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I need help with a Business question. All explanations and answers will be used to help me learn.
Who is affected?
Why is this important?
What are alternatives?
How could this affect you as an Entrepreneur?
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Running head: ACCESSING CAPITAL
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Accessing Capital
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ACCESSING CAPITAL
Accessing Capital
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MGMT 317 Davenport Personnel Management & Organizational Behavior Project
FINAL PROJECTFinal Project GuidelinesPlease use this format to submit your final work. The paper must follow all the guide ...
MGMT 317 Davenport Personnel Management & Organizational Behavior Project
FINAL PROJECTFinal Project GuidelinesPlease use this format to submit your final work. The paper must follow all the guidelines as instructed in order to obtain full credit. Remember that our team of tutors is available for any questions regarding your final work. You must present the final version of your work as no previous corrections will be carried out. To submit the final project, students must use the template below, with their answers written after each statement. Please present your final paper according to these requirements: Arial 12 Font. Margin: 2,5. Line spacing: 1,5. All fields on the cover page must be completed. The document needs to be properly paged. Your final project must be authentic and individual. Any work that has been plagiarized or papers written by others or with the help of others are likely to be failed. If this occurs for the second time, you will not be permitted to obtain your degree. Be aware that you are permitted a maximum of two submissions per subject. If both projects do not meet the standards and fail, the student must pay the corresponding fee to be evaluated again.When writing your final project please use Microsoft Office, Adobe or Apache's Open Office Writer tools (DOC, DOCX, ODT, PDF, etc.). Please consult your tutor when using a different format. Additional information about the software will be needed.Please use the following format:ddmmyyyy_Subject_LastNameandName.pdfExample:11052019_StrategicManagement_ElsaMoore.pdfThe project should not exceed more than 18 pages, excluding the cover page, bibliography and the appendix.Evaluation GuidelinesThe final work will be evaluated based on the following criteria:Acquired knowledge (25%): the knowledge acquired throughout the course of the subject will be evaluated through the analysis of the theoretical data shown in the project presented by the student.Development of the Subject (25 %): the interpretation of the thesis subject by the student and its development will be evaluated in a coherent and analytical manner.Final result (25%): the final evaluation is based on coherent solutions applied to solve objectives set out in the paper. The presentation must be conclusive and formatting must meet established parameters.Additional information and bibliography (25%): additional information regarding the research and subject matter will be evaluated and taken into consideration as a bonus. This consist of: bibliography, visual graphics, charts, independent studies carried out by the student, external academic sources, articles of opinion, etc. All sources, both printed and online, must be referenced according to the APA regulations.BACKGROUNDThe company Art's Food is an organisation with 28 years of history in the area of services. The company's headquarters are located in Sabadell, although the services are provided in numerous points of the Catalan territory. The company has three areas (Educational, Hotel and Events), all related to catering.The company achieves a higher turnover in the educational area, dedicated mainly to serving the catering of a large number of schools (currently more than 150). This area is a great entrance of money for the company, but it also requires a great structure and organisation. The feeling of the worker is that the future and the viability of the company mainly goes through the proper functioning of this area.However, although in recent months the department has been meeting the objectives set and continues to gain public and private tenders (which means more schools and clients), there is widespread discontent among its workers, since the management does not know not how to handle the situation and that translates into a poor environment.Raquel Torrà is the director of the educational area, a competent and proactive woman, with more than 10 years in the position. Above her there are only Josep Font, Chief of Operations, and Roger Art, founder and director of the company. They have a way of understanding the business world that is very classic and authoritarian, they do not take their workers into account, and they only move by objectives. In turn, they derive full responsibility from the area directors to communicate the decisions to their workers. They do not usually have direct contact with the workers and, if they do, it is scorched and hostileRoger is only interested in obtaining good economic results without caring about the personal situation of his workers. An example of this is that, on average, workers in the educational area are having to do 10 extra hours a month to be able to fulfil their tasks. This situation is common in recent months and, far from solving it, their opinion is "they’re supposed to work, that’s what we pay them for". He has also been heard saying, on more than one occasion, phrases such as "if they are not motivated it’s not my problem, they should come motivated from home" or "they should manage with the resources they have" when asked about strengthening the educational area team. All this situation is generating negative repercussions for the future of the company in general, and in the educational area, in particular, although management doesn’t seem to notice.The educational area is made up of 19 workers. As has already been mentioned, Raquel is the director of the area and has a very experienced and prepared team, both in the operational and commercial sectors. In turn, she is characterised by having excellent communication skills and