...1. Use POM-QM Software. 2. Launch the POM-QM for Windows software and from the main menu select Module, and then Forecasting. 3. Next, select File, New, and Least Squares - Simple and Multiple regression. Problem 1. Use the forecasting module that you opened in the POM-QM for Windows software to solve the case study (Southwestern University). For this case study, you are required to build a forecasting model. Assume a linear regression forecasting model and build a model for each of the five games (five models in total) by using the forecasting module of the POM software. 2. Answer the three discussion questions for the case study, except the part requiring you to justify the forecasting technique (Heizer & Render, 2011, p.146), as linear regression would be used. Case Studies Southwestern University: (B)* Southwestern University (SWU), a large state college in Stephenville, Texas, enrolls close to 20,000 students. The school is a dominant force in the small city, with more students during fall and spring than permanent residents. Always a football powerhouse, SWU is usually in the top 20 in college football rankings. Since the legendary Bo Pitterno was hired as its head coach in 2003 (in hopes of reaching the elusive number 1 ranking), attendance at the five Saturday home games each year increased. Prior to Pitterno’s arrival, attendance generally averaged 25,000 to 29,000 per game. Season ticket sales bumped up by 10,000 just with the announcement...
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...12/13/2015 MBA case till we meet again CASE: PR MOTORCYCLES: Till We Meet Again 1. MBA case till we meet again - CASE: PR MOTORCYCLES: Till We... Home Southwestern University (Philippines), Cebu City MBA MBA 503 MBA case till we meet again 1 of 2 Download Document This preview has blurred sections. Sign up to View Full Document CASE: PR MOTORCYCLES: Till We Meet Again 1. What, if any, did the president fail to do? This is an issue of ethical management. Managing employees can be a daunting prospect. Many business owners started their businesses because they wanted to be their own boss, but what happens when there is a conflict of your interest versus the company policy – what kind of leader will you be, how will you juggle your business and the regulatory requirements of being the boss? While great leadership is often measured by your ability to lead and mentor your employees, it’s also important to remember that as an employer and manager you are required to treat all employees equally and fairly. This is something that Mr. Pedro Reyes failed to do when he took the responsibility that Ms. Amelia Rivera should have done as the head of the HR department. It was a gross disrespect on the part of Ms. Rivera. Mr. Reyes could have allowed Ms. Rivera to take action on the matter as it was the latter’s responsibility. https://www.coursehero.com/file/12214602/MBAcasetillwemeetagain/ 1/7 12/13/2015 MBA case till w...
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...Case Study Southwestern University Southwestern University (SWU), a large stage college in Stephenville, Texas, 20 miles southwest of the Dallas/Fort Worth metroplex, enrolls close to 20,000 students. In a typical town-gown relationship, the school is a dominant force in the small city, with more students during fall and spring than permanent residents. A longtime football powerhouse, SWU is a member for the Big Eleven conference and is usually in the top 20 in college football rankings. To bolster its chances of reaching the elusive and long-desired number-one ranking, in 2001, SWU hired the legendary BoPitterno as its head coach. One of Pitterno’s demands on joining SWU had been a new stadium. With attendance increasing, SWU administrators began to face the issue head-on. After 6 months of study, much political arm wrestling, and some serious financial analysis, Dr. Joel Wisner, president of Southwestern University, had reached a decision to expand the capacity at its on-campus stadium. Adding thousands of seats, including dozens of luxury skyboxes, would not please everyone. The influential Pitterno had argued the need for a first-class stadium, one with built-in dormitory rooms for his players and a palatial office appropriate for the coach of a future NCAA champion team. But the decision was made, and everyone, including the coach, would learn to live with it. The job now was to get construction going immediately after the 2007 season...
