QuestionCarry out a K. T. Situation analysis on the Exxon Valdez spill that is discussed as attached; Situation Analysis81. "The Exxon Valdez": It is 12:45 A.M. on March 24, 1989; you have just been alertedthat the Exxon Valdez tanker has run aground on the Bligh Reef and is spilling oil atan enormous rate. By the time you arrive at the spill, six million gallons of oil havebeen lost and the oil slick extends well over a square mile.A meeting with the emergency response team is called. At the meeting it is sug-gested that a second tanker be dispatched to remove the remaining oil from theExxon Valdez. However, the number of damaged compartments from which oil isleaking is not known at this time and there is concern that if the tanker slips off thereef, it could capsize if the oil is only removed from the compartments on thedamaged side.The use of chemical dispersants (i.e., soap-like substances), which would break upthe oil into drops and cause it to sink, is suggested. However, it is not known if thereis sufficient chemical available for a spill of this magnitude. The marine biologist atthe meeting objected to the use of dispersants, stating that once these chemicals arein the water, they would be taken up by the fish and thus be extremely detrimental tothe fishing industry.The use of floatable booms to surround and contain the oil also brought about aheated discussion. Because of the spill size, there is not enough boom material evento begin to surround the slick. The Alaskan governor's office says the availablematerial should be used to surround the shore of a small village on a nearby island.The Coast Guard argues that the slick is not moving in that direction and that thebooms should be used to contain or channel the slick movement in the fjord. TheDepartment of Wildlife says the first priority is the four fisheries that must be pro-tected by the booms or the fishing industry will be depressed for years, perhapsgenerations to come. A related issue is that millions of fish were scheduled to bereleased from the fisheries into the oil-contaminated fjord two weeks from now.Other suggestions as to where to place the boom material were also put forth at themeeting.

An Organizational Method for Decision Making KT Approach (Kepner–Tregoe Approach) : KT approach is…

Answered: Carry out a K. T. Situation analysis on…

Business

Operations Management

Carry out a K. T. Situation analysis on the Exxon Valdez spill that is discussed as attached;

Understanding Management (MindTap Course List)

10th Edition

ISBN:9781305502215

Author:Richard L. Daft, Dorothy Marcic

Publisher:Richard L. Daft, Dorothy Marcic

Chapter15: Managing Quality And Performance

Section: Chapter Questions

Problem 1GL: Create a Group Control System Step 1 Form into groups of three to five students. Each group will...

