What does the organization have to do right to succeed (organization’s Critical Success Factors)?
Prompt: This is a continued writing assignment of Company Profile project, complete the Company Profile – Section 4 – Summary & Recommendations.
Section 4. Summary & Recommendations (no more than 5 full content pages, excluding graphs/tables) Recommendations must reflect your industry and organizational analysis. Provide a set of recommendations based on your analysis, especially the SWOT analysis. Your recommendations must address the opportunities, threats, strengths and weaknesses of your analysis. Prioritize the opportunities, threats, strengths, and weaknesses that you identified. Address them in descending order in this section, addressing the most important first and in the greatest detail. Recommendations should capitalize on opportunities and strengths and minimize threats and weaknesses. Provide a justification for each recommendation. In some cases, you may choose not to take advantage of an industry opportunity. If this is the case, defend your decision. Be certain your recommendations are reasonable (that the company could implement them) and make fiscal sense. Discuss how your recommendations should be financed. You may want to give a schedule (time frame) for implementation of your recommendations. You need to provide a summary of SWOT analysis before you give detailed list of the recommendations. Based on the above SWOT analysis, produce reasonable and justifiable recommendations in this section. In your recommendations, comment about the organization’s profit for future competitiveness and success. What does the organization have to do right to succeed (organization’s Critical Success Factors)? What are the expected results in terms of short- and long-term profitability and survival?
Describe two psychiatric treatment options for children and adolescents that may not be used when treating adults.
Based on the YMH Boston Vignette 5 video, post answers to the following questions:
- What did the practitioner do well? In what areas can the practitioner improve?
- At this point in the clinical interview, do you have any compelling concerns? If so, what are they?
- What would be your next question, and why?
Then, address the following. Your answers to these prompts do not have to be tailored to the patient in the YMH Boston video.
- Explain why a thorough psychiatric assessment of a child/adolescent is important.
- Describe two different symptom rating scales that would be appropriate to use during the psychiatric assessment of a child/adolescent.
- Describe two psychiatric treatment options for children and adolescents that may not be used when treating adults.
- Explain the role parents/guardians play in assessment.
Support your response with at least three peer-reviewed, evidence-based sources and explain why each of your supporting sources is considered scholarly. Attach the PDFs of your sources.
Does abortion mean a woman has the right to choose?
3000 WORDS
Does abortion mean a woman has the right to choose?
Philosophical Paper
Do you think the military should attack civilian targets?
Question 1 – Blue or the Gray? Imagine that you lived during the time of the American Civil War and had the same socio/economic/racial/gender position you have right now. Would you support the Union or the Confederacy? Be sure to explain why you chose the side that you do. Remember, not all Southerners supported the Confederacy just as all Northerners did not support the Union. Make sure to look at ALL the factors, and not just geography, when you are answering this question.
Question 2 – Attacking Civilians: The American Civil War saw the use of “total war” or deliberate attacks upon civilians by the military. Total war devastated certain areas of the country particularly Virginia, South Carolina and Georgia. Do you think the military should attack civilian targets? If so, are there certain civilian areas the military should not attack and what are they? What civilian areas should the military attack? If not, what other means can be used to defeat the enemy?
How will you evaluate effectiveness?
Now, it’s time to turn in your course project. Remember your project should include the following:
- A Mental Health Concern – and the Patient or Community – for your project.
- A brief history of the patient including diagnoses and medications – or a brief description of the community issue.
- Any substance abuse, addiction or violence issues surrounding this mental health problem. Describe the attempted interventions that have been made for your patient or community, and identify what has been successful and what has not. Submit a rough draft of information gathered so far.
- Describe your thoughts regarding your patient’s or community’s mental health issue. Are there any cognitive concerns? Think about interventions that may be helpful. Include sources for evidence-based practice.
- List appropriate nursing interventions for your chosen patient or community. How will you evaluate effectiveness? Include an evaluation tool or rubric.
- Complete your course project by identifying mental health resources that can be used for your chosen patient or community. Finish with an educational tool for your patient or community.
identify in which stage of the family life cycle they are.
