Describe and discuss: how your study of special education has informed your professional identity

Describe and discuss: how your study of special education has informed your professional identity

The force on culture variety and linguistic diversity in special … Read More...
SUPPLY CHAIN MANAGEMENT AT BOSE CORPORATION Bose Corporation, headquartered in Framingham, Massachusetts, offers an excellent example of integrated supply chain management. Bose, a producer of audio premium speakers used in automobiles, high-fidelity systems, and consumer and commercial broadcasting systems, was founded in 1964 by Dr. Bose of MIT. Bose currently maintains plants in Massachusetts and Michigan as well as Canada, Mexico, and Ireland. Its purchasing organization, while decentralized, has some overlap that requires coordination between sites. It manages this coordination by using conference calls between managers, electronic communication, and joint problem solving. The company is moving toward single sourcing many of its 800 to 1,000 parts, which include corrugated paper, particle board and wood, plastic injected molded parts, fasteners, glues, woofers, and fabric. Some product components, such as woofers, are sourced overseas. For example, at the Hillsdale, Michigan, plant, foreign sourcing accounts for 20% of purchases, with the remainder of suppliers located immediately within the state of Michigan. About 35% of the parts purchased at this site are single sourced, with approximately half of the components arriving with no incoming inspection performed. In turn, Bose ships finished products directly to Delco, Honda, and Nissan and has a record of no missed deliveries. Normal lead time to customers is 60 working days, but Bose can expedite shipments in one week and airfreight them if necessary. The company has developed a detailed supplier performance system that measures on-time delivery, quality performance, technical improvements, and supplier suggestions. A report is generated twice a month from this system and sent to the supplier providing feedback about supplier performance. If there is a three-week trend of poor performance, Bose will usually establish a specific goal for improvement that the supplier must attain. Examples include 10% delivery improvement every month until 100% conformance is achieved, or 5% quality improvement until a 1% defect level is reached over a four-month period. In one case, a supplier sent a rejected shipment back to Bose without explanation and with no corrective action taken. When no significant improvement occurred, another supplier replaced the delinquent supplier. Bose has few written contracts with suppliers. After six months of deliveries without rejects, Bose encourages suppliers to apply for a certificate of achievement form, signifying that they are qualified suppliers. One of the primary criteria for gaining certification involves how well the supplier responds to corrective action requests. One of the biggest problems observed is that suppliers often correct problems on individual parts covered by a corrective action form without extending these corrective actions to other part families and applicable parts. Bose has adopted a unique system of marrying just-in-time (JIT) purchasing with global sourcing. Approximately half of the dollar value of Bose’s total purchases are made overseas, with the majority of the sourcing done in Asia. Because foreign sourcing does not support just-in-time deliveries, Bose “had to find a way to blend low inventory with buying from distant sources,” says the director of purchasing and logistics for Bose. Visualizing itself as a customer-driven organization, Bose now uses a sophisticated transportation system—what Bose’s manager of logistics calls “the best EDI system in the country.” Working closely with a national less-than-truckload carrier for the bulk of its domestic freight movements, including shipments arriving at a U.S. port from oversees, Bose implemented an electronic data interchange (EDI) system that does much more than simple tracking. The system operates close to real time and allows two-way communication between every one of the freight handler’s 230 terminals and Bose. Information is updated several times daily and is downloaded automatically, enabling Bose to perform shipping analysis and distribution channel modeling to achieve reliable lowest total cost scenarios. The company can also request removal from a terminal of any shipment that it must expedite with an air shipment. This state-of-the-art system provides a snapshot of what is happening on a daily basis and keeps Bose’s managers on top of everyday occurrences and decisions. Management proactively manages logistics time elements in pursuit of better customer service. The next step is to implement this system with all major suppliers rather than just with transportation suppliers. In the future, Bose plans to automate its entire materials system. Perhaps one of the most unique features of