...QSO 600 Operations Management: Case Study Moore Housing Contractors Operations Management Case Study Two: Moore Housing Contractors Meghan O’Keefe Southern New Hampshire University BACKGROUND Moore Housing Contractors is negotiating a deal with Countryside Realtors to build six houses in a new development (Russell & Taylor III, 2014). The realtors prefer that the contractors start building the homes in the late winter or early spring to reduce potential delays from inclement weather (Russell & Taylor III, 2014). Moore Housing Contractors are busy in summer months and feel they can sell the six homes upon completion, maybe even sooner. Countryside realtors are using a project management network to estimate the completion time to build a house (Russell & Taylor III, 2014). They want each home to be completed within 45 days from the start date (Russell & Taylor III, 2014). It is imperative for Moore Housing Contractors to finish each home within 45 days or they will be subject to a contractor penalty. Moore Housing Contractors want to ensure they can meet the 45 day deadline before they enter into an agreement with Countryside Realtors (Russell & Taylor III, 2014). If there is a high likelihood that they can’t finish a home within 45 days, they want to increase their bid to cover any penalty charges (Russell & Taylor III, 2014) CPM/PERT NETWORK “The CPM/PERT method assumes that the activity times are statistically independent, which allows...
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...mitigating the effects of, responding to, and recovering from all domestic disasters, whether natural or man-made, including acts of terror” (FEMA.gov). When it comes to disaster response and recovery, it’s acts as part of a team. “The team includes federal partners, state, tribal and local officials, the private sector, non-profits and faith-based groups and the general public. All these organizations and agencies are involved in the response and recovery process that bring their resources to bear, in terms of financial resources, manpower and other support” (FEMA.gov). In preparation of Hurricane Sandy, FEMA officials worked closely with members of the Cabinet, including Secretary of Defense, Secretary of Transportation, Secretary of Housing and Urban Development, Secretary of Energy, and Secretary of Health and Human Services in addition to governors and mayors from affected states, and many others to ensure states and local communities have the resources they need to recover from this storm. From a federal standpoint, several steps were taken to prepare for Hurricane sandy. It takes the coordination of many agencies within the federal system as well as state and local governments to prepare for a disaster like hurricane sandy. Tremendous amount of preparation as well as coordination was required at the state level, some steps that were taken include the following: On October 26th the city had begun taking precautions, according to Mayor Bloomberg, at that time there was...
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...PUBLIC FINANCIAL MANAGEMENT, INC. Outsourcing Methods & Case Studies City of Colorado Springs Sustainable Funding Committee 04/10/2009 OUTSOURCING Overview ............................................................................................................................. 3 Types of Outsourcing .......................................................................................................... 3 When to Outsource............................................................................................................. 4 When not to Outsource ...................................................................................................... 5 Outsourcing Guidelines ....................................................................................................... 6 Case Studies ...................................................................................................................... 11 Managed Competition ...................................................................................................... 15 Public-Private Partnerships ............................................................................................... 17 Outsourcing Advisory Boards............................................................................................ 18 Outsourcing in Colorado Springs ...................................................................................... 19 Conclusion ...................................................
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...Adventist International Institute of Advanced Studies AIIAS BUAD635 Quantitative Analysis for Decision-Making Study Guide To accompany the prescribed text: Quantitative Analysis for Management by Render, Stair and Hanna, 11th edition, Prentice Hall, 2012 Unit # 1: Overview and Introduction to Quantitative Analysis Prescribed Text: Quantitative Analysis for Management by Render, Stair and Hanna, 11th edition, Prentice Hall, 2012 – Chapter 1 Objectives of unit 1: After completing this unit, students should be able to: 1. Describe the quantitative analysis approach for management 2. Demonstrate an understanding by applications of quantitative analysis in real world situations 3. Demonstrate the use of modeling in quantitative analysis 4. Use computers and spreadsheet models to perform quantitative analysis 5. Understand the limitations of quantitative analysis 6. Demonstrate/perform break-even analysis. Scope of coverage: Concepts Development 1. Overview of quantitative analysis 2. Defining quantitative analysis 3. The approach to quantitative analysis 4. A quantitative analysis model 5. Using spreadsheet for quantitative analysis 6. Limitation of quantitative analysis Introduction Quantitative analysis for decision-making is the application of a scientific approach to solve management problems. The purpose is to help...
