What are your thoughts on this? What are the parameters and the potential implications for failure to adhere to those parameters
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Wirte an abstract about the case study below:
Research Case Scenario
28 year old, Friendly Frank, found himself
Case Questions:
The internet is a staple of the modern office. Some companies are concerned that the Internet (and its e-mail application) lead to increased theft of time in the workplace. But, others argue that the Internet promotes efficiency of information. Should companies simply get rid of the Internet at work or should they craft policies that acknowledge the reality that employees may occasionally use the Internet for non-work related tasks.
- What are your thoughts on this?
- What are the parameters and the potential implications for failure to adhere to those parameters?
Step by step
Solved in 3 steps
- 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. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.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?
- Case Study: Implementation of Connecticut’s Health Enhancement Plan Mr. Arnold is a bridge safety supervisor for the state of Connecticut. He has worked in many regions throughout the state and relies on state insurance plans for coverage. Within the past few years, he sustained an injury on the job and, while at the hospital, was diagnosed with COPD, after many years of smoking. He has begun paying closer attention to his health, but he still requires multiple medications and physician visits throughout the year. The year is 2010, and Mr. Arnold has heard that, starting next year, Connecticut will implement the Health Enhancement Plan for its state employees. The program follows V-BID principles by lowering patient costs for certain high-value primary and chronic disease preventive services and coupling services with enrollment requirements. As Mr. Arnold reads the informational booklets provided by the state, he discovers that HEP is unlike previous plans he has known in that it…2. What are the types of feasibility study? Explain and define each. Properly cite your sourcesCase StudySusan Parks is the part-owner and manager of Marathon Sports, an athletic equipment store that specializes inrunning shoes and accessories. The store employs about 10 people, most of whom are college students whowork part-time during the week and full-time on weekends. Marathon Sports is the only store of its kind in acollege town with a population of 125,000. The annual sales figures for the store have shown 15% growth eachyear.Susan has a lot invested in the store, and she works very hard to make sure the store continues to maintain itsreputation and pattern of growth. She works 50 hours a week at the store, where she wears many hats, includingthose of buyer, scheduler, trainer, planner, and salesperson. There is never a moment when Susan is not doingsomething. Rumor has it that she eats her lunch standing up.Employees’ reactions to Susan are strong and varied. Some people like her style, and others do not. Those wholike her style talk about how organized and efficient the…
- Case StudySusan Parks is the part-owner and manager of Marathon Sports, an athletic equipment store that specializes inrunning shoes and accessories. The store employs about 10 people, most of whom are college students whowork part-time during the week and full-time on weekends. Marathon Sports is the only store of its kind in acollege town with a population of 125,000. The annual sales figures for the store have shown 15% growth eachyear.Susan has a lot invested in the store, and she works very hard to make sure the store continues to maintain itsreputation and pattern of growth. She works 50 hours a week at the store, where she wears many hats, includingthose of buyer, scheduler, trainer, planner, and salesperson. There is never a moment when Susan is not doingsomething. Rumor has it that she eats her lunch standing up.Employees’ reactions to Susan are strong and varied. Some people like her style, and others do not. Those wholike her style talk about how organized and efficient the…Case StudySusan Parks is the part-owner and manager of Marathon Sports, an athletic equipment store that specializes inrunning shoes and accessories. The store employs about 10 people, most of whom are college students whowork part-time during the week and full-time on weekends. Marathon Sports is the only store of its kind in acollege town with a population of 125,000. The annual sales figures for the store have shown 15% growth eachyear.Susan has a lot invested in the store, and she works very hard to make sure the store continues to maintain itsreputation and pattern of growth. She works 50 hours a week at the store, where she wears many hats, includingthose of buyer, scheduler, trainer, planner, and salesperson. There is never a moment when Susan is not doingsomething. Rumor has it that she eats her lunch standing up.Employees’ reactions to Susan are strong and varied. Some people like her style, and others do not. Those wholike her style talk about how organized and efficient the…Case StudySusan Parks is the part-owner and manager of Marathon Sports, an athletic equipment store that specializes inrunning shoes and accessories. The store employs about 10 people, most of whom are college students whowork part-time during the week and full-time on weekends. Marathon Sports is the only store of its kind in acollege town with a population of 125,000. The annual sales figures for the store have shown 15% growth eachyear.Susan has a lot invested in the store, and she works very hard to make sure the store continues to maintain itsreputation and pattern of growth. She works 50 hours a week at the store, where she wears many hats, includingthose of buyer, scheduler, trainer, planner, and salesperson. There is never a moment when Susan is not doingsomething. Rumor has it that she eats her lunch standing up.Employees’ reactions to Susan are strong and varied. Some people like her style, and others do not. Those wholike her style talk about how organized and efficient the…
- CASE STUDY In September 2020, ACME Fabricators advised its staff that their new factory and offices out in semi-rural Angle Vale would be ready for completion by the end of April2022. ACME was a responsible company and liked to keep their premises clean and tidy and their staffhappy. The new premises were developed on a 4.5-hectare site, previously used for graincrops. Consequently, ACME decided that significant landscaping would be required to enhance the amenityof the otherwise bare land. The senior executive group pictured some land contouring with an attractivegreen lawn, and trees and shrubs to soften the impact of otherwise stark commercial buildings. Accordingly,they notionally allocated $232,000 for the project, and developed a tender document that called for the workto be completed by the time they moved to the new premises. They then invited proposals for landscapingand quotes for the work.A company called Arbor Industries submitted an artist's sketch for the ACME evaluation…CASE STUDY In September 2020, ACME Fabricators advised its staff that their new factory and offices out in semi-rural Angle Vale would be ready for completion by the end of April2022. ACME was a responsible company and liked to keep their premises clean and tidy and their staffhappy. The new premises were developed on a 4.5-hectare site, previously used for graincrops. Consequently, ACME decided that significant landscaping would be required to enhance the amenityof the otherwise bare land. The senior executive group pictured some land contouring with an attractivegreen lawn, and trees and shrubs to soften the impact of otherwise stark commercial buildings. Accordingly,they notionally allocated $232,000 for the project, and developed a tender document that called for the workto be completed by the time they moved to the new premises. They then invited proposals for landscapingand quotes for the work.A company called Arbor Industries submitted an artist's sketch for the ACME evaluation…CASE STUDY Jeff Spud from ‘Spud’s Farm’ is your client and is a medium sized potato farmer on the north-west coast of Tasmania. You are asked to give him financial and business advice on how his business can survive the problems he is facing from powerful buyers of his produce and with competition from other local, interstate and overseas producers. His previous contracts for his potato crop have been from McCain, a global company. Previously he was able to form a collective with other farmers in the region to negotiate the price to be paid by McCain per tonne. He understands there is some legal issue on negotiating price as a collective and requests advice on this. Jeff has explained that he can produce 50 tonnes of potatoes per hectare and the contract price per tonne he has been given is $248. He has potentially 45 hectares of farm he can use for potatoes. He has provided you with the estimated fixed and variable costs for each farmed hectare. Below are some snippets from recent…