understanding of Crisis Resource Management

Meaningful and effective use of interprofessional therapeutic communication in nursing practice

Learning outcomes that align to this task:

Need presentation on this specific topic.

Demonstrate an understanding of Crisis Resource Management (CRM) and situational awareness in relation to healthcare practices;

Time for speech 4-5 minutes.

PPT needed with reference and example. Thanks

Follow this guideline with above topic.

Presentation is focussed on the area of peer teaching. Peer teaching gives senior students an opportunity to demonstrate in real terms their own grasp of content as well as the ability to pass this knowledge to another.

Teaching is an integral part of nursing care. The RN Standards recognise our responsibility to self-education as well as education of our peers. Our Code of Conduct also recognises this requirement.

The peer teaching presentations will take place in simulation labs.

The assessment for this task has sections on:

  1. Topic knowledge (defining terms; putting the values into contexts; answering questions, etc)
  2. Presentation skills (eye contact; voice modulation and projection; engagement; timing; etc)
  3. Evidence (facts to back assertions; examples from practice and research)
  4. Teamwork (flow; cohesion; repetitions)
  5. Critical thinking under pressure (how the unexpected situations are managed; management of feedback to another group)

Program performance and project management

The project governance arrangement is the procedural framework that will execute the depiction of the project decision making. The assessment of the critical elements that are associated with the project will be depicted as the delegations of the project. The essential perspectives of the issues that are established in order to provide success to the established objectives of the organization are the delegations of the project[ CITATION Onu15 l 1033 ]. The archive establishment that secures the execution of the web portal on the note of being socially available in an effective manner, the website with the most optimum features, and excelling in the supportive services are required.

There are certain involvements of the evaluations which are portrayed in the dimensions of the vision implications. The factors assessed to be evaluated assessments passing through nettle’s operations. These are the different propensities of change which are to be implied and inducted to the course of operationalization of the project. There are certain different distinctions that are highlighted in the different implications as per the success gradient of the project. There are certain propensities of project which are highlighted at course of the evaluation of the project and operations.

These are assessed to be portraying in the system of the operationalized induction of the issues prevailing in the distinctions associated with change. There are certain are essentially ascertained arrangements in order to ensure the course of the operations and the direction in which the individuals are headed. The implications of the different course of the actions which are prevailing in the dimensions of change and the enhancement of the operations are the optimizations at the company. The measure of this change is the factor that can be assessed to be evaluated and inserted in the course of the different factors which are collectively carrying out the contributions to the project.

Purpose and justification

The essential critical points that are to be assessed in the course of the execution of the project are the essential course of actions that is to be well considered in order to get the most optimum output will be termed as the critical review points of the execution of the project. The course of security compliance, the assessment of the essential means of the data storage, the availability of the end product to public, The interactivity of the secure API, the ensuring of the copyrights of the uploaded photographs, and the execution of the course of final testing and the final revision of websites is an essential critical review point of the project.

The appropriate authorizing authority is the legal information authority of Australia[ CITATION Aus198 l 1033 ]. The constitution has special legislation that has the propensity to allow or delete any kind of website in the state if it fails to meet the essential criteria of compliance. There are essential principals of the intellectual property and the associated preliminaries that are bound to the observed before the site is launched. The authorization of the national archive center of Australia is also an essential authority that is required to work in compliance. The authorization from the destination of Australia is also an essential authorizer that has to make sure that the web is in compliance with all the rules and regulations before making it available for public use. The safety compliance and the issues that are associated with the state security and the course of actions that are essential for the governance of the web are the essential review points. These are the review points that will be considered.

Scope description

The project scope, in this case, is to develop such a constructed platform that will provide the most optimum execution of functionality that will grant the best possible deliverables to the users of the information. The essential course of exhibition that is required for the display of the API linking and the smooth execution of the site is the project scope in the form of a web base[ CITATION Bin161 l 1033 ]. To execute the best web portal that is the smoothest functioning and is in compliance with all the essential deliverables.

