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i got this project 2 weeks ago and I finished it yesterday but the professor said my calculations were not correct. I dont have time for it please help me do this. thanks

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UV0519 This case was written by Professor Kenneth Eades and Ali Erarac (MBA ’04). It was prepared as a basis for class discussion rather than to illustrate effective or ineffective handling of an administrative situation. Copyright © 2005 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved. To order copies, send an e-mail to sales@dardenpublishing.com. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the Darden School Foundation. THE TIMKEN COMPANY In 2002, The Timken Company was considering acquiring The Torrington Company from Ingersoll-Rand. The acquisition would make a clear statement to the market about Timken’s commitment to remain a worldwide leader in the bearing industry as it would result in the combination of more than 100 years of bearing manufacturing and development experience. Because the two companies shared many of the same customers but had few products in common, customers would surely appreciate the ability to have more of their needs met by Timken’s sales representatives. Moreover, Timken’s potential annual cost savings from consolidating manufacturing facilities and processes were estimated to be more than $80 million. If the price paid for Torrington were too high, Ingersoll-Rand, rather than Timken, would capture the value of the synergies. In addition, given the large size of the acquisition, Timken was concerned about the impact on its balance sheet. If Ingersoll-Rand demanded a cash deal and if Timken raised the money with new debt, the increased leverage would almost certainly prompt credit agencies to downgrade Timken’s investment-grade rating. The Bearing Industry Bearings of various sizes and specifications found their way into everything from space shuttles to household appliances, automobiles, dentist drills,…

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Case Study

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Please read the case and then answer the questions following the case in detail.

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Please make your initial post by midweek, and respond to at least one other student’s post by the end of the week. Please check the Course Calendar for specific due dates.Read the case, “Changing the Portfolio” on pages 475. Use the following questions to spur your analysis of the case.Should this decision be made by you alone? Why or why not?If you answered the question, “Should I involve others?” affirmatively, which alternative in figure 8.2 should be used in making your decision? Justify your choice.What are the most important considerations in deciding whom to involve in this task?If others are to become involved, how much empowerment should they have? What would you do specifically to achieve the appropriate level of empowerment?Post your answers and/or analysis on the Discussion Forum. Feel free to bring your experiences into the discussion.Read others’ analyses and respond to them.Changing the Portfolio:Clearly the case involves someone without the expertise to make a decision. Encourage students to use Figure 8.2 in the chapter to justify their choice. Students should focus on specific actions to empower the subordinates in their participation, such as setting time limits and making available the kinds of information and human resources that are needed. Frequently, students think of six weeks as a long time. They need to be clear about how much time a detailed analysis and report might take in the real world (with additional day-to-day duties).http://cte.rockhurst.edu/s/945/images/editor_documents/content/All%20documents%20in%20PDF%20require%20Adobe%20Acrobat174;%20Reader.Whette/Whetten_CH08.pdfOn page 433 of the pdf.Discussion-Case: Changing the Portfolio:Should this decision be made by you alone? Why or why not?If you answered the question, “Should I involve others?” affirmatively, which alternative in figure 8.2 should be used in making your decision? Justify your choice.What are the most important considerations in deciding whom to involve in this…

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Case study

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Write a module case study regarding the NextGen Air Transportation System:
The NextGen Air Transportation System is a complex, revolutionary redevelopment of the broad U.S. air traffic control system that includes many challenging and interrelated components and concepts including a
fundamental transfer from a RADAR, ground-based system to a GPS, satellite-based system. Its multi-year implementation touches virtually every aspect of aviation operations. As such it presents many potential human factors challenges that can potentially directly affect aviation safety. Select one major of those potential challenges and analyze and evaluate it in detail. Next creatively apply the knowledge of human factors and aviation safety that you have developed over the previous eight modules and develop proposed means of mitigating this human factors challenge. As always, support your work with a reliable source(s).
1 1/2 pages
And references

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Case Study

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Coinstar: A Sleeping Giant Awakens

What competitive alternatives are there to products Coinstar Offers? Do these alternatives pose a short or long term
threat?


Should Coinstar try to maximize revenue streams associated with DVD rental business, or should it shift focus converting
to a digital streaming business model?


How dependent is Coinstar on other companies? Is this good or bad?


What environmental Factors (both internally and externally) are affecting the industry? How will technology affect this
industry?


What do you see as the biggest Strategic Issue Facing Coinstar and its future?

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case study

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Assessment 3: Case Study Weighting: 50%Lenght: Maximum 2000 wordsDue: Week 12 Aim: The aim of this task is to challenge you to think critically about an real life case Description:Topic: The activities of the Australian Wheat Board (AWB) were in the news almost every day during the first part of 2006. The scandal relates to the period after 1996 when the United Nations set up the oil-for-food program. Since the program was introduced, the AWB continued to sell wheat to Iraq.

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Assessment 3: Case Study Weighting: 50%Lenght: Maximum 2000 wordsDue: Week 12 Aim: The aim of this task is to challenge you to think critically about an real life case Description:Topic: The activities of the Australian Wheat Board (AWB) were in the news almost every day during the first part of 2006. The scandal relates to the period after 1996 when the United Nations set up the oil-for-food program. Since the program was introduced, the AWB continued to sell wheat to Iraq. In early 2006 AWB was accused of paying kickbacks totalling $280 million to Saddam Hussein’s regime using a Jordanian trucking company, Alia to disguise the payments. This would be violation of oil-for-food program. Cole inquiry was set up to establish the truth of this claim. While the details are complicated and there is controversy about who knew what when, for the purposes of this assignment accept that it is true that the AWB did pay the kickbacks, that AWB senior management knew that this was what happened and in paying the kickbacks they violated the law. Also for the purpose of this assignment, focus only on the actions of AWB and ignore the role that government ministers may have played in the scandal.You are at a dinner party and you overhear the following the comment about the scandal:James: I don’t understand what all the fuss is about. Everyone knows in the part of the world kickbacks are just part of everyday business. Think of it this way: The Iraqi people received the wheat they desperately needed, The AWB got a good price for the wheat even though they had to pay for the kickback and the farmers who produced the wheat received a good price for it. Where is the problem?TASK:discuss the major ethical issues raised by the AWB scandal. You are required Critically to make references to the unit materials and need to do scholar research to support your discussion.How would you response James if you were a Utilitarian?How would you response James if you were Kantian? Sarah is there…

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case study

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1. What are the Rayovac’s competitors?

