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The CEO heard about your lunchtime discussion with the supervisors and managers when metrics were discussed. He would like you to help him prepare a PowerPoint presentation that he could use at the next board of directors meeting to link the day-to-day new metrics you suggested using to the bigger picture metrics that CEO’s, CFO’s and Board members would better relate to. Create a presentation using the following format: 10 – 12 PowerPoint slides Eye-catching graphics, clip art, and charts A minimum of 100 – 150 words per slide of speaker notes Content should include the following: Specifically describe the linkage between the following pairs of metrics (Note: In each pair, the first metric is the kind of measurement the supervisors and managers would monitor and be evaluated on, and the second is the bigger picture metric the CEO, CFO, and board of directors may monitor.): Dollar amount of WIP inventory: Return On Assets ( ROA ) Order lead time to customers: Cash flow requirements or cash conversion cycle Cycle time: Return On Assets ( ROA ) Changeover time: Inventory turn Inventory turn: Profit For each pair, describe how a meaningful change in the first metric will impact the second metric. .

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Changeover time: Inventory turn
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For each pair, describe how a meaningful change in the first
metric will impact the second metric.

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The Case of Hector”.docx

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The Case of Joe the Jerk 1 The Case of Joe the Jerk (or, the Very Capable Jerk) You have been asked to consult with a module manager in a public service center of the Social Security Administration. A module is a group of about forty workers who work together in processing claims for social security coverage (i.e., requests for the beginning of payments, or other services such as changes and information). A module has all the specialists needed to process a claim from beginning to end——claims authorizers, benefits authorizers, file clerks, and typists/word processors. Each module has a module manager (hereafter, MM) and two assistant module managers (AMMs) who lead and manage the team of workers in the module. The MM, Joan, has a serious concern about one of the AMMs, Joe. Joe is very intelligent, talented, and younger than most AMMs. As far as his knowledge of the work and technical details is concerned, he is extremely promising and has excellent prospects to move up to become MM and then move on up beyond that. Joe, however, is arrogant in his dealings with the workers in the module. He talks down to people and treats them curtly and rudely. He behaves as if he deserves more special treatment and attention than the module members because he is an AMM. On the other hand, Joe also takes some stands and actions that are not necessarily bad or unjustified. Some incidents: One of the file clerks arrives late fairly often. Joe has begun to confront her very aggressively, in front of the other members of the module, criticizing her for arriving late. He has initiated disciplinary action against her. Some other members of the module have pointed out to Joe and Joan that the file clerk is a young single mother with a lot of personal problems. Her brother was recently shot to death in a street fight, apparently drug related. Her child is sick a lot and she has problems getting good child care. Joe, however, insists on going forward with the disciplinary action, saying he cannot let a person arrive late regularly without being unfair to those who do arrive on time. Besides, he says, it is essentially illegal for him not to take action. Joan has to decide whether to intervene in the disciplinary action or let it go through. Joan is concerned about Joe’s effect on motivation and work satisfaction in the module. He speaks very condescendingly to module members who make mistakes, acting as if he is very superior to them and a lot smarter than they are——which is often true, in a sense. Joan was so concerned about growing tensions in the module that she arranged for a weekend retreat, where the group went through some team development exercises with a consultant. Throughout the retreat and the exercises, Joe had a virtual sneer on his face, and he made repeated sarcastic comments about the time the group was wasting on ―touchy-feely nonsense. The members of the module have group meetings to discuss problems and changes. Joe has gotten up and wal.

