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Actv | Marketing homework help

Activity: Create a short customer satisfaction surveys for the B2B and B2C customers of a company selling laptops or similar products. How do these surveys differ from each other?

The assignment is to answer the question provided above in essay form. This is to be in narrative form and should be as thorough as possible. Bullet points should not to be used. The paper should be at least 1.5 – 2 pages in length, Times New Roman 12-pt font, double-spaced, 1 inch margins and utilizing at least one outside scholarly or professional source related to marketing management. The textbook should also be utilized. Do not insert excess line spacing. APA formatting and citation should be used.

 
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Power point presentation | Marketing homework help

Group Research Project PPT Presentations (overall 10 minutes)

Each group will have a maximum of 10 minutes to present using a smartart enhanced PPT. 

.   Here is the outline of the presentation:

3 slides: Case Scenario and the Decision Problem

3 slides: Identify three frameworks, each from a different meta-module of the course (external, internal, integrative, ecosystem and globalization).  Analyze the global strategy using these frameworks/ models.

1 slide: Three alternative scenarios

2 slides: Recommendation, Implementation Plan, and Accountability/ Contingency Plan (i.e. what benchmarks will you use to evaluate the success of the plan, and to make mid-course corrections?)

 

 

This is a group project but just do a 2slides for my part only. Use my group paper which I upload and do a 2 slides powerpoint(include speaking notes). My part is Recommendation, Implementation Plan, and Accountability/ Contingency Plan. So do a 2 slides about this two part. Make sure the ppt is not too theoretical.

By the way our company is clear essence cosmestics. 

 
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For ann harris | Human Resource Management homework help

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Problem-Based Learning (PBL) Scenario: Atlantis Global Corporation

In the 21st-century global economy, talent management has become a key strategic tool, which places greater responsibility on the shoulders of human resources (HR) managers and senior leadership in organizations. The ability of organizations to manage their global talent efficiently makes the difference between success and failure, competitive advantage and bankruptcy. Rapidly changing connectivity, technology advances, economic and business transformations, the ever-emergent competition, demographic changes, and the coming to age of a new generation of workers are having an impact on talent supply and demand.

The quest to gain a competitive advantage and tap into new and emerging markets has created a significant shift in organizational operation and growth patterns. Organizations today are increasingly operating across their home continents and beyond. Companies are no longer operating in silos.

An Overview

Atlantis Global Corporation (AGC) is a multinational organization that engages in the development, manufacture, and marketing of electronic circuit boards for use in high-definition TV screens. Although the design centers are located in the United States, the bulk of the manufacturing processes are carried out at their overseas subsidiaries. The electronic circuit boards are primarily sold to Original Equipment manufacturers located in North and South America, Africa, and the Asia/Pacific region. Headquartered in the Midwest United States, AGC has subsidiaries in three locations, on three continents: Subsidiary A in Asia, Subsidiary B in Africa, and Subsidiary C in South America. In all three locations, the subsidiaries are located in industrial parks or centers. These locations were selected for strategic reasons, including an abundance of raw materials for the company’s products, the availability of a labor force, and a rapidly growing customer base. Within the industrial parks, it is not uncommon to find two or three organizations competing in the same market segment and for the same labor force.

As part of its global human capital staffing strategy, AGC relocated several key people to leadership positions at each of the three subsidiaries. By placing key personnel from headquarters in leadership positions, AGC assumed a unified culture. Senior leadership envisioned that the subsidiaries would be self-sustainable in 2 years and profitable thereafter. A lot of capital, both tangible and intangible, has been committed to making the subsidiaries functional.

AGC has approximately 84,000 employees, most of whom are highly skilled and specially trained in the operations they perform. On average, it takes 3–6 months to fully train employees in each of the many operations of the parent company and its subsidiaries. Although the head count at the three subsidiaries has remained fairly constant, there have been a number of employees who have left the company for a variety of reasons. As employees leave, others are hired to replace them, but no one knows the exact number of employees who left the company or the reasons why they have separated.

At the subsidiaries, line and middle managers are concerned with having the right number of employees at each function or workstation. The operations manual, which the line and middle managers follow religiously, indicates that all staff must be fully trained and certified before they should be allowed to work on their own. Further, this requirement indicates that if someone has been certified before leaving the company, he or she must be retrained and recertified if rehired—no exceptions—even if his or her absence has just been a week. On the other hand, a trained and certified employee who is out on vacation or medical leave for a month is not similarly required.

