Description
Read the Hoosier Burger scenario on page 242 in Chapter 7 of the text and address the following in a 1 to 3 page APA style paper:
a. Based on the information provided in the case scenario, what entities will Hoosier Burger need to store information about?
b. For the entities identified in part a, identify a set of attributes for each entity.
c. Specify an identifier for each entity. What rules did you apply when selecting the identifier?
d. Modify Figure 7-11 to reflect the addition of these new entities. Be sure to specify the cardinalities for each relationship.
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BUSI 1359 The Development and Trend of Tesla in China Project
this is a international business project, I have choose a topic: Research on the development and trend of Tesla in China.
BUSI 1359 The Development and Trend of Tesla in China Project
this is a international business project, I have choose a topic: Research on the development and trend of Tesla in China.
Pros and Cons of The Different Selection Methods Paper
For this discussion, I would like you to read through the scenario, make your decisions, and then discuss. You can discuss ...
Pros and Cons of The Different Selection Methods Paper
For this discussion, I would like you to read through the scenario, make your decisions, and then discuss. You can discuss the pros and cons of the different selection methods that NEO employs first, or you can jump right in with your decision. Your decision MUST be backed with logic and support from the literature. It is ok to have an opinion, but you must also back up your decision with empirical support when possible. I will be looking for you to cite from readings from throughout the course… from material in the beginning of the semester through now… This is one place where it all comes together, so to speak.Here is the topic**:You are to review candidate credentials for a plant manager position at Non-Existent Organization (NEO) in Dallas. Based on the information provided, provide a detailed report that addresses the following:Rank order your top four choices for the plant manager position based on the information provided.Provide a discussion of how this rank order was reached. Provide a rationale for rating some candidates higher than others. As part of this process, provide a discussion of how the information was used. Consider each piece of selection information. Discuss which selection information should be given most weight, which given the least, and explain why. Cite relevant research where appropriate.How should the selection process be changed in the future? Which devices should be retained and which should be eliminated? Explain. What additional information would you like to have regarding selection devices, the process, or the candidates?Again, please cite relevant articles where/when appropriate. It is too easy to let our opinions and “hunches” guide us. Please back up your decisions and rationale with research findings.As you make your decision consider all of the information you have. Sort through what is relevant and what is not based on the information you have about selection devices and validity issues. Keep in mind the specific position for which you are hiring and how the information you have applies to that specific position rather than how it applies to selection in general. In other words, apply both science and logic to the problem at hand.BackgroundNEO is a medium-sized manufacturer of office supplies headquartered in Houston, TX. The firm employs about 10,000 people and has plants in St. Paul, Columbus, Atlanta, San Diego, Pittsburgh, Dallas, and Little Rock.Recently, the company has been trying to hire a new plant manager for the Dallas plant. Although the company has generally done well in terms of profitability and sales growth, the Dallas plant has generally lagged behind the other plants. Over the past three years production costs have been extremely high and there has been a great deal of labor trouble that has involved numerous grievances and work slowdowns. The last plant manager was terminated although the official reason for his leaving was so he could take a better job.Because of the importance of the plant manager position, NEO has used several expensive selection devices to hire the new manager. They are detailed below. After a thorough recruiting effort and some initial screening, the list of job candidates has been reduced to eight candidates. NEO does not have an established philosophy for filling job openings. In the past, it has favored promotion from within the company. However, the vice president of production was hired externally. Although transfers have been rare, NEO has no policy on lateral transfers, and it evaluates each request on the basis of whether the company will benefit from the transfer.Job Summary of the Plant Manager PositionThe plant manager is ultimately responsible for the operating efficiency of the entire plant. In fulfilling his/her responsibilities, the PM regularly consults with subordinate supervisory personnel and frequently delegates duties to them. A plant manager must be knowledgeable of production methods and the capabilities of equipment. Some of the activities the plant manager is directly or indirectly involved in include:procuring materialsmaintaining the plantcontrolling qualityusing the work force effectivelyestablishing budgetsrevising production schedules because of equipment failure or operating problemsconsulting with engineering to modify machinery to improve production and safetyconducting hearings to resolve grievancesensuring safetyestablishing community relationsCandidates for Plant Manager at NEO – DallasGeorge Martin: Age 44, white maleEducation: B.S. in Management, Wisconsin, Masters in Industrial Relations, CornellWork History: Last 6 years as plant manager of a relatively small (580 nonunion employees) plant located in Cleveland (one of NEO’s competitors). Martin has been in his current job for six years and with his present company for 