As an economist for ABC Plastics, your boss has asked you to respond to some questions she has regarding the company’s main product, tablet cases. A marketing research firm recently developed the following supply and demand schedules for tablet cases:

 

Price/Case       Quantity Demanded         Quantity Supplies

$24                     5000                                    18000

22                       6000                                     17000

20                       7000                                     16000

18                       8000                                      15000

16                       10000                                   14000

14                      11000                                    13000

12                       12000                                   12000

10                      13000                                    11000

8                         14000                                    10000

6                         15000                                     9000

4                         16000                                     8000

2                         17000                                     7000

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You are to develop a report addressing the following questions and present your findings to the Board of Directors:

Questions:

1. Construct a graph showing supply and demand in the tablet case market, using Microsoft Excel.

2. Hopw are the laws of supply and demand illustrated in this graph? Explain your answers.

3. What is the equilibrium price and quantity in this market?

4. Assume that the government imposes a price floor of $16 in the tablet case market. What would happen in  this market?

5. Assume that the price floor is removed and a price ceiling is imposed at $8. What would happen in this market?

6. now assume that the price of tablet cases drops by 50%. How would this change impact the demand for tablet cases? Explain your answer and reconstruct the graph developed in question one to show this change.

7. Assume that incomes of the sonsumers in this market increases. What would happen in this market? Explain your answer and resonstruct the graph developed in question one to show this change.

8. Assume that the number of sellers decreases in this market. What would happen in this market? Explain your answer and reconstruct the graph developed in question one to show this change.

9. Explain the difference between a normal good and an inferior good. Would your answers to question #7 change, depending on whether this good is a normal or inferior good? Why or why not?

 

Present your analysis in Microsoft Excel format. Enter non-numerical responses in the same worksheet using testboxes.

 

The book I am using is:

Mankiw, N. (2014). Principles of Economics (7th ed). Cengage Learning

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BUILDING QUALITY ORGANISATIONS

Introduction: Give a brief description of the organisation chosen as an example to illustrate your remarks. Remember, the purpose of the assignment is to display your depth of comprehension of the issues discussed, rather than extensive details of the organisation used to illustrate your points.

Question 1

Classify the Organisation’s structure by describing its key dimensions. Reference to models described in the literature or othe approaches may be used.

Answers to question one. (Classification of structure, description of elements, relationship of elements) Students must discuss the theory and the way it may be applied to an organisation, giving references to the text to show their depth of comprehension of the topic. Key words: complexity, centralisation, formalisation.

Question 2

Explain why the organisation has its present structure and discuss any factors or contingencies which may influence this arrangement.

Answer to question two. Explain why the organisation has its present structure. Discuss Mintzberg?s theorem and explain the organisation?s structure in terms of Mintzberg?

s theorem. Key words: professional bureaucracy, machine bureaucracy.

Question 3

How effective is this structure in enabling the organisation to achieve its strategic direction.

Answer to question three. Explain how the organisation?s structure facilitates the achievement of its organisational goals. Key words: ends focus, means focus.

Question 4

How does the organisation evaluate its effectiveness?

Answer to question four: Discuss the merits of four approaches to organisational effectiveness and explain the approach use in your example organisation. Key words: goal attainment, systems, strategic constituents, balanced scorecard.

Question 5

What structural problems or organisational issues do you percieve and in what way does the current structure helpor hinder the organisation in addressing these problems?

Answer to final questions. Discuss any significant structural problem you perceive in your example organisation and explain what structural changes you would make to address the problem. This question is primarily aimed at students in the workforce who wish to explore structural improvements in their chosen organisation.

Conclusion. A summary of the key point and their supporting arguments.

References. A list of the full citation of your references in alphabetical order. URL?s listed last with date and time of access.

All discussion must be supported by argument and references to the source text. Referencing must be in-text and use the Harvard referencing style of Author-Date. Please do not use footnotes.

Text must be Word.doc format in Times Roman font, 12 pt. one and a half line spacing. Assignment size 2000-3000 words.
The recommended book for this assignment is Robbins and Barnwell, 2006, Organisation Theory: Concepts and Cases, 5th Edition, Pearson, Frenches Forest

Application: Balanced Scorecards

Question 3 – C. New foreign market place analysis
Learning outcome 3: Be able to demonstrate how to prepare a new foreign market analysis
1. Rationale for Exporting
This section builds on information presented in B1 (question 2 of this assignment) and highlights the benefits of
proceeding with an export strategy. Include:
• Linkages with the company’s goals and objectives

2. Rationale for Selected Foreign Market
In this section, summarize why the preferred foreign market presents the best opportunity.
• Why does the company want to enter this particular foreign market(s) over other potential markets?

