Boosting Attendance at a Small Modern Art Museum

BA 530 Define the Four “P”s
FOR MORE CLASSES VISIT
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1. Define the Four ―P‖s of marketing and write a 5 to 7 sentence
paragraph
defining each ―P‖. Elaborate on the marketing managers
knowledge of the
impact of each ―P‖. Identify how that ―P‖ impacts breakfast
cereal.
2. What are the three phases of the purchase process? What is a
business
focused on for each phase? What is the customer focused on for
each phase?
3. What is the difference between B2B and B2C? Provide an
example
transaction for each.
4. What are the three main components of a positioning
statement? Create a
brief positioning statement.
5. Identify the steps of the product development life cycle.
Think of a common
pet product (or create a new one) and in a brief scenario, walk it
through the
product development lifecycle. Explain each step and describe
in a few
sentences what happens to the product in that particular step.
6. Relate how advertising impacts the price of a product. Select
one ―good‖ and
one ―service‖ product, for each of these products analyze how
price impacts
their sales. Describe if the price of each is elastic or inelastic and
discuss the
impact of supply and demand.
7. Explain and provide an example of credence.
8. Explain how a market can be segmented. What are types of

segments that a
marketing manager could segment a market? Provide an
example of
segmenting a market for a pet product or service.
9. Identify and describe the 4 main components of a competitor
analysis.To
show your understanding, select a local ice cream shop and
develop a
competitor analysis for them.
10. What are the 5Cs of Marketing? Describe each in detail.
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HI 501 PHR Implementation
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Scenario 2: PHR Implementation
An academic medical center in the western U.S. recently adopted a
commercial EHR and plans to
adopt and integrate a PHR with its EHR. The hospital CEO drafts a
vision statement designed
around improving how their patients experience health care.
The CEO convenes a meeting of the chief technology officer, the
chief nursing informatics officer,
the chief medical officer, and a liaison from the EHR vendor to
develop a strategic plan for the PHR.
This meeting includes a specific list of functionalities, a timeline for
their implementation, and
considerations regarding the effects of the PHR on current workflows
and revenue streams. Imagine that you are the chief technology
officer for the hospital. What PHR functionalities
will you recommend be implemented first? Why?
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ECON 345
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Suppose the 12-month forward price of the euro in terms of dollars is
0.97 dollars per euro. Suppose the spot price of of the euro in terms of
dollars is 1.0. Next, suppose that currently the annual interest rate on
dollar deposits is 4%, while the interest rate on a comparable euro
deposit is 5%. There are no transactions costs. Is there an arbitrage
opportunity here? If so, explain exactly how you would take
advantage of this situation to make riskless profits
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MGMT 332 Formulate a plan, including a flowchart,
and the participants' roles for the hiring process
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Formulate a plan, including a flowchart, and the participants’ roles for
the hiring process. Include the following:
 Objectives and position title
 Recruiting resources
 Preemployment tests
 Interview questions
 Type of interview(s)
 Roles of interviewers in the process
 Location
 Length of time
 Final selection of top 3 candidates
 Postoffer tests
 References
 Targeted start date
For each item include the information, questions, and material you
will be using.
This needs to be a powerpoint presentation, 10-12 pages including an
intro and a conclusion. Attached a flow chart I created
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FIN 534 Explain how this course has impacted your
knowledge in operations management

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Explain how this course has impacted your knowledge in operations
management, and then determine which areas significantly affected
your understanding on how operations strategy supports the business
strategy Just give brief 150 words of how operations management
affects understanding on how operations strategy supports business
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UNIV 112 500 word double space
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500 word double space, topic about We Aren't the World specific
immigration and band. 2 sources and please use simple words
REMEMBER that you are required to use Analysis, Critical
Thinking, and Synthesis in this essay. That means that simple,
superficial summaries will not be enough. Find a connection to the
real world/current events, give your reader some context/history,
share relevant insights from your research, and blend it all together in
a new, well-researched opinion. Start with a "hook" and "main claim"
then organize your "sub-arguments" around your main claim
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make an assessment of all ten of its key factors
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Research an organization--searchable through the internet--and make
an assessment of all ten of its key factors involved in successful talent
planning and development listed below. Develop an action plan on
any solutions to improve areas of concern. Use the Grantham library
for at least one supporting article.
1. Chief executive ownership
2. A business activity, not an administrative task

3. Development must be forward looking
4. Focus on rigorous candidate assessment
5. Balance organizational and individual needs
6. Invest in staff and process support
7. Develop multiple talent pools and career paths
8. Focus on on-the job-learning
9. Conduct regular talent reviews
10. Leverage technology and measure success
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the Bloch Museum of Fine Art (BMFA)
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Your position You have been hired as a marketing consultant for the
Bloch Museum of Fine Art (BMFA), a small modern art museum in
the town of Arkham (population: 25,000). The museum’s mission is
―to display, promote, and foster awareness and appreciation of
contemporary art from around the globe‖. Though relatively new (the
facility opened in 2000), BMFA wants to expand its services to
include educational programs, outreach offerings, and at least one
major festival event that would appeal to residents and tourists within
a 100-mile radius.
About BMFA and its community BMFA is affiliated with Miskatonic
University, which enrolls approximately 3,000 undergraduate and
graduate students. Unlike many other museums linked to universities,
though, BMFA is privately funded, with its own board of directors
and staff. Miskatonic University provides in-kind support via building
and grounds maintenance. It also covers the cost of the museum’s
utilities.
Although both the town of Arkham and Miskatonic University are
small, they contain progressive, artssavvy populations. Recent BMFA
exhibitions by Japanese artist Takashi Murakami and US-based Jenny

Holzer have been immensely popular with students, faculty, and the
broader community.
Given Arkham’s mountainside location, the community often
includes large numbers of tourists — both during the winter when
nearby ski lodges are full, and during the summer, when many
urbanites visit Arkham to escape the city heat. However, BMFA
hasn’t done an especially good job of drawing those tourists to the
museum.
BMFA programming To date, the bulk of BMFA’s programming has
been limited to the most basic museum activities:
● Displaying a portion of BMFA’s permanent collection, which
generally dates from 1970 or later; ● Displaying one special
collection or solo show in a well-positioned gallery near the museum
entrance; ● Occasional tours for university and high school students,
led by a corps of eager docents; and, ● Renting the venue for
weddings and other private parties.
BMFA has little to no track record producing educational programs
for k-12 students, enrichment programs for adults, or other offerings
that engage the public.
Your job While enthusiasm for the museum was strong at first, it has
slowly begun to wane. The board have been good stewards of early
donations, setting up a sizable endowment, but as publicity has
diminished and BMFA’s newness has worn off, revenue from grants
has dropped. Attendance is down, too. Frankly, rentals are the only
thing keeping the doors open.
To avoid dipping into its endowment to pay staff salaries and other
operating costs, the board of directors know that BMFA must boost
its income. Based on internal and community assessments, they have
concluded that the two best ways to meet revenue goals are to:

● Add educational activities for students at all levels (kindergarten
through college), and, ● Create an annual special event, such as a
biennial or other arts-related festival.
Admittedly, educational activities won’t generate much earned
revenue (though some is possible if there’s a charge for workshops),
but they will definitely make the museum more competitive in the
grants arena. The board have retained an elementary/secondary
education specialist to build the educational activities for K-12
students, but they want you to take the lead in conceiving outreach
activities for university
students, adult residents, and tourists. These might include lectures,
film screenings, and other arts activities that contain educational
elements — whatever you think might appeal to those markets.
On the other hand, the special event/festival should raise a significant
amount of earned revenue (its goal is $250,000) through a tiered
series of events. Though the nature and format of the festival is left to
your judgment, the board would like to see a range of offerings that
appeal to all income brackets, from low-cost concerts to an opening
night gala with a silent auction and tickets that start at $250 per
person.
Keep in mind that the museum has a budget of just $30,000 and
limited staff to carry out your plans. The board can certainly be
counted on for some assistance, but they will be better at securing
sponsorships and selling tickets to their friends than setting up buffet
tables and working bars. The museum does have a well-designed
website that draws a substantial number of viewers, as well as an
email list of 10,000 subscribers, which includes a substantial number
of Miskatonic alumni.
Your goals Please submit your recommendations to the board in the
following format:
» Two educational programs—one geared toward university students,
and one geared toward the general public. Describe each program in

detail, and explain why you think it would attract the audience in
question.
» One special event that incorporates elements for children, young
adults, and older adults from widely varying backgrounds. (Don’t
forget tourists!) Describe the event in detail, and explain why you
think it will attract the audiences in question. Include prices in your
description, to demonstrate the event’s appeal to people across the
economic spectrum.
» Discuss your marketing plan for each of the three events. Be sure to
discuss publicity (e.g. your goals for editorial coverage, interviews,
media sponsorships, social media, influencer outreach, email blasts,
etc.) and advertising efforts (e.g. direct mail, radio spots, etc.). Above
all, please include a timeline for accomplishing these tasks. A
suggested format might be:
Program #1: Publicity: Advertising: Timeline:
And so on.
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the ethical considerations inherent in sharing health
data
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Post a brief explanation of what you consider to be the ethical
considerations inherent in sharing health data. Then, state your
position on whether it is more important, from an ethical standpoint,
to protect an individual’s identity or protect the community’s health.
Justify your response. Include disease surveillance and informatics
examples.
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Three popular interventions for enhancing worker
satisfaction

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Three popular interventions for enhancing worker satisfaction are job
enrichment, job rotation, and role analysis. What are the critical
differences between these interventions, and under what conditions
might one be preferable to the others?
the answer should no longer than 300 words.
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MGT 210 In this scenario we are going to use Amazon
as the company inventing and promoting
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In this scenario we are going to use Amazon as the company
inventing and promoting this product.
Amazon has decided to launch a new line of products in the
automotive industry. Our new product is called ―Oil Easy‖. Basically
the product is a plastic adapter that would fit on a plastic oil container.
This adapter would then screw onto the container and would control
the flow of the oil into your car. There would be a ball valve in the
middle of the adapter which would control the flow of oil and allow
for a little or a lot to come out depending on the need. It could also be
used on other fluids your car would need like anti-freeze or
windshield washing fluid. It comes in 3 pieces that all screw together
and eventually comes in various sizes based on consumer need.
Create a 500-600 word report and include the following information:
 -Develop at least one question for each characteristic of the
target market (demographic, geographic, psychographic, and
behavioral) that will be important for you as you determine the
marketing strategy for this new product.
 -Recommend the best methods of conducting marketing
research to answer these questions. Be sure to include why you
chose these particular methods.
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Introduction Organizational theory
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Introduction
Organizational theory, which draws on many disciplines, is a tough
subject and it is reasonable to ask why it is important enough to take
the time to become familiar with it. Knowledge of organizational
theory is important because it: (1) makes organizations more
understandable; (2) reveals how authority and decision making are
organized and distributed; (3) explains why some police departments
are less or more open to change and innovation; (4) makes
assumptions, one way or another, about followers; (5) incorporates
notions about the environments that the police department faces (e.g.,
political and legal) and how these can impinge on the department; and
(6) provides an essential tool for leaders in deciding how the work
will
be processed and the structure and relationship of the work units
needed to accomplish it. Formal Organizations
Formal organizations are not a recent innovation.1 Alexander the
Great and Julius Caesar used them to conquer, the pharaohs employed
them to build pyramids, the emperors of China constructed great
irrigation systems with them, and the first popes created an
organization to deliver religion on a worldwide basis.2 The extent to
which contemporary America is an organizational society is such that
we are born in organizations, educated by organizations, and
spend most of our lives working for organizations. We spend much
of our time … playing and praying in organizations. Most of us will
die in an organization and when the time comes for burial, the
largest organization of all—the state—must grant official
permission.3 The basic rationale for the existence of organizations is
that they do
those things that people are unwilling or unable to do alone. Parsons
notes that organizations are distinguished from other human
groupings or social units in that, to a much greater degree, they are
constructed and reconstructed to achieve specific goals; corporations,