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...Food and Beverages at Southwestern University Football Games Case Study No. 1 Group 3 Jayvee Badile Czarina “Yna” Concepion Theresa “Tez” Enolva Flordelita “Flor” Fernandez Marifel “Maffy” Vargas TABLE OF CONTENTS: Page Background Information 3 Problem Statement 3 Answer to Case study questions 3-5 I. BACKGROUND OF INFORMATION: Food and Beverages at Southwestern University Football Games Southwestern University (SWU), a large state college in Stepheville, Texas, located 30 miles southwest of the Dallas/Fort Worth metroplex, enrolls close to 20,000 students. The school is the dominant force in the small city, give more students during fall and spring than permanent residents. Along time football powerhouse, SWU is a member of the big eleven conference and is usually in the top 20 in college football rankings. To bolster its chances of reaching the elusive and long desired number 1 ranking, in 2010 SWU hired the legendary Bo. Paterno as its head coach. Although the number 1 ranking remained out of reach, attendants and the five Saturday home games each year increased. Prior to Paternos arrival, attendance generally averaged 25,000 – 29,000. Continuous growth in attendance then brought more challenges to the Southwestern University such as the need for bigger stadium and complaints on seating, parking, long lines and concession stand prices. Thus, the University President, Dr. Marty Starr concern was not only...
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...Management Science Prof. Dennis Berino April 3, 2012 Case Study Southwestern University Traffic Problems Submitted by: Bullen, Nino Joseph Comandao, Isaac Donato, Anna Rica I. Background Southwestern University is experiencing an increased interest in its football program since it hired a big-name coach. As such, there have been increased sales in their season tickets. This increase in sales has also increased the traffic problem of the town which is also projected to get worst once the new stadium is build. To solve the problem, the Marty Starr the University’s president has asked the University Planning Committee to solve the problem. Based on the traffic projections that the University has made, it was concluded by Dr. Starr that the roads leading to the interstate highway from the stadium should have a sufficient capacity of 35,000 cars per hour. In order to solve the problem, the Planning Committee is looking at widening some of the current streets from the stadium to the interstate highway to increase its current capacity. II. Problem The main problem of the case is: How to maximize the traffic flow in order to accommodate 35,000 cars per hour from the stadium to the interstate highway? The sub-problems that needs to answered are: 1. What is the maximum number of cars that may actually travel from the stadium to the interstate per hour? Why is this number not equal to 33,000, as Dr. Lee suggested...
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...offered help, invaluable assistance, support and guidance: The Almighty God, for giving the researchers the strength, courage and good health to carry out this study. Parents of the researchers, for their never-ending all out support morally and financially, for the encouragement that made the completion of this work possible; Mr. Paul Sherwind Belciña, the adviser, for being there, guiding the researcher and sharing his expertise and knowledge; Dr. Imelda Lagrito, the Chairman for the Social Behavioral Sciences, for assisting and permitting the researchers to conduct this study in the Department’s Psychotherapy Laboratory and for being one of the respectable panelists, for her intellectual advice and support in pursuing this research to its completion; Dr. Arlene Sotelo, the researcher’s thesis coordinator for her patience and understanding towards blemishes. To the panel members; Miss Najie B. Responte, Dr. Virginia P. Mollaneda, Dr. Araceli P. Villacarlos, and Dr. Louise Anne D. Librando for their valuable suggestions and intellectual advice for the refinement of this study; Dr. Leovigildo Manalo, the researcher’s statistician for sharing his knowledge and skills with the statistical procedure needed for the study. Dr. Renita Calago, Principal for the Elementary Department Main Campus of Southwestern University and Ms. Milagros Pinili, the adviser, for accommodating and assisting the researcher’s needs to have their pupils as subjects; And to all, the researchers...