Bose’s procurement and logistics system is the development of JIT II. The basic premise of JIT II is simple: The person who can do the best job of ordering and managing inventory of a particular item is the supplier himself. Bose negotiated with each supplier to provide a full-time employee at the Bose plant who was responsible for ordering, shipping, and receiving materials from that plant, as well as managing on-site inventories of the items. This was done through an EDI connection between Bose’s plant and the supplier’s facility. Collocating suppliers and buyers was so successful that Bose is now implementing it at all plant locations. In fact, many other companies have also begun to implement collocation of suppliers. Assignment Questions The following assignment questions relate to ideas and concepts presented throughout this text. Answer some or all of the questions as directed by your instructor. 1. Discuss how the strategy development process might work at a company like Bose. 2. What should be the relationship between Bose’s supply management strategy and the development of its performance measurement system? 3. Why is purchased quality so important to Bose? 4. Can a just-in-time purchase system operate without total quality from suppliers? 5. Why can some components arrive at the Hillsdale, Michigan, plant with no incoming inspection required? 6. Discuss the reasons why Bose has a certificate of achievement program for identifying qualified suppliers. 7. Bose is moving toward single sourcing many of its purchased part requirements. Discuss why the company might want to do this. Are there any risks to that approach? 8. Discuss some of the difficulties a company like Bose might experience when trying to implement just-in-time purchasing with international suppliers. 9. Why does Bose have to source so much of its purchase requirements from offshore suppliers? 10. What makes the JIT II system at Bose unique? Why would a company pursue this type of system? 11. Why is it necessary to enter into a longer-term contractual arrangement when pursuing arrangements like the one Bose has with its domestic transportation carrier? 12. Why is it important to manage logistics time elements proactively when pursuing higher levels of customer service? 13. What role does information technology play at Bose? 14. What advantages do information technology systems provide to Bose that might not be available to a company that does not have these systems? 15. Why has Bose developed its supplier performance measurement system? 16. Do you think the performance measurement systems at Bose are computerized or manual? Why?

SUPPLY CHAIN MANAGEMENT AT BOSE CORPORATION Bose Corporation, headquartered in Framingham, Massachusetts, offers an excellent example of integrated supply chain management. Bose, a producer of audio premium speakers used in automobiles, high-fidelity systems, and consumer and commercial broadcasting systems, was founded in 1964 by Dr. Bose of MIT. Bose currently maintains plants in Massachusetts and Michigan as well as Canada, Mexico, and Ireland. Its purchasing organization, while decentralized, has some overlap that requires coordination between sites. It manages this coordination by using conference calls between managers, electronic communication, and joint problem solving. The company is moving toward single sourcing many of its 800 to 1,000 parts, which include corrugated paper, particle board and wood, plastic injected molded parts, fasteners, glues, woofers, and fabric. Some product components, such as woofers, are sourced overseas. For example, at the Hillsdale, Michigan, plant, foreign sourcing accounts for 20% of purchases, with the remainder of suppliers located immediately within the state of Michigan. About 35% of the parts purchased at this site are single sourced, with approximately half of the components arriving with no incoming inspection performed. In turn, Bose ships finished products directly to Delco, Honda, and Nissan and has a record of no missed deliveries. Normal lead time to customers is 60 working days, but Bose can expedite shipments in one week and airfreight them if necessary. The company has developed a detailed supplier performance system that measures on-time delivery, quality performance, technical improvements, and supplier suggestions. A report is generated twice a month from this system and sent to the supplier providing feedback about supplier performance. If there is a three-week trend of poor performance, Bose will usually establish a specific goal for improvement that the supplier must attain. Examples include 10% delivery improvement every month until 100% conformance is achieved, or 5% quality improvement until a 1% defect level is reached over a four-month period. In one case, a supplier sent a rejected shipment back to Bose without explanation and with no corrective action taken. When no significant improvement occurred, another supplier replaced the delinquent supplier. Bose has