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Describe the characteristics of modern terrorism
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Modern terrorists are dedicated- they have absolute obedience to their leader
Personal bravery- depending on their hierarchy in the group, they have to face possibility of death, injury or torture
Modern terrorist also lack human emotions and pity
They have a high standard of intelligence
They also have a high degree of sophistication
Please let me know if you need any clarification. I'm always happy to answer your questions.
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Discussion week 5, Accounting, writing homework help
Marconi is a Portuguese telecommunications company that encountered problems with its ABC system. The company’s producti ...
Discussion week 5, Accounting, writing homework help
Marconi is a Portuguese telecommunications company that encountered problems with its ABC system. The company’s production managers felt that 23% of the costs included in the system were common costs that should not be allocated to products and that allocating these costs to products was not only inaccurate, but also irrelevant to their operational cost reduction efforts.Throughout the 19th century and most of the 20th century, cost system designs were simple and satisfactory. Typically, either one plant-wide overhead cost pool or a number of departmental overhead cost pools were used to assign overhead costs to products. Then conditions began to change. As a percentage of total cost, direct labor began declining and overhead began increasing. Many tasks previously done by direct laborers were being performed by automated equipment—a component of overhead. Companies began creating new products and services at an ever-accelerating rate that differed in volume, batch size, and complexity. Managing and sustaining this product diversity required investing in many more overhead resources, such as production schedulers and product design engineers that had no obvious connection to direct labor-hours or machine-hours. In this new environment, continuing to rely exclusively on a limited number of overhead cost pools and traditional allocation bases posed the risk that reported unit product costs would be distorted and, therefore, misleading when used for decision-making purposes.Activity-based costing (ABC) is a costing method that is designed to provide managers with cost information for strategic and other decisions that potentially affect capacity and; therefore, “fixed” as well as variable costs. Activity-based costing is ordinarily used as a supplement to, rather than as a replacement for, a company’s usual costing system (e.g., process costing or job order costing). Most organizations that use activity-based costing have two costing systems—the official costing system that is used for preparing external financial reports and the activity-based costing system that is used for internal decision-making and for managing activities.In activity-based costing, an activity is any event that causes the consumption of overhead resources. An activity cost pool is a “bucket” in which costs are accumulated that relate to a single activity measure in the ABC system. An activity measure is an allocation base in an activity-based costing system. The term cost driver is also used to refer to an activity measure because the activity measure should “drive” the cost being allocated. The two most common types of activity measures are transaction drivers and duration drivers. Transaction drivers are simple counts of the number of times an activity occurs, such as the number of bills sent out to customers. Duration drivers measure the amount of time required to perform an activity, such as the time spent preparing individual bills for customers. In general, duration drivers are more accurate measures of resource consumption than transaction drivers, but they take more effort to record. For that reason, transaction drivers are often used in practice.Source:Garrison, R., Noreen, E., & Brewer, P. (2014). Managerial accounting (15th ed.). Columbus, OH: McGraw-Hill Education.Directions:Concerns over the application of the ABC approach at Marconi have been raised by personnel, including some of the senior leadership team. It is the opinion of some that this method of cost allocation does not accurately reflect the cost of production and will lead to unnecessary improvements that will ultimately result in the elimination of jobs. As a respected member of the leadership team, the Chief Executive Officer (CEO) has tasked you with investigating the concerns expressed by some of the employee and management officials. You are expected to prepare a position paper either defending the use of the ABC method or recommending an alternative method of cost allocation. In order to formulate your response, you will want to carefully consider the problem, collect relevant data and information, examine the pros and cons of cost allocation models being considered, and document your recommendations using sound arguments that are well supported, properly vetted, and logically presented. It is important that management carefully consider any potential ethical implications associated with their stated position. If there are any potential ethical concerns associated with your position, they should be identified and discussed in the final recommendation should be identified and discussed in the final recommendation.Prepared your response in Word, the response should explicitly address all required components of this discussion assignment. The document should be prepared consistent with the APA writing style (6th edition) and reflect higher level cognitive processing (analysis, synthesis, and or evaluation).
