Futronics Inc. is a $2 billion firm that sells communications services. Founded in 1937, Futronics has provided consumer products, as well as government systems and services, for well over half a century. Due to a sharp increase in competition, flattened sales, and external economic conditions, Futronics is implementing a corporate overhead reduction program. The proposal is to replace the company’s central office stores with outside vendors. The investment will cost $1,000,000 and yield incremental cash flows of $450,000 in year one (1), $350,000 in year two (2), $300,000 in year three (3), and $250,000 in year four (4). There is no salvage value of the asset, and the firm has a cost of capital of 8%.Write a two to three (2-3) page paper in which you:Calculate the net present value, internal rate of return, and simple payback. Next, determine the effect that each of the three (3) values will have on the company.Explain one to two (1-2) investment gains that the company could achieve by outsourcing the central office functions. Focus on the company’s potential to reduce overhead and still maintain or even improve the quality of its products.Discuss one (1) capital budgeting method that would be most effective for the company. Next, discuss one (1) capital budgeting method that would have the least value for the company as compared to others. Provide a rationale for your response.Use at least one (1) quality reference. Note: Wikipedia and similar Websites do not qualify as academic resources.

For this assignment you are to read the case study below about Honeywell International Inc., (Links to an external site.) a US based, publicly owned conglomerate. After reading the case study, respond to the questions below. Please sure to follow the very specific submission instructions at the end of the prompt here. Case Study - Honeywell:Honeywell has a history of evolving through acquisitions into high growth sectors of related business, and there is no indication that this trend is slowing. In fact, the company has placed increased emphasis on software and other businesses that address challenges related to energy, security, safety, productivity, and urbanization. However, while Honeywell continues to grow and evolve, the company also faces mounting pressure in some of its businesses an has reacted with initiatives intended to control costs and increase company performance. As an example. Honeywell's Aerospace Division responded to an extended slowdown in the aerospace industry by laying off employees in 2015 and 2016. The division also implemented weeklong furloughs (unpaid time off) for employees not involved in manufacturing and sales.Honeywell also believes that improvements in company performance require teamwork, idea sharing and faster decision making, and that this is best accomplished through face-to-face interaction among employees. To facilitate this, the company decided to end its telecommuting option for employees not involved in sales or field service. Honeywell had permitted employees to work remotely, at home if they wished, for several reasons. First, Honeywell employees are based in more than a thousand sites in over 70 countries, and they often work on important projects with other employees who may be located half-way across the world. The projects may be engaging, but trying to coordinate across time zone can be quite difficult during normal working hours. Second, telecommuting allows employees to work when and where they feel they are the most productive. Employees who work remotely can choose to avoid the daily commute, office politics and distractions, and the hassle of accomplishing nonwork demands. Finally, telecommuting is very popular with millennial engineers and scientists who are comfortable using technology to collaborate and who have other employment options.The change in Honeywell's long-standing policy will be especially difficult for employees who have built their lives around the flexibility of working remotely. As an example, choices regarding where to live may haunt employees who now face the prospect of commuting back and forth to distant Honeywell offices each day. To some Honeywell employees, however, there may be a bright side to the change in policy. After putting in their 40 hours in the office and commuting each day, employees may not feel as compelled to deal with work-related issues that come up in the evenings or on weekends.Prompt Questions:In your reading from Communities of Practice (PDF ATTACHED), Wenger discussions the importance of participation. Using the definition he provides, identify and explain an advantage and a disadvantage to Honeywell ending its telecommuting option.In your text, chapter four discusses the substance and role of emotions, specifically referencing the "emotional contagion" factor. How do you think Honeywell's decision to end its telecommuting practice will impact employee's emotional state? customer service? work-life satisfaction? Explicate and defend your answer using material from the course.Submission Instructions:Quality is more important than quantity! Keep it under 700 words. There is no minimum but if you fail to answer the questions well or fully points will be deducted. You are making a case for your position using concepts and materials from class - this is not you opining about an idea you have.CITE EVERYTHING! Save it only as a .doc or .docx and upload it. A copy of the rubric is available here: Organizational Case Study Rubric (PDF ATTACHED)

Both Deloitte and E&Y have large project management practices. Compare and contrast project management done by these consulting firms on behalf of clients vs. doing it in-house. When is one preferred over the other? What are the risks associated with having a consulting firm do the project management vs in-house?