What factors are essential to maintain an efficient, cost-effective, and sustainable production operation?

in a three page (minimum) essay, identify a consumer product that interests you, research online the manufacturing process, and describe in some detail the following:
The product(s) and the company identified with this product.
What factors do you perceive were critical in identifying where to locate the manufacturing operation for this product?
What type of operation layout best suits the kind of manufacturing required for this product?
What factors are essential to maintain an efficient, cost-effective, and sustainable production operation?

USE TESLA AND USA BASED REFRENCES**

define and explain the strategic “shaping the operational environment”

Review Writing instructions it is for initial 250 word post on army health systems. I. The first paragraph of your discussion, define and explain the strategic “shaping the operational environment” (part four of the Abs smart book). For the second paragraph elaborate on the shape strategic role by selecting one of the then medical functions and explaining functions with shape (section 4-2 through 4-32).
The citation needs to be from an academic source that is not from the army health system lesson. APA Format.

Discuss how this manifesto is driving Web 2.0/Web 3.0 applications and what you see next for these applications.

Review the cluetrain manifesto. http://www.cluetrain.com/
Discuss how this manifesto is driving Web 2.0/Web 3.0 applications and what you see next for these applications.
Discuss carefully the dimensions of the manifesto. Then provide extensions and applications you see emerging from these extensions. What new apps do you envision?
Assignment Expectations
It is expected that you will discuss the cluetrain manifesto and how it is determining what you see in Web 2.0 applications. Provide a discussion of the dimensions of the manifesto. Based on your observations, discuss new apps that you may see emerge from this manifesto.

Why have you chosen to pursue nursing as a career?

1.)Why have you chosen to pursue nursing as a career?
2.)How will an MS in nursing assist you in attaining your career and educational goals? Why did you select UIC?
3.)Please comment on past experiences that have influenced your decision to pursue graduate nursing studies.
4.)The mission of the UIC College of Nursing is to transform health, healthcare and policy through knowledge generation and translation, and education of future leaders from diverse backgrounds. Our vision is to be a preeminent leader in advancing global health and nursing. Please comment on how you can contribute to the UIC mission and vision as a student and future alumnus.
5.)What do you see as the major challenges that you will need to overcome (i.e., financial constraints, family responsibilities, analytical or statistical skills) in pursuing an MS? What are your plans for addressing these challenges?
6.)What does it mean to have a commitment to diversity and how would you develop and apply your commitment to diversity at UIC?
I have attached my responses: Need help with 2.)

In your opinion, what can be done, in general, to manage budget variances?

In 1948, Harry Truman became President of the United States of America, winning an election against Thomas Dewey. The result of the election was a major surprise. It was considered such a forgone conclusion that Dewey would win that a Chicago newspaper printed the headline “DEWEY DEFEATS TRUMAN” before the election was over.
The newspaper that printed this headline pursued a plan based on projected data. Once that plan was set into motion, there was no turning back. By the time it became obvious that the election would go differently than anticipated, it was too late to take corrective action.
Organizations put a great deal of effort into their budget plans. Since budgets are based on projected data, sometimes the results go differently than anticipated. The result can be budget variances.
For this Discussion, you consider what causes budget results that are different than planned results, and you explore approaches healthcare organizations use to take corrective action to ensure resources are available to maintain performance.
RESOURCES
Be sure to review the Learning Resources before completing this activity.
Click the weekly resources link to access the resources.
WEEKLY RESOURCES
TO PREPARE
Review the information in this week’s Resources dealing with variance analysis, how it is calculated, and how it can be used in decision making, including the video Variance Analysis.
Use the Variance Discussion Case document, provided in the Resources, to calculate budget variances for the case presented.
BY DAY 3 OF WEEK 5
Post a descriiption of your insight into the budget variances in the scenario. In your opinion, what can be done, in general, to manage budget variances? Propose some best practices and/or strategies for budget control, both in general and as to how it relates to your proposed healthcare product or service solution.

Do you think the closure of the outlets would affect the growth of Domino’s?