Management to make Prudent and Tactical Business

When considering the information needs of management to make prudent and tactical business decisions, it is important to understand the financial statements, their use and their analysis. Focusing on management as the user group and recognising the difficulty of assessing their requirements, it is highly conceivable that they require a number of information inputs to perform their role appropriately, such as preference shareholders, investors and lenders requirements, employee, analysts and auditors interests. Bazley and Hancock (2013) states that ‘[t]hey require detailed information on the performance of the business as a whole, and on its parts, to enable them to manage the business on a day-to-day basis’, including profitability, efficiency, short and long term solvency, and market based ratios.
Measuring these common information needs and their performance lays the ground work for effective management judgement. It is important to comprehend and examine the powerful influence these financial ratios or information has on applying to business needs. ‘Financial ratios are valuable tools in understanding and monitoring a company’s position and performance’ Erdogan (2013). ‘It is the interpretation, rather than the calculation, that makes financial ratios a useful tool for business managers’ Najjar (2013).
The following examinations attempt to review and critically analyse the data in the annual reports of CSR Limited against Boral Limited. Both companies are positioned in the building industry and compete in similar market segments. Analysing CSR Limited’s data internally and comparatively to Boral Limited will provide the benchmark for the measurements relative importance.
The underlying requirement for business health is its ability to sustain profitability. To obtain this information the profitability ratios are applied. ‘Profitability ratios provide information on the success of a firm in generating profits’ Erdogan (2013). Some examples include percentage of gross profit, net profit of sales, and asset turnover. The efficiency ratios are used to test and determine the company’s ability to manage its assets, as suggested by Erdogan (2013). Examples include debtors turnover period and inventory turnover period.
Short-term and long-term liquidity ratios explain business resources ability to pay its bills within the next 12 months and beyond, and how much debt the company is in respectively. The market-based ratios show the company’s earnings position and potential to investors and the share market. It includes ratios such as price per earnings and earning yield.
The figures presented in this paper of the financial statements have been rounded and negative numbers are in parenthesis to assist with the ease of layout, readability and interpretation. Refer to Appendix 1 for actual numbers and calculations used throughout this document.

