Saturday, May 23, 2020

Class Identity in Feudal Japan - Fun Facts and Examples

Feudal Japan had a four-tiered social structure based on the principle of military preparedness. At the top were the daimyo and their samurai retainers. Three varieties of commoners stood below the samurai: farmers, craftsmen, and merchants. Other people were excluded entirely from the hierarchy, and assigned to unpleasant or unclean duties such as leather tanning, butchering animals and executing condemned criminals.  They are politely known as burakumin, or people of the village. In its basic outline, this system seems very rigid and absolute. However, the system was both more fluid and more interesting than the short description implies. Here are some examples of how the feudal Japanese social system actually functioned in peoples daily lives. †¢ If a woman from a common family got engaged to a samurai, she could be officially adopted by a second samurai family. This circumvented the ban on commoners and samurai intermarrying. †¢ When a horse, ox or other large farm animal died, it became the property of the local outcasts. It did not matter if the animal had been the personal property of a farmer, or if its body was on a daimyos land; once it was dead, only the eta had any right to it. †¢ For more than 200 years, from 1600 to 1868, the entire Japanese social structure revolved around support of the samurai military establishment. During that time period, though, there were no major wars. Most samurai served as bureaucrats. †¢ The samurai class basically lived on a form of social security. They were paid a set stipend, in rice, and did not get raises for cost-of-living increases. As a result, some samurai families had to turn to the manufacture of small goods like umbrellas or toothpicks to make a living. They would secretly pass these items on to peddlers to sell. †¢ Although there were separate laws for the samurai class, most laws applied to all three types of commoners equally. †¢ Samurai and commoners even had different kinds of mailing addresses. The commoners were identified by which imperial province they lived in, while samurai were identified by which daimyos domain they served. †¢ Commoners who tried unsuccessfully to commit suicide because of love were considered criminals, but they could not be executed. (That would just give them their wish, right?) So, they became outcast non-persons, or hinin, instead. †¢ Being an outcast wasnt necessarily a grinding existence. One headman of the Edo (Tokyo) outcasts, named Danzaemon, wore two swords like a samurai and enjoyed the privileges normally associated with a minor daimyo. †¢ To maintain the distinction between samurai and commoners, the government conducted raids called sword hunts or katanagari. Commoners discovered with swords, daggers or firearms would be put to death. Of course, this also discouraged peasant uprisings. †¢ Commoners were not allowed to have surnames (family names) unless they had been awarded one for special service to their daimyo. †¢ Although the eta class of outcasts was associated with the disposal of animal carcasses and the execution of criminals, most actually made their living by farming. Their unclean duties were just a side-line. Still, they could not be considered in the same class as commoner farmers, because they were outcasts. †¢ People with Hansens disease (also called leprosy) lived segregated in the hinin community. However, on the Lunar New Year and Midsummers Eve, they would go out into the city to perform monoyoshi (a celebration ritual) in front of peoples homes. The townspeople then rewarded them with food or cash. As with the western Halloween tradition, if the reward was not sufficient, the lepers would play a prank or steal something. †¢ Blind Japanese remained in the class to which they were born - samurai, farmer, etc. - so long as they stayed in the family home. If they ventured out to work as story-tellers, masseurs, or beggers, then they had to join the blind persons guild, which was a self-governing social group outside of the four-tier system. †¢ Some commoners, called gomune, took on the role of wandering performers and beggers that would normally have been within the outcasts domain. As soon as the gomune stopped begging and settled down to farming or craft-work, however, they regained their status as commoners. They were not condemned to remain outcasts. Source Howell, David L. Geographies of Identity in Nineteenth-Century Japan, Berkeley: University of California Press, 2005.

Monday, May 18, 2020

Critical Success Factors For An Organization - 1540 Words

Critical Success Factors The critical success factors for an organization will aid the development of the organizations success (Blocher, Stout, Juras, Cokins, 2016, p. 10). These factors assist the organization to measure the internal and external processes of the organization (p. 10). The critical success factors will determine the financial and nonfinancial factors that will assist the organization to remain competitive in the market place (p. 10). The critical success factors are the measures in the balanced score card that will assist the business meet their goals strategically (p. 11). The balanced score card will assist the business to make continuous improvements to the organization (Hicks, 2010, p. 3). The factors will assist management to engage the appropriate changes to meet the changing competitive environment (p. 3). This will ensure that the plans for the future of a business will ensure the long-term success of the business when applied appropriately (p. 3). T he critical success factors derive from the SWOT analysis that provide measurable goals to the organization (p. 3). The factors selected for this research derive from interviews with the officer in charge of the enlisted basic supply section, Bryan Harding. The SWOT topics are the basis of the internal and external processes that assist the instructors and students achieve success. The mission of the instructors enables the instructors to achieve success that meet the organizations goals.Show MoreRelatedCritical Success Factors Of An Organization1238 Words   |  5 PagesCritical success factors are generally essential activities or elements that allow an organization to achieve its objectives and for current and future operations. Some of the critical success factors of business could be as follows: †¢ Reductions in employee turnover and increase in employee retention. †¢ Increasing satisfaction percentage in employee engagement survey. †¢ Improved ratings for training and development. †¢ Increase revenue per man-hour †¢ Improved performance appraisal system by KPIRead MoreLeadership Is A Critical Factor For The Success Or Failure Of An Organization2997 Words   |  12 PagesLeadership is required in every type of organizations and at every level. According to Schein (2004), leadership is a critical factor for the success or failure of an organization. Leadership requires leaders to have the ability to understand workings of individuals interactions and relationships within the workplace (Gaiter 2013). In my opinion leadership is the task of inspiring people around you and performing a task with perfection. To become an effective leader, one needs good followers orRead MoreCritical Success Factors For Enterprise Resource Planning Implementation Success1740 Words   |  7 Pages Introduction This paper is a critical review of the article ‘Critical Success Factors for Enterprise Resource Planning Implementation Success’ which was published in the ‘International Journal of Advances in Engineering Technology’. In this review, the article summary is presented first before an analysis of its structure. The critique of the article then follows, focusing on the author’s authority, the accuracy of the article as a source of information, the currency of the article, its relevanceRead MoreCritical Factors Of Erp Implementations1050 Words   |  5 PagesCritical Factors of ERP Implementations: Two Cases from Saudi Arabia Abstract Seven categories of critical success factors were identified from the ERP literature: â€Å"business plan and vision†; â€Å"change management†; â€Å"communication†; â€Å"ERP team composition, skills and compensation†; â€Å"top management support and championship†; â€Å"project management† and â€Å"system analysis, selection and technical implementation†. In this paper, a case study of two organizations in Saudi Arabia has been conducted, both organizationsRead MoreInformation Systems : A Basic Necessity For Running Successful Business1677 Words   |  7 Pagesenvironment. Information system is globally recognized widely accepted as a basic necessity for running successful business. Kim et.al (2007), Information Technology plays an important business tool in modern era to attain competitive advantage for the organization as well as improving employee’s efficiency and productivity. Enterprise Resource Planning system shor tly known as ERP system is one of the primary information systems used in various industries to run their business operations. ERP attained variousRead MoreInterview With Tobias Kuners, A Prominent International Business Leader1552 Words   |  7 PagesKuners, a prominent international business leader. In this article, the interviewer seeks to uncover Kuners’s philosophy for success. To begin, Kuners believes many CEOs undermine success because they take the time to develop strategy but do not communicate it to employees in a way that allows them to link what they do, on a daily basis, to the strategic goals of the organization. He explains to the interviewer that if leaders clearly communicate strategy and goals to employees, then employees canRead MoreEagle Ottawa And Contemporary Management Techniques1068 Words   |  5 Pagesteam that is deliberately focused on critical success factors (Blocher, Stout, Juras Cokins (2016). Business Process Improvement Overview Business process improvement (BPI) is a methodical and deliberate plan that could potentially help Eagle Ottawa to implement a large scale improvement via the use of clearly defined management methods. The difference between a typical project improvement plan and a BPI project plan is the focus on critical success factors coupled with process driven parametersRead MoreKrispy Kreme Company Analysis and Evualtion1670 Words   |  7 Pages†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1 Table of Contents†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 Organization Description†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 SWOT Analysis chart†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 Balanced Scorecard chart†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 Critical Success Factor Discussion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 6 Evaluation of Critical Success Factors†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦... 10 Organization Description Krispy Kreme is a highly successful company, whose main productRead MoreThe Concept Of Team Based Organizations795 Words   |  4 PagesTeam-Based Organizations The purpose of this paper is to introduce the concept of team-based organizations. It provides an overview and definition of this concept. Furthermore, the concept of team-based organization is explored and advantages and disadvantages phased by organizations using this strategy is provided. In addition, the paper introduce4s the concept of employee motivation, its effectiveness, and effect on employee morale and organizational culture. Team Based Organization-Defined ARead MoreAnalysis of the Eight Critical Success Factors for Implementing TQM883 Words   |  4 PagesAnalysis of the Eight Critical Success Factors for Implementing TQM Introduction In both the text Strategic quality management: A strategic systems approach to continuous improvement (Pryor, 1999) and in the excellent article Total quality management the critical success factors (Porter, Parker, 1993) the eight most critical factors that contribute to the success of Total Quality Management (TQM) are identified. It is the intent of this analysis to evaluate all eight both from the context

