Category: Essays

Shanghai story silk shop business plan

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*Please answer the questions by using SIMPLE simple language so I can understand it very well.
* please answer question 1 in 2 pages And question 2 in 2 pages.

Q1 ( 2 pages)
(a) Explain the difference between hedging and speculation in the currency market and discuss the circumstances that give rise to each phenomenon.

(b) Discuss the circumstances under which the forward rate of exchange of a currency would be at discount or a premium to the spot rate.

(c) What would be the impact on the Irish economy if the euro appreciates against the US dollar?

Q2 ( 2 pages)

(a) Explain uncovered interest rate parity and discuss its implications?
(b) What is the relationship between the spot and forward rate of a foreign currency?
(c) How does a country’s inflation rate affect its exchange rate?

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Project Auctions
From the syllabus: ?In approximately 5 pages, you will describe a historical or contemporary example of an auction, how it is conducted, and how it relates to the theoretical models and concepts that we have studied in class.? Here is some additional information.
Topic
Some of the goods sold at auction include stamps, timber, fish, flowers, cranberry concentrate, cars, art and wine, radio spectrum licenses, and abandoned storage units. They are used for procurement (these are sometimes called ?reverse auctions?), for entertainment (Swoopo is one example of these ?penny auctions?), and in takeovers of companies.
You may write about one of the auctions mentioned here, if you wish, but you are also encouraged to seek different topics and additional sources. I hope to read about a variety of auction applications when I read your papers ? perhaps some that I have not heard of before.
One warning on topic selection: if you choose as your topic a slave auction, you must take extra care to write with sensitivity, demonstrating to the reader that you comprehend the moral as well as the economic dimensions of such an event.
Content
Here are some questions that can help guide you as you learn about your chosen topic. Don?t let the length of this list intimidate you! It is meant to help you get started in your thinking and researching. You do not have to answer all of these questions, and you may find that there are other aspects of the auction that are important to discuss.
1. Seller(s)
? What good(s) or service(s) for sale? Does it have any value to the seller if it goes unsold?
? What choices does the seller make in setting up the auction ? does the seller set a reserve price, advertise the auction, distribute information to the bidders?
? What information does the seller have ahead of time about the item being sold and about the bidders in the auction?
2. Buyers
1
? What kind of bidders participate in the auction? What level of experience do they
typically have? Do you believe that bidders tend to be fairly similar to one another, or can they be separated into distinct categories?
? How do bidders learn about the auction? What information does the bidder have about the item(s) being sold?
? What use or interest do they have in obtaining the item?
? Is there a cost to participating in the auction ? perhaps a fee charged by the seller, or perhaps a cost in money, time, or other resources in order to prepare or take part in the auction?
? How many bidders are there in this auction (or a typical auction of this kind)?
? Do you think that the bidders are risk neutral? Risk averse? Risk seeking?
3. AuctionRulesandOutcomes
? When and where does the auction take place?
? How are bids submitted? (In person? Electronically? In writing? Over the phone?)
? How is the winner and the price determined?
? Is this auction static or dynamic?
? How long does a typical auction of this kind last?
? Does the seller communicate with or observe buyers? reactions over the course of the auction?
? Are bidders aware of how many other bidders are in the auction? Do they know who they are competing with?
? Can bidders communicate with or observe one another over the course of the auction?
? Is there any indication that bidders cooperate with each other to keep prices low? If cheating might occur, what would it look like in this auction?
? Do sellers have an opportunity to cheat? Why should buyers trust the sellers? 4. Theory
? Consider the assumptions of the independent private values model. What are some specific reasons to believe that this particular auction is a good or a bad fit for that model? If you could change the model in one way, what change do you think would be most important?
? Do you think that this auction best fits the private value model, the common value model, or is it in between?
? Do you expect that bidders are aware of the equilibrium bidding strategy of this auction? Do you think that most (if not all) of the bidders behave in a way that?s reasonably close to the equilibrium bidding strategy?
? Does the information you have about the outcome of the auction (if any) lead you to believe that the outcome matches what the theory would predict?
Format
I expect that about 5 pages of double-spaced text (using typical formatting) will be adequate to present the following:
1. Acompletedescriptionoftheauction.(Thefirstthreelistsofquestionwillgiveyouan idea of the kind of material to present here.)
2. A discussion of how this auction application compares to the theory we have learned. (See the fourth list of questions above.)
In addition, I expect you to present a bibliography of the sources that you consulted. I am not particular about which style of citation that you use. What matters ? and it matters very much ? is that I can easily identify the source of the information that you present, and I can look up the source for myself to verify its content if necessary.