armies, hospitals, and police departments are included within this
meaning, whereas families and friendship groups are not.4 Schein
defines an organization as the rational coordination of the activities of
a number of people for the achievement of some common explicit
purpose or goal, through division of labor and function and a
hierarchy of authority and responsibility.5
Blau and Scott identify four types of formal organizations by asking
the question of cui bono, or who benefits: (1) mutual benefit
associations, such as police labor unions, where the primary
beneficiary is the membership; (2) business concerns, such as Lynn
Peavey, which sells crime scene equipment and supplies, where the
owner is the prime beneficiary; (3) service organizations, such as
community mental health centers, where a specific client group is the
prime beneficiary; and (4)commonweal organizations, such as the
Department of Defense and law enforcement agencies, where the
beneficiary is the public at large.6
Each of these four types of formal organizations has its own central
issues.7 Mutual benefit associations, such as police unions, face the
crucial problem of maintaining the internal democratic processes—
providing for participation and control by their membership. For
businesses, the central issue is maximizing profits in a competitive
environment. Service organizations are faced with the conflict
between administrative regulations and provision of the services
judged by the professional to be most appropriate. In the case of a
community mental health center, an illustration is that, following a
reduction in funding, a regulation is placed into effect that requires all
clients to be treated in group sessions when the psychiatric social
worker believes the only effective treatment for a particular client is
to be seen individually.
The key issue for law enforcement agencies and other types of
commonweal organizations is finding a way to accommodate
pressures from two sources: (1) external democratic control and (2)
internal control. The public expects to have external democratic
control of its police department through its elected and appointed
representatives. This external democratic control feature also has the
expectation that the internal workings of the police department will
be effective and efficient, but not also democratic. This is because

democratic control by the members of a police department would
inevitably lead to the department being in conflict at various times
with the will of the community (e.g., one favoring a hard-line
approach
to crime control versus the other being in favor of a more moderate
approach). Internally, large numbers of officers at the lower levels of
the police department do not want to be treated like ―cogs in a
machine‖ and desire some voice in how the department operates.
Thus, the challenge for police managers is how to maintain an
organization that meets society’s needs and the needs of the officers
who work in it. This requires an understanding of such things as the
different ways of organizing and the contrasting assumptions that
various organizational forms make about the nature of people. Such
knowledge is found within organizational theory. Traditional
Organizational Theory
Traditional theory is associated with organizations described as
classical, mechanistic, and closed systems, which assume little
influence from outside of the organization. Its underlying assumption
is that there is one best way to structure and operate an organization.
This body of knowledge evolved over centuries and crystallized
between 1900 and the 1950s. The three branches or stems of
traditional organizational theory are (1) scientific management, (2)
the bureaucratic model, and (3) administrative, or management,
theory. Taylor: Scientific Management
The father of scientific management is Frederick W. Taylor (1856–
1915), and the thrust of his thinking was to find the ―one best way‖ to
do work (see Figure 5.1). In addition to its status as a theory of work
organization, Taylor’s scientific management is a theory of
motivation in its belief that employees will be guided in their actions
by what is in
their economic self-interest.
A Pennsylvanian born of Quaker–Puritan parents, Taylor was so
discontented with the ―evils‖ of waste and slothfulness that he applied
the same careful analysis to finding the best way of playing croquet
and of taking a cross-country walk with the least fatigue that was to
be the hallmark of his later work in factories.8 From 1878 to 1890,
Taylor worked at the Midvale Steel Company in Philadelphia, rising

from the ranks of the laborers to chief engineer in just 6
years.9 Taylor’s experience at Midvale gave him insight into the twin
problems of productivity and worker motivation. He saw workers as
deliberately restricting productivity by ―natural soldiering‖ and
―systematic soldiering.‖
Natural soldiering came from the natural inclination of employees
not to push themselves;systematic soldiering came from workers
not wanting to produce so much as to see their quotas raised or other
workers thrown out of their jobs.10 To correct these deficiencies,
Taylor called for a ―complete mental revolution‖11 on the part of both
workers and managers, although it is certain that he faulted
management more for its failure to design jobs properly and to give
workers the proper economic incentives to overcome soldiering than
he did workers for not producing.12
Taylor’s scientific management is only loosely a theory of
organization
because its focus was largely on work at the bottom part of the
organization rather than being a general model. Scientific
management’s method was to find the most physically and
timeefficient way to sequence tasks and then to use rigorous and
extensive
controls to enforce the standards. Taylor’s conversation with
―Schmidt‖ illustrates this: Schmidt, you can keep making $1.15 a day
like the rest of these
workers or you can be a high price man and make $1.85 each and
every day. Do you want to be a high price man?‖ o ―Vell yes, I vant
to be high price man.‖ ―Good. When this
man tells you to load pig iron on the car, you walk, pick up the
pig and load it exactly like he tells you. Rest when he tells you to
and never give him any backtalk. That’s what a high price man
does.‖ ―I vant to be a high price man and vill do what this man
tells me.‖13 For Taylor, authority was based not on position in a
hierarchy but
rather on knowledge; functional supervision meant that people
were responsible for directing certain tasks, despite the fact that this
meant the authority of the supervisor might cut across organizational
lines.14 The exception principle meant that routine matters should be

handled by lower-level managers or by supervisors and that
higherlevel managers should only receive reports of deviations above
or
below standard performances.15 The integration of cost accounting
into the planning process became part of some budgeting practices
treated in Chapter 12, Financial Management.
Despite the success of scientific management in raising productivity
and cutting costs, ―Taylorism‖ was attacked from a variety of
quarters. Union leaders saw it as a threat to their movement because
it seemed to reduce, if not eliminate, the importance of unions. The
management of Bethlehem Steel ultimately abandoned task
management, as Taylor liked to refer to his system, because managers
were uncomfortable with such an accurate appraisal of their
performance16 and some liberals saw it as an exploitation of workers.
Upton Sinclair, one of the muckrakers (SeeChapter 1, Evolution of
Police Administration) charged that Taylor had given workers a 61
percent increase in wages while getting a 362 percent increase in
productivity.17 Taylor replied to this charge by saying that employees
worked no harder, only more efficiently. In hearings before the U.S.
House of Representatives in 1912, Taylor’s methods were attacked
thoroughly, and he died 3 years later a discouraged man. Nonetheless,
Henry Ford recast scientific management and used it to increase
production and lower costs for the mass-produced Model T Ford
(1909–1927). Scientific management did not disappear with Taylor,
however. There
remained a core of people devoted to its practice, including Henry L.
Gantt (1861–1919); Watlington Emerson (1853–1931), also a
promoter
of the staff concept; Frank (1868–1924) and Lillian (1878–1972)
Gilbreth; and Morris Cooke (1872–1960), who in Our Cities
Awake (1918) called for the application of scientific management in
municipal government. Gantt gained a measure of immortality by
developing a basic planning chart, illustrated in Figure 5.2, which
remains in wide use today and still bears his name. Developed during
the summer of 1917 while Gantt worked at the Frankford Arsenal, the
Gantt chart contained the then-revolutionary idea that the key factor
in planning production was not quantity but time.18 Some