few written contracts with suppliers. After six months of deliveries without rejects, Bose encourages suppliers to apply for a certificate of achievement form, signifying that they are qualified suppliers. One of the primary criteria for gaining certification involves how well the supplier responds to corrective action requests. One of the biggest problems observed is that suppliers often correct problems on individual parts covered by a corrective action form without extending these corrective actions to other part families and applicable parts. Bose has adopted a unique system of marrying just-in-time (JIT) purchasing with global sourcing. Approximately half of the dollar value of Bose’s total purchases are made overseas, with the majority of the sourcing done in Asia. Because foreign sourcing does not support just-in-time deliveries, Bose “had to find a way to blend low inventory with buying from distant sources,” says the director of purchasing and logistics for Bose. Visualizing itself as a customer-driven organization, Bose now uses a sophisticated transportation system—what Bose’s manager of logistics calls “the best EDI system in the country.” Working closely with a national less-than-truckload carrier for the bulk of its domestic freight movements, including shipments arriving at a U.S. port from oversees, Bose implemented an electronic data interchange (EDI) system that does much more than simple tracking. The system operates close to real time and allows two-way communication between every one of the freight handler’s 230 terminals and Bose. Information is updated several times daily and is downloaded automatically, enabling Bose to perform shipping analysis and distribution channel modeling to achieve reliable lowest total cost scenarios. The company can also request removal from a terminal of any shipment that it must expedite with an air shipment. This state-of-the-art system provides a snapshot of what is happening on a daily basis and keeps Bose’s managers on top of everyday occurrences and decisions. Management proactively manages logistics time elements in pursuit of better customer service. The next step is to implement this system with all major suppliers rather than just with transportation suppliers. In the future, Bose plans to automate its entire materials system. Perhaps one of the most unique features of Bose’s procurement and logistics system is the development of JIT II. The basic premise of JIT II is simple: The person who can do the best job of ordering and managing inventory of a particular item is the supplier himself. Bose negotiated with each supplier to provide a full-time employee at the Bose plant who was responsible for ordering, shipping, and receiving materials from that plant, as well as managing on-site inventories of the items. This was done through an EDI connection between Bose’s plant and the supplier’s facility. Collocating suppliers and buyers was so successful that Bose is now implementing it at all plant locations. In fact, many other companies have also begun to implement collocation of suppliers. Assignment Questions The following assignment questions relate to ideas and concepts presented throughout this text. Answer some or all of the questions as directed by your instructor. 1. Discuss how the strategy development process might work at a company like Bose. 2. What should be the relationship between Bose’s supply management strategy and the development of its performance measurement system? 3. Why is purchased quality so important to Bose? 4. Can a just-in-time purchase system operate without total quality from suppliers? 5. Why can some components arrive at the Hillsdale, Michigan, plant with no incoming inspection required? 6. Discuss the reasons why Bose has a certificate of achievement program for identifying qualified suppliers. 7. Bose is moving toward single sourcing many of its purchased part requirements. Discuss why the company might want to do this. Are there any risks to that approach? 8. Discuss some of the difficulties a company like Bose might experience when trying to implement just-in-time purchasing with international suppliers. 9. Why does Bose have to source so much of its purchase requirements from offshore suppliers? 10. What makes the JIT II system at Bose unique? Why would a company pursue this type of system? 11. Why is it necessary to enter into a longer-term contractual arrangement when pursuing arrangements like the one Bose has with its domestic transportation carrier? 12. Why is it important to manage logistics time elements proactively when pursuing higher levels of customer service? 13. What role does information technology play at Bose? 14. What advantages do information technology systems provide to Bose that might not be available to a company that does not have these systems? 15. Why has Bose developed its supplier performance measurement system? 16. Do you think the performance measurement systems at Bose are computerized or manual? Why?