a very remarkable ability to lead, which is helping to relieve the bad environment somewhat, but she does not know how long she will endure.Her team consists of 12 area coordinators who mainly perform the work at a distance during their working day, as they are responsible, in an autonomous manner, to supervise the proper functioning of the service of the schools in each area. The remaining 6 workers are two commercial employees, who are responsible for preparing and managing the active competitions; a personal assistant of Raquel, who offers direct support to her and to the area coordinators; an administrative assistant, responsible for customer service and various tasks; an office clerk responsible for managing routine actions; and a product technician, in charge of negotiating prices and managing incidents with suppliers. In general, there is a good atmosphere among all of them, although the continuous stress and the lack of empathy from the management are beginning to generate problems.The members of the educational area that are in office are as follows:Joan: salesman. He has been with the company for six years and is a severe and responsible person. For him, the most important thing is to do his job well above everything and everyone. He does not have a bad relationship with his peers, but he is selfish. He considers himself well positioned and happy with his situation as he receives bonuses for won tender.Enrique: salesman. This is his third year in the company and, unlike Joan, he gets along very well with the other colleagues in the area. He is a very happy and confident person, highlighting his excellent communicative ability. For him, the current situation is neither fair nor sustainable.Lorena: She has been in her position for three years (assistant to Raquel) and is a crucial player in the group. She is a very cheerful person and is confident and confident in her work and training. She is the wild card of them all because her position in the Educational area makes it indispensable for the proper functioning of this area. She is dynamic and always takes the initiative and is willing to help anyone who needs it. However, despite her importance in the company, she does not feel valued by management.Elisabeth: The most senior employee, she is tasked with managing routine actions. In spite of not having any type of training, she strives to do her job well and has a great ability to be heard and avoid friction with customers. She is a smiling person and always tries to improve the day for her companions.Julia: she has only been with the company for 5 months. She is an administrative assistant and deals with customer service (parents), among other administrative tasks. Being the youngest of the group, she does not want to enter into controversies and tries to go unnoticed. She is unsafe on many occasions, as she notices that the work environment is rarefied.Anabel: has been working on the product for more than 8 years. Her significant experience makes her a specialist in her field. She is well liked by her peersAlthough the area coordinators do not usually work in offices, they have their common work area in them. They are a cohesive group, but the stress and lack of recognition by management are beginning to generate conflicts, resulting in a decline in service quality. In general, most coordinators are open to helping colleagues, which facilitates their work and the resolution of possible arising conflicts.Finally, Raquel's personal assistant has informed the company of her decision to accept a work offer, since she considers that she has not been sufficiently valued (when she was admitted, she was offered a salary below what was said in the interview, and they haven’t reviewed it since she’s been in the company). The situation stresses them a lot, since she gets along great with Raquel and with Anabel, Julia, Enrique and Elisabeth, and they form a very competent and cohesive working group, helping each other in everything they need. They have the same opinion about Roger's management, and they are considering taking similar measures if the situation does not change.DEVELOPAnalyse the current Art's Food situation in terms of human capital. Then, from an analytical perspective, answer the following questions:What is the position in which the staff of the Educational Area have found themselves?Define the causes of how this point has been reached and what consequences can be derived if you do not intervene.Draw up the needs that you think the company requires and which Management hasn’t detected.Once the situation is analysed:Define the stages of evolution in work teams and identify in which stage the Educational Area of the company currently is.Identify the formal and informal teams that you detect in the company and justify your response.Following the typology of Meredith Belbin, give a role to each of the workers in the educational area who are in the office.Tell us now about Roger's role as boss. What type/s of power do you think he has?What management functions do you think Roger performs? And what other roles does he lack? Justify your answer.From the characteristics of a leader, what specific aspects should Roger work on to be a more complete leader?Propose actions to improve those skills in communication, motivation, awards and group cohesion.What style of leadership should Roger have to improve the situation?Lorena's leaving has gone down like a ton of bricks for Roger, who did not expect it. He has realised that the situation is extreme, and has decided to take action. He has given orders to hire two administrative staff to deal with the high workload of the educational area, but, as well, he has thought about the need to apply empowerment in the group. 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CS 783 Boston University Business Workflow Report
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CS 783 Boston University Business Workflow Report
Introduction
In this third assignment, you will gain some experience with linking technologies and tangentially with vendor due diligence. The assignment compares your choices of Enterprise Service Bus (ESB), ERP (Enterprise Resource Planning), and Message Oriented Middleware (MOM) to satisfy a typical business workflow, Order Fulfillment.