14 years.Other Information: No reference information was gathered for him because he was concerned about his present company’s reaction.Tony Caciopo: Age 59, white maleEducation: high school graduateWork History: Last 10 years as Assistant Manager at NEO Atlanta plant, 24 years with NEOOther Information: Had severe heart attack four years ago but appears to have recovered; turned down plant manager job 10 years ago because of his wife’s health problemsKathy Joyce: Age 36, white femaleEducation: B.S. in Business, IndianaWork History: Last 2 years as plant manager at NEO – Little Rock; with NEO for 5 yearsOther Information: She desires a lateral transfer because it would enhance job opportunities for her husband; has suggested that she may leave the company if she cannot move to a larger city.Barry Fein: Age 49, white maleEducation: Associates Degree in Industrial Technology, Morehead StateWork History: Currently unemployed; most recently plant manager at a unionized textile plant for five years; worked for company for 20 yearsOther Information: Was terminated two months ago when the company he worked for discontinued the product line has plant produced. He has three letters of reference from his former employer that are excellent.Jon Jackson: Age 33, African-American maleEducation: B. A., Howard; M.B.A., NorthwesternWork History: Acting NEO – Dallas plant manager for last two months; Assistant manager NEO – Dallas for two years; has been with NEO for four yearsOther Information: NoneJay Davis: Age 46, white maleEducation: B.A., Harvard; M.B.A., HarvardWork History: Assistant plant manager NEO – Atlanta for one year; Assistant plant manager NEO – St. Paul for six years; been with NEO 10 yearsOther Information: NoneFrank Hall: Age 58, white maleEducation: B.S. in Chemistry, DukeWork History: Last 6 years as VP of Production at BLR Office Supplies; Twelve years as plant manager at unionized BLR plantOther Information: Hall claims he has sought a demotion so that he will not have to travel as much, but no plant manager jobs are currently open at BLR. No reference information is available for Hall. He has received favorable comments in two trade publications for his performance at BLR (which is one of NEO’s major competitors).Ton Doyle: Age 36, Hispanic maleEducation: B.A., Williams College; M.B.A., University of ChicagoWork History: Last two years as special assistant to VP of Production at NEO; Plant manager at Little Rock for three years; Assistant plant manager at Little Rock for two years.Other Information: Doyle at 33 was the youngest person ever to be appointed to the plant manager’s job at NEO. Despite his potential, he was not effective as plant manager and was removed after three years to work at headquarters.Selection DataPersonality profiles:Each of the eight candidates was examined by a psychologist using personality indicators including the Myers-Briggs Type Indicator and the Thematic-Apperception Test. The following conclusions were established:Candidate’s RatingsCriteriaHighMediumLowAbility to handle stressMartinCaciopoDavisJoyceJacksonFeinDoyleHallAbility to resolve conflictJoyceDavisCaciopoMartinDoyleHallFeinJacksonInterpersonal skillsMartinJoyceHallJacksonCaciopoDavisFeinDoyleMost likely to succeed as plant managerMartinCaciopoDavisJoyceDoyleHallJacksonFeinIn addition, a professional graphologist analyzed the handwriting samples of all eight candidates and rated them in terms of their likelihood of success as the Dallas Plant Manager. The seven point success scale ran from -3 (very unlikely to succeed) to +3 (very likely to succeed).ApplicantRatingApplicantRatingGeorge Martin+3Tony Caciopo+1Kathy Joyce-1Barry Fein+1Ron Jackson+2Jay Davis+2Frank Hall-2Tom Doyle+3Interview Ratings:Each candidate went through a series of four interviews. Each of the two company vice presidents went through a day-long training session in administering a structured interview. Each of the two subsequently interviewed each candidate. The structured interviews averaged three hours in length. The two plant managers conducted unstructured interviews of one hour in length with each candidate with the exception that the Columbus manager was on the day Hall was on site. Each interviewer ranked the candidates on a seven point scale (1 = poor candidate to 7 = outstanding candidate) as follows:VP of ProductionVP Human ResourcesColumbus Plant ManagerAtlanta Plant ManagerMartin6.565.54Caciopo55.54.56Joyce66.555.5Fein4434Jackson55.54.55Davis4.553.56.5Hall6.57N/A4Doyle5.564.56Ability and Performance Ratings:Each applicant was given the Wechsler Adult Intelligence Scale to assess each applicant’s level of intelligence (IQ). NEO has used this test often in the past for selecting management trainees and has discovered that individuals scoring below 115 tend not to do well in managerial positions. The standard deviation for this test is 3.5.All current NEO employees in the applicant pool have promotability and performance data from their immediate supervisors. A promotability rating is part of the annual review, and scores range from 1 = should not be promoted to 7 = ready for immediate promotion. Performance ratings ran 1 = unacceptable performance to 7 = exceptional performance.As part of the selection process all applicants went through a series of work sample tests that included in-basket exercises, leaderless group discussions, and production planning exercises. The work sample test was designed by an industrial/organizational psychologist and the assessors included two trained raters from human resources and two outside consultants. A score of 20 was the highest possible score.Intelligence test scoresPromotability ratingsPerformance ratingsWork sample scoresMartin119N/AN/A19.5Caciopo1166515.5Joyce1315618.5Fein122N/AN/A18.5Jackson1145.5618Davis1367716.5Hall112N/AN/A19Doyle1255.5617.5
MKT 6212 Northeastern University Hisense Hitachi Joint Venture Paper
QuestionsWhy did Hisense want to explore overseas markets/ Why was Hitachi opposed to such international expansion?Why did ...