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1 ACTIVITY PURPOSE The purpose of this activity is to give you practice preparing a four-week work schedule. PROCESS Follow the steps listed below to prepare a schedule. 1. Read the Information Sheet: Scheduling Employees. 2. The pay week for this medical record service runs Sunday – Saturday. The pay period is two pay weeks. Each full-time employee cannot work more than 40 hours per pay week, or 80 hours per pay period. Each part-time employee works 20 hours per pay week – 40 hours per pay period. 3. The first Friday of the four – week period is a holiday. 4. The medical record service has 24 hour coverage, seven days a week. All full-time employees work a five day pay week, eight hours per day, with rotating weekend coverage. Part-time employees work four hours Monday – Friday, except for their rotation weekend. On those days they work an eight hour shift. Remember to adjust their time accordingly. 5. The Assistant Director and all supervisors, except the Tumor Registry Supervisor, should be scheduled for rotating weekend coverage. 2 6. All employees, except the Tumor Registry employees, should be scheduled on a rotating basis for weekend coverage. 7. For weekend and holiday coverage, there needs to be at least two clerks and one transcriptionist on days and evenings, one clerk and one transcriptionist at night. 8. The Department Director has scheduled a two – week vacation for the first two full weeks of the four – week schedule. 9. Employees who work holidays must take the holiday time within the pay period in which the holiday occurs. 10.Use the following marks on the schedule: X – work eight hours V – vacation H – holiday D – day off 4 – hours for part-time employees 3 PERSONNEL OF HUFFMAN MEMORIAL MEDICAL RECORD DEPARTMENT DAYS (7:00 A.M. – 3:30 P.M.) Director Diane Lucas Assistant Director JoAnn DeWitt Coding 1 Supervisor – Nina Long 3 Coding/PAS Clerks – Cheryl Newman Pam Rogers Janet Bennett Transcription 1 Supervisor – 6 Transcribers – Jessica DuBois Eileen Andrews Iris Williams Diane Henderson Vivian Thomas Lois Fisher Emma Daily Filing/Retrieval 1 Supervisor – 4 Clerks – 1 Part-time Clerk – Bill James Darlene Cook Janice Stivers Larry Patterson Don Williamson Susan Evanston Tumor Registry 1 Supervisor – 1 Clerk – 1 Part-time Clerk – Mabel Smith Pauline Erskine Suzanne Chapman EVENING (3:00 P.M. – 11:00 P.M.) Transcription 1 Part-time – Beth Richman Filing/Retrieval 1 Supervisor – 2 Clerks – 1 Part-time Clerk – Daniel Johnson Harry Skinner Matthew Scott Anne Madison NIGHTS (11:00 P.M. – 7:00 A.M.) Transcription 3 Transcribers – Louise Wilson Jane Matters Nancy Lipman Filing/Retrieval 2 Clerks – Lily Jamison Helen Benson 4 INFORMATION SHEET SCHEDULING EMPLOYEES In addition to the planning, organizing and controlling of a medical record service, managers must accurately plan the work pattern for employees. This plan must insure that all duties are adequately covered, all shifts have sufficient numbers of people to perform duties, and employees are given appropriate days off. Scheduling encompasses both short term and long term plans. Short term scheduling involves planning work on a daily and/or weekly basis. Long term scheduling generally covers a four – to six – week time period, as well as yearly planning for holidays. In larger health care facilities with the medical record service providing 24 hour service, seven days a week, advanced planning is a requisite to a smooth operation. In smaller facilities with shorter hours of service, the schedule is less complex. The number of employees needed for weekend work for those facilities open on weekends is totally dependent upon the weekend workload. A volume of seventy (70) to ninety (90) discharges per day generally requires two (2) medical record clerks to process those discharges, as well as to perform the other daily responsibilities of the medical record service. It is also advisable to schedule a supervisor during the weekend in the event that any problems arise which a clerk might not be able to handle (i.e. medico-legal questions, irate patients or physicians). If you work in a department that has an active work 5 measurement program, valuable scheduling information can be obtained from the data reported. In planning for holidays, it is important to remember to: 1. obtain employee preferences for