Tuesday, May 12, 2020

Changing Faces Within The Workforce - 938 Words

Diverse Workforce Through recent years society as well as the labor force have taken notice in regards to the acceptability of having a diversified workforce. During the course of recent years it has been said that populace unwittingly hypothesized that â€Å"by allowing diversity, our nation could suffer financial liability rather than an economic strength,† a view point that was seen by some, but not by all. It becomes clear and concise that diversity isn’t just the color of a person’s skin; it also goes into gender, national origins, weight of a person, sexual orientation, and religion to name a few. As a leader, ensuring that all employees receive a fair and equitable evaluation may be a challenge for some; this has been recognized as a crucial part of the overall success of any establishment or corporation. Changing faces within the workforce Before anyone can truly understand the issues surrounding diversity within our workforce, it is safe to say that they have to understand the meaning. Workforce diversity is defined as diversity amongst employees that represents both a challenge and opportunity for business. Today, the U.S. workforce is as diverse as it has ever been, and it is becoming even more so (Lawrence Weber, 2014). Some of the diversity we are seeing are as followed, but not limited to: †¢ More women are working than ever before: Married women, those with young children and older women, in particular, have greatly increased their participation inShow MoreRelatedHistory Of Participatory Management ( Rau Foster, 2017 )1533 Words   |  7 Pagesrun. Below is a list is common characteristics of the Baby Boomers leadership styles: †¢ Democratic †¢ Believed in chain of command †¢ Goal oriented †¢ Create stability †¢ Respect Loyalty Generation X Generation X (1965-1980) are taking hold in the workforce today (Schullery, 2013, p.235). The current age range for this generation is 28-43. This generation is known for Watergate, the energy crisis, end of the Cold War and Y2K. Generation X have many core values they adhere by. Some of those values includeRead MoreKnowledge Management : Today s Society Essay1476 Words   |  6 Pagesever-changing society. Society is facing many changes that are impacting the workforce for individuals and organizations as a whole. The baby boomers can be classified as anyone 55 years of age or older, which are referred to as the older workforce. The change between baby boomers being the leading workforce in organizations, in comparison to today’s society where now that trend is changing to the younger generations in the workforce. With the available personnel to work for businesses changing, companiesRead MoreHuman Resource Management : A Theoretical Perspective1241 Words   |  5 Pagesha ve a seat at the table. Importance of Human Resource Management in 21st Century: challenges for future The managers today face a whole new array of changes like globalization, technological advances and changes in political and legal environment. Change in information technology. The great challenge of HRM is to attract, retain and talented employees.HRM is the function within an organization that focuses on recruitment of management of and providing direction for the people who work in the organizationRead MoreE Learning Systems Improve Employee Engagement1421 Words   |  6 PagesToday’s way of training the workforce and providing employee engagement seems to be moving on the high speed train of technology. With the consist demand of reducing expenditures and increasing profit, businesses are needing to look at different ways to yield green on their bottom line. Many businesses are looking at e-learning systems to enhance employee training and engagement. E-learning generally refers to the use of computer network technology, primarily over an intranet or through the Internet Read MoreMcdonald s : A Successful Fast Food Eateries954 Words   |  4 Pagesemployee/employer is the Fair and Equal strategy. It helps to drive away any negative employee relationships and establishes respect and dignity within a workplace. The purpose of this report is to expose Current issues being faced by McDonalds regarding changing consumer preferences as well as the Strategies the corporation uses in managing workforce diversity. A thorough analysis of both cases leads to findings of immense scrutiny and judgement on obesity and incredible management of diversificationRead MoreThe Changing Workforce1009 Words   |  5 PagesIntroduction - What is the changing workforce? Pick any industry and chances are it looks very different now than it did a decade ago. It’s impossible to determine when, what and where the changes will happen, but the business landscape will keep shifting. The fact that due to both economic and the society, organisations will go under changes constantly doesn’t mean that employees like it. (Harvard Business School Press, Society for Human Resource Management, 2005) Workforce in companies nowadaysRead MoreCreating A Team Building Culture Option1479 Words   |  6 Pagestransition must be thoughtfully considered and strategic steps should be taken to encourage the most positive results. Changing an organization s culture does not occur overnight, and will take patience and focused attention from its leaders and workforce to engrain these new ways of doing things into the fabric of the company. Team culture can be fostered through assessing the workforce s key skills, encouraging team development and teamwork, sel ecting and utilizing the right motivation, and creatingRead MoreChallenges Facing Human Resource Professionals1609 Words   |  7 PagesProfessionals face in meeting the needs of the contemporary Workforce â€Å"In the War for Talent† In recent times, Human Resource Professional has faced a growing number of challenges in responding to the needs of the contemporary workforce and attempting to win â€Å"The War for Talent†. These include globalisation, increasing workplace diversity, technological change and an aging workforce among others. This essay will attempt to show that the three most pressing concerns the Human Resources Professional faces todayRead MoreMale And Female Leaders Challenges Within The Global World And Workplace Today Essay837 Words   |  4 PagesMale and female leaders continually face challenges within the global world and workplace today. One of the biggest challenges faced, is public perception, culture and stereotypes. Part of research shows these differences in views threw gender dynamics. Men are viewed as dominate and strong. Women are viewed as caring for others and nurturing. Additionally, workplace stereotypes have caused serious problems in the past. This will need to chang e to a great extent if America is going to be successfulRead MoreNavy And The U.s. Naval Academy1206 Words   |  5 PagesAcademy because America is a diverse country. As discussed in class when talking about diversity within organizations, it is imperative to obtain and maintain a diverse workforce when serving a diverse clientele. The U.S. Navy and the U.S. Naval Academy must be diverse to understand and serve the beautiful and diverse United States. As the case mentioned, 70 percent of new workers entering the workforce in their recruitable demographic are women and minorities; therefore, the Navy has to pay attention

Wednesday, May 6, 2020

Ethical Issues Of Drug Companies - 1923 Words

â€Å"It is immoral for the drug companies to charge large sums for drugs that are cheap to manufacture.† Discuss Some of the leading pharmaceutical companies such as Novartis, AstraZeneca and GlaxoSmithKline make a large sum of profit from drugs that are cheap to manufacture, many see this as immoral and argue that these drug companies are making money at the expense of other peoples illnesses and are exploiting the most vulnerable in society, but some argue that its â€Å"business† and is ethical despite huge profits made by these drug companies. In this essay I will discuss if it is morally wrong for drug companies to charge large sums for drugs that are cheap to produce. In 2011 it was estimated that global spending on prescription drugs was around the region of $954 billion with the United States accounting for more than a third of the market. Many of these drugs companies have entered the market with the intention of making large amounts of profit rather than treating people. In 2012 the Food and Drug Administration which is a federal agency of the United States Department of Health and Human Services approved 12 cancer drugs, 11 out of the 12 were priced above an astonishing $100,000 per a year, according to Macmillan there is an estimated 2.5 million people in the UK today who have had a cancer diagnosis, this is an increase of almost half a million in the previous five years. Which coincides with the price of cancer drug prices which have virtually doubled from a decade ago,Show MoreRelatedEthical Dilemmas Of A Drug Company s Regional Sales Manager1748 Words   |  7 Pagescan be hard to make a decision, especially when an ethical dilemma is in volved. Ethical dilemmas pose a challenge because there is good to be found with both choices. The problem arises when one’s personal ethics are challenged. This paper will discuss an ethical dilemma with which a drug company’s regional sales manager was faced. It will discuss: the case and explain the ethical dilemma; the four functions of management; ethical issues; ethical relativism; four values; case resolutions; and ChristianRead MoreEthics Of The Health Care Industry995 Words   |  4 Pagescornerstones of patient care. Making ethical decisions, being vigilant in the lack of ethical decision making, and being proactive in the reporting and advancement of ethical practices are important factors for marketing professionals such as physicians and other health care professionals to be wary of. Conduct by pharmaceutical representatives and ethical practices in the marketing of pharmaceutical drugs have been revamped over several decades by the Food and Drug Adm inistration (FDA), InternationalRead MoreDrugs and Ethics Essay example1150 Words   |  5 PagesEthics and law do not always go hand in hand. Not every law is ethical, and even if a law is considered ethical on its surface, it may result in unethical outcomes. Ethics refers to well-founded standards of right and wrong that prescribe what humans ought to do, usually in terms of rights, obligations, benefits to society, fairness, or specific virtues.† The pharmaceutical industry confronts several dilemmas every year. Most of these dilemmas revolve around money or whether or not to sacrificeRead MoreThere Was An Ethical Issue Which Arose In The United States1043 Words   |  5 PagesThere was an ethical issue which arose in the United States of America regarding Turing Pharmaceuticals messed up drug pricing (Timmerman 2015) that has gained a lot of attention in recent times. Ethics is the rules of conduct acknowledged in respect to a class of human actions or a group (Diffen 2016). Ethics is important as it affects not only the organization but the community and society at large (Spooner n.d.). This essay will discuss about how unethical Turing Pharmaceuticals acted in the caseRead MoreDrug And Alcohol Testing On The Workplace1663 Words   |  7 PagesDrug and Alcohol Testing in the Workplace Due: Monday Dec 1, 2014 COMM-220-F Rebecca Walsh By Brett Tate and Brandon Bracko November 17, 14 Introduction People often question drug and alcohol testing in the work place. It is a controversial subject that has a range of mixed emotions. But where do you draw the line when it comes to crossing the boundaries of prying into one’s personal life? This report will explain the legal, and ethical issues surrounding the topic of drug and alcohol testing inRead MoreThe Role Of Ethics And Differences For Nurses1613 Words   |  7 Pagesfor their patients’ health, nurses are not met with the same high demands as doctors. The modern practice of medicine raises a plethora of complex issues, medical, ethical and legal and while the nurses is primarily focused on the patient, the doctor has much more to consider. Representatives from Industry: Insurance Companies Insurance companies are responsible for selling health care plans to people. When individuals, employers, organizations, and/or unions enroll in a health care plan, theyRead MoreModule 3 Questions Essay1299 Words   |  6 Pagesï » ¿ 1. Are drug companies that test experimental drugs in foreign countries acting ethically? Drug companies that test experimental drugs in foreign countries are not acting ethically. Testing of experimental drugs should be done in the country where the drugs are being manufactured. The major ethical dilemma is that the foreign countries that these clinical trials are not fully educated on the risks and understand what they are getting themselves into. In the article, many things stood out thatRead MoreEthics779 Words   |  4 Pagesfirst (Weber, 2006). To keep their operations operating they must approach a duties-based ethical approach because the lives of their stakeholders are literally at risk. A religious ethical standard would mean not to falsely proclaim that a drug does something that it does not. An example would be to say that a drug would help you lose weight quicker without diet or exercise. Pharmaceutical companies claim that they approach ethics determined by outcome based ethics, meaning the greatest goodRead MoreEthical Issue in Pharmacy1618 Words   |  7 PagesEthical issues in the retail pharmaceutical industry: An analysis of the ethical dilemmas faced within Chaguanas Drug Mart Limited Abstract: The ethical duty of a pharmacy is to promote a patient’s best interest. However, certain obvious ethical issues will arise. Within any business involved in bulk purchasing the issue of unconscious theft will also occur. The following paper focuses on the application of ethical theories that supports as well as argues the behavior within Chaguanas Drug MartRead MoreThe Unprofessional Relationship between Medical Doctors and Pharmaceutical Companies1364 Words   |  6 Pages GlaxoSmithKline’s new policy is an improvement from the ethical standpoint because the relationship between the two parties are tainted and no longer a respectable relationship. This essay reviews the aspects conspicuous relationship between medical profession and drug companies, such as GlaxoSmithKline, and its future consequences. The purpose drug companies interact with doctors is to promote their medical product. For the companies to reach out to the medical doctors and leave a memorable

