...MEMORANDUM To: Dilara Dyer From: Katie Rosser Date: 12/9/15 RE: FINAL EXAM Case Study #1: I choose to work on case study #1 over case study #2 because first I felt it would be more challenging than the other. As I read case study #2 I had this feeling like this was my life and I was living in Armando’s situation. My parents, recently divorced, co-own multiple franchises. I have been managing their franchises for over 7 years now but I am also ready to move on and try new things in my life. After I graduate college I plan on moving somewhere far out of Arizona. Just like Armando did. If that does happen and everything still stays the same and a couple years roll by I can foresee that my mother will want to retiree eventually. She is a business woman at heart however and will want to keep an eye on her empire so she will eventually offer the franchise to me but probably keep 10% or 15% of the company so she can just keep on eye on everything. My point is case study #2 is too easy. Instead of Mexicans I work specifically with Navajos and have been taught years ago a fraction of the Navajo language. So I have decided to push the boundaries of my management knowledge. In case study #1 I will try to open my mind in Penny’s situation to diversity, teamwork and the communication challenges I believe I will have to face in my near future. Question #1 (Discuss the case study in terms of diversity issues): This is a very great question because in today's economy the world is...
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...Daily check list for AM Opening: Cashier duty =C Server=S * Clock in * Turn on all TV’s * Turn on music * Turn on fan * Turn on the water fountain outside * Check reservations and set up patio accordingly. * Unlock outside patio chairs and table * Wipe down and set up patio tables and chair * Open umbrellas * Water flowers on the right side outside since we have no sprinkler system * Make coffee both regular & decaf * Check tea * Fill ice pitchers * Make sure soda machine has ice and sodas are working * Fill the soda machine with ice * Check soda station for knives, forks, spoons, napkins, cups, lids. Make sure everything is stocked. * Clean the displays inside above where the drinks are * Stock all glasses by the register * Set up tables inside align chairs and make sure flowers are not dead. * Wipe all counters inside and outside along the bar as well * Clean the food trays * Unwrap food & stock beverages (make sure you can see the labels) * Check restrooms, turn on lights, and make sure floor and mirrors are clean. Toilet paper and toilet seat covers are stocked. * Turn bathroom lights on * Clean the entrance doors, make sure mats align correctly * Check menus and wipe them down * Check salt and pepper shakers stock all sugars * Stock all to go containers * Make sure to go knifes and napkins are stocked * Do...
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...ASSIGNMENT - 3 Answers 1 Answer 2 Answer 3 4. For what types of workloads does SJF deliver the same turnaround times as FIFO? ANSWER: - In the above case if the jobs are same in size or the jobs periodically applied (i.e. first shortest job then later second shortest job and continues) then the turnaround time of SJF is same as FIFO. 5. For what types of workloads and quantum lengths does SJF deliver the same response times as RR? ANSWER: - The response time delivered by SJF is equal to the response time of RR but this happens only when all the jobs arrived are at the point when the planning quantum of RR is bigger than the bigger occupation to be administrations in order of increasing size. 6. What happens to response time with SJF as job lengths increase? Can you use the simulator to demonstrate the trend? ANSWER: - If you suppose the length of the job increases then average response time varies (increases).If every job is sorted in increasing job order than the last job response time will be equal to the sum of current job and previous (n-1) jobs. In this way if the size of the job increases the response time will also increases for all larger jobs. 7. What happens to response time with RR as quantum lengths increase? Can you write an equation that gives the worst-case response time, given N jobs? ANSWER: - In the case of RR, the response time increases as the quantum lengths increases. This happens because the waiting time of a process for its turn to...
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...This is a BLACKBOARD Course—Spring 2014 San Diego State University African American History 170B MW 10:00 am—10:50am Office: 365 Arts & Letters Office Hours: MW: 11:00am—12:15am or by appointment Telephone Number: 4-5174 Email: aalkebulan@mail.sdsu.edu Instructor: Dr. Adisa A. Alkebulan The California Faculty Association is in the midst of a difficult contract dispute with management. It is possible that the faculty union will call a strike or other work stoppage this term. I will inform the class as soon as possible of any disruption to our class meeting schedule. COURSE DESCRIPTION This course is an historical survey of the African Experience in the United States from 1865 to the present. The aim is to establish an Afrocentric (culturally centered) understanding of the African Experience and also provide an historical foundation. Reading materials, videos, and an Afrocentric theoretical direction will assist students in formulating original and critical assessments of the issues surrounding the African experience. Text Books: Hine, Hine, & Harrold. African Americans: A Concise History Combined Volume. Course Packet: Blackboard • Students are required to download the Respondus software for online quizzes. GOALS & OBJECTIVES At the end of this course, you should be able to demonstrate a comprehensive knowledge and understanding of the African world experience as a dynamic and unfolding process and be able to explain the following: The impact of...
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...Guidelines to Improve Public Awareness of the Services Offered by the Sedona Fire District Jayson Coil Battalion Chief, Sedona Fire District DRAFT manuscript Submitted to Assistant Chief Terry Keller April 14, 2010 Guidelines to Improve Public Awareness of the Services Offered by the Sedona Fire District Why We Are Unique The Sedona Fire District cannot be accurately compared with most rural or urban fire departments in the nation. Although we provide the same core services, we also provide a level of expertise above and beyond most agencies. Our unique environment requires we be proficient in swiftwater rescue, high angle rescue, wildland fire, and other disciplines not always associated with fire departments. We do provide a higher level of medical care than is required. The additional costs are commensurate with the added benefits our agency provides. It is easy for people to argue that we are overstaffed when our level of preparedness is compared to the average call volume we experience. Unfortunately, this thinking is inherently flawed. As an organization charged with helping people in their time of need, we do not have the luxury of just preparing for an average day. We choose to focus on preparing for serious emergencies and multiple calls that do occur. This is the very tenet emergency preparedness is based on. Until we can predict when emergencies will happen and exactly how many people we will need when we show up, we will err on the side of...
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...Populačný a potravinový problém soc. – ekon. rozvoja. Populačný problém: za posledných 250 r. sa počet obyvateľov sveta zvýšil 10 násobne, dnešný stav sa zdvojnásobí, než sa stabilizuje. Demografické trendy súčasného sveta – dva protichodné vývojové trendy v dvoch častiach sveta: a/Európa a Severná Amerika: 2/3 obyvateľov živí 1/3, trend: počet obyvateľov začne pomaly ubúdať → aktívna časť obyvateľov bude musieť uživiť viac dôchodcov ako dnes. b/rozvojové krajiny (RK): v Afrike – ½ obyvateľov musí uživiť druhú polovicu, demografická explózia tretieho sveta. Transformáciu meniaceho sa sveta umocňujú dva trendy: stále rýchlejší nárast svetovej populácie, migrácia obyvateľov RK z vidieka do miest. Populačný problém – rozvojové krajiny: realizujú politiku zameranú na reguláciu plodnosti – antipopulačná p. India – Indov sa rodí viac ako Číňanov → tlak na infraštruktúru a nízke zásoby vody a potravín, maximálne 3 deti v rodine → nepomer medzi narodenými pohlaviami → nelegálny výber pohlavia, potraty. V minulosti epidémie – prirodzený regulátor počtu obyvateľov. Čína - za 15 r. sa znížil počet detí na ženu o 2/3, starý čínsky zvyk – rodina musí mať mužského potomka → každé tretie tehotenstvo sa prerušuje. Afrika – problém: rodí sa jedno dieťa za druhým, otrasné životné podmienky → jedno z ôsmych detí sa dožije piateho roku života. Významné faktory ovplyvňujúce rast populácie: vzdelanie: 15-ročná školská dochádzka → vyšší vek vstupu do manželstva, nepriama úmera medzi vzdelaním ženy a počtom...
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...with middle managers and employees who distrusted each other and — more seriously - the motives of their new top management. In this McKinsey Awardwinning article, he chronicles the events that led him to realize that, without open communication to foster employee trust and display management commitment, even the most sophisticated strategy can come unstuck. In August 1980,1 was named general manager of the newly created Westinghouse Synthetic Fuels Division (SFD). The division's nucleus was a department engaged in coal gasification research and development and supported, in part, by the US Department of Energy. The technology was highly regarded, and the outlook for syntbetic fueis was promising. Oil prices v/ere continuing to rise; worldwide oil shortages were forecast, as were crude oil prices of $100 per barrel; and the Carter administration had just created the Synthetic Fuels Corporation to stimulate the production of synfuels from domestic resources and reduce US dependence on imported oil. Before my assignment at SFD, I had been general manager of a division that marketed turbine generators and related services H. Peaci is v'icc president and general manager of KKW Kncrgy Systems Inc., fbrmi^rjy the Westin^^houst.' Synthetic Kuels Division.. This article, which vv'on a McKinsey Foiind.;ition Award as one ofla.st year's outstanding contributions to thv Harvard Biisin,css Rvriea\ is reprinted by special permission from the M.arch-April I'^tSH issue. Copyright i'(") 19H6 by...
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...In August 1980, I was named general manager of the newly created Westinghouse Synthetic Fuels Division (SFD). The division’s nucleus was a department engaged in coal gasification research and development and supported, in part, by the U.S. Department of Energy The technology was highly regarded, and the outlook for synthetic fuels was promising. Oil prices were continuing to rise; worldwide oil shortages were forecast, as were crude oil prices of $100 per barrel; and the Carter administration had just created the Synthetic Fuels Corporation to stimulate the production of synfuels from domestic resources and reduce U.S. dependence on imported oil. Before my assignment at SFD, I had been general manager of a division that marketed turbine generators and related services worldwide. My 16 years with Westinghouse had been spent selling complex, high-technology systems to sophisticated customers. My charge from the president of Westinghouse’s Power Systems Company (then my boss’s boss)was straightforward: “ We think we have a very promising coal gasification technology—maybe one of the best in the world. See what you can do to make it into a good business. You may conclude that we can’t, and that’s an okay answer. See what you can do. I’m always available to consult and help. Keep me informed.” When I first arrived at SFD, I had mixed feelings. The Waltz Mill site, located 35 miles south east of Pittsburgh and set in rolling hills dotted with small farms and houses, was (and is)...
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