11 pages
Star Sports Academy Business Plan
Star Sports Academy will be based in San Diego, California. The company will provide sports and athletic performance train ...
Star Sports Academy Business Plan
Star Sports Academy will be based in San Diego, California. The company will provide sports and athletic performance training services. It will ...
Lynn University Hardy Hospital Inventory Cost Management Case Worksheet
Caroline Highgrove, Hardy Hospital’s director of materials management, glanced at the papers spread across her desk. She ...
Lynn University Hardy Hospital Inventory Cost Management Case Worksheet
Caroline Highgrove, Hardy Hospital’s director of materials management, glanced at the papers spread across her desk. She wondered where the week had gone. On Monday, the director of university operations, Drew Paris, had asked Caroline to look into the purchasing and supplies systems for the hospital. Drew specifically wanted Caroline to evaluate the current materials-management system, identify ways to reduce costs, and recommend a final plan of action. Drew explained that the university was under pressure to cut expenses, and hospital inventory did not seem to be under control.As Caroline reviewed her notes, she was struck by the variations in order sizes and order frequencies for the hospital’s stock-keeping units (SKUs). For some SKUs, inventory ran out before new orders came in, whereas for other SKUs, excessively high stock levels were being carried. The university and hospital’s computerized materials-management system was about a decade old and generally worked well; however, employees often ignored or did not update key information. Thus, data integrity was a major problem in this information system.Hospital and university supply orders were classified as either regular stock or special order. The hospital was the originator of almost all special orders. Regular stock items, such as bed sheets, uniforms, and syringes, were characterized by their long-standing and frequent use throughout the university and hospital, and by a low risk of obsolescence. When a department needed a regular stock item, that department generally ordered (requisitioned) the item. If the item was in stock, it would be delivered to the department by the next delivery date.When the university did not normally stock an item, individual hospital departments could special-order them. Special-order items were supposed to be those of an experimental nature or critical to patient health care, but not used frequently. Hospital departments requiring these special items bypassed the university purchasing system. Once a special order was placed, the hospital department informed university purchasing so that it could eventually authorize payment on the vendor’s invoice. Hospital department coordinators, doctors, or head nurses were responsible for initiating and/or authorizing special orders. In total, these special orders required a significant amount of work that took department coordinators and head nurses away from their duties. University purchasing kept no records on the hospital’s special-order inventories or for the 215 secondary hospital stocking points such as exam rooms and moveable carts.One department’s head nurse explained that many departments were afraid of running out of regular stock items. University purchasing didn’t understand the importance and nature of hospital inventory, and they were slow to respond. The nurse cited the months-long period university purchasing process needed to place new items on the regular stock list, and the long lead times sometimes involved in receiving orders requisitioned from the university’s approved vendor list.Because the university was a state institution, strict bidding and purchasing procedures had to be followed for both regular stock and special orders. For example, three written bids were required for an individual order of $2,000 or more. The processing of these bids often took up to two months. For orders between $800 and $1,999, three telephone bids were necessary. In these situations, purchases could be made only from the lowest bidder. Orders under $800, or items on the state contract list, could be ordered over the phone, without any bids. State contract list items were those for which statewide needs had been combined and one contract left to cover all of them.Caroline had gathered information on the costs of ordering and storing hospital supplies. For order costs, she estimated that, on average, the purchasing, account payables, and receiving personnel spent three hours processing a single purchase order. A single purchase order typically included four SKUs (i.e., each SKU on a purchase order was called a line item). The average hospital storeroom’s wage was $17.50 an hour; with employee benefits and associated overhead, the cost of one worker-hour came to $23.For inventory-holding costs, the university warehouse and hospital storeroom used 36,750 square feet of storage space. The university stored an average of $4.25 million in hospital supplies in this space. Records indicated that the average annual variable and semi-variable cost for storage space this year would be $4.75 per square foot. Five warehouse workers and storeroom associates were required to handle the hospital’s supplies. These individuals each earned $35,000 a year; benefits and overhead rates for these employees were the same as for other personnel, about 20 percent. Other warehouse costs, including obsolescence and taxes, were expected to reach $400,000 this year. The hospital operated 52 weeks per year. Also, the state recently had floated a bond issue at 6.7%, and Caroline