MKT 6212 Northeastern University Hisense Hitachi Joint Venture Paper
QuestionsWhy did Hisense want to explore overseas markets/ Why was Hitachi opposed to such international expansion?Why did Hitachi make concessions regarding international expansion?What factors influenced Hisense-Hitachi in deciding which foreign markets to enter and the mode of entry for each market?How would you asses the results of overseas market exploration? What should Hisense-Hitachi do regarding the Southeast Asian market in 2014?Please use the text to reference and use while answering questions. Each question should be about 400 words.
HCA 312 Health Care Finance Final Exam - Need Help (Study Guides Activity Questions Attached)
Final ExamThe final assignment for this course is a Final Exam. During the final week, students will complete a 100-questi ...
HCA 312 Health Care Finance Final Exam - Need Help (Study Guides Activity Questions Attached)
Final ExamThe final assignment for this course is a Final Exam. During the final week, students will complete a 100-question Final Exam on concepts covered in this course. Students will have four hours to complete the exam and it must be completed in one sitting by Day 6 of the final week of class. Students have one attempt to complete this exam. The Final Exam represents 26% of the overall course grade.InstructionsFinal Exam[WLOs: 1, 2, 3, 4] [CLOs: 1, 2, 3, 4, 5]Prior to beginning the Final Exam, you must review all chapters of the course textbook that were assigned throughout the course. It is recommended you use the study guide to prepare for the Final Exam. This week, you will complete a 100-question exam on concepts covered throughout this course. The questions are multiple choice, true or false, and matching format and is worth 26% of your course grade. You will have four hours to complete the Final Exam. You will have one attempt to complete the exam, and it must be completed in one sitting by the end of the day on Sunday, Day 6 of Week 5. Remember to save your answers often while you are taking the exam. If you have any technical issues while taking the exam, you must contact your instructor immediately and be prepared to complete the exam that same day.Click on the Take the Quiz button when you are ready to start this exam. When finished, click on Submit Quiz.
Rasmussen College Eminent Domain Example of Eminent Doman Assignment
Throughout this module, you studied the topic of eminent domain,
which is the power to take private property, without pe ...
Rasmussen College Eminent Domain Example of Eminent Doman Assignment
Throughout this module, you studied the topic of eminent domain,
which is the power to take private property, without permission from the
owner, for public use by a state, municipality or private person or
authorized corporation, following the payment of just compensation to
the owner of that property.For this written assignment, in a 2-3 page paper, locate an example of eminent domain and:Share a summary of what happened.Discuss whether you think the taking of the property from your example is fair. Why or Why not? Should the government be able to take your property through the process of eminent domain? Why or Why not?Be sure to use proper APA formatting for your paper and include both in text and full citations.Submit your completed assignment by following the directions linked below. Please check the Course Calendar for specific due dates.Save your assignment as a Microsoft Word document. (Mac users, please
remember to append the ".docx" extension to the filename.) The name of
the file should be your first initial and last name, followed by an
underscore and the name of the assignment, and an underscore and the
date. An example is shown below:IN THIS ASSIGNMENT, YOU WILL FIND AN ACTUAL CASE IN WHICH A GOVERNMENT USED EMINENT DOMAIN TO TAKE PROPERTY. THEN SUMMARIZE THE CASE. THE SUMMARIZING WILL BE QUESTION 1.
