Category: Uncategorized

analyze the case studies

analyze the case studies

Question
	Case Analysis:

analyze the case studies. Papers must be a minimum of 6 pages but not more than 10 typed double-spaced pages. Tables, charts, and graphs MUST be used to augment the narrative but will not be counted as part of the written page requirement.
• The case has a specific set of questions that must be addressed during the analysis; however, simply answering the questions does not constitute a complete case analysis. Make sure the your case analysis satisfies the criteria in Case Analysis Grading Rubric (Table 1a), (Table 1b). Simply answering the questions does not satisfy the Case Analysis Grading Rubric criteria.
• You may use other sources of information in addition to the textbook. Suitable sources of information include case videos, other strategic management textbooks, web-based analysis tools (see the attached Guide to Case Analysis.pdf), and scholarly journals form the strategic management body of knowledge (CAUTION: practitioner oriented Internet periodicals, articles, and wikis are NOT acceptable sources).
• Properly format papers, list references, and use in-text citations in accordance with APA guidelines.
• Will be upload writing assignments on Turnitin.com.
Please follow 1 thru 9
1. Read the case twice, once for an overview and once to gain full command of the facts; then take care to explore ALL of the case exhibits.
2. Make a list of the problems and issues that have to be confronted in your analysis.
3. Do enough number crunching to discover the story told by the data presented in the case. Look for opportunities to apply the concepts and analytical tools in the text chapters.
4. Be thorough in your diagnosis of the situation (make a one- or two-page outline of your assessment before starting the writing process).
5. Support any and all opinions with well-reasoned arguments and numerical evidence; don't stop until you can purge "I think" and "I feel" from your assessment and, instead, are able to rely completely on "My analysis shows."
6. Develop charts, tables, and graphs to expose more clearly the main points of your analysis. (Avoid assumptions, but state any assumptions that are required).
7. Prioritize your recommendations and make sure they can be carried out in an acceptable time frame with the available skills and financial resources.
8. Review your recommended action plan to see if it addresses all of the problems and issues you identified.
9. Avoid recommending any course of action that could have disastrous consequences if it doesn't work out as planned; therefore, be as alert to the downside risks of your recommendations as you are to their upside potential and appeal
ASSIGNMENT QUESTIONS:
1. Discuss competition in the search industry. Which of the fi ve competitive forces seem strongest? weakest?
What is your assessment of overall industry attractiveness?
2. How is the search industry changing? What forces seem most likely to bring about major change to the industry within the next three to fi ve years?
3. What are the key factors that defi ne success in the industry? What are the key competencies, capabilities, and resources of successful search engine companies?
4. Describe Google’s business model. What are the company’s revenue-cost-profi t relationships? What
strategies has Google relied upon to build competitive advantage in the industry?
5. Have Google’s business model and strategy proven to be successful? Should investors be impressed with
the company’s fi nancial performance? How does the company’s fi nancial performance compare to that of Microsoft and Yahoo? Please conduct a fi nancial analysis to support your position—you may wish to use
the fi nancial ratios presented in Table 1 of Chapter 4 as a guide in doing your fi nancial analysis of the company.
6. What are the company’s key resource strengths and competitive capabilities? What competitive liabilities
and resource weaknesses does it have? What opportunities exist? What threats to its continued success are present?
7. What recommendations would you make to Google’s top-management team to sustain its competitive
advantage in the search industry? How should it best capitalize on its strategic initiatives in mobile search, cloud computing, and its auctioning system for traditional media ads?


