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What are the four main criteria for evaluating the quality of Internet resources? What are the basic concepts for each criterion Answer

What are the four main criteria for evaluating the quality of Internet resources? What are the basic concepts for each criterion?

(Points : 20)

Ans:

Four main criteria for evaluating the quality of Internet resources are as follows:

 

Authority – One should look for if the author or the organization providing the information is identifiable. How credible are the site owners? We should look for their experiences, credentials and publications/press. Whether other credible sites are linking this site?

Accuracy and reliability – The criteria’s here should be whether research sources have been properly documented and cited. Whether there are spelling errors or incorrect uses of grammar. Whether the background information can be verified for accuracy?

Purpose/objectivity – When evaluating the sources, we should also consider the purpose of the study, how the data was collected and analysed, how consistent the data is with other studies, and how old the data is? Is there a clear distinction between the opinion and fact. Who is the intended audience?

Coverage – Does the site cover a specific time period? Does the site cover only one aspect of the topic or it covers the topic in depth. What information is included and what information is omitted. Is the page completed or “under construction”?

References:   Newman, A., Ober, S. (2013). Business Communication: In Person, In Print, Online 8e. South-Western, Cengage Learning. pp. 292

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Read “Building Virtual Global Teams” on pages 314 and 315 in your text. What is a virtual global team? Is it harder or easier for virtual team members Answer

Read “Building Virtual Global Teams” on pages 314 and 315 in your text. What is a virtual global team? Is it harder or easier for virtual team members to work together than teams whose members meet face-to-face? (25 points) (A 1½-page response is required.)

A virtual team is a group of individuals who work across time, space and organizational boundaries with links strengthened by webs of communication technology. In a virtual team environment, work is not limited to the traditional 9-5 work day and product or services can be created in a way that result into faster time to market of products, technology and services. This also enables companies to compete on a global scale by bringing together people with different types of knowledge into ‘online’ meetings from around the globe.

 

The availability of electronic communication such as e-mail, audio conferencing, web-based meetings and video conferencing has made such virtual teams feasible. Working in electronic space and free from the constraints of geographical distance, members of highly distributed teams can do the same things in computer networks as do members of face-to-face groups: share information, make decisions, and complete tasks. The highly distributed team environment makes it possible to:

 

  • Form teams of people from the same company who live in widespread geographic areas,
  • Add special expertise to a global team even though the expert is not in the same geographic area,
  • Incorporate employees who work from home offices,
  • Form teams of people who work different shifts or hours,
  • Include people with mobility limitations or disabilities, and
  • Move forward with projects that would have been ignored due to travel expenses.

It can become harder for virtual team members to work together than teams whose members meet face-to-face if proper management and communication planning is not carried out. It becomes increasingly important in a highly distributed team environment. Additional time may be needed to set clear expectations, facilitate communications, develop protocols for resolving conflict, include people in decision-making, and share credit in successes. Today global managers operate in a global environment and work on projects characterized by cultural diversity. Team members often have diverse industry experience, multiple languages, and sometimes operate in the language that is a different than their native one. The global management team should capitalize on cultural differences, focus on developing and sustaining the global team throughout the global life cycle, and promote working together interdependently in a climate of mutual trust. Developing the global team improves the people skills, technical competencies, and overall team environment and global performance. It requires clear, timely, effective, and efficient communication between team members throughout the life of the project.

 

In addition, discussions and information shared among team members can also be electronically stored for continuous access and historical record keeping. Many of the downsides to highly distributed teams occur for the same reasons they do in other groups. Members of virtual team can have difficulties establishing good working relationships. Relationships and interactions among highly distributed team members are different from those of face-to-face settings. The lack of face-to-face interaction limits the role of emotions and nonverbal cues in the communication process, perhaps depersonalizing relations among team members. Meeting teams quite often is practically not possible. There are times where the major decisions are made remotely. Management plan in a virtual team environment would involve the following:

  • Define and distribute team goals and individual responsibilities across the team
  • Develop a sense of familiarity with the team members — use tools such as video conferences, periodic calls and e-mails to encourage interaction
  • Have a clear cut communication plan with the right point of contact defined at every location
  • To have regular global team meeting and maximize the number of meetings to create awareness on global happenings
  • Adjust according to the time differences
  • Define processes and develop back-ups to handle emergency scenarios
  • Define conventional terminology and ensure it is understood by all the team members.

There are challenges, however, inherent in the virtual team concept. It is difficult to build trust and to manage conflict when team members lack the ability to interact face-to-face. Communication is often more challenging, particularly among global virtual teams, which can also make it more difficult to overcome cultural barriers (http://onlinemba.unc.edu/).