  1. Profitability
    Profitability of any firm is its primary objective of ‘going concern’ to continue operating into the foreseeable future and providing maintainable financial strength. Some analysis of firms is conducted to find out how successful they are at generating the business profits.
    Moving our focus on the profitability of CSR Limited, we use three common ratios to determine its profit sustainability. First we will consider gross profit margin, then net profit margin and asset turnover.
    It is worth noting at this early stage of this paper that CSR treats one of its divisions (Viridian Glass) as a ‘significant item’. The implications are that Viridian’s underperformance over several years is undergoing major restructuring. Accordingly, in the annual reports there is a sense of two differing financial reporting outcomes. For example in the 2013 Annual Report, the chairman of CSR, Jeremy Sutcliffe reports a net profit after tax of AU$32.7 million before ‘significant items’, and net loss of AU$146.9 after tax and after ‘significant items’ attributed to Viridians’ performance. Jeremy Sutcliffe points to the AU$196.2 million of asset write downs and impairment to the carrying value of Viridian has resulted in the net loss.
    1.1. Gross profit margin
    Gross profit margin has the ability to elucidate the efficiency of turning over of goods into profit. It is measured by deducting the cost of goods sold from net sales to obtain a gross
    margin. Referring to Appendix 1, Table 2, and obtaining the components and calculations, we observe that CSR Limited has a fairly steady gross margin through 2009 to 2013, peaking at thirty one percent in 2010 and 2011. The same can be deduced of Boral Limited, although there is a decline from thirty three percent in 2009 to twenty seven percent in 2013.
    The overall result should convince investors and other external interested groups that both companies have fairly healthy margins and are comparatively similar.
    1.2. Net profit margin
    The net profit margin clarifies the profit returned by each dollar of sales after payments of interest and is another significant indicator of the health of the business. Dividing the net profit by the sales revenue gives us this margin. CSR Limited’s net profit margin for 2012 and 2013 illustrates a major change, going from positive territory of just over four percent to a dramatic slide to negative eight point seven percent. Similarly, this trend is confronted by Boral Limited as well, who displayed nearly four percent margin in 2012 and dipping to a negative four percent margin in 2013. CSR did however enjoy a twenty six percent margin in 2011. As a result, net profit margin graph in Appendix 1 shows the above picture more visually.
    Interestingly, in their 2013 Annual Report, CSR and Boral justified their individual slump. CSR’s Managing director, Rob Sindel, pointing to weakness in construction and the statutory net lass after tax was attributed to a ‘significant item charge for restructuring costs and impairment charges to reduce the carrying value of Viridian Glass operations’. While, Boral’s CEO and Managing Director, Mike Kane, stressed he has seen ‘fair share of cyclical downturns’ and in his experience the upturn will come.
    1.3. Asset turnover margin
    The asset turnover is calculated by dividing sales with average total assets (average of previous two years total assets) and reveals the efficient use of assets to generate sales. In 2012 and 2013 both CSR and Boral were consistent with around eighty percent. However,
    Boral was more consistent over the last four years, averaging over eighty percent, while CSR was much weaker in 2010 and 2011 with around fifty and sixty percent respectively.
    The result of this analysis shows Boral has been periodically more efficient generating sales, whilst CSR has been inefficient leading up to 2012 and performing steadily in 2013.
    1.4. Summary of profitability
    Delineating both company’s profitability performance indicates that Boral has a more consistent profitability performance. CSR’s restructuring and continual underperformance of Viridian Glass has influenced their profit reporting and decision making. Viridian is being treated as ‘significant items’ on the annual reports, almost as a separate entity as a result of its poor performance. This ‘significant items’ status of Viridian is a head-ache for CSR and is doing what it can to turn it around as evidenced by their restructuring programs. Time will tell if their patience will be rewarded.
  2. Efficiency
    With efficiency, we look at the firm’s ability to effectively collect account receivables in a timely manner. Two ratios that help decode the analysis are debtor’s turnover, and average day’s sales uncollected.
    2.1. Debtor’s turnover
    This ratio will help make sense of the effectiveness of the company’s collection of debtors’ accounts. The formula is depicted by dividing net sales with average debtors. Average debtors are the average of previous two years from the balance sheet.
    CSR has become more efficient with its debtors than Boral moving from four to nine, and Boral is steady around six. This is due to the accounts receivables reducing yearly for CSR from 2009 to 2013, as observed in Appendix 1 and Table 3.
    2.2. Average day’s sales uncollected
    Time or days taken to collect debtor’s accounts is the function of this ratio. Complementary to the debtor’s turnover in that the opposite trend is a sign of reduction in the amount of time it takes to recover amounts due. Tables 1 and Table 3 depict this scenario and illustrates how CSR has become much more efficient than Boral with their debtors. The balance sheets in the annual reports of both companies reveal this to be true.
  3. Short-term solvency ratios
    This ratio examination starts to makes sense of the risk assessment facing companies and tries to answers some vital questions about their short-term decisions. Some of the questions asked may involve the entities ability to repay its immediate and short-term loans. To begin answering the questions, there are three ratios that decipher and deliver logical solutions.
    3.1. Current ratio
    The first of these ratios is the current ratio which translates the short-term debt-paying ability, and ‘is an excellent diagnostic tool, because it measures whether or not your business has enough resources to pay its bills over the next 12 months’ Najjar (2013). From the calculations from Table 1 and Table 4, including the charts, the results indicate that both CSR and Boral’s ratio are around the one and a half time in 2013. Although in the last three years both companies are marginally coming down, they are exposed to minor risk. The 2013 figure is confirmed in the IBISWorld (2013) company report on CSR Limited and is marginally higher than industry average of one point two nine.
    3.2. Quick ratio
    This ratio reveals the company’s immediate ability to satisfy current debts in the face of more risk. The equation is quick assets/current liabilities, which is current assets minus inventory (quick assets) divided by current liabilities.
    In 2013 both company’s ratios were less than one, meaning they would not be able to repay their current debts immediately if they were required to do so. CSR is in more trouble as its ratio is point seventy eight to one; whereas Boral is just under one to one with point ninety
    nine. However, from 2009 to 2012, Boral had healthy trending ratios over one and CSR recorded ratios of less than one in 2010 and 2012. The results show that Boral is more capable of repaying its immediate debts.
    3.3. Cash flow from operations to current liabilities
    Examining the ratio of cash flow from operations to current liabilities will determine another interpretation of a company’s capacity to repay its short-term debts. This ratio is seen to be more representative of the ability to pay current liabilities as it focuses on ‘using a figure in the numerator which is not based on year-end figures’ Bazley and Hancock (2013).
    From Table 4 we decode the numbers which illustrate that CSR’s progressive decline from 2010 to 2013 is a concern. It signifies that CSR’s operations generated cash flows have plummeted from fifty one percent in 201 to just fifteen percent in 2013. Comparatively, Boral’s results show a similar trend, from fifty percent in 2009 to twelve percent in 2012, but the figure rose to twenty five percent in 2013 which shows signs of debt repayment recovery.
  4. Long-term solvency ratios
    Additionally, we need to also answer CSR’s long term loan repayment ability and its capacity to survive over a longer period, referred to as a ‘going concern’. Viewing the various ways of the company’s use of debt in the long-term to represent leverage or ‘gearing’, we employ two ratios, namely, debt to equity and debt to total assets.
    4.1. Debt to equity ratio
    This ratio is used to compare total liabilities against equity in the same year, that is, the relationship between debt financing and equity financing.
    The trends clarify that CSR has increased its reliance on total debt from 2012 to 2013. However, there is clearly a significant decrease in reliance from 2009 and 2010 which shows
    low reliance. Boral indicates a decreased reliance on total debt, down from 2012 and progressive decrease from 2009.
    Note that, CSR’s debt is considerably lower than Boral’s, as shown on their annual reports from 2009 through to 2013.
    4.2. Debt to total assets
    Showing another view of the amount of leverage for a company, the use of debt to total assets show the proportion of total assets financed by debt, as suggested in the textbook. Benchmarking once again to Boral, we can decipher if CSR is heavily reliant on debt.
    As noted above, the debt amounts of both companies are considerably different, with CSR hovering around mid thirties AU$ million and Boral over one and a half AU$ billion. CSR’s total assets have decreased from over four AU$ billion in 2009 to just over two AU$ billion in 2013. Boral has the opposite, increasing from five AU$ billion to six AU$ billion.
    Therefore, although we can still test their reliance on debt, the considerable difference in debt may have little relevance. The trend, as shown on Table 5, is both CSR and Boral are reducing their reliance.
  5. Market-based ratios
    Market-based ratios help investors analyse and forecast when determining their buying and selling strategies. ‘Investors can diversify their investments by examining the present value and estimating future value of their companies’ Zeytinoglu, Akarim and Celik (2012).
    One market-based ratio that elucidate investor analysis is the price/earning ratio. It helps to determine the intrinsic value or what the shares of a company are worth in a vibrant and liquid stock market.
  6. 1. Price/Earnings (P/E) ratio
    Furthermore, the price/earnings ratio can be utilised to compare other companies. ‘A higher than normal P/E ratio could mean that either the price is too high or, as is more likely in an efficient market, the market is expecting an increase in earnings per share (EPS) in the future and is adjusting the share price to reflect this’ Bazley and Hancock (2013),
    The result interprets the monetary amount the stock market or an investor is willing pay for AU$ one dollar in an effort for some profit gain. The formula and calculations are provided in Table 6.
    The results convey the volatility of both of these companies, with Boral depicting more fluctuations.
    Clearly, CSR’s Viridian Glass division is underperforming in all areas of the financial statements, as reported in CSR’s past annual reports. Whilst the restructuring of Viridian Glass is underway, it has sent positive messages to investors. It must be noted that CSR paid over five hundred and eighty AU$ million in 2008 for Pilkington Glass and DMS Glass to form Viridian. It is worth considering off-loading this subsidiary whilst the restructuring program of it is under way and write off past losses.
    The stock market has reacted positively to the Viridian restructure and is reflected in its upward trend in their share price. To maintain profitability and efficiency, CSR needs to continue to safeguard its financial position from Viridian. IBISworld (2013) shows both profit as percentage of revenue and assets at negative ten percent for Viridian, whilst the other divisions are healthy.
    In summary, this paper has illustrated the claims of tough times in the building industry of which CSR one of the major player. As prescribed in the textbook with considerations for several financial ratios, an interpretation of CSR’s financial performance was conducted.
    From these it was determined that CSR financial health was undermined with its Viridian division, which is treated as a special item. The ratios are an exceptional tool for performance analysis and to assist management and other user groups with their decision making processes.