2. Assess the rechargeable market opportunity for Rayovac. Is this a visible growth opportunity for the company to consider?

3. What strategy should the company pursue if it chooses to enter the market? What are the financial implications?

4. What are the risks associated with entering the market? How Rayovac should mitigate against these risks?

5. What should be the target group for Rayovac rechargeable market, and how the company should position itself?

6. Please, use Internet resources and provide updates on Rayovac’s current strategy on rechargeable market. Cite your sources.

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Case Study

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All organizations, regardless of industry, can implement lean operations. In the organization where you currently work or an organization where you worked previously, describe an operation that you would consider NOT lean. In other words, describe a process that you would say has a lot of waste in it. Then, if you were to lean out that process, what would it look like after you were done? What wastes would you eliminate? How would you do so? How would this benefit the overall operations of the organization? Answer these questions in a 2 pages paper and add your recourses.

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Hormone free dairy milk has been found to be potentially more healthy. Consider the market for this product in south africa and answer the question?explain and show graphically how this market would be affected if there is an increase in the number of dairy farmers that produce hormone free milk nd at the same time south african consumers chose to be more healthy

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just a short answers like 4 or more line per question. ok. please give me good price.. thanks..

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Case Study: Traditional HealersYou are the clinician.You are seeing Erik Gbodossou, a 38-year-old West African man, who is HIV infected and has just been released from the hospital after successful treatment with pneumonia. He has improved clinically since being treated; however, he is having trouble eating because of a persistent candida infection and also has struggled with early to moderate periodontal disease, especially in the mandibular arch that has not responded to non-surgical therapy even though he has been compliant with dental visits and home care procedures. He was willing to take the antibiotics prescribed for his pneumonia, but is balking at taking antiretroviral therapy which you know may help improve his life expectancy and his oral condition. You are frustrated that this patient is not interested in treatment that can help him. You’ve checked and his insurance will pay for most of the cost of his medications. You are the patient.You are a 38-year-old man named Erik Gbodossou. You are originally from West Africa. You have just been released from the hospital after being treated for pneumonia. You feel much better than when you first came to the hospital. You found out 2 years ago that you are infected with the AIDS virus. You have been seeing a traditional healer who is well respected in your community. He has successfully treated you with diarrhea, gum, and skin problems in the last 6 months by mixing special herbs and medicines for you. Using divining bones, the healer has helped you understand that your illness has happened in part because you have been distant from your family and community since leaving Senegal. Now, this doctor is telling you that you must take western medicines to keep you HIV infection from getting much worse. You are not convinced that this is the right thing to do. You want to talk this over with the healer.Discussion Questions1. What differences do you see between the patient and the clinician? 2. What are these…

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Case Study

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Chapter 12: Application 7 of Managerial Accounting and Statistics by Jackson, S., Sawyers, R., Sweeny, D. Anderson, D. (2008)
This case study will assess your understanding of the expected value approach. Respond substantively to all four parts of the application. Be sure to validate your responses with the appropriate calculations. You must complete EV calculations for parts A, C, and D (Small, Medium, and Large); and EVwPI and EVPI calculations for part B.

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Case Study

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Book: Operations ManagementNinth EditionBy Jay Heizer and Barry RenderCase Study: Southwestern University: (G)*Topic: Aggregate PlanningWith the rising demands of a successful football program, the campus police chief at South Western University, John Swearingen, wants to develop a 2-year plan that involves a request for additional resources. The SWU department currently has 26 sworn officers.

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Book: Operations ManagementNinth EditionBy Jay Heizer and Barry RenderCase Study: Southwestern University: (G)*Topic: Aggregate PlanningWith the rising demands of a successful football program, the campus police chief at South Western University, John Swearingen, wants to develop a 2-year plan that involves a request for additional resources. The SWU department currently has 26 sworn officers. The size of the force has not changed over the past 15 years, but the following changes have prompted the chief to seek more resources:The size of the athletic program, especially football, has increased.The college has expanded geographically, with some new research facilities and laboratories now miles away from the main campus. Traffic and parking problems have increased.More portable, expensive computers with high theft potential are dispersed across the campus. Alcohol and drug problem have increased. The size of the surrounding community has doubled. The police need to spend more time on education and prevention programs. The college is located in Stephenville, Texas, a small Town about 30 miles southwest of the Dallas/Forth Worth Metroplex. During the summer months, the student population is around 5,000. This number swells to 20,000 during fall and spring semesters. Thus demand for police and other services is significantly lower during the summer months. Demand for police services also varies by:Time of the day (peak time is between 10 pm and 2 am)Day of the week (weekends are the busiest)Weekend of the year (on football weekends, 50,000 extra people come to campus)Special Events (check-in, check-out, commencement) Football weekends are especially difficult to staff. Extra police service are typically needed from 8am to 5pm on five football Saturdays. All 26 officers are called in to work double shifts. More than 40 law enforcement officers from surrounding locations are paid to come in on their own time, and a dozen state police lend a hand free of charge (when…

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Case Study

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ACCTG 421 2013 Spring
Case (50 points)

Springsteen Company manufactures two different customized acoustic guitars: beginner model and professional model. The company has two support departments: the maintenance department and the power department, and two producing departments: the construction department and the finishing department. Springsteen allocates support department costs only to the producing departments. It uses job-order normal cost-accounting system in two producing departments.