Enterprise Service Bus (ESB) is a mature technology that was invented to connect the many different data formats and potential services in enterprise-complex companies. ESB technologies usually incorporate some SOA implementation. ERP products will contain modules that will also be able to implement this workflow. Lastly, MOM products are usually much simpler than the ESB or ERP type solutions; examples are JMS-based products, BizTalk, cloud-based solutions like Amazon SQS, and so forth. Any of these linking technologies could be used to implement the Order Fulfillment workflow.
The assignment begins with your identification of the criteria you will use in evaluating these products; your criteria may evolve as you move through the assignment. You will use your criteria to figure out the “best fit” product for the Order Fulfillment workflow – for example, extensibility, ease-of-use, maintainability, etc. If the products will work for Order Fulfillment, they may work pretty well in general: That is not a given, but it’s much easier to make a selection if you have a concrete, specified workflow as a strawman case.
You will then research three different ESB commercial products, evaluating how you think they will implement the Order Fulfillment workflow scenario described below. You do not need to do the User Does/System Does matrix for each (see section below) – that would be an unacceptably large amount of work.
Next, you will look at Enterprise Resource Management (ERP) products quickly, choosing one solution to provide a comparison with your chosen ESB product, with the User Does/System Does matrix. This is described below.
Next, you will choose some third approach. Message-oriented middleware is suggested, as it provides a simple solution to contrast to these others. But it may not be enough. If you want to explore some different sort of linking technology, feel free to do that, but please explain your reasoning. You also will incorporate that third solution into your User Does/System Does matrix.
Your conclusion will be your recommendation of which solution is the “best fit” for the Order Fulfillment workflow and why. Your conclusion should bring in your criteria in order to support your choice of the best solution.
Note that it is not only acceptable, it is encouraged to use this assignment to provide input to the linking technologies you specify for your Term Project.
Overview Discussion of Problem to Solve
We will use the typical processing model for orders, where an Order consists of multiple LineItems. A LineItem will contain data elements like SKU[1]/ID (the unique identifier for the item within J&J’s systems), Name, Description, Type (internal code to distinguish whether CustomerCare, Pharmaceutical, or MedicalDevice), Quantity, and Unit (the measurement, e.g., “Kilograms”).
With individual tracking of LineItems, our Order Fulfillment workflow illustrates a classic “split-rendezvous” process. When the order is sent to be processed, each LineItem becomes an asynchronous execution; that is the “split” part of the process. The “rendezvous” part is when all the LineItem processes come back together to complete the processing of the Order. When they have all completed, the Order is considered fulfilled and it is shipped to the customer.
Note that there are plenty of other ways to do this; for example, consider Amazon’s “ship when ready” policy – Amazon figured out that it is cheaper for them to ship part of an order if those items can be picked quickly from inventory, rather than waiting for all items in an order to be ready. The object of this assignment is to get some experience looking at different products that could be used to integrate and automate this workflow. In order to do that, the Order Fulfillment workflow is given so that you can concentrate on the products that might help provide the solution, instead of worrying about specifying the business workflow.
In the assignment, you will look at three different types of linking technologies, Enterprise Service Bus (ESB), Enterprise Resource Planning (ERP) modules, and message-oriented middleware (MOM). As an example, you could decide on MuleSoft ESB, SAP Hana for the ERP, and MirthConnect for the MOM – you should select specific products to investigate. You will need to look at the APIs available for each, and something like pseudocode ‘calls’ to the APIs should show up in your User Does/System Does matrix.
While it is useful to spend some amount of time in due diligence comparing different vendors of each type of solution, don’t worry about doing an exhaustive search. The main benefit of the assignment comes from stepping through the workflow and gaining a real understanding of what it takes to use these types of solutions to solve the Order Fulfillment workflow.
Order Fulfillment Workflow
Order Fulfillment was chosen because it is easy to understand and doesn’t require specialized knowledge of how a particular business works.
If you have thoughts on how to improve the workflow outlined below, please feel free to alter it, but highlight your changes so they are clear and match up with the step numbers you put in the User Does/System Does matrix.
(Step 1) An Order is filled out by a customer service representative speaking to a customer on the phone
Since we have used J&J previously, let’s continue with them, and say that the customer is a hospital and the order is for a large number of different drugs, plus an order for various customer care supplies – lotion, cotton balls, baby powder, Q-tips, and so forth.
In an order form, each separate item and quantity is a separate “line item” and these are generally tracked separately
(Step 2) The filled-out Order is sent into the Order Execution module, which ‘unpacks’ the order and based on the type of Item, sends the order to the correct J&J business unit for fulfillment, with an identifier (LocID) that indicates where the items should be sent once fulfilled. Note that there is an overall Status for the Order - with values {New, InProgress, BackOrdered, Fulfilled}. Each LineItem likewise has a Status, which can take on the same values.
