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UC What You Need to Know About Data Mining & Data Analytic Thinking in US Discussion

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UC What You Need to Know About Data Mining & Data Analytic Thinking in US Discussion.

1. How do you describe the importance of data in analytics? Can we think of analytics without data? Explain.2. Considering the new and broad definition of business analytics, what are the main inputs and outputs to the analytics continuum?3. Where do the data for business analytics come from? What are the sources and the nature of those incoming data?4. What are the most common metrics that make for analytics-ready data?5.Go to data.gov—a U.S. government–sponsored data portal that has a very large number of data sets on a wide variety of topics ranging from healthcare to education, climate to public safety. Pick a topic that you are most passionate about. Go through the topic- specific information and explanation provided on the site. Explore the possibilities of downloading the data, and use your favorite data visualization tool to create your own meaningful information and visualizations.
UC What You Need to Know About Data Mining & Data Analytic Thinking in US Discussion

Book review The impact left by industries and urbanization has been the reason for global concern for quite long. In the XXI century, the issue has gained even more significance, seeing how new threats posed to nature and its resources by technology have emerged since recently. Among the most topical ones, water resources and their preservation must be named. In his book The Los Angeles River: Its Life, Death and Possible Rebirth, Blake Gumprecht addresses the problem of the notorious Los Angeles River and its vegetation, making it obvious that the time to reconsider people’s effect on nature has come. While Blake clearly provides a fairly honest overview of the problem, describing the current state of the river quite precisely, he still leaves the problem of technological evolution as the crucial element out of the picture, therefore, making the argument rather one-sided. Considering the integration of technological advances into the process of saving the environment would be quite an upgrade for Gumprecht’s work. What social factors cause the degradation? (society and environment) While the degradation issues that Gumprecht discusses in his book concern mostly the regression of environment, certain societal perspective of the phenomenon is are also somewhat touched upon. For instance, Gumprecht ties in the process of degradation of the Los Angeles River together with the issues in the evolution of the urban life – or, to be more exact, the specifics of the life of settlers and the effects that these specifics had had on the local river system: “The destruction of the Los Angeles River is in many ways unique in North America because of […] the ways in which Euro-American settlers […] reacted to it” (Gumprecht 129). The environmental degradation is, therefore, linked directly to the societal, down to the point where one triggers another. Judging by what Gumprecht has to say, degradation is caused by such social factors as urbanization and economic growth. While clearly positive from a sociological point of view, these processes affect the environment impressively. People sacrifice environment for the sake of greater revenues, which results in a major ecological catastrophe. Therefore, among the social factors that cause degradation, urbanization, industrial development and IT evolution must be listed. Get your 100% original paper on any topic done in as little as 3 hours Learn More What impacts does the degradation have on society? (environment and society) As it has been stressed above, environmental collapse is linked directly to the societal one; therefore, it can be assumed that degradation as an environmental phenomenon has a reciprocal effect on the society. In other words, with the deterioration of the environment, the Los Angeles River in the given case, the regression of society can be observed, starting from numerous health issues and up to conflicts regarding the priorities (i.e., addressing the environmental issues vs. solving the current financial and economic problems). A deplorable state of society, in its turn, also contributes to the decomposition of environment. For instance, increasing financial concerns and growing rates of poverty will lead to the lack of concern regarding the state of environment and the following rise in pollution rates. Therefore, it must be admitted that in the XXI century, nature and civilization are linked directly, one obviously depending on another. The given balance must be maintained in order to make sure that the industrial evolution of the humankind will not harm nature and that its resources can be either replenished or retained. Works Cited Gumprecht, Blake. The Los Angeles River: Its Life, Death and Possible Rebirth. Baltimore, MD: The John Hopkins University Press, 2001. Print.

MGT 599 TUI Strategic Management External & Internal Environment Analysis Discussion

MGT 599 TUI Strategic Management External & Internal Environment Analysis Discussion.