Beer Game Free Essays

The Beer Game Copyright by Professor John Sterman, MIT October 1984 Sources:http://www. sol-ne. org/pra/tool/beer. We will write a custom essay sample on Beer Game or any similar topic only for you Order Now html The Fifth Discipline: Pg 27-54 Why play the ‘Beer Game’? Instructions for running the game Steps of the Game Outline for post-game discussion and tasks Supplies Checklist Mock-up of the Game Board Bibliography CHARTS AND TABLES TO PRINT OUT: [only issue Table 1 and 2 at the onset of the game. Chart 1-3 to be distributed at the end of the game and before post-game discussion. ] Table 1:Record Sheet: Cost of Inventory and Backlog Table 2:Computation of cumulative inventory backlog Graph 1:Inventory and Backlog Graph 2:Orders Graph 3:Perceived order by Customers Slide 1:Facilitator Slides Slide 2:Facilitator Slides Slide 3:Facilitator Slides Slide 4:Facilitator Slides Slide 5:Facilitator Slides Slide 6:Facilitator Slides Slide 7:Facilitator Slides Slide 8:Facilitator Slides Contact Point for loan of Beer Game Set: If you or your unit is interested in playing this game and need assistance, please contact any of the 1Y LO participants, including the webmaster: Ms Sheila Damodaran at Sheila_Damodaran@spf. gov. sg. The game sets are kept at TRACOM’s Resource Centre (SIRC, TRACOM). Contact: 3594241. Why play the Beer Game? The Fifth Discipline, pg 27 [Prisoners of the System, or Prisoners of our Thinking] This game was developed by Professor John Sterman of MIT to introduce people to fundamental concepts of systems dynamics. Participants experience the pressure of playing a role in a complex system, and come to understand first hand a key principle of systems thinking that structure produces behavior. The Beer Game is a simulation exercise – like a laboratory experiment, where one is able to see: ? The consequences of your decisions play out more clearly in real organisations; In effect it presents a microcosm of how a real organization functions. ? Shift in prevailing assumption of what is required of us for creating fundamentally different organisations; from a perspective of â€Å"the system we are trying to change is out there and we (as change agents) are trying to fix it† to â€Å"we and the system are inextricably linked together†. I t was first developed in the 1960s at the Massachusetts Institute of Technology’s Sloan School of Management. Because it is a â€Å"laboratory replica† of a real setting (rather than reality itself), we can: Isolate the disabilities, and; ? Their causes more sharply than is possible in real organisations. Often this reveals that the problems originate in basic ways of thinking and interacting, more than in peculiarities of organisations and policy. Instructions for Running The Beer Distribution Game John Sterman October 1984 This document outlines the protocol for the beer distribution game developed to introduce people to concepts of system dynamics. The game can be played by as few as four and as many as 60 people (assistance is required for larger groups). The only prerequisite, besides basic math skills, is that none of the participants have played the game before, or else agree not to reveal the â€Å"trick† of the game. 1. State purpose of Game: a) Introduce people to the key principle â€Å"structure produces behavior† b) Experience the pressures of playing a role in a complex system 2. Provide overview of production-distribution system: a) The game is played on a board, which portrays the production and distribution of beer (show board game). [pic] b) Orders for and cases of beer are represented by chips, which are manipulated by the players. The players at each position are completely free to make any decision that seems prudent. Their only goal is to manage their positions as best as they can to maximise profits. c) Each brewery consists of four sectors: retailer, wholesaler, distributor and factory. One person manages each sector. d) A deck of cards represents customer demand. Each week, customers demand beer from the retailer, who ships the beer requested out of inventory. The retailer in turn orders beer from the wholesaler, who ships the beer requested out of the wholesaler’s inventory. Likewise, the wholesaler orders and receives beer from the distributor, who in turn orders and receives beer from the factory. The factory produces the beer. At each stage there are shipping delays and order receiving delays. These represent the time required to receive, process, ship and deliver orders, and as well be seen play a crucial role in the dynamics. e) If your participants are not familiar with the concept of manufacturing, shipping, and distribution, consider presenting these concepts initially before proceeding. Call the participants together at one board and demonstrate each step of the way carefully. Often it is the lack of this information that causes the initial confusion of the game. You could say something like: â€Å"The Beer Game immerses us in a type of organization that is widely prevalent in all industrial countries: a system for producing and distributing a single brand of beer. There are four main characters in the story – a retailer, a wholesaler, a distributor and the Marketing Director of a brewery †¦ f) The players at each position are completely free to make any decision that seems prudent. All they have to do is meet customer demand and order enough from your own supplier while avoiding costly backlogs. They should manage their positions as best as they can to maximise profits. 3. State Basic rules: a) Have each team pick a name for their brewery (e. g. the name of a real beer). Have them label their record sheets with the name of their brewery and their position, e. g. retailer, wholesaler, etc. b) Have each person ante up $1. 00, or an appropriate amount, which will go to the winning team, winner take all (optional). c) The object of the game is to minimize total costs for your team. The team with the lowest total costs wins. Costs are computed in the following way: ? The carrying costs of inventory are $. 0 per case per week ? Out-of-stock costs, or backlog costs, are $1. 00 per case per week ? The costs of each stage (retailer, wholesaler, distributor, factory) for each week, added up for the total length of the game, determine the total cost. d) No communication between sectors. Retailers should not talk to anyone else, same for wholesalers, distributors, and factories. The rea son for this is that in real life there may be five factories, several dozen distributors, thousands of wholesalers, and tens of thousands of retailers, and each one cannot find out what the total activity of all the others is. The only communication between sectors should be through the passing of orders and the receiving of beer. e) Retailers are the only ones who know what the customers actually order. They should not reveal this information to anyone else. f) All incoming orders must be filled. If your inventory is insufficient to fill incoming orders plus backlog, fill as many orders as you can and add the remaining orders to your backlog. 4. Steps of the Game. a) Issue only Table 1 and Table 2 to all the participants. b) The game Facilitator should call out the steps as the game progresses. ) The first few times when the system is still in equilibrium the facilitator should go through the steps very slowly to make sure people have the mechanics down. d) Notice that of the six steps of the game, only the fifth, placing orders, involves a decision. e) The remaining five steps only involve moving inventory of beer or order slips or recording your position, and are purely mechanical. For the first few wee ks the facilitator should tell everyone to order four units to keep the system in equilibrium. 5. Initialization of the boards: ) There should be twelve pennies or chips representing twelve cases of beer in each inventory. Each chip or penny represents one case. There should be four pennies in each shipping box and production delay. b) There should be order slips with â€Å"4† written on them, face down in each incoming and outgoing order box (orders and production requests). A supply of blank order slips should be available at each sector, as well as a supply of pennies or chips. c) The deck of cards with the customer demand should not be revealed in advance. The pattern of customer demand that is most effective for first-time players is a pattern of (†¦. To be revealed after the game/debrief by the Game Leader). d) Each order deck should have fifty weeks’ worth of cards, and the players should be told that the game will be fifty weeks long. Typically it’s only necessary to run the game thirty-five weeks or so in order to see the pattern of fluctuation, but telling the players it will be fifty weeks prevents horizon effects, where they run their inventories down because they feel the end of the game is coming. 