10. Table 1a. Case Analysis Grading Rubric: Simply answering the questions does not constitute a complete case analysis! Make sure your case analysis satisfies the criteria in Table 1a, the instructor will grade case papers based on these criteria (see Table 1b).
Qualities & Criteria Below Expectations (Poor/Fail) Meets Expectations (Satisfactory) Exceeds Expectations (Accomplished)
Report Format/Organization
(Weight 10%)
• Cover page (2%) Report does not include a cover page with required information (Title, Course Name & Number, Due Date, Student Name). Report includes a cover page with most required information (Title, Course Name & Number, Due Date, Student Name). Report includes a cover page with all required information (Title, Course Name & Number, Due Date, Student Name) and format rivals professional quality.
• Font, spacing, & margins are in accordance with syllabus paragraph 1, 1b, & 1c (2%) Report not composed using required font, is not double-spaced, and does not have one-inch margins. Report missing one of the required elements: not Arial 11 font, is not double-spaced, or does not have one-inch margins. Report composed in required Arial 11 font, is double-spaced, has one-inch margins, and format rivals professional quality.
• Page requirement (2%) Less than required page limitation and no tables, charts, or graphics. Meets page limitation, but insufficient tables, charts, or graphics. Meets or exceeds page limitation and has a perfect balance of tables, charts, or graphics.
• Organization (2%) Report does not include table of contents (TOC), introduction, body, and conclusion sections. TOC, introduction, body, and conclusion sections exist, but transitions are not clear or evident. TOC, introduction, body, and conclusion headers used and transitions evident, appropriate, & seamless.
• Structure, logic, & flow of document (2%) Report’s structure & logic not evident; content is fragmented and disjointed; information presented is not aimed at addressing the key components, content does not flow nor does it directly support the key components, nor does the information presented seem to serve a useful purpose in terms of a focused case analysis. Structure & logic is evident, but not all information flows with purpose; most content and information presented addresses key components, but some is not clearly linked to the key components; the case analysis is somewhat unfocused. Report’s structure & logic are seamless; all issues are clearly defined; all content and information presented flows with purpose and directly supports the key components; the case analysis is focused and clear.
Identify/Define Issues
(Weight 20%) Vague statement of issues confronting the firm or no issues identified. Most of the major issues confronting the firm are presented; some minor issues that are not important. Full and complete set of important issues confronting the firm are covered precisely and concisely.
Breadth/Depth of Analysis
(Weight 30%)
• External analysis (10%)
(Description of external change drivers: political, economic, demographic, technological, social, legal, etc) Limited discussion of external factors and/or strategic management concepts covered in class. Most external concerns described, & prioritized; vague connections with the issues and/or loosely tied to pertinent strategic management concepts covered in class. Excellent list of external concerns: described, prioritized, and show systemic connections with the issues. Clear discussion of pertinent strategic management concepts covered in class.
• Internal analysis (10%)
(Analysis of the functional departments & relationships: finance, marketing, R
&D, manufacturing, HR, etc.) Limited discussion of Internal factors and/or strategic management concepts covered in class. Most internal concerns described, & prioritized; vague connections with the issues and/or loosely tied to pertinent strategic management concepts covered in class. Excellent list of internal concerns: described, prioritized, and show systemic connections with the issues. Clear discussion of pertinent strategic management concepts covered in class.
• Integration of information (10%)
(Internal Strengths & Weaknesses, external Opportunities & Threats) No comparison or integration of internal and external (I/E) factors. Cross tabulation or other integrated presentation of I/E factors, but separate listing of internal and external factors. Integrated presentation of factors with clear implications for strategy; clearly related to defined issues and provides the foundations for recommendations.
Recommendations (Weight 20%)
• Strategic alternatives or scenarios (5%)
(possible future scenarios and/or alternative recommendations for
responding to strategic needs) No alternatives provided; no scenarios presented. Only a single alternative/scenario, well described, but only vaguely related to organizational issues and I/E analysis. Multiple alternatives/scenarios considered, well described, clearly related to organizational issues and I/E analysis.
• Decision criteria (5%)
(basis for strategic alternative selection) No criteria identified; limited discussion of strategic management concepts covered in class. 1-2 poorly defined criteria. Only vague reference to course concepts covered. Clear, well defined, multiple criteria, key factors. Clear and obvious reference to course concepts.
• Evaluation & measurement (5%)
(identification & measurement of key indicators of performance and change) No performance
evaluation criteria; limited discussion of strategic management concepts covered in class 1-2 poorly measurable criteria (e.g., specific, behavioral, objective, measurable criteria). Only vague reference to course concepts. Measurable criteria for all key areas, clear reference to course concepts.
• Implementation & transition management (5%)
(strategy for reducing resistance to change & facilitating transition for various stakeholders) No consideration of implementation or transition plan evident. Listed suggestions for and implementation and transition and sufficiently explained rationale. implementation or transition plan considers all stakeholders, organizational culture, stages of transition, & dealing with resistance.
References, Citations, & APA Style (Weight 10%) Report not uploaded or checked using Turnitin.com, references not listed and/or in-text citations not provided for paraphrased or directly quoted content. References and citations do not follow APA guidelines. Report not uploaded or checked using Turnitin.com, but all references not listed and/or in-text citations not in accordance with APA formatting guidelines. Report uploaded on Turnitin.com, originality report reviewed, all references listed in accordance with APA formatting guidelines, and all paraphrased or directly quoted content properly cited using APA style in-text citations.
Quality of Writing
(Weight 10%) Poor sentence and paragraph structure with numerous (>10) spelling, grammar, and punctuation errors. Sound sentence and paragraph structure with few (<5) spelling, grammar, and punctuation errors. Excellent sentence and paragraph structure; no spelling, grammar, and punctuation errors noted.
"