Management Information Systems / BIT203

Student’s Name
Student’s ID
Course Name/ CodeManagement Information Systems / BIT203
InstructorDr. Bilel Elayeb, Dr. Nazia Shehzad, Dr. Myriam Bounhas
SemesterSpring 2020
CLOs as per the SyllabusAll CLOs
For details of marking scheme, refer to Rubrics # ACA/F11.05

Note: This Project accounts for 40% of the Student Final Grade.


  • You are required to accomplish your work individually.
  • The required phases should be documented in a report using MS-Word.
  • The project report should include an introduction, the body, a conclusion and future work and a list of references.
  • The report should not exceed 15 pages.
  • soft copy (Report Word + Presentation) must be submitted to the instructor by E-mail.
  • The Soft copy of the Report Word should be uploaded to the Turnitin Moodle Website (https://lms.ectmoodle.ae).

Each student should follow and achieve the following tasks:

Task 1:

  • Choosing a real firm / organization for the project.
  • Provide a general description about the Management information Systems used in the organization.

Task 2:

  • Describe the IT Infrastructure of the organization including the hardware, software, operating systems in the organization.

Task 3:

  • Discuss how the Database models effected the business processes and the impact of using the different database models on the business.
  • Describe the number of devices used in the organization and the networking technology used for communications in the organization. (LANS, Intranets, Extranets, Wi-Fi access points, etc.)
  • Summarize the security techniques used to secure the database and the network in the organization.

Task 4: Presentation

Each student should present his/her work in front of his/her classmates. The following are some guidelines to help you plan your presentation:

  • Brief description about the organization.
  • Description about the Management Information systems within the organization.
  • Describe the IT Infrastructure (Hardware, Software, Networking, Database, etc.)
  • Overall evaluation of the Information Technology and Information Systems in the organization, and any suggestions needed to enhance the business processes done by the IT.

The evaluation of your presentation will be based on the following criteria:

  • Clarity of demonstration.
  • Utilization of time.
  • Awareness of the contents being presented and the response to examiners’ questions.

Strategic Management for Competitive Advantage

Further information about general assessment criteria, ARNA regulations, referencing and plagiarism can be found on the module’s site on the e-Learning Portal. Students are advised to read and follow this information.

This assessment includes group work and/or peer assessment or evaluation. It is important that students familiarise themselves with protocols for these activities and follow these during the course of the assessment. The document can be found on the module’s site on the e-Learning Portal.


You will participate in a business simulation exercise (“Business Game”) based on the European Car Industry. The purpose of the exercise is to give you the opportunity to use the learning from the four functional areas (marketing, finance, human resources and operations management) to simulate the setting up and running of a business which is competing for market share.

In Week 5, you will attend an introductory lecture which will explain the objectives of the simulation and the process for making decisions. In the seminars, which begin in Week 6, you will be divided into teams of 5-6 students. Each team has to set up a car manufacturing company, design two cars and sell these to the market. The teams within each seminar group will compete with one another for market share. The objective for each team is to maximise the shareholder value of their company at the end of four decision rounds – Week 11.