3. DESTEP Analysis
This section provides specific information about conditions that may impact your company’s ease of conducting
business in another country. Include:
 Political, economic, social conditions.
 Country CSR-analysis: prevalent CSR-issues in the country, relevant stakeholders to cope with these issues or
prevent these from happening. Make the country analysis, as it is relevant for your entire physical product
chain, as if you procure from the country or export to the country.
 Regulatory environment.
 Legal structure.
 Determine relevant CSR-related international laws and conventions and the relevance of these for the
company
 Fiscal/taxation structure.  Infrastructure conditions (e.g. roads, ports, rail, airports, telephones, and communications, etc.).
 Cultural and business practices.

4. Industry Profile
This component provides specific information about your industry sector and competitors in the market. Consider
existing business practices and discuss the following:
 Broadly identify direct customers (e.g. buyers, agents, distributors, trading houses) or actual end users (e.g.
individuals, businesses) and current market trends.
 Competitive Analysis
– Overall competitive conditions.
– Who are the existing competitors?
– Unique selling attributes or competitive advantage(s) of each, incl. CSR-attributes
– Existing sources of production and channels of distribution.
– Marketing practices used.
– Typical payment terms offered.
 Determine relevant industry wide CSR-initiatives in the industry and the relevance of these initiatives for the
company.

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You are one of many training specialists in your company. You have been asked to design a training module for managers on how to meet the learning needs of their departmental employees. Meet the employees.  The all have different needs.  You will need to decide on these needs first.

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The title of the training will be “The Importance of Understanding Your Learners’ Needs”.

If your proposal is chosen as the training module for the company, you will be granted a substantial bonus and a raise.   Woohoo!  But you have to get the job first.

For the written portion of your final assignment, you will create a training module design that includes five strategic principles that you will apply in the training to assist your own training module in being successful, and a minimum of five principles of learning that you want to “teach” to your group of managers. You will base your choices on the hypothetical group of managers that you want to train. These principles may include any theoretical elements that have been introduced to you in the course. Examples of principles from these areas are provided below:

• Behaviorism – repetition, reinforcement (feedback), association, and classical and operant conditioning
• Cognitivism – assimilation, accommodation, the information processing model, and intellectual stimulation
• Constructivism – scaffolding, metacognition, problem-solving and inquiry-based learning
• Humanism – holism, personal agency, and motivation

You may also wish to review the following online sources to guide you in making decisions for your training:

• Cognitivism
• Humanism in Education
• Workshop: Constructivism as a Paradigm for Teaching and Learning
• How to Use Behaviorism in a Classroom.

Examples:

You may want to apply an activity to your training that uses repetition based on Behaviorism that suggests that reinforcement of responses is done through repetition, giving the student small sequences of tasks and providing constant flow of positive reinforcement to encourage effective learning of responses. Why would you think this is important? What learner needs did you notice?

A reminder – You do not need to design the activity or learning. Simply explain what you will teach and why and how you would teach it and why.

Or you may want to include a scaffolding strategy, such as linking the information to past experiences each manager has had, based on Cognitivism. What would this look like as a training session?

For the content you may want to include the importance of Emotional Intelligence differences or Multiple Intelligences? There are many we have discussed in this course. This is up to you, but you must include 5 areas of content you think would be the most important to teach. Remember the focus of your proposed training is “how to meet the learning needs of their departmental employees”. You are the expert.

Your grasp of each of the five principles you include in your content, as well as the applied principles from your course activities, will be evaluated based on your assessment of learner needs, the accuracy of your description, and the application of each in your proposed training module. Be sure to download the “PSY331 Final Assessment Scenario” document to view the specific information for the employees and training. You should follow these steps to complete your assignment:

1. 1. Evaluate the different types of learning your employees exhibit and create a list of potential learning needs that should be considered as you begin designing your training.

1. 1. Determine which five psychological principles/elements you will apply to your training to benefit those who you want to train.

1. 1. As you apply the principles to your activity, explain why you have chosen them based on your learner group.

1. 1. Research your training assignment.  You will be training managers on the importance of understanding how we learn and the importance of their employees’ learning styles and needs.

1. 1. Analyze psychological principles related educational issues and decide what learning styles and learner need content you should include in your training.