UBT
College of Business Administration
MBA PROGRAM
Course Code: MGT 581
Business Strategy

Rethinking Domino’s Expansion Plan—The Case of India
“It is a lesson for every retailer. Unviable units should be shut down. A pizza joint or a burger joint should realize that in a fast-expanding market, they are not just competing with outlets which have similar interests but also with other kinds of food outlets as well.” Arvind Singhal, MD, KSA Technopak
November 1999 to March 2001– “Sky is the Limit”
In November 1999, Pavan Bhatia took over as the CEO of Domino’s. He seemed to be very ambitious and wanted to make Domino’s the largest fast-food chain in India. Pavan went about opening Domino’s outlets across the country. According to a company handout released in early 2001, the increase in number of outlets was fourfold during March 2000-January 2001. It was the fastest growth Domino’s had in any of the 63 countries it operated in. From an average of four stores every year in its first four years of operation, Domino’s expanded to more than 100 outlets in 10 months across 30 cities in India.
Dominos entered into an agreement with a real estate consultant CB Richard Ellis to help with locations, conduct feasibility studies, and manage the construction. Pavan said, “We are in the business of selling pizzas, and one of the biggest barriers in retailing is real estate, so we decided to hand over the entire real estate operations to estate consultants CB Richard Ellis.” Pavan realized that fast track growth could be achieved only by focusing on the core business of selling pizza. Incidentally, CB Richards was already working with oil companies, advising them on how to go about making their petrol pumps ready for competition once private players came in. therefore, CB Richards made a recommendation to Indian Oil Corporation (IOC) to let Domino’s operate in its petrol pump premises. In December 2000, Domino’s entered into an agreement with IOC to provide food products at the latter’s 7,500 outlets across the whole country.
Meanwhile, in early 2001, Pavan signed an agreement with the CEO of Jet Airways to launch their ‘ultimate deep dish,’ and ‘sweetie pie’ products on Jet Airways flights. He wanted quantum growth and felt that Domino’s needed to tie up with airports, railway stations and petrol pump stations. In early 2000, Domino’s had opened an outlet at the corporate office of Infosys, Bangalore, which was very successful. It also had outlets at cinema halls – in Delhi, Bangalore, and Kolkata. Pavan said, “For Domino’s, sky is the limit. We like to deliver hot, fresh pizzas everywhere, anytime.”
During March 2000-January 2001, Pavan opened Domino’s outlets in small towns and cities. Pizza consumption in these places was very low. Analysts felt that even those willing to choose the product, found the price unacceptable. The cost per meal was too high. In September 2001, due to low footfalls and lower volumes, the top management representative, Hari Bhartiya, planned to shut down Domino’s outlets not only in some small cities but also a delivery outlet in the wealthy Gujranwala Town in North Delhi.
Hari said, “We realized we’d be wasting too much time, money and resources trying to do it all ourselves. For instance, just acquiring a bunch of permits for each store in each city is itself a big job. Then there are the brokers, city laws, markets, licensing, title, infrastructure, water, power, lease agreements, and most important, dealing with competing restaurants.” However, Domino’s officials felt that there was nothing wrong with increasing the number of outlets and Hari commented, “We needed to grow to effectively utilize the expensive back-end infrastructure (like distribution centers) that we had set up by March last year (1999) but, we feel that the growth had taken place on a business model that was not able to support it.”
Finally, in March 2001, at a board meeting, Domino’s top management, represented by Hari Bhartiya concluded that “Pavan’s performance during his 18-month tenure was not up to the mark.” The board felt that Pavan had initiated an expansion strategy that was ‘rush, thoughtless, and not properly thought out.’ Therefore, in May 2001, Pavan Bhatia, CEO, Domino’s Pizza India Ltd.1 (Domino’s) stepped down from his post.
However, many analysts did not agree with the board’s conclusion as they felt that the board was not considering the possible long-term benefits of Pavan’s strategy. The analysts felt that there was nothing wrong with Pavan’s expansion plan, and a consultant associated with the expansion plan said, “One has to take risks to reach economies of scale. Domino’s also shook-up competition when it reached a target of 100 outlets.”
Domino’s officials who supported Pavan Bhatia’s expansion plan were of the view that only 5% of all stores were in places where business was poor and this was a globally accepted trend. They further argued that the profitable stores cross-subsidizing the unprofitable ones was also a common practice globally. However, Hari Bhartiya, without whose approval the expansion could not go ahead, insisted that the increase was only 100% in 2000-2001.
Analysts were divided in their opinion about Hari Bhartiya’s role in all these developments. While some felt that Hari Bhartiya was kept in the dark, others felt that he was a silent observer. Still others felt that Hari Bhartiya agreed with Pavan Bhatia’s strategy, only to make him a scapegoat when things went wrong. Officials who supported Pavan Bhatia’s expansion plan felt that Hari Bhartiya was completely aware of all the developments. They said that he had actively supported some of Pavan Bhatia’s plans including expansion of outlets.
However, others claimed that Pavan did take some initiatives without prior consent of Hari Bhartiya. For instance, marketing expenses of about Rs.50 million were allegedly spent without prior budgetary approvals. It was also believed that there were no records to account for an expenditure of about Rs.20 million on the Sri Lankan operations which was not completed. However, Pavan Bhatia’s supporters claimed that such claims were meant to harm Pavan and nothing of the sort could take place in a professionally run organization.