international
interest in scientific management also remained after Taylor’s death;
in 1918, France’s Ministry of War called for the application of
scientific management, as did Lenin in an article in Pravda.19 It is, of
course, ironic that a communist society should call for the use of a
management system based on the principle that economic self-interest
guides the behavior of workers.
Although scientific management has long since ceased to be a
dominant force, it does not mean that it is all history. In addition to
Gantt charts, many of the techniques associated with scientific
management remain in use. Time and motion studies have been used
to analyze how detectives use their time, identifying wasteful
activities such as waiting for a vehicle to become available at the
motor pool. Work-flow analysis (depicted in Figure 5.3) remains used
in industrial engineering. Other modern successors to scientific
management were developed during World War II to support the war
effort, and the refinement and more general application of these
techniques is a post-1945 movement. The new techniques have
alternatively been referred to as management science and operations
research (OR), and their central orientation has been the application
of quantitative and technical analysis to decision making.20 Thus, the
most enduring image of Taylor is as a promoter of both rationalization
in organizations and management control systems.21
In 1997, Taylor’s The Principles of Scientific Management (1911)
was
re-released due to continuing interest in his methods and Kanigel
wrote a balanced criticism of Taylor’s work,22 as did Caldari in
2007.23 Read together, they serve to essentially rehabilitate both
Taylor’s work and his reputation. Weber: The Bureaucratic Model
In popular use, bureaucracy has come to mean slow, unnecessarily
complicated procedures with answers that don’t seem to quite meet
our needs.24 This meaning is far from the image of the ideal or pure
bureaucracy developed by the towering German intellect Max
Weber (1864–1920), the founder of modern sociology
(see Figure 5.4). For Weber, the choice was ―only between
bureaucracy and dilettantism in the field of administration.‖25 In this
regard, Weber claimed that the pure bureaucratic model was superior

to all other methods of organizing with respect to efficiency, control,
and stability.26
With some added commentary, Weber’s pure bureaucratic model of
organizational structure included the following characteristics: 1. The
organization of offices follows the principle of hierarchy;
that is, each lower office is under the control and supervision of a
higher one. This arrangement of successively higher offices creates
―layers‖ in a police department; the greater the number of layers,
the more vertical complexity a department has. Hierarchy also
provides the ―vertical highways‖ that establish reporting
relationships, as well as formal communication channels. 2. There is a
right of appeal and of statement of grievances from
the lower to the higher offices. 3. Specified areas of competence,
meaning a division of labor,
exist. This division of labor or specialization increases the width
and horizontal complexity of law enforcement agencies. The greater
the amount of specialization in organizations, the more
organizations grow vertically to have the ability to coordinate the
different units. 4. Official duties are bound by a system of rational
rules, such
as policies and procedures. 5. Administrative acts, decisions, and rules
are recorded in
writing, creating an institutional memory. 6. The authority associated
with a position is the property of the
office or job and not of the occupant of the position. 7. Employees are
appointed on the basis of qualifications, and
specialized training is necessary. 8. Organizational members do not
own it.27 Although not all the characteristics of Weber’s bureaucratic
model can
be revealed by an organizational chart, Figure 5.5 does depict two
important features: (1) the principle of hierarchy and (2) a division of
labor that results in specialization.
Weber’s bureaucratic model rested on what he called rational-legal
authority.28 In a police context, rational legal authority rests on the
legal basis for the existence of the department. Authority is granted to
positions within the organization, such as sergeants, lieutenants, and
captains, who use that authority to fulfill their responsibilities and to

accomplish the goals of the department (seeFigure 5.6). Bureaucracy
and Decision Space
Although there may have been a few stray exceptions, police
departments for centuries have used the bureaucratic form of
organization and continue to do so. While clinging, like the majority
of
organizations in the world, to the structure of the bureaucratic
organizational model, police departments have substantially dropped
new processes over it to: (1) attract new generations of officers with
expectations different than their predecessors; (2) shift from an
almost singular focus on internal administration, such as control, to
empowering employees; (3) foster collaboration with constituents; (4)
implement new operational philosophies (e.g., community- and
intelligence-led policing); (5) employ new models of leadership; (6)
operate with greater openness, producing more transparency of
administration and operations in the community; (7) increase
workforce diversity; (8) use new technologies (e.g. texting, Facebook,
and Twitter); and (9) be more nimble in responding to emergent
conditions and issues.
Many law enforcement agencies have rapidly moved into
egovernment,29 facilitating the use of government services on-line.
The
Springfield (Missouri) Police Department’s website allows citizens to
obtain crime maps of their neighborhoods, search police reports,
request copies of traffic accident and incident reports, locate the
residence of sexual offenders, and file a complaint against or extend
recognition to officers.
As a result, this ―reformatted bureaucracy‖ falls into the broad
category of neoclassical organization theory, meaning taking a fresh
perspective on traditional organizational theory. More specifically, the
reformatted bureaucratic organization model has also been labeled
neoWeberian.30 The shift from the pure bureaucratic model to the
neoWeberian accompanies the rise in the management concept of
the new public management (NPM), which began in the 1980s. At
its core, NPM called for the use of private sector approaches in public
organizations (e.g., creating productivity gains, getting citizens
involved, and outsourcing services if it can be done cheaper and as

well or better than when using public funds). A 2007 study of 304
California law enforcement agencies in cities identified as immigrant
destinations illustrates the neoclassical bureaucratic organizational
model.31
Illegal immigration provides a backdrop to contrast classical and
neoclassical law enforcement agencies. Illegal immigration is a ―hot
button‖ issue. American nativists are staunchly anti-immigration on
any basis. Others support immigration reform as long as there is no
amnesty, while a liberal immigration reform law will have some
support as well. Arizona chose to enact a stringent law aimed at
identifying, prosecuting, and deporting illegal immigrants
(see Figure 5.7), the lone state to have done so.
Elsewhere, if law enforcement agencies were simply classical
bureaucratic organizations, they would arrest all violators of
immigration laws that come to their attention. However, many law
enforcement agencies, often without any direction from city hall have
chosen not to cooperate with federal authorities in rounding up illegal
immigrants.
These neoclassical agencies recognize that actively seeking out and
enforcing federal immigration laws will dry up support and
information needed to investigate traditional state and local laws. It is
a practical stance; in some cities non-citizens account for half of the
foreign born residents.32
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GBA 300 Form a 500 word minimum response
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Action Recommended:
We need to begin taking the necessary steps to ensure that the brand
Taco Bell doesn't suffer a huge loss individually. It was recently
learned that Kraft has issued a statement where it was mentioned,
"Kraft’s recall does not include any products sold in Taco Bell
restaurants.‖ 4
That statement has the potential to harm in more way
than were probably intended. It should be noted that above I have
listed what we do know of the GM found in the Kraft distributed Taco

