Business

Short Essay  Answer the following 2 question in form of a short essay and each question answer should be of 600  in words. no introduction or conclusion is need just Answer the question Directly and clearly. Q1. What has been the impact of the stock market on contemporary capitalism? Q2. The Eu project was supposed to unite Europe, but instead according to Hall it’s done the opposite. Explain  N.B Both questions answers should be 600 in words.

(don’t worry about word counting as long you answer all the questions) Your client is a large pharmaceutical company operating and manufacturing globally.  The company wants to choose a location to construct a new facility to ramp up the manufacture, production, and sales of vaccines. The company expects a huge demand in new vaccines in the year 2021. Review the data file posted here.   This file details the company’s most recent 2019 tax provision calculations.  Add a column to compute net income.   Use this data to prepare a dashboard in Tableau.  The company would like your help in choosing a location to open a new manufacturing facility.  The goal is to maximize net income and/or minimize taxes.  Where do you recommend?  Why? Consider the industry – what other factors may be important to choosing a location? Discuss the reasoning for your selection and prove the logic of your recommendation. Prepare a succinct well organized 1-2 page memo (max 1000 words) to the client explaining your recommendation. Visually integrate results from your analysis  into your memo.  Provide proof and evidence to support your recommendation. Attach a pdf of the dashboard as an appendix to the memo as support. Grammar, spelling and punctuation will be considered in your grade. Deliverables:  Memo with analysis, support and recommendation Dashboard prepared in Tableau – save and attach a PDF   (NOT the Tableau file) This is an INDIVIDUAL project! (You may alternatively use Power BI instead of Tableau.  However, Power BI is a windows application and does not work with mac os.)

Overview Appreciative inquiry is a newer tool OD practitioners use to help facilitate change.  Our text discusses the 5-D approach to using appreciative inquiry.  The 5-D model can be leveraged for creating positive change within the organization.  The first 4-D’s are: Discovery Dream Design Delivery For an OD it is important to use the fifth D, Define.  This is the key for OD practitioners to help them clearly and effectively communicate the changes and different states within a project.  Rothwell, Stavros, and Sullivan, 2016 state “In this phase, the guiding question is, “What generative topic do we want to focus on together?” This phase often involves reframing or clarifying a pressing organizational issue into opportunity areas for further inquiry.   Read the Article: A Blueprint for Change: Appreciative Inquiry ( https://gbr.pepperdine.edu/2010/08/a-blueprint-for-change-appreciative-inquiry/ ) Prompt Select one of the three principles discussed in the article.  How can knowledge of the principle you selected facilitate your ability to create change within an organization?  What is a specific appreciative inquiry type of question you would use to further the clients’ ability to move forward in the principle you chose?

Choose a pre-existing brand or designer. You are working as a stylist designer for this brand. Using the 6 steps in the product development process, create a new product or line for this preexisting name.  Sketch, Cost Analysis, trend board, sample, or any kids of diagram to explain production/distribution/visual display. Plan the product(s)/line. How will you conduct your research? Consider trends, colors, fabrics, and other materials. Create a trend board. A trend board is a visual representation of things that affect the target customer.  Define the specific consumer group Create the design(s) concept. Create a design sketched or developed in muslin.  Is it original and creative? Does it fit the desired image? Develop the design(s) AND Create a visual or sample. Who will create your pattern? How will they be created? Who will be your sample hand? Who will you present your design to? How are you going to assign a style number? How will CAD CAM or CIM help?  Plan production. This is where the product development process begins. Consider sourcing. Where will the components of the garment be purchased, cut, sewn and packaged? Determine the final cost of production. Initiate production. Cutting; including grading, marking, and spreading material. How will computers play a role? Sewing; robotic, computerized, or single hand sewing? Finishing the product; buttons, zippers, washing, dyeing, pressing, hanging etc. Inspecting the Product; Quality assurance or QA Distribute the product. Sales tickets and bar codes must be added. Shipments must be consolidated and sent to retailers by truck, rail, air or sea. Consider the recut process.