thought that might be a good estimate of the cost of money to finance inventory, but she wasn’t sure what other costs to include in inventory-holding costs.After reviewing her notes on the hospital’s materials-management situation, Caroline decided to take a closer look at some individual regular stock items. She sorted through the papers on her desk and found 30 SKUs of interest. She wanted to analyze all 30 SKUs but decided to begin with one SKU widely used in the hospital: Strike Disinfectant.This product is delivered in 4-gallon cases with a cost per case of $84.50 and a lead time of two weeks. Caroline noticed that the current inventory level is 96 cases (week 1) and learned that the hospital is expecting a shipment of 200 cases in week 7. No other purchases are planned within the next 16 weeks.Demand for the next 16 weeks, obtained from hospital requisitions is shown in the table below.Weekly Demand (from Hospital Requisitions)WeekDemand (cases)131227324125116774815914101711101291381451510164As Ms. Highgrove is extremely busy, she has retained your professional services to prepare a consulting report answering these questions:What are good estimates of order cost and inventory-holding cost for Strike Disinfectant?What is the recommended economic order quantity for this SKU?What is the reorder point with safety stock for Strike Disinfectant to offer a 97% service level?What are the savings over the 16-week period resulting from the implementation of a fixed quantity system (FQS) compared to the existing practice?Include your Excel file with all calculations.This short consulting report (no more than three pages long) must be written using business language.
UOTC Marketing Management Discussion
Please see three question below
1 ) This question gives you more market sizing practice (it’s a skill you’ ...
UOTC Marketing Management Discussion
Please see three question below
1 ) This question gives you more market sizing practice (it’s a skill you’ll need). Using the logic from the chapter, try to estimate the possible market for the number of pairs of football pants a manufacturer could sell in your city. Hints:
A) Go online and find the number of high schools in your city’s school districts. If you live in a large city, focus on only the largest school district.
B) Assume that 90% of those high schools have both a varsity football team (with 40 players) and a junior varsity team (35).
C) Assume also that each player gets 2 pairs of game pants (one in the dark school colors, and one in the light), and on average, 1.5 pairs of white pants for practice
2) Should a firm change its positioning depending on the market? What are the potential advantages and disadvantages of doing this?
3) Some companies have traditionally been known for their excellence in tangibles, e.g., Xerox in copiers, IBM in computers, who now describe themselves as primarily service companies. Do you agree? What does it take for a company to declare itself as a service organization (e.g., a percentage of business, a certain strategy or mission)? What would it take for you to believe such a claim?
ISYS 3001 Walden University Key Organizational Resources Paper
What comes to mind when you think of the term information systems? Has your definition changed after reading this week’s ...
ISYS 3001 Walden University Key Organizational Resources Paper
What comes to mind when you think of the term information systems? Has your definition changed after reading this week’s Learning Resources? You might focus on the technological components that collect data and disseminate information. Or, you might focus on how people interact with information systems, such as how they use the information or how management information systems are implemented. Whichever aspect stands out, it’s important to know how information systems continue to grow and affect organizations around the world.In this Assignment, you will respond to a set of questions on information technology, management information systems, and hardware and software.To prepare for this Assignment:Review this week’s Learning Resources.Refer to the Academic Writing Expectations for 2000/3000-Level Courses as you compose your Assignment.By Day 7Submit your responses to the following prompts:Define information and information technology and provide examples of each. (75 words, or 1 paragraph)Describe the role of management information systems in supporting a company’s business functions. (150 words, or 2 paragraphs)Select two types of information systems a company might need and explain why those systems are important. (75–150 words, or 1–2 paragraphs)People, information, and information technology are key resources in an organization. Place these three resources in order of importance to an organization (1 being most important, 3 being least important), and explain why you have ordered them as you have. (150–225 words, or 2–3 paragraphs)Describe the role of the knowledge workers, or people, in a company in ensuring the management information systems are used effectively. (75–150 words, or 1–2 paragraphs)Define the terms hardware and software. (75 words, or 1 paragraph)Identify three types of hardware required to support a company’s operations and describe how they support those operations. (75 words, or 1 paragraph)Identify three types of software required to support a company’s operations and describe how they support those operations. (75 words, or 1 paragraph)
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Discussion week 5, Accounting, writing homework help
Marconi is a Portuguese telecommunications company that encountered problems with its ABC system. The company’s producti ...
