Course material

1. mgt Activity11
business discussion question and need a reference to help me learn.
Journal Article with DOI
Citation Elements in Order:
1. Author: David Spitz, Starling Hunter
2. Publication date: 2005
3. Article title: Contested codes: The social construction of Napster
4. Journal title: Information Society
5. Volume & issue number: 21(3)
6. Page numbers: 169-180
7. Digital object identifier (DOI): 10.1080/01972240490951890
……………………….
(APA 6)
Spitz, D., & Hunter, S. (2005). Contested codes: The social construction of Napster.
Information Society, 21(3), 169-180. doi:10.1080/01972240490951890
…………………….
(APA 7)
Gelkopf, M., Ryan, P., Cotton, S., & Berger, R. (2008). The impact of “training the trainers” for
helping tsunami-survivor children on Sri Lankan disaster volunteer workers. International
Journal of Stress Management, 15(2), 117-135.https://doi.org/10.1037/1072-
5245.15.2.117
Please write references for each discussion directly under the solution. Example mgt401.
The solution (1
Reference (2
Requirements: Long
Mgt324
Week 11: Interactive activity
11.1 Learning Outcomes:
Examine the use growing use of technology in public organisations.
Understand the evolution of the technology organization and knowledge and database
management

2. 11.2 Action Required:
Read the following statement:
“Public administration requires efficient information technology that brings together
different and interlinked areas”.
11.3 Test your Knowledge (Question):
Does public administration require efficient information technology that brings together
different and interlinked areas?
11.4 Instructions
Answer the above question in the test your knowledge section.
Post your answer on the discussion board using the discussion link below
(Week11:Interactive learning Discussion
Mgt421
Week 11: Interactive Learning Activity
11.1 Learning Outcomes:
Describe how planning your presentations leads to credibility.
Analyze presentation audiences in terms of message benefits, learning styles, and
communicator styles.
Organize and gather content for a preview, view, and review.
Develop effective slide presentations.
Use the storyline approach to presentations.
Evaluate your presentations for fairness and effectiveness
Describe how presentation delivery impacts your credibility.
Deliver presentations with authenticity, confidence, and influence.
Apply the SOFTEN model of nonverbal communication for presentations.
Use slides and handouts to supplement your presentation effectively.
Interact effectively with your audience.
Prepare to present effectively in teams
11.2 Action Required:
Chapters 14 & 15 in BUSINESS COMMUNICATION: Developing Leaders for a Networked
World, Peter Cardon, 4th Edition McGraw-Hill Education
Watch the short videos at the following links:
11.3 Test your Knowledge (Question):
How plan and create an effective presentation?
Explain the SOFTEN model of nonverbal communication.
11.4 Instructions
Answer the questions in the test your knowledge section.
Post your answer in the discussion board using the discussion link below (Week
11:Interactive learning Discussion)

3. Mgt422
11.1 Learning Outcomes:
Upon completion of this week’s activities, you will be able to:
Analyze the ethical issues of a real-world organization's relationships with consumers,
employees, shareholders, and the community.
Evaluate an organization's strategies for the enhancement of ethical behavior and legal
compliance.
11.2 Action Required:
Watch the short video in the following link and answer the questions that follows:
11.3 Test your Knowledge (Question):
When other firms in your industry are behaving unethically, how can you buck the trend
and position your company to value ethical behavior? Why is that important? Will it damage
your company’s competitiveness?
11.4 Instructions
Answer the question in test your knowledge section.
Post your answer for the question in the discussion board using the discussion link below
(Week 11: Interactive learning Discussion)
Mgt424
11.1 Learning Outcomes:
Recognize the importance of quality management theory, principles, and practices applied
in businesses on national and international levels.
State the importance of standardization and quality standards.
11.2 Action Required: (Read)
Case: Customer Focus at Amazon.com
Warren Buffett, the well-known financier and CEO of Berkshire Hathaway, has never been a
big backer of technology businesses. However, he owns $459 million worth
of Amazon.com’s bonds, making him one of Amazon’s biggest debt holders. Buffet observes,
“I’ve been using a computer for eight or ten years now and I still really pay for only three
things on the Internet:
The Wall Street Journal, online bridge, and books from Amazon.com. That they are one of
only three companies online that have gotten money out of my pocket tells me they are
doing something right.” The concept of Amazon began in 1994 when Jeff Bezos, its founder
and CEO, read a study that predicted the Internet would explode in popularity. He settled on