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ACCTG 421 2013 Spring
Case (50 points)

Springsteen Company manufactures two different customized acoustic guitars: beginner model and professional model. The company has two support departments: the maintenance department and the power department, and two producing departments: the construction department and the finishing department. Springsteen allocates support department costs only to the producing departments. It uses job-order normal cost-accounting system in two producing departments. In the Construction Department, the wooden guitars are built by highly skilled craftsmen and coated with several layers of lacquer. Then the units are transferred to the Finishing Department, where the bridge of the guitar is attached and the strings are installed. The guitars also are tuned and inspected in the Finishing Department. Springsteen estimates to have an annual practical capacity of 6000 guitars (1500 professional model and 4500 beginner model). The diagram below depicts the production process.

Recently, Springsteen has faced intense competition from oversea guitars manufacturers. Springsteen considers implementing the standard costing to improve cost control. After conducting task analysis in the production departments, Springsteen establishes the following standards:
1) Each finished guitar contains seven pounds of veneered wood. In addition, one pound of wood is typically wasted in the production process.
2) The veneered wood used in the beginner model has a standard price of $12 per pound and the professional model has a standard price of $18. The other parts needed to complete each beginner guitar (professional guitar), such as the bridge and strings, cost $15 ($18) per guitar.
3) The labor standards for Springsteen’s two production departments are as follows:

Construction Department Finishing Department Beginner model (B) 3 hours of direct labor at $20 per hour 2 hours of direct labor at $18 per hour Professional model (P) 5 hours of…

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Case Study

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SUMIT Products Ltd. is a company that produces and markets steel cups, teaspoons, knives and forks for the catering industry. The company was established in 1958
in response to the changes that were taking place in the catering industry. The growth of the fast-food sector of the market was seen as an opportunity to provide
disposable eating utensils which would save on manpower and allow the speedy provision of utensils for fast customer flow. In addition, SUMIT Products has
benefited from the growth in supermarkets and sells .consumer packs. through four large supermarket groups. The expansion of sales and outlets has led Rakesh
Mohan, the Sales Manager, to recommend to S. Kumar, the General Manager, that the present sales force of two regional representatives be increased to eight. Rakesh
Mohan believes that the new recruits should be experienced in selling fast-moving consumer good since essentially that is what his products are S. Kumar believes
that the new recruits should also be familiar with steel products since that is what they are selling. He favours recruiting from within the Steel Industry, since
such people are familiar with the supply, production and properties of steel and are likely to talk the same language as other people working at the firm. 1.
Questions : (a) What general factors should be taken into account when recruiting salesmen? (b) Do you agree with Rakesh Kumar or S. Kumar or neither?

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answers in short essay format 6 pages total

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The Internet Of Things By Chr i s Murphy Union Pacific shows the enormous potential of the instrumented, interconnected, analytics-intensive enterprise Union Pacific, the nation’s largest railroadcompany, is a choice place to assess the gap between the dream and the reality of what’s commonly called the “Internet of things.” Like a lot of technology movements, the Internet of things is easy to describe but hard to execute. It means putting sensors on all manner of machines to collect data, linking them over wired and wireless networks, and then applying data analytics to assess when a train’s wheel needs replacing, a power plant needs fixing, a soybean field needs watering, or a patient needs reviving. Union Pacific and other companies are doing some of that kind of analytics today. Companies that succeed in the future will have to do much more of it, so it’s critical to know the barriers and constraints—which brings us to Union Pacific headquarters in Omaha, Neb. UP has been in the same business for 150 years, hauling railcars full of coal, grain, manufactured goods, and people across the plains and mountains of the Western U.S. To run the railroad of the future, it’s putting more emphasis on a new skill: predicting the future. For example, UP would like to be able to predict when a wheel is going to fail weeks before it causes a 1.5-mile-long, 20,000-ton coal train running at 70 miles per hour to derail, risking lives, causing delays, and losing the company 16 Aug. 13, 2012 informationweek.com Copyright 2012 UBM LLC. Important Note: This PDF is provided solely as a reader service. It is not intended for reproduction or public distribution. For article reprints, e-prints and permissions please contact: Wright’s Reprints, 1-877-652-5295 /ubmreprints@wrightsreprints.comAug. 13, 2012 17 money. UP has been using technology to predict and prevent derailments for well over a decade. It has placed infrared sensors every 20 miles on its tracks to take about 20 million…

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case study

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Cost
Accounting 265 Fall 2012 Project.

What you will
do for this project is to completely cost out a product or service. What I mean
by this is that you will figure to the best of your ability, the direct
materials, direct labor and overhead involved in any product or service of your
choice.

Maybe you
want to bake a dozen brownies and calculate these costs, or take apart
something and do some reverse engineering to come up with the approximate cost
of a different product. Perhaps you groom pets and you want to cost out this
complete service…It is up to you what you pick but I would like your best estimate
on what the costs are. You need to provide your rationale with this.

I need to see
for material…the quantity and cost, the same with labor…the quantity and cost and
for overhead what you think this would be too…(for example it could be the
amount of electric or glue or indirect labor, electricity or water….).

Hint: For
labor….do not tell me zero because you made something yourself. For example
if you are baking a dozen cookies and it took you an hour what does a baker
earn per hour? Use the internet to obtain this information. All resources must
be cited.

I want this
turned in on an Excel Spreadsheet or in Word. I want it nicely labeled and
organized so the material is presented in a straight forward manner. I also
want included on your submission to me, the amount of time you spent on this
and what made you decide on the product or service that you chose.

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case study

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The Internet Of Things By Chr i s Murphy Union Pacific shows the enormous potential of the instrumented, interconnected, analytics-intensive enterprise Union Pacific, the nation’s largest railroadcompany, is a choice place to assess the gap between the dream and the reality of what’s commonly called the “Internet of things.” Like a lot of technology movements, the Internet of things is easy to describe but hard to execute.

