Management plan for Palaui Island Protected Landscape and Seascape
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Management plan for Palaui Island Protected Landscape and Seascape
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- Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?is it necessary to identify the cause of the problem?
- The Stone River Textile Mill was inspected by OSHA and found to be in violation of a number of safety regulations. The OSHA inspectors ordered the mill to alter some existing machinery to make it safer (e.g., add safety guards); purchase some new machinery to replace older, dangerous machinery; and relocate some machinery to make safer passages and unobstructed entrances and exits. OSHA gave the mill only 35 weeks to make the changes; if the changes were not made by then, the mill would be fined $300,000. The mill determined the activities in a PERT network that would have to be completed and then estimated the indicated activity times, as shown in the table below. Construct the PERT network for this project and determine the following:One of Avondale Industries’ global locations (located just outside of London, England) is part of the aircraft wheel and brake production and repair division and focuses on brake repair for aircraft at the nearby Heathrow Airport. The site competes with three other companies in the area to provide brake repair service. Improvements in brake design on several aircraft that the site has service contracts with has necessitated the installation of new equipment to aid the company in responding more quickly and efficiently to service demands. Avondale’s training and development office has been asked to arrange for employee training on the new equipment within one week. What is the most important reason for the employees to be trained quickly to operate the new equipment? Employees’ skills need to be constantly upgraded for the company to maintain its ability to respond quickly to customer demand. Employees need to be aware that their jobs could be in jeopardy if they don’t…The Stone River Textile Mill was inspected by OSHA and found to be in violation of a number of safety regulations. The OSHA inspectors ordered the mill to alter some existing machinery to make it safer (add safety guards, etc.); purchase some new machinery to replace older, dangerous machinery; and relocate some machinery to make safer passages and unobstructed entrances and exits. OSHA gave the mill only 35 weeks to make the changes; if the changes were not made by then, the mill would be fined $300,000. The mill determined the activities in a CPM/PERT network that would have to be completed and then estimated the indicated activity times, as shown in the following table: Construct the project network for this project and determine the following: a. Expected activity times b. Earliest and latest activity times and activity slack c. Critical path d. Expected project duration and variance e. The probability that the mill will be fined $300,000
- Summit Motors’ records indicate that less than 40% of its new car buyers remain loyal service customers after the first free service. The dealer is keen to increase the percentage to at least 50%. A number of different attributes have been identified as affecting the patronage of a service facility and the dealer wants to conduct a small survey among new car purchasers who have bought cars during the past two years to assess customer views. The attributes affecting patronage are considered to be whether or not: • the job is done first time • complaints are dealt with speedily • warranty work is attended to promptly • the dealer can do any job required • service is available when required • the service is friendly and courteous • a car is ready when promised • only necessary work on a car is performed • service prices are low • the car is cleaned up after service • the service facility is…Compare and contrast management approaches to sustainability in business organisations.Read the following case scenario and make a return-to-work plan: Cen co. is a logging company operating in Ontario. It employs 30 employees in various jobs such as tree faller, yard operator, truck driver, machine operator, logging skidder operator and yard operator. The jobs are physically demanding and the company ensures all employees are given safety training before they carry out their jobs. The company has a zero-tolerance policy for alcohol and substance use, a common problem among workers in the industry. Workers have to sign off on the policy as a condition of employment. In 2019, two workers had an incident and suffered minor injuries. An investigation was conducted, it was found the two workers had been smoking Cannabis earlier in the day and were impaired. Both workers were fired for being impaired at work. The company also has a furniture shop where it uses some of the logged wood to make custom built furniture pieces. At the furniture store, the company hires 20…
- List and Expalin any sustainable practices being currently implemented in the resort discussing the pros and cons to the practices.ABC Inc. is a non-profit organization which serves more than 65,000 individuals whose mission is to provide, to persons with developmental and other disabilities, residential facilities, care and services that will meet their physical, spiritual and psychosocial needs in order that they will realize a quality of life that is valued by society. Develop a possible Strategic Plan for the residential facilityRead and analyze the following article. Manila Bay Beach Nourishment Project After years of being known for its polluted waters, Manila Bay suddenly got a facelift as the government decided to take a big risk by overlaying mounds of artificial white sand (dolomite) on a part of the bay's naturally gray shoreline. This project, which is spearheaded by the Department of Environment and Natural Resources (DENR), was instantly met with harsh disapproval. In September, the overlaying of the dolomite in Manila Bay beach or the beach nourishment project caught public attention, stirring curiosity and setting off waves of people flocking to the area to get a glimpse of the "white sands". Many criticized the project, throwing allegations at the DENR, calling the project a health hazard and a waste of public funds. But the DENR emphasized that the beach nourishment with the use of dolomite is a significant component of the rehabilitation aimed to protect the coastal resources in the area and…