Students will make an oral presentation as the final project of the course in workshop eight, about a hypothetical case/or a character from a movie that will be assigned by the facilitator.
Identify on the cover the title of the work, your name, and the course
Briefly describe your character
Analyze the intervention to be carried out in the case through the generalist model,
explain the situation using systems theory or the ecological model,
develop a genogram or eco-map,
identify if there is a communication problem present and
identify in which stage of the family life cycle they are.
What is flexible manufacturing?
Operations & Supply Chain Management
CASE STUDY CONCEPT:
The Zara supply chain drives its successful business model.
Zara changes its clothing designs every two weeks on average, while competitors
change their designs every two or three months. It carries about 11,000 distinct items
per year in thousands of stores worldwide compared to competitors that carry 2,000 to
4,000 items per year in their stores. Zara’s highly responsive supply chain is central to
its business success. The heart of the Zara supply chain is a huge, highly automated
distribution center (DC) called “The Cube”.
The company was founded in Spain in 1974 by Amancio Ortega and his wife Rosalía
Mera. It is the flagship business unit of a holding company called Inditex Corporation
with headquarters in Arteixo, Galicia, a city in northwestern Spain near where Mr.
Ortega was born. In 2019 Zara was ranked as the 46th most valuable brand in the world
by Forbes.
Company Business Model
Agents for the company are always scouting out new fashion trends at clubs and social
gatherings. When they see inspiring examples, they quickly send design sketches to the
garment designers at the Cube. New items can be designed and out to the stores in 4 –
6 weeks, and existing items can be modified in 2 weeks.
The company’s core market is women 24 – 35 years old. They reach this market by
locating their stores in town centers and places with high concentrations of women in
this age range. Short production runs create scarcity of given designs and that
generates a sense of urgency and reason to buy while supplies last. As a consequence,
Zara does not have lots of excess inventory, nor does it need to do big mark-downs on
its clothing items.
Zara has 12 inventory turns per year compared to 3 – 4 per year for competitors. Stores
place orders twice a week and this drives factory scheduling. Such short-term focused
order cycles make forecasts very accurate, much more accurate than competitors who
may order every two weeks or every month.
Clothing items are priced based on market demand, not on cost of manufacture. The
short lead times for delivery of unique fashion items combined with short production
runs enable Zara to offer customers more styles and choices, and yet still create a
sense of urgency to buy because items often sell out quickly. And that particular item or
style may not be available again after it sells out. Zara sells 85 percent of its items at full
price compared to the industry average of selling only 60 percent of items at full price.
Annually there is 10 percent of inventory unsold compared to industry averages of 17 –
20 percent.
In Spain customers visit Zara stores 17 times per year on average compared to 3 times
per year for competitors. Because their clothing designs change often, it is harder for
people to see them clearly on the Internet and thus they are encouraged to come into
the stores instead and try on the unique fashions that Zara offers.
Manufacturing and Supply Chain Operations Make Zara Unique
Zara buys large quantities of only a few types of fabric (just four or five types, but they
can change from year to year), and does the garment design and related cutting and
dyeing in-house. This way fabric manufacturers can make quick deliveries of bulk
quantities of fabric directly to the Zara DC – the Cube. The company purchases raw
fabric from suppliers in Italy, Spain, Portugal and Greece. And those suppliers deliver
within 5 days of orders being placed. Inbound logistics from suppliers are mostly by
truck.
The Cube is 464,500 square meters (5 million square feet), and highly automated with
underground monorail links to 11 Zara-owned clothing factories within a 16 km (10 mile
) radius of the Cube. All raw materials pass through the Cube on their way to the
clothing factories, and all finished goods also pass through on their way out to the
stores. The diagram below illustrates Zara’s supply chain model.
Zara’s factories can quickly increase and decrease production rates, so there is less
inventory in the supply chain and less need to finance that inventory with working
capital. They do only 50 – 60 percent of their manufacturing in advance versus the 80 –
90 percent done by competitors. Zara does not need to place big bets on yearly fashion
trends. They can make many smaller bets on short term trends that are easier to call
correctly.