Information on the market together with cost data will be posted on Bb in Week 5. Each team should read this information carefully and use it to establish a business strategy. In Weeks 7 to11 the teams will make a set of decisions each week to be submitted online. The results, in the form of computer-generated reports, will be available online later in the week.

The Business Game seminars in Weeks 7-10 will take the form of shareholder meetings. Each team will make a short presentation reviewing the performance of their company in the previous round and identifying key areas where the performance and management of the business can be improved.

In order to complete the assessment detailed below, it is essential that each student keeps a detailed record of the team meetings, the decisions made, the rationale for these decisions and their own role as a member of the team. Non-attendance at seminars will be penalised.

Assignment A (20% of module mark)

Each team will submit a group report on the Round 1 decisions with the following sections:

  1. Peer assessment form with the names and signatures of all team members (see final page of this brief). [10%]
  1. The team’s business plan for Round 1 (word limit 1,500 words) as follows: [60%]
    1. Mission statement – what is the purpose of your company?
    2. Business Objectives – measurable targets for the end of Round 4 (e.g. market share)
    3. Chosen market segments with brief descriptions of target customers and your marketing strategy
    4. Your competitive strategy – why will people buy your cars rather than those from other companies?
    5. The rationale underlying the choices of designs, options and R&D
    6. The rationale for the prices charged for each car
    7. The rationale for production/HRM decisions such as investment in automation
  1. An appendix containing minutes of the team meetings that took place up to the submission of the Round 1 Decision. These should show attendance, topics discussed, an outline of the team discussion of each topic, the decisions made (and how they were made) and actions agreed. As a guide, each meeting is likely to require at least one full A4 page. [30%]

Assignment B (60% of module mark)

Each student will submit an individual report (word limit 5,000 words). This report will consist of the following sections laid out EXACTLY as follows:

  1. Front page, with your name, ID, Seminar Group number, Team number and word count.
  1. Contents (with page numbers)
  1. Introduction: A brief (maximum 50 words) statement of the business objectives (from Assignment A) and a brief (maximum 100 words) summary of the company performance during the game and how far you succeeded in meeting the business objectives; a table showing total sales, total unsold stock, shareholder funds, closing bank balance and outstanding loan at the end of each of the four rounds. These figures should be in £m, to the nearest £1 million.
  1. Company Performance: A clear analysis and explanation (2000 words) of what happened during the game supported by graphs/tables of key financial and non-financial data for the company. [45%]
Guidance: It is important to show that you now fully understand what happened during the game – even if you didn’t understand during the game. To so do, you MUST start with the Round 1 forecast of key performance measures (KPMs), compare the Round 1 results with the forecast, explain the differences in detail, and the key issues that arose. Go on to explain the rationale for the Round 2 decisions, what these were, then present the Round 2 forecast. Follow this approach for all four rounds. You should then comment on the trends in KPMs over the game. The KPMs should include as a minimum production, sales, gross margin, unsold stock, post-tax profit, net cash position and market share. It is suggested that you discuss suitable KPMs with the tutors for each of the four functional areas. Effective comparisons with competitors (where possible) will earn additional marks.
  1. Learning: A critical reflection (2000 words) on how the team used the financial, marketing, operations and human resources management material taught during the semester to make responsible business decisions affecting at least one stakeholder group internal to the organisation and at least one stakeholder group external to the organisation. [45%]
Guidance:For each of the decisions, explain how you made the decisions during the game. Looking back, discuss how you could have made better decisions by making better use of the material taught during the semester, particularly how the functions integrate and how the decisions act in the best interest of the individuals, groups or organisations affected. Include citations within the text to refer to relevant readings covered in class.
  1. Conclusion: An evaluation (150 words) of the extent to which your organisation met the key strategic objectives set out in part 3 above, with an indication for the reasons these objectives were fully met, partially met or not met at all.
  1. Team Performance: A critical evaluation (700 words) of the performance of the team and a personal reflection on your role in the team [10%].
Guidance: Discuss, for example, the organisation of the team, the effectiveness of the decision-making process, and the roles played by individuals including leadership. How effective was your contribution to the team? What did you learn from the game about effective teamwork and decision making? What would you do differently if you played the game again? It is important to go beyond simply “telling a story” and to make use of relevant material from the Semester 2 Residential and the Developing Self module. Make use of the meeting logs that you kept during the game. Do not talk about the specific areas of contribution, e.g. how you made financial or marketing decisions, but how you developed as a team member and how you would approach a similar exercise differently should such an opportunity arise.

project management communications

For this discussion, explain how project management communications occur in your organization. For example: Do you keep minutes of the meetings? Are they posted in Google Docs or some other Intranet location, or are they disseminated to team members and others? Does everyone have appropriate access to the project management tool, such as Microsoft Project? Who can add to the plan? Is there a designated person who can make changes, while everyone else has read-only rights? How, and how often, will you communicate with the executive team and other stakeholders? Response Guidelines Respond with substantive comments to the posts of your peers according to the Faculty Expectations Response Guidelines, comparing their perspectives to yours. When choosing posts to respond to, you are encouraged to consider one person with a perspective, background, or goals similar to yours, and one person whose perspective, background, or goals differ from yours. Ask any questions that will help you better understand their perspectives and extend the discussion. You must provide appropriate APA-formatted citations and references in your responses when referring to the ideas or work of others, to support an alternative viewpoint or substantiate a claim.