6. Tips for Facilitators: ) It’s very helpful if the game facilitator makes sure that each team stays in step so that you can quickly glance around the room and see that everyone is at the right place. Remind the participants to follow the steps in order to keep pace of the game. b) The game facilitator should write the current week on the blackboard as the steps for that week are called out. c) In about th e eighth or ninth week the retailer will run out of inventory and have a backlog for the first time. People do not understand the meaning of backlogs, or the cumulative nature of the backlog. It is necessary to stop the game at this point, ask everyone to pay attention, and explain how backlog accounting works. Explain that: The backlog represents orders you’ve received, but have not yet filled, and which you must fill in the future, and d) The backlog is cumulative. â€Å"Next week you have to fulfill the incoming orders that you receive, plus whatever is in your backlog, if possible. If it not possible to fulfill the incoming orders, then the amount left over is added to the existing backlog and must be filled in later weeks. † (see Table 2). ) Emphasize at this point that backlog costs twice as much as inventory. You may need to do this one or two more times, and should be careful to check and be sure that they do in fact fill their backlog. It is helpful to write the following equation on the blackboard to help with backlog accounting (see below). Orders to fill = New orders + Backlog this week + last week + †¦ f) The game can be played in as little as one and a half hours if the facilitator maintains a very brisk pace. The debriefing usually requires at least 40 minutes and can be expanded substantially. g) Consider having 2 persons to play each role. One person is responsible for taking the decision and advancing the chips and order slips and the other person to maintain the figures and filling up Tables 1 and 2. The pair may switch their roles mid-way during the game. 7. End of game a) Halt the game after about 36 weeks (but play the game, up to that point as if it is going on to 50 weeks, to avoid unusual end-of-game moves). b) Ask each position on each team to calculate their total cost: c) Cost = Total inventory x $0. 50 + Total Backlog x $1 and to mark the total cost on the Record Sheet for the position d) Pass out Orders graph sheets – one to each position. Ask each position to graph their own orders, week by week. Clarify to Factory that they will graph their Production Requests. e) Pass out Effective Inventory graph sheets – one to each position. Ask each position to graph the inventory week by week, showing any backlog as negative inventory. f) Team name and position must be indicated on all sheets. Once the graph is complete, have the players connect the dots with a bold magic marker (colour coded – Retailer = black, Wholesaler = blue, Distributor = green and Factory = red – to the board) for ease of viewing by the group. ) Pass out the Customer Order graph sheets to everyone except Retailers. Ask each person to sketch what he or she thinks the customer order rate looked like over time. Ask each to indicate a simple scale or maximum value. ? Ask retailers not to discuss anything about customer orders until after the debrief of the game. h) Collect all the sheets, and send players off for a break. i) During break : ? Calculate team costs to determine the winner and compute the average team cost. ? Tape sheets together (as shown below) and hang up team graphs. Effective Inventory Team 1Team 2Team 3 |Retailer | |Retailer | |Retailer | | |Wholesaler | |Wholesaler | |Wholesaler | | |Distributor | |Distributor | |Distributor | | |Factory | |Factory | |Factory | | Orders/Production Requests Team 1Team 2Team 3 |Retailer | |Retailer | |Retailer | | |Wholesaler | |Wholesaler | |Wholesaler | | |Distributor | |Distributor | |Distributor | | |Factory | |Factory | |Factory | | STEPS OF THE GAME (Adapted) |Step # |General instructions |Specific Instruction to players playing the roles| | | |of Factory/ Retailer | | |Receive inventory (move chips from shipping delay 2 into current |Factory advance from production delay 1 to | | |inventory) and advance the shipping (from shipping delay 1 to |production delay 2. | |shipping delay 2). | | | |Use both hands to slide the chips over from respective boxes. | | | |Caution players not to move all chips into one box]. | | | |Look at incoming orders (check the order slip placed in your |Retailer draws consumer card. Follow | | |inbox) |instructions as in adjacent set. ] | | |Fulfill orders from your stock (your current inventory only). | | | |Move chips out into shipping delay 1 of the player downstream. | | | |All incoming orders must be filled. Facilitator to re-mention | | | |this step when the team has entered week 6/8) If your inventory | | | |is insufficient to fill incoming orders plus backlog, fill as | | | |m any orders as you can and add the remaining orders to your | | | |backlog (use Table 2 to work out your cumulative backlog). | | |Record your balance inventory and/or cumulative backlog (in the | | | |latter case your balance inventory would have been reduced to | | | |zero) on Table 1. | | | |Advance the rder slips that you placed in the previous week from|Factory introduces production requests from | | |your outbox into the inbox of the player upstream. |previous week into production delay 1. | | |Take decision on the orders you wish to place for the upcoming | | | |week. Place your order slips in your outbox. | | | |Record your orders on Table 1. | FOLLOW-UP TASKS AND OUTLINE FOR POST-GAME DISCUSSION (Adapted) |Step # |Tasks and outline |Group Task | | |Remind participants of the objective |Emphasize that although they played the game to minimize cost, that’s | | |of the game. |not the real purpose of the game. | | | | | | |The game is designed to: | | | |give players an e xperience of playing a role in a system | | | |show them how â€Å"structure produces behavior† | | |Request players tabulate total current|None. | |inventory, cumulative inventory on | | | |Table 1. | | | |Accounting: |None. | | |Record penalty of $0. 50 per item in | | | |inventory (at each stage). | | | |Record penalty of $1. 0 per item | | | |ordered but not filled. | | | |Plot inventory versus time (Chart 1) |Place charts at front of classroom for everyone to see (see typical | | |and unfilled orders (on Chart 1 also) |chart below). | | |versus time for your stage and for | | | |your company overall. | | | | | | |Plot order versus time (Chart 2) for |Place charts at front of classroom for everyone to see (see typical | | |your stage and for your company |chart below). | | |overall. | | | | | | | | | | | | | | | | | | | | | | |Ask participants: |Each of the players had the best possible intentions: to serve his | | |What’s going through the minds of the |customer s well, to keep the product moving smoothly through the system, | | |players? |and to avoid penalties. Each participant made well-motivated, clearly | | |What problems arose during the game |defensible judgments based on reasonable guesses about what might | | |playing? |happen. Still there was a crisis- built into the structure of the | | | |system. | | | | | | | |Most people try to explain reality by showing how one set of events | | | |cause another or, if they’ve studied a problem in more depth, by showing| | | |how a particular set of events are part of a longer term historical | | | |process. | | | | | | |Have the participants illustrate this for themselves by looking at their| | | |own â€Å"explanations† for events during the game. | | | | | | | |Take a particular incident in the game, for example a large surge in | | | |production requests at the factory, and ask the person responsible why | | | |they did that. | | | | | | |Their answer will invariably relate their decision to some prior | | | |decision of the person they supply or who supplies them. Then turn to | | | |that person and ask them why they did that. Continue this until people | | | |see that one can continue to relate one event to earlier events | | | |indefinitely. | | | | | | |Wholesaler/Distributor may say: â€Å"I am ordering four/fives times my usual| | | |order. Maybe the retailer is ordering so much because they can’t get | | | |any of the beer from me. Either way I have to keep up. I am dismayed | | | |the brewery had just stepped up production. How could they be slow? | | | |What if I can’t get any of the beer and they go to one my competitors? | | |The backlog costs due. I am afraid to tell the accountant what to | | | |expect. † | | | | | | | |Retailer may say: â€Å"I ordered more just to be safe and to keep up with | | | |the sales. I don’t want to get a reputation for being out of stock of | | | |popular beers. By the time I call my backlogged customers, I am sold | | | |out before I can sell a single new case. What is that wholesaler doing | | | |to me? Doesn’t he know what a ravenous market we have down here? I | | | |think of all the lost potato chip sales† | | | | | | | |Brewery may say: â€Å"Even after Week 14 I had not caught up with the | | | |backlogs. At Week 16 I have finally caught up but the distributors had | | | |not asked for any more beer at all? Why did the order mushroom and then| | | |die? † | | | | | | | |â€Å"The orders have finally arrived but what’s wrong with the retailers? | | | |Why have they stopped ordering? † | | | | | |Briefly describe what strategy you |After a few minutes (about 10) of discussion, look at the graphs of the | | |developed during the game for making |results. Ask them, â€Å"What commonalities do you see in the graphs for the| | |ordering decisions. |different teams? † | | | | | | | |Participants should see common pattern of overshoot and oscillation. | | | |This should be most evident in the effective inventory graph. | | | | | | |Get them to really see for themselves that different people in the same | | | |structure produce qualitatively similar results. Even though they acted | | | |very differently as individuals in ordering inventory result (there was | | | |f ree will), still the overall patterns (qualitative pattern) of behavior| | | |are similar. | | | | | | |This is a very important point–take as long as necessary to have them | | | |see it for themselves. | | | | | | | |Obviously at the factory, the Marketing Director will be blamed for any | | | |layoffs or plant closings that come out of this crisis – just as the | | | |wholesaler blamed the retailer and the retailer blamed the wholesaler | | | |and oth wanted to blame the factory. | | | | | | | |You might reflect at this point on what happens in the real world when | | | |such performance