The Case of Joe the Jerk1The Case of Joe the Jerk (or,.docx

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The CASE Journal Stakeholders and corporate environmental decision making: The BP Whiting Refinery controversy Bryan T. Stinchfield Article information: To cite this document: Bryan T. Stinchfield , (2009),"Stakeholders and corporate environmental decision making: The BP Whiting Refinery controversy", The CASE Journal, Vol. 6 Iss 1 pp. 5 - 18 Permanent link to this document: http://dx.doi.org/10.1108/TCJ-06-2009-B002 Downloaded on: 09 October 2016, At: 06:55 (PT) References: this document contains references to 0 other documents. To copy this document: [email protected] The fulltext of this document has been downloaded 7 times since 2009* Users who downloaded this article also downloaded: (2004),"Global corporate governance: debates and challenges", Corporate Governance: The international journal of business in society, Vol. 4 Iss 2 pp. 5-17 http://dx.doi.org/10.1108/14720700410534930 (2000),"Leadership influence in a high power distance and collectivist culture", Leadership & Organization Development Journal, Vol. 21 Iss 8 pp. 414-426 http://dx.doi.org/10.1108/01437730010379258 Access to this document was granted through an Emerald subscription provided by emerald-srm:451335 [] For Authors If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.com Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services. Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. *Related content and download information correct at time of download. D ow nl oa de d by M on as h U ni ve rs it y A t 06 :5 5 09 O ct ob er 2 01 6 (P T ) http://dx.doi.org/10.1108/TCJ-06-2009-B002 Bryan T. Stinchfield Franklin & Marshall College_______________________________________ INTRODUCTION During the late summer of 2007, Bob Malone, British Petroleum (BP) America Chairman and President, was faced with one of the most important decisions of his career – to expand the Whiting Refinery in northwest Indiana on the banks of Lake Michigan, or to yield to pressure from the public and not expand operations. Regional and global consumer demand for gasoline was rising, which helped push prices toward record highs, and the refinery had an opportunity to expand capacity to help meet that demand. However, thousands of citizens, a host of environmental groups, and eve.

The CASE JournalStakeholders and corporate environmental dec.docx

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The Case of Emily P.Emily is a 62-year-old, single, heterosexual, African American female who seeks treatment for anxiety. She says she is very concerned since she recently has been pulling her hair out,and it has become noticeable on top of her head. She is taking to wearing hats,which she finds acceptable. She worries about many things, which is not new to her,and she finds that scrubbing her home clean is her best therapy to ease her anxiety.Emily reports that germs have been a regular concern of hers since adolescence, when she learned in health classes about the risks of serious diseases including sexual transmittable disease. Emily presented with meticulous grooming, although the knees of her pants were noted as worn. She has arthritis in herspine and knees and uses a walker to help her manage mobility safely. With her physical disabilities it is challenging sometimes to scrub clean the house daily. This worries her shouldshe get a visitor and the house is not in order as she would like it. She is no longer working,so the amount of time it takes her to scrub the house clean doesn’t delay her daily schedule as it used to.Emily receives Social Security income and is not employed. Although the Social Security is acceptable,her living expenses are always a concern to her. She lives alone in a subsidized apartment in the same building as her 72-year-old, unmarried sister,so rent should not increase. Emily and her sister shared an apartment for over 30 years, beginning when each of their marriages dissolved. Emily reported that when her sister began a romantic relationship 5 years ago, Emily began to feel very anxious and started to cry often. Emily moved into an apartment down the hall in the building and began to pull the hair from her head,hiding her hair loss by wearing wigs. This behavior occurred at different times and resulted in scabbing. Emily said she feels better after but does not always notice how much she is pulling. Her sister learned of Emily’s hair pulling after her wig slipped off one evening to reveal bald spots. She set up a schedule over the past few months with her sister to help stop the hair pulling. Sometimes it works and sometimes it doesnot. She is worried that she will be disappointing her sister by not sticking to the schedule to reduce her hair pulling. Her sister encouraged Emily to seek treatment rather than “hiding her ways.” Emily is reliant upon her sister for transportation and for a sense of social and emotional connection. Emily worries about bothering her sister due to her transportation needs,and she worriesthatwithouther sister she would be helpless. She knows she is edgy with her sister often and worries that might be from a lack of good sleep. She agreed to this session even though she is pessimistic about anything working. During our initial visit at our local mental health center, Emily shared that when she was 2 years old her mother died from tuberculosis, and the following year her father, an a.