Discussion week 5, Accounting, writing homework help
Marconi is a Portuguese telecommunications company that encountered problems with its ABC system. The company’s production managers felt that 23% of the costs included in the system were common costs that should not be allocated to products and that allocating these costs to products was not only inaccurate, but also irrelevant to their operational cost reduction efforts.Throughout the 19th century and most of the 20th century, cost system designs were simple and satisfactory. Typically, either one plant-wide overhead cost pool or a number of departmental overhead cost pools were used to assign overhead costs to products. Then conditions began to change. As a percentage of total cost, direct labor began declining and overhead began increasing. Many tasks previously done by direct laborers were being performed by automated equipment—a component of overhead. Companies began creating new products and services at an ever-accelerating rate that differed in volume, batch size, and complexity. Managing and sustaining this product diversity required investing in many more overhead resources, such as production schedulers and product design engineers that had no obvious connection to direct labor-hours or machine-hours. In this new environment, continuing to rely exclusively on a limited number of overhead cost pools and traditional allocation bases posed the risk that reported unit product costs would be distorted and, therefore, misleading when used for decision-making purposes.Activity-based costing (ABC) is a costing method that is designed to provide managers with cost information for strategic and other decisions that potentially affect capacity and; therefore, “fixed” as well as variable costs. Activity-based costing is ordinarily used as a supplement to, rather than as a replacement for, a company’s usual costing system (e.g., process costing or job order costing). Most organizations that use activity-based costing have two costing systems—the official costing system that is used for preparing external financial reports and the activity-based costing system that is used for internal decision-making and for managing activities.In activity-based costing, an activity is any event that causes the consumption of overhead resources. An activity cost pool is a “bucket” in which costs are accumulated that relate to a single activity measure in the ABC system. An activity measure is an allocation base in an activity-based costing system. The term cost driver is also used to refer to an activity measure because the activity measure should “drive” the cost being allocated. The two most common types of activity measures are transaction drivers and duration drivers. Transaction drivers are simple counts of the number of times an activity occurs, such as the number of bills sent out to customers. Duration drivers measure the amount of time required to perform an activity, such as the time spent preparing individual bills for customers. In general, duration drivers are more accurate measures of resource consumption than transaction drivers, but they take more effort to record. For that reason, transaction drivers are often used in practice.Source:Garrison, R., Noreen, E., & Brewer, P. (2014). Managerial accounting (15th ed.). Columbus, OH: McGraw-Hill Education.Directions:Concerns over the application of the ABC approach at Marconi have been raised by personnel, including some of the senior leadership team. It is the opinion of some that this method of cost allocation does not accurately reflect the cost of production and will lead to unnecessary improvements that will ultimately result in the elimination of jobs. As a respected member of the leadership team, the Chief Executive Officer (CEO) has tasked you with investigating the concerns expressed by some of the employee and management officials. You are expected to prepare a position paper either defending the use of the ABC method or recommending an alternative method of cost allocation. In order to formulate your response, you will want to carefully consider the problem, collect relevant data and information, examine the pros and cons of cost allocation models being considered, and document your recommendations using sound arguments that are well supported, properly vetted, and logically presented. It is important that management carefully consider any potential ethical implications associated with their stated position. If there are any potential ethical concerns associated with your position, they should be identified and discussed in the final recommendation should be identified and discussed in the final recommendation.Prepared your response in Word, the response should explicitly address all required components of this discussion assignment. The document should be prepared consistent with the APA writing style (6th edition) and reflect higher level cognitive processing (analysis, synthesis, and or evaluation).
11 pages
Star Sports Academy Business Plan
Star Sports Academy will be based in San Diego, California. The company will provide sports and athletic performance train ...
Star Sports Academy Business Plan
Star Sports Academy will be based in San Diego, California. The company will provide sports and athletic performance training services. It will ...