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Please read the following case description of “Dell Computer Spins Out of Control”. After reading this case, you should prepare an analysis following the guidelines I have provided. The goal of this integrative case is not for you to demonstrate expertise this business but to see how you can apply the concepts, principles, and theories found in the course readings regarding organizational control to a set of case facts. Your analysis must employ only the facts presented in the case description below. You must resist the temptation to introduce facts not in evidence in the case description by searching the internet for updated information. The company’s present situation is not necessarily the ideal solution that could be derived from a careful analysis of the facts as presented here.
This assignment is worth 80 points. Please post your completed case analysis under the “Assignments” tab.
Dell Computer Spins Out of Control

Michael Dell, says Harvard’s David Yoffie, “broke the paradigm about how to run a computer business.” By now, the litany of innovations at Dell, one of the top suppliers of personal computers, is pretty familiar: direct selling to customers to avoid retail mark-ups, flexible manufacturing for low-cost customization, and just-in-time inventory to hold down carrying costs. The nature of such innovations makes it clear that Dell’s phenomenal success over the last 25 years owes much to its tightly disciplined operations and vigorously applied controls.

The success of Dell’s “value-priced” business model, for example, reflects effective efforts to control costs. Dell’s North Carolina plant, which opened in October 2005, can produce PCs 40% faster, and with 30% less downtime, than its older facilities in Texas and Tennessee. Unlike these older factories, which must retool equipment for different types of computers, the new plant in Winston-Salem can build any of Dell’s 40 models at any time. “Other factories have a process-driven flow,” explains factory designer Richard Komm. “[This plant] is focused on one thing: How do we get [a computer] to the customer in the shortest amount of time?”

Excellent quality control also holds down costs. At Dell, teams of three workers typically collaborate on the assembly of a PC. Because each individual is assigned a specialized set of tasks, training is simpler and quicker, assembly time is faster, and errors are less common. Each team includes a tester who performs a quick check to ensure that every completed machine is correctly wired and boots properly. Finished machines must also pass inspection and then undergo even more extensive testing, but the purpose of the quick test is to allow the assembly team to catch gross defects as early as possible. The principle, explains Komm, is quite simple: “The faster you get feedback to the operator, the fewer the number of defects.” Dell now catches most defects in four minutes, rather than 60 as in the past, and the overall defect rate is 30% lower.

On the other hand, although earnings grew by 52% in 2005, customer complaints doubled. During the following year, Dell acknowledged problems with customer service call transfers and wait times, promising on its corporate blog that “we’re spending more than $100 million—and a lot of blood, sweat, and tears of talented people—to fix this.” For the year, spending on customer service reached $150 million.

In addition, competitive conditions in the PC market were a lot different in 2005 than they had been during Dell’s glory days, mainly the decade from 1991 to 2001, when annual sales soared from $546 million to $32 billion. For the third quarter of its 2006 fiscal year, Dell’s growth of 3.6% paled in comparison to Hewlett-Packard’s (H-P) 15%, and the fourth quarter produced even more disappointing numbers. Sales tumbled by 51% from the previous year, and PC shipments had declined by 8.9%, while H-P boasted an increase of 23.9%. In fact, it was a dismal quarter all around: Dell also had to recall 4.1 million laptops because the batteries had the potential to ignite, and the Securities and Exchange Commission (SEC) announced an investigation into the company’s accounting practices. By the end of the year, industry analysts estimated that H-P had overtaken Dell in worldwide market share, 17.4% to 13.9%.

