Category: Essays

Make an overall introduction and conclusion

Task 1 – Individual written report

Select one local charity and one national large business (large PLC or Ltd.) and prepare a report addressing the following:
Identify and describe the purpose and ownership before linking these to the size and scale of each organisation. Compare and contrast these two businesses. AC 1.1.
Describe the different stakeholders who influence the purpose of the two businesses and the extent to which an organisation meets the objectives of different stakeholders. AC 1.2.
Explain the responsibilities of both organisations and strategies employed to meet them. AC 1.3.

Hints:

Categories of organisation: legal structure; type e.g. private company, public company, government, voluntary organisation, co-operative, charitable; sector (primary, secondary and tertiary)

Purposes: mission; vision; aims; objectives; goals; values; profits; market share; growth; return on capital employed (ROCE); sales; service level; customer satisfaction; corporate responsibility; ethical issues

Stakeholders: owners; customers; suppliers; employees; debtors; creditors; financial
institutions (banks, mortgage lenders, credit factors); environmental groups; government agencies (central government, local authorities); trade unions

Responsibilities of organisations: stakeholder interests; conflict of expectations; power influence matrix; satisfying stakeholder objectives; legal responsibilities e.g. consumer legislation, employee legislation, equal opportunities and anti-discriminatory legislation, environmental legislation, health and safety legislation; ethical issues e.g. environment, fair trade, global warming, charter compliance e.g. Banking Code

Task 2 – Individual written report

Scenario
The dominant aspects of an organisation’s environment are assumed to exist in and around the industry, or industries, in which a firm competes. Thus, for strategic decision-making there is no such thing as ‘the’ environment-if the work ‘environment’ is taken to mean a single, holistic entity. Instead, organisations may confront multiple environments, each with its own characteristics and pivotal competitive issues.

Environmental variables exert significant influences on corporate performance. According to Grant (1997) these environmental variables are critical determinants of threats and opportunities a company will face in the future. The complexity of the environment is heightened by the fact that change is a regular feature of these environmental variables and they are also in constant interaction. The demand on management, therefore, is to establish a framework for understanding this complex web of interaction and changes in order to survive (Wendy, 1997).

Therefore, managers’ task of influencing the rate and direction of change within their organisation becomes an uphill task if the enterprise is ignorant of the events and trends outside the organisations. The fact is that managers’ perception and scanning of business environment are crucial for the formulation and attainment of corporate goals and objectives.

According to Grant (1997) a firm’s environment can be regarded as all external influences that impinge upon the firms’ decision and performance. Extant literature’s view of business environment is not significantly different, for example, Ducan (1972) defined business environment as all factors outside an organisation that are taken into considerations by the organisation in its decision making. Business environment is usually classified by source or proximity. Bourgeoise (1980) segregated the environment to general (macro) and task (micro) environment: both have implications for the organisation, especially in strategy formulation and adaptation and consequent performance.

Select one national large organisation (large PLC or Ltd.) and prepare a report addressing the following:

(a) Explain how economic systems attempt to allocate resources effectively. AC 2.1.
(b) Assess the impact of fiscal and monetary policy on business organisations and their activities AC 2.2.
(c) Evaluate the impact of competition policy and other regulatory mechanisms on the activities of a selected organisation AC 2.3.
(d) Explain how market structures determine the pricing and output decisions of businesses AC 3.1.
(e) Illustrate the way in which market forces shape organisational responses using a range of examples AC 3.2.
(f) Judge how business and cultural environments shape the behaviour of a selected organisation AC 3.3.

Hints:
Economic systems: the allocation of scarce resources; effective use of resources; type of economic system e.g. command, free enterprise, mixed, transitional

The UK economy: size (gross domestic product, gross national product); structure; population; labour force; growth; inflation; balance of payments; balance of trade; exchange rates; trading partners; public finances (revenues, expenditure); taxation; government borrowing; business behaviour e.g. investment, objectives, risk awareness; cost of capital; consumer behaviour; propensity to save; propensity to spend; tastes and preferences

Government policy: economic goals; fiscal policy: control of aggregate demand; central and local government spending; Public Sector Net Borrowing (PSNB) and Public Sector Net Cash Requirement (PSNCR); euro convergence criteria, monetary policy; interest rates; quantitative easing; private finance initiative (PFI); competition policy (up-to-date legislation including Competition Act 1998, Enterprise Act 2002); Competition Commission, Office of Fair Trading; Directorate General for Competition); European Commission); sector regulators e.g. Ofgem, Ofwat, Civil Aviation Authority; Companies Acts; regional policy; industrial policy; enterprise strategy; training and skills policy