Bell Home Original taco shells, to further assist in the elevation of
how something like this could have occurred without going detected.
Action Taken:
The CEO, Brian Niccol, needs to make a statement in regards to this
matter. It should be mentioned that this situation is very serious and
we are taking the necessary precautions to ensure our consumers are
protected. It should be noted that something this extreme could have
gone on undetected, being that this particular GM corn strand, went
from being banned to global, and within one year, it was widely
distributed. Products might have come into contact with this stand of
"Cry9c" at some point in the production process and was not caught.
We need to ensure that Taco Bell is working more closely with Kraft
to ensure that anything with Taco Bell's name / brand attached to it,
will be monitored very closely to assure our consumers are protected.
Since working with Kraft on 8/1/1996, we have meet with Kraft
periodically to discuss quality, financial and operational matters 5
;
whereas, now, we plan to have more detailed conversations in regards
to a chemical breakdown, as well as the previously mentioned
matters, to guarantee that the Taco Bell brand is being associated with
the type of product we distribute in our quick-service restaurants.
Although we are in a licensed agreement with Kraft, we need to try to
protect our brand, so that we as an individual entity do not suffer
harshly"
References:
1. O’Rourke, IV, James S.. (2013) Management Communication, A
Case-Analysis Approach. (5th edition). p. 43
Case-Analysis Approach. (5th edition). p. 46 via
www.greenpeaceusa.org.
Case-Analysis Approach. (5th edition). p. 43 via ―Taco Shell Recall
Focuses on Safety of Biotech Foods,‖ www.mindfully.org

Discussion Responses:
Feedback goes beyond creative response to classmate and shows the
relationship between the concepts discussed in the book and the
theoretical approach explained in the journal article – constructively
evaluates classmate’s response in light of the assigned material;
response includes external source. In-text citation and references are
correctly cited in APA style. Example: ―I really like how you
explained everything in your forum. You have made very good and
valid points, and I couldn't have agreed more! However, I think you
should have included the two-year colleges and the career and
technical colleges that are in the area as well because they are an
important demographic. Here’s a link to a Harvard Review article
which explains the importance of this group of colleges and points out
… .‖
Discussion Response Guidelines:
- ―One-liners" and "I agree" statements that aren't supported with an
explanation are useless and won’t receive any credit.
- Your replies should indicate that you have critically considered the
merits of the original post, and offer commentary and critical
evaluation of the post in a ―substantive‖ fashion.
- Substantive replies:
- critically evaluate the original post made by a peer and cite
alternate examples and information from sources that may contradict
OR support a point made in the original post;
- relate aspects of that post to text readings or supplemental
readings or videos when relevant and not addressed in the original
post;
- add or relate additional information from outside sources to the
situation discussed by the peer, and or
- offer and justify additional recommendations.
- It is important that you demonstrate respect for the diverse opinions
of others.
- Minimum 500 words or more in your response.
------------------------------------------------------------------------------------
PM 430 Individual Project

tutorialoutlet
This project plan is for the implementation for PPM – project
portfolio software
implementation. This will allow us to group together our projects and
streamline them for us to
make better informed business decisions for the PMO – project
management office and to
maintain a competitive advantage. The implementation will happen in
5 phases.
2. Work Breakdown Structure – Table view
Level 1
Project Portfolio
Management
software
implementation Level 2
1. Initiating Level 3
1.1 Identifying Requirements
1.2 Scope of Work
1.3 Meeting for stages of software
implementation
1.4 Timelines and deliverables for work 2. Planning 2.1 Budgets
established for software
implementation
2.2 Schedules for software
2.3 Quality plan
2.4 Risk Plan
2.5 Labor 3. Executing 3.1 Schedule project team
3.2 Hardware installation
3.3 Software installation
3.4 Training of software for all PM’s
3.5 Allocating resources 4. Monitoring and
Controlling 4.1 Documentation of all elements
4.2 Executing any quality and risk plan
4.3 Installation team monitoring of the new
systems for any issues

4.4 Develop communication log for any
missing/damaged equipment
4.5 Perform quality assurance – audits 5. Closing 5.1 Installation team
turning all hardware
and software over to PMO
5.2 Complete all logs for damaged and/or
missing equipment
5.3 Close out all audits 3. Activity/Network Diagram:
2 • Late start • Late
Finish • Early Start Extra
materials
needed for
compatibility Hardware and
software
compatibility Risks were not
identified,
reacting Risk and
Quality plan
executed
when
identified • Early
Finish 4. Schedule: 3 5 Budget March 8, 2018 Budget Summary
CATEGORY
hardware
software
training
staff
licenses fees
meetings
contingency plan
sub-contractors ESTIMATED ACTUAL #REF!
1,050.00
600.00
935.00
1,625.00
#REF!
#REF!