(Step 3) Each of the LineItems is processed by either picking the items from Inventory, or teeing up the LineItem in a batch to manufacture them. (This should be included, but is a detail – the main point of the assignment is to cross the integration boundaries between enterprise business units.)
(Step 4) When the LineItem is ready, the physical item(s) are sent to the collection location identified by the Order Execution module; this is indicated by the LocID sent with the Lineitem order.
(Step 5) When the Order Execution module verifies that all LineItems within the Order have arrived at the location indicated by their LocID, it signals the Shipping module that the Order can now be shipped.
(Step 6) The Shipping module accesses the customer shipping information and prepares the shipment manifest and the shipping label.
(Step 7) When the package is complete, the carrier is notified for pickup, and the Order is marked Fulfilled.
The typical alternate path that can occur is when there are no Units for the LineItem available in Inventory and the LineItem (and hence the Order itself) must be placed in the BackOrdered state until the item(s) are available.
In order to do this assignment, you will need to organize your work into an artifact that was introduced in Module 2 – the User Does/System Does matrix. This is a simple way to compare solutions and/or to show how different integration boundaries in the enterprise will be traversed.
Your matrix will look something like the table below. Note that there are details in the workflow narrative above that should be unpacked and replicated in your matrix. Use the Time/Step column to put in the step number in the narrative above. You will have multiple rows for a single step, an estimate would be around 20 – 25 rows for the whole workflow.
Make your matrix as specific as possible; identify typical LineItems and specify the exact data, such as “24 units of baby powder.”
Note that this is a very simplified workflow that is following the “happy path,” i.e., the processing for when everything is going well. Injecting a bunch of error conditions -- which one should certainly specify when designing such a system -- will make the matrix very complex and convoluted. This exercise is intended to give you a sense of how these solutions work so that you can make informed decisions on which solutions might be a “best fit” for your specific problem to solve, either in your Term Project, or later, on the job.
Hint: Status is a state variable that must be updated properly – make sure you don’t forget to change its value from New to InProgress to Fulfilled, etc.
Time/
Step
User Does
System Does
ESB Solution
ERP Solution
Messaging (MOM) Solution
Deliverables
Identify the criteria you think are important to implement the Order Fulfillment workflow, given our a priori assumption that this workflow will cross different business units and systems. These criteria will be your guidelines in selecting products. As you are working through the assignment, you may want to go back and revise these criteria.
Execute a quick due diligence on ESB (Enterprise Service Bus) products. Choose one product, explain why you chose it, and complete the User Does/System Does matrix using that product. You will need to understand the basics about the product’s APIs.
Compare ERP (Enterprise Resource Planning) solutions – choose one, explain why you chose it, and compare it to the ESB solution by incorporating the ERP into your User Does/System Does matrix alongside the ESB solution. (ERP products will have Ordering, Purchasing, Shipping, etc. modules.)
For a third comparison, show the User Does/System Does workflow with a messaging product like Mirth Connect or Tibco or Amazon SQS.
Your conclusion and recommendation
How do the three solutions compare in terms of ease-of-use? Are any overkill or underkill? Any awkward to use or understand?
What do you think is the best solution in terms of flexibility? Why?
What do you think is the best solution in terms of long-term durability (ability to extend, scale up, and work well over time)? Why?
What is your overall recommendation? Please justify and explain your reasoning for your choice.
[1] SKU is Stock Keeping Unit, a typical data element that uniquely identifies an item in Inventory.
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MGMT 317 Davenport Personnel Management & Organizational Behavior Project
FINAL PROJECTFinal Project GuidelinesPlease use this format to submit your final work. The paper must follow all the guide ...
