Category: Management

The Design, Management, and Operations of a Bowling Center

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Study a recreation facility of your choice in depth. Select a recreation facility (for example, you might be very interested in researching ice climbing towers, bowling centers, or a summer camp) and complete an in-depth (3-5 pages of written material) study of issues relating to the facility’s design, management, and operations.

The following are just a few questions for your paper should extend beyond these basics:
1. What relevant research exists supporting the need and potential success of this type of recreation facility?
2. What would be your selected facility’s staffing requirements?
3. What maintenance issues exist?
4. How might the facility be marketed creatively and successfully to capture market share?
5. What programs or activities does the facility offer?
6. What design themes exist?
7. What does the facility look like inside and outside (perhaps include conceptual elevations and floorplans)?
8. How will the facility comply with various ADA requirements?
9. What furniture fixtures and equipment will be required to operate this facility?
10. What is the cost to construct and operate the selected recreation facility?

Small Business: History, Strengths, and Weaknesses

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1. Describe the place of small business in history and explore the strengths and weaknesses of small business.
2. Design a solid projected financial plan and conduct a breakeven analysis for a small company.
3. Demonstrate the ability to deliver and communicate marketing massages in coherent and professional manner.
4. Illustrate the ability to think independently and systematically on developing a viable business model.

 

Unraveling Ethical Challenges in Technology Companies: A Deep Dive into Data Privacy Breaches and Unethical Practices

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Analyzing ethical challenges in a technology company involving data privacy breaches and unethical practices. This assignment requires summarizing key issues, critically examining factors contributing to the problem, applying relevant theory, and proposing creative solutions. Proper Harvard Referencing System must be used throughout the work.

The Properties and Applications of Fractals in Mathematics and Natural Phenomena

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“Investigate the properties and applications of fractals in mathematics and natural phenomena. Define fractals and explore their self-similarity, dimensionality, and recursive nature using examples such as the Mandelbrot set and Koch snowflake. Furthermore, discuss how fractal geometry is employed in modeling irregular shapes, analyzing complex systems, and understanding natural phenomena such as coastlines, clouds, and biological structures.”

 

Case Analysis: CJ Industries and Heavey Pumps

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CJ Industries and
Heavey Pumps 1
In October 2007, CJ Industries (CJI) had just been awarded a 5-year contract with
Great Lakes Pleasure Boats amounting to U.S. $10 million per year, commencing in July
2008. CJI would be providing a number of key engine components for Great Lakes’ luxury
line of pleasure boats. The award marked an important milestone for CJI, in that it was
the culmination of several years of hard work and dedicated service, supplying Great
Lakes parts for their boats on an as-needed basis. The contract had significant longterm follow-on potential as well, if they could continue to show Great Lakes they had
the capabilities to be one of their valued, alliance partners. In addition, with this contract
Great Lakes would represent approximately 30 percent of CJI’s annual sales, so performing adequately on this contract had a significant long-term financial impact on CJI.
One of the parts, a bilge pump, was an item that CJI had been purchasing from one
of their suppliers, Heavey Pumps, a small local specialty pump manufacturer, on an
informal, non-contract basis. The remaining items were all built in-house by CJI and
supplied to Great Lakes from one of their two finished goods warehouses located near
the Great Lakes production facilities. Heavey Pumps was producing and delivering
50 bilge pumps at a time at a cost of U.S. $1500 per unit and built to Great Lakes’ specifications, to one of the CJI warehouses, whenever an order was telephoned in by CJI.
The delivery costs (about U.S. $500 per 50 pump shipment, depending on the carrier
used) were included in the U.S. $1500 per unit price. This scenario typically occurred
about every four to six months. Normally, CJI would order another batch of 50 about
eight to ten weeks ahead of time, and Heavey had always been able to supply the
pumps before CJI’s stock was depleted.
Though CJI had sufficient excess capacity to ramp up production on the parts to be
supplied in the Great Lakes contract, they were not sure about the ability or willingness
of Heavey to increase their production of the bilge pumps. The new demand for bilge
pumps starting in July would be 50 pumps per month, and potentially more, depending
on Great Lakes’ demand, and the ability of CJI to perform on the contract.
There were a number of issues that Nik Grams, the purchasing manager who put the
contract together with Great Lakes, needed to work out with both Heavey and the production manager at CJI, in order for this contract to be met with as few problems as
possible. The issue with Heavey Pumps was whether or not they could guarantee delivery
of 50 pumps per month to one of the CJI warehouses. This had been the one item that
had “slipped through the cracks” on the contract with Great Lakes, and it now loomed as
something that could conceivably put the contract in jeopardy. There were potentially
additional equipment, labor, and other production costs for Heavey associated with the
extra demand for bilge pumps, not to mention extra delivery costs as well. Heavey had been a reliable supplier for CJI for a number of years, but nothing else had ever been
purchased from them. In addition, because the demand for these pumps was rather low
and the deliveries were sporadic, no performance records had ever been kept for them.
Mr. Grams had also not known specifically about the quality history of the Heavey bilge
pump, although he could not remember ever getting one returned by Great Lakes for
any reason. Up until now, the pump issue did not seem like anything to worry about.
Another possibility for CJI would be to make these pumps in-house. Nik Grams knew
that CJI had the capability to make this pump, but it would require an initial capital
investment of about U.S. $500,000 according to the CJI production manager, along
with the clearing out of some space, and the hiring of three additional employees. With
only about nine months remaining until the contract start date, it would be tight, but the
production manager had assured Nik that they could do this, if needed. While Mr.
Grams didn’t doubt the production manager’s assurances that the production line could
be ready, he wasn’t sure that going to this added expense was a good investment for CJI,
given their lack of pump manufacturing experience. There were also at least two other
bilge pump manufacturers that Mr. Grams knew of, but both of them were about
500 miles farther away from the CJI warehouses, and he had never used either of
these firms in the past.
This whole thing seemed to Nik like an ideal job for his special project buyer, Bob
Ashby. He figured he had maybe a week or two to hammer out a plan to assure contract
compliance with Great Lakes, and Bob was known for his ability to put things together
quickly. So, he called Bob.
Discussion Questions
1. What are all the issues here, from both CJI’s and Heavey’s perspectives, that need to
be researched by Mr. Ashby?
2. Should CJI continue to use Heavey to supply pumps, should they make them
in-house, should they consider one of the other suppliers, or should they do some
combination of these alternatives? Discuss the advantages, disadvantages, and risks of
each of these alternatives.
3. How can CJI assure continued contract compliance and additional contract business
from Great Lakes in the future?