MoneyBall: The Art of Winning an Unfair Game. “The one constant through all the years…has been baseball. America has rolled by like an army of steamrollers. It has been erased like a blackboard, rebuilt and erased again. But baseball has marked the time. This field, this game: it’s a part of our past. It reminds us of all that once was good and that could be again.” In 1980, Billy Beane forfeited a football and baseball scholarship to Stanford University to sign with the New York Mets. Along with Darrell Strawberry, he had been one of two players the Mets had selected in the first round of the major league draft. Beane had inordinate athletic talent and the “look” of an exceptional physical specimen. A decade later, however, he sported a dismal.219 batting average and felt it was wiser to halt his career and become a scout for the Oakland A’s. By 1997, he had ascended to the position of the team’s general manager. In so doing, he was prepared to conduct an experiment in sabermetrics—a real-life test of Bill James’s new paradigm. What would happen if the team’s decisions were based on scientific data? This experiment was prompted by four factors. First, ironically, his own personal “insider” experience in baseball revealed how wrong insider knowledge could be. He looked like the prototypical outfielder and wowed the scouts with his sheer athleticism. But, as Beane understood, the hidden reality was that he could not hit very well. Second, when he joined the Athletics, the general manager was Sandy Alderson, a Harvard law school graduate who had never played baseball but who was an advocate of Bill James. He provided Beane with access to the sabermetrics’ paradigm. Third, not wed to the traditional insider paradigm, Beane became enamored with the possibilities that inhered in actuarial decision making. It might give him an edge when competing against other teams. Fourth, the Oakland A’s were financially strapped. With a limited budget, Beane would have to win without the luxury of high-priced players. Unless he drafted well and traded for bargains, his team would be consigned to the lower echelon of the American League. Beane’s success in using evidence-based baseball is wonderfully chronicled in Michael Lewis’s Moneyball. Dismantling the Athletics’ reigning organizational culture that reflected the traditional insider paradigm, he insisted on making player personnel decisions based on meaningful statistics that could be shown to predict success in the major leagues (such as on-base-percentage). In so doing, he compiled a team that enjoyed a high level of success. As Table 1 shows, within two years the A’s had a winning record. Then, from 2000 until 2006, the team averaged nearly 95 wins a year. Over the same period, the powerful New York Yankees averaged only two wins more. Michael Lewis’s book, Moneyball, documents the effective use of evidence-based practices by Billy Beane, the general manager of the Oakland Athletics. Lewis shows how Beane’s reliance on theoretically relevant statistics and on a scientific approach to baseball allowed him to achieve winning seasons despite being burdened by severe budget constraints. His approach spurred much antagonism in the baseball community because it challenged many long-standing, but ultimately unsupported, practices. In this context, Moneyball provides a useful conduit through which to assess why many correctional agencies are ineffective in the services they provide. In fact, the points of comparison between baseball and correctional practices are striking and warrant careful illumination. Although invaluable, these efforts do not address the reverse side of the coin: If certain programs have few effects, then what does work to reduce recidivism? Again, strides in this direction have been taken, but mostly by a limited and aging group of scholars. The challenge ahead is thus for a new generation of managers to engage in knowledge construction—that is, to use evidence to design the processes of total quality management. Second, as information on what works continues to mount—as it is now doing—knowledge dissemination will have to occur. Sometimes called “technology transfer,” there are minimal conduits for sharing detailed knowledge on how best to assess and reform offenders. In many cases, the difficulty is not practitioners’ receptivity to knowledge but their inability to secure training in evidence-based practices. Third, knowledge fidelity will be a continuing concern. Even when evidence-based practices are developed and shared, it will be difficult to ensure that programs are implemented and sustained with integrity. Limited resources, an absence of follow-up training, shifting staff, a changing political environment—these and a range of other factors can result in corners being cut and treatments being robbed of their capacity to transform the wayward. It must be an important point of emphasis in the time ahead. Despite these hurdles to surmount, the emergence of evidence-based corrections is an uplifting development. Michael Lewis’s Moneyball illuminated the power of evidence to achieve wonders in difficult circumstances. It thus created excitement and the chance for new vistas in a sport rich in, but also burdened by, its traditions. To be sure, a statistical, data-driven approach is not a panacea. But as in baseball, this paradigm does offer a formidable and still largely untapped strategy for transforming the correctional landscape. In so doing, advocates of evidence-based corrections have the potential to improve offenders’ lives and to enhance public safety. This is a worthy adventure to join. Baseball is life. Assignment: After Reading the BOOK (not just watching the movie….), think about baseball, the American past-time, as a constant, how can it be that it has changed? Many organizations with a strong sense of tradition and history find it difficult to innovate and adapt to changing times. As a manager you are required to initiate, innovate, and impact change! Construct a paper that answers each of the questions below (not a Q&A!) but a paper that incorporates the answers the questions into a logical and complete paper .  Your answers should include specific references to events in the book and relate these events to the readings assigned and the topics we’ve discussed in the course thus far (using specific references to readings).  This is not a Q&A session!!!!! This is not a book summary!!!! This is a full fledged paper!!! If you simply give me a numbered answer to the questions – you will fail this assignment. You must use outside resources, opinions, examples from the book, etc. Use proper APA6.0 citations for your sources. Please do not scout the internet (like Course Hero…) and find a pre-fab answer, I want your opinion. Guide topics for you to explore (this is not a Q&A list – it is by no means a COMPLETE listing of what the assignment should include – these are just “food for thought” and some guided directions for you) What is the central issue that the Oakland A’s organization is facing? What is happening in the organization’s external environment?  What needs to change? (characterize both evolutionary and revolutionary changes) The “paradox of planned organizational change” – changes are often planned in a linear fashion (step 1, step 2…) when in fact change is very nonlinear. What were some of the interim “messy” consequences of Billy Bean’s planned changes that created additional challenges for him? Resistance is a big factor that can derail organizational changes. Describe three different instances of resistance to change Billy Bean encountered (one each: Blind, Political & Ideological).  Did Billy Bean successfully overcome the resistance?  If yes, how?  If not, why not? Analyze Billy Bean’s leadership strategy as it relates to facilitating organizational change. Use concepts from both the novel and textbook to help you analyze Bean’s leadership characteristics & style and how those played a role in managing the organizational change (noting pre-launch, launch, implementation and sustaining change phases). Do you have to succeed at something in order to accomplish real organizational changes?  Why/why not?  Justify your answer with examples/facts from the book. Use the theories from Moneyball, and tell us how your management style will or will not be affected and why.