 

References:

http://onlinemba.unc.edu/research-and-insights/developing-real-skills-for-virtual-teams/virtual-team-challenges/

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Describe a retail business with which you are familiar and determine the most suitable means of inventory control Answer

Managing Inventory

 •Describe a retail business with which you are familiar and determine the most suitable means of inventory control. Provide specific examples to support your response.

•For the same business, discuss what innovative steps you could take to deter employee theft and/or shoplifting.

 

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A large retailer obtains merchandise under the credit terms of 1/15, net 45, but routinely takes 60 days to pay its bills Answer

A large retailer obtains merchandise under the credit terms of 1/15, net 45, but routinely takes 60 days to pay its bills. (Because the retailer is an important customer, suppliers allow the firm to stretch its credit terms.) What is the retailer’s effective cost of trade credit?

Ans:

Effective cost of trade credit = (1 + 1/99) ^ 8.11 – 1.0

= 0.0849 = 8.492%.

 

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Pearl owns a company that produces Super Toys.  The table above shows that Pearls’ Fixed Cost is $3000.00 Answer

WINTER 2010
Labor Output Total Cost Marginal Average Total Revenue  
  (TC) Cost (MC) Cost P=125  
Pearl owns a company that produces Super Toys.  The table above shows that       
Pearls’ Fixed Cost is $3000.00. Pearl pays $1,250 for each unit of labor. Marginal       
and Average Costs of production are show n in the table. If Pearl conducts       
business in a Perfectly Competitive Market where the price of each toy sold is       
$125.00:       
What is Pearl’s Marginal Revenue for each additional unit of Super Toy sold? 

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Discuss two (2) reasons cited for the failure of the U.S. expatriate managers. Then discuss two (2) competencies that ensure success for expatriates Answer

Discuss two (2) reasons cited for the failure of the U.S. expatriate managers. Then discuss two (2) competencies that ensure success for expatriates and two (2) types of cross-cultural training can be offered to help departing managers adjust to a foreign culture.

Answer:
It has been observed that the U.S expatriate managers have a considerably high failure rates in their career. It means the foreign careers of U.S expatriate managers end up prematurely or they are found to be ineffective by their senior managements. The major factors contributing to the failure of U.S expatriate managers are family stress, emotional immaturity, cultural inflexibility, over work and physical breakdown. Here the reasons family stress and cultural inflexibility are discussed in detail.
Stress experienced within family has been observed as a factor resulting in the failure of an expatriate manager. It takes a reasonable time for the managers and their families to adjust with the new circumstances. Most often, the managers will be challenged and excited to start their new careers in another country. They will be aware of the fact that they need to spend more time on their work until they are accustomed to the new culture and atmosphere. Soon, they will realize that their responsibilities are a little harder than those they previously handed. In their effort to adjust with the new culture and extensive responsibilities, they feel mostly under pressure and tend to spend more time in workplaces to sort out things at the earliest. Consequently, their family life suffers and their spouses also will be experiencing a culture shock in the new country. An unhappy spouse will worsen the energy level of the already stressed expatriate manager. Accordingly, most expatriate postings are either terminated or their results get impaired in foreign countries.
Cultural Inflexibility is another important factor that causes failure of expatriate managers. To be successful in a new workplace in a foreign country, the mangers need to be flexible to the cultural differences experienced there. It will be a difficult task for the expatriate manager to have a balance between approved local conventions and accepted international standards. In many of the Asian countries, religion has an important role to play in their cultural attitudes. Managing culturally diverse people require very different strategies that the expatriate manages are not familiar with. As the US expatriate managers are poorly trained for international assignments, they experience difficulty in adapting to the new culture and tradition. The adaptation to the new place, language, people and their cultural attitudes slow down their workplace performance. Also in the workplace, they experience the cultural shock in the different working mode and staff relations.
For avoiding failure, expatriate managers must have certain competencies. Here the competencies to ‘handle stress’ and ‘cultural adaptability’ are discussed. Ability to handle stress is an essential competence that all successful managers must have. Expatriate mangers experience stress due to the culture shock, unhappy family settings, work load, increased responsibilities and due to difficulties of everyday expatriate life. If the manager is competent to manage stress using sufficient stress management techniques, he will be able to control the situation and can become a successful manager. Another important competency required for the expatriate managers is cultural adaptability. An expatriate manage can perform well abroad if he has the competency to adapt to multi-cultural environments. If they have competence of cultural adaptability, they can easily develop a global perspective for their business. Such expatriate managers are able to recognize cross-border opportunities and can identify risks with a global perspective.
Organizations have now realized that their managers are not competent to ensure success in their foreign assignments. They have started preparation activities and training programs before sending their managers to foreign countries. Cross-cultural training includes different organized experience planned for departing managers. Cross-cultural training helps managers to adjust with a foreign culture. Different organizations engage in different types of cross cultural training for their managers. The major difference between various programs is in the time spent and the expenses incurred. Depending on these two factors they can be easiest, moderate difficult or most difficult. In the easiest type of cross cultural training, the training is limited to informational materials such as books, lectures or Internet searches. Moderate difficult type involves experimental training and the most difficult type of cross-cultural training is a combination of the preceding methods and experimental training including language instruction and field experience in the target foreign culture.