With revenues of $56 billion, substantial enough to earn Dell the No. 25 spot among the Fortune 500, the company was in no immediate danger of going out of business, but there were some serious issues with which the company had to deal. Ironically, it was becoming increasingly clear that Dell’s troubles could be traced back to the innovative, low-cost, no-nonsense business model on which the company had built its business. For one think, although Dell had eliminated the early competitors who had failed to imitate its business model and meet its low prices, by 2006 it was facing a new set of rivals, particularly H-P and the Chinese company Lenovo, both of which had emerged as formidable competitors by making themselves remarkably efficient.

In addition, it was clear by 2006 that the computer industry had outgrown the era of the generic box. The stylish iMac had been on the market for nearly ten years, and H-P’s MediaSmart TV, which functioned as either as a TV or a wireless PC monitor that could stream videos and music, had come out early in the year; meanwhile, according to senior editor at Fortune, Dell remained “the ultimate provider of white-bread (well, gray plastic) PCs.” A veteran industry consultant put it more bluntly: “Dell is down there with food and shelter in the hierarchy of human needs,” he suggested.
It seems Dell had fallen behind in two areas that were not adequately addressed by a business model powered principally by operations and financial control: (1) product innovation and design; and (2) customer service and consumer brand preference. “Competitors are selling the use, the solution, but Dell’s still selling products,” remarked one industry marketing expert. In other words, Dell needed to build a business model driven as much by marketing management as by operations and financial management. Michael Dell, who stepped down as CEO in 2004, agreed, saying: “We were managing cost instead of managing service and quality . . . We had this historical structural advantage which manifested itself in lower price and better value for customers, and I think we overemphasized the price element and did not emphasize relationships and customer experience.”

The first thing that Dell did when he realized that the business was in trouble was to reinstate himself as CEO, replacing Kevin B. Rollins in January 2007. The next thing he did in April of that year was to hire a chief marketing officer (CMO), a non-existent position in the company prior to that time. “We’ll be seeing radical change at Dell over the next two years,” promised Mark Jarvis, and ex-CMO at software giant Oracle and, by 2008, Dell had begun turning out an innovative stream of new products, including the Inspiron Mini-9 netbook, the pocket-sized M109S projector, and the luxury-priced Adamo netbook designed to compete with Apple’s MacBook Air. So far, however, Dell’s new product and marketing initiatives have failed to pull it out of a slump that began in mid-2005 and that has worsened with the global economic crisis and recession. The problem? Dell is trying to do two things at once: keep costs down and expand its business. Expansion, which involves introducing new products and increasing sales overseas and through retail outlets, is an expensive proposition, and the two goals are hardly compatible. During its fiscal 2007 fourth quarter (which ended January 31, 2008), income slipped 6.5% to 31 cents per share, exacerbating a slide in share price from $30 per share in November 2007 to $20.87 just three months later. As for controlling costs, the company cut 3,200 jobs over the previous eight months.

By the end of the second quarter of 2008, share price had hit an eight-year low of $18.24, and by December was at a dismal $11.13 per share, its lowest level since 1997. Michael Dell admitted that recent price-cutting measures had been “a bit too aggressive,” but, more importantly, analysts agreed that Dell’s prospects for difficult economic times were dampened by its long-term failure to do what other big tech companies had done, which was to get bigger by means of acquisitions. Dell, which had long boasted of its successful internal (organic) growth, had finally made a few strategic acquisitions, but observers pointed out that most of the prized assets had already been purchased by other companies.
Dell was also making heavy investments in design and, by the end of 2008, it had made moves to increase its activities in hardware and services for corporate offices and data centers; however, analysts remained skeptical that all of these measures would soon result in a well-rounded, well-managed company. Michael Dell tried to explain the company’s efforts to retool its business model: “Here was a company,” he said, “that was maniacally focused on an approach to its business which resulted in an enormous amount of success, and when it kind of realized that that wasn’t working as well as it did in the past, decided to make a number of changes . . . It’s okay if everyone doesn’t understand what we are doing.”