BUS 401 Ashford University Week 5 Final Project T Mobile US Paper
The completed report must include the following sections and content.Executive Summary (Completed in Week Five)**Create an ...
BUS 401 Ashford University Week 5 Final Project T Mobile US Paper
The completed report must include the following sections and content.Executive Summary (Completed in Week Five)**Create an Executive Summary for your report that can be used as the first page of the final product to provide general information for upper managementProvide a synopsis of your findings, including your recommendations and a rationale for whether or not to purchase stock from this company.Introduction to and Background on the Company (Completed in Week One)**Analyze your chosen company’s current business and financial conditions and create a brief introduction to your company that includes the following.The mission of the companyA descriptions of the company’s current business operation, competitors, financial conditionGeneral information that explains why the company interesting to you as an analyst.Financial Statement Review (Completed in Week Two)**Evaluate the financial performance of your company by creating a complete financial statement review.Review all three accounting statements and compare each of these statements to previous statements for the past three years.Describe any positive or negative trends that emerge from the accounting statement data and comparisons, providing a detailed explanation of the factors that lead to these trends.Assess potential weaknesses in the financial statements for your company.Market Summary and Value Calculation (Completed in Week Four)**Summarize how your company compares to the overall market based on researched competitive market data.Summarize what 3-5 market analysts are currently saying about the company.Calculate the value of the company’s financial assets by completing ratio analyses for the company for the last three fiscal years within the following bulleted categories. Provide a rationale as to whether each ratio is favorable or signals potential trouble for the company justifying your observations with evidence from the data and your findings.(Note: Your report must include a minimum of 2 ratios from each bulleted category, with a minimum of 10 total analyses. The greater the number of relevant ratio analyses you can provide, the stronger your business case will be to either purchase or not purchase the stock.)Categories for ratio analysisLiquidityFinancial leverageAsset managementProfitabilityMarket valueFinancial Returns and Capital Constraints (Completed in Week Three)**Formulate the expected financial returns and associated risks by completing the following calculations.Calculate the Return on Equity (ROE) using the DuPont system.Calculate the Constant Growth Stock Valuation (CGSV) and compare it to the current stock price.Research your company’s industry and evaluate what type(s) of capital constraints your company must consider in order to be competitive in the market. Explain the appropriate financial techniques that would be used in this evaluation.
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BUSI 1359 The Development and Trend of Tesla in China Project
this is a international business project, I have choose a topic: Research on the development and trend of Tesla in China.
BUSI 1359 The Development and Trend of Tesla in China Project
this is a international business project, I have choose a topic: Research on the development and trend of Tesla in China.
Pros and Cons of The Different Selection Methods Paper
For this discussion, I would like you to read through the scenario, make your decisions, and then discuss. You can discuss ...
Pros and Cons of The Different Selection Methods Paper
For this discussion, I would like you to read through the scenario, make your decisions, and then discuss. You can discuss the pros and cons of the different selection methods that NEO employs first, or you can jump right in with your decision. Your decision MUST be backed with logic and support from the literature. It is ok to have an opinion, but you must also back up your decision with empirical support when possible. I will be looking for you to cite from readings from throughout the course… from material in the beginning of the semester through now… This is one place where it all comes together, so to speak.Here is the topic**:You are to review candidate credentials for a plant manager position at Non-Existent Organization (NEO) in Dallas. Based on the information provided, provide a detailed report that addresses the following:Rank order your top four choices for the plant manager position based on the information provided.Provide a discussion of how this rank order was reached. Provide a rationale for rating some candidates higher than others. As part of this process, provide a discussion of how the information was used. Consider each piece of selection information. Discuss which selection information should be given most weight, which given the least, and explain why. Cite relevant research where appropriate.How should the selection process be changed in