1,345.00 4 OVER/UNDER
#REF!
928.00
400.00
870.00
1,575.00
#REF!
#REF!
1,075.00 #REF!
122.00
200.00
65.00
50.00
#REF!
#REF!
270.00 Travel
Other
Total Expenses 100.00
885.00
#REF! 165.00
1,021.00
#REF! -65.00
-136.00
#REF! Other; 17% software; 15% training; 7% Travel; 3% staff; 14%
sub-contractors; 18% licences fees; 26% 5 6. Communication Plan
Stakeholders
PMO Director Communication
Method
Email/Status
meetings Frequency Responsibilities Daily/Weekly To ensure that the
software
implementation is on
time, budget and
quality assurance is
being performed
They need to be read
for training of the

new PPM software
Installing the
hardware, software
and training Project Managers Email/Phone Daily Project Team
Email/Phone Daily 7. Risk Management Plan
Risk Risk
Description Risk
Likelihood Risk
Impact Risk
Impact
Description
6 Risk
Respons
e Risk
Response
Description 1 Equipment
not
delivered on
time Not likely 2 Software not Likely
compatible High 3 Training
time Medium Likely High If the
Mitigate
equipment
does not
come it will
hold the
entire
project up
Again will
Mitigate
hold the
project up
and cost
money to fix
Training
Transfer
curve for the

PM’s Secure
delivery times
ahead of the
installation Testing will be
done prior to
ensure that
compatibility
is good
Will give
tutorials and
documentatio
n after the
project team
has left if
PM’s are not
getting the
software 8. Quality Plan
According to the PMBOK the key to quality control is prevention
(PMBOK,
2016). With prevention in mind we can add the cost of conformance
to the budget in the
beginning. Meeting the quality requirements can lead to lower costs,
higher productivity,
profit and overall stakeholder satisfaction. Having a plan quality
management to help
identify the quality requirements (PMBOK, 2016). Performing quality
assurance will
help audit the processes that are happening to help prevent more
work, which leads to
high costs. And control quality, monitoring and documenting the
results to help with
future projects.
9. Procurement Management Plan
The decision was to buy the software for the implementation for PPM
software.
We will be using this daily, however the software will not be changed
just updated. So the

procurement will be purchasing the software with a company that has
the experience to 7 install and help train our PM’s after installation.
According to the PMBOK deciding to
do make something entirely in house, omits the procurement process.
Source Selection Criteria: 10. Stakeholder Management
Stakeholder Register Selection Criteria
Budget
Experience
Training
Insurance
requirements
Team Professionalism
Equipment Reliability Stakeholder Role in Project PMO Director
Supportive/Influence
r
Supportive Project
Managers Project Team Influencer Stakeholder
type
Internal
Internal External Plan Communicatio
n
Weekly Status
meeting/email
Daily status
meeting/email Daily status
meetings Stakeholder engagement assessment matrix
Stakeholder
Power
PMO
X
Director
Project
Mangers
(PMBOK, 2016) Interest
X Influence Impact X X References
Project Management Body of Knowledge, PMBOK, 5th edition
PMI, Project Management Institute

Practice Standard for Project Risk Management, 2009
8 Expectation
To deliver an
on time project
To support the
new software
and unitize
within program
management
To implement
the new
software for
PPM PMI, Project Management Institute, 2009
Summers, Donna, Quality Management: Creating and sustaining
organization,
Pearson Education, 2009, 2005 9
------------------------------------------------------------------------------------
PHL 300 Whole Foods
tutorialoutlet
Case Study – Whole Foods
Answer the following questions related to Case 13 in Business Ethics
in a 2-page essay:
 For many people, work is generally regarded as a daily grind—a
necessity but not a passion. Why do you think this is so? What
would it take to change that perspective?
 The CEO of Whole Foods, John Mackey, has become a role model
for conscious capitalism. He integrates his heart with his head by
developing self-awareness and emotional intelligence and by
empowering others to do the same. Without naming names or
identifying company names, describe someone you observed or
worked for who works to be this kind of role model.
 Identify three businesses that adopted conscious capitalism in
terms of how they treat their employees and other stakeholders.
Read the following from Business Ethics:

 Ch. 5, ―Ethical Decision Making‖
 Ch. 6, ―Individual Factors: Moral Philosophies and Values‖
 Case 13, ―Whole Foods Strives to be an Ethical Corporate
Citizen,‖ on pp. 525–535
Read the following from Megatrends 2010:
 Ch. 6, ‖The Wave of Conscious Solutions‖
 ―Conclusion: The Spiritual Transformation of Capitalism‖
Read the following from Conscious Capitalism:
 Ch. 13, ‖The Qualities of Conscious Leaders‖
 Ch. 14, ‖Becoming a Conscious Leader‖
 Title: Business ethics: Ethical decision making and cases
-----------------------------------------------------------------------------------
Coping with Corruption in Trading with Vietnam
Corruption
tutorialoutlet
CASE 2-5 Coping with Corruption in Trading
with Vietnam Corruption is a fact of life in China. In fact,
Transparency International, a German organization that applies its
Corruption Perception
Index (CPI) globally,1 rates China with a CPI of 3.6 and is number
75
of the 183 countries rated. New Zealand is rated the least corrupt at
number 1 with a CPI of 9.5, the United States at 1924 with a CPI of
7.51, and North Korea and Somalia the most corrupt at number 182
with a CPI of 1.0. The country’s press frequently has detailed cases
of corruption and of campaigns to crack down on bribery and other
forms of corruption. The articles primarily have focused on
domestic economic crimes among Chinese citizens and on local
officials
who have been fired, sent to prison, or assessed other penalties.
There is strong evidence that the Chinese government is taking
notice and issuing regulations to fight corruption. Newly issued
Communist Party of China (CPC) regulations on internal
supervision and disciplinary penalties have raised hopes that the

new regulations will enhance efforts against corruption. The
regulations established ―10 Taboos‖ for acts of party members that
violate political, personnel, and financial regulations and who
are involved in bribery, malfeasance, and infringement of others’
rights. The taboos included lobbying officials of higher rank,
handing out pamphlets or souvenirs without authorization, holding
social activities to form cliques, and offering or taking bribes.
Also on the list were making phone calls, giving gifts, holding
banquets or conducting visits to win support, covering up illicit
activities, spreading hearsay against others, using intimidation or
deception, and arranging jobs for others. Some believe that the
execution of three bankers, for ―a run-of-the-mill fraud,‖ just
before
the Communist Party’s annual meeting, was an indication of how
serious the government was about cracking down on corruption.
Much of China’s early efforts to stem corruption were focused
on activities among domestic Chinese companies and not on
China’s foreign business community. Traders, trade consultants,
and analysts have said that foreign firms are vulnerable to a variety
of corrupt practices. Although some of these firms said they had
no experience with corruption in China, the majority said they
increasingly were asked to make payments to improve business,
engage in black-market trade of import and export licenses, and
bribe
officials to push goods through customs or the Commodity
Inspection Bureau, or engage in collusion to beat the system. The
Hong
Kong Independent Commission Against Corruption reports that
outright bribes, as well as gifts or payment to establish guanxi, or
―connections,‖ average 3 to 5 percent of operating costs in the
PRC,
or $3 billion to $5 billion of the $100 billion of foreign investments
that have been made there. The most common corrupt practices
confronting foreign companies in China are examined here.
PAYING TO IMPROVE BUSINESS
Foreign traders make several types of payments to facilitate sales
in China. The most common method is a trip abroad. Chinese