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The Internet Of Things By Chr i s Murphy Union Pacific shows the enormous potential of the instrumented, interconnected, analytics-intensive enterprise Union Pacific, the nation’s largest railroadcompany, is a choice place to assess the gap between the dream and the reality of what’s commonly called the “Internet of things.” Like a lot of technology movements, the Internet of things is easy to describe but hard to execute. It means putting sensors on all manner of machines to collect data, linking them over wired and wireless networks, and then applying data analytics to assess when a train’s wheel needs replacing, a power plant needs fixing, a soybean field needs watering, or a patient needs reviving. Union Pacific and other companies are doing some of that kind of analytics today. Companies that succeed in the future will have to do much more of it, so it’s critical to know the barriers and constraints—which brings us to Union Pacific headquarters in Omaha, Neb. UP has been in the same business for 150 years, hauling railcars full of coal, grain, manufactured goods, and people across the plains and mountains of the Western U.S. To run the railroad of the future, it’s putting more emphasis on a new skill: predicting the future. For example, UP would like to be able to predict when a wheel is going to fail weeks before it causes a 1.5-mile-long, 20,000-ton coal train running at 70 miles per hour to derail, risking lives, causing delays, and losing the company 16 Aug. 13, 2012 informationweek.com Copyright 2012 UBM LLC. Important Note: This PDF is provided solely as a reader service. It is not intended for reproduction or public distribution. For article reprints, e-prints and permissions please contact: Wright’s Reprints, 1-877-652-5295 /ubmreprints@wrightsreprints.comAug. 13, 2012 17 money. UP has been using technology to predict and prevent derailments for well over a decade. It has placed infrared sensors every 20 miles on its tracks to take about 20 million…

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case study

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Questions for Discussion 1. Analyze the marketing environment and the forces shaping eBay’s business over the years. 2. How has the change in the nature of eBay sellers affected the creation of value for buyers? 3. Do you agree or disagree with CEO Donahoe that eBay’s current strategy doesn’t mean that certain sellers will lose? 4. Is eBay doing the right thing by sticking to its current strategy? What changes, if any, would you recommend to Donahoe?

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Case Study

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This case has been framed in order to test the skills in evaluating a credit request and reaching a correct
decision. Perluence International is large manufacturer of petroleum and rubber-based products used in a
variety of commercial applications in the fields of transportation, electronics, and heavy manufacturing.
In the northwestern United States, many of the Perluence products are marketed by a wholly-owned
subsidiary, Bajaj Electronics Company. Operating from a headquarters and warehouse facility in San
Antonio, Strand Electronics has 950 employees and handles a volume of $85 million in sales annually.
About $6 million of the sales represents items manufactured by Perluence. Gupta is the credit manager at
Bajaj electronics. He supervises five employees who handle credit application and collections on 4,600
accounts. The accounts range in size from $120 to $85,000. The firm sells on varied terms, with 2/10, net
30 mostly. Sales fluctuate seasonally and the average collection period tends to run 40 days. Bad-debt
losses are less than 0.6 per cent of sales. Gupta is evaluating a credit application from Booth Plastics, Inc.,
a wholesale supply dealer serving the oil industry. The company was founded in 1977 by Neck A. Booth
and has grown steadily since that time. Bajaj Electronics is not selling any products to Booth Plastics and
had no previous contact with Neck Booth. Bajaj Electronics purchased goods from Perluence
International under the same terms and conditions as Perluence used when it sold to independent
customers. Although Bajaj Electronics generally followed Perluence in setting its prices, the subsidiary
operated independently and could adjust price levels to meet its own marketing strategies. The Perluence’s
cost-accounting department estimated a 24 per cent markup as the average for items sold to Pucca
Electronics. Bajaj Electronics, in turn, resold the items to yield a 17 per cent markup. It appeared that
these percentages would hold on any sales to Booth Plastics. Bajaj Electronics incurred out-of pocket
expenses that were not considered in calculating the 17 per cent markup on its items. For example, the
contact with Booth Plastics had been made by James, the salesman who handled the Glaveston area.
James would receive a 3 per cent commission on all sales made Booth Plastics, a commission that would
be paid whether or not the receivable was collected. James would, of course, be willing to assist in
collecting any accounts that he had sold. In addition to the sales commission, the company would incur
variable costs as a result of handling the merchandise for the new account. As a general guideline,
warehousing and other administrative variable costs would run 3 per cent sales. Gupta Holmstead
approached all credit decisions in basically the same manner. First of all, he considered the potential
profit from the account. James had estimated first-year sales to Booth Plastics of $65,000. Assuming that
Neck Booth took the, 3 per cent discount. Bajaj Electronics would realize a 17 per cent markup on these
sales since the average markup was calculated on the basis of the customer taking the discount. If Neck
Booth did not take the discount, the markup would be slightly higher, as would the cost of financing the
receivable for the additional period of time. In addition to the potential profit from the account, Gupta was
concerned about his company’s exposure. He knew that weak customers could become bad debts at any
time and therefore, required a vigorous collection effort whenever their accounts were overdue. His
department probably spent three times as much money and effort managing a marginal account as
compared to a strong account. He also figured that overdue and uncollected funds had to be financed by
Bajaj Electronics at a rate of 18 per cent. All in all, slow -paying or marginal accounts were very costly to
Bajaj Electronics. With these considerations in mind, Gupta began to review the credit application for
Booth Plastics.
Question:
1. How would you judge the potential profit of Bajaj Electronics on the first year of sales to Booth
Plastics and give your views to increase the profit.
2. Suggestion regarding Credit limit. Should it be approved or not, what should be the amount of
credit limit that electronics give to Booth Plastics.
Section

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Case Study

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I want answer for these questions as an essay:

1.
What are the strengths of First National Bank?

2. What
are the major weaknesses?

3. What is
the major problem mentioned above? Defend your answer.

4. How
many people did the project manager have to report to? who made up the project team?

5. Is
there anything wrong if a PM is a previous co-worker of some team members before
the team is formed?

6. Was there
any resistance to the project by company management?

7.
Was there an unnecessary duplication of work?

8. Was
there an increased resistance to change?

9. What
are reasonable recommendations?

10. Did
the bank perform strategic planning for project management or did it simply rush
into the project?

11. Why do
organizations rush into project management without first performing strategic
planning for project management or, at least, some form of benchmarking against
other organizations?