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...CASE STUDY No. 1: FOOD AND BEVERAGES AT SOUTHWESTERN UNIVERSITY FOOTBALL GAMES GROUP 3: Bascos, Regina Domingo, Eina Gali, Geralyn Lirio, Pau Plaza, Mayet Tecson Carla I. CASE BACKGROUND Southwestern University (SWU) is a state college and long time football power house as one of the top 20. With its goal of reaching the no.1 ranking, in 2010 they hired the legendary Bo Pitterno as head coach. After just announcing the new coach’s arrival, from an average of 25,000-29,000 season tickets increased by 10,000. Despite the yearly increase in attendance, the no. 1 ranking remained elusive. Continuous growth in attendance then brought more challenges to the Southwestern University such as the need for bigger stadium and complaints on seating, parking, long lines and concession stand prices. Thus, the University President, Dr. Marty Starr concern was not only on the cost of expansion versus acquisition of new stadium but also on the ancillary services. He wanted all various support activities such as parking lots, game programs and food services to be handled as profit centers. Dr. Starr instructed the Stadium Manager, Hank Maddux during their recent meeting to develop a break-even chart and related data for each of the centers. Among the ancillary services, Dr. Starr wanted to have first the break even report for the Food Service area ready on their next meeting. Table 1 containing the estimated selling per unit and variable cost per...
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...ABSTRACT The expected revenue for the food service area of the Southwestern University (SWU) if an expansion occurs was calculated. This report gives a detail of the break-even chart and related data for the food service area for Southwestern University (SWU) in order to determine if the food service can be controlled as a profit center. The analysis of the data obtained showed that the break-even was very low. It was also noted that coffee, hot dogs and hamburgers generate higher revenue. 5th May 2016 ITTOO NITASHA Operations and Logistics Management II, BSc (Hons) Business Management With Specialization, Year Two, Semester Two, Open University of Mauritius, Full- Time, Table of Content Page Number 2 Introduction Analysis and Discussion Conclusion Appendix References 3 5 6 8 1 Introduction After having experienced a remarkable growth in its football program, the Southwestern University (SWU), has decided to expand its stadium and ancillary activities. Furthermore, complaints about parking space, seating places, long lines and concession stand prices powered the need for expansion. However, the President of SWU wants to make sure that these various support activities is paid for with the revenue generated from them. Subsequently, the president wish that parking lots, game programs and food service are controlled as profit centers. This report gives a detail of the break-even chart and related data for the food service ...
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...Main page Profile Manager Access Details Feedback Contact Us FAQ Logout http://www.iipmchennai.org/shop/db/docs/dloadables/studymat/qmpm/cas... Case Study - Exercises Food and Beverages at Southwestern University Football Games Southwestern University (SWU), a large state college in Stephenville, Texas, 30 miles southwest of the Dallas / Fort Worth metroplex, enrolls close to 20,000 students. The school is the dominant force in the small city, with more students during fall and spring than permanent residents. A longtime football powerhouse, SWU is a member of the Big Eleven conference and is usually in the top 20 in college football rankings. To bolster it chances of reaching the elusive and long-desired number-one ranking, in 1999 SWU hired the legendary Bo Pitterno as its head coach. Although the number one ranking remained out of reach, attendance at the five Saturday home games each year increased. Prior to Pitterno’s arrival, attendance generally averaged 25,000 – 29,000. Season ticket sales bumped up by 10,000 just with the announcement of the new coach’s arrival. Stephenville and SWU were ready to move to the big time! With the growth in attendance came more fame, the need for a bigger stadium, and more complaints about seating, parking, long lines, and concession stand prices. Southwestern University’s president, Dr. Marty Starr, was concerned not only about the cost of expanding the existing stadium versus building a new stadium, but also about...