which holidays they might choose to work; 2. keep track of who has worked which holidays; 3. if a holiday occurs on a Friday or a Monday and the employee must work on the holiday, try to give them a Friday or Monday off to compensate. It is important for you to be fair in terms of assigning employees weekend work and scheduling Holidays. Everyone should share the responsibility equally. If you have all supervisors work one weekend per month, then that schedule should be followed. If you have clerks working every other weekend, then that pattern should be followed consistently. When preparing a schedule it is best to put in all the “givens” first. For example, if you have vacations scheduled for the four weeks you’re preparing, then those should be marked in first. Also included in this category would be employees who do not work weekends (i.e. personnel in the Tumor Registry). Once all work times have been scheduled, you must be certain that an employee receives two (2) days off for every seven (7) days. If an employee works more than forty (40) hours in one (1) week, the facility must pat time-an-a-half for all hours over forty. Some facilities are experimenting with a variety of scheduling techniques: flex time and the four-day work week. Both techniques have been 6 heavily debated. The final questions regarding these nontraditional alternatives end up being: 1. Are your employees willing to try it? 2. Are you ready to handle the extra planning these alternatives may warrant? 3. Do you have the necessary resources, including equipment, to accommodate a nontraditional scheduling alternative? 4. Will administrator of the facility support your proposal? Once you have established answers to those questions you are ready to embark on a new technique of scheduling. Scheduling employees can be one of the most challenging tasks that a manager faces. Whether you elect to try one of the nontraditional alternatives or use the five-day work week, the manager must: 1. be fair; 2. apply all guidelines to every employee consistently 3. utilize all available data to arrive at appropriate numbers for weekend and holiday staffing requirements; and 4. maximize the utilization of equipment and resources.

1 ACTIVITY PURPOSE The purpose of this activity is to give you practice preparing a four-week work schedule. PROCESS Follow the steps listed below to prepare a schedule. 1. Read the Information Sheet: Scheduling Employees. 2. The pay week for this medical record service runs Sunday – Saturday. The pay period is two pay weeks. Each full-time employee cannot work more than 40 hours per pay week, or 80 hours per pay period. Each part-time employee works 20 hours per pay week – 40 hours per pay period. 3. The first Friday of the four – week period is a holiday. 4. The medical record service has 24 hour coverage, seven days a week. All full-time employees work a five day pay week, eight hours per day, with rotating weekend coverage. Part-time employees work four hours Monday – Friday, except for their rotation weekend. On those days they work an eight hour shift. Remember to adjust their time accordingly. 5. The Assistant Director and all supervisors, except the Tumor Registry Supervisor, should be scheduled for rotating weekend coverage. 2 6. All employees, except the Tumor Registry employees, should be scheduled on a rotating basis for weekend coverage. 7. For weekend and holiday coverage, there needs to be at least two clerks and one transcriptionist on days and evenings, one clerk and one transcriptionist at night. 8. The Department Director has scheduled a two – week vacation for the first two full weeks of the four – week schedule. 9. Employees who work holidays must take the holiday time within the pay period in which the holiday occurs. 