The Issues

Since operations began in the three subsidiaries, AGC has failed to meet its financial obligations, and profits are lagging. This is beginning to show in the company’s balance sheets and is taking a toll on the organization’s financial bottom line. Although the company’s structure is designed for adaptability in a fast-changing market, several other factors were overlooked when the company selected locations for the subsidiaries. These include, but are not limited to, the following:

  • Intercultural communication issues
  • Political and regulatory conditions of the host country and the subsidiaries
  • Diversity and multiculturalism
  • Employee retention and motivation issues
  • Employee dissatisfaction
  • Performance issues
  • An overall global human capital strategy that takes into account the home and host country nationals

AGC, often considered the leader in this market, is in jeopardy of losing that title when the end-of-year reports come out in 3 months. This is a critical time for the organization and the senior leadership team is very concerned. They need to find out what is happening to the organization, report to the shareholders, and rectify the situation.

John Dawson, the CEO, COO, and Chairman of the Board of Directors at AGC, is deeply concerned about the future of this company. Past strategies have not advanced AGC to a leadership position in the global market. John believes that he has done everything that can be done to optimize the company and is reluctant to change the present strategic course. He is a reluctant risk taker and must be convinced that changes to the organization have value before changing direction.

John is currently working with Shawn Williams, the newly recruited Vice President of Global Human Capital Management at AGC. His priority is to help diagnose and address the company’s human capital issues. Shawn brings with him extensive experience in resolving global problems, and he is recognized as an expert in the field of change management and viewed as a motivational leader. John and Shawn will be meeting soon to align goals and set a new strategic path for Atlantis Global Corporation.

As the new external consultant for AGC, you will be working closely with Shawn to establish a cross-cultural team that will address the company’s global challenges. You will provide guidance and recommendations regarding each objective and anticipated outcome. This is a critical assignment because failure could lead to the dissolution of AGC.

 

 
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Mos 6801 emergency management unit 3 powerpoint

Course Textbook APA Citation:

 

 

 Rubin, C. B. (Ed.). (2012). Emergency management: The American experience 1900-2010 (2nd ed.). Boca Raton, FL: CRC Press.

 

Unit 3 PowerPoint. 

Unit III PowerPoint Presentation

Chapter four of the textbook describes the beginning of congressional legislation with the Federal Disaster Relief Act of 1950 and continues through the 1960s and 1970s. In each decade, the focusing events are identified, as well as mobilization, agenda-setting, and the subsequent congressional legislation.

Choose a decade (1950s, 1960s, or 1970s). Identify and discuss the focusing events that caused mobilization, agenda-setting, legislative actions, and the notable outcome that changed emergency management. Research additional information about the focusing event and/or the resulting congressional legislation.

 

Present the findings in a PowerPoint Presentation with a minimum of 12 slides, including the title slide and the reference slide. Format the references in APA style (6th ed.). Use the notes section below each slide for descriptions and explanations.

 

 

 
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7-1 milestone final | Law homework help

Based on the Final Project Rubric, combine your milestones, make appropriate revisions based on instructor feedback, and submit.

You are working for a branch of the U.S. international criminal justice system. You have been given your chosen case to review by senior leadership.

Provide a case analysis to determine the scope and complexity of the work needed to successful. Use the case provided to complete the case analysis. This investigative report serves as a debrief and update on the status of your case, and also serves as a formal check for resources needed and support you may need as the field office agent. Conclude your analysis with a short paragraph stating whether you believe the investigation and prosecution of this case was performed effectively. Include your recommendations for how the case could have been handled differently to produce a more desirable outcome.

 

revise milestones

 
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You will learn how to comply with ferpa, cipa, and coppa.

Exercise 5: Protect Children on the Internet

Learning Objectives and Outcomes
You will learn how to comply with FERPA, CIPA, and COPPA.

Assignment Requirements
This assignment builds upon the role-play conducted in the roles section of this lesson. In the role-play, you were the systems administrator for a for-profit educational institution. The institution’s library provides Internet access, in particular, to students and their kids (while the parents are attending classes). Your task, as the system administrator, is to create a specific checklist for the educational institution to ensure implementation of the following laws:
FERPA
CIPA
COPPA
Support your checklist with a summary of your findings. This summary will be provided to the board of directors. The summary should include compliance details for each of the laws mentioned and analysis of the need and structure of an ongoing monitoring and auditing policy in order to insure compliance

Deliverables and format:
Submit your answer in a Microsoft Word document in not more than 300 words.
Font: Arial 10 point size
Line Spacing: Double

 
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