MGMT 317 Davenport Personnel Management & Organizational Behavior Project
FINAL PROJECTFinal Project GuidelinesPlease use this format to submit your final work. The paper must follow all the guidelines as instructed in order to obtain full credit. Remember that our team of tutors is available for any questions regarding your final work. You must present the final version of your work as no previous corrections will be carried out. To submit the final project, students must use the template below, with their answers written after each statement. Please present your final paper according to these requirements: Arial 12 Font. Margin: 2,5. Line spacing: 1,5. All fields on the cover page must be completed. The document needs to be properly paged. Your final project must be authentic and individual. Any work that has been plagiarized or papers written by others or with the help of others are likely to be failed. If this occurs for the second time, you will not be permitted to obtain your degree. Be aware that you are permitted a maximum of two submissions per subject. If both projects do not meet the standards and fail, the student must pay the corresponding fee to be evaluated again.When writing your final project please use Microsoft Office, Adobe or Apache's Open Office Writer tools (DOC, DOCX, ODT, PDF, etc.). Please consult your tutor when using a different format. Additional information about the software will be needed.Please use the following format:ddmmyyyy_Subject_LastNameandName.pdfExample:11052019_StrategicManagement_ElsaMoore.pdfThe project should not exceed more than 18 pages, excluding the cover page, bibliography and the appendix.Evaluation GuidelinesThe final work will be evaluated based on the following criteria:Acquired knowledge (25%): the knowledge acquired throughout the course of the subject will be evaluated through the analysis of the theoretical data shown in the project presented by the student.Development of the Subject (25 %): the interpretation of the thesis subject by the student and its development will be evaluated in a coherent and analytical manner.Final result (25%): the final evaluation is based on coherent solutions applied to solve objectives set out in the paper. The presentation must be conclusive and formatting must meet established parameters.Additional information and bibliography (25%): additional information regarding the research and subject matter will be evaluated and taken into consideration as a bonus. This consist of: bibliography, visual graphics, charts, independent studies carried out by the student, external academic sources, articles of opinion, etc. All sources, both printed and online, must be referenced according to the APA regulations.BACKGROUNDThe company Art's Food is an organisation with 28 years of history in the area of services. The company's headquarters are located in Sabadell, although the services are provided in numerous points of the Catalan territory. The company has three areas (Educational, Hotel and Events), all related to catering.The company achieves a higher turnover in the educational area, dedicated mainly to serving the catering of a large number of schools (currently more than 150). This area is a great entrance of money for the company, but it also requires a great structure and organisation. The feeling of the worker is that the future and the viability of the company mainly goes through the proper functioning of this area.However, although in recent months the department has been meeting the objectives set and continues to gain public and private tenders (which means more schools and clients), there is widespread discontent among its workers, since the management does not know not how to handle the situation and that translates into a poor environment.Raquel Torrà is the director of the educational area, a competent and proactive woman, with more than 10 years in the position. Above her there are only Josep Font, Chief of Operations, and Roger Art, founder and director of the company. They have a way of understanding the business world that is very classic and authoritarian, they do not take their workers into account, and they only move by objectives. In turn, they derive full responsibility from the area directors to communicate the decisions to their workers. They do not usually have direct contact with the workers and, if they do, it is scorched and hostileRoger is only interested in obtaining good economic results without caring about the personal situation of his workers. An example of this is that, on average, workers in the educational area are having to do 10 extra hours a month to be able to fulfil their tasks. This situation is common in recent months and, far from solving it, their opinion is "they’re supposed to work, that’s what we pay them for". He has also been heard saying, on more than one occasion, phrases such as "if they are not motivated it’s not my problem, they should come motivated from home" or "they should manage with the resources they have" when asked about strengthening the educational area team. All this situation is generating negative repercussions for the future of the company in general, and in the educational area, in particular, although management doesn’t seem to notice.The educational area is made up of 19 workers. As has already been mentioned, Raquel is the director of the area and has a very experienced and prepared team, both in the operational and commercial sectors. In turn, she is characterised by having excellent communication skills and a very remarkable ability to lead, which is helping to relieve the bad environment somewhat, but she does not know how long she will endure.Her team consists of 12 area coordinators who mainly perform the work at a distance during their working day, as they are responsible, in an autonomous manner, to supervise the proper functioning of the service of the schools in each area. The remaining 6 workers are two commercial employees, who are responsible for preparing and managing the active competitions; a personal assistant of Raquel, who offers direct support to her and to the area coordinators; an administrative assistant, responsible for customer service and various tasks; an office clerk responsible for managing routine actions; and a product technician, in charge of negotiating prices and managing incidents with suppliers. In general, there is a good atmosphere among all of them, although the continuous stress and the lack of empathy from the management are beginning to generate problems.The members of the educational area that are in office are as follows:Joan: salesman. He has been with the company for six years and is a severe and responsible person. For him, the most important thing is to do his job well above everything and everyone. He does not have a bad relationship with his peers, but he is selfish. He considers himself well positioned