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Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. " Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Continue Westwind's zero-tolerance policy toward shoplifting. It's the right thing to do—and it Will pay Off in the end in higher profitability because the chain's reputation for being tough on crime Will reduce overall losses from theft.
Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. " Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Adopt Chris Dykstra`s proposed changes, but with a higher limit than the proposed $20 amount (say, $50 or $100), but which is still less than the cost of prosecution. In addition, make sure that the policy isn't publicized. That way, you'll reduce costs even more and still benefit from your reputation for prosecuting all shoplifters.
Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. "Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Adopt Chris Dykstra's proposed changes and show more leniency to first-time offenders. It is a more cost effective approach to the problem than the current policy, plus it stays close to your father's Original intent.
Create a Group Control System Step 1 Form into groups of three to five students. Each group will assume that another student group has been given an assignment of writing a major paper that will involve research by individual group members that will be integrated into the final paper. Each group member has to do his or her part. Step 2 Your assignment is to develop a list of rules and identify some statistics by which to control the behavior of members in that group. Brainstorm and discuss potential rules to govern member behavior and consequences for breaking those rules. Step 3. first, select the five rules that you think are most important for governing group member behavior. Consider the following situations that rules might cover: arriving late for a meeting; missing a meeting; failing to complete a work assignment; disagreements about desired quality of work; how to resolve conflicts about paper content; differences in participation, such as one person doing all the talking and someone else talking hardly at all; how to handle meetings that Start late; the use of an agenda and handling deviations from the agenda; and any other situation that your group thinks a rule should cover that your group thinks a rule should cover.
At the close of your project, you measure the customer satisfaction and findthat some customer needs were not fully met. Your supervisor asks you whatsteps you took on your project to improve customer satisfaction. Whichsubsidiary plan would you consult to determine this information?A. Communications management planB. Staffing management planC. Quality Management planD. Risk management plan Customer satisfaction should be measured at the end of the project tomaintain long-term relationships. Which of the following is NOT always anaspect of customer satisfaction?A. The product meets its stated and unstated requirementsB. The product is high qualityC. The customer’s needs are metD. The project is profitable
Outline a background of the case below. (Please note that this is not an essay question.) In June 2011, Steve Katsaros, founder and CEO of Nokero, was contemplating how to build on his company's accomplishments during the last 12 months. Nokero, a marketer of solar bulbs, has emerged as a successful born-global social enterprise. Opportunities in the Social Enterprise Sector As previously mentioned, Nokero, has been engaged in partnership programs with various social enterprises, such as Project CURE and American Green. Social enterprises have actively sought out Nokero for possible partnerships.
building project failures Exactracted from (News 24,2021) with reference to case study provided the 1.1criically discuss the primary reason contributing to failure of building 1.2 in reference to the reasons provided in question 1.1 above, discuss the impact of project failures and suggest solution that can be considered by project managers to mitigate against future project failures 1.3 with reference to construction project,critically discuss the contents of a project quality plan. your response should refer to reference to revent examples
Analysis of Journal Article: Fergnani, A (2022) Corporate Foresight: A New Frontier for Strategy and Management, Academy of Management Perspectives, Vol.36, No.2 pp.820-844. Q1 Provide an evaluation of the strengths of Fergnani’s article (100words) Q2 Provide an evaluation of the weaknesses of Fergnani’s article (100words) Q3 In your view is foresight and scenario planning a useful tool for businesses to use in practice, can you identify any limitations, or issues with foresight and scenario planning for businesses, ie: for firms in particular industries, markets or macroeconomic conditions. (300words)
1. Using the Opportunity-Loss (aka minmax regret) strategy: What is the Maximum Regret if "One Examiner" is hired? 2. Using the Opportunity-Loss (aka minmax regret) strategy: What is the Maximum Regret if "Two Examiners" are hired? 3. Using the Opportunity-Loss (aka minmax regret) strategy: What is the Maximum Regret if "Three Examiners" are hired? 4. If she uses the Opportunity-Loss (aka minmax regret) strategy, how many new examiners will she decide to hire?
Read the case scenario. You walk into your office one morning and see an article on your desk. You pick it up and realize that the President and CEO placed it there! She also has some questions on a post-it note and a request for recommendations. Alexandria Marvel was exhausted. She had just finished a long meeting with her current VP of Headquarter Operations, Michael Brown. Michael, who was getting ready for retirement, gave her a rundown of a recent crisis that impacted the company. While the dust seemed to be settling, Alexandria recognized that this was one of the worst things to happen to the company. Michael recalls the crisis in the following way: “On the morning of January 19th, I got a call from Joanne Edwards, my contact at our major distributor, Happy and Healthy Foodmart. She told me that three of her customers had complained that LSN’s echinacea had made them ill. I called our legal department immediately to put them on alert. By noon that day, the number of reported…
Read the case scenario You walk into your office one morning and see an article on your desk. You pick it up and realize that the President and CEO placed it there! She also has some questions on a post-it note and a request for recommendations. Alexandria Marvel was exhausted. She had just finished a long meeting with her current VP of Headquarter Operations, Michael Brown. Michael, who was getting ready for retirement, gave her a rundown of a recent crisis that impacted the company. While the dust seemed to be settling, Alexandria recognized that this was one of the worst things to happen to the company. Michael recalls the crisis in the following way: “On the morning of January 19th, I got a call from Joanne Edwards, my contact at our major distributor, Happy and Healthy Foodmart. She told me that three of her customers had complained that LSN’s echinacea had made them ill. I called our legal department immediately to put them on alert. By noon that day, the number of reported…
Read the case scenario. You walk into your office one morning and see an article on your desk. You pick it up and realize that the President and CEO placed it there! She also has some questions on a post-it note and a request for recommendations. Alexandria Marvel was exhausted. She had just finished a long meeting with her current VP of Headquarter Operations, Michael Brown. Michael, who was getting ready for retirement, gave her a rundown of a recent crisis that impacted the company. While the dust seemed to be settling, Alexandria recognized that this was one of the worst things to happen to the company. Michael recalls the crisis in the following way: “On the morning of January 19th, I got a call from Joanne Edwards, my contact at our major distributor, Happy and Healthy Foodmart. She told me that three of her customers had complained that LSN’s echinacea had made them ill. I called our legal department immediately to put them on alert. By noon that day, the number of reported…