Task 3 – Individual report

According to the article written by Gavin Thomson and published by the Commons library Standard on 18 September 2013, EU membership influences the UK economy in a number of ways. The most important effects arise through the Single Market, the programme of economic integration through which the EU’s ‘four freedoms’ are guaranteed.
But the economic impact of the EU is felt in other areas of its policy, too. The EU has exclusive competence to negotiate trade and investment agreements with countries outside the Union; and it is a customs union with a common external tariff on imported goods. Membership thus profoundly affects the UK’s trade relations with non-EU members.
There are also fiscal consequences to membership as a result of the UK’s contributions to the EU budget. Consumer prices are affected through the Common Agricultural Policy and common external tariffs levied on imports. And the fact of EU membership may also influence decisions made by foreigners about whether to invest in the UK.

Prepare a report addressing the following:

(a) Discuss the significance of international trade to UK business organisations. AC4.1.
(b) Analyse the impact of global factors on UK business organisations AC4.2.
(c) Evaluate the impact of policies of the European Union on UK business organisations AC4.3.

Hints:
Market types: perfect competition, monopoly, monopolistic competition, oligopoly, duopoly; competitive advantage, strategies adopted by firms; regulation of competition

Market forces and organisational responses: supply and demand, elasticity of demand; elasticity of supply; customer perceptions and actions, pricing decisions; cost and output decisions; economies of scale, the short run; the long run, multi-national and transnational corporations; joint ventures, outsourcing; core markets; labour market trends; employee skills, technology; innovation; research and development; core competencies; business environment (political, economic, social, technical, legal, environmental); cultural environment

Global factors: international trade and the UK economy; market opportunities; global growth; protectionism; World Trade Organisation (WTO); emerging markets (BRIC economies – Brazil, Russia, India, China); EU membership; EU business regulations and their incorporation in to UK law; EU policies e.g. agriculture (CAP), business, competition, growth, employment, education, economics and finance, employment, environment, science and technology, regional); labour movement; workforce skills; exchange rates; trading blocs (e.g. monetary unions, common markets; customs unions, free trade areas); labour costs; trade duties; levies; tariffs; customs dues; taxation regimes; international competitiveness; international business environment (political, economic, social, technical, legal, environmental); investment incentives; cost of capital; commodity prices; intellectual property; climate change e.g. Kyoto Protocol, Rio Earth Summit; third world poverty; the group of 20 (G-20); global financial stability

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During World War II, which nation utilized the most effective airpower strategy in pursuit of its national war aims? Analyze that nation’s airpower strategy, and how it contributed to the overall war effort.

Define the US airpower strategy during WWII
What airpower theory was utilized and from which theorist? (focus on Gray / Pape / Mitchell theorists etc)
How did it contribute to the overall effort? What went well in Germany? … what worked well in Japan? And why … What lessons did we learn in Germany and executed them in Japan.

Briefly compare it to the British Air Power approach … provide examples and references of what the Germans, & British did wrong and what the US did right

Grading criteria for essay:

– THESIS must be strong (choose a stance… US)
– Outline paper before you start writing (topic / supporting statements)
– Student number / hard copy / email
– What is your argument (what is your thesis)
– How well do you support your argument
– Is it clear, correct (factual), do not misinterpret the information
– Organization, smooth transitions, (i.e. supporting sentences)
Grammar / format
– Make sure the conclusion is not a summary (answer the so what?…why does your argument matter)

Sources must be:
Gray, Colin. Airpower for Strategic Effect. Maxwell AFB, AL: Air University Press, 2012,

pp 1-53.
pp 134-143.

Pape, Robert. Bombing to Win: Air Power and Coercion in War. Ithaca, NY: Cornell University Press, 1996,

pp 1-54.
pp 254-313.

Corum, James S., and Wray R. Johnson. Airpower in Small Wars: Fighting Insurgents and Terrorists. Lawrence: University Press of Kansas, 2003,

pp. 11-44; 51-86.

Clodfelter, Mark. Beneficial Bombing: The Progressive Foundations of American Air Power, 1917-1945. Lincoln: University of Nebraska Press, 2010,
pp. 1-5,
pp184-256.
pp. 89-147.

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An MBA Business research proposal. All details and instructions are already given in the powerpoint. Please follow the given format, otherwise marks will be lost. Third person language only. 20 & more references, 10-15% or lesser websites, please use more up to date books and journals. Try to avoid using Walmart/Apple or the kind for context. Try using different ones, such as Asian/European countries’ company/ cosmetic industry etc.

