You must select one of the following four case studies, each of which is identified with one of four key chapters in the textbook. You will need to create a formal Word document answering the questions thoroughly, in narrative form, and you must use, at a minimum, the textbook and at least one other source (Internet sites are acceptable). The Word document will need to be submitted in Canvas. Although this is not a formal research paper, please include all references and citations within the Word document. Please note that you WILL be graded on proper use of grammar and sentence structure!NOTE: ALL papers submitted will be evaluated using "TurnItIn.com". Any papers that are duplicates of other papers in either this or any previous class will receive an automatic zero. DO NOT PLAGIARIZE! This should be your own original work and every paper must be unique.Case 3 - Chapter 12 (Amazon.com)Provide a high-level overview and history of the company.What differentiates Amazon from other large box retailers (e.g., Wal-Mart, Best Buy)?What changes is Amazon planning in the future to improve inventory management and distribution?Describe Amazon's global strategy for managing inventory between countries.

Prepare a 1-2-page job description and competency model that follows a specified example. You will use O*Net Online to select the job.Job analysis, job competencies, and job descriptions form critical elements of employee recruiting, selection, and organizational staffing. We must understand the job, know its nature, and describe its competencies before we can announce the position and attract quality applicants. To get to this point, the HR professional must have the skill to conduct research, including employee and supervisor interviews. These interviews will contain valuable real-life information that will describe the job to be advertised and filled. For this assessment, you will be developing a position description. Assessment IntroductionScenarioJob analysis, job competencies, and job descriptions form critical elements of employee recruiting, selection, and organizational staffing. We must understand the job, know its nature, and describe its competencies before we can announce the position and attract quality applicants. To get to this point, the HR professional must have the skills to conduct research, including employee and supervisor interviews. These interviews will contain valuable real-life information that will describe the job to be advertised and filled. For this assessment, you will be developing a position description.Your ChallengeUse O*Net Online to develop a job description and competencies for any job of your choosing. The job should have five to seven competencies. Your job description and competency model should follow this example of a medical job description for a Physician Assistant:Serves in the Occupational Medicine Program (OMP), Occupational and Environmental Medicine (OEM), and other Occupational Health (OH) services and related matters.Advises on OH program development, management, administration, and evaluation. Formulates OH service policies and objectives as required. Advises on program requirements and procedures. Establishes criteria for OH program evaluations and assessments. Advises on the development, interpretation, and application of occupational health standards. Provides technical assistance on health conservation requirements, OH practices, and delivery of OH services that affect worker health as needed. Participates in epidemiological investigation of disease, illness, or accidents of particular importance to the OH program as required.Plans, coordinates, and conducts OH program consultation reviews, visits, and special studies. Evaluate the effectiveness of OH programs. Analyzes and interprets data on OH programs. Resolve complex OH problems to improve OH clinical services, health education, and wellness. Researches trends and patterns. Reports on findings and conclusions, with recommendations as needed.Reviews state and federal regulations on occupational health for organizational impact, recommending changes as needed. Develops new OH program evaluation methods and criteria. Develops standard procedures, model administrative documents, and informational material relating to the development and management of installation OH programs. Develops innovative and unique methods of problem solving and evaluation.Reference Department of the Army (n.d.) Army position description: Physician's assistant. Retrieved from: https://acpol2.army.mil/fasclass/search_fs/search_... Assessment InstructionsPrepare a 1–2-page job description and competency model that follows the example given. Use O*Net Online to select the job you will describe, and include the following:Provide a description that includes knowledge of the content information and expertise associated with the work.Analyze what someone in this job would need to know and be able to do.Would they need to have special skills, training, licenses, or degrees?Define tasks and technology skills that are aligned to the context of the environment in which the work is done.Does the description include details on what the main tasks and skills are?How does the work environment impact the work?Create descriptions of work activities that match the context of the work.Are the job elements described?Are they consistent with job framework, setting, or expectations?Develop a description of work that displays a clear connection to measurable elements of performance.How are things connected and do they make sense?Would a potential job applicant be able to read the description and understand the job expectations?Review the HR Challenge: HR Challenge: Job Analysis and Competency Modeling Scoring Guide to see the criteria by which your assessment will be evaluated. Before submitting your assessment for evaluation, review your draft in SafeAssign to check your use of source material.Submission RequirementsThe deliverable for this assessment applies professional skills in Human Resources Management (HRM) to workplace situations which you will likely encounter in your day-to-day work in HRM. As part of your learning, we focus on the development of effective professional communication skills for the workplace. Your assessment should meet the following additional requirements:Length: Your plan should be 1–2 typed, double-spaced pages, not including the cover and resources pages.The first page should be a cover sheet with your name, the course number, assessment