The Case of Emily P.Emily is a 62-year-old, single, heterosexual.docx

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The Capital Budgeting Process Considering the 2014 article by Batra and Verma assigned in this unit, "An Empirical Insight Into Different Stages of Capital Budgeting," discuss the following: Describe the capital budgeting process. Explain how the capital budgeting process is used in organizations. Describe the types of projects that are subject to capital budgeting. Explain why the capital budgeting process is important for the allocation of resources. .

The Capital Budgeting ProcessConsidering the 2014 article by Bat.docx

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The C-130 is large and unmaneuverable compared to tactical jets. With a C-130 crew of 7-10 compared to the 1-2 of tactical jets, it would be risky to operate the C-130 exposed to enemy defenses. So although the C-130's readiness would be increased by keeping it airborne for earlier snatch of descending aviators, it wouldn't be wise to hold it airborne near enemy targets. It should be kept in 'safe areas' over Iran or maybe offshore until needed. But the pronged C-130 is a potential addition to other rescue forces such as helicopters, so the C-130 too is subject to the same kinds of time delays in communication to get it headed to the site of a potential downing. (And remember it has to get there before the surface is reached by the downed aviator.) How many people could each C-130 theoretically catch mid air? Is it one person rescued per plane? THE TIMING IS TIGHT, SO GETTING A SECOND DESCENDING AVIATOR WOULD BE VERY RARE EVEN IF TECHNICALLY FEASIBLE. How fast is the C-130 compared to other options like a search and rescue helicopter? MAX SPEED OF A C130 IS 368 MPH, BUT THAT'S GOING 'DOWNHILL. CRUISING SPEED IS UNDER 300 MPH. If a C-130 didn't reach it's window of time to grab a pilot midair, is it feasible for this type of plane to conduct the rescue on the ground? NOT VIA THE PRONG (WHICH IS INTENDED TO CATCH AN UNFURLED CHUTE). BUT THERE ARE TECHNIQUES SUCH AS FULTON SKYHOOK THAT MIGHT WORK (BUT ARE NOT PART OF YOUR PROBLEM). What elevation would the tactical aircraft pilots be flying at, and could they lose altitude after getting hit and while still assessing their situations? (Important for determining time constraints.) SMART WEAPONS PERMIT DELIVERY FROM 15,000 FEET OR ABOVE How would the C-130 locate a pilot upon arriving at the likely downing position? Visually? Some sort of beacon? /Presumably, sighting the pilot, adjusting to compensate for the pilot's descent, and making the grab would all take a good deal of time, especially if the C-130 comes under enemy fire and must conduct evasive maneuvers. VISUALLY/RADIO WITH PILOT IN CHUTE/PERHAPS GPS IT WOULD BE QUITE RISKY FOR THE PILOT DESCENDING OR AFTER REACHING THE SURFACE, BUT HE/SHE MIGHT USE FLARES TO MAKE SIGHTING BY RESCUE CREWS EASIER. YES, TIME IS OF THE ESSENCE You mentioned that C-130s are manned by 7-10 people. What is the typical size of a S&R helicopter crew, for comparison? 3-4 A C-130 would probably be an attractive target for Iran's capable air defense systems. How well is the aircraft able to deal with enemy fire? PROBLEMATIC Would it be escorted during S&R? LIKELY, BY JETS Would S&R helicopters be any less vulnerable (presumably not, as they would be descending to make pick-ups)?LESS VULNERABLE DUE SMALLER RADAR SIGNATURE AND DUE GREATER MANEUVERABILITY .