To Grow or Not To Grow?
By mid-2001, Domino’s future growth plans were also slowed down. (Refer Exhibit II) In early 2001, Domino’s had announced plans of adding 100 outlets every year, and an investment of Rs.500 million in 2001. Hari Bhartiya said, “The board had never approved either the investment or the plan to start 100 new outlets in a year’s time.” The plan to open new outlets in Bangladesh was also postponed. These corrective measures were expected to be over by late 2001. Explained Hari Bhartiya, “When you grow the way we did last year, (2000), there are bound to be problems. Now, we are dealing with them.” He was also looking for a new CEO.
Questions for Discussion:

1. Most strategic analysts would agree with Pavan believe that “fast track growth could be achieved only by focusing on the core business of selling pizza”. So, what went wrong? Explain.
2. Some analysts felt that Domino’s expansion had taken place on a business model that was not able to support it. Do you agree with them? If yes, what were the drawbacks of Domino’s business model?
3. A comment on the performance of Domino’s– “Pavan Bhatia’s expansion plan would not have come under criticism if the actual sales matched the projections.” Why do you think the new outlets were not contributing to Domino’s growth?
4. In September 2001, they announced that it will shut down outlets in some small cities and a delivery outlet in Delhi. Do you think the closure of the outlets would affect the growth of Domino’s?

NOTE: Avoid Copy and Paste Method and Add References

What benefits and drawbacks does this organization encounter when using BI?

Select an international organization, outside of the KSA, that utilizes Business Intelligence (BI) and provide a brief description (e.g., mission, vision, values, and industry) of that organization. Then, address the following questions:

1- How does the organization use BI?
2- What benefits and drawbacks does this organization encounter when using BI?
3- How might your current or a past employer use BI?

Embed course material concepts, principles, and theories, which require supporting citations along with at least three scholarly peer reviewed references supporting your answer( without the textbook) .

Use APA style guidelines.
You are required to make your intital post (create a thread) in order to view others posts or making comments.

Please use 2 full papers, using headings, three references without the text book.
Be sure you answer every required question in details.

write an essay describing what you project yourself doing after you graduate with your bachelor’s degree from Rutgers.

Please write an essay describing what you project yourself doing after you graduate with your bachelor’s degree from Rutgers.
Your personal statement should be in essay format only. Punctuation, grammar, spelling and ability to follow instructions are taken into consideration when evaluating your statement.
Your essay should be about one page, or no more than 500 words.

What is the Christian view of the nature of human persons, and which theory of moral status is it compatible with?