the future? Which devices should be retained and which should be eliminated? Explain. What additional information would you like to have regarding selection devices, the process, or the candidates?Again, please cite relevant articles where/when appropriate. It is too easy to let our opinions and “hunches” guide us. Please back up your decisions and rationale with research findings.As you make your decision consider all of the information you have. Sort through what is relevant and what is not based on the information you have about selection devices and validity issues. Keep in mind the specific position for which you are hiring and how the information you have applies to that specific position rather than how it applies to selection in general. In other words, apply both science and logic to the problem at hand.BackgroundNEO is a medium-sized manufacturer of office supplies headquartered in Houston, TX. The firm employs about 10,000 people and has plants in St. Paul, Columbus, Atlanta, San Diego, Pittsburgh, Dallas, and Little Rock.Recently, the company has been trying to hire a new plant manager for the Dallas plant. Although the company has generally done well in terms of profitability and sales growth, the Dallas plant has generally lagged behind the other plants. Over the past three years production costs have been extremely high and there has been a great deal of labor trouble that has involved numerous grievances and work slowdowns. The last plant manager was terminated although the official reason for his leaving was so he could take a better job.Because of the importance of the plant manager position, NEO has used several expensive selection devices to hire the new manager. They are detailed below. After a thorough recruiting effort and some initial screening, the list of job candidates has been reduced to eight candidates. NEO does not have an established philosophy for filling job openings. In the past, it has favored promotion from within the company. However, the vice president of production was hired externally. Although transfers have been rare, NEO has no policy on lateral transfers, and it evaluates each request on the basis of whether the company will benefit from the transfer.Job Summary of the Plant Manager PositionThe plant manager is ultimately responsible for the operating efficiency of the entire plant. In fulfilling his/her responsibilities, the PM regularly consults with subordinate supervisory personnel and frequently delegates duties to them. A plant manager must be knowledgeable of production methods and the capabilities of equipment. Some of the activities the plant manager is directly or indirectly involved in include:procuring materialsmaintaining the plantcontrolling qualityusing the work force effectivelyestablishing budgetsrevising production schedules because of equipment failure or operating problemsconsulting with engineering to modify machinery to improve production and safetyconducting hearings to resolve grievancesensuring safetyestablishing community relationsCandidates for Plant Manager at NEO – DallasGeorge Martin: Age 44, white maleEducation: B.S. in Management, Wisconsin, Masters in Industrial Relations, CornellWork History: Last 6 years as plant manager of a relatively small (580 nonunion employees) plant located in Cleveland (one of NEO’s competitors). Martin has been in his current job for six years and with his present company for 14 years.Other Information: No reference information was gathered for him because he was concerned about his present company’s reaction.Tony Caciopo: Age 59, white maleEducation: high school graduateWork History: Last 10 years as Assistant Manager at NEO Atlanta plant, 24 years with NEOOther Information: Had severe heart attack four years ago but appears to have recovered; turned down plant manager job 10 years ago because of his wife’s health problemsKathy Joyce: Age 36, white femaleEducation: B.S. in Business, IndianaWork History: Last 2 years as plant manager at NEO – Little Rock; with NEO for 5 yearsOther Information: She desires a lateral transfer because it would enhance job opportunities for her husband; has suggested that she may leave the company if she cannot move to a larger city.Barry Fein: Age 49, white maleEducation: Associates Degree in Industrial Technology, Morehead StateWork History: Currently unemployed; most recently plant manager at a unionized textile plant for five years; worked for company for 20 yearsOther Information: Was terminated two months ago when the company he worked for discontinued the product line has plant produced. He has three letters of reference from his former employer that are excellent.Jon Jackson: Age 33, African-American maleEducation: B. A., Howard; M.B.A., NorthwesternWork History: Acting NEO – Dallas plant manager for last two months; Assistant manager NEO – Dallas for two years; has been with NEO for four yearsOther Information: NoneJay Davis: Age 46, white maleEducation: B.A., Harvard; M.B.A., HarvardWork History: Assistant plant manager NEO – Atlanta for one year; Assistant plant manager NEO – St. Paul for six years; been with NEO 10 yearsOther Information: NoneFrank Hall: Age 58, white maleEducation: B.S. in Chemistry, DukeWork History: Last 6 years as VP of Production at BLR Office Supplies; Twelve years as plant manager at unionized BLR plantOther Information: Hall claims he has sought a demotion so that he will not have to travel as much, but no plant manager jobs are currently open at BLR. No reference information is available for Hall. He has received favorable comments in two trade publications for his performance at BLR (which is one of NEO’s major competitors).Ton Doyle: Age 36, Hispanic maleEducation: B.A., Williams College; M.B.A., University of ChicagoWork History: Last two years as special assistant to VP of Production at NEO; Plant manager at Little Rock for three years; Assistant plant manager at Little Rock for two years.Other Information: Doyle at 33 was the youngest person ever to be appointed to the plant manager’s job at NEO. Despite his potential, he was not effective as plant manager and was removed after three years to work at headquarters.Selection DataPersonality profiles:Each of the eight candidates was examined by a psychologist using personality indicators including the Myers-Briggs Type Indicator and the Thematic-Apperception Test. The following conclusions were established:Candidate’s RatingsCriteriaHighMediumLowAbility to handle stressMartinCaciopoDavisJoyceJacksonFeinDoyleHallAbility to resolve conflictJoyceDavisCaciopoMartinDoyleHallFeinJacksonInterpersonal skillsMartinJoyceHallJacksonCaciopoDavisFeinDoyleMost likely to succeed as plant managerMartinCaciopoDavisJoyceDoyleHallJacksonFeinIn addition, a professional graphologist analyzed the handwriting samples of all eight candidates and rated them in terms of their likelihood of success as the Dallas Plant Manager. The seven point success scale ran from -3 (very unlikely to succeed) to +3 (very likely to succeed).ApplicantRatingApplicantRatingGeorge Martin+3Tony Caciopo+1Kathy Joyce-1Barry Fein+1Ron Jackson+2Jay Davis+2Frank Hall-2Tom Doyle+3Interview Ratings:Each candidate went through a series of four interviews. Each of the two company vice presidents went through a day-long training session in administering a structured interview. Each of the two subsequently interviewed each candidate. The structured interviews averaged three hours in length. The two plant managers conducted unstructured interviews of one hour in length with each candidate with the exception that the Columbus manager was on the day Hall was on site. Each interviewer ranked the candidates on a seven point scale (1 = poor candidate to 7 = outstanding candidate) as follows:VP of ProductionVP Human ResourcesColumbus Plant ManagerAtlanta Plant ManagerMartin6.565.54Caciopo55.54.56Joyce66.555.5Fein4434Jackson55.54.55Davis4.553.56.5Hall6.57N/A4Doyle5.564.56Ability and Performance Ratings:Each applicant was given the Wechsler Adult Intelligence Scale to assess each applicant’s level of intelligence (IQ). NEO has used this test often in the past for selecting management trainees and has discovered that individuals scoring below 115 tend not to do well in managerial positions. The standard deviation for this test is 3.5.All current NEO employees in the applicant pool have promotability and performance data from their immediate supervisors. A promotability rating is part of the annual review, and scores range from 1 = should not be promoted to 7 = ready for immediate promotion. Performance ratings ran 1 = unacceptable performance to 7 = exceptional performance.As part of the selection process all applicants went through a series of work sample tests that included in-basket exercises, leaderless group discussions, and production planning exercises. The work sample test was designed by an industrial/organizational psychologist and the assessors included two trained raters from human resources and two outside consultants. A score of 20 was the highest possible score.Intelligence test scoresPromotability ratingsPerformance ratingsWork sample scoresMartin119N/AN/A19.5Caciopo1166515.5Joyce1315618.5Fein122N/AN/A18.5Jackson1145.5618Davis1367716.5Hall112N/AN/A19Doyle1255.5617.5
MKT 6212 Northeastern University Hisense Hitachi Joint Venture Paper
QuestionsWhy did Hisense want to explore overseas markets/ Why was Hitachi opposed to such international expansion?Why did ...
MKT 6212 Northeastern University Hisense Hitachi Joint Venture Paper
QuestionsWhy did Hisense want to explore overseas markets/ Why was Hitachi opposed to such international expansion?Why did Hitachi make concessions regarding international expansion?What factors influenced Hisense-Hitachi in deciding which foreign markets to enter and the mode of entry for each market?How would you asses the results of overseas market exploration? What should Hisense-Hitachi do regarding the Southeast Asian market in 2014?Please use the text to reference and use while answering questions. Each question should be about 400 words.
HCA 312 Health Care Finance Final Exam - Need Help (Study Guides Activity Questions Attached)
Final ExamThe final assignment for this course is a Final Exam. During the final week, students will complete a 100-questi ...
