Description
# You should not copy from any website# References must be written# The assignment must be delivered on time# The agreed number of words must be adhered to# Give examples and write a perfect answer
Unformatted Attachment Preview
المملكة العربية السعودية
وزارة التعليم
الجامعة السعودية اإللكترونية
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment 2
Organization Design and Development (MGT 404)
Due Date: 30/03/2023 @ 23:59
Course Name:
Student’s Name:
Course Code: MGT404
Student’s ID Number:
Semester: Second
CRN: 24312
Academic Year:2023-24-2nd
For Instructor’s Use only
Instructor’s Name:
Students’ Grade:
Marks Obtained:
Out of 10
Level of Marks: High/Middle/Low
General Instructions – PLEASE READ THEM CAREFULLY
•
•
•
•
•
•
•
•
The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented, marks may be reduced
for poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students or other
resources without proper referencing will result in ZERO marks. No exceptions.
All answered must be typed using Times New Roman (size 12, double-spaced) font. No
pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.
Learning Outcomes:
1. Describe the basic steps of the organizational development process.
2. Evaluate the strategic role of change in the organization and its impact on
organizational performance.
3. Analyze the human, structural and strategic dimensions of organizational
development.
Assignment Question(s):
You are a management consultant at Miri & Co Partners; you receive an email from one
of your long-term clients stating as follows:
“Following an overhaul of the company and a shift from the conventional model to
telecommuting, several challenges have emerged. First, the majority of the
departments are not meeting their monthly targets. This follows an introduction of
a policy that the most productive employees will receive a monthly bonus.
Secondly, numerous conflicts are emerging from the finance departments. We need
an urgent solution to increase the productivity of this department.” Answer the
following questions:
1. How can the company improve group awareness in the company? (3 marks)
2. State the process of using a microcosm group to address organization-wide issues.
(3 marks)
3. What are the disadvantages of restructuring based on functional structure? (4
marks)
Note:
•
•
•
Use the concepts developed in this course in your answers.
You must include at least 5 references.
Format your references using APA style.
Answers
1. Answer2. Answer3. Answer-
المملكة العربية السعودية
وزارة التعليم
الجامعة السعودية اإللكترونية
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment-2
MGT425-Spreadsheet Decision Modeling
Deadline: 30/03/2024 @ 23:59
Course Name: Spreadsheet Decision
Modeling
Course Code: MGT425
Student’s Name:
Semester: Second
CRN: 24315
Student’s ID Number:
Academic Year: 2023-2024 (1445 H)
For Instructor’s Use only
Instructor’s Name:
Students’ Grade: Marks Obtained / Out of 10 Level of Marks: High/Middle/Low
General Instructions – PLEASE READ THEM CAREFULLY
•
•
•
•
•
•
•
•
The Assignment must be submitted on Blackboard (WORD format only) via
allocated folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented; marks may be
reduced for poor presentation. This includes filling your information on the cover
page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students
or other resources without proper referencing will result in ZERO marks. No
exceptions.
All answered must be typed using Times New Roman (size 12, double-spaced)
font. No pictures containing text will be accepted and will be considered
plagiarism).
Submissions without this cover page will NOT be accepted.
Course Learning Outcomes-Covered
Aligned (PLOs)
MGT.K.1
(1.1)
MGT.K.3
(1.2)
MGT.S.1
(2.1)
MGT.V.1
(3.1)
Course Learning Outcomes (CLOs)
Question
Find some structured ways of dealing with complex managerial
decision problems.
Explain simple decision models and management science ideas
that provide powerful and (often surprising) qualitative insight
about large spectrum of managerial problems.
Demonstrate the tools for deciding when and which decision
models to use for specific problems.
Build an understanding of the kind of problems that is tackled
using Spreadsheet Modeling and decision analysis.
Question-1
Assignment Instructions:
• Log in to Saudi Digital Library (SDL) via University’s website
• On first page of SDL, choose “English Databases”
• From the list find and click on EBSCO database.
• In the Search Bar of EBSCO find the following article:
Title: “An Analytic Hierarchy Process Approach in Decision-Making for Material
Selection in an Automotive Company: A Case Study”
Author: Cheng Jack Kie, Ahmed Khalif, Norhana Mohd Aripin, Rafiuddin Mohd Yunus.
