MGMT 530 Week 7 Course Project (US Foods)

MGMT 530 Week 7 Course Project (US Foods)

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The objective of the Course Project is to provide you with practice in creating, justifying, and explaining a decision-making proposal. All elements involved in the creation of this proposal, from problem definition through action plan, must be covered. Further, the proposal, as constructed, must meet the tests of any sound business plan, namely that it has specific and measurable goals and objectives, clearly defined activities, stipulated time frames during which those activities will take place, and clearly defined measurable outcomes.

The subject matter of your paper should be business-oriented in nature and should avoid decisions that depend largely on intuition to solve.

Although the length of the paper is not predetermined, a 10–15 page analysis, including data and appendices, is probably correct. You will also share a summary PowerPoint presentation with fellow students during the Week 6 Discussion.

The Final Course Project Proposal with the PowerPoint presentation is due by the end of Week 7 (graded).

Required Outline

The following outline is required for your Course Project.

  • Executive Summary (less than one page)
    This summary is a short, carefully worded description of the problem situation that identifies the recommended solution. A brief justification and explanation of the selection method is to be included, highlighting factors that contributed to selecting the recommended alternative.
  • Decision Problem Overview 
    Describe the nature and scope of the decision problem selected, its history together with causes, and the outcomes of any previous attempts to deal with it.

In order to define the problem correctly, the following questions should be addressed.

  • What is the general nature of the problem?
  • What event triggered the situation?
  • Are we imposing any constraints on the situation?
  • What are the underlying elements of the problem?
  • Are there dependencies on other decisions?

Briefly introduce the key decision elements—objectives, alternatives, consequences, and uncertainties; details are to be discussed in the following sections.

  • Objectives Statement 
    Explain each objective in detail. Separate objectives into fundamental and means objectives. A minimum of three objectives is required.
  • Alternatives 
    Describe each alternative, and explain how the alternatives differ from one another. A minimum of three alternatives is required.
  • Selection 
    Describe the alternative recommended and why. Explain the tradeoffs you utilized or present a weighted scoring model. Explain why you feel that this report contains sufficient information to make a decision on the problem. Describe any additional information that would be useful to have.
  • Consequences 
    Explain how you determined the values for each alternative and their corresponding objectives. Show your consequence table, either in this section or as an appendix. Include the bases for forecasts and any techniques or tools used to estimate consequences. Discuss the reliability of your predictions. Indicate what events were considered to be uncertain, explain the probabilities of their occurrence, and what information you used to establish your confidence level in these probabilities. A minimum of two uncertainties is required for the paper.
  • Implementation, Monitoring, and Control 
    This section contains a detailed implementation plan. There will be an explanation of how the recommended alternative will be implemented, resources dedicated to accomplishing it, and key individuals who will be responsible for the plan’s success. Details should be included on how the plan will be monitored, subsequent evaluation criteria, and how the plan can be amended.
  • Works Cited (at least two external sources should be used)

Presentation

Once you have outlined your paper, you should be ready to begin a PowerPoint presentation. As you develop the contents of the sections in your paper, you should extract bullet-point ideas that best express your intended message. If you prefer, use the slides to brainstorm and organize your thoughts before writing the paper. Then refer to your presentation to guide and remind you of the flow of your storyline.

The presentation will be used to showcase your decision problem in one of the Week 6 Discussion topics, where you will receive feedback from your fellow students. This exercise will assist you in finalizing your Course Project prior to submission at the end of Week 7.

A recommended Course Project template can be found here . This document is also posted in the Doc Sharing tab.

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MGMT 530 Week 5 Case Analysis Labadee Decision

MGMT 530 Week 5 Case Analysis Labadee Decision

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In January 2010, the island nation of Haiti was devastated by an earthquake.

Royal Caribbean International, a major cruise line, owns a private beach in Haiti, which is typically a port of call on several of their Caribbean cruise itineraries. The private port, known as Labadee, is about 80 miles away from Port au Prince. The beach was unaffected by the quake.

In the days following the earthquake, the company wrestled with several issues as they determined whether to continue to stop in Labadee or temporarily abandon the port of call.

Their objectives would be to 1) ensure guest satisfaction; 2) protect the brand; and 3) maximize profitability.

Some of the consequences they considered as they tried to determine whether the cruise line should continue to make a stop in Haiti in the midst of this crisis are as follows.

  • Will cruise passengers be interested in relaxing on a beach when hundreds of thousands are homeless and hungry just 80 miles away? Could this impact new reservations or cause people to cancel? Based on research and consulting with others, you believe there will be minimal impact.
  • Because the community near the beach depends financially on the cruise line for income, would suspending the stop in Haiti make the country worse off? Based on your analysis, there is a high likelihood that the area would be negatively impacted if the line pulled out of Labadee.
  • How would the media respond? Would they get bad press for continuing to stop in Haiti and be perceived as profiting in the midst of this tragedy, or will the public perception be worse if they suspend sailing to Haiti during this crisis? You determine that there is a higher chance that the company would get bad press if the company suspended services than if they continued to include it on itineraries.

Using a risk profile such as the one below, define the uncertainties and make the recommendation for a decision for the Labadee Case.