10.Use the following marks on the schedule: X – work eight hours V – vacation H – holiday D – day off 4 – hours for part-time employees 3 PERSONNEL OF HUFFMAN MEMORIAL MEDICAL RECORD DEPARTMENT DAYS (7:00 A.M. – 3:30 P.M.) Director Diane Lucas Assistant Director JoAnn DeWitt Coding 1 Supervisor – Nina Long 3 Coding/PAS Clerks – Cheryl Newman Pam Rogers Janet Bennett Transcription 1 Supervisor – 6 Transcribers – Jessica DuBois Eileen Andrews Iris Williams Diane Henderson Vivian Thomas Lois Fisher Emma Daily Filing/Retrieval 1 Supervisor – 4 Clerks – 1 Part-time Clerk – Bill James Darlene Cook Janice Stivers Larry Patterson Don Williamson Susan Evanston Tumor Registry 1 Supervisor – 1 Clerk – 1 Part-time Clerk – Mabel Smith Pauline Erskine Suzanne Chapman EVENING (3:00 P.M. – 11:00 P.M.) Transcription 1 Part-time – Beth Richman Filing/Retrieval 1 Supervisor – 2 Clerks – 1 Part-time Clerk – Daniel Johnson Harry Skinner Matthew Scott Anne Madison NIGHTS (11:00 P.M. – 7:00 A.M.) Transcription 3 Transcribers – Louise Wilson Jane Matters Nancy Lipman Filing/Retrieval 2 Clerks – Lily Jamison Helen Benson 4 INFORMATION SHEET SCHEDULING EMPLOYEES In addition to the planning, organizing and controlling of a medical record service, managers must accurately plan the work pattern for employees. This plan must insure that all duties are adequately covered, all shifts have sufficient numbers of people to perform duties, and employees are given appropriate days off. Scheduling encompasses both short term and long term plans. Short term scheduling involves planning work on a daily and/or weekly basis. Long term scheduling generally covers a four – to six – week time period, as well as yearly planning for holidays. In larger health care facilities with the medical record service providing 24 hour service, seven days a week, advanced planning is a requisite to a smooth operation. In smaller facilities with shorter hours of service, the schedule is less complex. The number of employees needed for weekend work for those facilities open on weekends is totally dependent upon the weekend workload. A volume of seventy (70) to ninety (90) discharges per day generally requires two (2) medical record clerks to process those discharges, as well as to perform the other daily responsibilities of the medical record service. It is also advisable to schedule a supervisor during the weekend in the event that any problems arise which a clerk might not be able to handle (i.e. medico-legal questions, irate patients or physicians). If you work in a department that has an active work 5 measurement program, valuable scheduling information can be obtained from the data reported. In planning for holidays, it is important to remember to: 1. obtain employee preferences for which holidays they might choose to work; 2. keep track of who has worked which holidays; 3. if a holiday occurs on a Friday or a Monday and the employee must work on the holiday, try to give them a Friday or Monday off to compensate. It is important for you to be fair in terms of assigning employees weekend work and scheduling Holidays. Everyone should share the responsibility equally. If you have all supervisors work one weekend per month, then that schedule should be followed. If you have clerks working every other weekend, then that pattern should be followed consistently. When preparing a schedule it is best to put in all the “givens” first. For example, if you have vacations scheduled for the four weeks you’re preparing, then those should be marked in first. Also included in this category would be employees who do not work weekends (i.e. personnel in the Tumor Registry). Once all work times have been scheduled, you must be certain that an employee receives two (2) days off for every seven (7) days. If an employee works more than forty (40) hours in one (1) week, the facility must pat time-an-a-half for all hours over forty. Some facilities are experimenting with a variety of scheduling techniques: flex time and the four-day work week. Both techniques have been 6 heavily debated. The final questions regarding these nontraditional alternatives end up being: 1. Are your employees willing to try it? 2. Are you ready to handle the extra planning these alternatives may warrant? 3. Do you have the necessary resources, including equipment, to accommodate a nontraditional scheduling alternative? 4. Will administrator of the facility support your proposal? Once you have established answers to those questions you are ready to embark on a new technique of scheduling. Scheduling employees can be one of the most challenging tasks that a manager faces. Whether you elect to try one of the nontraditional alternatives or use the five-day work week, the manager must: 1. be fair; 2. apply all guidelines to every employee consistently 3. utilize all available data to arrive at appropriate numbers for weekend and holiday staffing requirements; and 4. maximize the utilization of equipment and resources.