The discussion requirements are in the attachment. Below are the background to be used as needed.Module 2 – BackgroundTHE EXTERNAL ENVIRONMENT, INTERNAL PROFILE, AND SWOTPart 1: External Environment AnalysisSWOT is an acronym for: Strengths, Weaknesses, Opportunities, and Threats. The first two variables (strengths and weaknesses) relate to the internal organization, while the last two variables (opportunities and threats) relate to the organization’s external environment.The purpose of an external analysis is to scan the outside environment for factors that might open up new opportunities for the business—or that may present threats to the survival of the organization. Then company managers and executives can formulate plans to take advantage of the opportunities and respond to external threats. Optimally, the organization wishes to altogether eliminate (and if this is not possible, to ameliorate to the greatest extent possible) those threats that exist in the external environment.There are endless numbers and kinds of external factors that can have an effect on a company’s sustainability. Customers, competitors, and suppliers are all pretty obvious entities that can affect profitability. If we think a little more deeply, however, we can see that current as well as potential customers should be considered in an assessment of opportunities and threats (e.g., in terms of changing consumer tastes and preferences). Any such threats or opportunities will affect strategic choices that will (or that can) be made concerning products and services.What about technology? Advances in technology can affect all three of our “obvious” external concerns (customers, competitors, and suppliers) with changes in product features, how products are made and sold, what services are offered and how they are delivered, supply chains, inventory controls, and so on. The failure to monitor the technological environment can spell obsolescence for a business in no time.Ease of substitution is something we always think of when considering competitors. How easy would it be to switch from flying on one airline to flying on another, for example? But thinking more creatively about substitution, we can see that teleconferencing and video conferencing can eliminate the need for much business travel—thus acting as a substitute to airline tickets. Failure to think broadly enough will cause a planner to completely miss a major threat just over the horizon. For example, consider the immeasurable impact that Internet sites such as eBay and Amazon have had on the sales of “brick-and-mortar” operations. Or consider how online video availability has adversely affected companies that sell or rent DVDs, such as Blockbuster.The sheer number of possible external influences creating opportunities and threats is mind-boggling. This is why most strategic planners use analytic models to structure their thinking and help avoid perceptual biases that might interfere with a clear and objective identification of opportunities and threats.In this course, we will be using two different models that approach the external environment from two different perspectives:Industry environment – Porter’s Five Forces ModelMacro environment – PEST analysisIndustry EnvironmentPorter’s Model of Five Forces is one of the most versatile frameworks for analyzing the industry (or operating) external environment. Employed by a variety of academics and business practitioners for more than three decades, the Five Forces Model has proved its usefulness in a variety of arenas. The Porter model helps the user get a handle on the competitive and market characteristics of a specific industry. The factors covered by the Five Forces Model are:Threat of new entrantsBargaining power of suppliersBargaining power of customersAvailability of substitutesDegree of rivalry among competitorsMacro EnvironmentWhile the Porter analysis looks at the conditions in a specific industry, the PEST analysis looks at factors that affect the greater business environment. The sub-environments addressed by this model include:Political (including regulatory)EconomicSocio-culturalTechnicalRequired ReadingFor a general introduction to the Five Forces Model, the following video interview with Michael Porter is helpful for putting the external analysis into perspective:The five competitive forces that shape strategy. (2008). Harvard Business Publishing. Podcast retrieved on August 28, 2014, from http://www.youtube.com/watch?v=mYF2_FBCvXwThe following site is an excellent introduction to the industry (operating) and remote (macro) environments. This site is a very good overview of Porter’s Five Forces and PEST: http://web.missouri.edu/cookml/AE4972/Industry%20Analysis.pdfConnelley, D. (2005). Strategy for the External Environment. Power Point Presentation.PEST analysis. (2009). Retrieved on August 28, 2014, from http://www.valuebasedmanagement.net/methods_PEST_analysis.htmlPorter’s Five Forces: A model for industry analysis. (2007). Retrieved on August 28, 2014, from http://www.quickmba.com/strategy/porter.shtmlSWOT analysis: Lesson. (2009). Marketing Teacher. Retrieved from http://www.marketingteacher.com/swot-analysis-marketing-tools-from-marketing-teacher/Optional MaterialCarrying out a PEST analysis. (2005). The Free Library. Retrieved on August 28, 2014, from http://www.thefreelibrary.com/Carrying+out+a+PEST+analysis-a0141751272PEST analysis. (2007). Quick MBA. Retrieved on August 28, 2014, from http://www.quickmba.com/strategy/pest/Porter’s Five Forces. (2009). Mind Tools. Retrieved on August 28, 2014, from http://www.mindtools.com/pages/article/newTMC_08.htmPorter’s Five Forces (2007). The Manager. Retrieved on August 28, 2014, from http://www.themanager.org/Models/p5f.htmZahorsky, D. (2009). A business owner’s secret weapon: SWOT analysis. Retrieved on August 28, 2014, from http://sbinformation.about.com/cs/bestpractices/a/swot.htmPart 2: Internal AnalysisOne of the criticisms of Porter’s Five Forces Model (and external analyses in general) is that while Five Forces can certainly help in the identification of problems and difficulties that firms are likely to encounter in a given industry, the model does not provide insight into what a particular company can do to manipulate those forces in its favor, thus gaining a competitive advantage.In Part 2 of this module, we will focus