References
Jordan, J & Cartwright, S (n.d) Selecting expatriate managers: key traits and competencies. Retrieved on January 31, 2014 from http://www.google.ae/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=2&sqi=2&ved=0CFAQFjAB&url=http%3A%2F%2Fwww.ugurzel.com%2Fdosyalar%2Fdoc_download%2F81-selecting-expatriate-managers.html&ei=POYMUITbDcrF0QWy4fTZCg&usg=AFQjCNHZbca1V8w9BmkC_Z8hLy_73Q5dTw&sig2=8oBst21erIE823p2jZ-CmA
Kinicki, A., & Kreitner, R. (2008). Organizational behavior (3rd ed.). Boston: McGraw-Hill Irwin.
Main Reasons for Expatriate Failure (2012). In chalre Associates. Retrieved on January 31, 2014 from http://www.chalre.com/hiring_managers/reasons_expat_failure.htm

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Forecasting accuracy refers to the relationship between actual and forecasted demand, and accuracy can be affected by various considerations Answer

Forecasting accuracy refers to the relationship between actual and forecasted demand, and accuracy can be affected by various considerations. What is one of the challenges with the analog technique?

 The challenge with the analog technique is in selection of an appropriate analog as an inappropriate selection reduces forecast accuracy. We can take for example the following scenario. When a movie studio releases a sequel to a previously successful motion picture, a forecasting analog based on the initial release will likely generate a different estimate than a forecasting analog based on the performance patterns of sequels to other movies and one analog will be more accurate than the other.

 

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ECO 301 Intermediate Microeconomics Week 5 Homework Problem Answer

Homework Problems:
 Chapter 8: 8.1(a-c), 8.2(a-d), 8.5(a-e), 8.7(a-d), 8.9(a-c)

8.2a Ans:
 Now, the land mower charge is set at $100 per week
 The total cost function changes to
 8.2b Ans:
 Let Beth’s weekly profit be p.
 Then, now Cost function is
 TC = 0.1*q2 + 10q + 50 + 0.5p
 8.2c Ans:
 If Beth’s greedy father imposes a charge of USD 2 per acre for the use of family mower
 then, TC = 0.1*q2 + 10q + 50 + 2q = 0.1*q2 + 12q + 50
 To maximize profit, MR = MC
 8.2d Ans:
 If Beth’s father collects his $2 by collecting 10 % of the revenue from each acre
 Then the
……………………….

8.9a Ans:
 Total Cost = Cost of Labor + Cost of Capital
 = Wages*Labor Hours + Rents*Capital = 10*100 + 5*L
 = 1000 + 5L as capital is fixed in the
………………………………………..

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Suppose that TipsNToes, Inc.’s capital structure features 40 percent equity, 60 percent debt, and that its before-tax cost of debt is 9 percent Answer

11. (4 points) A particular security’s default risk premium is 6 percent. For all securities, the inflation risk premium is 3 percent and the real interest rate is 2.5 percent. The security’s liquidity risk premium is 1 percent and maturity risk premium is 2 percent. The security has no special covenants. What is the security’s equilibrium rate of return?       

“12. (4 points) Suppose that the current one-year rate (one-year spot rate) and expected one-year T-bill rates over the following three years (i.e., years 2, 3, and 4, respectively) are as follows:

1R1 = 3.0%, E(2R1) = 4.0%, E(3R1) = 12.0%, E(4R1) = 14.0%,

Using the unbiased expectations theory, what is the current (long-term) rate for four-year-maturity Treasury securities (1R4)? ”      
3. (4 points) HydroTech Corp stock was $50 per share a year ago when it was purchased. Since then, it paid a $4 per share dividend. The stock price is currently $45. If you owned 500 shares of HydroTech, what was your percent return?       