Based on “Case Study: Fetal Abnormality” and the required topic Resources, write a 750-1,000-word reflection that answers the following questions:
What is the Christian view of the nature of human persons, and which theory of moral status is it compatible with? How is this related to the intrinsic human value and dignity?
Which theory or theories are being used by Jessica, Marco, Maria, and Dr. Wilson to determine the moral status of the fetus? What from the case study specifically leads you to believe that they hold the theory you selected?
How does the theory determine or influence each of their recommendations for action?
What theory do you agree with? Why? How would that theory determine or influence the recommendation for action?
Remember to support your responses with the topic Resources.
While APA style is not required for the body of this assignment, solid academic writing is expected, and documentation of sources should be presented using APA formatting guidelines, which can be found in the APA Style Guide, located in the Student Success Center
Case Study: Fetal Abnormality
Jessica is a 30-year-old immigrant from Mexico City. She and her husband Marco have been in the United States for the last three years and have finally earned enough money to move out of their Aunt Maria’s home and into an apartment of their own. They are both hard workers. Jessica works 50 hours a week at a local restaurant and Marco has been contracting side jobs in construction. Six months before their move to an apartment, Jessica finds out she is pregnant.
Four months later, Jessica and Marco arrive at the county hospital, a large, public, nonteaching hospital. A preliminary ultrasound indicates a possible abnormality with the fetus. Further scans are conducted, and it is determined that the fetus has a rare condition in which it has not developed any arms and will not likely develop them. There is also a 25% chance that the fetus may have Down syndrome.
Dr. Wilson, the primary attending physician, is seeing Jessica for the first time, since she and Marco did not receive earlier prenatal care over concerns about finances. Marco insists that Dr. Wilson refrain from telling Jessica the scan results, assuring him that he will tell his wife himself when she is emotionally ready for the news. While Marco and Dr. Wilson are talking in another room, Aunt Maria walks into the room with a distressed look on her face. She can tell that something is wrong and inquires of Dr. Wilson. After hearing of the diagnosis, she walks out of the room wailing loudly and praying aloud.
Marco and Dr. Wilson continue their discussion, and Dr. Wilson insists that he has an obligation to Jessica as his patient and that she has a right to know the diagnosis of the fetus. He furthermore is intent on discussing all relevant factors and options regarding the next step, including abortion. Marco insists on taking some time to think of how to break the news to Jessica, but Dr. Wilson, frustrated with the direction of the conversation, informs the husband that such a choice is not his to make. Dr. Wilson proceeds back across the hall, where he walks in on Aunt Maria awkwardly praying with Jessica and phoning the priest. At that point, Dr. Wilson gently but briefly informs Jessica of the diagnosis and lays out the option for abortion as a responsible medical alternative, given the quality of life such a child would have. Jessica looks at him and struggles to hold back her tears.
Jessica is torn between her hopes of a better socioeconomic position and increased independence, along with her conviction that all life is sacred. Marco will support Jessica in whatever decision she makes but is finding it difficult not to view the pregnancy and the prospects of a disabled child as a burden and a barrier to their economic security and plans. Dr. Wilson lays out all of the options but clearly makes his view known that abortion is “scientifically” and medically a wise choice in this situation. Aunt Maria pleads with Jessica to follow through with the pregnancy and allow what “God intends” to take place and urges Jessica to think of her responsibility as a mother.

Describe why you feel the actions were morally wrong?

Name:
Case Study Title:
Briefly What happened? Provide the article title, URL and a one sentence summary of the case.

Key Stakeholders and how were they negatively impacted: [This does not need to be a complete list, just several major stakeholders (not stockholders, though the stockholders may be stakeholders). Briefly explain the relationship with the company – why they are stakeholders

What was the final outcome? [prison, fines, termination, and for how many individuals]

Describe why you feel the actions were morally wrong? [Be sure to use keywords describing your moral base (consequentialist, care, duty, act utilitarian, prima facie duties, etc.) and why your compass would justify classifying the action as morally wrong. Alternatively, discuss why you may feel the action was morally acceptable.]

Put yourself in a position of leadership and describe what you would put in place that would have prevented this in the first place or keep it from happening again. Or, alternatively what rules would you implement to justify the action: