Case Learning Objectives:Analyze and address the operations and supply chain issues a diverse product mix requiring different manufacturing processes creates.Differentiate between infrastructural operations decisions (i.e. day-to-day decisions and activities) and structural issues (i.e., strategic, involving investment)Identify operations policies and organizational structures required by a chosen operations strategy (i.e., matching manufacturing capability to the Customer Value Proposition (CVP) and product and process characteristics).Requirement: In four (4) total pages or less (including tables, charts, etc.) using Microsoft Word, analyze the following questions. For the capacity analysis, you can use the provided Microsoft Excel Spreadsheet but copy your Capacity Analysis into the Word document for submission.Write-up Questions:(15 points) Build a Resource-Based Operations Strategy Matrix for Morrison Company, identifying with different colors those resources and processes for each the Retail and Pharmaceutical product lines.(25 points) Using the Matrix as your referenceIdentify and assess the operational problems at The Morrison Company, andExplain the differences between the products (functional vs innovative), production and supply chain processes for the Pharmaceutical product line and the Retail product line.(25 points) Using the data in the case and the Student Spreadsheet providedBuild a Capacity Utilization analysis in Excel for both the product lines and the factory. What is your analysis of capacity utilization and how should it factor into your recommendations? You can separate out the capacity analysis for the Personalization volumes.Analyze the CAGR rates for both product lines. How does that, together with the capacity analysis, influence your recommendations?(10 points) What recommendations should you offer Shauna Breen about how to address the issues at The Morrison Company? Be specific about any policies, processes or organizational changes you propose.

You are considering purchasing a company — assets, liabilities, warts, and all. You are aware that sometimes liabilities do not always show up on the balance sheet. Discuss five examples of liabilities that may not be explicitly recognized on the balance sheet, making sure to explain why they are liabilities. Just do response each posted # 1 to 3 Posted 1 Good morning class, When investing in a company, it's important to thoroughly review their financial statements, but sometimes important information is omitted from financial statements. For instance, there are several liabilities that aren't included on the balance sheet. The following are five examples of OBS items: Operating leases: Omitting an operating lease from the balance sheet will cause the company's debt to be understated. Contingent liabilities: Although some contingencies are reported, some may be omitted or understated. Litigation: Pending lawsuits may result in settlement costs to the company, which is a liability. Guarantees: This is when a company acts as collateral for another company. If that company fails to pay, claims on the first company's resources are used. Throughput Agreements: This agreement is considered a risk because a company has committed itself to use a service or a commodity for a specified period of time. Posted 2 Off-balance-sheet liabilities are financial obligations of a company that are not required by accounting standards to be recorded on the balance sheet. A few examples of liabilities that may not be explicitly recognized on the balance sheet include: Operating leases – With operating leases, the business rents an asset from a lender without transfer of ownership. The lease payment is recorded as a rental expense. It is considered a liability because many benefits and risks of ownership are transferred to the business.Purchase agreements – In a purchase agreement, the business agrees to purchase output from a processing facility. The purchase agreement is a binding and legal contract between two parties that obligates a transaction between the buyer and the seller. It is considered a liability because the business is required to buy the output.Through-put agreements – With through-put agreements, the business agrees to run a specified amount of goods through a processing facility. A through-put contract is an agreement between two parties that secures a service or commodity by one of the parties for a specified amount of time. It is considered a liability because the business has taken a risk by agreeing to supply production time for another party.Take-or-pay agreements – In a take-or-pay agreement, the business guarantees to pay for a specified quantity of goods whether needed or not. The business must take the product from the supplier or pay a penalty to the supplier. It is considered a liability because the business is required to make a future payment to the supplier.Joint ventures – A joint venture is a business agreement in which two or more parties agree to pool their resources in order to accomplish a specific task or project. None of the parties hold a controlling interest. It is considered a liability because there are anticipated costs and risks to engaging in a joint venture. Posted 3 Hello professor and everyone, If the liability is not recognized as an accounting transaction, it would not be disclosed/reported on balance sheet according to GAAP standards. First example is operating lease. It is the liability to pay for the rent to use the facilities, but it is not showing on the book as no asset recorded. Second example is taking on a contract that company can carry products without having to record the product or service as an asset. Situation happens like retails carry some merchandise and have to pay the vendors to supply the products along paying them in order to put their products on the shelves for sales. Third example is throughput arrangement. Gas station owner has to pay the monthly service for the fuel/energy received. This is a bill/liability that company paid but there is no tangible asset to record and will not show on the balance sheet. Fourth example is commodity link bond. Instead of paying with the cash/asset of the company like the gas station, they will do it as repayment to the bonds that financing the purchase inventory from energy company. Last example I have is selling some of its accounts receivables. This happens with past due accounts that sold to collection companies at a loss in order to improve their position. Since this is the sale of money that has not been collected, it does not fall under GAAP standards for an assets or liabilities.

JW 521 WEEK 1 Discussion Welcome to JWI 521! Throughout the course, you will be asked to reflect on your organization's Human Capital Management protocols and practices. That doesn't mean you need to be an HR professional but having insight into your organization's HR structure will be helpful. As you think about this week's discussion question, I'd like you to think about Talent Management practices in particular: 1. Talent Acquisition - Employment branding, sourcing, interviewing, selecting and on-boarding employees 2. Talent Development - Training and professional development for employees 3. Organizational Effectiveness - Behavioral assessments, performance management, diversity and inclusion, and employee retention.WEEK 2 Discussion Top of Form How to Hire Patty McCord writes: "Making great hires is about recognizing great matches – and often they're not what you'd expect." In your experience, does this quote ring true? Describe an example of a hire you were involved in that supports your position. You may have been the rHR recruiter, the hiring manager, part of an interview team, or the candidate. Explain clearly what made the hire expected or unexpected. In addition, comment on whether or not the workforce strategy of your organization aligns with the mission. If not, what can they do differently? WEEK 3 Discussion Top of Form Assessment Techniques In Chapter 5, Bock describes his preferred interview process, which involves "combining behavioral and situational structured interviews with assessments of cognitive ability, conscientiousness, and leadership." Give two reasons why you agree or disagree with his position on candidate assessment. JWI 556 WEEK 1 Discussion As for our first week together, we are going to be dealing with and exploring how we would identify any changes we would implement in our organization and why our organizational changes might come up short. Also, we’ll be looking at those ‘psychological drivers’ that might impede our change initiatives as an organization or us individually. We’re also going to be looking at the needs for change and change leadership, John Kotter’s eight-stage process for leading change and how we look at the failure of our change efforts. I look forward to reading your sharing through your discussions.WEEK 2DiscussionTaking a Look in the MirrorShare an example of a significant change initiative that you were involved in at your current or former workplace. What roles and responsibilities did you have in the change initiative? Were you an eager supporter, neutral/passive, or an active resister of the change? What influenced your support or resistance to the change? Think about factors like: The people leading the change The communication and messaging about the change The personal impact on your career Your beliefs about whether the change was needed and/or appropriate Was the change initiative successful or not? What were some key factors that led to the outcomes? WEEK 3DiscussionReady, Set, GoThis week we explored the first three stages of Kotter’s model. In terms of "people first" change initiatives that HR could lead, comment on the following: Which of Kotter’s first three stages is the most challenging? Why? What role do early adopters play in the success of change initiatives? What are the benefits, challenges, and limitations of establishing a Guiding Coalition of HR leaders to drive organizational change? Based on our readings this week, and drawing from your own experiences, what are the characteristics of the people you should engage to form a Guiding Coalition? JWI 522WEEK 1DiscussionElevating the HR FunctionIn Chapter 1 of The Talent Masters, Conaty and Charan recount a story about “Sue” that illustrates how a strong alignment between HR and senior leadership should work. They follow this example with an outline of 7 principles which are critical to developing talent and earning HR a “seat at the table.”After reading this story and reflecting on the principles, answer the following questions: How well do these 7 principles, if properly implemented, address the concerns raised in this week's readings? Cite specific examples to support your position. Rank these 7 principles from 1 (easiest) to 7 (most difficult), based on how easily a company could implement them. Explain the rationale for your rankings. If you had to choose just one of these principles that would have the greatest positive impact on your own organization, which would it be and why?WEEK 2DiscussionTop of FormAligning Talent Development with Business OperationsA core theme in our readings this week is the importance of a close relationship between HR and the operation of the business. In The Talent Masters, Conaty and Charan illustrate this with the example how GE dealt with the unexpected resignation of a senior executive. In Powerful, McCord emphasizes that every single employee has to understand the business. Does your organization have any practices similar to “C Sessions” to support succession planning and strategy execution? If so, explain how these are implemented and what is and is not working well. If not, what value would such sessions add? How can companies with talent development practices that are significantly different from the C-Session model ensure strong alignment between the HR function and the Mission, Values, and Strategy of the business? Bottom of FormWEEK 3Discussion Moving Beyond the Numbers – Know Your EmployeesPeople Analytics has become a hot topic recently. Companies such as Google have made great strides in the use of data to guide their hiring and promotion decisions. How does your organization integrate “hard” and “soft” metrics when assessing performance and placement/promotion opportunities? How can HR and business-unit leaders strike the right balance between data analysis and authentic knowledge of employees in order to build a strong workforce? Include examples from the course materials as well as your own experience to support your position.