Aa.59.
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- When the idea first occurred to her, it seemed like such a win-win situation. Now she wasn't so sure. Marge Brygay was a hardworking sales rep for Inspire Learning Corporation, a company intent on becoming the top educational software provider in five years. That newly adopted strategic goal translated into an ambitious, million-dollar sales target for each of Inspire's sales reps. At the beginning of the fiscal year, her share of the sales department's operational goal seemed entirely reasonable to Marge. She believed in Inspire's products. The company had developed innovative, highly regarded math, language, science, and social studies programs for the K— 12 market. What set the software apart was a foundation in truly cutting-edge research. Marge had seen for herself how Inspire programs could engage whole classrooms Of normally unmotivated kids; the significant rise in scores on those increasingly important standardized tests bore Out her subjective impressions. Bur now, just days before the end of the year, Marge's sales were $1,000 short of her million-dollar goal. The sale that would have put her comfortably over the top fell through due to last-minute cuts in one large school system's budget. At first, she was nearly overwhelmed with frustration, but then it occurred to her that if she contributed $1,000 to Central High, the inner-city high school in her territory probably most in need of what she had for sale, they could purchase the software and put her over the top. Her scheme would certainly benefit Central High students. Achieving her sales goal would make Inspire happy, and it wouldn't do her any harm, either professionally or financially. Making the goal would earn her a $10,000 bonus check that would come in handy when the time came to write out that first tuition check for her oldest child, who had just been accepted to a well-known, private university. Initially, it seemed like the perfect solution all the way around. The more she thought about it, however, the more it didn't quite sit well with her conscience. Time was running out. She needed to decide what to do. 1. Donate the $1,000 to Central High, and consider the $10,000 bonus a good return on your investment.Subject - Managerial Skills Question- Describe the operations management issues that the Dreamliner team faced. Could these issues have been avoided? Why or why not? I want answers in points with full explanation.en Wilson had done it all at Wilson Manufacturing, a company founded by his grandfather 63 years ago. Among his many duties, Ken oversaw all the plant’s operations, a task that had grown in responsibility given the company’s rapid growth over the past three decades. When Ken’s grandfather founded the company, there were only two manufacturing sites. Expansion and acquisition of competitors over the years had caused that number to grow to over 50 manufacturing plants in 18 states. Wilson Manufacturing had a simple process the produced only two products, but the demand for these products was strong and Ken had spent millions of dollars upgrading his facilities over the past decade. Consequently, most of the company’s equipment was less than 10 years old on average. Wilson’s two products were produced for local markets, as prohibitive shipping costs prevented shipping the product long distances. Product demand was sufficiently strong to support two manufacturing shifts (day and night) at…
- Why would an operational manager be willing totake on more work in the form of supervising anIT function?Easy Electronics produces CD players using an automatedassembly line process. The standard cost of CD players is$139 per unit (labor, $28; materials, $66; and overhead, $45).The sales price is $275 per unit. a. To achieve a 12 percent multifactor productivity improve-ment by reducing materials costs only, by what percent-age must these costs be reduced?b. To achieve a 12 percent multifactor productivity improve-ment by reducing labor costs only, by what percentagemust these costs be reduced?c. To achieve a 12 percent multifactor productivity improve-ment by reducing overhead costs only, by what percent-age must these costs be reduced?Honest tea company What are some of Seth Goldman’s responsibilities as “TeaEO” of Honest Tea? Provide 3 examples.
- 5 important points with the long explanation every point thank u Topics : Just In Time -> About Operational managementScenario # 2: Compensation and Benefits AdministrationYou just finished analysing information for the current compensation and benefits program information. You find thatsome changes should be made, as the majority of employees (you have 120 employees) are unhappy with what isbeing offered. In fact, the plan had not been revised in over fifteen years, making it dated and definitely ready forsome changes.One of the major points of contention is the Paid Time Off (PTO) the organisation offers. Employees feel the currentsystem of sick time and vacation time offers too few options. For example, one employee says, “I often come to worksick, so I can still have my vacation time for my vacation.” Another employee says, “I have given nine years to thisorganisation, but I receive only three days more than someone who has just started.” Here is the current PTO offering:1+ year 7 days5+years 10 days10+ years 14 days. Question a. Give a Definition of compensation package.Scenario # 2: Compensation and Benefits AdministrationYou just finished analysing information for the current compensation and benefits program information. You find thatsome changes should be made, as the majority of employees (you have 120 employees) are unhappy with what isbeing offered. In fact, the plan had not been revised in over fifteen years, making it dated and definitely ready forsome changes.One of the major points of contention is the Paid Time Off (PTO) the organisation offers. Employees feel the currentsystem of sick time and vacation time offers too few options. For example, one employee says, “I often come to worksick, so I can still have my vacation time for my vacation.” Another employee says, “I have given nine years to thisorganisation, but I receive only three days more than someone who has just started.” Question: Here is the current PTO offering:1+ year 7 days5+years 10 days10+ years 14 days. Question a.What four cost considerations would…
- Scenario # 2: Compensation and Benefits AdministrationYou just finished analysing information for the current compensation and benefits program information. You find thatsome changes should be made, as the majority of employees (you have 120 employees) are unhappy with what isbeing offered. In fact, the plan had not been revised in over fifteen years, making it dated and definitely ready forsome changes.One of the major points of contention is the Paid Time Off (PTO) the organisation offers. Employees feel the currentsystem of sick time and vacation time offers too few options. For example, one employee says, “I often come to worksick, so I can still have my vacation time for my vacation.” Another employee says, “I have given nine years to thisorganisation, but I receive only three days more than someone who has just started.” Here is the current PTO offering:1+ year 7 days5+years 10 days10+ years 14 days. Question: a. What four other considerations you would you…Customer application to licence software of the firm has boomed 2-company development and organisational structure is so fast 3-customers get bosses to listen to their thoughts and to move on them *Question: what sort of issues is organising and controlling?Task description: James Kudos founded Kudos in 1984 in Melbourne, Australia, with $1,000 and a unique vision of howtechnology should be designed, manufactured and sold. More than 4.4 million customers later and withan annual IT budget of approximately $500 million per year, Kudos has made an indelible mark on thecomputer industry—and the world. The company ships more than 1,000 personal computer systemsevery day to customers in 120 countries and employs 50,000 people worldwide.Long known as one of the world’s largest manufacturers of personal computers and laptops, Kudos hasgrown into a multi-national hardware and infrastructure provider. It also provides IT services andsolutions across its branches. Rapid growth led to regionally specific expansion from country to country.Kudos ended up with unique manufacturing facilities, regional order management systems, anddifferent operating processes and systems throughout the world.Anne Smith, Kudos’s Vice President of IT Strategy, Technology…