Date: August 18, 2019
Assignment Questions: (Marks- 10)
Read the above case study and answer the following Questions:
1. Discuss the Analytic Hierarchy Process that can assist decision-makers and
continuous improvement managers. (250-300 words) 2.5 Marks.
2. What is the importance of employee involvement in process of continuous
improvement to be successful in manufacturing companies? (250-300 words) 2.5
Marks
3. Discuss four criteria that are the most important and needed to be considered
when selecting the material to use in the fabrication process. (250-300 words) 2.5
Marks
4. What is your opinion about this study, how it is related to the course and
beneficial for you? (250-300 words) 2.5 Marks
Question-3
Question-4
Question-2
Answers:
1
2
3
4
المملكة العربية السعودية
وزارة التعليم
الجامعة السعودية اإللكترونية
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment-2
Marketing Management (MGT 201)
Due Date: 30th March 2024 @ 23:59
Course Name: Marketing Management
Student’s Name:
Course Code: MGT201
Student’s ID Number:
Semester: 2nd
CRN:
Academic Year:
For Instructor’s Use only
Instructor’s Name:
Students’ Grade: Marks Obtained/Out of 15
2023-24
Level of Marks: High/Middle/Low
General Instructions – PLEASE READ THEM CAREFULLY
•
•
•
•
•
•
•
•
The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented, marks may be reduced for
poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students or other
resources without proper referencing will result in ZERO marks. No exceptions.
All answered must be typed using Times New Roman (size 12, double-spaced) font. No
pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.
Learning Outcomes:
1.
2.
3.
Recognize an understanding of the overall marketing concepts, goals and strategies within the context of
organizations goals and strategies. (CLO-1)
Demonstrate the ability to formulate marketing strategies that incorporate psychological and sociological
factors which influence consumer’s decision. (CLO-3)
Develop critical and analytical thinking necessary to overcome challenges and issues of marketing in the
changing global environment. (CLO-4)
Part-A:
Case Study
(Max Marks-7)
Read the Chapter Case Study “McDonald’s—Colonel Sanders would be Proud, KFC is a Global
Brand” from Chapter No- 8 entitled “Global Marketing” given in your textbook/E-book –
“Marketing” (8th ed.) by Dhruv. Grewal and Michael Levy (2022) and answer the following
Questions:
1. While expanding globally, which sociocultural factors you think have affected KFC?
2. On what basis you may differentiate the growth strategies taken by KFC in the United States and
China?
3. Based on you understanding of the BRIC nations, should KFC consider expanding more
aggressively into (a) India, (b) Brazil, and (c) Russia? What national features of these countries
would provide reasons to support or contradict such an expansion strategy?
Part-B:
Critical Thinking
(Max Marks-3)
1. Think about the various soft drinks that you know from your local market (like Coca-Cola, Pepsi,
7-Up, etc.). Critically examine how do these various brands position themselves in the Saudi
Arabian market? (CH-9)
Important Notes: •
•
•
Avoid Plagiarism.
Support your answers with course material concepts from the textbook and scholarly,
peer-reviewed journal articles etc.
Need references and use APA style for writing the references.
Answer
Part-A:
Case Study
(Max Marks-7)
Critical Thinking
(Max Marks-3)
1.
2.
3.
Part-B:
1.
المملكة العربية السعودية
وزارة التعليم
الجامعة السعودية اإللكترونية
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment 2
Decision Making and Problem Solving (MGT 312)
Due Date: End of Week 09, 30-03-2024
Course Name: Decision Making and Problem Student’s Name:
Solving
Course Code: MGT312
Student’s ID Number:
Semester: Second
CRN:
Academic Year:2023-24; SECOND SEMESTER
For Instructor’s Use only
Instructor’s Name: Dr. Amer ALenazy
Students’ Grade:
/ 10
Level of Marks: High/Middle/Low
General Instructions – PLEASE READ THEM CAREFULLY
•
•
•
•
•
•
•
•
The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented; marks may be reduced
for poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students or other
resources without proper referencing will result in ZERO marks. No exceptions.
All answered must be typed using Times New Roman (size 12, double-spaced) font. No
pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.
Learning Outcomes:
1. Describe decision making process for complex issues pertaining to business
environment both internally and externally. (C.L.O :1.1)
2. Demonstrate decision tools and employ appropriate analytical business models to
break down complex issues. (C.L.O :2.2)
3. Explain and apply critical thinking and cognitive psychology as it pertains to
analyze and synthesize information for problem solving and decision making.
(C.L.O :2.1)
Case Study:
Musab Ahmed, a hardworking family man, invested the money he inherited from his late father
in property. With the grace of Allah and the fruitful opportunities of growth in his country,
his construction company ‘Consortia’ quickly blossomed to become one of the biggest
names in property development. He used his good fortune to bankroll his increased real estate
investments in the country. Being a visionary, he established his construction company with
the goal of one day passing it down to his children and continuing the family legacy. Musab
had a total of four children. Anwar, his eldest son, was from his deceased first wife, while his
two other sons, Khurshed and Arshad, and his only daughter Shifa were mothered by his second
and current wife.
Anwar, being the eldest, joined the family business shortly after obtaining his university degree.
He quickly learned the ins and outs of the business and took his place as the father’s right hand.
Khurshed and Arshad who both acquired university degrees abroad, to the father’s surprise, did
not show as much enthusiasm in the family business as their brother Anwar. The
environmentally conscious Arshad decided to pursue a master’s degree in environment
application. While his elder brother Khurshed had no interest in the family business at all and
followed his passion for literature in a career in academia.
Meanwhile, Shifa, the only daughter of Musab, was the most eager child from his second wife
to join the family business. Despite her qualification and willingness to work, Musab decided
she was best suited to head the marketing department, without a seat on the Board, and no
power to make executive decisions regarding the family business. Her mother Aisha kept reassuring
Shifa to be patient and that her time would come. Aisha believed that her daughter should be given
the same opportunities as her sons. After eight years of Anwar running the family business
with his father, Arshad returned from abroad ready and excited to apply his newly acquired,
environmentally conscious ideas to the family business.
Anwar and his father rarely ever disagreed. He believed the way the business has been run since
its establishment produced excellent results so far and did not require changing. While
Anwar’s views were in line with his father’s, Arshad would regularly suggest more innovative
ideas and methods in running the business. His father appreciated Arshad’s initiative.
However, Anwar, who was more skeptical, believed Arshad was too inexperienced to be
pitching such drastic changes.
This frustrated Arshad and he began to feel resentful towards Anwar. Arshad believed Anwar
influenced his father’s perception of Arshad’s ideas to be inapplicable and unrealistic.
Furthermore, Arshad was convinced that their father favoured Anwar, being his eldest son from
his first wife, and that they were not giving his ideas the consideration they deserved.The
father caught his sons arguing from time to time but didn’t take it too seriously. After all, they
were family and all it took were a few words from him and they would immediately stop for his
sake.
A few years later, Musab fell ill. Due to his worsening condition, his doctors and children
urged him to step aside from the management of the family business and retire. Musab,
however, found it difficult to let go due to the differences between his sons. He was very
much aware of Anwar’s experience and market expertise, but he also appreciated Arshad’s
drive and innovative ideas. The father believed that Anwar and Arshad could build a strong
team if only they learned to work together. However, despite his best efforts, it was futile due
to their differences.
The brothers developed the habit of not openly voicing their concerns or feelings at work. As
the years went by and the father’s condition deteriorated further, Anwar and Arshad did their
best to suppress their negative feelings in order not to upset their father during this sensitive
time. Often, they went out of their way to avoid further confrontations in their father’s
presence. Consequently, they brought their grievances home with them. Anwar would often
complain to his wife of Arshad’s inexperience and immature attitude. While Arshad would tell
his sister Shifa about Anwar’s patronizing and stubborn nature. Their unresolved feelings lead
to heightened tension during family gatherings, but both chose to avoid confrontation, and
neither would acknowledge the situation.
In the meantime, Shifa’s frustration mounted.This was as a result of her father’s previous
decision to outcast her from the executive board grew larger. Not only did she feel that her dad
believed her inputs were not as valuable as that of her brothers, but she also agreed with
Arshad’s opinion of Musab favouring Anwar due to hierarchy. Aware of her position, she
would also regularly advise Arshad on key matters regarding the business that Arshad would
then voice during executive meetings for his father’s approval. Needing Arshad as a
spokesperson of her business ideas, Shifa continuously tried to defuse the situation and calm down
frustrated Arshad from leaving the business.