HCA 312 Health Care Finance Final Exam - Need Help (Study Guides Activity Questions Attached)
Final ExamThe final assignment for this course is a Final Exam. During the final week, students will complete a 100-question Final Exam on concepts covered in this course. Students will have four hours to complete the exam and it must be completed in one sitting by Day 6 of the final week of class. Students have one attempt to complete this exam. The Final Exam represents 26% of the overall course grade.InstructionsFinal Exam[WLOs: 1, 2, 3, 4] [CLOs: 1, 2, 3, 4, 5]Prior to beginning the Final Exam, you must review all chapters of the course textbook that were assigned throughout the course. It is recommended you use the study guide to prepare for the Final Exam. This week, you will complete a 100-question exam on concepts covered throughout this course. The questions are multiple choice, true or false, and matching format and is worth 26% of your course grade. You will have four hours to complete the Final Exam. You will have one attempt to complete the exam, and it must be completed in one sitting by the end of the day on Sunday, Day 6 of Week 5. Remember to save your answers often while you are taking the exam. If you have any technical issues while taking the exam, you must contact your instructor immediately and be prepared to complete the exam that same day.Click on the Take the Quiz button when you are ready to start this exam. When finished, click on Submit Quiz.
Rasmussen College Eminent Domain Example of Eminent Doman Assignment
Throughout this module, you studied the topic of eminent domain,
which is the power to take private property, without pe ...
Rasmussen College Eminent Domain Example of Eminent Doman Assignment
Throughout this module, you studied the topic of eminent domain,
which is the power to take private property, without permission from the
owner, for public use by a state, municipality or private person or
authorized corporation, following the payment of just compensation to
the owner of that property.For this written assignment, in a 2-3 page paper, locate an example of eminent domain and:Share a summary of what happened.Discuss whether you think the taking of the property from your example is fair. Why or Why not? Should the government be able to take your property through the process of eminent domain? Why or Why not?Be sure to use proper APA formatting for your paper and include both in text and full citations.Submit your completed assignment by following the directions linked below. Please check the Course Calendar for specific due dates.Save your assignment as a Microsoft Word document. (Mac users, please
remember to append the ".docx" extension to the filename.) The name of
the file should be your first initial and last name, followed by an
underscore and the name of the assignment, and an underscore and the
date. An example is shown below:IN THIS ASSIGNMENT, YOU WILL FIND AN ACTUAL CASE IN WHICH A GOVERNMENT USED EMINENT DOMAIN TO TAKE PROPERTY. THEN SUMMARIZE THE CASE. THE SUMMARIZING WILL BE QUESTION 1.
BUS 401 Ashford University Week 5 Final Project T Mobile US Paper
The completed report must include the following sections and content.Executive Summary (Completed in Week Five)**Create an ...
BUS 401 Ashford University Week 5 Final Project T Mobile US Paper
The completed report must include the following sections and content.Executive Summary (Completed in Week Five)**Create an Executive Summary for your report that can be used as the first page of the final product to provide general information for upper managementProvide a synopsis of your findings, including your recommendations and a rationale for whether or not to purchase stock from this company.Introduction to and Background on the Company (Completed in Week One)**Analyze your chosen company’s current business and financial conditions and create a brief introduction to your company that includes the following.The mission of the companyA descriptions of the company’s current business operation, competitors, financial conditionGeneral information that explains why the company interesting to you as an analyst.Financial Statement Review (Completed in Week Two)**Evaluate the financial performance of your company by creating a complete financial statement review.Review all three accounting statements and compare each of these statements to previous statements for the past three years.Describe any positive or negative trends that emerge from the accounting statement data and comparisons, providing a detailed explanation of the factors that lead to these trends.Assess potential weaknesses in the financial statements for your company.Market Summary and Value Calculation (Completed in Week Four)**Summarize how your company compares to the overall market based on researched competitive market data.Summarize what 3-5 market analysts are currently saying about the company.Calculate the value of the company’s financial assets by completing ratio analyses for the company for the last three fiscal years within the following bulleted categories. Provide a rationale as to whether each ratio is favorable or signals potential trouble for the company justifying your observations with evidence from the data and your findings.(Note: Your report must include a minimum of 2 ratios from each bulleted category, with a minimum of 10 total analyses. The greater the number of relevant ratio analyses you can provide, the stronger your business case will be to either purchase or not purchase the stock.)Categories for ratio analysisLiquidityFinancial leverageAsset managementProfitabilityMarket valueFinancial Returns and Capital Constraints (Completed in Week Three)**Formulate the expected financial returns and associated risks by completing the following calculations.Calculate the Return on Equity (ROE) using the DuPont system.Calculate the Constant Growth Stock Valuation (CGSV) and compare it to the current stock price.Research your company’s industry and evaluate what type(s) of capital constraints your company must consider in order to be competitive in the market. Explain the appropriate financial techniques that would be used in this evaluation.
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