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Combine all elements completed in previous weeks (Topics 1-4) into one cohesive evidence-based proposal and share the proposal with a leader in your organization. (Appropriate individuals include unit managers, department directors, clinical supervisors, charge nurses, and clinical educators.)

For information on how to complete the assignment, refer to “Writing Guidelines” and the “Exemplar of Evidence-Based Practice Capstone Paper.”

Include a title page, abstract, problem statement, conclusion, reference section, and appendices (if tables, graphs, surveys, diagrams, etc. are created from tools required in Topic 4).

Prepare this assignment according to the APA guidelines.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion. You are required to submit this assignment to Turnitin.

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1. Do you believe that program management is a delivery method or method for managing the construction process? Please explain your reasoning.
2. Do you believe that agency construction management is a delivery method or a method for managing the construction process? Please explain your reasoning.

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The ability to argue and present a business case is a key function of business development.
Apply the first 2 stages of the business case template as a participating member of a team whose mission is to make the case for sustainable innovation.
The focus of your team’s business case is a primary industry firm or company in Australia or elsewhere.

Part 1 of the business case sets the foundation or argument in favour of a sustainable innovation.

Guidance with stage 1 (define the problem or need) and stage 2 (benefits and significance arising from innovation) is to take place during in-class discussion and workshop sessions.

Teams are to incorporate the principles of a personal sustainability project.
Content from Tidd & Bessant (2013) explains how innovation encompasses rationale, detail, situational or contextual data to progress from idea generation to commercialisation.
The personal sustainability component encompasses individual action steps that are (i) repeatable, (ii) inspirational, (iii) sustainable, and (iv) enjoyable (RISE).

Initial ideas expressed in class, will typically start with individuals (idea generation), but the involvement of others (the team) is also needed to realise the sustainable innovation, the business model, the measures (quantitative data & mathematical models), as well as shared insight and critical thinking (qualitative data).The business model generator (worksheet) is one critical component from which to identify approaches to value creation, key internal and relational resources, tasks and processes, and value appropriation.
As part of the business model generation process, teams are also required to select and operationalise mathematical models (see Moodle).
Mathematical models are necessary to test and validate measures that are integral to submission of parts A & B of the business case.

Mathematical modelling used in the business case must be justified or substantiated.Part B of the business case involves teams incorporating stages 3-5 of the template to finalise the written component for submission to key or principal stakeholders.
Teams are required to demonstrate both scholarly independence and academic integrity in undertaking stage 3 (strategic assessment of the sustainable innovation), stage 4 (coordination of project options), and stage 5 (recommended deliverables).
Further clarification during in-class discussion will depend on the extent to which teams specify difficulty with conceptual or theoretical content.
Responsibility for structuring, co-ordination, and managing processes to finalise the business case lies with each team.

Teams are encouraged to work with content beyond Tidd & Bessant (2013) and Ostervalder & Pigneur (2013).
The use of refereed journal articles, mathematical models (Wolfram alpha), and business development issues specific to the problem or need expressed in Part 1 must be resolved and confirm the range of stated benefits.

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Week 3 Problem Set
Answer the following questions and solve the following problems in the space provided. When you are done, save the file in the format flastname_Week_3_Problem_Set.docx, where flastname is your first initial and you last name, and submit it to the appropriate dropbox.
Chapter 7 (pages 225–228):
1.
Your brother wants to borrow $10,000 from you. He has offered to pay you back $12,000 in a year. If the cost of capital of this investment opportunity is 10%, what is its NPV? Should you undertake the investment opportunity? Calculate the IRR and use it to determine the maximum deviation allowable in the cost of capital estimate to leave the decision unchanged.

8.
You are considering an investment in a clothes distributor. The company needs $100,000 today and expects to repay you $120,000 in a year from now. What is the IRR of this investment opportunity? Given the riskiness of the investment opportunity, your cost of capital is 20%. What does the IRR rule say about whether you should invest?

19.
You are a real estate agent thinking of placing a sign advertising your services at a local bus stop. The sign will cost $5,000 and will be posted for one year. You expect that it will generate additional revenue of $500 per month. What is the payback period?

21.
You are deciding between two mutually exclusive investment opportunities. Both require the same initial investment of $10 million. Investment A will generate $2 million per year (starting at the end of the first year) in perpetuity. Investment B will generate $1.5 million at the end of the first year and its revenues will grow at 2% per year for every year after that.
• a. Which investment has the higher IRR?
• b. Which investment has the higher NPV when the cost of capital is 7%?
• c. In this case, for what values of the cost of capital does picking the higher IRR give the correct answer as to which investment is the best opportunity?