Assignment 2: Inventory Management

Research two (2) manufacturing or two (2) service companies that manage inventory and complete this assignment.

Write a 3-4) page paper in which you:
Determine the types of inventories these companies currently manage and describe their essential inventory characteristics.
Analyze how each of their goods and service design concepts are integrated.
Evaluate the role their inventory plays in the company’s performance, operational efficiency, and customer satisfaction.
Compare and contrast the four (4) different types of layouts found with each company; explain the importance of the layouts to the company’s manufacturing or service operations.
Determine at least two (2) metrics to evaluate supply chain performance of the companies; suggest improvements to the design and operations of their supply chains based on those metrics.
Suggest ways to improve the inventory management for each of the companies without affecting operations and the customer benefit package. Provide a rationale to support the suggestion.
Use at least three (3) quality resources in this assignment. Note: Wikipedia and similar Websites do not qualify as quality resources.
Your assignment must follow these formatting requirements:
This course requires use of Strayer Writing Standards (SWS). The format may be different than other Strayer University courses. Please take a moment to review the SWS documentation for details (more information and an example is included in the Strayer Writing Standards left menu link).
Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
Evaluate the processes used in designing and producing goods and services.
Determine four layout patterns and when they should be used.
Utilize the concept of supply chain management.
Employ the concept of capacity management.
Evaluate the management of inventories and resources.
Use technology and information resources to research issues in operations management.
Write clearly and concisely about operations management using proper writing mechanic

research agenda in Technology management

Identifying the context of the research agenda in Technology management Identifying different perspectives in this research agenda Identifying how the research agenda literature has/may have developed. Critical analyses of the research agenda. Lessons, limitations and future of the research agenda. 5. You have provided a range of papers that you may find useful (attached). It is however, essential to note that reason of sending journal papers to you is to provide you with some indication of the breath of information available to develop an understanding of the topic. As a doctoral student, you have discretion on which sources and the number of sources you are to drawn upon in preparing your term paper. In fact, you may choose any type or form of references you decide upon. 6. You must use the format provided (the ARCOM format).

Strategic International Business Management

Strategic International Business Management

Module Title:Strategic International Business Management
CRN:November 2018
Assessment title:Final Assignment
Task details and instructions:Read the case study at the end of this assignment brief and then complete the following tasks:Write an academic report in four parts below explaining why Jan may be encountering the difficulties he is facing and to make practical recommendations supported by theory as to how he should proceed, in order to implement this change successfully. Your report should address the following: 1. The people management issues that potentially underpin the difficulties Jan is facing (30 marks) – 900 words.·         Draw on theories of resistance to change ie., Lewin Field Force Analysis·         Outline survival and learning anxieties (Schein) and  / or psychological transiation theories (Bridges Transition Model) or the change curve.2. The steps that Jan should take in the short and medium term, to get the launch of the new product back on track (40 marks) – 1200 words.·         Draw on theories of change leadership-·         Draw on models of change or change management (ie., Kotter, ADKAR, Burke and Litwins model, McKinsey 7S etc..)- ·         Highlight the need for a case for change and communication- ·         Provide practical examples of what should happen supported by the theory3. The leadership style(s) that Jan should adopt in this process, including the reasons why (20 marks) – 600 words.·         Which of the Goleman leadership styles is needed and why ?·         What leadership style is needed in the functional areas4. Any decisions or support that might be needed at board level to help improve this situation (10 marks) – 300 words.·         What can the board do to support (any referenced best practice ?)- Additional resources for QA / incentives?·         Provide practical examples of what should the board do supported by the theoryASSESSMENT INSTRUCTIONSThe word count is 3,000 words (+/- 10%). You will also need to take the following into account when completing your assignment:·         Quality of executive summary (does it give a brief complete summary of your paper for an executive to read?)·         Introduction·         Comprehensive literature review. Evaluation and synthesis of source material to produce an outstanding contribution.·         Establishment of relevant theory and ensure that all materials used is cited and referenced as per Harvard Referencing System 06th edition.·         Clarity of argument·         Overall report presentation including spelling and grammar·         Adherence to nominated word limit·         Word processed (letter size 12, times new roman, 1.5 space), fully referenced (Harvard Referencing System).·         Outstanding clarity of focus, includes what is important, and excludes irrelevant issues.·         Well structured, compelling and persuasive argument that leads to a valuable contribution to the field of study, paving the way for future work.·         Avoid description, think more about applicationYour answer should be written as a report, with headings and sub-headings.You should draw on and reference theories of leadership and change management Useful ResourcesBooks:·         Bridges, W. (2009). Managing Transitions: Making the Most of Change. 3rd edn. London: Nicholas Brealey.·         Carnall, C.A (2007). Managing Change in Organisations. 5th edn. Harlow: Prentice Hall.·         Hayes, J. (2014). The Theory and Practice of Change Management. 4th edn. Basingstoke: Palgrave Macmillan.Journal Articles:·         Brisson-Banks, C.V. (2009). Managing Change and Transitions: A Comparison of Different Models and Their Commonalities. Library Management, 31 (4/5), 241-252.·         Kotter, J.P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, (73) 2, 59-67.·         Schein, E. (2002). The Anxiety of Learning. Harvard Business Review, 80 (3), 100-106.On the Internet:·         Prosci’s ADKAR model (a goal-oriented change management model to guide individual and organizational change) – free guides are available to download from:https://www.prosci.com/adkar/adkar-model·         ‘Managing Transitions’ by William Bridges: Brief Summary of Key points;·         Online interview with Ed Schein’s learning and survival anxieties:https://hbswk.hbs.edu/archive/edgar-schein-the-anxiety-of-learning-the-darker-side-of-organizational-learning·         TED Talk by Jenni Cross on 3 myths of behaviour change, which highlights ways in which behaviour may be altered:https://www.youtube.com/watch?v=l5d8GW6GdR0 * There are multiple models of change management to be found within the academic and practitioner literature. Lewin’s field-force analysis and 3-step model of change led the way.

Write an academic report in four parts below explaining why Jan may be encountering the difficulties he is facing and to make practical recommendations supported by theory as to how he should proceed, in order to implement this change successfully.

The word count is 3,000 words (+/- 10%). You will also need to take the following into account when completing your assignment:
• Quality of executive summary (does it give a brief complete summary of your paper for an executive to read?)
• Introduction
• Comprehensive literature review. Evaluation and synthesis of source material to produce an outstanding contribution.
• Establishment of relevant theory and ensure that all materials used is cited and referenced as per Harvard Referencing System 06th edition.
• Clarity of argument
• Overall report presentation including spelling and grammar
• Adherence to a nominated word limit
• Word-processed (letter size 12, times new roman, 1.5 space), fully referenced (Harvard Referencing System).
• Outstanding clarity of focus includes what is important, and excludes irrelevant issues.
• Well structured, compelling and persuasive argument that leads to a valuable contribution to the field of study, paving the way for future work.
• Avoid description, think more about the application
Your answer should be written as a report, with headings and sub-headings.
You should draw on and reference theories of leadership and change management

CC Music Consultancy Report–Operations Management

OaIM Assignment: “CC Music” Consultancy Report – Operations and Information Management

OaIM Assignment: “CC Music” Consultancy Report

Assessment Brief June 2018

Module Title Operations and Information Management
Level Masters Level
Assessment title
Information Management Report

Assignment Brief

As Case Study: CC Music

Chris and Clive are both former music and music technology teachers who have recently taken early retirement. However, they have a long history of playing in bands and being session musicians, therefore they intend to remain busy. A Northern Soul band that they have worked with for many years, touring around the North West of England, will now become their focus. Chris and Clive have always managed all aspects of the band (studio work, playing at events, parties, TV and radio programmes). They publicise the band via a website, deal with all booking arrangements over the phone, and receive contracts and cheque payments through the post. The other six band members simply turn up and play. The band has always played at least twelve gigs a year, but this is likely to increase substantially now that they can commit more time to networking and promotions. As such, they will be required to take a much more professional approach. In addition, several other bands have asked if they will represent them for an agreed fee. As a professional route, this would mean considerable time working as music agents to promote other artists.

Chris and Clive are aware that starting the agency would require a business approach. They would be responsible for; social media marketing, keeping business accounts, providing an updated calendar of events, and keeping track of the communications between themselves, the clients who want to book bands, and the bands who are signed to CC Music.

They realise that technology will play an important part in the business. They have read about Customer Relationship Management software and Enterprise Resource Management software, but just don’t know what kind of information technology support they really need as a small to medium enterprise (SME). They require professional business information technology advice before they can make any final decisions about investing funds in business software. Also, they are very keen on the potential of Open Source Software to keep the cost to a minimum.

Growing CC Music into a full-time small business is also of interest to younger family members who want to be involved. Chris has a daughter and Clive has a niece, both of whom are keen to support the business and potentially manage the business in the future. They have all agreed to run the business in a democratic style and, as such, everyone will have an equal vote on any business decisions. Therefore, CC Music requires a report that can be read and understood by all of them. You are the OIM consultant who is responsible for researching this business and providing a consultancy report.