officials, who rarely have a chance to visit overseas, often prefer 1
See http://www.transparency.org for more details about its 2010
index. cat29974_case2_01-031.indd 18 foreign travel to cash or
gifts. (This was especially true when
few PRC officials had been abroad.) As a result, traders report
that dangling foreign trips in front of their PRC clients has become
a regular part of negotiating large trade deals that involve
products with a technological component. ―Foreign travel is always
the first inducement we offer,‖ said an executive involved
in machinery trade. In most cases, traders build these costs into
the product’s sale price. Some trips are ―reasonable and bona
fide expenditures directly related to the promotion, demonstration,
or explanation of products and services, or the execution
of a contract with a foreign government agency,‖ but it may be
another matter when officials on foreign junkets are offered
large per diems and aren’t invited specifically to gain technical
knowledge.
Foreign travel isn’t always an inducement—it also can be extorted.
In one case, a PRC bank branch refused to issue a letter of
credit for a machinery import deal. The Chinese customer
suggested that the foreign trader invite the bank official on an
overseas
inspection tour. Once the invitation was extended, the bank issued
the letter of credit. ANGLING FOR CASH
Some MNCs are asked to sponsor overseas education for the
children of trading officials. One person told a Chinese source that
an
MNC paid for that individual’s U.S. $1,500-a-month apartment, as
well as a car, university education, and expenses.
Firms find direct requests for cash payments—undeniably
illegal—the most difficult. One well-placed source said that a
major trader, eager for buyers in the face of an international
market glut, had fallen into regularly paying large kickbacks
into the Honduran, U.S., and Swiss accounts of officials at a
PRC foreign trade corporation. Refusing to make payments
may not only hurt sales, it can also be terrifying. A U.S. firm
was one of several bidders for a large sale; a Chinese official

demanded the MNC pay a 3 percent kickback. When the company
representative refused, the official threatened: ―You had
better not say anything about this. You still have to do business
-----------------------------------------------------------------------------------
PM 430 PPM Project
tutorialoutlet
1. PPM Project Name: The project portfolio management (PPM)
software tool project and the strategic planning
software tool project
A. Project objective
The project portfolio management (PPM) software tool and the
strategic planning software tool
projects are two very important projects to this organization.
They are highly related, and as such, they will be
run simultaneously. The main objective of having these two
projects is to ensure that all planning activities
within the organization are as effective as possible. More often,
organizations tend to have so many planning
activities running at the same time. Developing a software tool
that can put all these activities in order is
therefore crucial to making sure that all these activities serve
their intended purpose. Once the projects are
implemented, costs associated with planning will be reduced
significantly. Additionally, all activities will be
running according to plan.
B. Major Tasks
In order to successfully implement the PPM project and the
strategic planning software tool project,
there are a number of tasks that are deemed important. These
tasks are dependent on each other, such that
task 1 leads to task 2 and so on and so forth. These include the
following;
1. Task 1: Getting the PPM project ready
2. Task 2: Creating the planning Software tool platform

3. Task 3: Execute both project simultaneously
4. Task 4: Manage the projects
5. Task 5: Conduct an end of project assessment and write a
report.
C. Risks
Risks are part and parcel of every project. It is important to note
that running two projects
simultaneously means that the likelihood of a risk occurring
increases. As such, it is important to prepare for
such risks lest they jeopardize the goals and objectives of the
project. The following are some of the risks that
are most likely to occur during the execution of the project
portfolio management (PPM) software tool project
and the strategic planning software tool project:
1. Risk 1: The risk of having a Technological failure
2. Risk 2: The risk of cost management where the costs
forecasted are inaccurate. References
Badewi, A. (2016). The impact of project management (PM) and
benefits management (BM) practices on
project success: Towards developing a project benefits
governance framework. International Journal of
Project Management, 34(4), 761-778
Project Management Body of Knowledge, PMBOK, 5th edition
PMI, Project Management Institute
Kendrick, T. (2015). Identifying and managing project risk:
essential tools for failure-proofing your project.
AMACOM Div American Mgmt Assn.
-----------------------------------------------------------------------------------
Create a negotiation checklist in Excel format
tutorialoutlet
2. 1. Create a negotiation checklist in Excel format that you
would use during the Growth phase of the Product Life Cycle. It
will need to address: the who, what, how, when, and where
elements of supplier negotiation in no more than ten line items.

2. Write a 700- to 1,050-word document with detailed
instructions on how you will use the negotiation checklist and
how to complete each column of the checklist.
Create a negotiation checklist in Excel format that you would use
during the Growth phase of the Product Life Cycle. It will need to
address: the who, what, how, when, and where elements of supplier
negotiation in no more than ten line items.
Write a 700- to 1,050-word document with detailed instructions on
how you will use the negotiation checklist and how to complete each
column of the checklist.
-----------------------------------------------------------------------------------
HUM 1020 Defend the following statement by focusing
on three landmark works
tutorialoutlet
Defend the following statement by focusing on three landmark
works of the European Enlightenment: "The Enlightenment
marks the divide between an essentially medieval view of the
world as dominated by divine truths and the principles of
religious faith, and the modern view of the world as governed by
scientific truths and the principles of human reason."Compare
the Catholic Church's response to Galileo's description of the
heliocentric universe to contemporary Evangelical concerns with
the teaching of evolution. (200 words)
-----------------------------------------------------------------------------------
Benforado make to sidestep issues associated with a
guilty mind?
tutorialoutlet
What are the fundamental issues with using a guilty mind (mens rea)
approach in our criminal justice system? What recommendations does