Tensions heightened as Arshad continued to feel his ideas of reform were being overlooked
and under-appreciated in the family business. Eventually, with his father’s blessing, he was
permitted to pursue them independently. Arshad began to invest in a side business involving
renewable energy materials in construction with the family business. The new venture was set up
with Arshad as a majority shareholder of 51% of the total shares, while his father owned the
remaining 49% of the business.
Read the above case study and answer the following questions:
Q1: Writ the problem statement which should include the followings: [Marks 5]
•
•
•
•
the clear concise description and summary of the problem,
scope of the problem,
consequences of the problem,
the methods for resolving the problem in the above case?
Q2: Develop a mind map for decision making,
[2 Marks]
Q3: Write all the alternative choices of your decision.
[Mark 1]
Q4: Make a decision and write the conclusion.
[Marks 2]
Answers
1. Answer2. Answer3. Answer4. Answer5. Answer-
المملكة العربية السعودية
وزارة التعليم
الجامعة السعودية اإللكترونية
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment 2
Introduction to Operations Management (MGT 311)
Due Date: 30/03/2024 @ 23:59
Course Name: Introduction to Operations
Management
Course Code: MGT 311
Student’s Name:
Semester: First
CRN:
Student’s ID Number:
Academic Year:2023-24-2nd
For Instructor’s Use only
Instructor’s Name: Dr. Ganesh Dash
Students’ Grade:
Marks Obtained/Out of 10
Level of Marks: High/Middle/Low
General Instructions – PLEASE READ THEM CAREFULLY
•
•
•
•
•
•
•
•
The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented, marks may be reduced
for poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students or other
resources without proper referencing will result in ZERO marks. No exceptions.
All answered must be typed using Times New Roman (size 12, double-spaced) font. No
pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.
Learning Outcomes:
•
•
•
To designing profitable services that provide high level of quality to satisfy
business needs.
To ensure that the services delivered are reasonable and relevant to the customers.
To gain an understanding of the business rules and ensure if the results are in
alignment with the organizational goals.
Go through the given case scenario
‘There must be a better way of running this place!’ said Dean Hammond,
recently recruited General Manager of Boys and Boden, as he finished a
somewhat stressful conversation with a complaining customer, a large and
loyal local building contractor.
‘We had six weeks to make their special staircase, and we are still late! I’ll
have to persuade one of the joiners to work overtime this weekend to get
everything ready for Monday. We never seem to get complaints about
quality, as our men always do an excellent job … but there is usually a big
backlog of work, and something always gets finished late, so how should we
set priorities? We could do the most profitable work first, or the work for our
biggest customers, or the jobs which are most behind on. In practice, we try
to satisfy everyone as best we can, but inevitably someone’s order will be
late. In theory, each job should be quite profitable, since we build into the
price a big allowance for waste, and for timber defects. And we know the
work content of almost any task we would have to do; this is the basis of our
estimating system. But, overall, the department is disappointingly
unprofitable, and most problems seem to end up with a higher-thananticipated cost, and with late deliveries!’
Boys and Boden was a small, successful, privately-owned timber and
building materials merchant based in a small town. Over the years it had
established a large Joinery Department, which made doors, windows,
staircases and other timber products, all to the exact special requirements of
the customers, mostly comprising numerous local and regional builders. In
addition, the joiners would cut and prepare special orders of timber, such as
non-standard sections and special profiles, including old designs of skirting
board, sometimes at very short notice, and often even while the customers
waited. Typically, for larger joinery items, the customer provided simple
dimensioned sketches of the required products. These were then passed to
the central Estimating and Quotations Department which, in conjunction
with the Joinery Manager, calculated costs and prepared a written quotation,
which was faxed or posted to the customer. This first stage was normally
completed within two or three days, but on occasions could take a week or
more. On receipt of an order, the original sketches and estimating details
were passed back to the Joinery Manager, who roughly scheduled them into
his manufacturing plan, allocating them to individual craftsmen as each
became available. Most of the joiners were capable of making any product,
and enjoyed the wide variety of challenging work.