1. Align five areas that you will include in the content of the training with the strategies/principles you have chosen.
2. Research the employees you will be training (see the “PSY331 Final Assessment Scenario” document) and use critical thinking and creative strategies to solve potential training problems.
3. Apply basic research methods and gather resources that will support your content.
   • • You must utilize at least four scholarly sources to support your proposed training course.
   • Cite your sources in APA format as outlined in the Ashford Writing Center.
   • You can only use one theory and five elements from it.
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Problem 18-4 p551Weld Canning Company has a busy season lasting six months from September through February and a slack season lasting from March through August. Typical data for these seasons are as follows:

Factory overhead cost is allocated to cases of canned goods on the basis of direct laborhours. The typical case requires one direct labor-hour. The same type of products is packed in all months. On December 31, the company has 25,000 cases in finished goods inventory.

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Required:

• a. If the company allocated each month’s factory overhead costs to the products made in that month, what would be the factory overhead cost per case in the busy season and in the slack season, respectively? What would be the factory overhead cost component of finished goods inventory?
• b. If, instead, the company used a predetermined annual overhead rate, what would be its cost per case? What would be the factory overhead cost component of finished goods inventory?
• c. Discuss which method of overhead allocation is preferable

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Problem 22-1 p665 Problem 22–1.

Department 7 of the Arbia Company manufactures a variety of components for products, one of which is Part No. 211. Data on this part are as follows:

MPC           ACJ

Direct material and direct labor                      30.17   29.82   29820

Fixed costs, Dept 7                                         6.49     6.88     6880

Costs allocated to Dept 7                               13.83   14.29   14290

Total                                                    50.49   50.99   50990

Part No. 211 can be purchased from an outside vendor for $31.00.

What costs are relevant for each of the following purposes?

a. For preparing financial statements for July?

b. For deciding whether to make or buy Part No. 211?

c. For assessing the performance of the manager of Department 7?

Case 22–5: Piedmont Universiy*

When Hugh Scott was inaugurated as the 12th president of Piedmont University in 1991, the university was experiencing a financial crisis. For several years enrollments had been declining and costs had been increasing. The resulting deficit had been made up by using the principal of “quasi-endowment” funds. For true endowment funds, only the income could be used for operating purposes; the principal legally could not be used. Quasi-endowment funds had been accumulated out of earlier years’ surpluses with the intention that only the income on these funds would be used for operating purposes; however, there was no legal prohibition on the use of the principal. The quasi-endowment funds were nearly exhausted.

Scott immediately instituted measures to turn the financial situation around. He raised tuition, froze faculty and staff hirings, and curtailed operating costs. Although he had come from another university and was therefore viewed with some skepticism by the Piedmont faculty, Scott was a persuasive person, and the faculty and trustees generally agreed with his actions. In the year ended June 30, 1993, there was a small operating surplus.

In 1993, Scott was approached by Neil Malcolm, a Piedmont alumnus and partner of a local management consulting firm. Malcolm volunteered to examine the situation and make recommendations for permanent measures to maintain the university’s financial health. Scott accepted this offer.

Malcolm spent about half of his time at Piedmont for the next several months and had many conversations with Scott, other administrative officers, and trustees. Early in 1994 he submitted his report. It recommended increased recruiting and fundraising activities, but its most important and controversial 693694recommendation was that the university be reorganized into a set a profit centers.

At that time the principal means of financial control was an annual expenditure budget submitted by the deans of each of the schools and the administrative heads of support departments. After a dean or department head discussed a budget with the president and financial vice president, it was usually approved with only minor modifications. There was a general understanding that each school would live within the faculty size and salary numbers in its approved budget, but not much stress was placed on adhering to the other items.

Malcolm proposed that in the future the deans and other administrators submit budgets covering both the revenues and the expenditures for their activities. The proposal also involved some shift in responsibilities, and new procedures for crediting revenues to the profit centers that earned them and charging expenditures to the profit centers responsible for them. He made rough estimates of the resulting revenues and expenditures of each profit center using 1993 numbers; these are given in Exhibit 1.

Several discussions about the proposal were held in the University Council, which consisted of the president, academic deans, provost, and financial vice president. Although there was support for the general idea, there was disagreement on some of the specifics, as described below.

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Questions

1. How should each of the issues described above be resolved?

Central Administrative Costs – This could be determined by creating formulas that gives responsibility to the graduate school based on the percentage of students. Graduate schools generally have less enrollment so this would make it so the undergraduate school would be responsible for a bigger part of the costs.

