After the dot-com business he tried to start folded, David "Marty" Dawkins decided to pursue his boyhood dream of owning a bike factory. After several false starts, he finally got the small company up and running. The company currently assembles two models Marty designed: the Arrow and the Dart. The company hasn't turned a profit yet, but Marty feels that once he resolves some of the problems he's having with inventory and scheduling. he can increase productivity and reduce costs. At first, he ordered enough bike parts and subassemblies for four months' worth of production. Parts were stacked all over the place, seriously reducing work space and hampering movement of workers and materials. And no one knew exactly where anything was. In Marty's words, "It was a solid mess!" He and his two partners eventually managed to work off most of the inventory. They hope to avoid similar problems in the future by using a more orderly approach. Marty's first priority is to develop a materials requirement plan for upcoming periods. He wants to assemble 15 Arrows and 10 Darts each week, to have them ready at the start of weeks 4 through 8. The product structure trees for the two bikes follow.

ConStruct is a successful family business in the building industry, founded and led by the matriarch Sue Bolt for over 30 years. Sue is now considering retiring and is looking to pass the leadership of the business to her son Mat. Mat has been involved in the business for the past few years, working alongside his mother during breaks in his university studies in Arts Management. The staff have doubts about his capabilities. Critically discuss whether the staff concerns are justified by identifying and describing at least three traits associated with leadership.

What is the solution to “The Lorax Harvard Case Study”

Identify whether bias exists in the situations given and make suggestions for improvements

1. Describe the changes that should occur to minimize the likelihood of these problems in the future.2. What recommendations do you have for Paul to improve the relationship between employees and management? CASE STUDY: ANCOL CORP Paul Sims was delighted when Ancol Corp. offered him the job of manager at its Lexington, Kentucky plant. Sims was happy enough managing a small metal stamping plant with another company, but the invitation to apply to the plant manager job at one of the leading metal fabrication companies was irresistible. Although the Lexington plant was the smallest of Ancol’s 15 operations, the plant manager position was a valuable first step in a promising career. One of Sims’s first observations at Ancol’s Lexington plant was that relations between employees and management were strained. Taking a page from a recent executive seminar that he attended on building trust in the workplace, Sims ordered the removal of all time clocks from the plant. Instead, the plant would…

Can someone help me formulate an introduction for this case study?

For the strengths and opportunities, discuss how Ziggle (– A social media service that allows people to manage spontaneous events and to upload images and videos related to the event) will leverage them to success. For the weaknesses and threats, discuss how Ziggle (– A social media service that allows people to manage spontaneous events and to upload images and videos related to the event) will counter them to prevent failure. Put Reference please.

Questions from d-f please

Write down 5 questions based on the information below about the program or the program being in a school?

Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. " Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Continue Westwind's zero-tolerance policy toward shoplifting. It's the right thing to do—and it Will pay Off in the end in higher profitability because the chain's reputation for being tough on crime Will reduce overall losses from theft.