For additional resources pertaining to this assignment, please review the How to Draw a Simple Decision Tree Video found under the Week 5 Lecture tab, the Developing a Decision Tree Video found under the Week 4 Lecture tab, and the Labadee Decision Video below.

Submit your definition of the problem in a MS Word document to the Week 5 Case Analysis Dropbox. Input your responses in the template found here. This document is also available in the Doc Sharing tab.

MGMT 530 Week 3 Case Analysis Conference Decision Case ( Part 2 )

MGMT 530 Week 3 Case Analysis Conference Decision Case ( Part 2 )

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MGMT 530 Week 3 Case Analysis Conference Decision Case ( Part 2 )

Date: September 15, 2005

Two weeks after New Orleans was devastated by Hurricane Katrina, you made the decision to postpone the conference and select a different city to hold the conference. Based on your initial objectives and a survey you took of the registered attendees, you created the following consequence table based on the information available.

  ALTERNATIVES
Cancel conference for this year—schedule for next year Keep in New Orleans, but schedule for a later date (when the hotels re-open) Keep same dates, but move to another city Move to another city and schedule for a later date
 

 

O
B
J
E
C
T
I
V
E
S

Maximize attendance

Does not meet objective.
Senior management stated that cancelling is not an option.
Does not meet objective.
Uncertainty on when New Orleans will be back in business is too far off.
Does not meet objective.
Cost and logistics of finding a new location and getting attendees to change flights with such short notice is cost prohibitive.
Meets objective.
In a survey of attendees, they would be willing to look at a new date in October and were most interested in Las Vegas, Chicago, or New York as alternative sites.

Keep conference costs at current level

Does not meet objective.
Refunding registration fees would cause a loss for conference.
Does not meet objective.
Because of uncertainty with city, the registration fees would need to be refunded.
Does not meet objective.
Conference would lose money and incur additional costs for last minute scheduling.
Meets objective.
A preliminary survey shows that costs would be similar to current budget.

From the survey, you found out that the attendees were willing to still come to the conference and suggested three cities as possible new locations for this year’s event.

  1. Chicago
  2. Las Vegas
  3. New York City

As you move forward in locating available hotels and conference facilities, you formulate the following objectives to select which cities will be best to hold the rescheduled conference.

  • Airfare (the estimated average round trip cost of the attendees)
  • Hotel Room Rate (the nightly rate the attendees will pay during the conference)
  • Conference Costs (the costs you will incur for meeting facilities, reception, registration, etc.)
  • Survey Response (you want to factor in how the cities were ranked based on the survey you conducted.)

Because the budget is tight, you feel that the Conference Cost objective is twice as important as the other three objectives.

Based on your research, here is the information you gathered on the cities the user group was interested in.

New Orleans (Not applicable, but used to compare original costs of conference)

Average Airfare:            $300 to $400 (Round trip cost per person)
Hotel Room Rate:         $149.00 (Conference rate per room per night)
Conference Costs:        $16,000 (Meeting rooms, reception, refreshments, registration materials, etc.)
Survey Rank                 Not Applicable

Chicago

Average Airfare:            $200 to $300 (Round trip cost per person)
Hotel Room Rate:         $149.00 (Conference rate per room per night)
Conference Costs:        $25,000 (Meeting rooms, reception, refreshments, registration materials, etc.)
Survey Rank                 1

New York

Average Airfare:            $300 to $400 (Round trip cost per person)
Hotel Room Rate:         $349.00 (Conference rate per room per night)
Conference Costs:        $20,000 (Meeting rooms, reception, refreshments, registration materials, etc.)
Survey Rank                  2

Las Vegas

Average Airfare:            $200 to $300 (Round trip cost per person)
Hotel Room Rate:         $169.00 (Conference rate per room per night)
Conference Costs:        $15,000 (Meeting rooms, reception, refreshments, registration materials, etc.)
Survey Rank                 3

Using this information, create the following.

  • A consequence table
  • A weighted scoring model

Are there any dominated alternatives that can be eliminated? Are there any even swaps?

For additional resources pertaining to this assignment, please review the Building a Weighted Scoring Model Video found under the Week 3 Lecture Tab and the Conference Decision Case, Part 2 Video below. A weighted scoring example is located in Doc Sharing under the name Sample Decision Problem.

Submit your definition of the problem in a MS Word document to the Week 3 Case Analysis Dropbox. Input your responses in the template found here. This document is also available in the Doc Sharing tab.

MGMT 530 Week 2 Case Analysis / Conference Decision

MGMT 530 Week 2 Case Analysis / Conference Decision

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Week 2 Case Analysis: Conference Decision Case

Date: September 2, 2005

In less than two weeks, an accounting system user’s conference is scheduled to be held in New Orleans, Louisiana on September 13–16, 2005. Unfortunately, Hurricane Katrina has struck the city leaving a wake of destruction. Based on what you see on television, the hotel and the city cannot possibly accommodate this or any conference for the foreseeable future.

Approximately 200 attendees are scheduled to attend, flying in from all over the country. All attendees pre-paid their registration fee for the conference.