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...One of Pitterno’s demands on joining SWU had been a new stadium. With attendance increasing, SWU administrators began to face the issue head-on. After 6 months of study, much political arm wrestling, and some serious financial analysis, Dr. Joel Wisner, president of Southwestern University, had reached a decision to expand the capacity at its on-campus stadium. * This integrated study runs throughout the text. Other issues facing Southwestern’s football expansion include (B) forecasting game attendance (Chapter 4); (C) quality of facilities (Chapter 6); (D) break-even analysis for food services (Supplement 7 Web site); (E) location of the new stadium (Chapter 8 Web site); (F) inventory planning of football programs (Chapter 12 Web site); and (G) scheduling of campus security officers/staff for game days (Chapter 13). Adding thousands of seats, including dozens of luxury skyboxes, would not please everyone. The influential Pitterno had argued the need for a first-class stadium, one with built-in dormitory rooms for his players and a palatial office appropriate for the coach of a future NCAA champion team. But the decision was made, and everyone, including the coach, would learn to live with it. TABLE 3.6 Southwestern University Project Time Estimates (days) ________________________________________ Activity Description Predecessor(s) Optimistic Most Likely Pessimistic Crash Cost/Day A Bonding, insurance, tax structuring — 20 30 40 $1,500 B Foundation, concrete footings...
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...Principles of OPERATIONS MANAGEMENT Seventh Edition r Jay Heizer Jesse H. Jones Professor of Business Administration Texas Lutheran University Barry Render Charles Harwood Professor of Operations Management Crummer Graduate School of Business Rollins College PEARSON Prentice Hall Upper Saddle River, New Jersey 07458 About the Authors vi Foreword xx Preface xxi PART i l l 1, Introduction to Operations Management 1 Operations and Productivity 1 Global Company Profile: Hard Rock Cafe 2 What Is Operations Management? 4 Organizing to Produce Goods and Services 4 Why Study OM? 4 What Operations Managers Do 7 How This Book Is Organized 7 The Heritage of Operations Management 8 Operations in the Service Sector 9 Differences between Goods and Services 10 Growth of Services 11 Service Pay 12 Exciting New Trends in Operations Management 12 The Productivity Challenge 14 Productivity Measurement 15 Productivity Variables 17 Productivity and the Service Sector 19 Ethics and Social Responsibility 20 Summary 20 • Key Terms 21 • Solved Problems 21 < Self-Test 22 • Internet and Student CD-ROM/DVD Exercises 22 • Discussion Questions 22 • Ethical Dilemma 23 • Problems 23 • Case Studies: National Air Express 24; Zychol Chemicals Corporation 25 • Video Case Study: Hard Rock Cafe: Operations Management in Services 25 • Additional Case Study 26 • Bibliography 26 • Internet Resources 26 Developing Missions and Strategies 34 Mission 34 Strategy 35 Achieving Competitive Advantage...
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...Southwestern University Case Study B Problem: Southwestern University is experiencing a quickly expanding football program. As a result, attendance for home games is increasing and approaching capacity. It is in the best interest of SWU to forecast attendance to aid them in deciding when the best time to expand the present stadium, which now holds 54,000. Data: The following data is from the past six seasons, 2002-2007. Game Year – Game – Opponent | Attendance | 2002-1 Baylor | 34200 | 2002-2 Texas | 39800 | 2002-3 LSU | 38200 | 2002-4 Arkansas | 26900 | 2002-5 USC | 35100 | 2003-1 Oklahoma | 36100 | 2003-2 Nebraska | 40200 | 2003-3 UCLA | 39100 | 2003-4 Nevada | 25300 | 2003-5 Ohio State | 36200 | 2004-1 TCU | 35900 | 2004-2 Texas Tech | 46500 | 2004-3 Alaska | 43100 | 2004-4 Arizona | 27900 | 2004-5 Rice | 39200 | 2005-1 Arkansas | 41900 | 2005-2 Missouri | 46100 | 2005-3 Florida | 43900 | 2005-4 Miami | 30100 | 2005-5 Duke | 40500 | 2006-1 Indiana | 42500 | 2006-2 North Texas | 48200 | 2006-3 Texas A&M | 44200 | 2006-4 Southern | 33900 | 2006-5 Oklahoma | 47800 | 2007-1 LSU | 46900 | 2007-2 Texas | 50100 | 2007-3 Prairie View A&M | 45900 | 2007-4 Montana | 36300 | 2007-5 Arizona State | 49900 | An important thing to note is that the homecoming game of every season is the second home game (bold), and is always well attended. Also the forth home game always corresponds with a local festival that...