Case Study is in attachment and please forget the questions there. I want this question above.

thanks

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Case study

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Beck Manufacturing

Al Beck, president of Beck manufacturing, wants to determine the
capacity of his facility, which produces steering gears for auto
manufacturers. He has asked you to sort
through the data and determine the capacity of the system
and how that capacity may be increased. The operation is a product layout
that produces large numbers of nearly identical products. The process includes milling, grinding, boring, drilling, and assembling, in that
order. Each finished product requires one operation on each type
of machine. For example, each finished part is processed on
one of the five milling machines, one of the seven
grinding machines, etc.

The facility runs two 8-hour shifts per
day, with a third shift for maintenance. The industrial engineering department has provided you with the
following data on present operations. In addition, you have been
told that assembly operations, while not unlimited, can be easily
changed to meet the need.

Operation Number of Machines Run Time per
Piece (min.)
% Reject Rate
Milling 5 2 3
Grinding 7 3 5
Boring 3 1 2
Drilling 6 2.5 7
  1. Calculate the capacity of each machine center and the capacity of the system.
  2. If Beck wants to expand capacity, where should he focus
    the company’s efforts? How much extra capacity can he get
    without causing another operation to become the bottleneck?
  3. How may Mr. Beck expand capacity without purchasing new equipment? Be specific.
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Case Study

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This case provides the opportunity to match financing alternatives with the needs of different companies.
It allows the reader to demonstrate a familiarity with different types of securities. George Thomas was
finishing some weekend reports on a Friday afternoon in the downtown office of Wishart and Associates,
an investment-banking firm. Meenda, a partner in the firm, had not been in the New York office since
Monday. He was on a trip through Pennsylvania, visiting five potential clients, who were considering the
flotation of securities with the assistance of Wishart and Associates. Meenda had called the office on
Wednesday and told George’s secretary that he would cable his recommendations on Friday afternoon.
George was waiting for the cable. George knew that Meenda would be recommending different types of
securities for each of the five clients to meet their individual needs. He also knew Meenda wanted him to
call each of the clients to consider the recommendations over the weekend. George was prepared to make
these calls as soon as the cable arrived. At 4:00 p.m. a secretary handed George the following telegram.
George Thomas, Wishart and Associates STOP Taking advantage of offer to go skiing in Poconos STOP
Recommendations as follows: (1) common stock, (2) preferred stock, (3) debt with warrants, (4)
convertible bonds, (5) callable debentures STOP. See you Wednesday STOP Meenda. As George picked
up the phone to make the first call, he suddenly realized that the potential clients were not matched with
the investment alternatives. In Meenda’s office, George found folders on each of the five firms seeking
financing. In the front of each folder were some handwritten notes that Meenda had made on Monday
before he left. George read each of the notes in turn. APT, Inc needs $8 million now and $4 million in
four years. Packaging firm with high growth rate in tri-state area. Common stock trades over the counter.
Stock is depressed but should rise in year to 18 months. Willing to accept any type of security. Good
management. Expects moderate growth. New machinery should increase profits substantially. Recently
retired $7 million in debt. Has virtually no debt remaining except short-term obligations.
Sandford Enterprises
Needs $16 million. Crusty management. Stock price depressed but expected to improve. Excellent growth
and profits forecast in the next two year. Low debt-equity ratio, as the firm has record of retiring debt
prior to maturity. Retains bulk of earnings and pays low dividends. Management not interested in
surrendering voting control to outsiders. Money to be used to finance machinery for plumbing supplies.
Sharma Brothers., Inc.
Needs $20 million to expand cabinet and woodworking business. Started as family business but now has
1200 employees, $50 million in sales, and is traded over the counter. Seeks additional shareholder but not
willing to stock at discount. Cannot raise more than $12 million with straight debt. Fair management.
Good growth prospects. Very good earnings. Should spark investor’s interest. Banks could be willing to
lend money for long-term needs.
Sacheetee Energy Systems
The firm is well respected by liberal investing community near Boston area. Sound growth company.
Stock selling for $16 per share. Management would like to sell common stock at $21 or more willing to
Examination Paper Semester I: Financial Management
IIBM Institute of Business Management
use debt to raise $ 28 million, but this is second choice. Financing gimmicks and chance to turn quick
profit on investment would appeal to those likely to invest in this company.
Ranbaxy Industry
Needs $25 million. Manufactures boat canvas covers and needs funds to expand operations. Needs longterm
money. Closely held ownership reluctant surrender control. Cannot issue debt without permission of
bondholders and First National Bank of Philadelphia. Relatively low debt-equity ratio. Relatively high
profits. Good prospects for growth Strong management with minor weaknesses in sales and promotion
areas. As George was looking over the folders, Meenda’s secretary entered the office. George said, “Did
Meenda leave any other material here on Monday except for these notes?” She responded, “No, that’s it,
but I think those notes should be useful. Meenda called early this morning and said that he verified the
facts in the folders. He also said that he learned nothing new on the trip and he sort of indicated that, he
had wasted his week, except of course, that he was invited to go skiing at the company lodge up there”.
George pondered over the situation. He could always wait until next week, when he could be sure that he
had the right recommendations and some of the considerations that outlined each client’s needs and
situation. If he could determine which firm matched each recommendation, he could still call the firms by
6:00 P.M. and meet the original deadline. George decided to return to his office and match each firm with
the appropriate financing.
Question:
1. Which type of financing is appropriate to each firm?
2. What types of securities must be issued by a firm which is on the growing stage in order to meet
the financial requirements?