Gifts and Endowment– The board should be the only one to have a vote on where the money is allocated, especially since it seems as though the president and dean must not like each other. The less people involved in the process the better.

Athletics– University rec centers have upkeep and students aren’t always the best at making sure things aren’t damaged.  It makes sense they would want to charge a fee for this, but charging for intramural activities will probably result in people not signing up for these activities.

Maintenance– Piedmont could be seeking bids from outside contractors to attempt to lower their maintenance costs so that way they could always have a backup in case the current maintenance team was unable to complete the jobs. Schools shouldalso be responsible for their own maintenance needs and they should make sure to find a cost effective solution.

Computers– I believe that if they try to charge for using a computer that students would not be likely to use them any longer.  They may end up losing revenue if it got out that they were trying to charge for using computer labs to make money. A better way to make sure damages occur less would be to require students and staff to use a specified log in and to monitor if any damages that way.

Library-I am not sure why anyone would still go to a library when you can get any book or article online so it would be ridiculous for someone to want to charge to have access to the library.  I can see that there could be a hold placed on registration, transcripts or graduation if the fees are not paid if someone did go and rent out books or journals.

Cross Registration-Piedmont should be reimbursed by the alternative college that the students are attending?  No the reason why students generally take classes at another school are often due to the cost of the classes.  I don’t think that they should get a cut of this since they are typically make double the amount.

2.) Do you see other problems with the introduction of the profit centers? If so, how would you deal with them?

I did see that many of the profit center ideas called for a lot of extra organization, paper work and new policies, which is the opposite of they should be doing to cut costs.  By adding extra work this causes revenue to be spent vs cutting costs. The ideal solution would be to cut cost by finding efficient ways to work and to eliminate ideas that are time consuming and less productive.

3.) What are the alternatives to a profit center approach?

The profit centers approach could be to raise the tuition to a high enough percentage that the needs are met to have a comfortable amount. They could look at hosting fundraisers to get alumni donations, which  mighthelp the school as it changes from year to year and based on economic fluctuations. Increasing class sizes could be an option to allow more students into a program.

4.) Assuming that most of the issues could be resolved to your satisfaction, would you recommend that the profit center idea be adopted, or is there an alternative that you would prefer?

If it was up to me I would look at better ways to be efficient tweak a few of the options and really look at fundraising.  I am great at parties so this could be a way to help with costs and maybe even up enrollment.

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DEVELOPMENT IN ACTION ASSIGNMENT

Assignment Purpose & Objectives:

This assignment is designed to provide opportunities for you to reflect on what you have learned through class sessions, the course text, and your experiences as a parent via either the MyVirtualChild simulation. Upon completing this assignment you should be able to:

(a) Analyze and synthesize at least 2 theoretical perspectives (i.e., see Chapter 1 of the textbook) on development

(b) Make explicit connections between theory-to-practice regarding concepts in development

(c) Practice ways to apply developmental theories/concepts to the world of parenting/raising children

(d) Improve your collaboration skills with peers

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ASSIGNMENT DESCRIPTION

In a 3-4 page single-spaced document, succinctly and clearly reflect on your experiences parenting your “virtual child.” Be sure to make references to course concepts whenever appropriate. Your paper should be divided into two distinct sections clearly delineated with the headings “Section I” and Section II”. You can choose to include a Works Cited, References page if you are citing or paraphrasing other author’s materials.

Section I – What Went Right/Wrong? (approximately 1-2 pages)

Reflect on your child’s experiences growing up. Describe in detail onething that you believe positively influenced AND one thing thatnegatively influenced your child’s development as they were growing up. In your role as a parent and/or an informed professional in the field of child & adolescent development, be sure to use appropriate terminology & concepts of development in your description about these experiences (and the impact of these experiences) on your child’s learning & development. A strong paper will incorporate theoretical perspectives and concepts which are directly applicable to the specific experience. In addition, a strong paper will illustrate that the author has a strong command/understanding of specific relevant concepts of child & adolescent development.

Section II – Advice & Informed Suggestions (approximately 2 pages)

Reflect on your overall experiences in this class including your experiences as a virtual parent/parent. What have you gained from this semester experience learning about the physical, social, and cognitive development of children & adolescents? In terms of your personal & professional life, in what ways has this impacted you? In what ways do you feel you will be able to use what you have learned/gained? In what ways do you expect you will use content gained from the course? A strong paper will provide in-depth, meaningful ways the course content is relevant to one’s personal & professional life.

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