 

 

Sustainable Tourism Development in Africa: Balancing Economic Growth and Environmental Conservation

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Explore the diverse tourism offerings of Africa through a comprehensive analysis of key destinations, attractions, and trends. Investigate the socio-economic impacts of tourism on local communities and environments, considering both positive and negative effects. Examine strategies for sustainable tourism development and conservation efforts to preserve Africa’s natural and cultural heritage. Evaluate the role of government policies, infrastructure development, and marketing initiatives in promoting tourism growth. Utilize case studies, field research, and industry reports to support your analysis. Present your findings in a well-structured report, offering recommendations for responsible tourism practices and maximizing economic benefits while minimizing environmental degradation.

 

 

Navigating Global Markets: HSBC’s Strategic Approach in China and Beyond

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Focus on the case study HSBC in China ( ) . We revisit the country of China, this time to look at the financial and banking sectors. China acceded to the World Trade Organization (WTO) in 2001, which was important to integrate China into the global economy. The WTO requirements guaranteed China entry into the important financial sector, setting it on a course to become a financial powerhouse.

A case study is a puzzle to be solved, so before reading and answering the specific questions, develop your proposed solution by following these five steps:

Read the case study to identify the key issues and underlying issues. These issues are the principles and concepts of the course module, which apply to the situation described in the case study.
Record the facts from the case study which are relevant to the principles and concepts of the module. The case may have extraneous information not relevant to the current module. Your ability to differentiate between relevant and irrelevant information is an important aspect of case analysis, as it will inform the focus of your answers.
Describe in some detail the actions that would address or correct the situation.
Consider how you would support your solution with examples from experience or current real-life examples or cases from textbooks.
Complete this initial analysis and then read the discussion questions. Typically, you will already have the answers to the questions but with a broader consideration. At this point, you can add the details and/or analytical tools required to solve the case.
Reflecting on this weeks content focusing on ethical leadership, strategy, and alliances, develop an essay responding to the following questions.

How has HSBC adapted its global strategy to operate in China, both before and after Chinas WTO accession?
Discuss HSBCs strategy for entering and operating in other emerging markets. Where has it found success, and where has it faced setbacks? Why?
What are the pros and cons of HSBCs Managing for Growth strategy?
For companies that are participating in Saudi Vision 2030, what strategies and tools might they adopt to manage political risks?

Responding to Workplace Challenges

Posted on | by Kelvin

 

Read the case given below and answer the questions:

Having done well as a staff accountant in the accounts payable section of a major industrial firm for several years since his graduation from college, Faisal felt that he had learned much about the ins and outs of survival in an intensely bureaucratic organization. It is thus not surprising that he was relaxed and unconcerned about his circumstances at the company as he entered the employee lounge to attend the late-afternoon welcoming reception for his new supervisor.

The new manager of accounts payable, Amina, had been transferred to Faisals division from a similar position in another subsidiary of the company because of her proven talent for organizing and improving the efficiency of operations there. A no-nonsense type of manager, Amina was experienced and determined to perform her new assignment with the same vigour that had brought her so much success throughout her career.

At the reception, Amina circulated through the room, introducing herself to her new subordinates and asking each of them if they had any suggestions that would help make the payables section a better place to work. When she approached Faisal, he told her about something that had been on his mind lately: that people seemed to him to gain promotions and be given opportunities to work overtime based on who liked them, and not on the quality of their work. In reply, Amina politely stated that she would do everything that she could to see that whatever it was he was referring to would have no place in the team she would lead.

Upon his arrival at work the next day, Faisal received a phone call from Aminas secretary asking that he meet with his new boss later that morning. He had barely entered her office for the meeting when she looked him straight in the eye and said, I will not tolerate individuals in this organization who are not good team players. Yesterday afternoon you led me to believe that there are people in this office who are not acting in the best interests of the company, and I want to know who. I want you to tell me the names of the managers you were referring to note and keep me informed if you see anyone hurting this company, or Ive got to think that maybe you are part of the problems around here. Stunned by both the tone and content of her statement, Faisal quickly tried to think of a way to respond.

Questions
Q1. How should Faisal respond? Why? What assumptions form the basis for your decision?
Q2. What are the short- and long-term costs and benefits of each alternative for Faisal?
Q3. Do you think Amina is a good leader? If yes, then Why?
Q4. What would you do if you found yourself in a similar position at your job?