general business data bank

general business data bank

Question
	
21. The four traditional functions of management
include planning, organizing, leading and service. 

True False



 



22. Organizing is assembling and coordinating the
resources needed to achieve goals. 

True False



 







23. Leading is taking care of all of the
organizational items that occur so that your department moves forward. 

True False



 



24. Controlling monitors performance and implements
necessary changes. 

True False



 



25. To become an effective manager you should choose
one or two of the four management functions and become expert in only those. An
outstanding manager only needs to be proficient in one or two of the functions
as he or she can hire others to do the remaining functions. 

True False



 



26. Top managers are also called tactical managers
since they must translate the general goals into specific objectives and
activities. 

True False



 



27. Frontline managers often have titles such as
supervisor or sales manager. 

True False



 



28. The need for interpersonal and communication
skills fades as a manager moves from the lower levels of an organization into
the upper management arena. 

True False



 



29. As managers rise through an organization, they
will probably rely less on their technical skills. 

True False



 







30. Interpersonal skills are most important early in
your career, whereas technical skills are important as you rise higher in the
company. 

True False



 



31. Being a manager is more like being the conductor
of an orchestra than playing an instrument in it. 

True False



 



32. In today's work environment, one should only focus
on becoming a specialist, since jobs are becoming so specialized. 

True False



 



33. Emotional intelligence involves the skills of
understanding yourself, managing yourself and dealing effectively with
others. 

True False



 



34. Social capital is the goodwill stemming from your
social relationships. 

True False



 



35. In managing your career, it is important to know
that now, more than ever individuals will be accountable for their actions and
for results. 

True False

Effects of Fiscal Policy

Effects of Fiscal Policy

Question
	Effects of Fiscal Policy

Think about how fiscal policy can effect your firm (Microsoft Corporation). Please address the following questions in a 3 page essay:

1. Suppose the government imposes tax cuts for 95% of all households. How does this affect your firm?

2. In the past few years, the government has had an important role in "bailing out" certain industries. This is a type of government spending. How was your firm affected by the government bail out (it can be direct or indirect)?

3. In general, discuss some advantages and disadvantages of a government bail out by doing some of your own research.


3 pages some in text references

Biology Misc. Questions

Biology Misc. Questions

Question
	

1. How is potassium-argon dating useful to a palaeoanthropologist when it can’t be used to date bone?


2. What techniques from this chapter can be used to reconstruct the palaeoenvironment of a hominid site?


3.Where is the Fayum Depression and why is it important?


4. What is the Y-5 pattern and why is it important to identify among early primates?


5.What credible evidence for bipedality can come from the cranium of an early hominid? What about from the pelvis?


6. Sure robust and gracile Australopithecines look very different anatomically but what’s the evolutionary significance/difference between the two? (Don’t
describe anatomy here just give me overall evo signif.)