1-In _____ auctions, there is one buyer who wants to buy a product. Suppliers submit bids, and the lowest bid wins. forward static reverse physical simple 2- Which of the following is NOT an effect that e-commerce has had on organizations? E-commerce enables smaller businesses to operate in areas dominated by larger companies. E-commerce increases the number of potential customers to whom the company can market its products. E-commerce is a costly medium for increasing market share. E-commerce removes many barriers for start-up businesses. E-commerce makes it easy to reach customers around the world. 3- The degree of digitization relates to all of the following except: the product or service sold the process by which the product is produced the delivery agent or intermediary the size of e-commerce transactions None of these 4- In _______ e-commerce, the sellers and buyers are organizations. government-to-citizen consumer-to-consumer business-to-business business-to-consumer consumer-to-business 5- BitTorrent uses a process called _____, which eliminates file-sharing bottlenecks by having everyone share little pieces of a file at the same time. leeching collaboration packet switching torrents swarming 6- eBay uses a _____ auction. forward static reverse physical simple 7- A(n) _____ is a network designed to serve the internal informational needs of a single organization. global network extranet internet intranet World Wide Web 8- _____ are internet access points that are located in public places, such as libraries and airports. Clients Servers Internet access computers Network computer Internet kiosks 9- Consider this domain name: www.business.gsu.edu. The “edu” is the _______. top-level domain URL website locator name of the computer address of the webmaster 10- Internet service providers connect to one another through _____. internet connection points common carrier connection points network access points network connection points an extranet

1-In _____ auctions, there is one buyer who wants to buy a product. Suppliers submit bids, and the lowest bid wins. forward static reverse physical simple 2- Which of the following is NOT an effect that e-commerce has had on organizations? E-commerce enables smaller businesses to operate in areas dominated by larger companies. E-commerce increases the number of potential customers to whom the company can market its products. E-commerce is a costly medium for increasing market share. E-commerce removes many barriers for start-up businesses. E-commerce makes it easy to reach customers around the world. 3- The degree of digitization relates to all of the following except: the product or service sold the process by which the product is produced the delivery agent or intermediary the size of e-commerce transactions None of these 4- In _______ e-commerce, the sellers and buyers are organizations. government-to-citizen consumer-to-consumer business-to-business business-to-consumer consumer-to-business 5- BitTorrent uses a process called _____, which eliminates file-sharing bottlenecks by having everyone share little pieces of a file at the same time. leeching collaboration packet switching torrents swarming 6- eBay uses a _____ auction. forward static reverse physical simple 7- A(n) _____ is a network designed to serve the internal informational needs of a single organization. global network extranet internet intranet World Wide Web 8- _____ are internet access points that are located in public places, such as libraries and airports. Clients Servers Internet access computers Network computer Internet kiosks 9- Consider this domain name: www.business.gsu.edu. The “edu” is the _______. top-level domain URL website locator name of the computer address of the webmaster 10- Internet service providers connect to one another through _____. internet connection points common carrier connection points network access points network connection points an extranet

1-In _____ auctions, there is one buyer who wants to … Read More...
After reading the supplement article on Business Analytics linked to the week 1 schedule, write an essay on how business analytics impacts you today, or its potential role in your chosen career path. Do research for your paper, or interview someone who works in your area. The goals of this paper are two-fold: (1) focus on high quality writing, using the COBE Writing Styles Guide for writing help and citations. (2) consider the importance of BI from a personal/work/career perspective.

After reading the supplement article on Business Analytics linked to the week 1 schedule, write an essay on how business analytics impacts you today, or its potential role in your chosen career path. Do research for your paper, or interview someone who works in your area. The goals of this paper are two-fold: (1) focus on high quality writing, using the COBE Writing Styles Guide for writing help and citations. (2) consider the importance of BI from a personal/work/career perspective.

  Business analytics importance and its potential     Introduction … Read More...
Reflect critically on your learning against aims and objectives. Include a log & evaluation detailing the use of your time on development.

Reflect critically on your learning against aims and objectives. Include a log & evaluation detailing the use of your time on development.

Aims, objectives and learning outcomes provide a clear indication of … Read More...