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Case study

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What happens when a big city retailer meets the relaxed provincial lifestyle?

A retail firm “Cunninghams” with branches throughout the country has
recently purchased “Drake and Dawsons” a family retail business in
Palmerston North. Drake and Dawsons has had a name change, the staff
have been retained and sent to training courses on customer service and
the whole department store has had an extensive refit so that it now has
a much more modern art deco style image with colours of peach, blue and
silver grey.

However, Janet Harding, the new manager of Drake and Dawsons who has
been transferred from Auckland, is having great difficulty in getting
the Drake and Dawsons staff to behave in a way that conforms to the
Cunningham image. She complains that the staff seem as if they are
sleepwalking. They do everything so slowly.

Although they have all been put on performance-based contracts so
that a proportion of their wages is on commission, this change has not
made them any more eager to sell to customers. They still waste time
chatting to each other, chatting to customers and take extended tea
breaks. She does not feel that they are at all antagonistic towards
her. They are just so entrenched in their patterns of behaviour that
they seem unable to understand what she requires of them. Janet wants
her staff to be knowledgeable, energetic and committed. She wants them
to show their enthusiasm in the way they deal with customers. Most of
all she wants to see some improvement in the sales figures. She has
pointed out to staff that every person who comes through the doors has
come to buy – it is up to them to help each person find something to
buy. The staff know their stock but they prefer to wait for customers
to approach them and ask for help rather than go out to them.

  1. Mini-Essay: Identify two key aspects of
    organisational behaviour covered in your textbook that you consider
    relevant to the communication issues in this case study and explain
    which, in your view, is the most important and why.Cite 2 scholarly
    sources (in addition to your text)and provide a reference
    list.(10%)

(500
words, excluding references)

2.Case Report: You are a communications
consultant writing a report advising Janet on the best way to solve her
problem in communication terms. Write your report highlighting the most
important issues and how to address them. (15%)

(850 words, excluding references)

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case study

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Case study 1

The purpose of this case study is to get you used to
incorporating Microsoft Project charts and reports into your project’s
progress reports. By now you should be able to work through the
mechanics of loading tasks, predecessors, resources, and costs into MS
Project. But the real challenge facing project managers is how to
interpret the data in MS Project and how to make it “useful” for you and
your stakeholders.
In this case study you will be given a scenario and asked to load the
project information into Microsoft Project. However, the purpose of this
case study is bigger than just properly loading the Microsoft Project
file. This case study requires you to interpret the MS Project results
and incorporate the issues and results in your communication with key
stakeholders. Your output of this case study explores the “softer” side
of project management, including how to communicate your results to your
key stakeholders in a clear and concise manner.
The point of the case study is to show you that projects experience
change over time, which forces you, the project manager, to modify and
adapt your project. This case study is broken into three sections,
Sections 1, 2, and 3. In each section you will be given some information
on your project and then asked to “respond” to some of your
stakeholders. Even though there are three sections in the case study,
you will only submit ONE document, due Week 6. This document will
include your answers for all three parts of the case study. [NOTE: Do
not be confused! It is very important that you understand that while the
case study is broken into three sections, you will not be submitting
your answer to each section separately, and you will not receive
feedback from your instructor after each section. Rather, you will work
through and submit your responses to all of the sections at one time.]

Background
NutroBalance produces a line of weight loss supplements and nutritional
snacks. A couple of years ago it introduced Ultra, a weight loss
supplement geared primarily towards men who lift weights and do
cardiovascular exercises. The Ultra pills have been a big success. Part
of NutroBalance’s strategic goals is to build off of that success by
formulating the Ultra pills to target other segments of the work-out
population. NutroBalance’s board of directors has decided to invest in a
pill called UltraMAX geared toward women who also lift weights and do
cardiovascular exercises. Since the core of the product has already been
produced, the project to introduce UltraMAX to the work-out world
really boils down to seeing if UltraMAX produces as good of results in
women as Ultra does in men.
You have been chosen to be the project manager of this weight-loss drug
study. The board of directors has fast-tracked this project and have
given you 140 days to identify your target consumers, have them test the
product, and then analyze and report on the results. Your project
(i.e., Task #1) will commence on February 22, 2010.
You have been given a team of four individuals:
Sarah, an analyst who is new to NutroBalance but who can help you
recruit and screen test subjects
Robert, a senior level analyst who has conducted drug studies for
NutroBalance before
Tony, an IT programmer
Lisa, a statistician who is highly competent at analyzing and
interpreting results.

Requirements
Initiating the Project
The following chart shows the 13 tasks in the project, their duration,
predecessors, and resources assigned to the task.
ID
Task Name
Duration
Predecessors
Resource

1
Identify Target Consumers
3

Sarah

2
Recruit Test Subjects
10
1
Sarah

3
Screen Test Subjects
20
2
Sarah

4
Finalize Test Subjects
5
3
Sarah

5
Prepare Product
10
4
Robert

6
Prepare Placebo
2
4
Robert

7
Develop Data Analysis Database
12
4
Tony

8
Develop Hypothetical Test Data
2
4
Sarah

9
Test the Subjects
65
5, 6
Robert

10
Test Database Using Hypothetical Test Data
5
7, 8
Tony

11
Input Actual Data into Database
7
9, 10
Lisa

12
Analyze Actual Data
8
11
Lisa

13
Prepare Findings Report
10
12
Lisa

SECTION 1.
After giving you this information, your manager, Alex, sends you an
e-mail and asks you for the number of days to complete the UltraMAX
testing project and the corresponding completion date. He would also
like to know which tasks are critical to completing the project on time.