Lynn University Hardy Hospital Inventory Cost Management Case Worksheet
Caroline Highgrove, Hardy Hospital’s director of materials management, glanced at the papers spread across her desk. She ...
Lynn University Hardy Hospital Inventory Cost Management Case Worksheet
Caroline Highgrove, Hardy Hospital’s director of materials management, glanced at the papers spread across her desk. She wondered where the week had gone. On Monday, the director of university operations, Drew Paris, had asked Caroline to look into the purchasing and supplies systems for the hospital. Drew specifically wanted Caroline to evaluate the current materials-management system, identify ways to reduce costs, and recommend a final plan of action. Drew explained that the university was under pressure to cut expenses, and hospital inventory did not seem to be under control.As Caroline reviewed her notes, she was struck by the variations in order sizes and order frequencies for the hospital’s stock-keeping units (SKUs). For some SKUs, inventory ran out before new orders came in, whereas for other SKUs, excessively high stock levels were being carried. The university and hospital’s computerized materials-management system was about a decade old and generally worked well; however, employees often ignored or did not update key information. Thus, data integrity was a major problem in this information system.Hospital and university supply orders were classified as either regular stock or special order. The hospital was the originator of almost all special orders. Regular stock items, such as bed sheets, uniforms, and syringes, were characterized by their long-standing and frequent use throughout the university and hospital, and by a low risk of obsolescence. When a department needed a regular stock item, that department generally ordered (requisitioned) the item. If the item was in stock, it would be delivered to the department by the next delivery date.When the university did not normally stock an item, individual hospital departments could special-order them. Special-order items were supposed to be those of an experimental nature or critical to patient health care, but not used frequently. Hospital departments requiring these special items bypassed the university purchasing system. Once a special order was placed, the hospital department informed university purchasing so that it could eventually authorize payment on the vendor’s invoice. Hospital department coordinators, doctors, or head nurses were responsible for initiating and/or authorizing special orders. In total, these special orders required a significant amount of work that took department coordinators and head nurses away from their duties. University purchasing kept no records on the hospital’s special-order inventories or for the 215 secondary hospital stocking points such as exam rooms and moveable carts.One department’s head nurse explained that many departments were afraid of running out of regular stock items. University purchasing didn’t understand the importance and nature of hospital inventory, and they were slow to respond. The nurse cited the months-long period university purchasing process needed to place new items on the regular stock list, and the long lead times sometimes involved in receiving orders requisitioned from the university’s approved vendor list.Because the university was a state institution, strict bidding and purchasing procedures had to be followed for both regular stock and special orders. For example, three written bids were required for an individual order of $2,000 or more. The processing of these bids often took up to two months. For orders between $800 and $1,999, three telephone bids were necessary. In these situations, purchases could be made only from the lowest bidder. Orders under $800, or items on the state contract list, could be ordered over the phone, without any bids. State contract list items were those for which statewide needs had been combined and one contract left to cover all of them.Caroline had gathered information on the costs of ordering and storing hospital supplies. For order costs, she estimated that, on average, the purchasing, account payables, and receiving personnel spent three hours processing a single purchase order. A single purchase order typically included four SKUs (i.e., each SKU on a purchase order was called a line item). The average hospital storeroom’s wage was $17.50 an hour; with employee benefits and associated overhead, the cost of one worker-hour came to $23.For inventory-holding costs, the university warehouse and hospital storeroom used 36,750 square feet of storage space. The university stored an average of $4.25 million in hospital supplies in this space. Records indicated that the average annual variable and semi-variable cost for storage space this year would be $4.75 per square foot. Five warehouse workers and storeroom associates were required to handle the hospital’s supplies. These individuals each earned $35,000 a year; benefits and overhead rates for these employees were the same as for other personnel, about 20 percent. Other warehouse costs, including obsolescence and taxes, were expected to reach $400,000 this year. The hospital operated 52 weeks per year. Also, the state recently had floated a bond issue at 6.7%, and Caroline thought that might be a good estimate of the cost of money to finance inventory, but she