4. selling books online because almost every book was already catalogued electronically, yet
no physical bookstore could carry them all. Bezos has a rare talent for a relentless focus on
the customer, and a studied disregard for short-term pressures to show results on the
“bottom line.” The original Amazon model envisioned giving customers access to a gigantic
selection without the time, expense, and hassle of opening stores and warehouses and
dealing with inventory. However, Bezos quickly discovered that the only way to make sure
customers get a good experience and that Amazon gets inventory at good prices was to
operate his own warehouses so he could control the transaction from start to finish. In its
2002 Annual Report a letter from the 1997 Annual Report was reproduced, explaining
Amazon’s customer-focused philosophy in these words:
From the beginning, our focus has been on offering our customers compelling value.
We realized that the Web was, and still is, the World Wide Wait. Therefore, we set out to
offer customers something they simply could not get any other way, and began serving
them with books. We brought them much more selection than was possible in a physical
store (our store would now occupy 6 football fields), and presented it in a useful, easy-to-
search, and easy-to browse format in a store open 365 days a year, 24 hours a day. We
maintained a dogged focus on improving the shopping experience, and in 1997 substantially
enhanced our store. We now offer customers gift certificates, 1-ClickSM shopping, and
vastly more reviews, content, browsing options, and recommendation features. We
dramatically lowered prices, further increasing customer value. Word of mouth remains the
most powerful customer acquisition tool we have, and we are grateful for the trust our
customers have placed in us. Repeat purchases and word of mouth have combined to
make Amazon.com the market leader in online bookselling.
In its 2002 Annual Report, Bezos’s letter made numerous points to explain how that
vision of customer service had developed and expanded, including:
• We have deep selection that is unconstrained by shelf space.
• We turn our inventory 19 times in a year.
• We personalize the store for each and every customer.
• We trade real estate for technology (which gets cheaper and more capable every year).
• We display customer reviews critical of our products.
• You can make a purchase with a few seconds and one click.
• We put used products next to new ones so you can choose.
• We share our prime real estate, our product detail pages, with third parties, and, if they
can offer better value, we let them.
• Customer experience costs that remain variable, such as the variable portion of
fulfillment costs, improve in our model as we reduce defects. Eliminating defects
improves costs and leads to better customer experience.
Many of the customer-pleasing features of Amazon’s operations are not noticed, or
even known, by Amazon’s customers. These fall into the categories of technology, order
fulfillment, and retailing strategies. In technology, the company’s website has been, and

5. remains, leading edge. In an effort to serve customer needs, Amazon was one of the early
pioneers to develop software for collaborative filtering of customer data. Basically, the filter
is used to suggest similar or related products to a customer after he or she has focused on a
product or product category. For example, if a customer browses or purchases Managing for
Quality and Performance Excellence, other books in quality management would then be
suggested on the viewer’s Web browser. These suggestions are based on what other readers
of the text had purchased, in addition to the target text. Web features and capabilities have
expanded over the years, to include features such as “look inside the book” for a chapter
preview, in-store pickup of orders, shipping choices (priority vs. regular), and affinity group
selections (Wedding Registry, Baby Registry, personal Wish List, etc.).
In order fulfillment, the capabilities of its high-tech warehouses continue to drive
costs down, as mentioned earlier. For example, Amazon has a nearly perfect process for
sorting multiple item orders. As it expands its offerings and adds more retail partners,
Amazon’s fulfillment capabilities pay dividends to its partners, as well as adding revenues to
Amazon. By reducing the time it takes to get all the items in an order into the sorting
system, Amazon shipped 35 percent more units with the same number of people than it had
in earlier years. Its retailing strategy is based more and more on partnerships with those
who, in most businesses, would be considered competitors. Amazon proclaims that it seeks
“to offer Earth’s Biggest Selection and to be Earth’s most customer-centric company, where
customers can find and discover anything they might want to buy online.” However, at any
time, its competitor partners may be offering the same item through their linked websites at
a different price. For example, when a book is being viewed, the web page will also permit
the viewer to go to a linking web page of a partner’s book company, where the same title
used (or even new) book is being sold for a lower price. Its partners include well-known
retailers such as Borders Books, Waldenbooks, Waterstone, Target Stores, Lands’ End, and
thousands of other lesser-known organizations, large and small. In fact, through what is
called their Associates Program, Amazon.com provides a link to 900,000 websites carrying
specialty items and where online auctions are taking place every day.
With millions of customers and potential customers accessing its global sites in the United
States, the United Kingdom, Germany, Japan, and Canada daily, Amazon.com’s sophisticated
technology allows it to build an in-depth and potentially valuable database of many of its
customers. In 1999, Amazon.com experimented with a highly controversial feature on its
website. It started featuring thousands of individual bestseller lists categorized by Zip
codes, workplaces, and colleges—wherever its customers were ordering from. With a
mouse click on its website, browsers could peek behind the scenes at the books that specific
groups were reading, the compact discs they were listening to, and the videos they were
watching. Amazon described it as ‘’fun,’’ happily announcing the feature, Purchase Circles, in
a press release. Soon, however, citing customer complaints, the company began
backtracking. Customers were allowed to opt out of having their data collected, as long as
they were savvy enough to read the fine print and send an e-mail to the company.
Companies could choose not to be included by sending a fax.5 Despite the controversy,

6. Amazon .com still has Purchase Circles on its website.
11.3 Test your Knowledge (Question):
1. How does Amazon.com’s CRM software help it to gain market share and maintain
its competitive advantage?
2. How are operating efficiencies realized in order fulfillment activities of Amazon.com? Will
costs continue to fall, given that their warehouses are currently operating at less than 50%
of capacity? (Note: This measure is expected to change over time, depending on the state of
the economy.)
3. What are the customer privacy risks, besides the ones mentioned in the case,
that Amazon.com must guard against in order to continue to grow its business?
11.4 Instructions
Read Case study and answer the questions.
Post your answer in the discussion board using the discussion link below
(Week 11: Interactive Learning Discussion)