24. (4 points) Portfolio Return Year-to-date, Company X had earned a -3 percent return. During the same time period, Company Y earned 12 percent and Company Z earned 7 percent. If you have a portfolio made up of 50 percent Company X, 30 percent Company Y, and 20 percent Company Z, what is your portfolio return?       

“5. (8 points) You hold the positions in the table below.
COMPANY PRICE # SHARES BETA
Goodmonth $25.00 120 1.5
Icestone $20.00 150 2.5
Bridgerock $40.00 100 – 1.0
A. What is the beta of your portfolio? ”      
B. If you expect the market to earn 14 percent and the risk-free rate is 4 percent, what is the required return of the portfolio?

6. (4 points) TAB Inc. has a $1,000 (face value), 10 year bond issue selling for $1,184 that pays an annual coupon of 8.5 percent. What would be TAB’s before-tax component cost of debt?       
7. (4 points) Team Sports has 6 million shares of common stock outstanding, 1 million shares of preferred stock outstanding, and 200 thousand bonds ($1,000 par). If the common shares are selling for $24.50 per share, the preferred share are selling for $20 per share, and the bonds are selling for 65 percent of par, what would be the weight used for equity in the computation of Team’s WACC?       
8. (4 points) Suppose that TipsNToes, Inc.’s capital structure features 40 percent equity, 60 percent debt, and that its before-tax cost of debt is 9 percent, while its cost of equity is 15 percent. If the appropriate weighted average tax rate is 25 percent, what will be TipsNToes’s WACC?       
10. (7 points) Your company has spent $500,000 on research to develop a new computer game. The firm is planning to spend $100,000 on a machine to produce the new game. Shipping and installation costs of the machine will be capitalized and depreciated; they total $5,000. The machine has an expected life of 3 years, a $100,000 estimated resale value, and falls under the MACRS 5-Year class life. Revenue from the new game is expected to be $500,000 per year, with costs of $200,000 per year. The firm has a tax rate of 35 percent, an opportunity cost of capital of 10 percent, and it expects net working capital to increase by $100,000 at the beginning of the project. What will be the net cash flow for year one of this project?       

“21. (4 points) Compute the NPV for Project Y and accept or reject the project with the cash flows shown below if the appropriate cost of capital is 10 percent.

TIME: 0 1 2 3 4 5
CASH FLOW: -1000 -2,000 3,000 0 1,000 2,500″      

“12. (5 points) Compute the Payback statistic for Project X and recommend whether the firm should accept or reject the project with the cash flows shown below if the appropriate cost of capital is 10 percent and the maximum allowable payback is 5 years.

TIME: 0 1 2 3 4 5
CASH FLOW: – 75 – 75 0 100 75 90″      

“13. (4 points) Compute the IRR statistic for Project X and note whether the firm should accept or reject the project with the cash flows shown below if the appropriate cost of capital is 10 percent.

TIME: 0 1 2 3 4 5
CASH FLOW: – 75 – 75 0 100 75 90″      
“14. (8 points) Suppose your firm is considering two mutually exclusive, required projects with the cash flows shown below. The required rate of return on projects of both of their risk class is 8 percent, and that the maximum allowable payback and discounted payback statistic for the projects are 2 and 3 years, respectively.

TIME: 0 1 2 3
Project A CF: $ – 10,000 $ 10,000 $ 30,000 $ 3,000
Project B CF: $ – 30,000 $ 10,000 $ 20,000 $ 50,000

Use the Profitability Index (PI) decision rule to evaluate these projects; what is the PI for each project, and which one(s) should it be accepted or rejected? ”      

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Course Project week 2 Development of a Green Multiuse Academic Building Answer

Course Project week 2: Development of a Green Multiuse Academic Building

The embedded US Green Building Council link below is to www.usgbc.org
The project for this course is a group assignment where each group will follow project management best practices and prepare several key project management deliverables to support the efficient and effective delivery of a green multiuse academic building. To learn more about green building practices, view the Tutorial and visit the US Green Building Council http://www.usgbc.org/ to learn about their LEED program, which stands for Leadership in Energy and Environment Design. LEED is a series of guidelines to ensure buildings are sustainable. The guidelines address the following issues that you should consider for your project:
• Site Location
• Water Conservation
• Energy Efficiency
• Materials
• Indoor Air Quality

Project Charter Week 2 Using the template provided in Doc Sharing (Project Charter Template), develop a project charter. The charter should include (1) background and description, (2) objectives and benefits, (3) initial risks, (4) assumptions, (5) constraints, (6) success criteria, and (7) management of change requests.

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