The C-130 is large and unmaneuverable compared to tactical jets. .docx

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the butterflys wayAlso by Edwidge DanticatBre.docx

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The California Legislature Differences from the U.S. Congress Equal Bicameral • Lower house is the Assembly • 80 members elected every 2 years • Each district has about 450,000 constituents (700,000 for the U.S. House of Representatives) • Upper house is the Senate • 40 members serve for 4 years • Half run each 2 years • Each district has about 900,000 constituent • Term limits • Legislators are limited to a total of 12 years in the legislature • May serve in one or both houses • Only about 1/3 of bills become laws Leadership • Speaker of the Assembly is much more powerful than the Speaker of the House: • Controls committee appointments • Present Speaker is John Perez (new Speaker will be Toni Atkins) • President Pro tem in the Senate not as powerful • Shares power with rules committee • Became more influential under old term limits rules because Senators could serve for 8 years (as opposed to the 6 for Assembly) Other features • Governor may use the line item veto for an appropriations bill • State legislature is less visible to voters than Congress (media rarely covers it) • State legislature is not involved in judicial appointments • No filibuster • Initiative process means that legislature doesn’t have a monopoly on legislation (for good or ill) • Seniority plays a much smaller role Problems • Term limits • Never develop sufficient expertise • Especially a problem for leadership • Less willing to compromise because they don’t have a long working relationship with other legislators • Cedes power to bureaucrats & lobbyists • Has contributed to a rise in minority representation • E.g., Latino legislators increased from 6% in 1990 to 23% today • Gridlock over taxation • 2/3 vote required for increasing taxes by state legislature (Prop. 13) • Staff slashed by 40% in 1990 (first term limits initiative) The bright side • Term limits have contributed to a rise in minority representation • E.g., Latino legislators increased from 6% in 1990 to 23% today • (see NCSL web site for more demographic information) • No filibuster • 2/3 requirement for passing state budget removed in 2010 • Districts now drawn by a citizen commission rather than by the legislature • Open primary encourages less extremism gcc Federalism gcc Confederal Government  States act together through a central government for limited purposes, but retain ultimate authority and can veto actions of the central government (53) gcc Confederal Government STATE GOVERNMENT STATE GOVERNMENT STATE GOVERNMENT CENTRAL GOVERNMENT gcc Unitary Government  The central government has ultimate authority and may create (and eliminate) state governments for its own purposes (53) gcc Unitary Government CENTRAL GOVERNMENT STATE GOVERNMENT STATE GOVERNMENT STATE GOVERNMENT STATE GOVERNMENT gcc Federal Government  Ultimate authority is divided between a central government an.

The California LegislatureDifferences from the U.S. Congress.docx

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The Canterbury Tales Prologue 1.) What are Chaucer’s views on the church, based on his descriptions of the clergymen (the Monk, the Friar, etc.)? Using at least two examples from the text, answer this question in no less than seven sentences. 2.) Choose one of the characters in the Prologue. Describe the character in your own words. Who are they? What do they believe? Why are they going on this pilgrimage? Make sure your answer is thorough and complete and at least seven sentences in length. .

The Canterbury Tales Prologue1.) What are Chaucer’s views on the c.docx

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The case file is up loaded ,An analysis of the evidence related to the victim of a crime may provide insight into why this particular individual was the victim of this particular crime. It may also ascertain any information that provides insight into victim selection (specifically chosen, victim of opportunity, etc.) and if the crime was less about the victim and more about circumstances. In this Open Forum Discussion, you continue your conversation about the course case, focusing on concepts related to the victim. What are your initial thoughts of the victim that impact your analysis of the offense? What other things would you like to know about the victim? As you reviewed the evidence concerning the victim, what other issues are surfacing/presenting? .