Think about the customer journey for a business class passenger. Using the service blueprint diagram displayed in the service blueprint article as an example, map out the customer journey for a business class customer from the perspective of the airport. Thus, identify the service exchanges from the point of arrival at the departing airport to the point in which the passenger leaves the destination airport. Here is the blue print article example link. https://www.nngroup.com/articles/service-blueprints-definition/ Compose a white paper of at least two  pages that addresses the following questions: What market trends have led to the business class segment? How does the customer journey meet the needs of the business class? Be sure to include the service blueprint as an appendix in your paper. Where are points of failure that might impact service quality? What extended marketing mix decisions (related to People, Process, and the Physical Environment) are important for successful service delivery to the business class market?

Assignment: The circular flow model is a simplified version of our economy. In your own words, describe how this model works. This assignment requires you to reflect on the day-to-day (micro) aspects of the way the economy moves daily. As you go through this course you will encounter a variety of topics that address how individual or business decisions are made. You are encouraged to reflect on this model throughout the semester to contribute to your understanding of economics. In no less than 300 words describe your activities in the last week as it relates to the circular flow model. PART A: Reflect on the items you purchased and the allocation of those resources by a business. For example: When you stopped at Valero or the grocery store. You spent a total of   were allocated back to you (household) and the firm (Businesses). What goods and services were purchased by the businesses (firm)? What do you think some businesses did with their profit? Share any insight from the business perspective gained from this assignment. PART B: Reflect on receiving your paycheck. After taxes how or where did your money flow through the model? What goods and services were purchased by you (household)? Consider other activities such as car repairs, clothing or entertainment purchases (cigarettes, ice cream, dining out, etc). Share any insight from the your (household) perspective gained from this assignment. Submission Method: Journal

