It is evident that organizations must take advantage of opportunities, but in the context of a 20 Mile March, why is it important to hold back or employ self-imposed constraints when conditions might be good?
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It is evident that organizations must take advantage of opportunities, but in the context of a 20 Mile March, why is it important to hold back or employ self-imposed constraints when conditions might be good?
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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.Malik is looking to successfully implement MBO in his organization. To this end, he is focusing on three out of five divisions: accounting, sales, and distribution. He is going to first start with these three divisions and then implement MBO in operations and human resources if everything goes smoothly. Based on this information, Malik will have an effective MBO program. True or FalseKristy could remind her team of the goal, then look at her sales toolsor resources, and decide which ones to replace or refurbish. What could be the possible action plan?
- What action would you suggest to avoid the problem ofworkarounds?I apologize for a long post, but I had to ensure all the information is here. The scenario's primary question is at the very bottom: You are an assistant manager at the Best Bean Coffee Shop. The manager liked the work you conducted for the purchase of the new coffee machine so much that you were selected, again, to conduct another analysis and provide your recommendation. Currently the coffee shop is fully staffed and open 6 days a week from 05:00 – 21:00 (Monday-Saturday), running three shifts as identified in the table. Morning (05:00 – 11:00) Afternoon (11:00 – 17:00) Evening (17:00 – 21:00) 2 each Cashiers 2 each Cashiers 1 each Cashier 5 each Baristas 5 each Baristas 2 each Barista 1 each Assistant Manager 1 each Assistant Manager 1 each Assistant Manager The following table provides the current Costs/Revenues for the coffee shop. Cost/Revenues Table Shift Position N0 Wage / Hr Hrs / Shft Days / Wk Wages / Week Average Sales…Tree Trimming ProjectWil Fence is a large timber and Christmas tree farmer who is attending a project man-agement class in the spring, his off season. When the class topic came to earned value, he was perplexed. Isn’t he using EV? Each summer Wil hires crews to shear fields of Christmas trees for the coming Holiday season. Shearing entails having a worker use a large machete to shear the branches of the tree into a nice, cone-shaped tree. Wil describes his business as follows:A. I count the number of Douglas Fir Christmas trees in the field (24,000).B. Next, I agree on a contract lump sum for shearing with a crew boss for the whole field ($30,000).C. When partial payment for work completed arrives (5 days later), I count or estimate the actual number sheared (6,000 trees). I take the actual as a percent of the total to be sheared, multiply the percent complete by total contract amount for the partial payment [(6,000/$30,000 = 25%), (.25 × $30,000 = $7500)].1. Is Wil over, on, or below…
- A total rewards plan must meet the specific needs of an organization’s strategy while incorporating current trends and issues that exist in the current workforce. Discuss methods to coordinate total rewards plans to an organization’s strategic operations.How would you incorporate current trends or issues into the methods you identified?Explain the difference between "operations as a function" and "operations as an activity". Please explain clearly and give an example for me to understand thank you very much.Dining attendants stand at the restaurant for long hours including over time, If you are the manager what strategy that will benefit your employees to lessen the fatigue from standing ?
- Is each department meeting the targets? How are operational activities supporting the organizational strategy? Are activities and projects efficient enough or is optimization necessary?What are the differences between tangible and intangible resources? Why is it important for decision makers to understand these differences? Are tangible resources more valuable for creating capabilities than are intangible resources, or is the reverse true? Why?TASK 1: What is Cooperative Enterprise from the Caribbean Management Training Programmes. Create a concept Map about cooperatives. Follow the guidelines below in performing the task. OUTPUT CONDITION 1. Create a concept map about cooperatives using the information you gathered while reading the first reading material in this module. 2. You can use SmartArt in Microsoft Office to create your own or any other software available for you. 3. On a separate paper explain the content of your concept map. Express your thoughts in 200-300 words and indicate the total word count.