and happy with his situation as he receives bonuses for won tender.Enrique: salesman. This is his third year in the company and, unlike Joan, he gets along very well with the other colleagues in the area. He is a very happy and confident person, highlighting his excellent communicative ability. For him, the current situation is neither fair nor sustainable.Lorena: She has been in her position for three years (assistant to Raquel) and is a crucial player in the group. She is a very cheerful person and is confident and confident in her work and training. She is the wild card of them all because her position in the Educational area makes it indispensable for the proper functioning of this area. She is dynamic and always takes the initiative and is willing to help anyone who needs it. However, despite her importance in the company, she does not feel valued by management.Elisabeth: The most senior employee, she is tasked with managing routine actions. In spite of not having any type of training, she strives to do her job well and has a great ability to be heard and avoid friction with customers. She is a smiling person and always tries to improve the day for her companions.Julia: she has only been with the company for 5 months. She is an administrative assistant and deals with customer service (parents), among other administrative tasks. Being the youngest of the group, she does not want to enter into controversies and tries to go unnoticed. She is unsafe on many occasions, as she notices that the work environment is rarefied.Anabel: has been working on the product for more than 8 years. Her significant experience makes her a specialist in her field. She is well liked by her peersAlthough the area coordinators do not usually work in offices, they have their common work area in them. They are a cohesive group, but the stress and lack of recognition by management are beginning to generate conflicts, resulting in a decline in service quality. In general, most coordinators are open to helping colleagues, which facilitates their work and the resolution of possible arising conflicts.Finally, Raquel's personal assistant has informed the company of her decision to accept a work offer, since she considers that she has not been sufficiently valued (when she was admitted, she was offered a salary below what was said in the interview, and they haven’t reviewed it since she’s been in the company). The situation stresses them a lot, since she gets along great with Raquel and with Anabel, Julia, Enrique and Elisabeth, and they form a very competent and cohesive working group, helping each other in everything they need. They have the same opinion about Roger's management, and they are considering taking similar measures if the situation does not change.DEVELOPAnalyse the current Art's Food situation in terms of human capital. Then, from an analytical perspective, answer the following questions:What is the position in which the staff of the Educational Area have found themselves?Define the causes of how this point has been reached and what consequences can be derived if you do not intervene.Draw up the needs that you think the company requires and which Management hasn’t detected.Once the situation is analysed:Define the stages of evolution in work teams and identify in which stage the Educational Area of the company currently is.Identify the formal and informal teams that you detect in the company and justify your response.Following the typology of Meredith Belbin, give a role to each of the workers in the educational area who are in the office.Tell us now about Roger's role as boss. What type/s of power do you think he has?What management functions do you think Roger performs? And what other roles does he lack? Justify your answer.From the characteristics of a leader, what specific aspects should Roger work on to be a more complete leader?Propose actions to improve those skills in communication, motivation, awards and group cohesion.What style of leadership should Roger have to improve the situation?Lorena's leaving has gone down like a ton of bricks for Roger, who did not expect it. He has realised that the situation is extreme, and has decided to take action. He has given orders to hire two administrative staff to deal with the high workload of the educational area, but, as well, he has thought about the need to apply empowerment in the group. It is requested:As an advisor, you must develop an empowerment Action Plan for Art's Food with Roger:Indicate the benefits of empowerment and improvements that can be obtained.Define one or more goals to achieve with this tool.Choose a type of inspiration which Roger should use.Propose a series of actions and/or empowerment techniques.Plan these actions chronologically
Remington College Tampa Campus Self Reflective Practice Presentation
Scenario While at the National Holistic Nursing Conference, you attended a session about self-reflective practice and sel ...
Remington College Tampa Campus Self Reflective Practice Presentation
Scenario While at the National Holistic Nursing Conference, you attended a session about self-reflective practice and self-care. The presenter made a persuasive case about the value of keeping a personal journal. Now you understand that reflective practices increase self-awareness and personal growth! You are excited to share your knowledge during the upcoming meeting of the Holistic Nursing Committee. In preparation for the meeting, you need to create a handout to share with the attendees. Ultimately, the handout will be distributed to the entire nursing staff at Rasmussen Hospital. Instructions Your handout should work its way from general to specific, cite evidence-based resources, and contain the following: A definition of self-care for nurses. At least 2 potential positive outcomes of practicing self-care in nursing. A description of reflective journaling. Include at least 1 method of reflective journaling. Include at least 1 nursing scenario where reflective journaling can be used. Include at least 1 personal scenario where reflective journaling can be used. At least 2 potential positive outcomes of reflective journaling. An explanation of 2 potential positive effects on self-care that reflective journaling can have for nurses. At least 2 resources providing additional information about self-care for nurses. Explain why each is a good choice.
5 pages
Servant Leadership
Servant leadership is the kind of leadership that focuses on ethical relations that the company has with the world and the ...
Servant Leadership
Servant leadership is the kind of leadership that focuses on ethical relations that the company has with the world and the workers. A servant leader ...
MIS445 Colorado State Big Data Challenges in Business Analytics Discussion
Given the enormity of data availability, data analytics has become more complex. This phenomenon is often called the Big ...