For SECTION 1 you will “reply” to Alex by writing, in a paragraph or
less, the expected completion date and the tasks on the critical path.
You should also include a copy of the Critical Tasks Report that can be
generated from MS Project. [HINT: Go to the Report menu, click on
Reports, Overview, and then click Critical Tasks.]
[NOTE: Your response to Section 1 is due in Week 6 at the same time your
response to Sections 2 and 3 are due. Please include your response to
Section 1 in the same document that you include your answers to Sections
2 and 3. You will not receive feedback from your instructor prior to
moving on to your work on Sections 2 and 3.]
Resource Considerations
After you provide Alex with the number of days to complete the UltraMAX
testing project and the corresponding completion date, Alex responds
that he thinks the original estimate is “cutting it close.” He says that
if you can make sure the schedule doesn’t slip you might be all right.
To that point, he is forwarding along some additional information on
the cost of your resources (see table below.)
Resource
Std.Rate
Ovt. Rate

Sarah
$50.00
$75.00

Robert
$30.00
$45.00

Tony
$25.00
$37.50

Lisa
$20.00
$30.00

SECTION 2.
After sending you the resource information, Alex has asked that you
manipulate your schedule to incorporate this resource information (i.e.,
level the resources). He would like a preliminary project analysis and
supporting reports sent to him via e-mail so he may copy and paste it
into his weekly status report. He provides the following guidelines:
“In preparing your preliminary project analysis, I would like to see no
more than two to three paragraphs stating the pertinent information to
the project. The first paragraph should be a recap of the project so the
uninformed reader knows which project it is. The status of the project
should also be discussed, including the start date, length of project,
estimated cost of the project, and expected completion date. Discuss
whether or not there were any resources constraints. If the need arose
to level the resources, explain how it impacted the schedule. If the
schedule has pushed out beyond the timeframe the board of directors gave
you, provide suggestions for reigning in the timeframe. Also, briefly
analyze any risks that you may encounter during the course of the
project.”
For SECTION 2 you will “reply” to Alex by writing the status of the
project in two to three paragraphs. You should also include a copy of
the Overallocated Resources Report and the Resource Usage Report that
can be generated from MS Project. [HINT: Go to the Report menu, click on
Assignments, and then click Overallocated Resources. Also go to the
Report menu, click on Workload, then Resource Usage.]
[NOTE: Your response to Section 2 is due in Week 6 at the same time your
response to Sections 1 and 3 are due. Please include your response to
Section 2 in the same document that you include your answers to Sections
1 and 3. You will not receive feedback from your instructor prior to
moving onto your work on Section 3.]
Managing the Project
It is now time to kick off the project. Before the first task begins,
you should set a baseline of your project in MS Project.
Approximately a month and a half go by and your team is just finishing
up screening of the test subjects. Yikes, the project is behind schedule
and over budget! (Check out the actual duration for the first three
tasks.)
ID
Task Name
Actual Duration

1
Identify Target Consumers
2

2
Recruit Test Subjects
10

3
Screen Test Subjects
30

SECTION 3.
Now it’s time to report on the project status. This time your project
status will be in the form of an executive summary report that will be
distributed at the monthly board of directors’ meeting. This report
should be one to two pages in length, plus supporting MS Project
reports. It should provide an overview of the project, what has happened
to date, and the expected completion date and cost if all tasks remain
on schedul

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Case Study

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Read the
case study “The Fun Ship Experience at Carnival Cruise Lines,” which is
provided in your textbook, and answer the following questions: What
competitive challenges were Carnival Cruise Lines facing when they
decided to develop a new image branding strategy? Who are Carnival’s
main competitors? What advantages or disadvantages do they have when
compared with Carnival’s products and services? What environmental
issues does the cruise line industry pose as a challenge for Carnival’s
continued success? Conduct a strengths, weaknesses, opportunities, and
threats (SWOT) analysis of Carnival Cruise Lines.

Submit a 2- to 3-page Microsoft Word document.

Cite any sources using the APA format on a separate page.

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Case 1: The Fun Ship Experience at Carnival Cruise Line
We’re perfectly happy to be the Wal-Mart of the cruise industry.1
—Terry Thornton, vice president of marketing planning, Carnival Cruise Lines
In July 2005, the 2,974-passenger, 110,000-ton2 Carnival Liberty set sail after being christened by its “godmother,” actress Mira Sorvino. Built for $500 million, the ship was the 21st vessel sailing in Carnival Cruise Lines’ fleet, giving Carnival more passenger-carrying capacity than any other cruise line in the world. With 800-plus oceanview or balcony staterooms, 22 lounges and bars, four swimming pools, and a spiral water slide, Carnival Liberty was a far cry from the Mardi Gras, Carnival’s first ship, which was a converted transatlantic liner bought in 1972 for $6.5 million. For its part, the Mardi Gras seemed to signal an inauspicious beginning for Carnival when the ship ran aground at the tip of Miami Beach on its inaugural voyage—in full view of gawking vacationers. However, as Carnival lore had it, bartenders poured free drinks (including a new rum cocktail that a creative bartender dubbed a “Mardi Gras on the Rocks”3), passengers had fun, and the spirit of the “Fun Ships” brand was born.
The differences between the Mardi Gras and the Carnival Liberty symbolized the metamorphosis of the Carnival brand. Today’s Carnival was dramatically different than the company that cruise industry pioneer Ted Arison started with secondhand ships and savvy marketing. While North American passenger volume doubled between 1994 and 2004, Carnival’s volume tripled. More than 3 million guests sailed Carnival in 2004, the most in the company’s history, and a figure representing nearly one out of every three cruisers. For the fiscal year that included 2004, Carnival Corp. & plc, the parent company of Carnival Cruise Lines, reported record net income of $1.85 billion on revenues of $9.73 billion. Nine of Carnival’s ships, almost half of the line’s available berths,4 had been…

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Case study

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You should write the case study in such a way that you start your answers from line 1. That is, there is no need for large introductions that we see in essays. You should apply the
principles you have learned from lecture material/tutorials/readings that are specific to the case study. Case study 1 answers should be written in narrative form (i.e. sentences not bullet points), and should be 2000 words long, single spaced. Each case study should be referenced by including these at the end of the case. Case study write-ups will be marked down if the case length is greater than 10% more or 10% less than 2000 words. Note: More marks are gained by the quality of research applied in practice and the overall quality of the answer.
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Task/Questions for the case can be found at the conclusion of the case.