The case file is up loaded ,An analysis of the evidence related to t.docx

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THE CASE FOR MIXED REALITY TO IMPROVE PERFORMANCE Stuart W. Volkow Alex C. Howland, PhD The world of work is rapidly changing. Now, more than ever, the need for continuous workforce training is needed. While there are many benefits to social and experiential offerings of face-to-face training, distance learning is typically more practical in today’s society. Unfortunately, current distance-learning technologies lack the immersion necessary for learning 21st-century skills. Virtual reality and augmented reality (i.e., mixed realities) can be more effective for training and learning than traditional flat-screen media. THE FUTURE OF WORK AND THE OPPORTUNITY OF MIXED REALITIES TO IMPROVE PERFORMANCE Robots, automation, and artificial intelligence are rapidly changing the face of the American workforce. As more and more jobs are filled by machines, experts agree that the education marketplace will need to change to keep up with the growing and widespread need for worker retrain- ing (Pew Research Center Internet & Technology, 2017). While there are benefits to the social and experiential learning experiences that can be offered in a face-to-face setting, distance learning is often an affordable and flexible way to provide that training. Unfortunately, most eLearning and webinar platforms only offer participants a passive experience (e.g., watch- ing videos, listening to a lecture). With corporate education, including employee orientation, onboarding, and skill building, passive learning is the norm, consisting largely of sitting down and consuming pre-packaged content in bulk that’s presented formally by an educator (Hinchcliffe, 2017). Such offerings do not help develop the vital skills needed in today’s increasingly global and dis- tributed economy, such as teaming, communication, leadership, and cultural intelligence. They also do not immerse learners into the context of the learning and provide the ability for learners to practice in a safe environment. As a result, many learners develop feelings of isolation, dis- connectedness, and frustration, often associated with poor retention rates and low return on investment (Willging & Johnson, 2009). Mixed-reality technologies (i.e., virtual reality and augmented reality) provide solutions to these problems by allowing people to come together in an active simulated environment that allows them to see and interact with fellow participants and the simulated environment, regard- less of geographic location. Such technologies have the potential to dramatically transform education, training, and human performance. The aim of this article is to provide an overview of mixed realities (MR), to discuss theories associated with how the technologies can provide value for performance, and to provide specific examples of effective early-use cases. Introduction to Mixed Realities Well told, any story can be immersive. From spoken word to literature, film, and television, imagination work.

THE CASE FOR MIXED REALITY TO IMPROVEPERFORMANCEStuart W.docx

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The Career Development of Mexican American Adolescent Women: A Test of Social Cognitive Career Theory Lisa Y. Flores The Ohio State University Karen M. O’Brien University of Maryland, College Park This study tested R. W. Lent, S. D. Brown, and G. Hackett’s (1994) model of career choice with 364 Mexican American adolescent women. Path analyses were run to determine the influence of contextual and social cognitive variables on career aspiration, career choice prestige, and traditionality. Partial support for the model was evidenced as nontraditional career self-efficacy, parental support, barriers, acculturation, and feminist attitudes predicted career choice prestige. Acculturation, feminist attitudes, and nontraditional career self-efficacy predicted career choice traditionality. Feminist attitudes and parental support predicted career aspiration. The paths between nontraditional career interests and the 3 outcome variables were not supported. Finally, none of the background contextual variables in this study predicted nontraditional career self-efficacy. Implications of the results and suggestions for future research are discussed. Mexican American women constitute a significant portion of the American population (U.S. Bureau of the Census, 1996), are underrepresented at all levels of education (Carter & Wilson, 1993; Lango, 1995; McNeill et al., 2001; U.S. Bureau of the Census, 1991), and are overrepresented in low-paying occupations tradi- tionally occupied by women (Arbona, 1989; Arbona & Novy, 1991; Ortiz, 1995). Relatively little empirical research has been conducted to identify the variables that contribute to the educa- tional and occupational underachievement of Mexican American women. Indeed, researchers have noted that the career development of Hispanics has received only slight consideration in the counseling and vocational literature (Arbona, 1990; Fouad, 1995; Hoyt, 1989; McNeill et al., 2001), and they have questioned the generalizability of career development theories to Hispanics (Ar- bona, 1990, 1995; Fitzgerald & Betz, 1994; Hackett, Lent, & Greenhaus, 1991). The purpose of this study was to investigate the applicability of a current model of career choice to the experiences of Mexican American adolescent women and to extend the current model to incorporate variables that are hypothesized to be salient to this population. It is well documented that Hispanics are the least educated when compared with other major racial/ethnic groups in the United States and that, among Hispanics, Mexican Americans have the lowest high school and college completion rates (47% and 6.5%, respectively; U.S. Bureau of the Census, 1996). Mexican Ameri- can women are less likely to graduate from college than their male counterparts (Ortiz, 1995; Tinajero, Gonzalez, & Dick, 1991), and their representation in higher education decreases significantly at each successive level (Carter & Wilson, 1993). Moreover, those Mexican American women who pu.

The Career Development of Mexican American Adolescent Women.docx

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The budget process for Albany, GA is easy to get access to a simple search was able to get me a lot of information. My untrained eye is unsure how detailed it is, so it could be a lot of fluff. The budget process does seem to be coherent due to the different levels and approvals that the city manager has to go through. The citizens are involved through a public hearing this year was held on June 2nd for the FY 2021. From the search I did, I couldn’t find much commentary that showed that the community disagreed with the process. The process seems very open from the Albany city website. Albany commission leaders and the city manager are very vocal from the local news I see that they are held to task for many of their decisions. I’m not sure is it due to COVID19 but even I tune in the local Facebook open commission meetings now. The impression I get is that the city is more involved and cares more for showing to citizens that they are listening. The citizens from my view are pleased with that response and that difference from when I was in Valdosta I couldn’t even tell u who the major was. It's interesting as someone who has never thought to think how my city spends money to find a lot of resources breaking it down. Reference City of Albany. (n.d.). Retrieved September 11, 2020, from https://www.albanyga.gov/about-us/city-departments/finance-department/budget-document less 1 .

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APM Welcome Tuesday 30 April 2024 APM North West Network Conference, Synergies Across Sectors Presented by: Professor Adam Boddison OBE, Chief Executive Officer, APM Conference overview: https://www.apm.org.uk/community/apm-north-west-branch-conference/ Content description: APM welcome from CEO The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.

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In BC’s nearly-decade-old “new” curriculum, the curricular competencies describe the processes that students are expected to develop in areas of learning such as mathematics. They reflect the “Do” in the “Know-Do-Understand” model. Under the “Communicating” header falls the curricular competency “Explain and justify mathematical ideas and decisions.” Note that it contains two processes: “Explain mathematical ideas” and “Justify mathematical decisions.” I have broken it down into its separate parts in order to understand--or reveal--its meaning. The first part is commonplace in classrooms. By now, BC math teachers—and students—understand that “Explain mathematical ideas” means more than “Show your work.” Teachers consistently ask “What did you do?” and “How do you know?” This process is about retelling, not just of steps but of thinking. The second part happens less frequently. Think back to the last time that you observed a student make—a necessary precursor to justify—a mathematical decision. “Justify” is about defending. Like “explain,” it involves reasoning; unlike “explain,” it also involves opinion and debate. In order to reinterpret the curricular competency “Explain and justify mathematical ideas and decisions,” I will continue to take apart its constituent part “Justify mathematical decisions” and carefully examine the term “mathematical decisions.” What, exactly, is a “mathematical decision”? Below, I will categorize answers to this question. These categories, and the provided examples, may help to suggest new opportunities for students to justify.

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1. The CEO heard about your lunchtime discussion with the supervisors and managers when metrics were discussed. He would like you to help him prepare a PowerPoint presentation that he could use at the next board of directors meeting to link the day-to-day new metrics you suggested using to the bigger picture metrics that CEO’s, CFO’s and Board members would better relate to. Create a presentation using the following format: 10 – 12 PowerPoint slides Eye-catching graphics, clip art, and charts A minimum of 100 – 150 words per slide of speaker notes Content should include the following: Specifically describe the linkage between the following pairs of metrics (Note: In each pair, the first metric is the kind of measurement the supervisors and managers would monitor and be evaluated on, and the second is the bigger picture metric the CEO, CFO, and board of directors may monitor.): Dollar amount of WIP inventory: Return On Assets ( ROA ) Order lead time to customers: Cash flow requirements or cash conversion cycle Cycle time: Return On Assets ( ROA

2. ) Changeover time: Inventory turn Inventory turn: Profit For each pair, describe how a meaningful change in the first metric will impact the second metric.

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