A business plan is essential to the start of a new business venture. In fact, businesses often fail because of inadequate planning. A good business plan helps those in the organization, especially management, clarify their goals and focus on projects and potential projects. In addition, it provides a framework by which management makes decisions and therefore “[s]erves as a basis for discussion with third parties such as shareholders, agencies, banks, [and] investors.” Lastly, a good plan provides benchmarks by which all of the stakeholders may measure how well the company is meeting or failing to meet its goals (http://www.planware.org/bizplan.htm). Before writing a business plan, one must have a business strategy that typically includes the following: A Mission Statement A Vision Statement Objectives Specific departmental strategies Goals Implementation of prescribed action steps or a program (Goodale, 2001, p. 74). Mission and Vision Statements. Even though a mission statement is generally brief, it incorporates the company’s assessment of itself and its environment and expresses the primary purpose(s) for which the entity has been established. All other components of a business plan must be consistent with the mission statement. Because the mission statement is essentially the starting point for all of the company’s subsequent activities, the process for developing it should be thorough and multi-faceted. In order to define its “mission,” a company must survey its prospective vendors, community members, and customers, as well as its own employees and administration. An effective mission statement must clearly describe the entity’s role in the community and align the company’s capabilities and the needs of the community. In addition, a mission statement is meaningless if the company lacks the resources to fulfill its stated objectives. It is also irrelevant if the stated mission does not serve the needs of a defined constituency. For example, Chadwick Dental Arts, Inc.’s mission statement, “Established to provide cosmetic dental surgery to the indigent of Blank County,” would be nonsensical if Chadwick’s dentists lacked the capability to perform cosmetic dental surgery, if the indigent of Blank County did not highly value cosmetic dental surgery, or if the indigent of Blank County could not afford such services in the first place. The mission statement, therefore, encapsulates what the company is and how it adds value. Even though the mission statement is physically located in the beginning of a business plan, it is really the end product of a detailed self-analysis by all the stakeholders in an organization. In order for an entity’s mission statement to have resonance and credibility, the organization it describes must be true to itself and to its constituency. While the mission statement incorporates an organization’s present objectives, a vision statement sets forth its image as envisioned at some future point and answers the following questions: What type of company will this be? What markets will it serve? What will be the geographic scope? Who will be the target customers? What will be the key products and services? How big will the company be? What will revenues be? How many employees will there be? (http://www.onepagebusinessplan.com/vision_statements.html.) As Goodale indicates, an entity must usually envision some sustainable growth in its future to compete effectively in its given marketplace. It should be noted that some entities may strive to achieve a monopoly in a market niche (i.e., serve the interests of a particular market, without major competitors, where growth may not be as great a concern). Objectives and Strategies. Stating what a business wants to achieve in the near term, objectives are connected to the expectations and requirements of the major stakeholders, including the employees, the managers, and the shareholders. Objectives are distinguished from goals, which are usually quantitative expressions of the company’s expectations. Objectives parallel the purposes for which the company or division was established in the first place. A description of objectives would include statements of expected company growth, profitability, markets, and technology. Strongly tied to its objectives, a company’s values reflect its philosophy or approach to its relationships with its customers, competitors, community, and society. Corporate responsibility, integrity, compassion and honesty are core values that a company will attempt to align with its mission statement, objectives, goals, and strategies. Strategies are the plans by which a company can remain true to its mission, achieve its objectives, and maintain its values. The specific strategies developed by the company are based on its own assessments of its strengths, weaknesses, opportunities, and threats, also known as a SWOT analysis. Whereas strengths and weaknesses are part of the company’s internal structure, opportunities and threats represent circumstances external to the company. Stated in general terms, a company wants to build upon or develop its strengths, to minimize its weaknesses, to exploit its opportunities, and to avoid or diminish threats. Logically then, a company’s assessment of its strengths and weaknesses shapes its conclusions about whether external circumstances are a threat or an opportunity. Because strategies are based upon a company’s assessment of its resources and of the marketplace in which it is participating, financial projections are an important part of strategic planning. Finally, we should note that strategies can be created for the entity as a whole or for specific departments or projects. Goals and Their Implementation. Having identified its product or service; having assessed its strengths, weaknesses, and resources; and having evaluated its competition and the environment in which it is competing, an entity then develops goals. It is important that goal setting be realistic, in view of the company’s resources, its competition, and the marketplace in which it is competing, and it must be consistent with the company’s mission statement. Like the budgeting process, goal setting may also provide quantitative expectations for overall company performance and achievement (note that goals are generally set at twelve-month intervals). After a company has developed a strategy meeting its goals and objectives, it establishes a plan of action or devises a series of steps or tactics, so that such goals and strategies can be reached. These are also referred to as implementation plans. While the mission statement, corporate goals and objectives, and corporate values are often described in general terms, an action program is specific. The plan of action should describe in detail the whos, whats, whens, and hows of executing company strategy. Drafting business plans is an art. Therefore, before beginning the draft, you should follow these steps: Clearly define the target audience Determine its requirements in relation to the contents and levels of detail Map out the plan’s structure (contents page) Decide on the likely length of the plan Identify all the main issues to be addressed (http://www.planware.org/bizplan.htm) Keep in mind that business plans are the basis for subsequent management action. They often act as the blueprint for market research, product development, and team-building. Lecture and Research Update Bibliography About.com (2004). How to Draft a Mission Statement. Retrieved on October 1, 2004, from http://management.about.com/library/howto/ht_stmt.htm Goodale, M. (2001). Developing a Solid Business Plan. Civil Engineering, 71(11), 74-75. Invest-Tech Limited (1999-2003). Insights into Business Planning. Retrieved on October 2, 2004, from http://www.planware.org/insights.htm Invest-Tech Limited (1999-2003). Writing a Business Plan. Retrieved on October 2, 2004, from http://www.planware.org/bizplan.htm Invest-Tech Limited (1999-2003). Writing a Great Vision Statement. Retrieved October 1, 2004, from http://www.onepagebusinessplan.com/vision_statements.html Penner, S. (2004). Introduction to Health Care Economics & Financial Management: Fundamental Concepts with Practical Applications. Philadelphia: Lippincott Williams & Wilkens. Ch. 12, pp. 227-233.

submit a Word document with your answers to the following questions

The Project Procurement Management Subsidiary Plan The Procurement Management Plan should be defined to a level of detail to clearly identify the necessary steps and responsibilities for procurement from the beginning to the end of a project.  The project manager must ensure that the plan facilitates the successful completion of the project and does not become a burden of and in itself to manage.  The project manager will work with the project team, the enterprise procurement department, the finance division, suppliers, vendors, and other stakeholders (as appropriate) to manage the procurement process and activities. Note: Introduction and Purpose section of the subsidiary must be used to explain, in your words, the purpose of the respective project management subsidiary plan.  This will be an opportunity for you to explain your understanding of each of respective knowledge domain.