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...and compare how well the privately and publicly operated prisons provide services, the structure and form of oversight and accountability to insure punishment is just and fair, and the measurement of cost and efficiency. To be sure, many of these issues are crucial even in the absence of a privatization debate. However, because there are impassioned proponents and opponents on both sides of the issue, the prison privatization literature has provoked both earnest debate and fractious polemic. One might expect that the importance of this topic would have elevated prison privatization research and encouraged the funding of large scale studies. In fact, there are very few studies comparing privately and publicly operated facilities. Segal and Moore (2002) identified about 23 U.S. cost comparison studies and fewer quality studies. Many of those studies were of questionable value. The most recent review, a meta-analysis by Lundahl et. al. (2009) only identified 12 studies of cost and quality meeting their criteria for sound methodology. Even with this limited set of privatization studies, different reviewers have come to opposing conclusions about what the research literature shows. Of the five reviews I cover, three conclude there is no difference between the cost and quality of private and public prisons, and two conclude private prisons are quite a bit cheaper to operate, and produce a similar level of quality. At the end of this...
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...9-700-047 REV: SEPTEMBER 6, 2002 DEBORA L. SPAR Hitting the Wall: Nike and International Labor Practices Moore: Twelve year olds working in [Indonesian] factories? That’s O.K. with you? Knight: They’re not 12-year-olds working in factories... the minimum age is 14. Moore: How about 14 then? Does that bother you? Knight: No. — Phil Knight, Nike CEO, talking to Director Michael Moore in a scene from documentary film The Big One, 1997. Nike is raising the minimum age of footwear factory workers to 18… Nike has zero tolerance for underage workers. 1 — Phil Knight, 1998 In 1997, Nguyen Thi Thu Phuong died while making sneakers. As she was trimming synthetic soles in a Nike contracting factory, a co-worker’s machine broke, spraying metal parts across the factory floor and into Phuong’s heart. The 23 year-old Vietnamese woman died instantly.2 Although it may have been the most dramatic, Phuong’s death was hardly the first misfortune to hit Nike’s far-flung manufacturing empire. Indeed, in the 1980s and 1990s, the corporation had been plagued by a series of labor incidents and public relations nightmares: underage workers in Indonesian plants, allegations of coerced overtime in China, dangerous working conditions in Vietnam. For a while, the stories had been largely confined to labor circles and activist publications. By the time of Phuong’s death, however, labor conditions at Nike had hit the mainstream. Stories of reported abuse at Nike plants had been carried in publications...
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...FT SPECIAL REPORT New Trade Routes Brazil Wednesday December 3 2014 www.ft.com/reports | @ftreports Struggling with the transition The end of the commodity supercycle is bringing challenges, reports Joe Leahy Inside Mercosur fails to open doors The country’s approach to trade policy could see it left behind Page 2 E arly in October, an event took place that showed that foreign investor interest in Brazil remains resilient, even as the economy has slowed in recent years. BMW, the German carmaker, opened its factory in the southern state of Santa Catarina to begin producing its Series 3 sedan in an investment that is projected to cost R$600m ($240m) and generate 1,300 jobs. “Whether or not to export will depend on the economy and the speed with which we manage to nationalise production of our cars,” Arturo Piñeiro, president of the carmaker in Brazil, said at the opening ceremony. BMW is not the only company investing in an economy that is undergoing a deep shift in trade flows with the end of the commodity supercycle and the slowdown in China. In the 10 months to the end of October, Brazil attracted $52bn of foreign direct investment inflows, putting it on track to reach about $60bn by the end of 2014, roughly in line with previous years. “This will be another positive year,” says Alexandre Petry, executive manager of investments at Apex-Brasil, the export promotion agency of Brazil. “The principal driver for investors is our market: 200m people with a lower...
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...------------------------------------------------- Executive Summary * Executive Summary The 2012 NSAC has chosen students to construct a campaign specifically for Wal-Mart stores to promote the sales of Glidden paint. Wal-Mart is one of the most prominent names in retail, while Glidden paint contributes a rich history of excellence in the paint market. Through both primary and secondary research methods our research provides information for the advertising campaign this following semester. Consumer demographics, purchasing habits, along with wants and needs, are all used to understand the potential market. Research on these topics is vital to the structure of effective advertising. By forming our focus groups we searched for deeper knowledge in the needs of paint shoppers and in the surveys we looked for more reasons people purchase paint and brand loyalty. We examined responses from painting professionals in order to compare results from nonprofessionals to see if these varied in any manner. The objective for getting into the Wal-Mart store was to pass out intercept surveys to the Wal-Mart shoppers. From the focus groups we found being able to match color, not having to apply many layers, customer service, quality, cost, and odor free are important to many shoppers along with word of mouth recommendations, however brand is not a concern. They believe adding jingles, and celebrities to a commercial will get people to buy the paint, and they would like to...