Chapter 8 (260–262)
1.
Pisa Pizza, a seller of frozen pizza, is considering introducing a healthier version of its pizza that will be low in cholesterol and contain no trans fats. The firm expects that sales of the new pizza will be $20 million per year. While many of these sales will be to new customers, Pisa Pizza estimates that 40% will come from customers who switch to the new, healthier pizza instead of buying the original version.
a. Assume customers will spend the same amount on either version. What level of incremental sales is associated with introducing the new pizza?
b. Suppose that 50% of the customers who will switch from Pisa Pizza’s original pizza to its healthier pizza will switch to another brand if Pisa Pizza does not introduce a healthier pizza. What level of incremental sales is associated with introducing the new pizza in this case?

6.
Cellular Access, Inc. is a cellular telephone service provider that reported net income of $250 million for the most recent fiscal year. The firm had depreciation expenses of $100 million, capital expenditures of $200 million, and no interest expenses. Working capital increased by $10 million. Calculate the free cash flow for Cellular Access for the most recent fiscal year.

12.
A bicycle manufacturer currently produces 300,000 units a year and expects output levels to remain steady in the future. It buys chains from an outside supplier at a price of $2 a chain. The plant manager believes that it would be cheaper to make these chains rather than buy them. Direct in-house production costs are estimated to be only $1.50 per chain. The necessary machinery would cost $250,000 and would be obsolete after 10 years. This investment could be depreciated to zero for tax purposes using a 10-year straight-line depreciation schedule. The plant manager estimates that the operation would require $50,000 of inventory and other working capital upfront (year 0), but argues that this sum can be ignored because it is recoverable at the end of the 10 years. Expected proceeds from scrapping the machinery after 10 years are $20,000.
If the company pays tax at a rate of 35% and the opportunity cost of capital is 15%, what is the net present value of the decision to produce the chains in-house instead of purchasing them from the supplier?

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You may like to approach the question by discussing 1) what the steps are, 2) various functional areas involved and 3) what the triggers are for the start of the procurement or fulfillment process (not both). It is highly encouraged to produce diagram for all the steps and details.

The example for the process flow is available at this link.(https://tlc.trident.edu/content/enforced/42464-ITM206-NOV2014-1/ITM206%20Module%203%20Process%20Flow%20Example.pdf?_&d2lSessionVal=I7hONZHfrq6Yy2qzheUCFQPba&ou=42464)

It may be helpful to augment the above with a description of an a production or IWM process you are familiar with from your current job, past job, or from personal experience

In this case assignment, we will focus on building and assessing your Critical Thinking skills, a key aspect for many Information Management careers. Please review link below to know more about Critical Thinking rubric and use it for developing your paper.

Required Material

PWB Fabrication Process (2012, September 23), Fabrication Process, Retrieved from https://eislab.gatech.edu/projects/proam/resources/pwb-fab-process/

Kuraray (2012, September 23), Manufacturing Process Flow, Retrieved from https://www.kuraray.co.jp/en/ir/analysis/flow.html

Shmula (2012, September 23), Warehouse Management Processes, Retrieved from https://www.shmula.com/warehouse-management-processes/7300/

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Write an essay using academic material and critique the role of education in preparing students from a disadvantaged group for life beyond school. ‘Life beyond school’ could generally be considered as the way people take up citizen roles and community participation, further education or employment.

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Case Study Report (3,000 words)
Case Study: EasyGlaze Limited.
As HR Officer at EasyGlaze, prepare a report for the Managing Director and General Manager, Carl and Sarah Sullivan, to include the following (each part carries equal weighting):

Part (i):
A briefing on the key contextual issues (economic, ethical, legislative, social etc.) that EasyGlaze must develop a strong awareness of, including a discussion as to why those issues are pertinent to the organisation.

Part (ii):
An identification and discussion of external and internal information to be collected and analysed in order to forecast future demand and supply for HR at EasyGlaze

Part (iii):
An equality and diversity policy statement with accompanying suggestions for the subsequent implementation of policies and practices at EasyGlaze.

Part (iv):
An outline of two approaches to job design, including your rationale for the selection of the approaches, which aim to improve employees’ productivity and wellbeing.

Part (v):
A person specification, and a recruitment and selection strategy, for the role of HR manager. The strategy should include details of the recruitment and selection methods, with a rationale for the recommended methods.

Assessment Learning Outcomes:
• Examine the scope and objective of people resourcing strategies within the wider legal, ethical, procedural and competitive environment amid current debates on the nature of work and contemporary labour market trends.
• Identify and understand the main sources of UK and EU legislation with regard to people resourcing strategies in UK organisations.
• Analyse the role and effectiveness of HR strategies on attracting, selecting, developing, retaining and motivating people within the organisation.

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