With a lot of competition in the marketplace, getting the users to participate in the annual user’s conference is critical to retain current customers. During the conference, several product enhancement ideas are developed by the users, and this input is often used in future releases of the product.

Potential new customers are invited to the event and their involvement often leads to securing new contracts for the accounting system as they gain confidence in the system seeing others use it.

As head of the group that puts on the conference, you are faced with making a determination of what to do with this year’s conference. You are getting calls from the registered attendees asking what to do.

Senior management feels that the conference is critical to ensure continued customer engagement and fears that cancelling the conference altogether, the company will lose the momentum it has developed over the past few years.

Other considerations:

  • Keeping the original dates and moving to a different city may drastically increase costs due to the short advanced notice. Will people cancel because of the higher hotel costs?
  • If the date is changed, will the speakers and attendees still be able to attend?
  • Having worked with the local Convention & Visitor’s Bureau and the hotel, you worry about how their businesses will survive with all of this destruction and wonder what you can do to help.

Using the same information from last week’s Case Analysis, build on the work you did last week by identifying the following.

  1. Define the objectives for the Conference Decision Case. The objectives should be separated into fundamental and means objectives.
  2. Identify the alternatives for the case.

For additional resources pertaining to this assignment, please review the Decision Making Drag and Drop Interactive found under the Week 2 Lecture tab. Additionally, an Overview of Decision Making Objectives can be found here. An example utilizing fundamental and means objectives can be found here. These documents can also be found in the Doc Sharing tab.

Submit your definition of the problem in a MS Word document to the Week 2 Case Analysis Dropbox. Input your responses in the template found here. This document is also posted in the Doc Sharing tab.

MGMT 530 Week 1 Case Analysis / Conference Decision

MGMT 530 Week 1 Case Analysis / Conference Decision

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Week 1 Case Analysis: Conference Decision Case

Date: September 2, 2005

In less than two weeks, an accounting system user’s conference is scheduled to be held in New Orleans, Louisiana on September 13–16, 2005. Unfortunately, Hurricane Katrina has struck the city leaving a wake of destruction. Based on what you see on television, the hotel and the city cannot possibly accommodate this or any conference for the foreseeable future.

Approximately 200 attendees are scheduled to attend, flying in from all over the country. All attendees prepaid their registration fee for the conference.

With a lot of competition in the marketplace, getting the users to participate in the annual user’s conference is critical to retain current customers. During the conference, several product enhancement ideas are developed by the users, and this input is often used in future releases of the product.

Potential new customers are invited to the event, and their involvement often leads to securing new contracts for the accounting system as they gain confidence in the system, seeing others use it.

As head of the group that puts on the conference, you are faced with making a determination of what to do with this year’s conference. You are getting calls from the registered attendees asking what to do.

Senior management feels that the conference is critical to ensure continued customer engagement and fears that cancelling the conference altogether will lose the momentum the company has developed over the past few years.

Other considerations:

  • Keeping the original dates and moving to a different city may drastically increase costs due to the short advanced notice. Will people cancel because of the higher hotel costs?
  • If the date is changed, will the speakers and attendees still be able to attend?
  • Having worked with the local Convention & Visitor’s Bureau and the hotel, you worry about how their businesses will survive with all of this destruction and wonder what you can do to help.

For this week’s Case Analysis:

  1. Define the decision problem.
  2. As part of defining the decision problem, the following questions should be addressed.
    • What is the general nature of the problem?
    • What event triggered the situation?
    • Are we imposing any constraints on the situation?
    • What are the underlying elements of the problem?
    • Are there dependencies on other decisions?

Submit your definition of the problem in a MS Word document to the Week 1 Case Analysis Dropbox. Input your responses in the template found here. This document is also posted in the Doc Sharing tab.

MGMT 530 Entire Course

MGMT 530 Entire Course

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MGMT 530 Entire Course All Assignments and Discussions

MGMT 530 Week 1 Case Analysis (Conference Decision)

MGMT 530 Week 1 DQ 1 Defining the Problem

MGMT 530 Week 1 DQ 2 Enabling Conditions

MGMT 530 Week 2 Case Analysis (Conference Decision)

MGMT 530 Week 2 DQ 1 Defining Objectives and Alternatives

MGMT 530 Week 2 DQ 2 Intuition

MGMT 530 Week 3 Case Analysis Conference Decision Case, Part 2

MGMT 530 Week 3 DQ 1 Understanding Consequences and Tradeoffs

MGMT 530 Week 3 DQ 2 Decision Making in Your Organization

MGMT 530 Week 4 DQ 1 Defining Uncertainties

MGMT 530 Week 4 DQ 2 Decision Making Styles

MGMT 530 Week 5 Case Analysis Labadee Decision

MGMT 530 Week 5 DQ 1 Risk Tolerance

MGMT 530 Week 5 DQ 2 Sharing Risk with Partners

MGMT 530 Week 6 DQ 1 Linked Decisions

MGMT 530 Week 6 DQ 2 Course Project Presentations

MGMT 530 Week 7 Course Project (US Foods)

MGMT 530 Week 7 DQ 1 Psychological Traps

MGMT 530 Week 7 DQ 2 Estate Case Analysis