Benforado make to sidestep issues associated with a guilty mind? Do
you agree with these recommendations? Why or why not?
-----------------------------------------------------------------------------------
led to the French Revolution of 1789
tutorialoutlet
what were the economic, social and political problems that led to the
French Revolution of 1789, and how did
indicate how the legislation passed during the moderate phase of the
Revolution address these issues?
-----------------------------------------------------------------------------------
DE 1045 what were the economic, social and political
problems
tutorialoutlet
what were the economic, social and political problems that led to the
French Revolution of 1789, and how did
indicate how the legislation passed during the moderate phase of the
Revolution address these issues?
-----------------------------------------------------------------------------------
understand the purpose of LinkedIn
tutorialoutlet
you have the option to write a short essay (300 - 400 words) that
demonstrates that you understand the purpose of LinkedIn in terms of
networking and recruitment. I need about 350 word essay
-----------------------------------------------------------------------------------
Compare and contrast the four Ps approach

tutorialoutlet
Compare and contrast the four Ps approach to marketing versus the
value approach (creating, communicating, and delivering value).
What would you expect to be the same and what would you expect to
be different between two companies that apply one or the other
approach? Please, provide at least two examples
-----------------------------------------------------------------------------------
How does mistake, if proved, affect third parties
tutorialoutlet
1. QUESTION 1 How does mistake, if proved, affect third parties
(persons
outside of the contract in which the mistake occurred)?
a
. If mistake is proved, the contact is voidable and third parties
are affected only if the they knew of the mistake.
b If mistake is proved, the contract is illegal and therefore
.
unenforceable against third parties.
c If mistake is proved, there is no effect on third parties.
.
d If
. mistake is proved, the contract is unenforceable as against
third parties.

e If mistake is proved, the contract is void and third parties who
.
claim benefits from the void contract will be adversely
affected.
10 points 1. QUESTION 2
The parol evidence rule says that a written contract must be
interpreted on
the clear and unambiguous words written in the contract subject to
which one of
the following correct combination of exceptions?
a Fraud, duress, undue influence, condition precedent or collateral
contract
.
b Fraud only
.
c Subsequent agreement entered into by the parties after the written
. agreement or absence of an intention that all of the contract would
be embodied in the written document d A and C
.
e There are no exceptions to the parol evidence rule.
.
10 points 1. QUESTION 3
The duty of utmost good faith in contract law applies in which of the
following? (Choose the best answer.)
a Insurance contracts

.
b Contracts with a chartered accountant hired to provide business
planning
. advice
c A director's relations with a shareholder.
.
d a and b
.
e The insurer must deal with claims fairly but the insured need not
disclose all
. material risks to the insurer at the relevant times.
10 points 1. QUESTION 4 Bert was forced to sell his $10 000 stereo
system to Mabel,
who threatened to release to the media embarrassing information
about their affair. Mabel immediately sold the system to Celine for
$8000. Mabel then left the country. When Bert found out that Mabel
was gone, he located the stereo system and demanded that Celine
hand it over because the contract with Mabel was voidable. Celine
has to return the stereo to Bert.
a
. Tru
e
b Fals
.
e

10 points QUESTION 5 1. Bob wrote a cheque payable to his
plumber, Fred. Fred owed
money to his ex-wife Frieda, so he signed the cheque over to her.
Later, Frieda signed the cheque over to her children's daycare.
Meanwhile Bob was unhappy with the plumbing job done by Fred.
Fred would not answer his calls but Bob found out that the daycare
had his cheque. Fred went to the daycare and demanded a refund.
Which of the following is true?
a None of the
.
b The cheque
.
c The cheque
. above is true.
was an equitable assignment. does not satisfy the requirement of
writing for
assignments.
d The daycare is holder of a negotiable instrument in due course
.
and can ignore Bob.
e This is an example where privity does not allow conferral of a
.
benefit on the daycare, a third party to the contract between
Bob and Fred.

10 points 1. QUESTION 6 If mistake is proved, the contract is: a
Voidable
.
b Unenforcea
. ble
c Valid .
d Invalid
.
e Void
.
10 points QUESTION 7 1. It is up to the subservient contracting party
to overcome the
presumption of undue influence.
Tru
e
b Fals
.
e
a
. 10 points 1. QUESTION 8 Joe, a management consultant, was
desperate for money. He
therefore assigned all of his accounts receivable to two different
assignees. Both assignees gave notice of assignment to the debtors
who owed Joe money. The debtors should pay the assignee who
gave notice last.

a
. Tru
e
b Fals
.
e
10 points QUESTION 9 1. If both parties to a contract have differing
interpretations of
the written contract, the court will apply a reasonable person test to
determine which interpretation is more reasonable.
Tru
e
b Fals
.
e
a
. 10 points 1. QUESTION 10 Melvin wanted to sell his house, but he
knew the foundation
had cracks that let water into the basement every time it rained. He
therefore decided to sell the house in the winter, when it was
unlikely to rain. He also put some heavy furniture in front of the
basement wall so that no one could see the cracks. Betty bought the
house in winter at a time when there was no rain. She will be able to
prove misrepresentation if she can show that putting furniture in

front of the basement wall was a material statement of fact that
induced her to enter into the contract.
a
. Tru
e
b Fals
.
e
-----------------------------------------------------------------------------------
HRMN 367 organizational life stages
tutorialoutlet
Based on the reading of organizational life stages, what life stage do
you consider your organization to be in? How does the life stage
impact the culture of the organization?
-----------------------------------------------------------------------------------
effective writing and research across multiple
platforms and modalities
tutorialoutlet
Explaining the importance of effective writing and research across
multiple platforms and modalities (from e-mails to essays, blog posts
to social media posts) for your chosen profession or field.
Your letter will address 3 primary topics, each with a dedicated
section, and it should include examples and details in each section
that address the unique audience and purposes for each scenario.
Answer the following:

How can developing and using effective writing and research skills
further your educational and academic goals?
advance your professional and career goals?
enrich your personal life?
Finally, your post must follow a formal letter format using this Unit 5
Discussion Board Template. For the purposes of this assignment,
please use fictitious information for your address and signature block.
Explaining the importance of effective writing and research across
multiple platforms and modalities (from e-mails to essays, blog posts
to social media posts) for your chosen profession or field.
Your letter will address 3 primary topics, each with a dedicated
section, and it should include examples and details in each section
that address the unique audience and purposes for each scenario.
Answer the following:
further your educational and academic goals?
advance your professional and career goals?
enrich your personal life?
Finally, your post must follow a formal letter format using this Unit 5
Discussion Board Template. For the purposes of this assignment,
please use fictitious information for your address and signature block.
-----------------------------------------------------------------------------------

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