target oscillations are generated. The typical | | | |organizational response is to find the â€Å"person responsible† (the guy | | | |placing the orders or the inventory manager) and blame him. | | | | | | |The game clearly demonstrates how inappropriate this response | | | |is–different people following different decision rules for ordering a | | | |generated oscilla tion. | | |Plot what you think was the customer |After having had them all see the extent to which different people | | |order over time (Chart 3) during the |produce similar results in a common structure, you then need to move on | | |game. |to what is usually the most powerful point made by the game: that | | | |internal structure not external events cause system behavior. | | | | | | |The way to make this point is to ask the following question: | | | | | | | |†All of you who were not retailers, or who otherwise have not found out | | | |what the pattern of customer orders was, what do you think the customers| | | |were doing? † | | | | | | | |Most people usually believe that customer demand was fluctuating because| | | |they believe that the system fluctuations must have been externally | | | |driven. Most draw a curve which rises and falls, just as their orders | | | |rose and fell. | | | | | | |Get each of them (other than retailers) to see that they assumed | | | | fluctuating customer orders. | | |Retailer in your team to plot actual |Draw in each order rate graph the actual customer ordering pattern. The| | |customer order on the same chart. |small step from 4 to 8 orders should make a strong visual impression in | | | |contrast to the order rate fluctuations which often have amplitude of | | | |20- to 40-orders per week. Moreover, the sustained oscillations | | | |generated by the system contrast sharply to the absolutely flat customer| | | |order rate after the step at week 5. | | | | | | | |The Retailer may respond with: â€Å"The demand never mushroomed. And it | | | |never died out. We still sell eight cases of beer – week after week. | | | |But you didn’t send us the beer we wanted. So we had to keep ordering, | | | |just to make sure we had enough to keep up with our customers†. | | | | | | | | | | | | | | |This simple exercise of getting them to see how, contrary to their | | | |expectations, the internal system structure is completely capable of | | | |generating fluctuating behavior is the most profound lesson they can | | |Are the oscillations due to external |learn from the game. | | |or internal reasons? | | | |It is important that they see this for themselves, as a demonstration or| | | |an experimental result, which they did, not as an idea of which you’re | | | |trying to convince them. In fact, the game is an experiment in very true| | | |sense. The result of oscillating behavior was not predetermined. | | | | | | | |The assumption that the system’s problems are caused by the customer | | | |stems from our deeply felt need to find someone or something to blame | | | |where there are problems. | | | | | | |Initially after the game is over, many believe that the culprits are the| | | |players in the other positions. This belief is shattered by seeing that| | | |the same problems arise in all plays of the game, regardless of who is | | | |manning the different positio ns. Many then direct their search for a | | | |scapegoat toward the consumer. | | | | | | |But when their guesses are compared with the flat customer orders, this | | | |theory is shot down too. This has a devastating effect on some players. | | |In the last 20 years, the beer game |If literally thousands of players all generate the same qualitative | | |has been pl ayed thousands of times in |behaviour pattern the causes of the behaviour must lie beyond the | | |classes and management training |individuals. The causes of the behaviour must lie in the structure of | | |seminars. It has been played on five |the game itself. | |continents, among people of all ages, | | | |nationalities, cultural origins and |When placed in the same system, people however different, tend to | | |vastly varied business backgrounds. |produce similar results. | | |Some had never heard of a production/ | | | |distribution system before; others had|In system dynamics we take an alternative viewpoint—that the internal | | |spent a good portion of their lives |structure of a system is more important than external events in | | |working in such businesses. |generating qualitative patterns of behavior. | | | |A system causes its own behaviour. In the game. The structure that | | |Yet every time the game is played the |caused wild swings involved the multi-stage supply chain and the delays | | |same crises ensue. First there is |intervening between different stages (refer Tools on ST), the limited | | |growing demand that can’t be met. |information available (refer Tools on TL) at each stage in the system, | | |Orders build throughout the system. |and the goals, costs, perceptions and fears (refer Tools on MM) that | | |Inventories are depleted. Backlogs |influenced individuals’ orders for beer. | | |grow. Then the beers arrive enmasse | | | |while incoming orders decline. |These an be illustrated by this diagram: | | | | | | |By the end of the experiment, almost | | | |all players are sitting with large |Events | | |inventories they cannot unload –e. g. |(e. g. inventory backlogs and surges) | | |it is not unusual to find brewery and | | | |distribution inventory levels in the | | | |hundreds over hanging orders f rom | | | |wholesalers for 8-12 cases per week. Patterns | | | |(Panic behaviours / oscillations) | | | | | | | | | | | | | | | |Structure | | | |(only form of communication is through order slips, the use performance | | | |measures by inventory and order sizes and the effect of delays – from | | | |upstream) | | | | | | | |But also remember the nature of structure in a human system is subtle | | | |because we are a part of it and this means we often have the power to | | | |alter structures, which we are operating. | | | | | | | |How can such controlling structures be recognised? | | | | | | | |Characteristic pattern of order buildup and decline at each position, | | | |amplified in intensity as you move upstream from retailers to breweries. | | | | | | |Each position goes through an inventory-backlog cycle: first there is | | | |insufficient inventory and then there is too much. | | | | | | | |Assumptions of an external cause (e. g. the other players or the | | |Think of examples in your |customer) are characteristics of non-systemic thinking. | |organisations where you can apply | | | |these principles. When we feel: |How would such knowledge help us to be more successful in a complex | | |Too much work? |system – redefining your scope of influence? | | |Not enough information? | | | |Too many changes? |Each player adopts the simplest ordering policy possible – simply place | | |Not able to manage changes? |new orders equal to orders he received. When this strategy is followed | | |Someone is unfair to you? unswervingly by all the players, all positions settle into stability by | | |Customers are demanding? |Week 11. The strategy may generate persistent backlogs (may not be | | | |practical in real life as it invites competitors to enter the market) | | | |but it eliminates the buildup and collapse in ordering and the | | | |associated wild-swings in inventories. In 75% of teams that play the | | | |game, the â€Å"no strategy† position have a lower total cost. | | |Most players see their job as â€Å"managing their position† in isolation | | | |from the rest of the system. What is required is to see how their | | | |position interacts with the larger system – your influence is broader | | | |than simply of your own position. | | | |You pay close attention to own inventory, costs, backlog, orders, etc. | | | |(events). You respond to new orders by shipping out beer. What this | | | |view misses, is the ways that your order influences your supplier’s | | | |behaviour. Which in turn might influence yet another supplier’s | | | |behaviour. For example, if they place a large number of orders, they | | | |can wipe out their supplier’s inventory, thereby causing their | | | |supplier’s delivery delay to increase. If they then respond by placing | | | |still more orders, they create a â€Å"vicious cycle† that increases problems| | | |throughout the system (see below). Players that share the systems | | | |viewpoint tends to win – in order for you to succeed others must succeed| | | |as well. | | | | | | | |Causal Diagram of effect of systemic structure downstream delays | | | |upstream | | | | | | | | | | |(see overleaf) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |What do you believe to be the causes |This is a good point to introduce learning disabilities and our ways of | | |of these problems? thinking in an organization: | | | | | | | |Fixation on events – Each player focuses on events giving very little | | | |power to alter the course of events at a structural or strategic levels. | | | |I am my position – because they â€Å"became their positions† , people do not | | | |see how their own actions affect the other positions. | | |The enemy is out there – The game reveals the problems originate in | | | |basic ways of our thinking and interacting, more than in peculiarities | | | |of organisations and policy. Often when problems arise, people quickly | | | |blame each other – â€Å"the enemy† becomes the players at the other | | | |positions, or even the organization structure and polices and/or | | | |customers. | | |The illusion of taking charge – when they get â€Å"proactive† and place more| | | |orders, they make matters worse. | | | |The parable of the boiled frog – because their overordering builds up | | | |gradually, they