on an analysis of the internal environment, or the internal company. At the conclusion of this process, we will have what is sometimes referred to as a “company profile” or an “internal profile.” Two useful frameworks that will help us to focus on the essential factors for analysis of the internal environment are Porter’s Value Chain and the Resource Based View framework (RBV).After conducting an analysis of an organization’s internal environment, you will be in a position to complete the last two elements of the SWOT analysis: identification of the strengths and weaknesses of a company.Internal Analysis ComponentsBefore we introduce the analytical models we will be using in this module, some background information will be helpful. A company has (A) primary activities and (B) support activities.A company’s primary activities are:Research and Development (R&D)Production (manufacturing)Marketing and SalesCustomer ServiceA company’s support activities include:Materials ManagementHuman ResourcesInformation SystemsInfrastructureA. Primary ActivitiesResearch and Development (R&D) includes development and design of products and production processes. Many manufacturing companies have separate R&D departments. For highly innovative companies (such as 3M), this may be one of the most important departments in the organization. Some service companies may include R&D activities as a part of marketing or customer service functions. For instance, banks introduce new products to attract customers.Production is in charge of creating goods or services. Some companies manufacture products. Banks make loans. Retail companies sell products. These are instances of production.Marketing and Sales plays several roles. It advertises and positions the brand, identifies marketing needs, and sets pricing.Customer Service provides after-sale service.B. Support ActivitiesMaterials Management manages the logistics of moving materials from procurement of inputs to production and then moving outputs through distribution to customers. Inventory management is part of the Materials Management support activity.Human Resources is focused on employing the necessary skills mix to carry out the organization’s mission, and to motivate, train, and compensate the workforce.Information Systems refers to computer support in processing functions and supporting company operations, as well as Internet.Infrastructure refers to organizational structure, controls, and culture. The infrastructure must be capable of supporting the primary activities of the organization and must also be compatible with its strategy.Presentation on the Internal EnvironmentReview the following presentation by Dr. Connelley. For Part Two of the narrated slide presentation on strategic situation analysis, click on the title below. This slide presentation focuses on the importance of optimizing the internal functions of an organization to create added value to the firm’s products or services: Strategy for the Internal EnvironmentPorter’s Value ChainPorter’s Value Chain is a widely used framework for organizing and interpreting an internal analysis. It is pictured below and is also discussed in the previous PowerPoint presentation. You can see that the Value Chain considers both primary and support activities, although it may use slightly different labels and definitions. By managing the various components of the value chain, companies can achieve a cost advantage over competitors, or distinguish themselves from competitors by offering a distinctively better product or service. Read more about Value Chain analysis at:The value chain. (2007). Retrieved on August 28, 2014, from http://www.netmba.com/strategy/value-chain/While the Value Chain can be a valuable tool for breaking down and streamlining costs and creating maximum value, it is a complicated process that typically involves considerable quantitative analysis.The Resource-Based ViewThe Resource-Based View (RBV) arose in direct response to the criticism mentioned previously, that is, the external analysis is much less useful to a company seeking to attain a competitive advantage than are its internal capabilities and resources.Instead of focusing on the accumulation of resources necessary to implement the strategy dictated by conditions and constraints in the external environment (I/O model), the resource-based view suggests that a firm’s unique resources and capabilities provide the basis for a strategy. The business strategy chosen should allow the firm to best exploit its core competencies relative to opportunities in the external environment (p. 1380).****** Source: Hitt, M., Ireland, R., and Hoskisson, R. (2007). A resource-based view of the firm. In International Encyclopedia of Organization Studies (Clegg, S., & Bailey, J.R., Eds.). Thousand Oaks, CA: Sage Publications.Central to this analytical view is the notion that a firm’s core competencies and resources are more critical to the development of a strategy than the external environment. In reality, the truth probably lies somewhere in between, with a balance between external demands and internal capacities leading to the most successful competitive position. This is the essence of a SWOT analysis, and RBV can certainly inform an analysis of strengths and weaknesses.For an excellent review of the basics of the Resource-Based View, read the following chapter:Henry, A. (2007). The internal environment: A resource based view of strategy. In Understanding Strategic Management. Oxford University Press. Retrieved on August 27, 2014, from http://fba.aiub.edu/Files/Uploads/MGT110043.pdfRequiredConnelley, D. Strategy for the internal environment. PowerPoint presentation.Henry, A. (2007). The internal environment: A resource based view of strategy. In Understanding Strategic Management. Oxford University Press. Retrieved on August 27, 2014, from http://fba.aiub.edu/Files/Uploads/MGT110043.pdfThe following presentation is a good overview of internal analysis:Bramha, D. (2011). Internal Analysis in Strategic Management. Retrieved on November 6, 2012, from http://www.slideshare.net/guestd507e7/internal-analysys-of-strategic-management-presentationOptional ReadingThe Value Chain. (2007). Retrieved on November 6, 2012, from http://www.netmba.com/strategy/value-chain/
MGT 599 TUI Strategic Management External & Internal Environment Analysis Discussion