The Zara factories are connected to the Cube by underground tunnels with high-speed
monorails (about 200 kilometers or 124 miles of rails) to move cut fabric to these
factories for dyeing and assembly into clothing items. The monorail system then returns
finished products to the Cube for shipment to stores. Here are some facts about the
company’s manufacturing operations:
• Zara competes on flexibility and agility instead of low cost and cheap labor. They
employ about 3,000 workers in manufacturing operations in Spain at an average
cost of 8.00 euros per hour compared to average labor cost in Asia of about 0.40
euros per hour.
• Zara factories in Spain use flexible manufacturing systems for quick change over
operations.
• 50% of all items are manufactured in Spain
• 26% in the rest of Europe
• 24% in Asia and Africa
Direction:
In 4-6 pages in MS Word, conduct research and case analysis, and respond to the
following questions: Using the information from the business cases.
1. What is flexible manufacturing? And how it can help Zara improve quality?
2. Describe some of the methods that Zara might use to control inventory
3. What strategies that Zara might implement in Its CHM to avoid the Bullwhip
effect?
4. What operational techniques Zara must use to become effectively Lean? Explain
based on effective distribution system.
You are required to cite at least three internal or external sources in your postings,
formatted to APA standards. Avoid citing sources from Wikis, Wikipedia,
Dictionary.com, private company websites, and other non-academic references.
Review APA standards: https://owl.english.purdue.edu/owl/ (Links to an external
site.)Links to an external site. (Links to an external site.)
write what steps you would take to ensure the client’s success.
Each of the 3 questions below should be answered with a minimum of 150 words for a total of 450 words:
Choose as your client either Rosa (minor) or Maggie (minor) -ATTACHED BELOW-
- In narrative form, discuss the Content Scales, Symptom Scales, and Symptom Counts for your chosen client (either Rosa or Maggie). Discuss the T-Scores, Percentile Ranks, and what that means (e.g., “qualitative feedback) for each scale in regard to your client.
The following T-Score notes will help clarify the meanings for the T-Scores. Remember that the mean for T-Scores is 50 with a standard deviation of 10 and that 68% of all participants for within one standard deviation of the mean.
T Score ≥ 70 Very elevated scores
T Score 65-69 Elevated scores
T Score 60-64 High Average
T Score 40-59 Average
T Score < 40 Low
- Write a summary of your assessment of the client. Include their background information with their scores to create a more complete picture of the client.
- Next, write what steps you would take to ensure the client’s success. (CRC/CMHC this can be a treatment plan.) Please put all of this in narrative form.
**Resources provided in attachments**
prepare a 1500-word feasibility study for a food and beverage operation of your choice.
Based on the achievement of learning outcomes 1, 2, 3, 4. To be submitted in week 10 In assessment 1 you are required to prepare a 1500-word feasibility study for a food and beverage operation of your choice. It can be located in any country and for that reason must comply with the country’s laws and regulations, but all financial considerations and any costing must be in Swiss Francs. Conducting a feasibility study prior to investing the time and money to open a business can help an entrepreneur make a more informed decision about the venture’s chances of success because they often overestimate the size of the market and do not take into account tough competition. Your research and findings should be included in the feasibility study and referenced appendices can be included. You should cover the following areas although you are free to include more.
Identify the causes of the problems
Wk3: Case StudyRefer to Case 3: Operational Problem, Chapter 5, page 72. Apply the instructions from #1 and #2 listed on page 70 for applying to Case 3.
Using APA 7th Edition guidelines, write a minimum of 1,000-1,500 word paper including the following headings and content (note the word count at the end of the paper):
- Provide a detailed case overview
- Identify the leadership style
- Identify the causes of the problems
- Identify leadership roles
- Recommendations
- Conclusion
Include at least two Quotations, Citations, and References – one from Leadership for Organizations and one other source.