don’t realise the direness of their situation until its | | | |too late. | | | |Delusion of learning from experience – by and large they don’t learn | | | |from their experiences because the most important consequences of their | | |actions occur elsewhere in the system, eventually coming back to create | | | |the very problems they blame on others. | | | |The Myth of the Management Team – the teams running the different | | | |positions become consumed with blaming the other players for their | | | |problems, precluding any opportunity to learn from each others’ | | | |experience. | | |What could we do to potentially change|Analysis using Levels of Perspective tool: | | |the behaviour observed in the game? Espoused Vision: Everybody working as a team | | | |Vision-in-Use: I am my position | | |Check-up the Vision-Deployment Matrix. |Systemic Structure-in-use: No communications, minimising losses for | | | |one’s position and overanticipating the orders | | | |Patterns-in-use: Are not able to meet orders in time and having to deal | | | |with delayed productions and over-doers in the long-run. | | | |Events: Is constantly reacting leading to frustrations and burnouts in | | | |the long-run. | | | Desired Systemic Structure: First, wait patiently for the beer that you | | | |have ordered but because of the delay, it has not yet arrived. Second, | | | |don’t panic. It takes discipline to contain the overwhelming urge to | | | |order more when backlogs are building and your customers are screaming. | | | |Without the discipline, you and everyone will suffer. Third, assume a | | | |†No strategy† approach can actually work. | | |Shift in prevailing assumption of what is required of us for creating | | | |fundamentally different organisations; from: | | | |Firstly, a perspective of â€Å"the system we are trying to change is out | | | |there and we (as change agents) are trying to fix it† to â€Å"we and the | | | |system are inextricably linked together†. | | | |Secondly, a perspective of serving the team rather than the â€Å"individual†| | | |is who counts here; watch out for Number One! | SUPPLIES CHECKLIST PER TEAM: |3 TEAMS |4 TEAMS |5 TEAMS |6 TEAMS | |Game Board |3 |4 |5 |6 | |Single Chips |600 |840 |960 |1200 | |Ten Chips |90 |120 |150 |150 | |Customer Deck (1) |3 |4 |5 |6 | |Order Slips (200) |600 |800 |1000 |1200 | |Graphs (4) |12 |16 |20 |25 | |Record Sheets (4) |12 |16 |20 |25 | |Pencils (4) |12 |16 |20 |25 | |Calculators (4) |12 |16 |20 |24 | |PER SESSION: |Masking Tape | |Four-color markers per team | |Magic Markers | |Debriefing Book | |Flip Charts | |Either white board to hold charts for each organization or space on a blank wall | |Previous game graphs | |Table set ups | [B]- Items are not available with the game set. Please provide required sets. [I]- Items are not available with the game set. Please make required number of copies. MOCK GAME BOARD [pic] Table 1: Cost of Inventory and Backlog Team Name: _______________________ Circle your position:WholesalerRetailerDistributorFactory Wk | | |INV 1 = | |This week’s order from customer: _____ |This week’s order from customer: _____ | |l ast week’s backlog: + _____ |last week’s backlog: + _____ | |total orders to ship: = _____ |total orders to ship: = _____ |this week’s shipments: – _____ |this week’s shipments: – _____ | |this week’s backlog: = _____ |this week’s backlog: = _____ | |This week’s order from customer: _____ |This week’s order from customer: _____ | |last week’s backlog: + _____ |last week’s backlog: + _____ | |total orders to ship: = _____ |total orders to ship: = _____ | |this week’s shipments: – _____ |this week’s shipments: – _____ | |this week’s backlog: = _____ |this week’s backlog: = _____ | |This week’s order from customer: _____ |This week’s order from customer: _____ | |last week’s backlog: + _____ |last week’s backlog: + _____ | |total orders to ship: = _____ |total orders to ship: = _____ | |this week’s shipments: – _____ |this week’s shipments: – _____ | |this week’s backlog: = _____ |this week’s backlog: = _____ | |This week’s order from customer: _____ |This week’s order from customer: _____ | |last week’s backlog: + _____ |last week’s backlog: + _____ | |total orders to ship: = _____ |total orders to ship: = _____ | |this week’s shipments: – _____ |this week’s shipments: – _____ | |this week’s backlog: = _____ |this week’s backlog: = _____ | Graph 1: My Inventory (including Backlog) Team Name: _______________________ [pic] Graph 2: My Orders Team Name: _______________________ [pic] Graph 3: My perception of orders by customer Team Name: _______________________ [pic] The Beer Distribution Game An Annotated Bibliography Covering its History and Use in Education and Research Prepared by John D. Sterman Sloan School of Management Massachusetts Institute of Technology Cambridge, MA 02139 (617 ) 253-1951 (voice); (617) 253-6466 (fax); jsterman@mit. edu (email) April 1992; revised July 1992 The Beer Distribution Game dates to the earliest days of system dynamics. The game has been used for three decades as an introduction to systems thinking, dynamics, cumputer simulation, and management. It has been played by thousands of people, all over the world, from high-school students to CEOs of major corporations. The references below provide useful information for those who want to follow up the experience of the game. These works describe the history of the game, the equations for simulating the game on a computer, the success of organizational change efforts based on the original model embodied in the game, the psychological processes people use when playing, and even how these processes can produce chaos. * ? Forrester, J. W. (1958) Industrial Dynamics: A Major Breakthrough for Decision Makers. Harvard Business Review, 36(4), July/August, 37-66. The first asrticle in the field of system dynamics. Presents the production-distribution system as an example of dymanic analysis of a business problem. Reprinted in Roberts (1978). ? Forrester, J. W. (1961) Industrial Dynamics. Cambridge, MA: MIT Press. Contains a description of an early version of the Beer Distribution Game ? MacNeil-Lehrer Report, (1989) Risky Business – Business Cycles, Video, Public Broadcasting System, aired 23 October 1989. Videotape showing students in John Sterman’s Systems Dymanics course at MIT playing and discussing the Beer Game. Relates the game to boom and bust cycles in the real world. Excellent in debriefing the game, and helpful to those seeking to learn how to run the game. Copies available from System Dynamics Group, E60-383, MIT, Cambridge MA 02139. ? Mosekilde, E. , E. R. Larsen J. D. Sterman (1991). Coping with complexity: Deterministic Choas in human decision making bahavior. In J. L. Casti A. Karlqvist (Eds. ), Beyond Belief: Randomness, Prediction, and Explanation in Science, 199-229. Boston:CRC Press Shows how simple and reasonable decision rules for playing the Beer Game may produce strange nonlinear phenomena, including deterministic chaos. ? Radzicki, M. (1991). Computer-based beer game boards. Worcester Polytechnic Institute, Dept. f Soc Sci and Policy Studies, Worcester, Ma 01609-2280 Beer game boards in PICT format for Macintosh computers available on disk for $5. 00; all proceeds go to the System Dynamics Society. ? Thomsen, J. S. , E. Mosekilde, J. D. Sterman (1992). Hyperchaotic Phenomena in Dynamic Decision Making. Systems Analysis and Model ling Simulation, forthcoming. Extends earlier papers by Moskilde, Sterman, et al. to examine hyperchaotic modes in which the behavior of the beer distribution system may switch chaotically among several different chaotic attractors (for afficionados, â€Å"hyperchaos† exists when a dynamical system contains multiple positive Lyapunov exponents). ? Roberts, E. B. , ed. (1978) Managerial Applications of System Dynamics. Cambridge, MA: Productivity Press. Excellent anthology of early-applied system dynamics work in organizations, including analysis of efforts to implement the results of the model which led to the Beer Game. ? Senge, P. (1990) The Fifth Discipline. New York: Doubleday. Excellent non-technical discussion of the Beer Game, and systems thinking principles generally. ? Sterman, J. D. (1984). Instructions for Running the Beer Distribution Game. D-3679, System Dynamics Group, MIT, E60-383, Cambridge, MA 02139. Explains how to run and debrief the Beer Game, including layout of boards, set up, play, and discussion. Incorporates debriefing notes by Peter Senge. Some people have found this document, in conjunction with the MacNeil/Lehrer video and plenty of practice, is sufficient to enable them to lead the game successfully. ? Sterman, J. D. (1988). Modeling Managerial Behavior: Misperceptions of Feedback in a Dynamic Decision Making Experiemnt. Management Science, 35(3), 321-339. Detailed analysis of Beer Game results. Examines why people do so poorly in the Beer Game. Proposes and tests a model of the decision making processes people use when playing the game and shows why they do so badly. Additional information on systems dynamics, including publications, simulation games, management flight simulators, journals, etc. is available from John Sterman at the address above. *If you know of additional publications which discuss aspects of the game not ncluded in this bibliography please send a copy to John Sterman at the address above so they can be incorporated in future releases of this bibliography. ————— ——– [1] Order fulfilled Cost Storage] Total Inventory Balance(w=t) = Inventory Balance(w=t-1) + New Inventory Received(w=t) [2] Balance Inventory After fulfilling Order(w=t) = Total Inventory Balance (w=t) – Order Fulfilled (w=t) [3] Cumm Backlog (w=t) = New Backlog (w=t) + Unfulfilled Cumm Backlog(w=t-1) ———————– Reta How to cite Beer Game, Essay examples