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...Danny McInnis Meredith Murphy Melanie McKoin Calder Miller Elliot Beatty Red Stick Music Venue 11/15/13 FEASIBILITY STUDY WORKSHEET QUESTIONS 1. Cover Page This may seem obvious, but entrepreneurs sometimes forget this. 1.a. What is the venture name? 1.b What is (are) your name(s) and how can you be contacted? Address, phone, fax, e-mail. 2. Table of Contents This helps the reader find information quickly and easily. Include page numbers. (Again, it may seem obvious, but be sure that the page numbers on the table of contents actually match the page numbers in the text!). 3. Executive Summary This section is always the first to be read. In less than two pages, you must get the reader excited about your business concept. If you fail to interest your reader, this may be all that is read. In two pages or less, describe your organization, demonstrate that customers want your product or service, and describe your founding team. (The Executive Summary should be completed last. It should stand on its own.) 3.a. What problem do you address? 3.b. What is your proposed solution and organization? What business is it, or will it be, in? 3.c. What makes your product/service unique? What is your competitive advantage? 3.d. Who are your customers? How do you know that customers want your product or service? 3.e. What are the projected financials for the project? How much money is needed to start the venture? Where will you obtain funding? 3.f. Who is on the...
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...ABSTRACT While outsourcing internal audit function in the private sector has been extensively Investigated by various researchers (Carey and Chua, 1999; Petravick, 1997; and Sharma and Subramaniam, 200l; amongst others), there is scant empirical data from the public sector. This study attempts to fill the gap by providing some preliminary evidence in food and beverages industry. Using responses from 3 firms which includes Dangote flour mills, UAC and Northern Nigeria flour mills plc, the study found that more than 85% of the respondents had either fully outsourced or co-sourced their internal audit function. Further, non-department entities were found to more likely to fully outsource their internal audit function than the departments. Lack of technological know-how and service quality of external providers seem to outrank cost-related factors as reasons for outsourcing. The study also raises several issues in relation to a lack of segregation of duties in the process of selecting and monitoring outsourced arrangements. Implications for policy setting and avenues for future research avenues are discussed. INTODUCTION In today’s business environment, outsourcing processes to a third party has become relatively commonplace. The practice gives organizations an opportunity to gain efficiencies, improve performance, lower costs, and focus on core competencies. Many businesses, however, fail to complete necessary due diligence work before the outsourcing relationship begins and neglect...
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...The International Conference on micro, small and medium enterprises (MSMECON 10) Title of Paper: “Social Responsibility & MSMEs: A study of Corporate Social Responsibility Trends and Practices in India”. Author: Prof. (Mrs.) Mrinal Sanjay Rao Associated with Sinhgad Institute of Business Administration & Research, Pune, as Assistant Professor. Educational Qualifications: LL.M, M.P.M., D.L.L. & L.W. (Pune University) Work Experience Details:- Industry: 3 years. Academics: 4.5 years. Contact: C/o P R Kashikar, flat no. 206, Om Alankar Housing society, Opp. Chintamani Nagar, Bibwewadi, Pune- 411037. Maharashtra. India Ph.- 020- 24281627/ 9049241146. Email: mrinal.rao241@gmail.com Title of Paper: “Social Responsibility & SMEs: A study of Corporate Social Responsibility Trends and Practices in India”. ABSTRACT: The past twenty years have seen a radical change in the relationship between business and society. Key drivers of this change have been the globalization of trade, the increased size and influence of companies, the repositioning of government and the rise in strategic importance of stakeholder relationships, knowledge and brand reputation. Businesses have come under increasing pressure to demonstrably engage in activities which are described as corporate social responsibility (CSR). The term CSR can be defined in terms of the responsiveness of businesses to stakeholders’ legal, ethical, social and...