Week 7 “Stakeholder Management” 10 Questions

essay writer free Week 7 “Stakeholder Management” 10 Questions.

Question 1 There are two primary types of contracts; fixed costs and cost-reimbursable. For cost-reimbursable there are three options. The options are cost plus fixed fee, cost plus percentage of costs, and ________? Cost plus 30% Cost plus materials squared Cost plus incentive fee Cost plus penalty fee Question 2 The contractual relationship between the buyer and sellerare often confidential. The terms and conditions of the agreement are known as? Privatization Privity Procurement policies Contract terms Question 3 Often the most cost effective and fair solution determines whether an organization makes or… Buys a solution Attempts to find an out of the box solution Develops an in-house solution Has another division of the company drive the solution Question 4 Which of the following is not an acronym for a project document associated with procurement? RFP IFB RFQ FIB Question 5 A contract that requires the buyer to pay for the cost of goods and services procured plus a fix fee is known as? Cost plus award fee Cost plus incentive fee Cost plus fix fee Cost plus direct costs Question 6 An analysis meeting to examine and document the roles of the project is standard. In the meeting the roles, concerns and influences are documented. The meeting is known as? Stakeholder status meeting Profile analysis meeting Project status meeting System report meeting Question 7 When classifying stakeholders there are five engagement levels including neutral, supportive, and_______________? Unaware Discouraging Negative Alienated Question 8 A good PM communicates often with all stakeholder groups. When reviewing stakeholder engagement results, several items should be reviewed. One item of importance is the? Change management plan Stakeholder negativity plan Issue log Conflict resolution plan Question 9 PM should address stakeholders when both positive and negative news needs to be communicated. However, good PMs address stakeholder groups with? A continuous process throughout project A technology avenues Contractors communications A Conflict management plan Question 10 Which of the following may be a response to stakeholder concerns? Change requests Removal of stakeholder from list New stakeholder management plan New project management plan
Week 7 “Stakeholder Management” 10 Questions

Florida International University Strategic Management Walmart Case Study

Florida International University Strategic Management Walmart Case Study.

I’m working on a management case study and need support to help me understand better.

After reading the Way-Mart Case from our textbook, respond to the following prompts in one to four sentences:Based on the information in the case (and as of the case’s date, 2013)Does Walmart have a competitive advantage?Temporary CA?Sustainable CA?What changes could be made to develop CA and/or create more sustainable CA?Are there resources Walmart or its competitors control that are key to CA?Financial, Physical, Human, and Organizational?Temporary CA?Sustainable CA (VRIO)?How has Walmart’s history shaped its capabilities/resource bundles (Financial, Physical, Human, and Organizational)How does Walmart’s internal environment drive its strategic and tactical decisions at the organizational and divisional levels (as highlighted in the case)?Which of Walmart’s capabilities/resources are most important for effective international expansion?What adjustments should Walmart make in altering/acquiring capabilities/resources for particular foreign markets (dependent on the differing strategy/tactics it should deploy in these markets)?
Florida International University Strategic Management Walmart Case Study

Heat Transfer, Silicone Heat Press / Aluminum Die Problem, engineering homework help

Heat Transfer, Silicone Heat Press / Aluminum Die Problem, engineering homework help.

A SILICONE PAD IS MOLDED TO AN ALUMINUM DIE THAT IS CONNECTED TO A BASE. THAT BASE IS FASTENED TO AN ALUMINUM BLOCK WITH A HEATING ELEMENT IN THE CENTER THAT CAN PRODUCE QGEN MAXIMUM OF 700 W. THE ALUMINUM HEATING ELEMENT BLOCK IS CONNECTED TO A STAINLESS STEEL SUPPORT STRUCTURE THAT ACTS AS A HEAT SINK.
WHAT IS THE OPTIMAL THERMAL CONDUCTIVITY OF SILICONE PAD?
HOW LONG DOES IT TAKE THE ALUMINUM SYSTEM TO GET TO STEAD-STATE? HOW LONG DOES IT TAKE FOR THE SILICONE PAD TO REACH STEADY-STATE?
THE PAD NEEDS MAKES CONTACT WITH A POLYESTER SUBSTRATE (HEAT SINK ) OF SAME AREA AND MUST REMAIN IN CONTACT FOR 30 SECONDS. ASSUMING HEAT TRANSFER TO POLYESTER IS PURE CONDUCTION, WILL THE HEAT TRANSFER BE SUFFICIENT TO EXPOSE THE SUBSTRATE TO A CONSTANT 118 C IN ORDER TO CURE? IF NOT, WHAT NEEDS TO BE CHANGED AND HOW?

Heat Transfer, Silicone Heat Press / Aluminum Die Problem, engineering homework help