Dimensions and Antecedents of Organisational Citizenship Behaviour (OC

Question: Describe about the Dimensions and Antecedents of Organisational Citizenship Behaviour (OCB)? Answer: Introduction While executing any study with considering organizational citizenship behaviour or OCB as the study area, it is very essential to understand the concept in details. It is noted that OCB is a specific thought of discretionary behaviour of individual people, which is not related with the job description. Rather, it implies the personal choices of people (Almenara DiÃÅ' az de Pezo, 2013). Various researchers have identified that the concept of OCB revolves around three major aspects: 1] It goes away from the fundamental prerequisite of job; 2] To a large extent discretionary in nature; and 3] Provide benefits towards the organization; Throughout this study, the researcher is intended to evaluate various past studies related to OCB to obtain a clear idea about it along with the gap exists in their studies. Organisational Citizenship Behaviour Mohammad et al. (2011) designed the study in order to measure the dimension of the OCB (Organisational Citizenship Behaviour). Apart from that, this study also analysed the facts that relates with the Organisational Citizenship Behaviour. This study has explored that the intrinsic and extrinsic job satisfaction are very much essential aspect of predicting the organisational citizenship behaviour. Throughout this study, the author tried to assess the relation between organisational citizenship behaviour and satisfaction from job. The researcher of this study investigated the effect of two dimension of job satisfaction, intrinsic and extrinsic. Apart from that, this study analyses and investigated the two dimension of Organisational Citizenship Behaviour that are OCBI and OCBO. In order to analyse the information, researcher used social exchange theory in this particular journals (Akinbode, 2011). The norms and forms of social exchange theory explain the analogy maintenance balance bet ween the organisation and their employees. Through this journal, it has been identified that Organisational Citizenship Behaviour is one of the formal reward system process. OCB allows the management or the CEO of the organisation in the business industry to aggregate as well as to promote the functioning that effective for the organisation. Apart from that, Alabak, Peker and Booth (2015) generalized tat OCB is one of the processes that generates success for organisation through engaging employees in one relationship. On the other hand, Almenara DiÃÅ' az de Pezo (2013) argued that Organisational behaviour directed the employees towards individual. Organisational citizenship behaviour allows the employees in performing individual work within the workplace of a business organisation. Moreover, Organisation Citizenship Behaviour helps in identifying the problems that relates with the organisational growth and effectiveness. Furthermore, researcher discussed that Organisational Citi zenship Behaviour also directed the employees, operational process towards, and organisations own perspective such as develop the product based on the supply. Organisational Citizenship Behaviour helps in befitting the actions of an organisation particularly. From the point of view of job satisfaction of the employees within the workplace of the organisation in business industry, organisational citizenship behaviour is contributing several factors in both physically and mentally to the employees. CHEN et al. (2012) cited that Organisational Citizenship Behaviour contributed several methods towards the employees in terms of generating benefit for their well being. For this particular case study, researcher selected the probability sampling method in order to select the respondents during collection of primary data. 60 staffs including librarian of the University of Kebangsaan Malaysia was selected for the interview in terms of gathering primary data. Researcher develops 79 questionnaires for the respondents that closely related to the chosen topic. The questions are prepared in the bilingual model. Data were collected through the interviews an survey. Researcher conducted the face to face interviews for collecting information in this case study. For analysing data, researcher used the quantitative data analysis technique. Through the questionnaires, it has been measured that within the organisational process, value of Organisational Citizenship Behaviour is much important and effective factor regarding satisfaction of job for the employees. This study proved the high internal consistency is the most valuable aspects of job satisfaction of the employees in any industry. The researcher of these journals indicated that intrinsic job satisfaction of employees is positively and significantly related with the Organisational Citizenship behaviour Christ et al. (2003). On the other hand, this study also identified that job satisfaction of extrinsic is also closely attached with the Organisational Citizenship Behaviour. Evaluation of Organisational Citizenship Behaviour In this particular article, the researcher mainly evaluated the Organisational Citizenship Behaviour in some organisation in the Zimbabwe region (Chiboiwa et al. 2011). The analyst of this study represented that job satisfaction level have to be high from the point of view of employees of the organisation in terms of generating organisational success in current and sustain the organisation in future. Employees and the customers are key aspects of business. Therefore, job satisfaction of employees allowed the organisation in satisfying their customer and increase profitability. Through the entire study, researcher represented that job satisfaction of employees within the workplace of organisation especially in the business environment in order to achieve the organisational goals. Intrinsic and extrinsic is the two important factor of organisational citizenship behaviour that allows the organisation in motivating their staffs and satisfied them in their current role of job. It has been also identified that motivation and satisfaction of employees are the key terms of generating higher consistency and production in organisation. Apart from that, Harris (2012) opined that dimensions of the Organisational Citizenship Behaviour are the effective methodology of satisfied employees in their role of work within workplace. Organisational Citizenship Behaviour is the key aspects of the employment and satisfying them in their work. In order to analyse the effectiveness of Organisational Citizenship Behaviour, researcher used quantitative data analysis method in this particular study. Through the questionnaires, researcher administered more than 1202 employees from different organisation in the region of Zimbabwe. Therefore, researcher measured that Organisational Citizenship Behaviour is the effective process of engagement employees with the organisation. Random sampling was used for measuring the population of this study. Moreover, researcher through the random sampling procedure selected the respondents in a proper way. Moreover, the result was positive. However, researcher for this studies unable to understand the process of working of the dimensions of Organisational Citizenship Behaviour regarding job satisfaction. The population of this study provides bias information in order to save their job in their respected organisation where they working currently Hooi (2012). Apart from that, the working condition with the employees for this study was very poor that make unable to gather appropriate information for conducting suitable study. For future work based on this topic, researcher have to engaged more staffs through proper norms and forms and motivate them in providing right information that will be effective and efficient for successful conduction of study. Organisational Behaviour for the environment In order to improve the environmental practice, organisation has to provide better job satisfaction to their employees (Boiral and Paill 2012). Apart from that, job satisfaction of employees also allows in clear performance of the organisation in business environment. Researcher conducts this study because the effectiveness and role as well as responsibilities of the Organisational Citizenship Behaviour still remain unexplored. Therefore, this study analysed the formal management system for the organisation in business environment in terms of providing better job satisfaction such as energy efficiency process, recycling of waste materials, sorting the working time, etc (Kazemipour and Mohd Amin, 2012). The main objective that followed by the researcher in this case study was to identify as well as validate the instrument of measuring process of Organisational Citizenship Behaviour. The method that used in this article by the researcher is mainly for the studying for the effectiveness and validating the efficiency of Organisational Citizenship Behaviour. In order to validate the efficiency of the measurement instrument of Organisational Citizenship Behaviour, researcher used the several step such as analysed the data using deductive research approach. Deductive research approach helps in identifying the effectiveness of Organisational Citizenship Behaviour because it first gather information and then hypothesis of gather data for generating a suitable outcome. Researcher constructed the post positivism research philosophy in this research study for constructing the correspondence and operational procedure for the Organisational Citizenship Behaviour measurement instrument (Teh and Sun, 2012). Therefore, more than 1200 staffs of different organisation in the business environment was selected by the analyst of this research due to collecting of primary data that v ery much effective (Toga, Khayundi and Mjoli, 2014). Random as well as probability sampling method have been used by the researcher in terms of selecting the respondent for interview (Tsai and Wu, 2010). Through the quantitative data analysis technique, researcher was conducted the data analysis part and generates suitable research for this study. The main limitation for this study was that, researcher does not get enough time for gathering information and analysis that data properly. Therefore, all the information of this particular study is unable to provide appropriate idea. The key measurement of this particular study was that generate the job satisfaction for the employees in business organisation. For future research, need to gather information more from the several part of the region throughout the world and conduct an analysis with appropriate tools such as SPSS. This can allow the researcher in identifying the role of Organisational Citizenship Behaviour for the environment properly. Summary Through the above discussion, it has been seen that intrinsic and extrinsic are the two main dimensions of the Organisational Citizenship Behaviour. Both the dimensions allow management or CEO of business organisation or educational industry in satisfying job of heir employee. However, from the above discussion it has been also identified that job satisfaction and appropriate measurement of Organisational Citizenship Behaviour is the key aspects of developing business and maintain the formal duties and responsibilities towards goals and objectives of organisation. References: Akinbode, G. (2011). Demographic and dispositional characteristics as predictors of organisational citizenship behaviour.IFE PsychologIA, 19(1). Alabak, M., Peker, M. and Booth, R. (2015). Looking good or doing good? Motivations for organisational citizenship behaviour in Turkish versus South Korean collectivists.Int J Psychol, p.n/a-n/a. Almenara DiÃÅ' az de Pezo, M. (2013).Factors that impact on organisational citizenship behaviour in Peruvian companies. Maastricht: MSM. Boiral, O., and Paill, P. (2012). Organizational citizenship behaviour for the environment: Measurement and validation.Journal of business ethics,109(4), 431-445. CHEN, S., YU, H., HSU, H., LIN, F. and LOU, J. (2012). Organisational support, organisational identification and organisational citizenship behaviour among male nurses.Journal of Nursing Management, 21(8), pp.1072-1082. Chiboiwa, M. W., Chipunza, C., and Samuel, M. O. (2011). Evaluation of job satisfaction and organisational citizenship behaviour: case study of selected organisations in Zimbabwe.African Journal of Business Management,5(7), 2910-2918. Christ, O., Dick, R., Wagner, U. and Stellmacher, J. (2003). When teachers go the extra mile: Foci of organisational identification as determinants of different forms of organisational citizenship behaviour among schoolteachers.British Journal of Educational Psychology, 73(3), pp.329-341. Harris, C. (2012).Relationships between psychological capital, work engagement and organisational citizenship behaviour in South African automative dealerships. Hooi, L. (2012). Organisational justice, organisational citizenship behaviour and job satisfaction: what is the relationship?.JIBED, 6(3/4), p.274. Kazemipour, F. and Mohd Amin, S. (2012). The impact of workplace spirituality dimensions on organisational citizenship behaviour among nurses with the mediating effect of affective organisational commitment.Journal of Nursing Management, p.n/a-n/a. Mahembe, B. and Engelbrecht, A. (2014). The relationship between servant leadership, organisational citizenship behaviour and team effectiveness.SA Journal of Industrial Psychology, 40(1). Mohammad, J., Habib, F. Q., and Alias, M. A. (2011). Job satisfaction and organisational citizenship behaviour: An empirical study at higher learning institutions.Asian Academy of Management Journal,16(2), 149-165. Teh, P. and Sun, H. (2012). Knowledge sharing, job attitudes and organisational citizenship behaviour.Industr Mngmnt Data Systems, 112(1), pp.64-82. Toga, R., Khayundi, D. and Mjoli, T. (2014). The Impact of Organisational Commitment and Demographic Variables on Organisational Citizenship Behaviour.Mediterranean Journal of Social Sciences. Tsai, Y. and Wu, S. (2010). The relationships between organisational citizenship behaviour, job satisfaction and turnover intention.Journal of Clinical Nursing, 19(23-24), pp.3564-3574.