The Joinery Department appeared congested and somewhat untidy, but
everyone believed that this was acceptable and normal for job shops, since
there was no single flow route for materials. Whatever the design of the item
being made, it was normal for the joiner to select the required bulk timber
from the storage building across the yard. This roughly-sawn timber was
then prepared using a planer-thicknesser machine which gave it smooth,
parallel surfaces. After that, the joiners would use a variety of processes,
depending on product. The timber could be machined into different crosssectional shapes, cut into component lengths using a radial arm saw, joints
were formed by hand tools, or using a morticing machine, and so on. Finally
the products would be glued and assembled with screws and nails, sanded
smooth by hand or by machine, and treated with preservatives, stains or
varnishes if required. All the large and more expensive floor-standing
machines were grouped together by type (for example, saws) or were single
pieces of equipment shared by all 10 joiners. Every joiner also owned a
complete set of hand tools which they guarded and cared for with pride.
Dean described what one might observe on a random visit to the Joinery
Department:
‘One or two long staircases partly assembled, and crossing several work
areas; large door frames on trestles being assembled; stacks of window
components for a large contract being prepared and jointed, and so on.
Offcuts and wood shavings are scattered around the work area, but are
periodically cleared when they get in the way or form a hazard. The joiners
try to fit in with each other over the use of machinery, so are often working
on several, part-finished items at once. Varnishing or staining has to be done
when it’s quiet, for example towards the end of the working day or at
weekends, or even outside, to avoid sawdust contamination. Long offcuts are
stacked around the workshop, to be used up on any future occasion when
these lengths or sections are required. However, it is often easier to take a
new length of timber for each job, so the offcuts do tend to build up over
time. Unfortunately, everything I have described is getting worse as we get
busier … our sales are increasing so the system is getting more congested.
The joiners are almost climbing over each other to complete their work.
Unfortunately, despite having more orders, the department has remained
stubbornly unprofitable!
’Whilst analysing in detail the lack of profit, we were horrified to find that,
for the majority of orders, the actual times booked by the joiners exceeded
the estimated times by up to 50 per cent. Sometimes this was clearly
attributable to the inexperience of newly employed joiners. Although fully
trained and qualified, they might lack the experience needed to complete a
complex job in the time an Estimator would expect; but there had been no
feedback of this to the individual. We then put one of these men on doors
only; having overcome his initial reluctance, he has become an enthusiastic
“door expert” and gets closely involved in quotations too, so now he always
does his work within the time estimates! However, the main time losses
were found to be the result of general delays caused by congestion,
interference, double-handling, and rework to rectify in-process damage.
Moreover, we found that a joiner walked an average of nearly 5 km a day,
usually carrying around heavy bits of wood.
‘When I did my operations management course on my MBA, the professor
described the application of cellular manufacturing and JIT. From what I can
remember, the idea seems to be to get better flow, reducing the times and
distances in the process, and thus achieving quicker throughput times. That
is just what we needed, but these concepts were explained in the context of
high-volume, repetitive production of bicycles, whereas all the products we
make are one-offs. However, although we do make a lot of different
staircases, they all use roughly the same process steps:
1 Cutting timber to width and length
2 Sanding
3 Machining
4 Tenoning
5 Manual assembly (glue and wedges)
‘We have a lot of unused factory floor space, so it would be relatively easy
to set up a self-contained staircase cell. There is a huge demand for
specially-made stairs in this region, but also a lot of competing small joinery
businesses with low overheads, which can beat us on price and lead-time. So
we go to a lot of trouble quoting for stairs, but only win about 20 per cent of
the business. If we could get the cell idea to work, we should be more
competitive on price and delivery, hence winning more orders. At least that
is the theory. I know we will need a lot more volume to justify establishing
the cell, so it’s really a case of whether to construct a cell in anticipation of
higher demand, or to try to win more business first. To do the latter, we
would have to reduce our selling prices and lead-times, and then allocate
more joiners to complete the higher volumes of orders until we had enough
work to set up the cell. I personally favour setting up the cell first so that we
can have a “capacity leads demand” strategy.’
Questions
1. To what extent could (or should) Dean expect to apply the philosophies
and techniques of JIT to the running of the staircase cell?
(2.5 MM)
2. What are likely to be the main categories of costs and benefits in
establishing the cell? Are there any non-financial benefits which should be
taken into account?
(2.5 MM)
3.How different would the cell work (job design) be to that in the main
Joinery Department?
(2.5 MM)
4. What risks are associated with Dean’s proposal?
(2.5 MM)
Note:
•
•
•
You must include at least 5 references.
Format your references using APA style.
Each answer must not be less than 300 words
Answers
1. Answer2. Answer3. Answer4. Answer-
Purchase answer to see full
attachment