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...Southwestern University Case Study B Problem: Southwestern University is experiencing a quickly expanding football program. As a result, attendance for home games is increasing and approaching capacity. It is in the best interest of SWU to forecast attendance to aid them in deciding when the best time to expand the present stadium, which now holds 54,000. Data: The following data is from the past six seasons, 2002-2007. Game Year – Game – Opponent | Attendance | 2002-1 Baylor | 34200 | 2002-2 Texas | 39800 | 2002-3 LSU | 38200 | 2002-4 Arkansas | 26900 | 2002-5 USC | 35100 | 2003-1 Oklahoma | 36100 | 2003-2 Nebraska | 40200 | 2003-3 UCLA | 39100 | 2003-4 Nevada | 25300 | 2003-5 Ohio State | 36200 | 2004-1 TCU | 35900 | 2004-2 Texas Tech | 46500 | 2004-3 Alaska | 43100 | 2004-4 Arizona | 27900 | 2004-5 Rice | 39200 | 2005-1 Arkansas | 41900 | 2005-2 Missouri | 46100 | 2005-3 Florida | 43900 | 2005-4 Miami | 30100 | 2005-5 Duke | 40500 | 2006-1 Indiana | 42500 | 2006-2 North Texas | 48200 | 2006-3 Texas A&M | 44200 | 2006-4 Southern | 33900 | 2006-5 Oklahoma | 47800 | 2007-1 LSU | 46900 | 2007-2 Texas | 50100 | 2007-3 Prairie View A&M | 45900 | 2007-4 Montana | 36300 | 2007-5 Arizona State | 49900 | An important thing to note is that the homecoming game of every season is the second home game (bold), and is always well attended. Also the forth home game always corresponds with a local festival that...
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...2009, 2006 by University of Phoenix. All rights reserved. Course Description This course provides an overview of negotiations in an organizational setting. Students learn negotiation processes and strategies, the role of stakeholder interests in negotiation, and how to apply these concepts to the workplace. Students also examine conflict management techniques and emerging negotiation trends in globalization and technology. Policies Students will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Cellich, C., & Jain, S. C. (2004). Global business negotiations: A practical guide. Mason, OH: Thomson/SouthWestern. Coltri, L. S. (2004). Conflict diagnosis and alternative dispute resolution. Upper Saddle River, NJ: Prentice Hall. Lewicki, R. J., Saunders, D. M., & Barry, B. (2006). Negotiation (5th ed.). Boston, MA: McGraw Hill. Lewicki, R. J., Saunders, D. M., & Barry, B. (2007). Negotiation: Readings, exercises, and cases (5th ed.). ...
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...Tobi Kehinde University of Oklahoma The Leadership Experience Steven R. Gullberg March 20,2015 Michael Alfonzo took charge of the USS Florida, a submarine ranked among the world’s most dangerous weapons. When announced to the crew of the submarine that he was elected the next commander the crew welcomed him knowing that he has a career in the Navy joining as a teenager and eventually moving up the ranks to become commander. They associated him as one of them. He was thought of as a polite man and past shipmates remembered him as a loner. Upon becoming captain, Alfonzo admonished his sailors and pushed them to their limit, which is what a good leader should do. The downside was his strict and irreparable behavior, loudly reprimanding crew members he believed where unfit for certain duties and even yelling at the chief chef for the absence of coke in the soda dispenser. His behavioral patterns made the crew scared of reporting issues to him in order to avoid being scolded. At the end of the journey when the crew hit shore although under Alfonzo the best ever grades were recorded for certifications the rear admiral Sullivan relieved captain Alfonzo of his duties because of the alienated crew, and strained relationship between the captain and the crew. This was the first ever dismissal of a trident submarine commander. In relation to the Dyadic theory we can highlight the difficulties associated with the Michael Alfonzo case study. Although the leadership method employed...
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