For the first quarter of fiscal 2009, revenue dropped in all of Dell’s major businesses, including declines of 34% and 20% in desktop and notebook PCs, respectively. Although its share price had reached a 52-week high of $25.63 in August 2008, it dipped as low as $8 per share. For the quarter, income had plummeted 63% to $290 million (15 cents per share) from $784 million (38 cents per share) a year earlier. Having earned 24 cents per share, Dell beat estimates by a penny, but revenues fell below forecasts, declining 23% from $16 billion to $12.3 billion.

Assignment: You have been hired by Michael Dell to help him devise an effective control strategy. Your deliverable to Mr. Dell is a detailed report in which you will recommend changes to the existing control system, and propose the addition of new controls, if appropriate. Your analysis should begin with a discussion of the advantages Dell gained from the tight controls in its original business model, and the competitive disadvantages it now faces because it is using that control system. The report should also describe your recommendation for a new business model that would incorporate the appropriate controls discussed in Chapter 16 of Management: Leading and Collaborating in a Competitive World.

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“Gun control”
Write a reflective essay on the effectiveness of your presentation. This essay should be between 400-700
words. When writing this essay, focus on the following question:
-How did you incorporate the following three proofs, or
appeals, into your persuasive presentation?
• Personal Proof (also called ethos)
• Psychological Proof (also called pathos)
• Logical Proof (also called logos)

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“School Shootings” the essay questions must be answered and between 400-700 words and should include the following also. the effectiveness of the presentation.
Questions:
-How did you frame your problem?
-Discuss the nature of your problem-was it an obvious problem or did you have to convince your audience that a problem exists?

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The module is designed to introduce students to the basic concepts of probability and statistical analysis which will prove to be an essential support to their other modules. It will allow them to work on realistic problems, using case materials where relevant, and extensive use of Excel to analyse management data. Students will apply concepts and processes outlined in lectures.

Intended Module Learning Outcomes
The intended learning outcomes are that on completion of this module the student should be able to:

Apply basic probability and statistical techniques
Formulate, test and interpret statistical hypotheses using significance tests to analyse realistic management problems
Recognise the scope and range of modern statistics packages, to facilitate data analysis and enable more efficient statistical report writing
Method of Assessment (normally assessed as follows)
The intended learning outcomes will be assessed as an end-of-course assignment (100%) where you will write an individual report.

Students undertake a small survey, formulate, test and interpret statistical hypotheses using significance tests in Excel and SPSS, and report on the results. The surveys can be prepared in groups if they are designed so that the data analysis can be performed by separately individuals.

Essential Reading
Berenson M., D. Levine, T. Krehbiel (2012), Basic Business Statistics, 12th edition, Prentice Hall

Recommended Reading
Lind D. (2010), Basic Statistics for Business and Economics, McGraw: Hill

Render, Stair, Hanna, R. (2009), Quantative Analysis for Management, New Jersey: Pearson Prentice Hall

Oakshott, L. (2010) Essential Quantative Methods, Palgrave

Steinberg WJ. (2008), Statistics Alive!, Thosand Oaks, California: Sage Publications

Price, M. (2007) Office 2007 in Easy Steps, In Easy Steps (ISBN: 978-1-84078-344-5)

Required Equipment
Students must have access to the internet and bring a scientific calculator to each class.
Excel
PHStat (an add-on to Excel that comes with the textbook and is available from its webpage)
SPSS

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Review an antecedent based intervention described in the autism internet modules

https://www.autisminternetmodules.org/

Describe this intervention, the intended impact on the students behavior, steps to implementation, and potential barriers to implementation and how you could overcome these.

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What Constitutes the Hierarchy of Norms in European Union Law?

Craig, P, & De Burca, G. EU Law: Text, Cases, and Materials (2015, 6th Ed) Oxford University Press, Chapter 4

Craig, P. (2004) ‘The Hierarchy of Norms’ in Tridimas, T. & Nebbia, P. (eds.) European Union Law for the Twenty-First Century: Rethinkin the New Legal Order, Hart Publications.

Lenaerts, K. & Desoner, M. (2005) .’Towards a Hierarchy of Legal Acts in the European Union? Simplification of Legal Instruments and Procedures’ ELJ 11: 744

Prior to the Lisbon Treaty the legal acts of the Union was represented by the Treaties and Derived Legislation from the Treaties. After Lisbon there became a formal hierarchy of norms, which existed before but not formally. This hierarchy is as follows:

Treaties and the Charter of Rights;

General Principles of Law;

Legislative Acts; and

Delegated Acts and Implementing Acts.