wasn’t sure what other costs to include in inventory-holding costs.After reviewing her notes on the hospital’s materials-management situation, Caroline decided to take a closer look at some individual regular stock items. She sorted through the papers on her desk and found 30 SKUs of interest. She wanted to analyze all 30 SKUs but decided to begin with one SKU widely used in the hospital: Strike Disinfectant.This product is delivered in 4-gallon cases with a cost per case of $84.50 and a lead time of two weeks. Caroline noticed that the current inventory level is 96 cases (week 1) and learned that the hospital is expecting a shipment of 200 cases in week 7. No other purchases are planned within the next 16 weeks.Demand for the next 16 weeks, obtained from hospital requisitions is shown in the table below.Weekly Demand (from Hospital Requisitions)WeekDemand (cases)131227324125116774815914101711101291381451510164As Ms. Highgrove is extremely busy, she has retained your professional services to prepare a consulting report answering these questions:What are good estimates of order cost and inventory-holding cost for Strike Disinfectant?What is the recommended economic order quantity for this SKU?What is the reorder point with safety stock for Strike Disinfectant to offer a 97% service level?What are the savings over the 16-week period resulting from the implementation of a fixed quantity system (FQS) compared to the existing practice?Include your Excel file with all calculations.This short consulting report (no more than three pages long) must be written using business language.
UOTC Marketing Management Discussion
Please see three question below
1 ) This question gives you more market sizing practice (it’s a skill you’ ...
UOTC Marketing Management Discussion
Please see three question below
1 ) This question gives you more market sizing practice (it’s a skill you’ll need). Using the logic from the chapter, try to estimate the possible market for the number of pairs of football pants a manufacturer could sell in your city. Hints:
A) Go online and find the number of high schools in your city’s school districts. If you live in a large city, focus on only the largest school district.
B) Assume that 90% of those high schools have both a varsity football team (with 40 players) and a junior varsity team (35).
C) Assume also that each player gets 2 pairs of game pants (one in the dark school colors, and one in the light), and on average, 1.5 pairs of white pants for practice
2) Should a firm change its positioning depending on the market? What are the potential advantages and disadvantages of doing this?
3) Some companies have traditionally been known for their excellence in tangibles, e.g., Xerox in copiers, IBM in computers, who now describe themselves as primarily service companies. Do you agree? What does it take for a company to declare itself as a service organization (e.g., a percentage of business, a certain strategy or mission)? What would it take for you to believe such a claim?
ISYS 3001 Walden University Key Organizational Resources Paper
What comes to mind when you think of the term information systems? Has your definition changed after reading this week’s ...
ISYS 3001 Walden University Key Organizational Resources Paper
What comes to mind when you think of the term information systems? Has your definition changed after reading this week’s Learning Resources? You might focus on the technological components that collect data and disseminate information. Or, you might focus on how people interact with information systems, such as how they use the information or how management information systems are implemented. Whichever aspect stands out, it’s important to know how information systems continue to grow and affect organizations around the world.In this Assignment, you will respond to a set of questions on information technology, management information systems, and hardware and software.To prepare for this Assignment:Review this week’s Learning Resources.Refer to the Academic Writing Expectations for 2000/3000-Level Courses as you compose your Assignment.By Day 7Submit your responses to the following prompts:Define information and information technology and provide examples of each. (75 words, or 1 paragraph)Describe the role of management information systems in supporting a company’s business functions. (150 words, or 2 paragraphs)Select two types of information systems a company might need and explain why those systems are important. (75–150 words, or 1–2 paragraphs)People, information, and information technology are key resources in an organization. Place these three resources in order of importance to an organization (1 being most important, 3 being least important), and explain why you have ordered them as you have. (150–225 words, or 2–3 paragraphs)Describe the role of the knowledge workers, or people, in a company in ensuring the management information systems are used effectively. (75–150 words, or 1–2 paragraphs)Define the terms hardware and software. (75 words, or 1 paragraph)Identify three types of hardware required to support a company’s operations and describe how they support those operations. (75 words, or 1 paragraph)Identify three types of software required to support a company’s operations and describe how they support those operations. (75 words, or 1 paragraph)
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