MIS445 Colorado State Big Data Challenges in Business Analytics Discussion
Given the enormity of data availability, data analytics has become more complex. This phenomenon is often called the Big Data problem. After conducting some basic research of scholarly articles, what are the problems and challenges in Big Data in business analytics? Identify and describe at least three problems (and/or challenges) in the Big Data phenomenon.Support your post with information and concepts from the class readings. Use APA-style references wherever necessary to support your discussion. See the MIS Library Guide (Links to an external site.)Links to an external site. for access to relevant databases and research.
CS 783 Boston University Business Workflow Report
Introduction
In this third assignment, you will gain some experience with linking technologies and tangentially with vendo ...
CS 783 Boston University Business Workflow Report
Introduction
In this third assignment, you will gain some experience with linking technologies and tangentially with vendor due diligence. The assignment compares your choices of Enterprise Service Bus (ESB), ERP (Enterprise Resource Planning), and Message Oriented Middleware (MOM) to satisfy a typical business workflow, Order Fulfillment.
Enterprise Service Bus (ESB) is a mature technology that was invented to connect the many different data formats and potential services in enterprise-complex companies. ESB technologies usually incorporate some SOA implementation. ERP products will contain modules that will also be able to implement this workflow. Lastly, MOM products are usually much simpler than the ESB or ERP type solutions; examples are JMS-based products, BizTalk, cloud-based solutions like Amazon SQS, and so forth. Any of these linking technologies could be used to implement the Order Fulfillment workflow.
The assignment begins with your identification of the criteria you will use in evaluating these products; your criteria may evolve as you move through the assignment. You will use your criteria to figure out the “best fit” product for the Order Fulfillment workflow – for example, extensibility, ease-of-use, maintainability, etc. If the products will work for Order Fulfillment, they may work pretty well in general: That is not a given, but it’s much easier to make a selection if you have a concrete, specified workflow as a strawman case.
You will then research three different ESB commercial products, evaluating how you think they will implement the Order Fulfillment workflow scenario described below. You do not need to do the User Does/System Does matrix for each (see section below) – that would be an unacceptably large amount of work.
Next, you will look at Enterprise Resource Management (ERP) products quickly, choosing one solution to provide a comparison with your chosen ESB product, with the User Does/System Does matrix. This is described below.
Next, you will choose some third approach. Message-oriented middleware is suggested, as it provides a simple solution to contrast to these others. But it may not be enough. If you want to explore some different sort of linking technology, feel free to do that, but please explain your reasoning. You also will incorporate that third solution into your User Does/System Does matrix.
Your conclusion will be your recommendation of which solution is the “best fit” for the Order Fulfillment workflow and why. Your conclusion should bring in your criteria in order to support your choice of the best solution.
Note that it is not only acceptable, it is encouraged to use this assignment to provide input to the linking technologies you specify for your Term Project.
Overview Discussion of Problem to Solve
We will use the typical processing model for orders, where an Order consists of multiple LineItems. A LineItem will contain data elements like SKU[1]/ID (the unique identifier for the item within J&J’s systems), Name, Description, Type (internal code to distinguish whether CustomerCare, Pharmaceutical, or MedicalDevice), Quantity, and Unit (the measurement, e.g., “Kilograms”).
With individual tracking of LineItems, our Order Fulfillment workflow illustrates a classic “split-rendezvous” process. When the order is sent to be processed, each LineItem becomes an asynchronous execution; that is the “split” part of the process. The “rendezvous” part is when all the LineItem processes come back together to complete the processing of the Order. When they have all completed, the Order is considered fulfilled and it is shipped to the customer.
Note that there are plenty of other ways to do this; for example, consider Amazon’s “ship when ready” policy – Amazon figured out that it is cheaper for them to ship part of an order if those items can be picked quickly from inventory, rather than waiting for all items in an order to be ready. The object of this assignment is to get some experience looking at different products that could be used to integrate and automate this workflow. In order to do that, the Order Fulfillment workflow is given so that you can concentrate on the products that might help provide the solution, instead of worrying about specifying the business workflow.
In the assignment, you will look at three different types of linking technologies, Enterprise Service Bus (ESB), Enterprise Resource Planning (ERP) modules, and message-oriented middleware (MOM). As an example, you could decide on MuleSoft ESB, SAP Hana for the ERP, and MirthConnect for the MOM – you should select specific products to investigate. You will need to look at the APIs available for each, and something like pseudocode ‘calls’ to the APIs should show up in your User Does/System Does matrix.
While it is useful to spend some amount of time in due diligence comparing different vendors of each type of solution, don’t worry about doing an exhaustive search. The main benefit of the assignment comes from stepping through the workflow and gaining a real understanding of what it takes to use these types of solutions to solve the Order Fulfillment workflow.