A Legal Norm, as conceived here:

1) It may apportion norm-making competence among persons in the EU; e.g. consider here how the Member States confer powers onto the Union Institutions.

2) It may regulate the procedure to be followed in creating Norms; e.g. how the derived law is formed by developing the aims and objectives in the Treaties.

3) It may limit the content for valid norms; i.e. limitations on legislative acts.

There are therefore a number of issues that can been considered for the assignment.

Consider the hierarchy of norms as listed above, i.e. from Treaties to legislative and non-legislative acts.

Consider how the Member States confer, on the EU, norms in the form of competences.

Consider how the hierarchy of norms became part of the Lisbon Treaty, e.g. sought the objectives of simplification, democratic legitimacy, and separation of powers against institutional balance. See Final Report of Working Group IX on Simplification, attached below.

Consider how the general principles of law govern the creation of legislative and non-legislative acts, or take justice one of the general principles including:

Subsidiarity, Proportionality, Legal Certainty, Legitimate Expectations, Equality, Precautionary Principle, or Procedural Justice.

Fundamental Principles of Human Dignity (right to life, etc.); Freedom (right to liberty, private life, protection of personal data); Equality (non-discrimination); Solidarity (worker’s right); Citizen Rights; and Justice (effective remedy, fair trial). How do these feed into the legislative and non-legislative law? How do they affect the relationship between the Union and Its Member States.

Consider what constitutes the non-legislative act, i.e. delegated acts (Art. 290 TFEU) and Implementing Acts (Art. 291 TFEU) This particularly refers to delegation of Power. How does this differ from comitology? See Case C-427?12 Commission v European Parliament and Council

Ultimately the binding force of all such norms derives from the basic norm of the particular legal system. So if you wished to consider Kelsin’s legal science, from which the ideas of the hierarchy of norms principally come you could; you would just then need to link it to the EU.

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write a 4-5 page typed, double-spaced essay that addresses Vaddey Ratner’s In the Shadow of the Banyan and Kenan Trebincevic’s The Bosnia List. Both Ratner and Trebincevic are genocide survivors. Ratner was a child when she was driven from her home and lost most of her family in 1970s Cambodia. Trebincevic was only slightly older when he survived the genocide in Bosnia in the early 1990s. Each tells a harrowing story of their experiences of fear, pain, hunger, persecution, and loss.

When you write your essay, you will want to focus on the specifics of each author’s work, and compare and contrast their experiences: Why do you think Ratner chose to write her book as an autobiographical novel, whereas Trebincevic decided to write a memoir? Is it important that they were both children when the events they discuss took place? Does gender – i.e. Ratner being female, and Trebincevic male – color how they experienced genocide?

Additionally, you should write this paper with the broader themes/topics we have discussed in class in mind: On what grounds can we call the atrocities that Ratner and Trebincevic survived genocidal? What ideals/aims motivated the perpetrators? What makes the genocide addressed in each book similar to other genocides that we have discussed? In other words, do most genocides – including the ones in the books – share certain fundamental aspects? For instance, do the genocides in Cambodia and the former Yugoslavia exhibit the traits outlined by Ben Kiernan in his chapter “Twentieth-Century Genocides: Underlying Themes from Armenia to East Timor”, in the book The Specter of Genocide? And by contrast, are there ways in which the genocides that Ratner and Trebincevic survived unique? Your paper should, then, be more than a summary of the two books, but an in-depth exploration on each author’s experience of genocide that links it with the broader history of genocide in the twentieth century.

In terms of the structure of your paper, you should begin with an introduction that contains a thesis – the argument you are planning to make in the paper. You should proceed to give a brief summary of each book, and then move to your analysis. The analysis should address the questions about genocide detailed above with respect to how they pertain to Ratner and Trebincevic. Finally, you should have a conclusion that sums up your initial argument and ties the entire paper together

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