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...THE EMPLOYER AND THE EX-OFFENDER: THE DISCRIMINATORY EFFECTS OF CRIMINAL BACKGROUND CHECKS TABLE OF CONTENTS I. INTRODUCTION………………………………………………………………………… 3 II. OFFENDER AND EX OFFENDER HISTORY IN THE UNITED STATES………….. 5 A. LEGAL HISTORY OF EMPLOYMENT DISCRIMINATION AGAINST EX OFFENDERS ……… 5 B. THE NUMBER OF EX OFFENDERS IS RAPIDLY INCREASING .............................................................................8 C. IMPACT OF CONVICTION ON EMPLOYABILITY OF EX OFFENDERS ................................................................. 10 III. CRIMINAL BACKGROUND CHECKS AID IN THE DISPROPORTIONATE EXCLUSION OF MINORITIES ………………………………………………………………………………… 13 A. EMPLOYERS ARE PREJUDICED UPON FINDING CRIMINAL CONVICTIONS .................................................. 13 B. BLACKS AND LATINOS ARE EXCLUDED FROM THE WORK FORCE DUE TO STIGMAS OF MINORITY STATUS AND CRIMINAL RECORD ....................................................................................................................... 15 IV. HEIGHTENED SCRUTINY TURNS ON EMPLOYER HIRING PRACTICES INFLUENCED BY CRIMINAL BACKGROUND CHECKS………………………………………………………………………………………… 18 A. THE EQUAL EMPLOYMENT OPPORTUNITY COMMISSION ATTEMPTS TO PROVIDE MUCH NEEDED GUIDANCE ON CONDUCTING CRIMINAL BACKGROUND CHECKS AND SUBSEQUENT HIRING PRACTICES ..................................................................................................................... 18 B. NOTABLE LEGAL ACTION STEMMING...
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...2010 Census Demographic Profile Summary File 2010 Census of Population and Housing Technical Documentation Issued August 2011 DPSF/10-4 (RV) U.S. Department of Commerce Economics and Statistics Administration U.S. CENSUS BUREAU For additional information concerning the files, contact the Customer Liaison and Marketing Services Office, Customer Services Center, U.S. Census Bureau, Washington, DC 20233, or phone 301-763-INFO (4636). For additional information concerning the technical documentation, contact the Administrative and Customer Services Division, Electronic Products Development Branch, U.S. Census Bureau, Washington, DC 20233, or phone 301-763-8004. 2010 Census Demographic Profile Summary File 2010 Census of Population and Housing Issued August 2011 DPSF/10-4 (RV) Technical Documentation U.S. Department of Commerce Rebecca M. Blank, Acting Secretary Vacant, Deputy Secretary Economics and Statistics Administration Rebecca M. Blank, Under Secretary for Economic Affairs U.S. CENSUS BUREAU Robert M. Groves, Director SUGGESTED CITATION FILES: 2010 Census Demographic Profile Summary File— [machine-readable data files]/ prepared by the U.S. Census Bureau, 2011. TECHNICAL DOCUMENTATION: 2010 Census Demographic Profile Summary File— Technical Documentation/ prepared by the U.S. Census Bureau, 2011. ECONOMICS AND STATISTICS ADMINISTRATION Economics and Statistics Administration Rebecca M. Blank, Under...
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...Chapter 1 Introduction to Law and Legal Reasoning TRUE/FALSE QUESTIONS A1. The stability and predictability of the law is essential to business activities. B1. An important function of the law is to provide jurisprudence. A2. Law is a body of enforceable rules governing relationships among individuals and between individuals and their society. B2. How judges apply the law to specific disputes may depend in part on their personal philosophical views. A3. The basis for the U.S. legal system is natural law. B3. A judge’s view of the law is of little importance in a common law legal system. A4. Constitutional law includes only the U.S. Constitution. B4. Congress can only pass legislation that falls within the limits set up by the U.S. Constitution. A5. A state constitution is supreme within the state’s borders. B5. The U.S. Constitution is the supreme law of the United States. A6. Whether a law is constitutional depends on its source. B6. Each state has its own constitution. A7. Uniform laws apply in all states, including those in which the laws have not been adopted. B7. The Federal Trade Commission developed the Uniform Commercial Code. A8. A state law that conflicts with the U.S. Constitution will be deemed unconstitutional. B8. State agency regulations take precedence over conflicting federal...
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...pocket of warm air with colder air. The most damaging winds occur near the tip of the hook. The cloud hook formation provides a useful analogy for cloud computing, in which the most acute obstacles with outsourced services (i.e., the cloud hook) are security and privacy issues. This paper identifies key issues, which are believed to have long-term significance in cloud computing security and privacy, based on documented problems and exhibited weaknesses. • applications can be developed upon and deployed. It can reduce the cost and complexity of buying, housing, and managing hardware and software components of the platform. Infrastructure-as-a-Service (IaaS) enables a software deployment model in which the basic computing infrastructure of servers, software, and network equipment is provided as an on-demand service upon which a platform to develop and execute applications can be founded. It can be used to avoid buying, housing, and managing the basic hardware and software infrastructure components. 1. Introduction Cloud computing has been defined by NIST as a model for enabling convenient, on-demand network access to a shared pool of configurable computing resources that can be rapidly provisioned and released with minimal management effort or service provider interaction [45]. Cloud computing can be considered a new computing paradigm with implications for greater flexibility and availability at lower cost. Because of this, cloud computing has been receiving a good deal of...
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