BAM 570 E-Commerce Management Unit Exam

BAM 570 E-Commerce Management Unit Exam

Question
	
Multiple Choice Questions (Enter your answers on the enclosed answer sheet)
1) Capabilities of the Internet that have made it more difficult for companies to capture profits include all of the following except:
a. the Internet makes information widely available.
b. the Internet reduces the difficulty of purchasing, marketing, and distribution.
c. the Internet allows buyers and sellers to find and transact business with one another
more easily.
d. the Internet makes it easier to make secure payments.
2) All of the following are situations when a business plan should be done except:
a. when an existing business is deploying a CRM system.
b. when a new business is seeking start-up funds and other resources.
c. when an existing company is planning to create a separate division.
d. when an existing company is planning to launch the company in a new direction.
3) The most efficient way to expand an organization’s scope is _____________.
a. to introduce new products or services into new or existing markets without increasing
production facilities or staff.
b. by increasing the size or scale of the business.
c. by expanding the firm’s appeal to a new set of customers.
d. to buy a company with complementary products or services.
4) _____________ are the hottest applications in today’s business environment.
a. Virtual worlds
b. Rich media
c. Social networking technologies
d. Online brands
5) All of the following determine the degree of collaboration between offline and online activities
in a business except:
a. corporate culture.
b. the ability of top management to introduce change properly.
c. the pricing strategy.
d. the use of innovative processes that support collaboration.
Unit 4 Examination
171
BAM 570 E-Commerce Management
6) The ____________ pricing strategy means adding up all the costs involved, such as material,
labor, rent, overhead, and so forth and adding a percentage mark-up as profit.
a. cost-plus
b. competitor model
c. revenue markup
d. price percentage
7) Implementing EC often requires significant investments in infrastructure. Therefore, a good way
to start is to undertake ____________.
a. a large, non-trivial EC project
b. one or a few small EC pilot projects
c. a multi-divisional EC project
d. a single division EC project
8) A ________ is a form of business alliance composed of several business partners that share the
costs and resources for the development or production of a product or service.
a. temporary corporation
b. supply chain
c. virtual corporation
d. co-opetition
9) With the balanced scorecard approach, the term balance arises because the combined set of
measures is supposed to encompass indicators that are all of the following except:
a. core and non-core.
b. financial and nonfinancial.
c. leading and lagging.
d. quantitative and qualitative.
10) The relationship between EC investment and organizational performance is _____________.
a. direct
b. indirect
c. shared with other investments
d. not measurable
Unit 4 Examination
172
BAM 570 E-Commerce Management
11) The New York Metropolitan Transit Authority (MTA) did not need to open another airport for
almost two decades, even though air traffic had tripled because of productivity gains derived
from improved IT systems. IT systems added by the MTA played critical roles in ticket
reservations, passenger and luggage check-in, crew assignment and scheduling, runway
maintenance and management, and gate assignments. This case illustrates that ___________.
a. intangible benefits can be complex, yet substantial
b. tangible benefits can be complex, yet substantial
c. tangible costs can be high, yet payoffs can be achieved quickly
d. intangible costs can be high, yet payoffs can be achieved quickly
12) Justifying information security projects _____________.
a. is not needed because it is well-known that preventing network security problems is less
labor intensive than cleaning up virus infections.
b. is not done because ROI calculators are not available.
c. should focus on defending against external threats such as hackers and malware.
d. should be done because employee security training is usually poorly done.
13) The average-cost curves (AVC) of physical products and digital products are ____________.
a. different because the AVC of digital products declines as quantity increases forming
L-shape, while the AVC of physical products is U-shaped.
b. both U-shaped.
c. both L-shaped.
d. different because the AVC of physical products declines as quantity increases
forming an L-shape, while the AVC of digital products is U-shaped.
14) All of the following apply to EC in developing economies except:
a. developing economies often face power blackouts and unreliable infrastructure and
delivery mechanisms creating limitations that make it difficult for firms to predict
whether EC investments will pay off and when.
b. developing economies, such as China and India, represent a significant opportunity for
EC to connect businesses to customers, as well as other businesses.
c. developing economies struggle with various issues that create too many business and
technology risks to justify investment in those economies at this time.
d. the potential volume of transactions in developed countries can make EC investments
more attractive for established firms than new firms because established firms have
already recovered the costs of their IT infrastructures.
Unit 4 Examination
173
BAM 570 E-Commerce Management
15) As a company moves to incorporate an online presence with its traditional brick-and-mortar
operation, it adds the costs related to training for all personnel in the capabilities of the EC
system and a new advertising campaign to announce its new site to the costs directly
associated with building the new Web presence. In this case, training and advertising are
examples of ____________.
a. transaction costs
b. complementary investments
c. direct costs
d. indirect costs
16) The greatest difficulty in dealing with venture capital is _____________.
a. the loss of control a venture capitalist demands.
b. finding a willing venture capitalist.
c. finding the money a venture capitalist will require.
d. relocating the business to an incubator.
17) The concept of consistency in Website design includes making sure that _____________.
a. webpages look the same no matter which browser a customer is using.
b. all visitors consistently find what they are looking for.
c. the messages sent to customers who contact the company are consistent.
d. customers are treated consistently when they contact customer service.
18) One of the first decisions to be made in building a Website is _____________.
a. the domain name.
b. whether to provide personalized content.
c. how to protect the Website from hackers.
d. who will host it.
19) Banks are more selective about who gets an account for accepting credit cards online because
______________.
a. dot com failures have made banks less willing to work with online companies
b. CNP transactions are less secure and riskier
c. fees are higher for online processing
d. online transactions do not produce much revenue for banks
20) Before choosing the appropriate Website development option, you need to consider all of the
following issues in order to generate a list of requirements and capabilities except:
a. Who are the target customers?
b. What kinds of products or services will the business sell online?
c. Can customers place orders online?
d. What might be the reaction of competitors?
Unit 4 Examination
174
BAM 570 E-Commerce Management
21) Having control over the collection, storage, and dissemination of personal information is
included in the category of _____________.
a. property
b. rights
c. duties
d. privacy
22) A music compa
ny can file a _____________ against YouTube and MySpace for any interference
with the ability to profit from its IP or for profiting from the recording industry’s property
without authorization and compensation.
a. criminal charge
b. negligence charge
c. nuisance charge
d. lawsuit or civil charge
23) Section 5 of the FTC Act does each of the following except:
a. prohibits unfair or deceptive EC practices.
b. gives the FTC authority to take action against companies whose lax security practices
could expose customers’ financial information to theft or loss.
c. protects privacy.
d. requires monitoring of employees’ e-mail.
24) Companies can improve their responsibility as custodians of customers’ personal data by
implementing _____________.
a. opt-in and opt-out information practices
b. AUP
c. e-mail monitoring
d. firewalls
25) The _____________ gives law enforcement agencies broader range in their efforts to protect the
public.
a. American Civil Liberties Union (ACLU)
b. Electronic Freedom Foundation (EFF)
c. U.S. Department of Justice (DOJ)
d. USA PATRIOT Act