Order Fulfillment Workflow
Order Fulfillment was chosen because it is easy to understand and doesn’t require specialized knowledge of how a particular business works.
If you have thoughts on how to improve the workflow outlined below, please feel free to alter it, but highlight your changes so they are clear and match up with the step numbers you put in the User Does/System Does matrix.
(Step 1) An Order is filled out by a customer service representative speaking to a customer on the phone
Since we have used J&J previously, let’s continue with them, and say that the customer is a hospital and the order is for a large number of different drugs, plus an order for various customer care supplies – lotion, cotton balls, baby powder, Q-tips, and so forth.
In an order form, each separate item and quantity is a separate “line item” and these are generally tracked separately
(Step 2) The filled-out Order is sent into the Order Execution module, which ‘unpacks’ the order and based on the type of Item, sends the order to the correct J&J business unit for fulfillment, with an identifier (LocID) that indicates where the items should be sent once fulfilled. Note that there is an overall Status for the Order - with values {New, InProgress, BackOrdered, Fulfilled}. Each LineItem likewise has a Status, which can take on the same values.
(Step 3) Each of the LineItems is processed by either picking the items from Inventory, or teeing up the LineItem in a batch to manufacture them. (This should be included, but is a detail – the main point of the assignment is to cross the integration boundaries between enterprise business units.)
(Step 4) When the LineItem is ready, the physical item(s) are sent to the collection location identified by the Order Execution module; this is indicated by the LocID sent with the Lineitem order.
(Step 5) When the Order Execution module verifies that all LineItems within the Order have arrived at the location indicated by their LocID, it signals the Shipping module that the Order can now be shipped.
(Step 6) The Shipping module accesses the customer shipping information and prepares the shipment manifest and the shipping label.
(Step 7) When the package is complete, the carrier is notified for pickup, and the Order is marked Fulfilled.
The typical alternate path that can occur is when there are no Units for the LineItem available in Inventory and the LineItem (and hence the Order itself) must be placed in the BackOrdered state until the item(s) are available.
In order to do this assignment, you will need to organize your work into an artifact that was introduced in Module 2 – the User Does/System Does matrix. This is a simple way to compare solutions and/or to show how different integration boundaries in the enterprise will be traversed.
Your matrix will look something like the table below. Note that there are details in the workflow narrative above that should be unpacked and replicated in your matrix. Use the Time/Step column to put in the step number in the narrative above. You will have multiple rows for a single step, an estimate would be around 20 – 25 rows for the whole workflow.
Make your matrix as specific as possible; identify typical LineItems and specify the exact data, such as “24 units of baby powder.”
Note that this is a very simplified workflow that is following the “happy path,” i.e., the processing for when everything is going well. Injecting a bunch of error conditions -- which one should certainly specify when designing such a system -- will make the matrix very complex and convoluted. This exercise is intended to give you a sense of how these solutions work so that you can make informed decisions on which solutions might be a “best fit” for your specific problem to solve, either in your Term Project, or later, on the job.
Hint: Status is a state variable that must be updated properly – make sure you don’t forget to change its value from New to InProgress to Fulfilled, etc.
Time/
Step
User Does
System Does
ESB Solution
ERP Solution
Messaging (MOM) Solution
Deliverables
Identify the criteria you think are important to implement the Order Fulfillment workflow, given our a priori assumption that this workflow will cross different business units and systems. These criteria will be your guidelines in selecting products. As you are working through the assignment, you may want to go back and revise these criteria.
Execute a quick due diligence on ESB (Enterprise Service Bus) products. Choose one product, explain why you chose it, and complete the User Does/System Does matrix using that product. You will need to understand the basics about the product’s APIs.
Compare ERP (Enterprise Resource Planning) solutions – choose one, explain why you chose it, and compare it to the ESB solution by incorporating the ERP into your User Does/System Does matrix alongside the ESB solution. (ERP products will have Ordering, Purchasing, Shipping, etc. modules.)
For a third comparison, show the User Does/System Does workflow with a messaging product like Mirth Connect or Tibco or Amazon SQS.
Your conclusion and recommendation
How do the three solutions compare in terms of ease-of-use? Are any overkill or underkill? Any awkward to use or understand?
What do you think is the best solution in terms of flexibility? Why?
What do you think is the best solution in terms of long-term durability (ability to extend, scale up, and work well over time)? Why?
What is your overall recommendation? Please justify and explain your reasoning for your choice.
[1] SKU is Stock Keeping Unit, a typical data element that uniquely identifies an item in Inventory.
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