Case Study
Problem Statement:
You need to consider how you will identify the range of issues and problems in the following problem statement.
Lee Bineesh is a highly qualified but aggressive Singaporean CEO educated in Sydney who has just taken over as CEO of a company we shall call VRD Industries located in Singapore. Lee had a track record of working in fast cycle markets and achieving above average growth in developing industries. Lee’s arrival at VRD was greeted with much initial surprise followed by a steely resolve to change things. For over 40 years, the company manufactured component parts for the auto industry in both Europe, GM in the US and other US automakers. Recently, VRD has also exported to GM in China which has been identified as a growth market. VRD operated as three product-divisional strategic business units (SBUs) all located within the same industrial complex: 1) Automotive Parts 2) Infotainment and 3) Electrical& Energy. Each SBU has its own Divisional General Manager with a small office staff, a manufacturing manager, Quality Control Engineers, Process Supervisors, leading hands and upwards of 150 staff working within each factory centre. The three SBUs shared the normal Head Office functions of R&D, Technical, HR, Sales & Marketing, Accounting and Warehouse and Distribution. The top management team comes from the main VRD Head Office structure (8 senior managers). Middle management consists of about 12 managers in each factory. Functional or line managers consist of another 6 managers.

 

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Lee took over from Frank Delacy who had worked his way up in the business from the factory and had retired at age 70. For over 30 years, Frank had a steady team of managers at each of the SBUs including middle managers. Staff turnover was low with most managers (functional staff included) having been with the company for over 20 years. Staff loyalty to Frank was extremely high. Changes had been few. Despite discontinuities within the auto industry, Frank and some senior sales staff had built up long-term relationships at Detroit resulting in a fairly consistent sales growth with consistent supply contracts to Europe. Recently, discontinuities and the relentless pace of competition from China, Taiwan and Vietnam for component exports placed heavy pressure on VRD to compete. A new line of managers at Detroit following the GFC and aggravated supply contracts out of Europe meant sales had halved. This coincided with Frank’s retirement placing heavy pressure on Lee and the top team. Lee also appointed a change manager, May Wong, to assist the divisional and manufacturing managers to implement a change agenda. After some weeks of constant review, Lee realised that the company was too slow in production, had old job design methods and that conflict existed between the SBU divisional managers and their teams and between each SBU.
The basis of the conflict related to maintaining the current processes and systems that had held the company in good stead for many years and the type of change being imposed by Lee. For his part, Lee wanted an agile company, highly responsive to shifting markets, a cooperative team, and a highly efficient production process. It was no surprise then that each divisional manager had been advised that a staff reduction of 10 per cent had to occur within the next 6 months. This was difficult for senior management who had long-standing friendships with lower managers and line staff dating back to the 1990s and in some cases, the 1980s. Indeed, some factory staff had been on the same machine and processes for over 20 years. That processes needed to change and that manager’s had to “get off their backsides and do some real work” had suddenly become the ‘new’ culture. This shocked the senior team as they were more familiar with Frank’s easier fine-tuning and collaborative style. The problems and issues facing VRD came to a head for Lee after May’s quite detailed interviews and assessment of staff practices and policies. Mays exit polls consisting of qualitative questionnaires and several focus groups revealed further issues. Warehousing and Distribution staff accused sales and marketing of imposing unrealistic delivery estimates. Sales and marketing accused warehousing of being ‘too slow’. Fractious lines of communication started to appear within groups in each factory since more pressure was being placed on divisions for more efficiency. Also, following Frank’s departure, the impact of less capital expenditure and funds for resources appeared to create conflict between each SBU manager competing for a decreasing slice of the pie. This led to falling morale, a clash between managers for updating technical processes, and lower-level staff accusing managers of ruining a perfectly good company. After 6 months of constant conflict and falling sales, Lee asks May to also hire an outside change consultancy firm to assist the organisation deal with its next phase of growth. Lee was struggling for control and May was being flooded with an increasing list of day-to-day issues.
Task -required: Based on less than perfect information supplied about the VRD problem statement, you are required to act as an external change consultant to assist
the firm to:
1. Develop a set of realistic assumptions that you can add to the issues and problems expressed. These might typically be related to each other at: a) the organisational level,
b) the group level, c) the individual level. For instance, you might develop assumptions about leadership, about teams at each level, about creative thinking or lack of creative thinking, about innovation. List each assumption and discuss in a small paragraph why you have chosen this assumption. For the purposes of this analysis, you are presupposing
that your assumptions are real based on your own data collection;
2. Using existing theory(s) as a guide to assist your analysis, identify the type(s) of change that is occurring at VRD;

3. Why is the company finding it difficult to change given the theory-to-practice link?

4. Using the open system model outlined in your study book and text, identify the issues (from the problem statement and from your own assumptions) by redrawing and
populating each connecting box. Complete this exercise for as many times as you see connecting systems within (or external to) the company that is influencing change.
5. From point 4, use theory to justify your selection of the open systems identified. Here, you should use at least 7-10 separate references that support your selections and systems’ linkages.

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