title, and date. No other information is required on this page.The last page should be the reference list.Organization: Make sure that your assessment writing is well-organized, using headings and subheadings to organize content for the reader.Font and font size: Times New Roman, 12-point font.Resources: Use 1–2 references from trade publications or other relevant sources.Evidence: Support your assertions with data and in-text citations.APA formatting: Resources and in-text citations are formatted according to current APA Style and Format guidelines. Written communication:Support main points and recommendations with relevant and credible evidence.Address the appropriate audience, using familiar, discipline-specific language and terminology.Use spell-check and other tools to ensure correct spelling and grammar.Note: Your instructor may also use the Writing Feedback Tool to provide feedback on your writing. In the tool, click the linked resources for helpful writing informationePortfolioYou should consider adding this assessment to your personal ePortfolio. This assessment demonstrates your ability to prepare a job description and competency model for measuring performance. This skill is necessary in a professional setting when you are trying to make strategic recommendations. You will want to organize your assessments to easily support future reflection and completion of your HRM capstone project as well as for showcasing your knowledge with employers after graduation. For more information on ePortfolio, visit the Campus ePortfolio page.Competencies MeasuredBy successfully completing this assessment, you will demonstrate your proficiency in the following course competencies:Competency 1: Develop strategic recruiting approaches and selection methods to support an organization’s talent goals.Provide a description that includes knowledge of the content information and expertise associated with the work.Define tasks and technology skills that are aligned to the context of the environment in which the work is done.Create descriptions of work activities that match the context of the work.Competency 4: Evaluate performance management systems to align with organizational needs.Develop a description of work that displays a clear connection to measurable elements of performance.Competency 5: Communicate clearly, accurately, and professionally for the HR field.Support main points and recommendations with relevant and credible evidence.Address the appropriate audience, using familiar, discipline-specific language and terminology.

Dotcom.com, a software engineering and systems development consulting firm, sells a wide assortment of Internet- and computer-based solutions for resource planning, administrative, and accounting networks to organizations in health care delivery, financial services, and hotel management. Typically, a service provider approaches Dotcom.com with a list of problems it has and some targets for organizational improvement. Because most of Dotcom’s clients are not themselves computer savvy, they tend to rely heavily on Dotcom to correctly diagnose their difficulties, propose solutions to correct these problems, and implement the new technologies. The industry in which Dotcom operates is extremely competitive, forcing successful organizations to make low bids to win consulting contracts. In this environment, project management is vital for Dotcom’s success because poorly managed projects quickly eat up the profit margin for any job. Unfortunately, Dotcom’s senior management team has noticed a recent upsurge in project operating costs, and a related drop-off in profitability. In particular, Dotcom’s executives are concerned because the last seven consulting contracts have resulted in almost no profit margin because the software systems were delivered late and required several rounds of rework to fix bugs or correct significant shortcomings in the software. The firm decided to hold a weekend off-site retreat with the project managers responsible for these most recently completed projects in order to learn why project management was being done so poorly. To a person, the project managers fixed the blame for their problems on the clients. A typical response was made by Susan Kiley, a project manager with more than five years’ experience, who stated, “We are put in a very tough position here. Most of the customers don’t know what they really want, so we have to spend hours working with them to get a reasonable Statement of Work that we can develop the project scope around. This takes time. In fact, the more time I spend with the customer up front, the less I have to get my team to actually develop the system for them. It’s a Catch-22—if I want to get things right, I have to pry information out of them. The better I do getting a sense of their problems, the less time I have to develop and run the project!” Jim Crenshaw, another project manager, spoke up. “It doesn’t stop there, unfortunately. My biggest problems are always on the back end of the project. We work like dogs to get a system up that corresponds to the client’s demands, only to have them look it over, push a few buttons, and start telling us that it is not anything like what they had in mind! How am I supposed to develop a system to solve their problems when they don’t know what their problems are? Better yet, what do we do when they ‘think’ they know what they want and then when we create it, they turn around and reject our solutions out of hand?” After two hours of hearing similar messages from the other project managers, it became clear to the senior management team that these project management problems were not isolated, but were becoming embedded in the firm’s operations. Clearly, something had to be done about their processes. Questions 1. How would you begin redesigning Dotcom. com’s project management processes to minimize the problems it is experiencing with poor scope management? 2. How do the company’s consulting clients contribute to the problems with expanding or changing scope? If you were to hold a meeting with a potential customer, what message would you want the customer to clearly understand? 3. How do you balance the need to involve clients with the equally important need to freeze project scope in order to complete the project in a timely fashion? 4. Why are configuration management and project change control so difficult to perform in the midst of complex software development projects, such as those undertaken by Dotcom.com?