Assignment 2: The New Health Care Facility

Assignment 2: The New Health Care Facility

Question
	Assignment 2: The New Health Care Facility

You have just been hired as a new chief executive officer of a new full-service 200-bed for-profit health care organization. Twenty-four (24) hour emergency room services will be provided. The services offered will focus on adult care. The physicians under consideration for employment at the new facility are world renowned for their highly successful treatment rate for the most difficult cancers. About five miles away exists a non-for-profit teaching hospital that has also developed a great reputation in the community for providing great adult care services.
Prepare an eighteen to twenty (18-20) slide PowerPoint slide presentation in which you:
1. Provide a detailed organizational chart for your new facility.
2. Organize a mission, vision, and values statement for the new entity.
3. Compile procedures that govern the hospital-physician and physician-patient relationship including negligence and liability issues.
4. Describe referral services that will be offered.
5. Create a peer review system.
6. Provide a synopsis of how HMO insurance will be handled.
Your assignment must follow these formatting requirements:
• Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
• Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
• Differentiate among the ways that health care institutions can be organized and managed.
• Define negligence and liability as they relate to health care.
• Explain the concept of peer review and its relationship to medical staff privileges.
• Use technology and information resources to research issues in health care policy, law, and ethics.
• Write clearly and concisely about health care policy, law, and ethics using proper writing mechanics.
Grading for this assignment will be based on answer quality, logic / organization of the paper, and language and writing skills, using the following rubric.

Fire Safety

Fire Safety

Question
	Write a paper (250 words, double-spaced) about the importance of developing a fire safety and response plan. Explain how preparation and organization can help reduce potentialfire hazards. What particular steps would you take to ensure the safety of a building? What particular steps would you take during a fire emergency to assist or prevent the spread of fire?