Sunday, May 3, 2020

Research Methodology and Statistical Techniques Operations Research

Question 1 a) The following data represent the number of years patients survived after being diagnosed with terminal cancer: 0.4, 0.5, 0.6, 0.6, 0.6, 0.8, 0.8, 0.9, 0.9, 0.9, 1.2, 1.2, 1.3, 1.4, 2.1, 2.4, 2.5, 4.0, 4.5, 4.6 (i) Construct a stem-and-leaf display (6 marks) (ii) Supposedly you are inserting the above stem-and-leaf display in a report to be submitted to management, write a short comment on the diagram.(4 marks) b) The following data shows the weight (in kg) of 13 crabs found in a restaurant on a particular evening: 3.4 1.2 1.7 2.4 2.4 1.1 0.9 0.8 1.2 1.6 0.7 1.2 1.3 (i) Compute the mean and median. (3 marks) (ii) Determine the shape of the distribution based on the sample data. Explain your conclusion. (2 marks) 2 (a) It is noted that 8% of Kaplan students are left handed. If 20 (TWENTY) students are randomly selected, calculate the probability that none of them are left-handed, (2 marks) probability that at most 2 are left-handed, (3 marks) iii. standard deviation for the number of left-handed students (2 marks) (b) If 50 (FIFTY) classes of 20 (TWENTY) students are randomly selected, what is the probability that 10 (TEN) classes have no left-handed students? (3 marks) 3 (a) Superior Construction Pte Ltd is a successful company dealing with many major projects in Singapore. Recently, it has submitted its biddings for two major Government projects. Project A worth about $120 million and the company believes it has 40% chance of securing the project. Project B worth $1.8 billion and there is 30% chance the company can win the project. Both projects are independent of each other. What is the probability that the company: will secure Project A or B but not both (3 marks) will not secure Project A or will not secure Project B (3 marks) (b) Do you agree that if two events are mutually exclusive then these two events will be independent? Why? (5 marks) (c) Provide one business-related example each, with explanation, for mutually exclusive and independent events. (4 marks) Answer: 1 (i) Based on the given data, the stem and leaf plot is as drawn below (Hillier, 2006). Stem Leaf 0 4,5,6,6,6,8,8,9,9,9 1 2,2,3,4 2 1,4,5 4 0,5,6 Key: 0l6 = 0.6 (ii) The above plot suggests that 50% of the patients could not even survive for a year. Besides, the maximum life for a cancer patient post diagnosis based on the given sample is 4.6 years. Only three patients i.e. 15% of the sample size survived for a period in excess of four years. Thus, from the available sample data, it may be concluded that post diagnosis also, the terminal cancer patients do not survive for long which implies that most of them are detected at the last stage. The patient data above is skewed towards the left and hence is negative skewed which implies that the above distribution is non-normal. (Gupta, 2008). (b) (i) Mean = Sum of data/Count of data values = 19.9/13 = 1.531 kg The data values given count to 13 and hence median value is captured by [(13+1)/2]th value which comes out to be the 7th value when the given data is organised in ascending or descending order. The 7th value when the data is arranged in ascending order is 1.2 kg which is the median value. From the above calculation, it is apparent that the given distribution is not normal as the median value does not coincide with that of the mean. Besides, as the datas mean is higher than the corresponding median, thus the data would be skewed towards the right and the presence of this skew further indicates the non-normal nature of the data (Jackson, 2012). 2. Probability of left land usage by the usage is 0.08 since only 8% of the students use their left hands. The given question considers a binomial distribution with probability of success as 0.08 and total number of trials as 20. As per the binomial distribution, the formula for probability of x successes is shown below. P(X=x) = nCx px (1-p)n-x i) Using the formula given above, we get Probability of zero success i.e. P (X=0) = 20C0 (0.08)0(0.92)20 = 0.1887 ii) Using the formula given above, we get Probability of at most 2 successes i.e. P (X2) = P(0) + P(1) + P(2) Hence, P(X2) = 20C0 (0.08)0(0.92)20 + 20C1 (0.08)1(0.92)19 + 20C2 (0.08)2(0.92)18 = 0.7879 (ii) Standard deviation = (np(1-p)) = 20*0.08*0.92 = 1.213 Probability associated with student not being left handed = 1-0.08 = 0.92 Requisite probability that given 20 students are all not left handed = 0.9220 = 0.1887 After performing the step shown above, the problem can be represented in the form of a binomial distribution where from 50 trials, the number of successes desired are 10. Requisite probability or P(X=10) = 50C10*0.188710(1-0.1887)40 = 0.137 3. (i) In the given case, we would consider the following two cases. Case 1: Secures project A but does not secure project B Requisite probability in this case = P(A) *P(B-bar) = 0.4*0.7 = 0.28 Case 2: Secures project B but does not secure project A Requisite probability in this case = P(A-bar) *P(B) = 0.6*0.3 = 0.18 Hence, total probability = 0.28 + 0.18 = 0.46 (ii) Probability of not winning project A i.e. P(Not A) = 1-P(A) = 1-0.4= 0.6 Probability of not winning project B i.e. P(Not B) = 1-P(B) = 1-0.3= 0.7 Again, using the addition theory, we get the following. P(Not A or Not B) = P(Not A) + P(Not B) P(Not A Not B) = 0.6 + 0.7 (0.6*0.7) = 0.88 b) If two events are mutually exclusive that does not necessarily imply that these would be independent also. This can be explained as shown below. The condition to be met for events to be categorised as mutually exclusive is that P(A and B) should be zero. However, in case of two independent events A and B, P(A and B) = P(A)*P(B) Thus, if A and B are both mutually exclusive and also independent, then the requisite condition is as follows (Gupta, 2008). P(A)*P(B) = 0 It is evident that the above condition would be satisfied only if atleast one of the terms amongst the above is zero. This is very rarely the case and therefore the independence of the events is not automatically ensured from the mutually exclusive nature of events and this would be true only in very specific case (Hillier, 2006). c) Mutually Exclusive Event (Example) Assume there is an company which has $ 100,000 surplus cash and is exploring two different investment choices which each would require $ 100,000 as the total investment. The company would consider the incremental costs and benefits of each of the projects and then narrow down on one of the projects. This is an example of mutually exclusive event since the company can pursue only one of the projects and not both since the money is limited only for one project. Hence, if one of the projects is chosen, the other is automatically rejected (Jackson, 2012). Independent Event (Example) Assume that a given company has $ 100 million budget for acquisitions. The company is currently carrying a due diligence on two potential targets A and B with requirement of $ 25 million and $ 75 million. Assume that the availability of due diligence staff is not a constraint the acquisition decision is independent since the company has enough resources to go ahead with acquisition of both the targets (Hastie, Tibshirani and Friedman, 2001). References Gupta, S. (2008), Research Methodology and Statistical Techniques, New Delhi: Deep Deep Publications Hastie, T., Tibshirani, R. and Friedman, J. (2001), The Elements of Statistical Learning, New York: Springer Publications Hillier, F. (2006), Introduction to Operations Research. New York: McGraw Hill Publications Jackson, S.L. (2012), Research Methods and Statistics: A Critical Thinking Approach, New York: Wadsworth Publishing