Task details and instructions

Your Task

You are a consultant who has been employed to advise CC Music on the effective implementation of strategic changes. You are required to produce the following:

Part A:Analysis – Business Process Models and strategy analysis

In this section you should develop

  1. A series of at least two Business Process Models to capture the existing and your proposed business processes for CC Music. The models should follow the BPMN notation (see for example, http://www.omg.org/bpmn/Documents/Introduction_to_BPMN.pdf). It is recommended that you use Microsoft Visio or similar software to create the models, although you may if you prefer use Word, PowerPoint or appropriate alternatives.
  2. Strategic analysis for CC Music. You should use at least one recognised analysis technique such as SWOT, PESTLE etc

Part B: Open Source Software Comparison Table

In this section, you should conduct research into a suitable software solution for CC Music. You should decide on the set of characteristics which you will use to evaluate the software, and your research should consider 4-5 alternatives in detail. This section should be presented as a table.

Part C: Report

In this section, you should write a report which provides an overview of the current situation for CC Music together with a roadmap outlining how the proposed changes to the business can be achieved to the benefit of the business. This should draw on your analysis in Part A, include your recommendation for software in Part B, and provide recommendations for ensuring that the strategy is effectively implemented, including consideration of the challenges ahead.

This section, should follow a standard report structure:

Introduction – Executive summary, Literature review – Main findings and clear road map and strategy – Conclusions and Recommendations

Part D: Reflection on your contribution to the online discussion

In this section you should submit a 250 word reflective summary, accompanied by your own self-assessment of your contribution to the online elements throughout the module, using the table labelled Reflection Self-Assessment Pro forma in Appendix A (copy and paste it into your assignment document) to show your performance. The reflective report should include your detailed reflection, supported with evidence (pasted URLs) from the online discussion, detailed below:

You should use appropriate theories, frameworks, models, that we have covered in the module, to inform and justify your recommendations.

Word count

Section Content Word Count Marks
Part A Analysis – Business Process Models and strategy analysis 1000 (equivalent to) 30
Part B Open Source Software Comparison Table 500 (equivalent to) 20
Part C Report 1250 40
Part D Reflection on your contribution to the online discussion 250 10
Total 3000 100


The word count is 3,000 words (+/- 10%). You will also need to take the following into account when completing your assignment:

Quality of executive summary (does it give a brief complete summary of your paper for an executive to read?)
Brief but clear and Introduction
Comprehensive literature review. Evaluation and synthesis of source material to produce an outstanding contribution.
Establishment of relevant theory and ensure that all materials used is cited and referenced as per Harvard Referencing System 06th edition.
Clarity of argument
Overall report presentation including spelling and grammar
Adherence to nominated word limit
Word processed (letter size 12, times new roman, 1.5 space), fully referenced (Harvard Referencing System).
Outstanding clarity of focus, includes what is important, and excludes irrelevant issues.
Well structured, compelling and persuasive argument that leads to a valuable contribution to the field of study, paving the way for future work.
Avoid description, think more about application
Your answer should be written as a report, with headings and sub-headings.

Appendix A: Reflection Self-Assessment Proforma

 80+ 70-79   60-69   50-59   40-49   0-40

Quality of contributions Made several good contributions and one or more outstanding contribution. Made several good contributions. Made a few good contributions Made a few valid contributions Made 1 or 2 postings, of poor quality Did not contribute.
Attribution of references Clear referencing of well-chosen and highly relevant sources Clear referencing of all sources, some relevant. Clear referencing of all sources. Sources generally referenced. Used ideas/ words of others without attribution. Cut and paste or absent contributions.
Evidence of collaboration/ facilitation skills Skill shown in weaving contributions into the discussions, and following up on contributions of others. Skill shown in weaving contributions into discussion, or following up on contributions of others Some evidence of links to contributions of others. Basic recognition of contributions of others. Little or no recognition of contributions of others. None
Reflection on online contributions (in reflective summary) Deep reflection shown, with clear and substantial evidence from online discussion Good reflection, with clear evidence from online discussion Reflection and evidence offered, limitations in one of these Reflection and evidence offered, limitations in both of these Superficial reflection, very limited evidence Very little or no reflection/evidence.

The word count is 3,000 words (+/- 10%). You will also need to take the following into account when completing your assignment:
• Quality of executive summary (does it give a brief complete summary of your paper for an executive to read?)
• Brief but clear and Introduction
• Comprehensive literature review. Evaluation and synthesis of source material to produce an outstanding contribution.
• Establishment of relevant theory and ensure that all materials used is cited and referenced as per Harvard Referencing System 06th edition.
• Clarity of argument
• Overall report presentation including spelling and grammar
• Adherence to the nominated word limit
• Word-processed (letter size 12, times new roman, 1.5 space), fully referenced (Harvard Referencing System).
• Outstanding clarity of focus includes what is important, and excludes irrelevant issues.
• Well structured, compelling and persuasive argument that leads to a valuable contribution to the field of study, paving the way for future work.
• Avoid description, think more about the application
• Your answer should be written as a report, with headings and sub-headings.